Inteligența Artificială Managementul Resurselor Umane Va Fi In Curand Inlocuit de Roboti In Limba Engleza

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Inteligența Artificială Managementul Resurselor Umane Va Fi In Curand Inlocuit de Roboti In Limba Engleza

Byadmin ianuarie 1, 2024

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ROME BUSINESS SCHOOL

INTERNATIONAL HR MANAGEMENT

SPECIALIZATION: HUMAN RESOURCE MANAGEMENT

GRADUATION THESIS

Scientific coordinator,

Professor

Name Surname

Student:

Name Surname

2018

THIS PAGE WAS INTENTIONALLY LEFT BLANK

ROME BUSINESS SCHOOL

INTERNATIONAL HR MANAGEMENT

SPECIALIZATION: HUMAN RESOURCE MANAGEMENT

´´ Human Resources Management will soon be replaced by robots?´´

Scientific coordinator,

Professor

Name Surname

Student:

Name Surname

2018

TABLE OF CONTENTS

Introduction ………………………………………………………………………………………………

Chapter 1-Literature review………………………………………………………………………..

1.1. Description of the topic………………………………………………………………

1.2.Relevant contribution………………………………………………………………..

Chapter 2 – Research Methodology………………..…………………………………………..

Chapter 3- Practice ………………………………………………………………………………

3.1.Hypotheses……………………………………………………………………………

3.2.Develop of the research………………………….………….………………………..

3.3.Findings ………………………………………..………..……………..………………

Conclusion …………………………………………………………………………………………………..

References…………………………………………………………………………………………………………….

Human Resources Management will soon be replaced by robots?

INTRODUCTION

CHAPTER 1-LITERATURE REVIEW

DESCRIPTION OF THE TOPIC

The influence of artificial intelligence on human resource management is an interesting subject of research, as it intends to determine the advantages and adversities of applying machines to fulfill specific tasks in a company. Achieving this goal will provide answers to job security issues among employees who believe that increased use of machinery in human resource management will lead to job termination. Moreover, identifying new systems that are embedded in human resource management also creates a greater interest in the subject, as the process will lead to creativity and innovation among staff. Completion of the study will determine whether the use of artificial intelligence in companies is crucial to their performance on the specific market. The types of artificial intelligence systems to be embedded in human resource management systems will be the main element with which the theme will contribute to the study.

If managers regard man's work within society as a means of purchasing livelihoods, for employees, the careers occupy an important place because the manager must recognize the value of employees. If they find that they can not be professionally affiliated to the company, they leave the workplace (Auteri & Fava, 2009). The role of human resources management is essential to ensuring the quality of the human resource through recruitment and human selection, by determining the specific training and improvement requirements of the employees and through the training program. Human resources management provides for the establishment of relations of mutual collaboration and trust among all employees, relations that ensure the functioning of the quality system and the performance of all the activities of the company. Human resources management implies a new vision of staffing within a business. Human resources management is defined as a complex of interdisciplinary measures with regard to personnel recruitment, selection, grading, professional development, material and moral stimulation (Casillas, Martínez-López & Corchado Rodriguez, 2012). Direct collaboration between humans and robots, also called robot-operator collaboration (COR), takes place primarily in sectors with low automation levels or where there is none at all. A classic example of this is the automotive industry: 95% of the automotive assembly line is automated, while only 5% is made manually. With regard to final assembly, the exact opposite is confirmed: the use of assistant robots can tangibly simplify tasks that require a high level of power or are ergonomically unfavorable. To do this, a new generation of robots is needed to work safely with human operators. Such robots are already used to assemble the engine and transmission, as well as in the final assembly process. However, there is tremendous potential for collaboration between people and robots in many other sectors and areas of application. To be able to work smoothly with human operators, robots must have special features (Dello & Angelozzi, 2016). Their ergonomics must be designed for direct contact. For contact with the operator, the robot must be able to limit its speed to minimize the kinetic energy of the system and to detect collisions. Integrated sensors across all robot axes ensure that the robot can "feel" the environment and can react as appropriate. For applications developed for COR, the entire application and its associated environment must be considered. In addition to the robot's safety, the place where robots and humans operate jointly must comply with the requirements to ensure low-risk collaboration. This requires the development of a safe cell concept. Last but not least, the operator must feel safe and thus develop a responsible level of acceptance for his assistant.

