Table 2 Case description and overview of...

Table 2

Case description and overview of respondents

Case descriptions	Respondents**	Expertise and background
Scania, is a global manufacturer of heavy trucks and buses, is owned by Volkswagen AG through its subsidiary, Traton SE. The company’s main site and headquarters are in Södertälje, Sweden Lean production teams: The implementation of Lean production practices at Scania traces back to the 1990s, driven by knowledge sharing and collaboration with Toyota. The concept underwent various iterations and evolved into a company-specific system* known as the Scania Production System (SPS) – referred to as LPS in this paper. The dissemination of the LPS has spread organically through the company and is currently managed through a network of semi- independent teams (offices) ranging in size and responsibility. The global SPS office is responsible for the highest level of abstraction in the system all the way through organisationally specific global offices down to small teams on a factory or division level. In total, worldwide, several hundred personnel work at the SPS teams with the purpose of aligning the organisation and training managers and staff in LPS. Smart production teams: To support integration of digital technologies at Scania, a Smart production team has been established and is organised as a physical space – Future factory – and located on one site. It is described as an innovation or prototype arena for digitalisation of operations and is governed by a board including managers representing different units in manufacturing operations. The Smart production team at the Scania case is responsible for exploring, developing knowledge and experience of concepts that hold the potential of later being introduced as part of the LPS and operations. The work is carried out in close collaboration with other units such as Industrial Operations, IT-departments, Digital Office, the unions, universities, and other company brands.	Smart production manager	Innovation engineer, Background manufacturing
	Operations, engaged with Smart production team	Process engineer, Background assembly
	LPS manager	SPS Manager, Background as manager and Workshop manager of paint shop
	LPS manager	Business Developer, Background as manager of SPS office in assembly
	1 follow-up focus group interview with 2 respondents to further explore and validate identified paradoxes with the respondents
Volvo Construction Equipment (Volvo CE) is a global total solution provider of heavy machinery, solutions, and soft products, including excavators, wheel loaders, road machinery, and articulated haulers. The company operates at 14 production sites and 12 R&D sites worldwide Lean production teams: In 2007, Volvo introduced its Volvo Production System* (VPS) – referred to as LPS in this paper – and has since implemented the concept, primarily within its operations division responsible for production. Prior to the launch of LPS, Volvo CE had a long history of applying similar LP concepts, such as Total Productive Maintenance (TPM). Today there is a global LPS-team and local LPS coaches for all sites. The global LPS office is responsible for developing LPS as such, developing methods, tools etc. and supporting all parts of the organisation, including the local LPS coaches. Local LPS coaches are responsible for anchoring and driving LPS principles, methods, and tools locally Smart production teams: To support integration of digital technologies, Volvo CE has chosen a network structure of their Smart production team, like the one used for organising the LPS support: One global core Smart production team – the Factory-for-tomorrow – in combination with local Smart production teams at all 14 production sites. All sites’ local Smart production teams are cross-functional teams and consist of people from different functions, e.g. manufacturing engineering, IT, logistics, maintenance, and quality, also having different roles in the line organisation	Smart production manager	Advanced manufacturing engineering manager, background manufacturing engineering manager
	Smart production team	Maintenance developer, background maintenance
	Smart production team	Project leader industrialisation projects, background manufacturing engineering
	LPS manager	Global VPS coach, background VPS
	Operations	Production leader and operator, background production leader, team leader and operator
	LPS manager	Local VPS manager, background production manager
	1 follow-up focus group interview with 4 respondents to further explore and validate identified paradoxes with the respondents.

Case descriptions	Respondents**	Expertise and background
Scania, is a global manufacturer of heavy trucks and buses, is owned by Volkswagen AG through its subsidiary, Traton SE. The company’s main site and headquarters are in Södertälje, SwedenLean production teams: The implementation of Lean production practices at Scania traces back to the 1990s, driven by knowledge sharing and collaboration with Toyota. The concept underwent various iterations and evolved into a company-specific system* known as the Scania Production System (SPS) – referred to as LPS in this paper. The dissemination of the LPS has spread organically through the company and is currently managed through a network of semi- independent teams (offices) ranging in size and responsibility. The global SPS office is responsible for the highest level of abstraction in the system all the way through organisationally specific global offices down to small teams on a factory or division level. In total, worldwide, several hundred personnel work at the SPS teams with the purpose of aligning the organisation and training managers and staff in LPS.Smart production teams: To support integration of digital technologies at Scania, a Smart production team has been established and is organised as a physical space – Future factory – and located on one site. It is described as an innovation or prototype arena for digitalisation of operations and is governed by a board including managers representing different units in manufacturing operations. The Smart production team at the Scania case is responsible for exploring, developing knowledge and experience of concepts that hold the potential of later being introduced as part of the LPS and operations. The work is carried out in close collaboration with other units such as Industrial Operations, IT-departments, Digital Office, the unions, universities, and other company brands.	Smart production manager	Innovation engineer, Background manufacturing
	Operations, engaged with Smart production team	Process engineer, Background assembly
	LPS manager	SPS Manager, Background as manager and Workshop manager of paint shop
	LPS manager	Business Developer, Background as manager of SPS office in assembly
	1 follow-up focus group interview with 2 respondents to further explore and validate identified paradoxes with the respondents
Volvo Construction Equipment (Volvo CE) is a global total solution provider of heavy machinery, solutions, and soft products, including excavators, wheel loaders, road machinery, and articulated haulers. The company operates at 14 production sites and 12 R&D sites worldwideLean production teams: In 2007, Volvo introduced its Volvo Production System* (VPS) – referred to as LPS in this paper – and has since implemented the concept, primarily within its operations division responsible for production. Prior to the launch of LPS, Volvo CE had a long history of applying similar LP concepts, such as Total Productive Maintenance (TPM). Today there is a global LPS-team and local LPS coaches for all sites. The global LPS office is responsible for developing LPS as such, developing methods, tools etc. and supporting all parts of the organisation, including the local LPS coaches. Local LPS coaches are responsible for anchoring and driving LPS principles, methods, and tools locallySmart production teams: To support integration of digital technologies, Volvo CE has chosen a network structure of their Smart production team, like the one used for organising the LPS support: One global core Smart production team – the Factory-for-tomorrow – in combination with local Smart production teams at all 14 production sites. All sites’ local Smart production teams are cross-functional teams and consist of people from different functions, e.g. manufacturing engineering, IT, logistics, maintenance, and quality, also having different roles in the line organisation	Smart production manager	Advanced manufacturing engineering manager, background manufacturing engineering manager
	Smart production team	Maintenance developer, background maintenance
	Smart production team	Project leader industrialisation projects, background manufacturing engineering
	LPS manager	Global VPS coach, background VPS
	Operations	Production leader and operator, background production leader, team leader and operator
	LPS manager	Local VPS manager, background production manager
	1 follow-up focus group interview with 4 respondents to further explore and validate identified paradoxes with the respondents.

Note(s): *cf. company-specific production systems, XPS in Netland (2013)

**Respondents sampled based on their responsibility and engagement in the ongoing work with the integration of digital technologies in LPS

Source(s): Authors' own creation

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