Digitala Stambanan Produktion – Digital value chains, the enabler of the industry’s future competitiveness

In a series of posts, Martin Friis and Magnus Mörstam describe and highlight concepts and terms associated with industrial digitization. First, digital value chains, why this is important and what differentiates these from more traditional value chains.

A digital value chain is a framework for integrating digital technologies and data throughout the entire value chain of a product or service, from the initial design phase to the delivery of the final product or service to the customer.

These technologies enable improved communication between companies by connecting people, processes, and data in real-time, all along the value chain. This helps to optimize and streamline industrial processes, reduce costs, increase efficiency, and improve product quality.

At each stage of the digital value chain, companies can use data to gain insights and make informed decisions with the aim of improving customer experiences and creating new value for their customers. For example, in the design phase, companies can use knowledge from their suppliers to create better products. In the delivery assurance phase, companies can better choose suppliers, specific materials and plan their production knowing more about the materials/components. In the manufacturing phase, companies can optimize production processes, reduce waste, and improve quality control. And in the delivery phase, companies can use data and analytics to personalize customer experiences and offer new services and solutions.

Overall, the digital value chain represents a significant shift towards more data-driven and technology-enabled manufacturing processes, which can help companies improve their productivity, reduce waste, and deliver products that meet the evolving needs of their customers.

The main differences between traditional supply chains and digital value chains are:

  1. Speed – Traditional supply chains rely on manual processes and paperwork, while digital value chains use advanced technology such as sensors, automation, and data analytics to track and manage inventory, production, and logistics in real-time.
  2. Integration – Digital value chains are more integrated than traditional supply chains, with greater connectivity between suppliers, manufacturers, distributors, and customers. This enables greater collaboration and coordination across the entire supply chain.
  3. Transparency – Digital value chains provide greater visibility into inventory, production, and logistics operations than traditional supply chains.
  4. Traceability – With real-time data companies can track and trace the movement of products or materials throughout the supply chain. Traceability helps to improve quality control, ensure compliance with regulations, and enhance transparency and accountability.
  5. Flexibility – Digital value chains are more flexible than traditional supply chains, with the ability to adapt quickly to changes in customer demand or supply chain disruptions. This is due to the increased integration, visibility, and agility provided by digital technology.
  6. Customer focus – Digital value chains are more customer-focused than traditional supply chains, with a greater emphasis on meeting customer needs and preferences. By leveraging data analytics and customer insights, businesses can create personalized experiences and deliver products and services that meet specific customer demands.
Martin Friis
Martin Friis

Work package manager

Digitala Stambanan Production

Magnus Mörstam
Magnus Mörstam

Work package manager

Digitala Stambanan Production

Digital value chains are an enabler of the manufacturing industry’s future competitiveness and Digitala Stambanan strengthens Swedish manufacturing industry’s digital journey!

Digitala Stambanan strengthens the Swedish industry through digitalization of value chains. The project is a collaborative project financed by Vinnova and participating companies. The work is now underway in two tracks through the strategic innovation programs PiiA (Processindustriell IT & Automation), which drives the Digitala Stambanan IndTech project, and Produktion2030, which runs the Digitala Stambanan Produktion project.

Digitala Stambanan Produktion – Digital platform poetry

New technology enables things that we could not do before. A very interesting aspect is being able to augment one’s abilities. This was shown and discussed at the event “The Future of Work in the World of Augmented Reality“, which was organized by PTC & Accenture and took place last week at the Stena Industry Innovation Lab, Chalmers University, in Gothenburg, hosted by Professor Johan Stahre.

Inspired by this meeting, we here want to show how even engineers like us can enhance our abilities and devote ourselves to poetry (digital platform poetry via ChatGPT).

Digitalization is the path we must take,
A key to competitiveness we cannot forsake.
Through value chains and collaboration, we can transform,
Our industries and businesses, and weather any storm.

With data and AI, we can unlock new potential,
And create more value that’s truly exponential.
From production to distribution, it’s all connected,
And digitalization is the glue that keeps us protected.

Digital platforms enable us to collaborate,
And share our knowledge with those who innovate.
We can build smarter systems and sustainable solutions,
And improve our competitiveness through digital revolutions.

It’s not just about profit, but industry’s future too,
Digitalization can help us create a world that’s new.
From automation to efficiency, we can make a difference,
And build a brighter future for our industrial existence.

So let’s embrace digitalization and its potential,
And unlock a world that’s truly exceptional.
Together we can build a future that’s bright,
And create a world that’s better, more efficient, and just right

Digitala Stambanan strengthens the Swedish industry through digitalization of value chains. The project is a collaborative project financed by Vinnova and participating companies. The work is now underway in two tracks through the strategic innovation programs PiiA (Processindustriell IT & Automation), which drives the Digitala Stambanan IndTech project, and Produktion2030, which runs the Digitala Stambanan Produktion project.