To ensure maximum flexibility for future production, the next logical step is to combine the COR (computer-operator interaction) concept with mobility. If the strengths of a lightweight sensitive robot are combined with a mobile and stand-alone platform, the robot becomes a highly flexible, location-independent, unlimited workspace assistant – an ideal base to meet Industry 4.0 requirements.

In logistics centers, people, machines, robots and conveyor belts are also connected to the network to efficiently manage material flows. With the help of sensors and computer systems in the network, each component is enabled to make optimal decisions at the right time along the supply chain. Assistance robots – for example, in an automated element selection process – are able to pick up ready-made components delivered by automated storage systems directly from containers using a modern image processing system integrated into application. The human operator can thus carry out more and more tasks to improve the process.

Smart devices will be mobile and capable of learning, to share knowledge and to act in groups – thus playing an essential role in the factory of the future. The concept of labor factor evolved from the basic approach, in which man was a simple tool, a mechanically correlated mechanism, to a concept approached from a sociological perspective of "human relations." (Helfgott, 1988)

In modern economies, inter-human relations are analyzed both from the point of view of the exchange relations, the relations between the bidder and the client, as well as the participation in the production process, irrespective of the legal form of their organization. At the level of organizations, the personnel department determines staffing needs using predictive and normative staffing methods, or on the basis of the experience of companies with a tradition in the field, as well as elements resulting from their own units operating in similar conditions (Human Resources in Research and Practice, 2011). The need for personnel is structured according to: the nature of the operations to be performed and the problems that can be posed; the volume of activities and their content by domains; how to organize the activity on its own; the degree of use foreseen in the various activities; Productivity to keep staff connected to company issues, but to enable decisions to be substantiated through diversity of demand and performance framework. For service organizations, instead of labor productivity, the indicators are also based on the establishment of staff needs: the size of the clientele correlated with the related service time and the objectives regarding the volume of benefits, receipts, the size of the profit, etc.

The need for personnel varies according to the level at which it is determined (operational units, workgroups, the whole of the enterprise), through on-site optimization, while labor productivity becomes a secondary indicator. Personnel recruitment and training are permanent activities to ensure, complete and adapt the staff (renewal, updating). The quality management of tourism products and services adapts to the specifics of implementing a quality management system. In this respect, the general manager must become the engine of change and the establishment of the quality system cannot be delegated (Liu, Zhang & Zhang, 2010). Human resources management must assume the responsibility of constant concern for the quality and performance of these specialists and managers, who must master the methods, techniques and tools that favor the change and implementation of the quality assurance system. Human resources management therefore has an important role to play in implementing a quality management system through the education and training of all staff, which should be oriented towards quality awareness and expertise (Kennedy, 2008).

The implementation of a quality management system can be accomplished through education and communication work that is carried out from the proposal of change and continuing and after its implementation. The selection of the staff is done in the context of the activity or the internal marketing through a propaganda of job vacancies, stimulating a good competition for their employment in terms of quality and performance, most advantageous for the firm, taking into account the need at a given time and the foreseeable needs based on the development perspectives, based on the knowledge of the trends of the based on existing staff.

