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Tämän 'Data kestävän kehityksen mukaisessa tuotantoketjun ohjauksessa'- raportin tavoite oli tunnistaa tuotantoketjun toimijoiden dataa hyödyntävän kestävän kehityksen valmiudet ja tavoitteet. Raportin sisältöaineisto kerättiin kirjallisuuskatsauksella, vastuullisuusseminaarista "Vahva Vahvempi Vastuullinen" sekä haastattelemalla yritysedustajia. Haastatteluiden kohdehenkilöt edustivat uusiutuvan metsä- ja kemianteollisuuden toimijoita ja näitä palvelevia yrityksiä. Tutkimuksen on rahoittanut Suomen itsenäisyyden juhlarahasto Sitra.Raportti tarkastelee metsäteollisuuden tuotantoketjujen dataa metsästä kuluttajalle kolmesta perspektiivistä: monitoroinnin ja jäljitettävyyden sekä tuotantoketjun optimoinnin näkökulmista. Monitoroinnilla tarkoitamme tässä menneisyyden ja nykytilan tarkastelua dataan pohjautuen. Jäljitettävyydellä ajattelemme tuotteen ja siihen liittyvän datan ja informaation jäljitettävyyttä eteen ja taaksepäin tuotteen arvoketjussa. Optimoinnilla tarkoitamme koko tuotantoketjun optimointia ja oman toiminnan suuntaamista kohti kestävän kehityksen tavoitteita.Tarkastellun aineiston perusteella tämän raportin johtopäätös on, että kestävän kehityksen datan osalta tuotantoketjuissa on haasteita ja kehittämistarpeita liittyn indikaattoreihin, datan keräämiseen, laatuun ja jakamiseen. Kestävän kehityksen datan tulee ohjata päätöksentekoa prosesseissa organisaation kaikilla tasoilla.

Kunnossapidon tietojärjestelmiin tallennetun tiedon laadun parantaminen on tunnistettu ongelmaksi jo vuosikymmenten ajan. Varsinaista ratkaisua siihen ei ole kuitenkaan keksitty, vaikka teknologia on mennyt eteenpäin. Kuinka uusimpien innovaatioiden tukemana voitaisiin parantaa työntekijöiden kirjausintoa ja sitä myöten saada entistä luotettavampaa ja parempaa informaatiota toiminnan jatkuvaan kehittämiseen?

The fundamental business values and opportunities for (more) digitalized engineering report ties together different aspects related to doing business with digital twins in the pulp and paper industrial engineering and processing contexts. These practical aspects have been identified, and the understanding in them has been developed during the SEED project especially in the digital twins related use case work and in related research, and in the work done related to joint offering of digital solutions.

The importance of the circular economy is growing due to unresolved global challenges, such as climate change and resource scarcity. As defined and shown in the report by the POLICE project, the circular economy is an economic system that creates value by catching and reusing the limited raw material and energy resources by slowing, narrowing and closing their loops. The circular economy is expected to provide significant benefits in terms of improved resource efficiency, reduced extraction, reduced processing, and the disposal of scarce natural resources. Additionally, the circular economy also relates to the new types of business opportunities for existing and new stakeholders. Despite these potential benefits, the process of transition towards a circular economy has been quite slow. The knowledge of policy instruments and incentives are available is essential to overcome the barriers of the circular economy. Additionally, the knowledge on how to implement such policy instruments and incentives that boost the circular economy is needed. Therefore, it is important to survey what kind of incentives aiming to support circular economy already exist and analyse their positive and negative influences on promoting the circular economy. This will result in as a significant source of information for policymakers, to better understand the impacts of various types of incentives. At the same time, the results of the analysis would generate valuable input for the formulation of a new kind of advanced incentives. The POLICE report looks into the reasons why the implementation of the circular economy principles is hindered.A new multi-disciplinary and comprehensive approach to the implementation of the circular economyThe aim of the POLICE project supported by EIT RawMaterials and led by VTT was to identify and describe different types of incentives to promote and boost the implementation of the circular economy concept, considering relevant policy instruments and incentives and their mixes. Another key objective of the project was to compare positive versus negative policy instruments and incentives. Furthermore, the third target of the project was to evaluate and analyse the effectiveness of incentives based on the information on circular economy barriers and drivers.The report presents the key findings of the POLICE project. The report is structured as follows:Chapter 1 provides the introduction to the topic by defining the key terms and describing the motivation behind the work.Chapter 2 presents the objectives of the study.Chapter 3 introduces materials and methods.Chapter 4 forms the core of the work, i.e., covers the results.Chapter 5 is devoted to discussion and conclusions of the work.

