WP1: Industrial requirements (Q2 2019 – Q4 2019)

Arbeidspakkeleder: Ragnhild J. Eleftheriadis (SINTEF)

This work package identifies detailed industrial requirements and possibilities for the R&D activities, and designs the empirical studies to be performed in WP2-5.

For each industrial partner, one primary case study is identified. In addition, the research partners and industrial partners decide on at least two generic paradoxes, whose resolution will be demonstrated on common learning platforms through WP6.

WP2: Paradoxes in Organization Design (Q3 2019 – Q1 2023)

Arbeidspakkeleder: Jonas A Ingvaldsen (NTNU)

The main topic to be explored in this work package is the evolving relationship between the shop-floor organization and ICT-specialist functions.

Key questions

1. How are the collaboration between the shop floor and ICT-specialists reconfigured in light of digitalization?
2. How can digital technology be designed to support functional integration at the shop floor?
3. How may shop-floor workers and managers be trained to master the digital technologies, so that they retain participation in continuous improvement activities?

To answer these questions we rely on – and seek to contribute to – theories on organization design and organizational change.

WP3: Paradoxes in planning (Q3 2019 – Q1 2023)

Lean supply chain planlegging og digitalisering

Fokus på integrert taktisk planlegging i verdikjeden til produksjonsbedrifter. 

Arbeidspakkeleder: Heidi C. Dreyer (NTNU)

Planlegging er sentralt i lean

• Kapasitet og ressurstilpasninger (forsyning, produksjon, lager, distribusjon, salg/marked)
• Usikkerhet både i etterspørsel og forsyning, operasjoner
• Ledetider i prosesser og operasjoner
• Samhandlingen med leverandører og kunder

Lean planlegging er en sammensatt oppgave

• På tvers mellom funksjoner/prosesser, kunder og leverandører
• Mellom nivåer i organisasjoner (strategisk, taktisk og operativt)
• Ulike tidsdimensjoner (kort, lang sikt)
• Ulike romdimensjon (sentralisert, desentralisert)

Forskningen vil resultere i forslag & løsninger

1. Analyser av egenskaper ved digitale planleggingsmiljøer –samspillet digitalisering, menneske, team
2. Design av integrerte planleggingsprosesser og strategier
3. Retningslinjer/guidelines for digitaliseringsmiljøet rundt planlegging

WP4: Paradoxes in Decision Systems (Q3 2019 – Q1 2023)

How does digitalization affect the decisions we make and how we (should) make these decisions?

Arbeidspakkeleder: Peter Schütz (NTNU)

Main Focus

What does digitalization actually mean for a decision process?

• More and better data (about current situation)?
• Improved forecasts (about future situations)?
• New decision processes? New decisions?

Do we need a larger degree of centralization in decision making to exploit potential of digitalization?

• Local vs. centralized decisions

Methodology

Analysis will be rooted in quantitative methods

Using optimization to determine decisions

• Linear/Integer Programming
• Stochastic Programming
• Robust Optimization

Using simulation to evaluate decisions

• Combining optimization and simulation

WP5: Paradoxes in supplier relationships (Q3 2019 – Q1 2023)

Arbeidspakkeledere: Elsebeth Holmen (NTNU) and Ann-Charlott Pedersen (NTNU)

Main focus

How digitalization can facilitate as well as challenge the manner in which companies encourage, enable and enforce the development of lean practices in their supplier relationships and networks.

Key questions

1. How can key characteristics of lean supplier relationships and networks be reconsidered in light of digitalization?
2. How can suppliers be selected and evaluated on lean principles in a digital context?
3. How can the development of lean capabilities and practices in supplier relationships and networks be reconfigured in light of digitalization, with the aim to improve the cost efficiency and the effectiveness of such efforts?
4. How can digital technology be used for enabling and enforcing interaction and knowledge-sharing routines between the suppliers and a buying customer, and between suppliers who may cooperate as well as compete with each other for business with the customer?
5. How can the integrity and autonomy of suppliers be preserved when they become connected in supplier networks by means of digital technologies with requirements for standardization?

WP6: Integration and implementation (Q4 2020 – Q4 2023)

Arbeidspakkeleder: Eirin Lodgaard (SINTEF) 

Main focus

This WP integrates and applies the theoretical results from WP2-5 to the cases and the generic paradoxes identified in WP1. Hence, there will be one demonstrator at each industrial partner, and two demonstrators on common learning arenas. These arenas are the Manufacturing Technology Norwegian Catapult Centre (MTNC) and Lean Lab. 

By evaluating the practical experiments from the cases and demonstrators, WP6 refines the managerial recommendations from WP2-5. The final output from WP6 are guidelines for the strategic digitalization of Norwegian industry.

WP7: Project management and dissemination (Q2 2019 – Q4 2023)

Arbeidspakkeleder: Jonas A Ingvaldsen (NTNU)