The actual recruitment is done either through profile firms or by direct contract, personally, orally or in writing, or by means of telecommunication and mass communication. Personnel recruitment or selection is part of human resource management, along with other issues that address the issue of quality of work factor (promotion, improvement). Selection cadres must have the ability, experience and intuition to determine the potential behavior of the potential employee using the most rigorous selection methods (Marrone, 2017). The tests to which the candidates are subjected are appropriate to each post and as much as possible personalized to each candidate, measuring the power of initiative, self-control, emotional stability and the spirit of observation. Professional tests measure their knowledge and suitability to the job requirements, performance tests measure concentration strength, ability, resistance to effort, the extent to which particular results can be achieved, general psychic skills tests measure skill in solving problems generally, complemented with specific aptitude tests on skill and ability in a particular field, the latter being more in-depth. Vocational training and retraining must be considered at the level of each employee to a firm, must be perceived as a current way of existence and persistence and as a driving instrument. The role of the manager is to identify the company's needs for improvement, to set up on the basis of these specific improvement actions with specific objectives, using efficient methods and all that is required for maximum effectiveness (related frames, appliances, materials, etc.).

Employee participation in the life of the company is pursued by stimulating the employee's productivity, based on the satisfaction of personal aspirations. Occupation of a job requires the identification of suitable persons to occupy or improve for the post and to possess the knowledge and traits appropriate to the respective training (Meister, 2018). At the same time, account must be taken of the candidate's perennial features, possible changes in his / her behavior in relation to the function performed, attitude and participation. Change management for the implementation of the "quality management system" is an important priority of the transition to the market economy. The human resource plays the role of an agent of change, which is why it must master the mechanisms and methods of organizational change. The phases of the recruitment plan are: study of the personnel policy of the company, gathering information on the couple – posts, defining the recruitment needs, internal and external resources, planning the actions for recruitment. Recruitment strategies and policies stem from the HR strategy and are contingent on other staff strategies and policies. The human resources department will ensure the employment of those capable people who, through their work, promote the continuous improvement of the company's results. To be performing, an organization needs human resources. Under these circumstances, the recruitment process involves new skills (Monks et al., 2012). The job description, embodied in the trade company as a job description, is an important document underlying the recruitment. The role of recruitment in ensuring the quality of human resources is decisive. Selection is the choice of a person to be hired out of those who will be potentially employed, and obviously depends on the first stage: recruitment. The selection is represented by a series of stages through which people who have to take up a post to be employed must pass. After recruitment and selection, the next step in ensuring adequate human resources is organization. Training is the process of developing the human features that will enable them to be more productive and thus contribute more to achieving the organization's goals (Omer, 2018).

The goal of cooking is to increase the productivity of employees through their computing. Assessing the performance of staff and positions is the fourth step in ensuring adequate resources for the organization. Performance appraisal is the process of reviewing employee past work to assess the contribution they have made to meeting the management system's objectives. To motivate an employee means "to make him do well and on his own initiative the things they have to do". Motivation ceases when people are forced to submit to a request. Employee performance depends on motivation. Employee motivation is also important for the effective implementation of a quality system. Managers have the responsibility to periodically analyze and understand what motivates them and demotions employees and to undertake concrete "pro-innovation" actions (Scholz, 2017).

The role of the manager is to create motivation for the acceptance and implementation of the quality system. Preoccupation for employee awareness of quality must include all employees. Among the motivational factors in qualitative insurance and improvement can be mentioned: the establishment of a climate of trust; the pursuit of an efficient human resource management; motivation through manager involvement in quality issues; motivation through actions taken by the manager; motivation by manager's assumption of responsibilities; motivation by the way the manager performs control; motivation by adapting the way of communication to different types of employees(Złotowski, Yogeeswaran & Bartneck, 2017). The manager must accept the discussion with any employee, adopting a direct, yet pleasant, polite communication style, and trying to solve all the problems that arise. Labor productivity is in correlation with p but this indicator may be the basis for establishing the staffing needs in the material production but not in the service activities, due to the particularities of these activities, mainly due to their immaterial character and the impossibility of expressing the results in the traditional forms (own production). Generally, quantification of productivity in services is inappropriate, highly criticized, limited or incapable of resisting a deeper analysis. Productivity in services must be understood in a different optics than the traditional one built on the model of the factory or plant type of production (Storey, Wright & Ulrich, 2009).

