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.

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.

Arpita Chari
Arpita Chari

Work package manager

Digitala Stambanan Production

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.

Digitala Stambanan Produktion – Mapping of digitalization maturity is ongoing

Currently, the maturity assessments of the manufacturing companies in the project are ongoing.

In the Digitala Stambanan Produktion project, the plan is to map and assess the digital maturity level for all manufacturing companies involved in the three value chains. The project uses the “Industry 4.0 Maturity Index”, a method developed in Germany. Adaptations have been made to the method to create a methodology that fits better to Swedish conditions.

In the project’s various value chains, the manufacturing companies will first be mapped individually before each value chain is brought together to find opportunities for better collaboration along the value chain with the help of digitization.

So far, during the autumn, mapping has been carried out at Volvo Powertrain in Skövde and Nitator in Oskarström. Before the summer, the mapping of Volvo Trucks in Tuve was done, which has also been presented now in the autumn.
Common to all assessments carried out so far is the wonderful commitment and openness of the companies concerned. That’s promising for the work ahead!

Hanna, Anders, Malin, Magnus, Therese, Dan and Stefan at the visit to Volvo Powertrain in Skövde.

Martin, Maria, Magnus and Ralf during the visit to Nitator in Oskarström

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 – Status in work package 1

A year after Vinnova granted the Digitala Stambanan Produktion project, we are checking the status of the various value chains the project works with. First up is work package 1 (WP1), led by Maja Bärring, Arpita Chari and Dan Li from Chalmers.

Which parties are included in WP1?

WP 1 works with a value chain in the automotive industry where SSAB and Bufab are suppliers to Nitator. SSAB supplies sheet metal to Nitator, which processes it for end customers in the automotive industry. In addition to processing, Nitator also performs some assembly where C parts from Bufab are used, among other things. ChainTraced is a technology provider and provides a solution to digitalize product data. Nitator, Bufab, and ChainTraced were all involved in the previous phase of the Digitala Stambanan.

C parts, could you explain that?

It is typically screws, nuts, and fasteners. Inexpensive high, volume items have a significant impact if unavailable.

What characterizes the value chain?

The delivery service is essential, which places a significant focus on the flexibility of the logistics flow to quickly adapt to the various needs and requests of the end customer, who is often an OEM (Original Equipment Manufacturer) in the Swedish automotive industry.

What do you see as the value chain’s challenges?

There is a lack of data and information shared both up- and downstream in the value chain. There are questions about how customers use existing data and what requirements for data exist in other parts of the value chain.

While we see these as challenges, we also see a great willingness from all parties to learn from each other, which is very positive for the project, says Maja.

Nitator is a smaller player between larger parties in a supply chain. As a small player, it can be challenging to demand things from a larger actor. Having a high degree of flexibility then becomes a competitive advantage. The flexibility puts requirements on their work processes and digitization solutions, which must fit with other parties’ various digitalization solutions.

A challenge for the project is to explore, define and design which data can contribute to such capabilities/development/flexibility within the framework of the project, says Dan.

A vision of the project is to also enhance resilience of the value chain. Data from the digitalization solutions can help the players increase transparency in the value chain, thus adopting a holistic approach in managing disruptions and risk, says Arpita.

So, what have you chosen as focus areas for WP1?

Based on the challenges that the value chain sees and where they see potential to increase the use of data and create value, we have identified four different sub-areas:

  • Product data – How data belonging to the product can be used more (for example, SSAB’s material data)
  • Delivery assurance – Share data needed to forecast and secure deliveries.
  • Customer knowledge – Understand customers’ requirements further down the supply chain.
  • Green conversion – Visualize the CO2 footprint in the value chain (traceability of materials and products). This is something that will affect all industries.
Maja Bärring
Maja Bärring

Project manager

Digitala Stambanan Production

Dan Li
Dan Li

Work package manager

Digitala Stambanan Production

Arpita Chari
Arpita Chari

Work package manager

Digitala Stambanan Production

What do you want to achieve in WP1?