Deliverable 3 presents the primary findings and observations from the earlier results of the project, addresses the different strategic positions in the value network of a company, introduces the fundamentals of knowledge-based analytics and business model renewal and discusses the experiences gathered during the project.

In this world of scarce resources, circular economy (CE) has been identified as an important means for increasing resource efficiency and reducing the use of natural resources. However, what does implementing circular business and operational models mean for companies’ business execution, mindsets, and competitive edges? This publication presents the practical case studies of several different CE business implementations. The focus on this exploration was to identify the role of information management in successful CE business execution.

In this world of scarce resources, circular economy (CE) has been identified as an important means for increasing resource efficiency and reducing the use of natural resources. What, however, does implementing circular business and operational models mean for companies’ business execution, mindsets, and competitive edges? This publication presents the practical case studies of several different CE business implementations. The focus on this exploration was to identify the role of information management in successful CE business implementation. The outcomes offer a chance for different representatives of different firms to learn from practical cases of CE implementation in operational and business models. This publication aims to show the pathway toward CE by providing 1. a description of CE 2. an explanation of its impact on business execution 3. stories about the role of information in the creation of CE business 4. practical tools for the creation of CE business The structure of the publication tracks similar logic to, and presents practical case examples from, the field of CE business. Tools and methods were applied and further developed within the case companies: BMH Technology, Fortum, Solita, and UPM. The publication presents the major results of research and development work performed within the “From Data to Wisdom—Approaches Enabling Circular Economy” project (D2W). The project was initiated in August 2016 and continued until January 2019. The research work was conducted by VTT, LUT University, and Tampere University as part of the BioNets program of Business Finland. The project provided a good overview of the demands of CE business in a multidisciplinary multi-company setting. It focused on three approaches for examining circular business: innovation and business models, relationships and networks, and data and wisdom. Since D2W had a broad scope, some of these approaches should be developed further to provide practical tools for business developers (companies and organizations). The work of D2W will therefore continue. Case-specific projects are being considered to develop practical results for the needs of practitioners interested in improving their capabilities for CE business creation. Examples of new topics for the subsequent steps of research include, for example: • Key performance indicators of CE and sustainable development • Governance of CE business ecosystems • New artificial intelligence (AI) technologies, opportunities and requirements in CE business implementation Maapallon resurssien huvetessa kiertotalous on tunnistettu tärkeäksi keinoksi resurssitehokkuuden lisäämisessä ja luonnonvarojen käytön vähentämisessä. Toisaalta ymmärrys mitä kiertotalouden operatiivisten ja liiketoimintamallien käyttöön ottaminen vaatii yritysten ajattelumalleilta ja mikä