Productivity in services is lower than in industry, while productivity growth in services is slower. Productivity in services is calculated by defining the number of sales relative to the workload deposited for that, or at the full cost, to all the imputations in the process. Productivity in services under the conditions of co-production with the customer is influenced by it as well as by a number of factors such as: the location of the location, the size of the unit, the number of points of contact within a unit, the number of units within the same company, the degree of endowment of the unit with various equipment and facilities and the organization of work. Productivity is correlated with the issue of quality and future prospects. Productivity indicators can be improved by applying weighting indices(Wilkinson, 2011).. In order to assess the amount of physical productivity in services, value productivity calculations are used. Unlike industry, in services, external factors influence the quality of performance and productivity, without the manager being able to influence or control them. Unlike in the industry, service performance matters less than the company's absolute results or its evolution, and it is more relevant to compare its own performance with competing firms (Tihanyi, Devinney & Pedersen, 2012).

A specific aspect of productivity in services occurs when a large share of staff and not distribution facilities or networks, when in many enterprises the specific weight of office activities is higher, or when the majority of businesses increase the share of intellectual – intensive work. The so-called "white collar" productivity has a special character in immaterial services. Intellectual work, immaterial work, ideas and information is the most qualitative, the hardest to quantify. The results not only cannot be quantified, but are different from one benefit to another, from one case to another, disproportionate to the time consumed, to the effort deployed, regardless of the forms in which it has occurred, regardless of its forms of expression. Finally, when it comes to technology (robots, AI and other inventions), we have to admit that it is inevitable that it will continue to develop (Yang & Ma, 2013). However, the utility of the human factor cannot be eliminated. Management still involves managing people, setting tasks and achieving goals, execution. Moreover, one needs to make sure that employees are happy at work and the examples can continue.

1.2.RELEVANT CONTRIBUTION

Many jobs that exist today were not five years ago. Although it may be difficult to imagine what will appear over the next five years, it is certain that things will change and there will be a need for new specialists and new functions. Robot is defined as a mechanical or virtual "agent", usually a piece of equipment electromechanical, what is ordered by printing a software program or through an electronic circuitry system. In that they can have a human look, or autonomous and automatic movements, the robots induce the perception of a high degree of intelligence. If, initially, the robots were used to perform repetitive activities, under the guiding priority of man, they are now becoming more and more involved in less structured and more complex tasks and activities(Złotowski, Yogeeswaran & Bartneck, 2017). This complexity has prompted the attention of researchers, manufacturers and, last but not least, users to the study of Human Robot Intervention (HRI). The ultimate goal of HRI is to develop new principles and algorithms for robotic systems so that they can interact with people in a direct, safe and efficient way. The first industrial robot was introduced in the US in 1960. Since then, their manufacturing technology has continually improved and as a result, industrial robot applications have expanded considerably. These cover "beach" from the High Tech industry (nano-fabrication, aerospace) to computerized medicine; from manufacturing to CNC machining centers to manufacturing by 3D printing. By using robots in industry, important benefits are gained from productivity, operating safety, cost and productivity. Idea "automaton / automata" has its origins in the mythologies of different cultures of the world. Engineers and inventors of ancient civilizations (China, Greece, and Egypt) have tried to build independent / independent machines, some of which have the likeness of humans and animals. The oldest descriptions of the "automaton" refer to: the artificial birds of Mozi and Ban; the automaton that speaks, Hero of Alexndria; Philo's washing machine in Byzantium. In the sec. IV, that is, the Greek mathematician Archytas of Tarentum projected a steamed steamed mechanical bird called The Pigeon. Another automaton is the hourglass made in the year 250, i.e. by Ctesibius of Alexandria, a physicist and inventor of Ptolemaic Egypt. Taking the information from Homer's Iliad, Aristotle speculated in the "Politicians" (322 BC, book 1, part 4) that those "automakers" could one day serve the concept of equality between men by enabling the abolition of the scale.