First, we want to see how the companies in the value chain work today and what maturity level they are at using the maturity assessment Industrie 4.0 Maturity Index. Then we want to address the sub-areas with increased data sharing to see how cooperation can be improved in the value chain. We will do this in different ways, but we start by producing a demonstrator for how CO2 data can be collected and visualized for all parties in the value chain.

In addition, traceability, flexibility, transparency, information sharing and collaboration are some known factors that can impact the resilience of the companies in the value chain. We will then explore how we can utilize the potential of the value from data on the digital platforms to build resilience.

How do you think the work has progressed so far?

In the beginning, project-wide activities got the most attention. Now we can focus more on the value chain itself, where we have gathered support for the focus areas and formulated the questions for the project ahead, thus also setting expectations in more detail. We believe that the overall understanding of the project is beneficial for our future efforts.

The commitment from the participants and interest in the project is higher than our initial expectations. They are open and cooperative and share their experiences. The willingness to spend time learning together with others is vital for a positive project outcome.

Arpita Chari, a PhD candidate and colleague at Chalmers has now joined the project and will help in leading WP1 activities for the coming year. Her research focuses on building resilient and sustainable production systems by utilizing the potential of digital solutions from Industry 4.0.

What lessons have you learned so far?

We have observed that companies often have a lot of data, but it must become more accessible to be used more and create value. Companies often know they have a lot of data but don’t know how to make it available.

How do you see the future? What is your scouting ahead?

We are in a period of time where delivery assurance and logistics have become even more complicated. We have a value chain that chooses to take on these challenges together and help each other instead of trying to solve them alone. It feels promising and is something we believe in. From our perspective at Chalmers, being part of that journey with a value chain that faces these challenges is exciting.

We also see that we are addressing an area that will become increasingly important in the future, such as the CO2 footprint across value networks. It may become a further requirement to collect and show one’s CO2 footprint. How should it then be done and visualized? The interesting part will also be in the following step, how should the companies bring this to their customers and what values can be created moving forward. What is it worth to their customers? So far, it is the price of the product that governs in many cases.

Thank you, Maja and Dan! It will be interesting 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 Produktion project.

Looking back on the past year with Maja Bärring

We had a chat with Maja Bärring, project manager for Digitala Stambanan Produktion, almost a year after the project started. How are you?

I am good. I have started up my work as project manager again after a summer holiday in Sweden, mainly spent in our sailboat on the west coast.

That sounds lovely! Digitala Stambanan Produktion is a continuation of the previous project Digitala Stambanan that started a few years ago. Can you tell us a little about the background of the new project?

The project name Digitala Stambanan is, with Stambanan, a reference to the railway system in Sweden built during the industrial revolution, which changed how products and goods could be transported in Sweden and how business was done. The new infrastructure provided new opportunities. Today, the digital infrastructure with platforms and digital solutions can offer new opportunities. Using digital platforms and other digital solutions can change how the Swedish manufacturing industry exchanges data and information and, thus also, how we do business with each other.

When we finished the previous project, there was a continued interest from both involved parties and the financier Vinnova to continue working on the same theme. It allowed us to put together an application with the vision of increasing the use of digital platforms in value chains in the Swedish manufacturing industry and recruiting stakeholders to be part of the project consortium. Our partners represent several areas that are interested in the subject; academia, manufacturing companies that form value chains and have a supplier/customer relationship with each other, technology and system suppliers, and network organizations that represent even more companies within the manufacturing industry in Sweden.

The project was granted in July 2021 by Vinnova, but the project started in practice in September 2021. The application process began many months before that. What are your experiences working with the application for such a large and complex project with many parties?

During the application, it has been essential to set the project’s overall goal and expected effects and break them down into actual activities without making it too narrow, thus reducing the scope for those involved to influence. We run the project to reach the common overall goals while at the same time balancing it against what each project partner can benefit from and learn from our collaboration in the project.

The result of the application was a project organized into five work packages. Can you tell us about these?

