Anderson, Matthew; Dober, Peter; West, Shaun; Gaiardelli, Paolo
Human-Centric Smart Factory Transformation: A Roadmap Integrating Lean, Digitalization, and Organizational Learning Conference
2025, ISBN: 978-3-032-03541-7.
@conference{nokey,
title = {Human-Centric Smart Factory Transformation: A Roadmap Integrating Lean, Digitalization, and Organizational Learning},
author = {Matthew Anderson and Peter Dober and Shaun West and Paolo Gaiardelli},
doi = {https://doi.org/10.1007/978-3-032-03542-4_36},
isbn = {978-3-032-03541-7},
year = {2025},
date = {2025-08-27},
urldate = {2025-08-27},
abstract = {While smart manufacturing initiatives increasingly emphasise technological innovation, the role of people, leadership, and culture remains underrepresented. This study examines how manufacturing organisations can design and implement a human-centric roadmap for smart factory transformation that integrates Lean principles, digital maturity, and organisational learning. Employing an intervention-based action research methodology within a global medical device manufacturer, the research combines insights from internal interviews and a panel of manufacturing experts. The findings highlight persistent socio-cultural barriers, including mistrust, siloed communication, and resistance to change, as well as enablers such as servant leadership, A3-based problem-solving, and continuous learning systems. These insights are synthesised into a practical transformation roadmap that aligns organisational maturity with digital readiness. The paper offers two primary contributions: (1) a novel, human-centred model for smart factory development and (2) actionable guidance for manufacturing leaders seeking to embed cultural and leadership practices into their digital strategies. Implications include rethinking transformation programs as socio-technical journeys, where empowering people becomes a prerequisite for sustainable digital change.},
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While smart manufacturing initiatives increasingly emphasise technological innovation, the role of people, leadership, and culture remains underrepresented. This study examines how manufacturing organisations can design and implement a human-centric roadmap for smart factory transformation that integrates Lean principles, digital maturity, and organisational learning. Employing an intervention-based action research methodology within a global medical device manufacturer, the research combines insights from internal interviews and a panel of manufacturing experts. The findings highlight persistent socio-cultural barriers, including mistrust, siloed communication, and resistance to change, as well as enablers such as servant leadership, A3-based problem-solving, and continuous learning systems. These insights are synthesised into a practical transformation roadmap that aligns organisational maturity with digital readiness. The paper offers two primary contributions: (1) a novel, human-centred model for smart factory development and (2) actionable guidance for manufacturing leaders seeking to embed cultural and leadership practices into their digital strategies. Implications include rethinking transformation programs as socio-technical journeys, where empowering people becomes a prerequisite for sustainable digital change.
Anderson, Matthew; West, Shaun; Alves, Kyle
Differentiating Monitoring Approaches for Engineered-to-Order (EtO) and Configure-to-Order (CtO) Assets Conference
2025, ISBN: 978-1-83724-991-6.
@conference{anderson2025b,
title = {Differentiating Monitoring Approaches for Engineered-to-Order (EtO) and Configure-to-Order (CtO) Assets},
author = {Matthew Anderson and Shaun West and Kyle Alves},
doi = {https://doi.org/10.1049/icp.2025.2975},
isbn = {978-1-83724-991-6},
year = {2025},
date = {2025-07-17},
urldate = {2025-07-17},
abstract = {Industrial asset monitoring depends on AI (Artificial Intelligence) driven analytics to enhance performance; however, approaches differ according to asset complexity, data availability, and operational context. This paper explores decision-support strategies for monitoring engineered-to-order (EtO) and configure-to-order (CtO) assets, comparing predictive analytics strategies, insight generation, and return on investment (ROI). Analysing two real-world cases, we illustrate how AI-powered diagnostics, operational variability, and system integration impact decision-making and action-taking. The findings emphasise AI’s potential role in improving asset resilience, optimising maintenance strategies, and supporting data-driven decision-making within industrial ecosystems, with ramifications for interoperability, efficiency, and business model innovation.},
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Industrial asset monitoring depends on AI (Artificial Intelligence) driven analytics to enhance performance; however, approaches differ according to asset complexity, data availability, and operational context. This paper explores decision-support strategies for monitoring engineered-to-order (EtO) and configure-to-order (CtO) assets, comparing predictive analytics strategies, insight generation, and return on investment (ROI). Analysing two real-world cases, we illustrate how AI-powered diagnostics, operational variability, and system integration impact decision-making and action-taking. The findings emphasise AI’s potential role in improving asset resilience, optimising maintenance strategies, and supporting data-driven decision-making within industrial ecosystems, with ramifications for interoperability, efficiency, and business model innovation.