The first industrial robot, manufactured in 1938, had the appearance of a swing and a single drive engine. Remarkable is that he had five degrees of freedom. This robot could not be used for a wide variety of tasks but was able to place blocks / pieces of wood in blocks / stacks of well-defined shapes. In the 1980s, car industry companies made massive investments in robotics companies, although they have not always proven to achieve their goal. General Motors Corporation has spent more than $ 40 billion on technology, but unfortunately much of the investment has proven to be a failure. In 1988, the Hamtramck Michigan plant robots "ceded", that is, they broke the jams and dyed each other (Anderson & Anderson, 2011). Unfortunately, the premature introduction of robots into the industry has led to the creation of financial instability. The year 2010 induced an acceleration of demand for industrial robots, due to the continuous, innovative development and improvement of robot performance. By 2014, it recorded a 29% increase in global sales. Because robots have become more and more powerful in recent years, they have a computer-aided system for them. Robot Operating System, ROS, is a set of "open source" programs developed at Stanford University, Massachusetts Institute of Technology and Technical University of Munich. Asimov's Laws. SF writer Isaac Asimov created the fundamental laws of robots, laws that are also applied in our days. . These laws were introduced in 1942 in his short story, "Runaround" 14, and had already been outlined in previous stories. Asimov's laws form the basis of the philosophy of the emergence and development of robots, as outlined below. Law 1: A robot does not have to hurt a human being, or the lack of action must not allow a finite human to come to do harm. Law 2: A robot must obey orders given by human beings, except for those orders that conflict with the first law. Law 3: A robot must also protect the existing, as long as this protection does not conflict with the first law and the second law. Towards the end of his book, Foundation and Earth, Asimov introduced the "zero law", which reads as follows: A robot is not allowed to do harm to humanity, or by lack of action to allow humanity to do harm. Since 2011, these laws have become a "fictional device." According to the 2011 robotics principles of the EPRSC / AHRC, the Engineering and Physical Sciences Research Council (EPSRC) and the UK's Arts and Humanities Research Council (AHRC) (five) ethics principles "for designers, builders and users of robots" in the real world, along with 7 (seven) "high level" messages to be transmitted, all based on a workshop held in September 2011 The principles of ethics are as follows: Robots must not be designed for the sole purpose, or in the pale prince, to kill people. People, not robots, are the main agents. Robots are means designed to achieve people's goals. Robots must be designed to ensure safety and security (Asfahl, 1992). Robots are "artifact," they should not be designed to exploit vulnerable users by evoking an emotional response, or addiction. It is always necessary for the man to talk to the robot. It must always be possible to identify who is legally responsible for the robot. The messages that are intended to be transmitted are as follows. We believe the robots have the potential to have a huge positive impact on society. they do harm to us. It is important to demonstrate that we are committed to the best practice standards. To understand the context and the implications of our research, we need to work with experts from other disciplines, including social sciences, law, philosophy and art. The philosophy of robot evolution is based on the Asimov’s Laws and the EPRSC / AHRC Principles, which were outlined above. the apple of non-compliant produce is low. In the history of industrial robots development, there is a bizarre correspondence between increasing the complexity of the operations the robot has to perform and the improvement of its command and control system. If, initially (year 1938), industrial robots were used only to grab a simple configuration object and move from one place to another, now (2018) the industrial robots are integrated into the lean 19 manufacturing systems, ensuring not only a very high precision of execution, but also a small number of rebut products. Some of the advantages of using industrial robots are: – Productivity and profit – in that the robots can work 24/7 (hours / days), with execution speed much higher than that of the human operator; – low costs – only maintenance costs are involved in the operation, so that the recovery of the acquisition 20 of the robot takes place over a period of six months to one year; – high processing quality – in that the precision with which operations are performed is much higher than the human operator. In spinning industry, robots have become an integral part of flexible manufacturing systems.

