InDEx – Industrial Data Excellence

InDEx, the Industrial Data Excellence program, was created to investigate what industrial data can be collected, shared, and utilized for new intelligent services in high-performing, reliable and secure ways, and how to accomplish that in practice in the Finnish manufacturing industry.InDEx produced several insights into data in an industrial environment, collecting data, sharing data in the value chain and in the factory environment, and utilizing and manipulating data with artificial intelligence. Data has an important role in the future in an industrial context, but data sources and utilization mechanisms are more diverse than in cases related to consumer data. Experiences in the InDEx cases showed that there is great potential in data utili zation.Currently, successful business cases built on data sharing are either company-internal or utilize an existing value chain. The data market has not yet matured, and third-party offerings based on public and private data sources are rare. In this program, we tried out a framework that aimed to securely and in a controlled manner share data between organizations. We also worked to improve the contractual framework needed to support new business based on shared data, and we conducted a study of applicable business models. Based on this, we searched for new data-based opportunities within the project consortium. The vision of data as a tradeable good or of sharing with external partners is still to come true, but we believe that we have taken steps in the right direction.The program started in fall 2019 and ended in April 2022. The program faced restrictions caused by COVID-19, which had an effect on the intensity of the work during 2020 and 2021, and the program was extended by one year. Because of meeting restrictions, InDEx collaboration was realized through online meetings. We learned to work and collaborate using digital tools and environments. Despite the mentioned hindrances, and thanks to Business Finland’s flexibility, the extension time made it possible for most of the planned goals to be achieved.This report gives insights in the outcomes of the companies’ work within the InDEx program. DIMECC InDEx is the first finalized program by the members of the Finnish Advanced Manufacturing Network (FAMN, www.famn.fi).</p

Distributed control for smart cranes over mobile network

The aim of this thesis is to research whether it is possible to build a distributed system where automated smart crane works as a part of automated factory ecosystem by utilizing mobile network and edge computing technologies. Future prospects of crane industries from the aspect of the fourth industrial revolution will be reviewed, in which intelligent process components form an ecosystem and improve process efficiency by sharing data over mobile network. Furthermore, this thesis will review fifth generation mobile network technology and the possibilities it is theorized to bring in contrast to the tested Private LTE network architecture. A simulation of a future factory will be built where smart crane has joined to the automated ecosystem formed by the processing system. The capabilities of the Private LTE network is assessed through passive network measurements, from which the feasibility of the Private LTE network as fourth industrial revolution enabling technology is assessed

Aineeton palkitseminen pk-yritysten työntekijöiden sitouttamisen ja motivoinnin välineenä

Tämän opinnäytetyön tarkoituksena oli kartoittaa aineettoman palkitsemisen mahdollisuuksia pienten ja keskisuurten yritysten työntekijöiden sitouttamisen ja motivoinnin välineenä. Pääasiallisena tavoitteena oli kehittää työntekijöiden työpaikkasitoutuneisuutta ja työmotivaatiota aineettoman palkitsemisen keinoin. Aineeton palkitseminen on ajankohtainen kokonaisuus, jota Suomessa ei ole vielä täysin osattu hyödyntää. Yrityksen johdolle se on myös mahdollisuus, jonka motivoivaan vaikutukseen erityisesti nuoremman sukupolven henkilöt uskovat. Tutkimus toteutettiin määrällisellä menetelmällä, ja sen aineisto kerättiin standardoidulla kyselyllä, jonka perusjoukkona toimivat valitun yrityksen kaikki toimihenkilöt. Kyselyyn vastasi 32 toimihenkilöä 38 toimihenkilön perusjoukosta, jolloin kerätty materiaali vastasi kattavasti tutkittavan perusjoukon näkemyksiä. Lähdeaineistona opinnäytetyössä käytettiin toteutetun kyselyn lisäksi ajankohtaisia palkitsemiseen liittyviä kirjoja, artikkeleita sekä internetsivuja. Tutkimus osoitti, että suurin osa yritys X:ssä työskentelevistä toimihenkilöistä koki useat esitetyistä aineettoman palkitsemisen keinoista tärkeiksi ja motivoiviksi tavoiksi tulla palkituksi tekemästään työstä. Useat toimihenkilöt toivoivat enemmän palautetta ja tunnustusta esimiehiltään, sekä erityisesti palautteen oikea-aikaisuutta ja suoranaisuutta. Myös esimiesten ja alaisten välinen tasavertaisempi kohtelu ja yhdenmukaistettu palautemenettely nähtiin tärkeiksi kehityskohdiksi. Myös hyviä aineettomaan palkitsemiseen liittyviä kokemuksia nousi esille tutkimuksen yhteydessä. Suoritettu kysely kartoitti tärkeitä kehityskohtia: asioita, jotka oli hoidettu hyvin, ja sellaisia aineettoman palkitsemisen keinoja, jotka olivat kaikkein merkittävimmässä roolissa haastatetuille. Kehitysehdotukset perustuivat pääosin kyselyssä esiin tulleiden kehityskohtien ja tärkeimmiksi mainittujen keinojen pohjalle. Kun tutkimustuloksia yhdistettiin teoriaan, voitiin perustellusti päätellä, että yrityksen X toimihenkilöt kokevat aineettoman palkitsemisen keinot aidosti motivoiviksi. Loppupäätelmä oli että aineeton palkitseminen on ja tulee olemaan avainasemassa osaavien työntekijöiden sitouttamisessa ja motivoimisessa tulevaisuuden työmarkkinoilla.The purpose of the present thesis was to research what kind of effective means small- and mid-sized companies could use when committing and motivating their employees with means of non-monetary rewarding. Non-monetary rewarding is a very current topic in developing working communities today, especially in Finland, where it is yet to be used as effectively as it could be. For the business management it stands as an opportunity, which especially the younger generation believes to be a motivating mean of rewarding. The empirical part of the research was carried out as quantitative research and the material was collected by using a structured questionnaire, with a selected population of all the official workers in the company X. From the total of these 38 officials selected, 32 answered to the questionnaire, which ensured that the results successfully reflected the viewpoints of the company’s official workers in general. The theoretical framework of the thesis was based on professional books, articles and reliable webpages concerning rewarding. The research showed that the majority of the officials in company X considered many of the presented means of non-monetary rewarding as important and motivating ways of being rewarded for their work. Officials wished for more feedback and recognition from their superiors, especially so with the correct timing of the feedback. Some wishes for further development in equal treatment and standardizing procedures between the superiors and employees were voiced out as well. Overall the questionnaire on non-monetary rewarding revealed some targets for improvement, things that had been handled well and means that were considered most important for the officials interviewed. The author’s recommendations for further advancements were based mostly on targets of improvement and the most important means pointed out by the officials. Combining research with the existing theory, it showed that non-monetary rewarding stands as an affordable and genuinely motivating mean to commit and motivate officials in company X. The main conclusion was that non-monetary rewarding is, and will be, in the key role when companies are committing and motivating able workers in the future