Digitala Stambanan Produktion – Clarissa’s research on sustainable service-based business models within DSP

Clarissa González is in the final stages of her PhD studies at Chalmers. She comes from Mexico and has always been interested in finance and technology. Initially, she thought she would work in purchasing or planning. But, after her master’s in Advanced Manufacturing Systems, where she got the chance to do much practice, she became increasingly interested in products and services and how this could create more sustainable values. In early 2018, sustainability wasn’t the buzzword as it is today in Mexico and the rest of the world.

Why did you become a researcher?

When I finished my master’s education, I wanted to study further and then saw that Chalmers was looking for researchers in exactly my areas of interest. They wanted to explore the possibility of measuring key figures for sustainability in production. That’s why I applied for the position and also got the opportunity to come and visit Gothenburg during the hot summer of 2018 to see if I could imagine living here in Sweden. I didn’t expect such beautiful city and great weather when I arrived, I can say. Even before returning to Mexico, I had signed an employment contract with Chalmers.

Why did it become Chalmers?

For me it was important to stay close to industrial reality, Chalmers has a fantastic balance between industry and academic development. Also, one of my professors at my university in Mexico had contacts with several colleagues at Chalmers and gave me good references Not to mention that I had already heard and cited several of my future colleagues before meeting them.

Clarissa González
Clarissa González

Work package manager

Digitala Stambanan Production

Can you describe what your research is about?

I focus on transforming business models from more product-based to service-based ones that are not only based on capturing material value. Then, of course, I take digitalization into account and how it works as an enabler for developing advanced services. Most importantly, I have sustainability as an overall umbrella, an essential part of the companies’ transformation.

Do you collaborate with other researchers?

Yes, I do. I collaborate quite a lot with others and preferably internationally. I think it comes from the fact that I am a social person who needs many impressions and does not enjoy working in isolation. In addition, when you work with research on business models, you should collaborate with many people to create innovation. Therefore, I have always looked for researchers who do similar things to be able to exchange ideas and experiences. It is also an excellent way to keep track of what is happening in the area around the world. My old professor from Mexico once said that “when you start being able to read research reports and think it’s a trend, you’re already a bit too late” because the people who wrote these have already worked 2-3 years on the subject. Collaboration is essential to me, and I am happy to share my experiences. It is crucial to participate in the discussion regarding digital platforms that Digitala Stambanan focuses on. We know others are working on it, but there aren’t many reports written yet. The research we are conducting within Digitala Stambanan is very far ahead, perhaps not bleeding edge, but cutting edge.

Which other countries or universities are far ahead regarding research on industrial sustainability?

I think it is natural to think that grass is greener on the other side, but Sweden is way ahead regarding industrial sustainability. Businesses generally understand that this is important and that it is something that needs to be done. It also makes me proud to work in Sweden because we are good at energy production and manufacturing strategies for increased sustainability. Here there are many manufacturing companies of both large and small products that show the way for the rest of the world.

How do you see your research connecting to what Digitala Stambanan is working on?

The idea of having platforms to share data easily, flexibly, and transparently aligns with my research. In my research, I focus on the transformation to more service-based business models that are not only based on the use of material. For the companies to cope with this, effective data sharing is needed, trust must be created, collaborations must be developed, and there must be a clear direction for the participating companies to create value together.

What are you working on in “your” work package, WP3?

In work package 3, we want to shift the focus from large companies to smaller ones and their opportunities to do business using digital platforms. The smaller companies have fewer resources to test different solutions when it comes to labor or money, but they account for a large percentage of the total number of industrial companies that exist in Sweden and Europe. They must know it is not done in vain when they do something. In WP3, we want to investigate how different digital solutions can be adapted and create value for SMEs to show how many small players can offer an attractive market for technology providers. In the project description, there is not much written about the sustainability aspect of using digital platforms, but it is a result of having access to more information to make better decisions, which leads to better management of resources, more efficient solutions, and higher quality of products and services.

In the project, we try to show parts of the results in the form of demonstrators. What do you think about it?

It creates clarity and direction for our work in the project. We notice that more and more projects internationally are working with demonstrators to show more clearly what is being achieved. Through our demonstrators, we want to show the benefits of digital platforms and not just talk about them. They are essential for the spread of knowledge together with our other communication activities. While it is vital to highlight the innovative part of the project, it is also necessary to emphasize the need for resilience in the systems. System failures have significant consequences and costs as data becomes increasingly critical for businesses. Therefore, it is essential to design resilient solutions so that disturbances have as little impact as possible.

How can we reach out more in Europe with Digitala Stambanan’s mission?

It is vital to join hands with other initiatives, show how we work, and share the developments we see in the area without thinking that we are sitting on the final solution for the sake of it. Let us be transparent and cooperative instead of holding our own to create competitiveness. That is also important in the competition from platform providers in Asia and the USA.

Thank you, Clarissa! Very interesting to talk with you. Good luck with your continued work!