sen merkitys kilpailukyvylle on, eivät ole vielä laajalti konkretisoituneita asioita. Tässä julkaisussa esitellään käytännön esimerkkejä kiertotalouden eri liiketoimintojen toteutuksista. Tutkimuksen pääpaino on ollut tunnistaa informaatiohallinnan rooli menestyksekkäässä kiertotalouden liiketoiminnan toteutuksessa. Julkaisun tavoitteena on tarjota yritysedustajille käytännön tuloksia ja oppeja kiertotalouden operatiivisten- ja liiketoimintamallien toteuttamisesta. Tämän julkaisun tavoitteena on viitoittaa polkua kiertotalouden liiketoiminnan suuntaan tarjoamalla: 1. kuvauksen mitä kiertotalous on 2. kuvaamalla kiertotalouden vaikutuksia liiketoiminnan toteuttamisessa 3. tarinoita informaation roolista kiertotalouden liiketoiminnan luomisessa 4. käytännön työkaluja kiertotalouden liiketoiminnan luomiseen Julkaisun rakenne seuraa tätä logiikkaa ja esittelee käytännön esimerkkitapauksia kiertotalouden liiketoiminnan kentältä. Julkaisussa esiteltäviä työkaluja ja menetelmiä sovellettiin ja kehitettiin edelleen yritysyhteistyössä, johon osallistuivat BMH Technology, Fortum, Solita ja UPM. Tämä julkaisu kokoaa projektin “Data to wisdom - Approaches Enabling Circular Economy” (D2W) keskeisimmät havainnot ja tulokset. Hanke alkoi elokuussa 2016 ja se kesti aina tammikuuhun 2019. Tutkimustyöhön osallistuivat VTT, LUT-yliopisto ja Tampereen yliopisto ja se toteutettiin osana Business Finlandin BioNets ohjelmaa. D2W-projekti tarjosi hyvän yleiskuvan kiertotalouden liiketoiminnan kehittämisen vaatimuksiin monialaisen osaamisen kattavassa usean yrityksen projektissa. Projektissa keskityttiin tarkastelemaan kiertotalouden liiketoiminnan kehittämistä erityisesti kolmen eri näkökulman kautta, joita olivat innovaatiot ja liiketoimintamallit, verkostot ja yhteistyösuhteet, sekä tieto ja viisaus. Koska D2W-projektissa lähestymistapa oli laaja, on joitakin ehdotettuja työkaluja ja menetelmiä syytä edelleen jalostaa, jotta ne olisivat entistä käyttökelpoisempia yritysten ja organisaatioiden hyödynnettäväksi. D2W-projektin työtä siis jatketaan ja uusien tutkimus- ja kehityshankkeiden valmistelu on käynnissä yhdessä toimijoiden kanssa, joiden mielenkiinnon kohteena on lisätä valmiuksiaan kiertotalouden periaatteita noudattavan liiketoiminnan luomisessa. Esimerkkejä uusista aiheista seuraavien vaiheiden tutkimukseen ovat muun muassa: • Kiertotalouden ja kestävän kehityksen avainindikaattorit • Kiertotalouden liiketoimintaekosysteemin ohjaaminen • Tekoäly (IT teknologia), mahdollisuudet ja vaatimukset kiertotalouden liiketoiminnan implementoinnissa Publishers version

A number of industrial companies have recognized the opportunities and needs for transformation towards a service mindset with digital capabilities. The transition from bilateral partnerships towards business ecosystems is also challenging companies to think differently. While many successful examples have already been seen from the forerunners, building the capability to integrate, analyze and exploit various sources of data and to create new services for effective asset management requires attention.

Kunnossapidossa digitaalisilla ratkaisuilla haetaan erityisesti lisääntynyttä kykyä reagoida ennakoivasti alkaviin vikatilanteisiin. Markkinoilla onkin jo useita mittaavaan kunnossapitoon perustuvia ratkaisuja ja palveluita, joista esimerkiksi laakerien online-mittaus on yksi perinteisimpiä. Komponenttivikojen lisäksi tuotantoprosessin suunnittelematon keskeytys voi toteutua myös muista syistä, joista prosessin likaantuminen ja jopa tukkeutuminen on yksi tekijä. Prosessitukosten välttämiseen ja pesutarpeen ennakointiin ei kuitenkaan toistaiseksi ole tarjolla online-palveluratkaisuja.

