Explaining a framework for analyzing the drivers and barriers of implementing the fourth Industrial revolution (case study: Sarcheshmeh Copper Company)

Engineering notes

Key topics: autonomous driving. See the paper for implementation details and experimental results.

Chinese explanation / 中文解读

中文解读待补充：本站会优先为端到端自动驾驶、BEV感知、3D目标检测、轨迹预测、路径规划、LiDAR感知等高价值论文补充中文说明。

Original abstract

Purpose: This research aims to explain a framework for analyzing the obstacles and drivers of implementing the Fourth Industrial Revolution in the Sarcheshmeh Copper Complex.Methodology: The present study adopts a mixed-methods (quantitative–qualitative) approach. First, through a literature review and meta-synthesis, 24 relevant articles were identified and coded. Then, to identify factors missing from the literature, 13 interviews were conducted, and the research model was developed using thematic analysis. Next, the extracted model was localized through the Delphi method based on the opinions of a 20-member expert panel. Finally, the relationships among the model components, as well as the hierarchical structuring of the factors, were examined using intuitive fuzzy DEMATEL and intuitive fuzzy interpretive structural modeling.Findings: The results indicate that the conceptual model for implementing Industry 4.0 in Iran’s copper industry consists of 12 main dimensions, encompassing both barriers and drivers. The causal relationship analysis reveals that economic drivers exhibit the highest level of interaction with other factors, whereas strategic barriers show the lowest level of dependence while exerting strong influence on other dimensions. In contrast, technological drivers demonstrate the highest degree of dependence. Based on the intuitionistic fuzzy interpretive structural modeling results, operational drivers and strategic, security, environmental, and technological–infrastructural barriers are positioned in the independent cluster, characterized by high driving power and low dependence. Environmental and sustainability drivers and organizational and managerial drivers fall into the autonomous cluster with low driving power and low dependence, while financial–economic, operational, and human resource barriers, along with economic–commercial and technological drivers, are classified in the dependent cluster, exhibiting high dependence.Originality/Value: The results of this study can help policymakers, industrial managers and researchers to better understand the challenges and opportunities of implementing the Fourth Industrial Revolution and provide guidance for developing appropriate strategies in this field.

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