Digitala Stambanan strengthens the Swedish industry through digitalization of value chains. The project is a collaborative project financed by Vinnova and participating companies. The work is now underway in two tracks through the strategic innovation programs PiiA (Processindustriell IT & Automation), which drives the Digitala Stambanan IndTech project, and Produktion2030, which runs the Digitala Stambanan Produktion project.

Digitala Stambanan Produktion – Adriana Ito’s research on root cause analysis within DSP

Adriana is one of the Chalmers researchers with whom we are involved in the Digitala Stambanan Produktion (DSP) project. In the role of work package leader for WP 2, she contributes with her research on the root cause analysis across an entire value chain.

Why are you now working as a researcher at Chalmers?

My husband worked for Volvo and lived in Gothenburg in 2012, but he moved back to Brazil after two years. Even then, I visited Sweden on several occasions. After a few years in Brazil, we wanted to move abroad again and then choose between Germany and Sweden. We knew we would have a good time in Sweden, so that was our choice. I applied for a job at Volvo and a research position at Chalmers because I wanted to study more. Even before we moved to Sweden, I had email contact with Anders Skoog, professor of Supply Chain Management at Chalmers, because his research area was close to my interests. I was offered both the job at Volvo and the research position at Chalmers. My choice fell on Chalmers, and I now have Anders as my supervisor.

Can you tell us more about what your research involves?

In my research, I want to combine root cause analysis (RCA) with digital techniques to make it more efficient and thus facilitate companies to learn from mistakes and spend less time on firefighting activities. I look at RCA from different perspectives. In Digitala Stambanan Produktion, the perspective is entire value chains, and in addition, I am involved in another project where the focus is within a single company.

Adriana Ito
Adriana Ito

Work package manager

Digitala Stambanan Production

How come you concentrate your research on RCA in particular?

My studies at the master’s level dealt a lot with value chains and logistics. When I continued working after graduation, my mission became to perform RCA around incidents and accidents in value chains. Although the oil industry is very good at RCA, I saw opportunities to use digital tools to learn even better from events and prevent them from happening again. Much time and resources can be saved for companies if they can avoid fire brigade actions and instead work preventively. Therefore, I had a clear focus for my research from the beginning.

Can you describe the area of RCA for those who are less familiar?

RCA can be divided into two areas:

  • One field, the more traditional one, where you have to use conventional tools to perform RCA without much help from technology
  • The other field, there is RCA, which considers the context we live in nowadays. Here, it is often a question of solving specific problems within defined areas, for example, electronics.
    RCA is ubiquitous around the world, and no country is ahead of the others in terms of the use of RCA.

RCA or root cause analysis is a collective name for methodologies that aim to find the underlying cause of why a problem occurred to eliminate it from happening again.

How do you see your research connecting to what Digitala Stambanan is working on?

In some circumstances, a collaboration between companies is needed to get to the root of a problem. When it comes to communication between companies, it often takes place between the sales and purchasing departments at the companies. Still, when issues need to be investigated, those with the knowledge are rarely found within the sales or purchasing department. Therefore, other communication routes and effective ways of sharing information are needed. Here Digitala Stambanan’s digital platforms come in as interesting enablers to solving problems more agile and flexibly. Companies in value chains need to talk about events, risks constantly, and causes to improve together. There are many steps within a company that can be interesting to outsiders. In addition, we see that the communication challenges in value chains are similar to those in the organization of slightly larger companies where silo effects between, for example, production, maintenance, and quality departments make it difficult to find the root causes of problems.

What does the research look like around RCA? Do you collaborate with other researchers?

More people are researching RCA, but it’s a few. Mostly I have email conversations with some of them. I collaborate a lot with my research colleagues in my group at Chalmers. Even if we research different things, we have much experience to exchange. Right now, I also collaborate with RISE, which has a group that works with RCA, data analysis, and preventive maintenance.

We like collaboration within Digitala Stambanan. We also see that collaboration within the EU is essential for creating alternatives to digital platforms from Asia and America. How do you see that we can cooperate better on a European level?

People must see the value in working together; otherwise, it takes time to make it happen. As researchers, we could be better at communicating our knowledge. We need to speak the same language as the companies and not become too abstract. Working with demonstrators who clearly show the value of collaborating is excellent. Then we must communicate and spread the message in different ways. Digitala Stambanan is the best project in terms of communication that I have been involved in. Much thanks to the fact that we are communicating via the website, social media, and various events during the project and not just at the end when the results are going to be summed up.

Digitala Stambanan strengthens the Swedish industry through digitalization of value chains. The project is a collaborative project financed by Vinnova and participating companies. The work is now underway in two tracks through the strategic innovation programs PiiA (Processindustriell IT & Automation), which drives the Digitala Stambanan IndTech project, and Produktion2030, which runs the Digitala Stambanan Produktion project.