This report provides ideas about how to determine the range of opportunities offered by digitalization, how to make an effective start with data-based services and which tools may be useful at different stages during the implementation of these services. The work in the SmartAdvantage project is being carried out in close collaboration with the project partners, and the major part of the project work is taking place in the case studies presented in Section 3 of the publication. So far, the project has organized two workshops aimed at sharing experiences, practices and the latest results from both the research organisations and industrial partners. The results from the case studies and workshops, along with a tailored complementary literature review, have been utilised in writing the third and fourth parts of this deliverable. Taken together, the overall aim of this publication is to share our experience and understanding of how to create new profitable businesses based on intelligent assets and data.

Finnish technology companies have shifted their focus from product delivery to life cycle services. At present these companies are aiming to develop global fleet based industrial services, which could be seen as means to increase their competitiveness. In order to manage the risk related to the fleet service delivery and provide services adding customer value, these services are information intensive and require life-cycle data collection from the customer sites. At the moment technical and economic life-cycle data is often fragmented in business ecosystems (networks) and its full business potential is rarely utilized. Therefore, innovative technological and business model solutions are needed which better enable integration, harmonization, sharing and standardization of life-cycle data. The key to novel service delivery is, however, to process and upgrade the accumulated data into business knowledge that can be used in important decision-making and network level cooperation. This should offer new opportunities not only for typical fleet services like maintenance but also to new earning logic, e.g. performance based contracts and shared use of assets, to 3rd party services and even to novel digital product lines. This deliverable is the second in the series of reports representing the description of Data to Business Knowledge (D2BK) model and its implementation in industrial ecosystems. The findings presented in this publication are from the project Fleet based industrial data symbiosis (FIMECC/S4Fleet P3). The publication presents the State-of-the-practice in value-based asset and fleet management services and the results of their comparison against D2KB were presented. Also companies participating in S4Fleet P3 have presented their preliminary fleet service concepts which were analysed from the perspective of D2BK-model. These studies were conducted in order to find out how the D2BK model can be utilised in the assessment and development of fleet service concepts. This publication presents some existing services and service concepts descriptions that are related to fleet data management. The list of concepts related to fleet asset management that were presented in deliverable 1 (Kortelainen et al. 2015) is complemented by concepts found in the interviews and case studies conducted for the project. The services and service concepts are described shortly. A more detailed analysis of the service and service concepts, based on the data used, data refinement methods and value of data, is also presented. Based on the presentations of companies in S4Fleet P3 kick-off workshop, the fleet service concepts are analysed from the perspective of the first version of D2BK-model. Also the fleet asset management concepts of companies are analysed in the same way as the service concepts found in the literature. The comparison of these knowledge intensive service concepts with the D2KB model was determined by the expert judgment of the researchers.

Teollisuudessa ollaan siirtymässä kohti palvelukokonaisuuksia, joilla laitteiden ja järjestelmien suorituskykyä optimoidaan kokonaisuutena. Nämä uudet palveluratkaisut edellyttävät datan parempaa hyödyntämistä, johon on nykyisin tarjolla soveltuvaa ja kustannuksiltaan kilpailukykyistä teknologiaa. Vaikka Teollisesta internetistä puhutaan tällä hetkellä laajasti, useilla toimijoilla on kuitenkin yhä haasteita implementoida älykkäiden ratkaisujen hyödyt omissa liiketoimintaprosesseissa. Käyttöomaisuuden suorituskyvyn kehittämisen palveluratkaisuja tutkitaan Fimeccin S4Fleet-ohjelmassa. Tässä artikkelissa käydään läpi älykkäiden palveluratkaisujen kohdentamista kahdesta fleet-hallinnan näkökulmasta: 1) palveluiden kohdentaminen laajalle laitekannalle eri asiakasympäristöissä ja 2) palveluiden kohdentaminen eri tuotantoympäristöissä sijaitseville järjestelmille.