The first three work packages are organized around three value chains. In these, we can work with manufacturing companies to identify the current situation and the challenges we would like to address with the help of digital solutions. Our technical project partners are also essential in working on how we can solve the challenges with their technologies and system solutions.

Work package 4 involves the Stena Industry Innovation Lab (SII-Lab), a testbed at Chalmers. In the testbed, we can test new solutions that address challenges we identify in the value chains. Here we will be able to work with demonstrators and show in practice what values can be created using digital platforms and digital solutions. In the work package, we also develop the methodology that we call Reseguiden (the Travel guide for industrial digitization), which we will use when mapping digitalization maturity in the value chain companies. The methodology is based on results from previous projects and uses the German model Industrie 4.0 Maturity Index for measuring digitalization maturity.

Work package 5 acts for collaboration, networking, and dissemination. We have activities with the parallel project Digitala Stambanan IndTech, Combient’s member companies, our project partners’ network that extends beyond the project, etc., to get both external dissemination and feedback on the project’s results and work. The training program Ingenjör4.0 with short course modules in Industry 4.0 and smart industry is also a resource and asset in the project to be able to work with skill enhancement and training efforts.

How do you think the work has progressed on an overall level in the project so far?

The work has started in the respective work packages with the value chains, where we have identified the focus and have begun identifying the current state of working in the manufacturing companies. New project partners have also entered the project during the year to complete value chains.

Overall for the project, we have had regular project meetings where the themes of the meetings have touched on areas that are important for the project to be able to achieve the set goals and expected effects; for example, on the topic of demonstrators and the use of the SII-Lab testbed, the training opportunities with Ingenjör 4.0 and how we should use it in the project, as well as the status and progress of each work package.

For communication and information sharing, we have regular status meetings for the entire project on the last Wednesday of the month to share what is happening in each work package and information relevant for everyone involved in the project.

In your role as project manager for Digitala Stambanan Produktion, what are your reflections from the first year?

There is great interest and commitment to the project from all project partners, and there have been many parallel activities during the year to contribute to the overall goal. During the year, we have arranged project meetings to meet each other physically on site in SII-Lab, and then we have been able to have longer sessions together. But we have also had many digital meetings that helped us get a pulse on the project. Without the digital possibilities, it would have been more difficult with such a geographically dispersed group of project members.

Now the work on the project is picking up speed again after the summer holidays. How do you see the continued work on the project?

In all the value chains, we are at a stage where we are planning how to map the current state using the Industry 4.0 Maturity Index method and The “travel guide” (results from the Digitala Stambanan project) which we employ in the project to develop further. This work will pick up now that we are back to project activities. Work with demonstrators is also on the agenda for each value chain.

We will also, during the autumn, continue to work with our partners to disseminate the project’s results and exchange them with other projects and stakeholders.

You will soon take on exciting new challenges in becoming a mother. What happens organizationally in the project when you take parental leave for a while?

We have some changes taking place in the project management where Johan Stahre from Chalmers, with support from Martin Friis, will be my replacement as project manager for Digitala Stambanan Produktion for the time I am on parental leave, and our doctoral colleague Arpita Chari will be leading work package 1.

Thanks, Maja, for this chat, and we wish you GOOD LUCK!

How much could the Swedish industry earn from a better exchange of information in the life cycle?

The industry has great values to realize through better information management in value chains and product life cycles. Why then, are not more companies actively working with this?

The non-profit organization SEIIA (Swedish Industrial Interoperability Association) works with issues closely related to what we focus on in Digitala Stambanan. These are, for example, standards for information exchange between IT systems. Their newsletter (2022-02-28) explains the concept of interoperability, which is the ability of different systems, often in computer contexts, to work together and communicate with each other. Examples of values that better information exchange can bring are highlighted, and thoughts are presented about what prevents the industry from realizing these opportunities.

The association SEIIA was formed as a result of the LCDM project, funded through the strategic innovation program PiiA. The project focused on establishing a standardized data exchange between different support systems in a plant’s life cycle.

Read more (in Swedish)