Digitala Stambanan Produktion – Arpita Chari’s research in DSP

Since last autumn, Arpita Chari has been the work package leader for WP 1 within Digitala Stambanan Produktion. She has an exciting background with a master’s degree in materials science from Texas AM University, USA. After many years in academia, she wanted to enter working life and work in the industry. Her professional career began with a one-year internship at a petroleum company in Singapore and then four years at a hospital in India with the task of, among other things, testing and developing a 3D microscope for eye surgery.

When the husband, who worked for Volvo trucks for many years, got the opportunity to work at Volvo’s headquarters in Sweden, they decided to move to Gothenburg with the children.

Why are you now working as a researcher at Chalmers when you decided that you were done with academia after your degree in Texas?

We decided to move to Sweden and Gothenburg because we knew that Sweden is a good country for the family and that there are plenty of job opportunities for me in Gothenburg. While looking for a job, I met many people in several different places, and one of them advised me to apply for a doctoral position. A doctoral part in Sweden is very different from what I am used to. Here, doctoral students work much closer to business, which sounded attractive. That’s why I started looking up various departments at Chalmers and which doctoral positions were being applied for. I thought the Department of Industrial and Materials Science best suited me and my background. Within that department, I found a post regarding sustainable production in the Production Systems division. They wanted a person with a degree in materials science with a broad background who would work with digital tools in Industry 4.0. I didn’t think I would get it because there were many applicants, but after several interviews, I was offered the position. This felt like a hand in glove because the environment and sustainability are areas close to my heart and where the manufacturing industry has a significant impact. Therefore, I would like to be a part of this and contribute to this considerable dual transition that must take place within the industry.

Arpita Chari
Arpita Chari

Work package manager

Digitala Stambanan Production

When you say dual transition, what do you mean?

I mean that industry and society are in a digital transformation simultaneously; there must be a transformation to a sustainable way of life so that future generations can live on our planet. In many cases, digitization is an enabler for sustainable solutions..

Your research focuses on Industry 4.0, resilience, and sustainability in production systems. How did you end up in that area?

For me, as for many other researchers, the first time was a search phase where I went through much literature in many fields. It can be compared to an hourglass, which is gradually funneled down to a limit that feels right for you. For me, the first 1.5 years were a search. Sustainability and Industry 4.0 were there from the beginning, and resilience deepened the whole. Sustainability is divided into ecological, economic, and social sustainability, but a demarcation towards ecological sustainability fits best.

Can you explain the meaning of resilience?

Resilience is the long-term ability of a system to handle change and continue to evolve. In my research, I look at how Industry 4.0 solutions can make the industry more resilient and ecologically sustainable. It is where Industry 4.0, sustainability, and resilience converge that I find myself.

Resilience is the long-term ability of a system to handle change and continue to evolve.

What are you looking for in your research?

I try to understand what drives change in companies in the manufacturing industry. The driving forces are, of course, to deal with challenges with climate and sustainability and what those entail. It can be about climate goals such as The Green Deal or other national and local regulations and legislation. Then I look for enabling things that can be part of the change. This is where techniques within the concept of Industry 4.0 come in, and there is a lot about handling data, information, and knowledge digitally, efficiently, and inclusively.

What do you want to achieve with your research?

As a researcher, I want to make companies realize the importance of incorporating this into their core business and genuinely want to work with it, both top-down and bottom-up. It must be something other than Greenwashing or something done on rare occasions.

Are there other researchers working on the same things? If so, do you collaborate with them?

There may not be those who have precisely the same orientation as me. But, still, many do research on similar things, within Chalmers, at other universities in Sweden, and internationally. So, there are many ways to collaborate, and it is something that we do and thinks is very important.

How do you see your research connecting to what Digitala Stambanan is working on?

Digitala Stambanan’s goal is to increase the use of digital platforms within the industry. Digital platforms are one of the technologies that come with Industry 4.0 and create the opportunity to share data, information, and knowledge efficiently and flexibly. This, in turn, makes the conditions for data-driven decisions where value chains can become more flexible and, thus, more resilient. Still, new values can also be created and thus increase companies’ competitiveness. I am very grateful to be part of Digitala Stambanan because it gives me not just one case study with one company but several different cases with several companies in each.

How do you see us spreading Digitala Stambanan’s message further?

I see much about Digitala Stambanan on social media and in other contexts. It’s good to reach out further by using other existing networks. Chalmers may have more networks within, for example, the Production Area of Advance. Another way is to get more “Tekniksprångare” into the project, which could then spread information through their channels to reach out to younger people.

For the EU, it is essential that projects such as the Digitala Stambanan not only become national but cooperate on a European level; how do you see that?

I would like to see more collaborations because there is a lot to learn from collaborating. Sometimes it cannot be easy to achieve because projects can be financed differently and have different orientations. For Europe, it is essential to find solutions that use the internal market within the EU. If we look at where the major platform providers come from today, it is the US and China, both of which have large internal markets for their products. However, other legislation affects the data stored in these technical solutions. Within the EU, we value personal integrity highly. Therefore, we need technological solutions that come from Europe and are then governed by European laws, but our internal market is less homogeneous than in the US and China. Therefore, we need to get better at cooperating at the European level.