Companies increasingly focus on their long-term sustainability and ecological footprint. Circular economy models are a step towards more sustainable business in networked companies. Majority of business and operating models contain elements of circular economy. These models have implications for the asset management strategies, processes and practices in companies. They create new kinds of opportunities and threats and enable new asset management related innovations. In this paper, the general archetypes of circular economy models are presented. Two assessment frameworks are utilized to identify the different types of models. The circular economy models are analyzed from the asset management perspective. Opportunities and threats produced by the circular economy models for asset management were identified.

The quest for sustainability has already transformed the competitive landscape and is changing the mindsets of companies. Since natural resources are scarce, actors doing business must take into account not just the economic goals, but they also need to address the environmental and social objectives in executing business. This publication presents the results of practical case studies where different approaches for sustainable business were created. The results offer an opportunity for different representatives of various companies to compare their own practices and learn from practical cases in sustainable business models and governance. This publication shows the path towards sustainable business through the following themes: 1) understanding the value of sustainability, and considering it in: 2) strategic decision making, 3) business development and 4) innovation orchestration. The structure of the publication follows the same logic and presents practical case examples in these topics. Tools and methods were applied and further developed within the case companies: Ekokem, Fortum Power Solutions, Nokia, Solita and Vapo Clean Waters. This publication combines the main results of the work carried out within the "Strategic business models and governance for sustainable solutions" project (StraSus). The project started in December 2013 and it continued until February 2016. The research work was conducted by VTT, Lappeenranta University of Technology, Tampere University of Technology and Aalto University as a part of the Green Growth programme of Tekes. The project provided a good overview of the demands of sustainable business in a multi-disciplinary multi-company setting. Since StraSus had a broad scope, some of the developed approaches need to be further enhanced and refined to provide practical tools for practitioners (companies and organisations). The work of StraSus is therefore being continued. Case-specific projects are being considered to develop practical results for the needs of practitioners interested in improving their capabilities for sustainable business creation. Examples of new topics for the next steps of research include e.g.: - Sustainability strategies implementation through the life cycle of the solution - Symbiotic business relationships in industrial ecosystems - From data to wisdom - approaches enabling circular business.

Recent developments in information technology and business models enable a wide variety of new services for companies looking for growth in services. Currently, manufacturing companies have been actively developing and providing novel asset based services such as condition monitoring and remote control. However, there is still untapped potential in extending the service delivery to the long-term co-operative development of physical assets over the whole lifecycle. Close collaboration with the end-customer and other stakeholders is needed in order to understand the value generation options. In this paper, we assess some of the asset services manufacturing companies are currently developing. The descriptions of the asset services are based on the results of an industrial workshop in which the companies presented their service development plans. The service propositions are compared with the Total Cost of Ownership and the closed loop life cycle frameworks. Based on the comparison, gaps that indicate potential for extended asset service concepts are recognised. In conclusion, we argue that the manufacturing companies do not recognise the whole potential for asset based services and for optimizing the performance of the end customers' processes.

Finnish technology companies have shifted their focus from product delivery to life cycle services. Therefore they are currently developing global fleet based industrial services, which are seen as means to sharpen their competitiveness. The objects of these services, the customer asset fleets, are typically complex and expensive, and they are characterized with high profitability, efficiency and safety demands. Also the demand for locally customized global services and changing business ecosystems increase service operation complexity and risk the service efficiency. In order to manage the risk related to the fleet service delivery and provide services adding customer value, these services are information intensive and require life-cycle data collection also on the customer sites. Currently technical and economic life-cycle data is often fragmented in value ecosystems (networks) around the fleet and its full potential is rarely utilized. Therefore innovative technological solutions are needed which better enable integration, harmonization, sharing and standardization of life-cycle data. The key to novel service delivery is, however, to process and upgrade the accumulated data into business knowledge which can be used in enhanced decision-making and network level cooperation. This should open new opportunities not only for typical fleet services like maintenance but also to new business models, e.g. performance based contracts and shared use of assets, to 3rd party services and even to novel digital product lines. This deliverable is the first in the series of reports representing the description of Data to Business Knowledge (D2BK) model and its implementation in industrial ecosystems. The deliverable collects the state-of-the art practices in participating companies on life-cycle information and business data sharing, asset governance, decision making processes and end-customers' business ecosystems. The deliverable also presents an analysis of the different data sources (e.g. hard and soft data) and decision-making needs in the ecosystem. In addition, the deliverable outlines the case studies of the participating companies. The research and development work described in this deliverable has been conducted in the "Fleet based industrial data symbiosis" project. Project belongs to the "Service Solutions for Fleet Management" program under FIMECC Service Business theme (FIMECC/S4Fleet P3). Project focuses on the area of the critical enabling technologies and drives research that enables the vision of global fleet based service business.

