wbk Institut für Produktionstechnik

Sina Peukert, M.Sc.

  • 76131 Karlsruhe
    Kaiserstraße 12

Sina Peukert (geb. Helming), M.Sc.

Forschungs- und Arbeitsgebiete:

  • Robuste Steuerung globaler Produktionsnetzwerke
  • Störungsmanagement in Produktionsnetzwerken
  • Integrierte Produktions- und Logistikplanung
  • Industrie 4.0 in globalen Produktionsnetzwerken


Allgemeine Aufgaben:

  • Vorlesungsbetreuung „Globale Produktion“
  • Betreuung der Vorlesung „Global Production“ an der Hector School
  • Betreuung des Lernfabrik-Moduls „Leadership 4.0 in a Production Environment“



  • ProRegio – Customer-driven design of product-services and production networks to adapt to regional market requirements
  • FlexPLN – Erforschung von Modellierung und Softwaretechnologie für die flexible und integrierte Produktions- und Logistikplanung in dynamischen Netzwerken


10/2010 - 03/2017 Studium des Wirtschaftsingenieurwesens am Karlsruher Institut für Technologie
seit 04/2017 Wissenschaftliche Mitarbeiterin am Institut für Produktionstechnik (wbk) des Karlsruher Instituts für Technologie (KIT)


[ 1 ] Lux, E.; Adam, M.; Dorner, V.; Helming, S.; Knierim, M. & Weinhardt, C. (2018), „Live Biofeedback as a User Interface Design Element: A Review of the Literature“, Communications of the Association for Information Systems, S. 257-296. 10.17705/1CAIS.04318
With the advances in sensor technology and real-time processing of neurophysiological data, a growing body of academic literature has begun to explore how live biofeedback can be integrated into information systems for everyday use. While researchers have traditionally studied live biofeedback in the clinical domain, the proliferation of affordable mobile sensor technology enables researchers and practitioners to consider live biofeedback as a user interface element in contexts such as decision support, education, and gaming. In order to establish the current state of research on live biofeedback, we conducted a literature review on studies that examine self and foreign live biofeedback based on neurophysiological data for healthy subjects in an information systems context. By integrating a body of highly fragmented work from computer science, engineering and technology, information systems, medical science, and psychology, this paper synthesizes results from existing research, identifies knowledge gaps, and suggests directions for future research. In this vein, this review can serve as a reference guide for researchers and practitioners on how to integrate self and foreign live biofeedback into information systems for everyday use.

[ 2 ] Buergin, J.; Helming, S.; Blaettchen, P.; Schweizer, Y.; Bitte, F.; Haefner, B. & Lanza, G. (2018), „Local order scheduling for mixed-model assembly lines in the aircraft manufacturing industry“, Production Engineering Research and Development, S. 1-9.
Multi-variant products to be assembled on mixed-model assembly lines at locations within a production network need to be scheduled locally. Scheduling is a highly complex task especially if it simultaneously covers the assignment of orders, which are product variants to be assembled within a production period, to assembly lines as well as their sequencing on the lines. However, this is required if workers can flexibly fulfill tasks across stations of several lines and, thus, capacity of workers is shared among the lines. As this is the case for final assembly of the Airbus A320 Family, this paper introduces an optimization model for local order scheduling for mixed-model assembly lines covering both assignment to lines as well as sequencing. The model integrates the planning approaches mixed-model sequencing and level scheduling in order to minimize work overload in final assembly and to level material demand with regard to suppliers. The presented model is validated in the industrial application of the final assembly of the Airbus A320 Family. The results demonstrate significant improvement in terms of less work overload and a more even material demand compared to current planning.