Thanks, Arpita! Very interesting to talk with you. Good luck with your continued work!

Digitala Stambanan strengthens the Swedish industry through digitalization of value chains. The project is a collaborative project financed by Vinnova and participating companies. The work is now underway in two tracks through the strategic innovation programs PiiA (Processindustriell IT & Automation), which drives the Digitala Stambanan IndTech project, and Produktion2030, which runs the Digitala Stambanan Produktion project.

Sweden in Europe’s data ecosystem – so Swedish actors can use EU collaborations.

AI Sweden, DIGG, Vinnova, and RISE arranged a conference on 15 December 2022 to get business, academia, and the public sector to meet around the EU’s data ecosystem and explore a way forward together. Digitala Stambanan Produktion participated on site.

Martin Friis, Digitala Stambanan Produktion.

Close to 200 registered participants gathered in Stockholm for a day to discuss how Sweden, through Swedish companies, academia, and the public sector, can become even better at participating in Europe’s significant investments in digitalization and data. The conference was initiated by the authority for digital administration (DIGG), AI Sweden, RISE, and Vinnova. Europe’s internal market for data is being deepened through increasingly close collaborations. This means strategic opportunities for Sweden to get involved and influence the development of the EU’s AI and data ecosystem.

At the conference, participants learned about the latest developments in data areas, AI testbeds, and cloud-to-edge infrastructure in Europe. There were also opportunities to network with other actors and exchange experiences and perspectives through workshops. The conference’s main message was that Sweden needs more companies and organizations involved in European projects to be involved and influence Sweden’s and the EU’s future. Therefore, tips were also given on current and upcoming calls in the program for a digital Europe (DIGITAL).

Anna Eriksson, Director General of DIGG (The Authority for Digital Administration), initially emphasized that data is fundamental for innovation and development but must not live in silos. Data must be shareable! The European Commission is starting several important initiatives for Sweden to know about and participate in. One of these is called the DIGITAL Europe Programme, for which DIGG is responsible for coordination from a Swedish perspective, and contains the following parts:

  • High-Performance Computing (HPC) systems
  • Artificial intelligence, including data and cloud
  • Cyber security
  • Advanced digital skills
  • Ensure broad use of digital technologies

Europa needs DIGITAL to:

  • compete globally
  • achieve economies of scale through joint investments
  • regain control of Europe’s value chains and secure Europe’s strategic autonomy
  • better be able to meet Europe’s economic and social challenges
  • ensure broad use of digital technologies in all regions of Europe

Fredrico Milani, DG CNECT – The EU Commission then explained more about the EU’s strategy for data via a link from Brussels and how the EU wants to create a common platform for data, something called “A single market for data” within Europe. On this common platform, high-quality data must be able to be shared within and between sectors with high availability to create innovations. European laws and values must be fully respected, and it must also be clear how the data can be used and the quality maintained. This is supported by several different directives: the Data Act, Digital Market Act, Data Governance Act, Open Data Directive, Free Flow of Data, GDPR, and Vertical Legislation.

After Fredrico, Marina Bill from ABB took over on the theme “Why is data collaboration important for business?”. By reflecting on the megatrends: individualization, lack of labor, sustainability, and the uncertainty about the future we have today, Marina believes that production needs to become more flexible, which also requires lighter and more intelligent automation. Robots are occupying more industries; last year over half a million new industrial robots were installed. It is increasing worldwide compared to the pandemic year 2020, but the most significant increase is in Asia, followed by America. China has the most robots, but per capita, the country with the most robots is South Korea. It is noteworthy that China has climbed past Sweden on the list of robot density and is now in fifth place. Marina emphasized that collaboration is vital for the future and highlighted the initiative Adra (www.adr-association.eu) (The AI Data Robotics Association)

Jeanette Nilsson, RISE, then presented a mapping of critical initiatives in Europe and Swedish touch points.

On March 9, 2021, the EU Commission presented a policy program with a vision and different paths for Europe’s digital transformation until 2030, namely “Europe’s Digital Decade: digital targets for 2030“. The Commission presents a digital compass with the main goals of competence, infrastructure, business, public activities, and the values of people at the center, solidarity and involvement, freedom of choice, safety and security, participation, and sustainability. Based on this policy program, the EU will initiate projects involving several countries that scale up and combine the efforts of different countries to address the identified critical capabilities for the EU. Europe’s Digital Decade aims to hold together the investments within the programs Horizon Europe. CEF Digital  and Recover and Resilience Facilities. This is to support a connected, inter-operable, and secure Digital Single Market. Jeanette requested increased activity from the Swedish side as the agenda for 2025-2026 can still be influenced.

Before lunch, a panel discussion was held on the theme: “How can Swedish actors be involved in European development.” The panel included Anna Eriksson, Marina Bill, Charlotte Andersdotter (Svenskt Näringsliv), Erik Svanberg (Chalmers), Dag Forsén (Aero EDIH, Norrköping Science Park).

