I takt med den ökade digitaliseringen så blir vi alltmer uppkopplade, antalet olika system ökar,mängden data stiger och med det komplexiteten. Detta berör alla nivåer av företaget - så ävenmontering. Syftet med denna rapport är därför att öka kunskap och medvetenhet inom ett viktigttema som genomsyrar många angränsande frågor – interoperabilitet.

Manufacturing companies constantly improve their manufacturing systems. Yet, the demands of everyday efficiency shifts focus from drastic process innovations to continuous improvement. Using multiple case studies of four Scandinavian manufacturers, this article examines why process innovation is different from continuous improvement, and how it can be managed alongside the companies’ other formal processes. We find the companies lack a vocabulary to talk about process innovation, and have no common methods with which to organize it. Furthermore, process innovation often comes from outside the operational units, and because of this, knowledge integration, ownership and participation needs to be managed actively. 

Two change management strategies: a minimum change, exploitation strategy (kaizen) and a maximum output, exploration strategy (kaikaku) have been applied in a manufacturing case study. Value stream mapping and discrete event simulation were used to analyse the production system changes, with regards to robustness and total lead-time, to increase knowledge of how to choose change management strategy. The results point out that available time is crucial. It is important to consider not only product specification and return of investment, but also the change and risk management. Future research should develop engineering change management further.

En svetscell producerar och är produktiv när svetsning pågår och ljubågen brinner. Då skapas värde i en svetscell. För att nå teknisk och ekonomisk framgång, behöver svetscellen fungera "smart" med effektiva flöden, hög tillgänglighet, optimerad svetsteknik och ur flera aspekter goda miljöegenskaper. Skriften fungerar som hjälp när företag vill utveckla sin svetsverkstad och förbättra svetsproduktionen, utifrån lean, svetsteknik och automation.

Considering today’s increasing speed of change,

radical and innovative improvement - Kaikaku, is a necessity parallel

to continuous incremental improvement - Kaizen, especially for

SME’s in order to attain the competitive edge needed to be profitable.

During 2011, a qualitative single case study with the objective of

realizing a kaikaku in production has been conducted. The case study

was run as a one year project using a collaborative approach

including both researchers and company representatives. The case

study was conducted with the purpose of gaining further knowledge

about kaikaku realization as well as its implications. The empirical

results provide insights about the great productivity results achieved

by applying a specific kaikaku realization approach. However, it also

sheds light on the difficulty and contradiction of combining

innovation management and production system development.

In today's globally competitive market where the speed of change is increasing it is of great importance that manufacturing companies are striving to achieve improvements in their production systems resulting in competitive edge. One way of doing this is to strive for radical change by becoming more innovative. Today however, there's a lack of modern methods guiding companies to be not only innovative and creative in their production development process, but also increasingly more innovative while using it. Hence, the objective of this paper is to present and discuss a preliminary first draft of a Kaikaku realization method, primarily based upon Concept Modelling and research within the domains of Operations Management and Strategy, Innovation theory and Change theory. The result is a sequential work process that provides guidance from an initial “current state” of production to a more desirable “future state” based upon an aggressive target that is set in line with the production strategy. Finally, future research is discussed, implying that more research should be subjected to the actual work process as well as the main support provided in the process - aggressive target setting and facilitation of innovative thinking.