Andrews, Dan; Khan, Mohammed; Majid, Asif; Anderson, Matthew
Culture and Mindset Transformation in Servitization: A Systematic Literature Review Best Paper Conference
2025.
@conference{anderson2025a,
title = {Culture and Mindset Transformation in Servitization: A Systematic Literature Review},
author = {Dan Andrews and Mohammed Khan and Asif Majid and Matthew Anderson},
url = {https://www.researchgate.net/publication/393608872_Culture_and_Mindset_Transformation_in_Servitization_A_Systematic_Literature_Review},
year = {2025},
date = {2025-05-23},
urldate = {2025-05-23},
abstract = {When transitioning from supplying outputs to offering outcomes, the firm undergoes substantial changes in its operations (Baines et al., 2024). While such changes have been covered extensively and continue to be of interest to researchers, the organisational mindset (e.g., opinions, decisions, justifications) and culture (e.g., structures, rituals, norms) of the firm are also recognised as being key aspects of the change (Huikkola et al., 2022). Yet, despite this recognition of their fundamental importance, the terms culture and mindset are seldom defined, oftentimes used interchangeably, and rarely the focus of work on servitization. Recent research has begun to address the concepts of culture and mindset in the context of servitization specifically (Biesinger et al., 2024; Nuutinen and Lappalainen, 2012). However, a general assumption about the nature of product- and service-oriented cultures and mindsets lingers. On the one hand, it is regularly stated that there are fundamental differences between the cultures and mindsets of organisations that deliver outputs (products) versus those that deliver outcomes (services). On the other hand, at the level of abstraction discussed, many of the criteria associated with output-oriented cultures can also be said to apply to high-performing outcome-oriented cultures as well, and vice-versa, such as their relationships with customers and strategic partners. The aim of this research is to resolve the resultant confusion amongst both academics and practitioners about the nature of culture and mindset in servitization and outcome-based business models. To achieve this, an agenda for future research is proposed that helps identify 1) the differences between the culture and mindset of effective output-oriented firms and outcome-oriented firms, and 2) the transformation mechanisms between one and the other. This agenda is formed by means of a systematic literature review to uncover and analyse the current research trends and discussions around mindset and culture in the context of servitization.},
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pubstate = {published},
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When transitioning from supplying outputs to offering outcomes, the firm undergoes substantial changes in its operations (Baines et al., 2024). While such changes have been covered extensively and continue to be of interest to researchers, the organisational mindset (e.g., opinions, decisions, justifications) and culture (e.g., structures, rituals, norms) of the firm are also recognised as being key aspects of the change (Huikkola et al., 2022). Yet, despite this recognition of their fundamental importance, the terms culture and mindset are seldom defined, oftentimes used interchangeably, and rarely the focus of work on servitization. Recent research has begun to address the concepts of culture and mindset in the context of servitization specifically (Biesinger et al., 2024; Nuutinen and Lappalainen, 2012). However, a general assumption about the nature of product- and service-oriented cultures and mindsets lingers. On the one hand, it is regularly stated that there are fundamental differences between the cultures and mindsets of organisations that deliver outputs (products) versus those that deliver outcomes (services). On the other hand, at the level of abstraction discussed, many of the criteria associated with output-oriented cultures can also be said to apply to high-performing outcome-oriented cultures as well, and vice-versa, such as their relationships with customers and strategic partners. The aim of this research is to resolve the resultant confusion amongst both academics and practitioners about the nature of culture and mindset in servitization and outcome-based business models. To achieve this, an agenda for future research is proposed that helps identify 1) the differences between the culture and mindset of effective output-oriented firms and outcome-oriented firms, and 2) the transformation mechanisms between one and the other. This agenda is formed by means of a systematic literature review to uncover and analyse the current research trends and discussions around mindset and culture in the context of servitization.