When asked what obstacles Swedish companies can see for European collaborations, the panel answered that it is often perceived as too complicated. An example of this is how projects are financed can differ, which does not directly make it easier for companies to participate. Therefore, EU-SME-support was highlighted as an essential resource for concrete and free expert advice.

Regarding what countries can do on a national level, Erik said that it could be wise to do like Germany, namely to start pushing an issue nationally and say it is a European project and then scale it up. Germany is generally very proactive and sets agendas for EU programs and projects. France and Finland were also highlighted as leading examples when it comes to European collaborations. It was also emphasized that collaboration is essential for finding talent, sharing knowledge, and keeping up with developments. It is simply not possible to do everything yourself.

The panel believed that the public sector can be better at sharing data and that there is great potential to improve cooperation between large companies and SMEs. This is where our project Digitala Stambanan Produktion has a good fit.

The panel also agreed that European collaborations also have a significant impact outside of Europe. The “Brussels effect” was mentioned, a term for the fact that standards and laws formulated within the EU often have a global impact.

After lunch, the seminar split into three tracks: Data Areas, AI Testbeds, and Cloud-to-edge Infrastructure. Martin and Magnus from Digitala Stambanan Produktion participated in AI testbeds and Cloud-to-edge infrastructure.

In the AI testbeds track, several initiatives were presented to create AI testbeds to enable value-added and quality-assured data-driven services and solutions for the European market. This is done, among other things, within the EU program DIGITAL, where investments are made in Technology Experimentation Facilities (TEF).

Petra Dalunde, the TEF coordinator at RISE/AI Sweden, briefly presented AI-TEF Smart Cities and its Nordic node divided into Datafabriken (AI Sweden), Urban ICT Arena (Kista Science City AB), and Cyber Range (RISE). Micael Frideros from Linköping University talked about the importance of getting involved in EU networks and ecosystems. Daniel Lundqvist at the Center for Imaging Research at Karolinska Institutet spoke about AI-TEF Health and the Swedish AI-TEF Health node and how it contributes to precision medicine. Fredrik Viksten from AI Sweden gave an overview of how AI Sweden generally works and focused on its Edge Learning Lab. Björn Hovstadius from AI Sweden followed up by talking about the AI Act and the need for test beds. These short presentations were then followed up with round table discussions with the questions:

  1. How can we get more Swedish organizations to get involved in the EU programs?
  2. How, if at all, will your organization leverage any of the AI-TEFs?
  3. What is needed for an AI-TEF to work well and provide value to your organization?
  4. In which other areas is an AI-TEF needed, and does the AI Act impact the need?

In the “Cloud-to-edge-infrastructure” track, the focus was precisely on infrastructure. In May 2022, RISE released the report “Data, edge, and cloud – Analysis and proposal for a strategy for Sweden” where you can read about the fight for data going on in the world. This struggle is at the highest political level as countries’ different legislation affects the data processed and stored in the various platforms available today. In Europe, the focus is on the individual, and we try to protect the individual’s privacy with legislation and regulations. At the same time, there are global interests in storing and processing data under cyber-secure conditions where the integrity, ownership, and accessibility of data of various actors are balanced against each other. For example, American legislation applies to American platforms regardless of where the data is stored. It has led to reactions in Europe. In Sweden, 35 authorities have taken the initiative to procure a communication and collaboration platform that is not governed by American law. Similar initiatives exist in Germany and France. The EU is also positioning itself against both China and the US through a data strategy linked to several research programs, the establishment of dataspaces for the trading of data (as Fredrico talked about, see above) connected to the service platform Gaia-X and not least through the creation of an industry alliance for data, edge, and cloud. 

In summary, a lot is happening in Europe and the rest of the world on this topic. In Sweden, we have a lot of know-how and extensive experience with data processing and digital platforms, but we must participate more actively at the EU level. We should be involved and influence more of what is happening and participate more actively in projects such as the EU project Gaia-X. This requires even more collaboration between industry, academia, institutes, and the public sector. It also requires significant investments and a willingness to invest time and resources. For Europe, it is crucial that developed solutions make use of the EU’s internal market and not just the national. For our part in Sweden and Digitala Stambanan, we must focus more on the EU as a whole and not just Sweden and our own market.

From Digitala Stambanan Produktion’s perspective, there is a lot of competence and expertise available to learn AI, test their data, and create value, once companies have achieved a sufficiently high degree of digital maturity. However, most of the industry is still at a digital maturity level, focusing on connecting, collecting, and structuring data with a high enough quality to use it. We see that the industry’s interest in working digitally is continuously increasing, and there is enormous potential here. However, it requires focus and investment to drive digital transformation and improve the industry’s digital maturity.

Digitala Stambanan strengthens the Swedish industry through digitalization of value chains. The project is a collaborative project financed by Vinnova and participating companies. The work is now underway in two tracks through the strategic innovation programs PiiA (Processindustriell IT & Automation), which drives the Digitala Stambanan IndTech project, and Produktion2030, which runs the Digitala Stambanan Production project.