The aim of this paper is to extend our understanding of business network management, especially from the viewpoint of SMEs operating in a B2B context. The paper focuses on exploring swarm intelligence to create new thinking on the management of business networks. Thus, the interaction between business organisations is at the heart of the network approach that we adopt throughout this research. Our research suggests that different managerial tools - such as network mapping, business models, partner evaluation and LCC tools - can be utilised as communication means also by SMEs. In accordance with the lessons learnt from the collective efforts in animal swarms, this study suggests that SMEs can also manage their business networks through communication.

Tämä julkaisu on tarkoitettu kaikille b-to-b-palveluliiketoiminnan kehittämisestä kiinnostuneille. Julkaisussa kuvataan käytännönläheisesti ja yritysesimerkkien kautta kehittämisen esteitä ja niiden ylittämistä. Miten yksittäiset uudet avaukset, palveluiden konseptointi ja pilotointi, tukevat isoa muutosta? Miten asiakashyötylähtöistä strategiaa ajetaan sisään organisaatioon? Miten kehittää yhteistyötä arvoketjussa tarjoamalla uusia palvelu- ja yhteistyömahdollisuuksia? Miten yrityksen muutosprosessia voi tukea? Miten hyödyntää olemassa oleva osaaminen palveluissa? Miten myynnin ja asiakaskeskustelujen pitää muuttua ja mikä on palveluiden osalta oikea kontaktipinta asiakkaaseen? Tutustu julkaisun sisältöön ja pohdi, miten kysymykset ja esitetyt havainnot ja ratkaisuvaihtoehdot näkyvät edustamasi yrityksen liiketoiminnassa.

Deliverable 3.3 (D3.3) is part of work package 3 of the EU-funded SustainValue project. Work package 3 (WP3), which comprises of five tasks, deals with life-cycle-based products and service development. Focus of WP3 is to develop a methodology which enables companies to design and develop sustainable solutions. The first tasks of WP3 viz. T3.1, T3.2 and T3.3 were already accomplished and two deliverables (D3.1 and D3.2) which analyse requirements and gaps for development methodologies for sustainable solutions were submitted. This deliverable D3.3 considers task description T3.4: "In order to complete the development methodology the next task is to combine the identified steps and phases to a complete development methodology. This methodology allows a step by step development. It assures a structured and systematic approach by giving tasks needed to be done for a complete and successful result".The work carried out has involved the consortium partners including most of industrial partners to validate the results. Main result is a development framework which was developed and validated within the consortium and additional external actors. During the early phase of research when approaches for service or product development were identified and during the early interviews with the industrial partners, a first finding was that the development of sustainable solutions is not a task for single persons or a single division in a company. To develop and implement a sustainable solution several areas within and beyond the company boundaries must be considered. On different levels e.g. on network level with partners, strategic issues from top management, business model decisions, conceptual division like product engineers, operative division for logistics etc. must be involved to provide a (more) sustainable solution as a result. Hence there are several sustainability potentials on different levels which are later concretized with the help of so called dimensions. Hence the expression “development methodology” was changed to “development framework” to show and express the complex interdependencies between the different actors. Within this framework, which is a matrix combining a lifecycle perspective and an overview of different functional dimensions, different methodologies approaches are integrated and interconnected. Thereby the interfaces can be illustrated and described and different approaches can be integrated to avoid conflicts during development and to support the essential communication between the different dimensions (respectively actors/divisions in companies). The framework supports companies in their sustainable development process and creates transparency of the different tasks. Beside it gives several hints for useful approaches and tools. Further the framework can be used in companies as a tool itself to illustrate their own processes, interfaces, gates and communication channels. At the same time weaknesses and inefficiencies in their processes are revealed.The framework has been validated within a big company with over 9000 employees where different division represent the dimensions as well as a small start-up company where the different dimensions are represented by only few persons. The framework introduced in this deliverable is the basis for the tools enhancing the several approaches. The tools will be described in detail in the following deliverable D3.4.