[ 3 ] Helming, S.; Buergin, J.; Bitte, F.; Haefner, B. & Lanza, G. (2019), „Integrated Production and Logistics Planning and Control in Global Production Networks“. Advances in Production Research, Hrsg. R. Schmitt and G. Schuh, S. 637-646.
As a result of the increasing interdependencies within global production networks, the importance of an improved coordination of the associated individual processes is continuously rising. In particular, enormous potential is expected from a stronger integration of production and logistics planning and control. While previous approaches have mainly dealt with the integration of production planning and distribution logistics planning, this paper pursues the goal of integrating the procurement logistics and the production perspectives, considering both predictive and reactive components. To achieve this goal, an initial framework for the integrated procurement logistics and production planning and control is developed and exemplified in the context of an aircraft manufacturer within the scope of this paper.

[ 4 ] Treber, S.; Moser, E.; Helming, S.; Haefner, B. & Lanza, G. (2019), „Practice-oriented Methodology for Reallocating Production Technologies to Production Locations in Global Production Networks“, Production Engineering, S. 1-9.
An increasingly uncertain and dynamic competitive environment is challenging industrial companies nowadays. Against this backdrop, companies are focusing on their core competences. They organize their production in global production networks. While the competitiveness of production networks could be maintained for a long time by optimizing individual production sites, the overall network is increasingly becoming the focus of attention. In particular, the elimination of redundant production technologies offers the potential to exploit economies of scale, to bundle technology-specific competences and to achieve an increase in efficiency. The purely mathematical optimization models disseminated in research are unable to consider all the sub tasks of planning. For this reason, this article proposes a practice oriented methodology for reallocating production technologies to production locations in global production networks. The procedure consists of three phases: the investigation of current production technology-to-site allocation in the production network, the generation and planning of alternative reallocations as well as the evaluation of reallocations. For testing its practical suitability, the procedure is exemplary applied to the global production network for forging processes of a medical device manufacturer.

[ 5 ] Helming, S.; Haverkamp, C.; Haefner, B. & Lanza, G. (2019), „Development of a Structured Approach for Reactive Disruption Management in Supply Chain Networks “. Proceedings of the International Conference on Competitive Manufacturing - Knowledge Valorisation in the Age of Digitalization, Hrsg. Dimitrov, D.; Hagedorn-Hansen, D. & von Leipzig, K., S. 431-437.
Increasing complexity and dynamics in globally distributed supply chain networks makes companies vulnerable to disruptions and does not only require good and robust planning, but also rapid troubleshooting as a reaction to unforeseen events. However, companies often neither possess a targeted approach for the systematic identification and communication of disruptions nor for the appropriate reaction to a disruption and the minimization of its consequences while considering the entire supply chain. Hence, this paper proposes a framework for reactive disruption management which allows for a multi-criteria evaluation and logical selection of measures in case of a disruption.

[ 6 ] Helming, S.; Ungermann, F.; Hierath, N.; Stricker, N. & Lanza, G. (2019), „Development of a training concept for leadership 4.0 in production environments“, Procedia Manufacturing, S. 38-44. 10.1016/j.promfg.2019.03.007
Industry 4.0 and the associated technological change result in far-reaching modifications not only having an impact on a company’s organization, but also on the people within it. Managers thereby play a crucial role as they form one major component of a successful change process. Hence, the presented Leadership 4.0 training concept was developed in order to further qualify and sensitize managers for new forms of leadership in the era of Industry 4.0. The training module allows production managers to understand how leadership changes through Industry 4.0 and which specific aspects should be taken into consideration, especially with respect to employee management. In contrast to existing leadership trainings, the presented training especially focuses on production environments and is therefore primarily carried out within the wbk Learning Factory on Global Production. This way, changes resulting from digitization and Industry 4.0 can be vividly experienced and transferred to the managers’ day-to-day work.

