Digital transformation at the case companies
| Company Alpha | Company Beta | Company Gamma | |
|---|---|---|---|
| Decision-makers | Company CEO and parent company top management | Company CEO and parent company top management | Company top management |
| Pursued targets | Efficiency increase; timely availability of shop-floor information | Efficiency increase; employees' wellbeing | Employees' wellbeing; efficiency increase |
| Adopted technologies | MES; automated warehouse | Integration between MES and ERP; highly automated assembly lines; collaborative robots | Integration between MES and ERP; integrated design and simulation software; 3D printers; machining centres with robotic loading and unloading |
| Organisation change | Limited to involved processes | New positions in operations; new organizational units, including a change management unit | Company-wide support to the lean-production approach |
| Implementation strategy | Working group including managers of involved functions; external consultants; centralised management and limited user involvement; limited training for users | External consultants and technical support from engineering group subsidiary; key-users early involvement; extensive training for users | Taskforce to outline the overall vision before launch of operative projects; external consultants; implementation teams including key users from involved units; steering committee to supervise coherence among projects; extensive training for users |
| Company Alpha | Company Beta | Company Gamma | |
|---|---|---|---|
| Decision-makers | Company CEO and parent company top management | Company CEO and parent company top management | Company top management |
| Pursued targets | Efficiency increase; timely availability of shop-floor information | Efficiency increase; employees' wellbeing | Employees' wellbeing; efficiency increase |
| Adopted technologies | MES; automated warehouse | Integration between MES and ERP; highly automated assembly lines; collaborative robots | Integration between MES and ERP; integrated design and simulation software; 3D printers; machining centres with robotic loading and unloading |
| Organisation change | Limited to involved processes | New positions in operations; new organizational units, including a change management unit | Company-wide support to the lean-production approach |
| Implementation strategy | Working group including managers of involved functions; external consultants; centralised management and limited user involvement; limited training for users | External consultants and technical support from engineering group subsidiary; key-users early involvement; extensive training for users | Taskforce to outline the overall vision before launch of operative projects; external consultants; implementation teams including key users from involved units; steering committee to supervise coherence among projects; extensive training for users |
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