The European report 'Vision for 2020' calls for an understanding of manufacturing as a network of complex development-oriented relationships. The significance of the manufacturing industry in Europe is widely known and accepted. Directly and through services, manufacturing companies generate wealth and jobs in every country in Europe. Globalisation has sparked a novel industrial revolution, leading to a new worldwide distribution of production and markets. Increasing demands for sustainability, however, have created new challenges and emerging opportunities for society and for business. The traditional transnational product and service solutions cannot be sustained in the emerging eco-sensitive business environments, where growing volumes of trade and the patterns of commercial operations impose significant environmental challenges all over Europe. Much of the opportunity to address sustainability is found in enhanced network management. Therefore, leading companies are looking for new approaches, so as to manage sustainability impacts effectively - from sourcing and production to distribution, product logistics support, and 'afterlife'. If the partners in the manufacturing network do not manage the future challenges surrounding regulation, reporting and compliance assurance, scarcity of resources, or the effects of climate change on their business, their ability to operate as a network partner could be dramatically affected. That could be fatal to their business. To be successful and resilient in this changing business environment, manufacturers must be proactive. Industrial practitioners need to be creative in recognising the opportunities that the sustainable economy will present for the development of new products and services, the identification of changes in markets, and the optimisation of their internationally operating network in view of the new sustainability criteria. A concrete way of exploiting these opportunities involves the development and implementation of new sustainability based industrial models and concepts.

Käyttövarmuus ja turvallisuus ovat merkittäviä tuoteominaisuuksia. Siksi niiden hallinta jo tuotekehityksen alkuvaiheissa on erittäin tärkeätä. Tuotteen elinkaaren aikaisten kustannusten ja sen aikana saatavien hyötyjen osalta merkittävimmät päätökset tehdään tuotekehityksen aikaisissa vaiheissa. Alkuvaiheessa tehtyjen virheiden korjaaminen myöhemmin on erittäin kallista ja useissa tapauksissa jopa mahdotonta. On arvioitu, että jos suunnitteluvirheen korjaaminen maksaa ennen ensimmäisen luonnoksen julkaisemista yhden dollarin, se maksaa luonnoksen julkaisemisen jälkeen 10 dollaria, prototyyppivaiheessa 100 dollaria, esituotantovaiheessa 1000 dollaria ja tuotantovaiheessa 10 000 dollaria (Dhillon 1999). Mitä tarkemmin suunniteltavan tuotteen spesifikaatiot pystytään määrittelemään ennen varsinaisen tuotekehityksen aloittamista, sitä varmemmin lopputuote täyttää sille asetetut vaatimukset. Tämä julkaisu on osa Tekes-rahoitteisen tutkimushankkeen "Käyttövarmuudenhallinta suunnittelussa - RelSteps" tulosaineistoa. RelSteps-hankkeen tavoitteena on kehittää koneenrakennuksen ja erityisesti liikkuvien työkoneiden suunnitteluun käyttövarmuuden hallinnan työkalupakki, joka huomioi erilaisten tuotteiden ja tuotekehitysprojektien käyttövarmuuden hallinnan tarpeet ja joka on integroitavissa osaksi yrityksen toimintajärjestelmää. Tässä julkaisussa esitämme kuinka hankkeemme tutkimus- ja kehitystoiminnan tulokset tukevat standardin "SFS-EN 60300-2 Luotettavuuden hallinta. Osa 2: ohjeita luotettavuuden hallintaan" ehdottaman ohjelman mukaista toimintaa. Standardissa esitetyn luotettavuusohjelma päävaiheet ovat: - Osa 1 Johtaminen - Osa 2 Luotettavuustekniikat - Osa 3 Analysointi, arviointi ja määrittäminen - Osa 4 Todentaminen ja kelpuuttaminen - Osa 5 Tietämyskanta - Osa 6 Parantaminen. Tällä tavoittelemme standardin käytännöllistämistä ja hankkeen tavoitteiden saavuttamista esittämällä kuinka hankkeessa kehitettyjä menetelmiä ja työkaluja voidaan soveltaa tuotekehitysprojektien eri vaiheissa.

