![]() ![]() Especially the technical configuration of a learning factory determines its future application possibilities in research, training, and teaching. The evidence from the case study is considered to expand the current understanding of Learning Factories implementation pathways.Ī structured and systematic process plays an important role for the learning factory design. Hence, this paper presents a detailed case study conducted between 20 of a Learning Factory phased implementation that continuously and iteratively evolved in terms of resources, operation, partnerships, and teaching applications. In a phased implementation, the demonstrated results from one phase may support budget, resources, and partnership acquisition for the following stages. In these cases, a phased Learning Factory implementation may be considered. However, the necessary resources and budget for a comprehensive Learning Factory deployment may not be fully available upfront in some contexts with limited means. The existing models and cases are mainly based on the Learning Factory implementation as a single integrated project initiative. ![]() Regarding the implementation process, a few models and several case studies are provided. Existing Learning Factories definitions and morphology are already well established. Over the last decade, Learning Factories literature has evolved significantly. Maturity models recognize that not all relevant dimensions of a LF might be well-developed upfront, as by the examples of statements for maturity definition given. propose a maturity model based on the morphology model, design levels, and the European Foundation for Quality Management Model (EFQM model). The LF life cycle model proposed by Tisch and Metternich, similar to a generic product lifecycle model, includes the following phases and highlights the critical resources for each life cycle phase: planning, with physical space being the critical resource development, with the team being the critical resource construction, with financial resources being the critical point sales and acquisition (depending on the LF business model), with partners and staff being the critical resources factory use and training, with the sustainable operational model being the critical resource and, finally, the LF remodeling/recycling, with the integration of recent research to the LF environment being the critical resource. ![]()
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