They provide quick clamping / dismounting of work pieces, positioning at the workstation, moving from one CNC equipment to another, etc. Noteworthy that when working in a "clean room / clean room" where the human operator's access is strict, the robot is the right means of operation Robots in research and education – for industrial applications. Research and education must represent two strategic areas, of great importance, for any modern responsible society. This approach is specific to several areas that deal with the design and realization of robots, or those who perform industrial developments (Chakraborty, 2018). The example highlighted in this paper is that of KUKA Group, which starts from the concept: "The future of learning begins today". The objective of KUKA is to maintain its leading role in innovation and technology. The high precision and flexibility of KUKA products makes it possible for these products to be assigned to a wide range of research-specific activities, and in particular in the field of robotics. KUKA Roboter intends to provide researchers, teachers and learners with the products that I need in their work so that they can develop their own applications. An example is the "Education BUNDLE" system, with which students can acquire special knowledge and skills. It constitutes the complementary ideal of theoretical knowledge and allows practical training, on robot, under conditions identical to those in reality and according to the requirements mentioned in the standard. There was some reluctance on the part of society for the large-scale introduction of robots into industry. A realistic analysis highlights that lost jobs are, in particular, those of heavy, routine physical labor, which often affect the health of the worker. For balancing, "redundant" people can make re-career courses, improve their skills, or otherwise gain new skills that will help them find a job for higher qualification and therefore a better paid job (Kernaghan, 2014).

If not yet the world, robots are starling to dominate news headlines. They have long been working on our factory floors, building products such as automobiles, but the latest research from academic labs and industry is capturing our imagination like never before. Now, robots are able to deceive, to perform surgeries, to identify and shoot trespassers, to serve as astronauts, to babysit our kids, to shape shift, to eat biomass as their fuel (but not human bodies, the manufacturer insists) etc.

As a case of life imitating art, science fiction had already predicted some of these applications, and robots have been both glorified and vilified in popular culture—so much so that we are immediately sensitive, perhaps hypersensitive, to the possible challenges they may create for ethics and society. The literature in robot ethics can be traced back for decades, but only in recent years, with the real possibility of creating these more imaginative and problematic robots, has there been a growing chorus of international concern about the impact of robotics on ethics and society (Levy, 2006).

Robotics is indeed one of the great technological success stories of the present time. Starling from humble beginnings in the middle of the twentieth century, the field has seen great successes in manufacturing and industrial robotics, as well as personal and service robots of various kinds. All the branches of the armed services now use military robots. Robots are appearing everywhere in society: in healthcare, entertainment, search and rescue, care for the elderly, home services, and other applications.

While the technological advances have been remarkable and rapid (and promise to continue this pace), the social and ethical implications of these new systems have been largely ignored. Only during the past decade have we seen the emergence of the field of "robot ethics" (sometimes abbreviated as "roboethics"; with most efforts in Europe, Asia, and the United States. In this chapter, we survey some of the remarkable advances in robot hardware and software, and comment on the ethical implications of these findings.

We stipulate that the robot must be situated in the world in order to distinguish a physical robot from software running on a computer, or, a "software bot.1'(Light, 2018).

Current and near-future developments in robotics are taking place in many areas, including hardware, software, and applications. The field is in great ferment, with new systems appearing frequently throughout the world. Among the areas in which the great innovations are taking place are:

Human-robot interaction, in the factory, home, hospital, and many other venues where social interaction by robots is possible

Display and recognition of emotions by robots

Humanoid robots equipped with controllable arms as well as legs

Multiple robot systems

Autonomous systems, including automobiles, aircraft, and underwater vehicles

Humanoid robots resemble human beings in some aspects. They may have two legs or no legs at ail (and move on wheels); they may have one or more arms or even none; they may have a human like head, equipped with the senses of vision and audition; and they may have the ability to speak and recognize speech.

It is interesting to note that humanoid robots do not need to appear completely human-like in order to be trusted by people. It is well known that humans are able to interact with dolls, statues, and toys that only have a minimal resemblance to human beings; In fact, the ability of humans to relate to humanoids becomes worse as they approach human-like appearance, until the resemblance is truly excellent. This figure shows that our emotional response to robots increases as they resemble humans more and more, until they teach a point at which their resemblance is close to perfect but eerily dissimilar enough such that we no longer trust them—that sudden shift in our affinity is represented by the dip or valley on the curve. But the trust returns as the anthropomorphism approaches 100 percent (or perfect resemblance) to human look.