Existing methodologies supporting innovation (management) and solution engineering are collected and checked against the developed requirements presented in D3.1. The result of this step is an overview on which part of which existing methodology achieves which requirements regarding sustainability. This overview is a basis for the creation of a new development methodology towards life-cycle based products and services. Since the business model aspects are covered in the work package 2 of the SustainValue project, this report focuses on current innovation and solution engineering methodologies that are used in manufacturing industry. They are studied from the perspectives according to the life cycle of a product: business strategy development and innovation management, management of design, planning and development, management of manufacturing systems, management of distribution, logistics and services, management of usage, end-of-life cycle management. The study reveals that there are various methodologies that could be used in order to support innovation and solution engineering within manufacturing industry during development activities. All the presented methodologies are considering at least some of the elements of sustainable development. According to the gap analysis of the studied methodologies, strategic approach to sustainability is needed, while the key challenge is to identify what is the company-specific sustainability recipe. Furthermore, companies cannot comprehensively reach sustainability objectives alone in the present networked manufacturing environment. Therefore it is important to consider sustainability at a network level over product life cycles.

Tämä raportti kokoaa Käyttövarmuuden hallinta suunnittelussa - RelSteps-hankkeen toisen tutkimuskokonaisuuden tulokset. Tutkimuksen tämän osion tavoitteena oli määritellä työkoneteollisuuden tuote- ja palvelukehitystyössä tarvittavat käyttökokemustiedot, niiden lähteet, analysointimenetelmät ja hyödyntäminen asiakasvaatimukset täyttävän koneen suunnittelussa. Raportin tulosaineisto on koottu havainnoista, jotka ovat kertyneet koko hankkeen aikana. Tietolähteinä ovat olleet aiemmin tehdyn kyselytutkimuksen tulokset, yrityksissä toteutetut haastattelut ja tutkimuscaset. Yhdistämällä näitä havaintoja kirjallisuudessa (mm. standardit ja luotettavuuden hallinnan käsikirjat) esitettäviin käyttövarmuuden hallintamalleihin raportissa ehdotetaan käytännönläheistä käyttövarmuustiedonkeruun ja tiedon hyödyntämisen prosessia. Tulosten perusteella näyttää siltä, että käyttövarmuuden suunnittelun näkökulmasta etenkin numeerisesta elinkaaritiedosta jalostettavien, suunnittelulle käyttökelpoisten analyysituotteiden määrittelyssä ei olla vielä kovinkaan pitkällä. Elinkaaritiedon jalostuksen osalta pääpaino on ollut loppuasiakkaalle suunnattujen tietotuotteiden ja palvelujen kehittämisessä. Tuotekehitys ja suunnittelu elinkaaritiedon "sisäisenä asiakkaana" ei vielä korostu elinkaaritiedonhallinnan tehtävissä.