At the Smart Production Lab of FH JOANNEUM in Kapfenberg, Austria, an important step was taken towards its transformation into an Industry 5.0 lighthouse, with a focus on human-centric, sustainable and resilient manufacturing. In the framework of the Bridges 5.0 project, a strategic workshop was held that brought together key stakeholders to align visions, assess the current state of development, and define a structured path toward the future. The workshop served as a key step in planning the lab’s further development from a well-established Industry 4.0 environment toward a more human-centered, sustainable, and resilient Industry 5.0 setting.

Every dimension of the lab – from collaboration structures to technological flexibility – was assessed. The results show a moderate level of maturity, which is particularly pronounced in areas such as digital collaboration and employee involvement but still leaves room for growth in the areas of environmental sustainability and systemic resilience.

2030 in a Headline

Following the initial assessment, the workshop transitioned to a future-oriented perspective. Participants developed hypothetical journal headlines for the year 2030, envisioning the potential state of the Smart Production Lab upon full implementation of Industry 5.0 principles. One headline stood out in capturing the collective vision:

“Smart Production Lab in Kapfenberg wins the EU Industry 5.0 Award”

The selected headline, chosen through dot-voting process, formed the shared strategic vision and was positioned as the symbolic “roof” of the strategy model developed during the workshop.

Building the I5.0 Strategy House

Using the concept of a strategy house, participants structured a roadmap for the lab´s transformation. The model included:

• Foundation: Existing, competencies and capabilities rooted in Industry 4.0
• Pillars: The core principles of Industry 5.0 – human-centricity, sustainability, and resilience
• Roof: The jointly defined vision for 2030

For each pillar, participants formulated two strategic objectives, each supported by specific initiatives. To ensure shared understanding and commitment, a participative peer review was conducted. In this process goals and actions were collaboratively reviewed, adjusted, and prioritized using dot voting. Each participant allocated two votes per pillar to identify the most relevant objectives. The outcome provided a focused strategic basis for future project planning and implementation. The highest prioritized objectives in each pillars were as follows:

From Vision to Action

In the final phase of the workshop, all defines measures were mapped onto a timeline:

• Short-term actions: Immediate steps such as employee training and basic digital enhancements
• Mid-term initiatives (6–12 months): Process optimization and the development of coordination structures
• Long-term projects (1–5 years): Investment in infrastructure, establishment of strategic partnerships, and development of certification pathways

This temporal planning provided clarity on priorities and sequencing, supporting a structured and sustainable implementation roadmap.

Conclusion and Next Steps

The workshop established a clear strategic direction, fostered internal alignment, and identified actionable measures to support the lab´s transformation.

With this foundation in place, the next challenge lies in execution. The Smart Production Lab is now well positioned to continue it´s journey towards becoming a recognized example of Industry 5.0.