Digitala Stambanan Production – Status in work package 3

We continue our tour by visiting the work packages. Now it’s time to say hello to work package 3 (WP3), led by Clarissa González from Chalmers.

What’s the focus for you in WP 3?

The red thread throughout all the project Digitala Stambanan is that we are thinking not only about one company but about value chains. What we are focusing on in WP 3 is an aspect that is not that present in the other work pages, which is the part of SMEs (Small and Medium-sized Enterprises). 99,9 % of the companies in Sweden are SMEs, but still, most of the projects funded by the government focus on the biggest companies. We found one big company, Sandvik Coromant, that is interested in tailor-made one of their digital services to be more approachable for SMEs. What’s in their services doesn’t work equally for big partners as for smaller firms with certain limitations, conditions regarding time, ability to multitask, funding, etc.?

So there are several value chains you are working on in this work package?

The value chain is not entirely linear. Instead, we have Sandvik Coromant interested in reaching out to potentially four SMEs considering the time and funding restrictions. So far, we have two firms that are already involved. So there will be shorter value chains, focusing on the development of the service to ensure it can be up and running in the SMEs.

Clarissa González
Clarissa González

Work Package Manager

Digitala Stambanan Production

What companies do you have onboard so far?

Sandvik Coromant, as mentioned, but also the SMEs Turnab, a subcontractor of CNC components, and Somas, which manufactures control and shut-off valves.

Why have you chosen those two SMEs?

We very recently started working with these two firms. It hasn’t been the easiest way to find them because we have several restrictions being which machines can fit from this digital service since it’s not a generic service but works mainly on machine tools.

What will you try to achieve?

The service will help them understand how they can use data to support better decision-making and achieve their manufacturing objectives, that hopefully will involve sustainability as well.

What is the next step for you?

We have identified three main action points:

  • The first is from a more strategic perspective that we are still looking for one or two more parties to join our work package. We will not pick companies for the sake. It is essential that they are interested and fit and are willing to put effort into connecting the machines. And, of course, also willing to share data.
  • The second is a more technical point. We need to continue to install the machines. There have been many discussions about connectivity protocols; some had to make certain investments to use Sandvik’s protocols.
  • The third is to develop more theoretical learning for SMEs from a project perspective. One part of that is performing the digital maturity assessment. Not only share the current status but also hold their hand a little to help them in the direction they want.

What are your insights so far?

The digital and technical part of installing the software on the machines hasn’t been as smooth as we hoped. Even though Turnab has been super enthusiastic and curious, it has been a challenge. Then imagine how hard this could be for other companies that might not be as enthusiastic and engaged as Turnab. We should not be over-enthusiastic about what is achievable but not at the same time underestimate the capabilities of firms that want to develop.

I also think the companies who let us in are so brave. They are willing to understand what they are missing. If we cannot install the software because the machines are too old, the infrastructure doesn’t work, or some other problem, they cannot unsee the problem. Even though you don’t decide to join the project, you have now exposed a weak area of your company.

I also see the importance of communication. We have constant contact with our partners through biweekly or monthly catchups that prevent thoughts from getting lost.

What kind of challenges have you experienced so far?

I usually argue that technologically we have come very far regarding what’s available, what sensors exist, and what you can do with data. But the industry reality, like the playground, is quite different. We need to spend a lot more time making sure that we can transfer the available resources and knowledge on an academic level smoothly. And we need to put more effort into the compatibility of systems.

What lessons have you learned so far?

We are working with value chains, which are highly fragile today. We are exposed to global trends, and it’s a changing world we live in. Companies can change their mind, and that’s part of life. Therefore, you need to be flexible. We had experienced that, especially when Sandvik had to change their software service during the spring. That went well but changed the prerequisites for the companies involved. Just think of all changes that constantly need to be done in value chains. As a company, you must be fast and flexible to adapt to all new situations.

Thank you, Clarissa! It will be exciting to follow the further work. Good luck!

Digitala Stambanan strengthens the Swedish industry through digitalization of value chains. The project is a collaborative project financed by Vinnova and participating companies. The work is now underway in two tracks through the strategic innovation programs PiiA (Processindustriell IT & Automation), which drives the Digitala Stambanan IndTech project, and Produktion2030, which runs the Digitala Stambanan Production project.

Arpita Chari @ PTC Nordic Talks 25 november 2022!

Don’t miss the chance to listen to Arpita Chari, Work Package Leader for WP 1, when she lectures online at “PTCTalks 25 November 2022.

Our work package leader for WP 1, Arpita Chari, at Chalmers University of Sweden, will present her work with Industry 4.0 technologies for building resilient and sustainable manufacturing systems at the #PTCTalks on 25th November 2022 12 o’clock. She will also present the different projects and use cases she collaborates with for her research.