Wulf, Jochen; West, Shaun; Anderson, Matthew; Mueller-Csernetzky, Petra; Meierhofer, Juerg
On the Value Potential of Large Language Models in the Manufacturing Industry Proceedings
2025, ISBN: 978-3-031-86957-0.
@proceedings{wulf2024,
title = {On the Value Potential of Large Language Models in the Manufacturing Industry },
author = {Jochen Wulf and Shaun West and Matthew Anderson and Petra Mueller-Csernetzky and Juerg Meierhofer},
url = {http://dx.doi.org/10.1007/978-3-031-86958-7_10},
doi = {http://dx.doi.org/10.1007/978-3-031-86958-7_10},
isbn = {978-3-031-86957-0},
year = {2025},
date = {2025-02-06},
urldate = {2025-02-06},
abstract = {This study explores the integration of Large Language Models (LLMs) into the manufacturing sector, focusing on their potential to enhance efficiency, decision-making, and product quality. While existing literature emphasizes the conceptual benefits of LLMs, there is limited empirical evidence supporting these claims. The study uses a case study to examine five affordances of LLMs, including automating information processing and improving data quality, as well as four constraints, such as risks to job stability and data security. Key findings suggest that LLMs offer substantial opportunities for streamlining operations and reducing manual labor, yet challenges such as explainability and secure data management remain. The study contributes to both theory and practice by advancing the understanding of LLM integration in manufacturing through an affordance theory framework. This framework helps assess how LLMs influence operational processes and workforce dynamics. However, the study acknowledges its limitations due to the reliance on early-stage data and a single case study, urging further research into diverse industrial settings and long-term effects.},
keywords = {},
pubstate = {published},
tppubtype = {proceedings}
}
This study explores the integration of Large Language Models (LLMs) into the manufacturing sector, focusing on their potential to enhance efficiency, decision-making, and product quality. While existing literature emphasizes the conceptual benefits of LLMs, there is limited empirical evidence supporting these claims. The study uses a case study to examine five affordances of LLMs, including automating information processing and improving data quality, as well as four constraints, such as risks to job stability and data security. Key findings suggest that LLMs offer substantial opportunities for streamlining operations and reducing manual labor, yet challenges such as explainability and secure data management remain. The study contributes to both theory and practice by advancing the understanding of LLM integration in manufacturing through an affordance theory framework. This framework helps assess how LLMs influence operational processes and workforce dynamics. However, the study acknowledges its limitations due to the reliance on early-stage data and a single case study, urging further research into diverse industrial settings and long-term effects.
Anderson, Matthew; West, Shaun; Wood, Bruce
The Smart Factory as an Operational Asset—Use of Visual Twins to Improve Factory Operational Performance Book Chapter
In: 2024, ISBN: 978-3-031-60312-9.
