The research in this paper focused on (i) to increase the knowledge about the strategic role of automation technology and (ii) how automation technology investment decisions can be aligned with the strategy in manufacturing SMEs. This paper describes the design, application, and evaluation of the Strategic Development Map (SDM) in three settings, whereof two manufacturing SMEs. The SDM was also applied in more than 500 SMEs in a Swedish initiative called the Robot Lift. The SDM was derived from existing literature about Toyota management principles and thereafter adapted to the topic. The process of designing, testing, and evaluating the tool was inspired by design science research. It also contains explanations of the outcomes and mechanisms that lead to the successful adaptation and use of the SDM. The SDM provides a structured guidance process to understand the strategic role of automation technology investments in SMEs. This process can support companies towards a deeper understanding of the current state, target state and obstacles and challenges to reach the target with a focus on automation technology investments. The SDM was emphasized by companies and external coaches as very simple to understand and use. Using the SDM increased involvement and knowledge about strategic role of automation technology.

There is a remaining need from both academia and practitioners, to gainfurther knowledge about the decision making process for automation of low volumeproduction. This paper includes insights of drivers for automation, the developmentof a guide for low volume production and the outcome of using the guide. Theresearch in this study is based on both empirical data and theoretical considerations.The empirical data was collected in five case studies and a questionnaire. This paperis part of a research project with the main objective to develop knowledge about howflexible automation may contribute to improvements in efficiency, ergonomics,quality and production economics in different industries with low volumeproduction. One of the results in the project was a comprehensive guide, developed,refined and improved in an iterative collaborative process, where tools and parts ofthe guide were tested and verified by five manufacturing case companies. The paperdescribes briefly the development process of the guide and content. The requirementsof the guide derived from literature, case companies, questionnaire as well asindustrial experts. The resulting guide can be used in several ways, depending on therequirements of the application. The guide includes guiding principles, a decisionmodel for the analysis of the company, choice of automation and facts aboutautomation. In the end of the project, four companies had invested or decided toinvest in different types of automation. 

Value stream mapping (VSM) is a lean tool aiming at waste reduction. Previous research suggests that the use of VSM may result in work intensification and thus an increased risk for the workers of developing work-related musculoskeletal disorders (MSD). In the current study, VSM was developed to also consider physical exposure in the analyzed production system (ErgoVSM). As the VSM, ErgoVSM is based on a participatory approach. ErgoVSM was tested in a Swedish manufacturing company. The results suggest that ErgoVSM catalyzes change processes to include intervention proposals emphasizing ergonomics in addition to waste reduction. Thus, ErgoVSM appeared useful for the investigated target group of production engineers and experienced operators. The performance improvements suggested when using the ordinary VSM seemed not to be hampered by adding the ergonomics complement. However, the use of ErgoVSM was somewhat more time consuming than the use of VSM. In conclusion, ErgoVSM is suggested as a feasible tool to be used by production engineers and experienced operators for including ergonomics considerations in the rationalization process.

Aim: The aim of the current study was to investigate the impact of servant leadership dimensions on leader-member exchange (LMX) among health-care professionals. Background: Leadership support and the quality of the dyadic relationship between the leader and the employee are essential regarding the work environment and turnover intentions in health care. Method: A questionnaire-based cross-sectional study was undertaken at four hospital units in Sweden. The study sample included 240 employees. Results: Significant bivariate correlations were found between all servant leadership dimensions and LMX. The strongest correlations were found between 'humility' and LMX (r = 0.69, P < 0.001), and 'empowerment' and LMX (r = 0.67, P < 0.001). The hierarchical regression analyses indicated that 'empowerment', 'humility' and 'stewardship' explained about 55% of the variance in LMX. Conclusion: In our study servant leadership dimensions were strongly related to LMX. Implications for nursing management: The results identify specific servant leadership dimensions that are likely to be useful for developing a stronger exchange relationship between the leader (e.g. nursing manager) and individual subordinates in health care.

Aim: The study aims to examine the associations between leader–member exchange (LMX) and psychosocial factors at work.

Methods: A questionnaire-based cross-sectional study was undertaken at four units in two not-for-profit hospitals in southwestern Sweden. The study sample included 240 employees.

Results: Significant correlations were found between LMX items and most of the psychosocial domains and dimensions. The strongest correlations were found between the LMX item affect and rewards/recognition, role clarity and predictability, and the LMX item loyalty and rewards/recognition. In sum, high-quality LMX was associated with good psychosocial work conditions experienced by the employees.

Conclusions: The results support possible ways for managers and employees to strengthen their relationships and this may in turn lead to more sustainable systems in health care.