[ 7 ] Lanza, G.; Haefner, B.; Verhaelen, B. & Peukert, S. (2019), „Produktionsnetzwerke und Fabriktypen der Zukunf“, ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb, Nr. 12, S. 797-801. 10.3139/104.112196 [07.01.20].
Die zunehmende Globalisierung führte in den letzten Dekaden zu global verteilten Produktionsnetzwerken. Um solche Netzwerke und die darin befindlichen Fabriken auf strategischer Ebene auszurichten, haben sich idealtypische Modelle bewährt, die als Leitlinien einer fundierten Fabrik- und Netzwerkorganisation zu verstehen sind. Dieser Beitrag beschäftigt sich mit solchen idealtypischen Modellen und zeigt exemplarisch auf, wie sie sich für das Management globaler Produktionsnetzwerke einsetzen lassen.

[ 8 ] Peukert, S.; Treber, S.; Balz, S.; Haefner, B. & Lanza, G. (2020), „Process model for the successful implementation and demonstration of SME-based industry 4.0 showcases in global production networks“, Production Engineering Research and Development, S. 1-14. 10.1007/s11740-020-00953-0
Small and medium-sized enterprises (SMEs), many of which operate as suppliers in global production networks (GPN), often times lack behind large enterprises in terms of Industry 4.0 implementation. For this reason, scientific contributions recommend SMEs to approach Industry 4.0 through pilot projects in which individual Industry 4.0 use cases are developed and implemented. Hence, to allow for a targeted development and implementation of Industry 4.0 use cases for SMEs in GPN, this paper proposes a five-step process model that seeks to make use of Industry 4.0 potentials in terms of increased product qualities and logistics performances within such networks. In contrast to existing process models, this paper follows a holistic approach that initially focuses on the identification of potential problems that impede increased product qualities and logistics performances. Building upon these problems, potential Industry 4.0 solutions are derived and transferred into use cases using a structured idea generation and selection process. After the successful implementation of the use case, the procedure is completed by the conversion of the use case into a showcase that might serve as a lighthouse project illustrating the potentials of Industry 4.0 for other production network partners. For testing its practicability, the procedure is exemplarily applied to the GPN of an automotive supplier.

[ 9 ] Peukert, S.; Lohmann, J.; Haefner, B. & Lanza, G. (2020), „Increasing Robustness in Global Production Networks by Means of an Integrated Disruption Management“. Procedia CIRP, Elsevier, S. 706-711.
Manufacturing companies operating in global production networks face rising complexities and increasing susceptibilities to disruptions. For coping with disruptions, companies are in need of a holistic, comprehensive disruption management, involving all network actors to find optimal measures. However, today?s disruption management approaches are characterized by intuitive, experienced-based reactions, limiting themselves to solely the production or the logistics perspective and hence not permitting an overarching reaction. Therefore, this paper presents an integrated approach to disruption management, combining the production and logistics perspectives. It incorporates DoE and metamodeling methods in a simulation model to enable efficient, robust decision-making in highly complex environments.

[ 10 ] Verhaelen, B.; Mayer, F.; Peukert, S. & Lanza, G. (2021), „A comprehensive KPI network for the performance measurement and management in global production networks“, Production Engineering Research and Development, 10.1007/s11740-021-01041-7 [20.03.26].
The trend of globalization has led to a structural change in the sales and procurement markets of manufacturing companies in recent decades. In order not to be left behind by this change, companies have internationalized their production structures. Global production networks with diverse supply and service interdependencies are the result. However, the management of global production networks is highly complex. Key performance indicator (KPI) networks already exist at the corporate level and site level to support the management of complex systems. However, such KPI networks are not yet available to support the management of entire production networks. In this article, a KPI network for global production networks is presented, which links the key figures of the site level and the corporate level. By integrating both levels into a comprehensive KPI network, cause and effect relationship between the production-related KPIs and the strategic KPIs of a corporate strategy become transparent. To this end, this KPI network is integrated into a Performance Measurement and Management (PMM) methodology. This methodology consists of three phases: performance planning, performance improvement, and performance review. For testing the practical suitability, the PMM methodology is applied to the production network of an automotive supplier using a simulation model to estimate the effects of proposed improvement actions of the methodology.