@inbook{anderson2024,
title = {The Smart Factory as an Operational Asset—Use of Visual Twins to Improve Factory Operational Performance},
author = {Matthew Anderson and Shaun West and Bruce Wood},
url = {https://link.springer.com/book/10.1007/978-3-031-60313-6
https://www.researchgate.net/publication/382606508_The_Smart_Factory_as_an_Operational_Asset-Use_of_Visual_Twins_to_Improve_Factory_Operational_Performance},
doi = {https://doi.org/10.1007/978-3-031-60313-6_16},
isbn = {978-3-031-60312-9},
year = {2024},
date = {2024-07-27},
urldate = {2024-07-27},
journal = {Progress in IS},
abstract = {Adaptation and clear visualization of factory operations are crucial in the industrial sector. This research presents the “Visual Twin,” a tool offering detailed insights into facility inefficiencies, emphasising flow and space. It has developed using advanced 3D scanning and integrates multiple manufacturing elements, promoting flexibility and adaptability. The Visual Twin facilitates a shift in perspective, viewing the factory as an operational asset and introducing option spaces for optimal factory floor organization. This method seeks to refine workflow, enhance efficiency, and align with specific operational needs and manufacturing goals, aiming to improve overall operational efficiency, productivity, and profitability. The examples reveal the significant impact of adopting a modular and multi-service architecture, promoting rapid responses to innovation needs.},
keywords = {},
pubstate = {published},
tppubtype = {inbook}
}
Adaptation and clear visualization of factory operations are crucial in the industrial sector. This research presents the “Visual Twin,” a tool offering detailed insights into facility inefficiencies, emphasising flow and space. It has developed using advanced 3D scanning and integrates multiple manufacturing elements, promoting flexibility and adaptability. The Visual Twin facilitates a shift in perspective, viewing the factory as an operational asset and introducing option spaces for optimal factory floor organization. This method seeks to refine workflow, enhance efficiency, and align with specific operational needs and manufacturing goals, aiming to improve overall operational efficiency, productivity, and profitability. The examples reveal the significant impact of adopting a modular and multi-service architecture, promoting rapid responses to innovation needs.
Majid, Asif; Anderson, Matthew; Khan, Mohammed; Milisavljevic-Syed, Jelena; West, Shaun; Wood, Bruce
Impact of Organizational Culture on shifting towards a Servitization strategy Conference
conference paper Servitization forum in Finland, 2023, ISBN: ISBN: 978 1 85449 816 8.
@conference{Anderson2023b,
title = {Impact of Organizational Culture on shifting towards a Servitization strategy},
author = {Asif Majid and Matthew Anderson and Mohammed Khan and Jelena Milisavljevic-Syed and Shaun West and Bruce Wood},
url = {https://www.researchgate.net/publication/370609501_Impact_of_Organizational_Culture_on_shifting_towards_a_Servitization_strategy
https://mattanderson.ch/wp-content/uploads/IMPACT-OF-ORGANIZATIONAL-CULTURE-ON-SHIFTING-TOWARDS-A-SERVITIZATION-STRATEGY.docx-3.pdf},
isbn = {ISBN: 978 1 85449 816 8},
year = {2023},
date = {2023-12-13},
urldate = {2023-12-13},
booktitle = {conference paper Servitization forum in Finland},
abstract = {Purpose: To review papers relating to servitization and culture to develop a framework by identifying the key cultural characteristics/factors underpinning a successful transition to a servitization based business model. Design/Methodology/Approach: A Systematic Literature Review (SLR) was conducted, which identified relevant papers on servitization, culture, and change management frameworks. Further analysis on the key cultural characteristics/factors was established based on the reviewed papers. Findings: Synthesis from adjacent change literature of an initial Organizational Culture framework to facilitate the shift to servitization. Identification of contributory dimensions that may impact this transformation. To be followed by further empirical research. Originality/Value: The successful implementation of a Service based strategy is highly influenced by organizational cultures. Managerial awareness of the contributory dimensions via the application of a theoretical framework will improve these efforts.},
keywords = {},
pubstate = {published},
tppubtype = {conference}
}
Purpose: To review papers relating to servitization and culture to develop a framework by identifying the key cultural characteristics/factors underpinning a successful transition to a servitization based business model. Design/Methodology/Approach: A Systematic Literature Review (SLR) was conducted, which identified relevant papers on servitization, culture, and change management frameworks. Further analysis on the key cultural characteristics/factors was established based on the reviewed papers. Findings: Synthesis from adjacent change literature of an initial Organizational Culture framework to facilitate the shift to servitization. Identification of contributory dimensions that may impact this transformation. To be followed by further empirical research. Originality/Value: The successful implementation of a Service based strategy is highly influenced by organizational cultures. Managerial awareness of the contributory dimensions via the application of a theoretical framework will improve these efforts.