Digitala Stambanan is one of the projects where the potential of digital platforms for data-driven value creation and building resilience will be showcased. Please use this link to sign up and attend the seminar online:

READ MORE AND REGISTER FOR FREE
Arpita Chari
Arpita Chari

Work Package Manager

Digitala Stambanan Production

Digitala Stambanan strengthens the Swedish industry through digitalization of value chains. The project is a collaborative project financed by Vinnova and participating companies. The work is now underway in two tracks through the strategic innovation programs PiiA (Processindustriell IT & Automation), which drives the Digitala Stambanan IndTech project, and Produktion2030, which runs the Digitala Stambanan Production project.

Digitala Stambanan Production – Status in work package 2

We continue our talks with our work packages. This time we will dive into the work package 2 (WP2), which Adriana Ito from Chalmers is leading, and until a month ago, also led by Dan Li from Chalmers.

Can you describe the value chain you work with in WP2?

In WP2, we follow a specific component, a connecting rod, through the supply chain. First, it is processed at Sansera in Trollhättan. It is then included as a detail in the engine assembled at Volvo Powertrain in Skövde, and the engine is assembled in the trucks at Volvo in Tuve. In addition, we have several technology providers to help develop digital solutions for this value chain. These are Aixia, Empir Industry, HMS Network, KPMG, Microsoft, PTC, and Rockwell Automation.

What are you focusing on in this flow?

After conducting numerous meetings, workshops, Gemba walks, etc., together with the manufacturing companies, we have chosen to focus on quality assurance. To achieve the desired level of quality assurance, there are two factors we have decided to concentrate on: root cause analysis and traceability. With these premises, we have created a list of desired and expected results that the manufacturing companies want to achieve in this project. The technology suppliers were then involved, and we are now working on strategizing a possible technical solution.

Adriana Ito
Adriana Ito

Work Package Manager

Digitala Stambanan Production

A technical solution, you say. Is that what is to be accomplished in WP2? Can you describe it more?

We want to create a digital platform to share data, information, and knowledge along the value chain. We want to future-proof the platform by making it scalable, and design in the capability include more companies and their data, but also we want it to be flexible enough so we can expand with more data types and content over time. In addition, we want the platform to be used by more applications that can take part in the data, information, and knowledge that the platform manages. In simple words, we want to provide a modular solution.

It sounds like you want to show several things in the same solution.

Yes, we want three different modules or applications in the digital platform—the first for managing the traceability of product-related data. The second module shall make relevant information available for root cause analysis by automatically generating pre-populated fishbone diagrams. The third module will help the companies in the value chain to find the right competence and knowledge for each other, which improves and strengthens cooperation and joint problem-solving ability.

What is the next step for you?

Now that the desired picture has been drawn up, the next step is for the technology suppliers to evaluate how they can contribute in terms of competence, hardware, and software. Next, in the work package, we need to consider what is feasible to develop within the framework of this project. Once we know that, we can decide how much progress we can achieve and focus on the prioritized modules.

How do you think the work has progressed so far?

Pretty well. Initially, the manufacturing companies focused on formulating the desired target. With this target picture in place, the technology suppliers have contributed input on what they think would be interesting to include to drive the technological development. Many interesting ideas have emerged in connection with the project activities carried out so far. There is an excellent openness without prestige or competition among the technology providers where the will to cooperate is clear. The consensus-building work has gone well; now, the next challenging step will be to clarify what is required from us to achieve our vision.

What insights have you gained so far?

For manufacturing companies, many things must be implemented for a successful digital transformation. Many technology providers and system integrators have also realized that it is only possible to provide some of the competence alone, but collaboration with others is required. In a project like Digitala Stambanan Produktion, there are many opportunities to learn from each other, which is essential for the participating companies. This has become clear among the manufacturing companies, who share an interest in quality assurance but where digital solutions are mainly lacking. The fact that the technology suppliers see this as interesting and exciting and can contribute means that we positively view the project’s continued work.

Have you encountered any difficulties?

Finding the right level of concretization based on the manufacturing companies’ challenges has been challenging for the project. In the dialogue with the technology suppliers, we initially wanted to keep the conversation open to avoid creating biases and make sure we can maximize their creative thinking. Afterward, we needed to repeat the exercise with an additional level of details to deliver a clear description of the requirements to the technology suppliers. We had to redo it when the technology suppliers wanted more information.

What lessons have you learned so far?

This project involves a larger number of companies and parties than in our previous experience with research projects, which means it takes more discussions and effort to achieve a consensus. In Digitala Stambanan, we have manufacturing and technology providers who together want to find a path to move forward.

Thank you, Adriana! We will follow your continued work with excitement. Good luck!

Digitala Stambanan strengthens the Swedish industry through digitalization of value chains. The project is a collaborative project financed by Vinnova and participating companies. The work is now underway in two tracks through the strategic innovation programs PiiA (Processindustriell IT & Automation), which drives the Digitala Stambanan IndTech project, and Produktion2030, which runs the Digitala Stambanan Production project.