The robots we have discussed above are "socially interactive," in the sense that human-robot interaction is an essential component of their behavior. The phrase covers a wider range of robots, as presented in a major survey paper. A broader view needs to include multiple robot systems (where robots may cooperate with each other), and even robot swarms. Such robots may need to recognize each other and possibly engage in mutual interactions, including learning from each other. While a great deal of research in these areas is currently proceeding, we cannot discuss it here, due to space limitations. However, it is evident that such mutual relationships will eventually involve ethical considerations (Rodogno, 2015).

Ultimately, as social robotics develops, we expect that individual robots may develop distinctive personalities and communicate with each other, perhaps in new high-level languages. We have begun to study one aspect of social behavior by considering robot societies in which an altruistic robot may assist another in the completion of its task, even if its own performance suffers as a result.

The interest theory maintains that rights correlate with interests (or welfare) -everything that has interests (or”welfare") has rights. All persons have a duty to respect the rights of everything that has interests (including, potentially, robots?). But the will theory of rights disagrees: it asserts the right to liberty is the foundation of all other rights claims, and a rights claim is understood as the entitlement to a particular kind of choice—a rights claim entitles me to claim or perform something, or not— is up to me (and nobody else). A rights claim entails no duty upon the rights holder, but only a freedom TO perform/claim something, or not. But the correlativity thesis makes clear that rights claims do entail duties, not for the rights holder, but for all other persons a correlative duty.

The correlativity thesis is essential lo rights theory, in conceptualizing the relation between rights and duties. Rights are guaranteed, which then guarantee duties for everyone else.

The number of robots used in the global industry has reached a record level because the price of these machines falls while the cost of labor increases, says the United Nations Economic Commission for Europe The automotive industry Today, the world uses a robot for ten workers, the report says.

"This massive investment is driven by stable or declining robot prices, rising labor costs, and a steady improvement in technology. Businesses buy robots even in times of recession, because they have a dual interest: they increase production capacity while streamlining production. When the economy recovers, we can then increase production without necessarily hiring staff." According to estimates (…), the price of industrial robots has fallen on average 66% in the United States since 1990. while at the same time the overall cost of labor in the US industry has increased 63%. (Van Rysewyk & Pontier, 2015)

The development of Kaizen has also favored the development of just-in-time production, which aims at zero stock, zero defects, zero deadlines. Here again, it is the operator who will indicate the type of product part to be manufactured. depending on the production constraints he encounters. It is he who will take the initiative to feed himself in pieces at the upstream station when he needs it, and "just" with the quantity he needs . The Japanese model has therefore replaced the American mass quantitative model to specialize in the production of small series and to differentiate through different products.

The Japanese method greatly favors the participation of operators and allows more autonomy, self-control, decision-making power and responsibilities. It has changed the role of managers who have "become the leaders of a production process involving people and teams, with a role of advisor, trainer, and coordinator-regulator. This conception of things draws its sources from values (notably collectivism) peculiar to Japanese society. Individuals are made aware of the company's philosophy and culture (manifested in a set of symbols and ceremonies). Decision-making is therefore naturally participatory because all those involved in the decision-making process are involved even when the decision affects a large number of people (van Wynsberghe, 2016). This model originated in automobile assembly plants, namely those of Volvo in Sweden. It was at the beginning of the 1970s that Volvo decided to break with a traditional production line production model and replace it with a new "modular" organization mode. The goal was to increase the efficiency of the workers.

CHAPTER 2 – RESEARCH METHODOLOGY

CHAPTER 3- PRACTICE

3.1.HYPOTHESES

3.2.DEVELOP OF THE RESEARCH

3.3.FINDINGS

CONCLUSION

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