Anderson, Matthew; Romero, David; West, Shaun; Harrison, David
Communicating the Value of Digital Transformation within Manufacturing Firms Book Chapter
In: Smart Services Summit - Progress in IS , Zurich, 2023.
@inbook{nokey,
title = {Communicating the Value of Digital Transformation within Manufacturing Firms},
author = {Matthew Anderson and David Romero and Shaun West and David Harrison},
url = {https://www.researchgate.net/publication/373455495_Communicating_the_Value_of_Digital_Transformation_Within_Manufacturing_Firms},
doi = {http://dx.doi.org/10.1007/978-3-031-36698-7_2},
year = {2023},
date = {2023-01-31},
urldate = {2023-01-31},
booktitle = {Smart Services Summit - Progress in IS },
address = { Zurich},
abstract = {Digital Transformation provides both value creation and co-creation opportunities within manufacturing firms, enabling these to develop new and more efficient ‘digitally-enabled’ value propositions. However, there remain notable gaps in communicating these digital opportunities (value) throughout a firm, creating barriers to justifying this type of transformation, and limiting their adoption. The purpose of this paper is to explore this gap, using input from three industrial case studies, and to create a framework that recognises relevant metrics to identify and communicate this (digital) value. The findings from these case studies highlight the importance of translating metrics between different levels of a firm and communicating visually these to better appreciate the new digitally[1]enabled value (co-)creation process.},
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Digital Transformation provides both value creation and co-creation opportunities within manufacturing firms, enabling these to develop new and more efficient ‘digitally-enabled’ value propositions. However, there remain notable gaps in communicating these digital opportunities (value) throughout a firm, creating barriers to justifying this type of transformation, and limiting their adoption. The purpose of this paper is to explore this gap, using input from three industrial case studies, and to create a framework that recognises relevant metrics to identify and communicate this (digital) value. The findings from these case studies highlight the importance of translating metrics between different levels of a firm and communicating visually these to better appreciate the new digitally[1]enabled value (co-)creation process.
West, Shaun; Ebel, Martin; Anderson, Matthew; Stoll, Oliver; Poeppelbuss, Jens; Khan, Muztoba
Nested Lifecycles-Improving the Visibility of Product Lifespans in Smart Factories Journal Article
In: Frontiers in Manufacturing Technology, vol. 2, iss. April 2022, 2022.
@article{West2022,
title = {Nested Lifecycles-Improving the Visibility of Product Lifespans in Smart Factories},
author = {Shaun West and Martin Ebel and Matthew Anderson and Oliver Stoll and Jens Poeppelbuss and Muztoba Khan},
url = {https://doi.org/10.3389/fmtec.2022.837478, read online
https://www.frontiersin.org/articles/10.3389/fmtec.2022.837478/pdf, download pdf},
year = {2022},
date = {2022-04-25},
urldate = {2022-04-25},
journal = {Frontiers in Manufacturing Technology},
volume = {2},
issue = {April 2022},
abstract = {Within the smart factory environment, we have a complex system of systems composed of Industry 4.0/digital technologies and assets with varying lifespans. Different degrees of innovation maturity and different lifespans of integrated assets within the industrial internet of things (IIOT) are considered problematic and lead to different perspectives on asset lifecycles as they impact significantly on the asset lifespans. This leads to the loss of a clear end-of-life phase defined in existing Product Lifecycle Management (PLM) models. Through an integrative literature review, this study introduces the concept of nested lifecycles that takes a systems perspective to asset management, and considers subsystems with different lifespans that must be managed holistically by different actors with different perspectives. Additionally, this study provides a framework to derive strategies for lifecycle management by allowing the nested lifecycles to be clearly identified and then addressed. From the theoretical perspective, the notion of nested lifecycles provides a novel viewpoint for the asset management and PLM research community. From the managerial perspective, the proposed framework will help managers identify why and where collaboration between different actors may create difficulties due to their varying outlooks and training.},
keywords = {},
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tppubtype = {article}
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Within the smart factory environment, we have a complex system of systems composed of Industry 4.0/digital technologies and assets with varying lifespans. Different degrees of innovation maturity and different lifespans of integrated assets within the industrial internet of things (IIOT) are considered problematic and lead to different perspectives on asset lifecycles as they impact significantly on the asset lifespans. This leads to the loss of a clear end-of-life phase defined in existing Product Lifecycle Management (PLM) models. Through an integrative literature review, this study introduces the concept of nested lifecycles that takes a systems perspective to asset management, and considers subsystems with different lifespans that must be managed holistically by different actors with different perspectives. Additionally, this study provides a framework to derive strategies for lifecycle management by allowing the nested lifecycles to be clearly identified and then addressed. From the theoretical perspective, the notion of nested lifecycles provides a novel viewpoint for the asset management and PLM research community. From the managerial perspective, the proposed framework will help managers identify why and where collaboration between different actors may create difficulties due to their varying outlooks and training.
Anderson, Matthew; West, Shaun; Harrison, David
Exploring Accidental Digital Servitization in an Industrial Context Proceedings Article
In: Dolgui, Alexandre; Bernard, Alain; Lemoine, David; Cieminski, Gregor; Romero, David (Ed.): Advances in Production Management Systems. Artificial Intelligence for Sustainable and Resilient Production Systems, pp. 126–135, Springer International Publishing, Cham, 2021, ISBN: 978-3-030-85906-0.
@inproceedings{Anderson2021,
title = {Exploring Accidental Digital Servitization in an Industrial Context},
author = {Matthew Anderson and Shaun West and David Harrison},
editor = {Alexandre Dolgui and Alain Bernard and David Lemoine and Gregor Cieminski and David Romero},
url = {https://link.springer.com/chapter/10.1007/978-3-030-85906-0_15, SpringerLink
https://mattanderson.ch/wp-content/uploads/Anderson2021_Chapter_ExploringAccidentalDigitalServ-1.pdf, download paper},
isbn = {978-3-030-85906-0},
year = {2021},
date = {2021-01-01},
urldate = {2021-01-01},
booktitle = {Advances in Production Management Systems. Artificial Intelligence for Sustainable and Resilient Production Systems},
pages = {126--135},
publisher = {Springer International Publishing},
address = {Cham},
abstract = {Recent advances in the Industrial Internet of Things (IIoT) and `Smart Products' within manufacturing industries have promoted a shift to service-related offerings [1], often inadvertently and without the prerequisite foundations in place, in terms of operating models, impact upon revenue streams, and business strategy. This paper endeavors to investigate this by reviewing three distinct examples of `smart innovations' for medium-sized industrial businesses and considers the impact upon the business when a service becomes `smart.' We further review the impact and suggest mitigation approaches relevant to Servitization, and the key factors to enable a more effective digital transformation. Findings indicate that `Accidental Servitization' can occur within industrial firms, irrespective of their digital experience. Also, that these firms need to ensure an underpinning organizational change is established to support new, disruptive business.},
keywords = {},
pubstate = {published},
tppubtype = {inproceedings}
}
Recent advances in the Industrial Internet of Things (IIoT) and `Smart Products' within manufacturing industries have promoted a shift to service-related offerings [1], often inadvertently and without the prerequisite foundations in place, in terms of operating models, impact upon revenue streams, and business strategy. This paper endeavors to investigate this by reviewing three distinct examples of `smart innovations' for medium-sized industrial businesses and considers the impact upon the business when a service becomes `smart.' We further review the impact and suggest mitigation approaches relevant to Servitization, and the key factors to enable a more effective digital transformation. Findings indicate that `Accidental Servitization' can occur within industrial firms, irrespective of their digital experience. Also, that these firms need to ensure an underpinning organizational change is established to support new, disruptive business.
