The new Industry 4.0 technologies have the potential to increase the operational performance of lean-driven manufacturing organizations, however, there is a lack of guidance on how to select and implement Industry 4.0 technologies which often leads to digital waste. In essence, these organizations want to preserve the value of their current lean manufacturing system, without missing out on improved operational performance potential from exploiting new I4.0 technologies. Furthermore, recent research suggests that there is a complementary effect between lean manufacturing and Industry 4.0 where higher use of both domains in a factory results in higher operational performance. However, in theory, it has not been established what influencing factors lead to the increase in operational performance when the two domains, lean manufacturing and Industry 4.0, are in high concurrent use. The purpose of this study is to identify the influencing factors in the implementation process of Industry 4.0 technologies that facilitate higher Industry 4.0 maturity within factories. In this case study, a qualitative method was used to obtain the empirical data by conducting a series of interviews with individuals working in a multi-national lean-driven manufacturing organization. From a thematic analysis, seven influencing factors were identified that contributed to higher Industry 4.0 maturity: three in the governance structure, two in the selection of Industry 4.0 technologies, and two in the implementation of Industry 4.0 technologies. In the governance structure, a shared digital vision, following a roadmap, and a standardized way of working with digitalization in place facilitated a more successful implementation process. In the selection, a demand-based selection and identification of a business case around the Industry 4.0 technology increased the possibility of the technology selected reaching an implementation stage. Further, in the implementation, having local cross-functional teams and actively developing the employees' knowledge, and providing training in digitalization resulted in more successful implementations. Further, a ripple effect was seen between the influencing factors: having an effective governance structure led to more demand-based selections and thereby more successful implementations that resulted in higher Industry 4.0 maturity. / De nya industri 4.0 teknologierna har potentialen att öka de operativa resultaten inom lean-drivna industriföretag, men det saknas vägledning för hur man väljer och implementerar industri 4.0 teknologier vilket oftast resulterar i digitalt slöseri. Industriföretagen vill bevara värdet av de lean-drivna tillverkningssystemen utan att gå miste om förbättrade resultat med hjälp av industri 4.0. Dessutom tyder den senaste forskningen på att det finns en kompletterande effekt mellan lean produktion och industri 4.0 teknologier, där högre användning av båda domänerna i en fabrik resulterar i bättre operativa resultat. I teorin har det dock inte fastställts vilka de påverkande faktorerna är som leder till ett förbättrat operativt resultat när de två domänerna, lean-produktion och industri 4.0, används i hög grad samtidigt. Syftet med studien är att identifiera vilka de påverkande faktorerna är i implementeringsprocessen av industri 4.0 teknologier som främjar en högre mognadsgrad av industri 4.0 i tillverkningsfabriker. I fallstudien användes en kvalitativ metod för att erhålla empirin genom att utföra en serie av intervjuer med individer som arbetar på ett multinationellt lean-drivet industriföretag. Utifrån en tematisk analys identifierades sju påverkande faktorer som bidrog till en högre mognadsgrad av industri 4.0: tre i styrningsstrukturen, två i valet av industri 4.0 teknologier och två i implementeringen av industri 4.0 teknologier. I styrningsstrukturen återfanns att en delad vision, att följa en roadmap och att ha ett standardiserat arbetssätt för digitalisering främjade en mer framgångsrik implementeringsprocess. Inom valet av teknologier återfanns att ett val baserat på efterfrågan och generering av ett business case för industri 4.0 teknologier ökade möjligheten för den valda teknologin att nå en implementeringsfas. Till sist, i implementeringsfasen visade det sig att lokala tvärfunktionella team och att aktivt utveckla medarbetarnas kunskaper, samt att ge utbildning i digitalisering, resulterade i mer framgångsrika implementeringar. Slutligen sågs en kedjeeffekt mellan de påverkande faktorerna, nämligen att ha en effektiv styrningsstruktur ledde till fler val baserade på efterfrågan och därmed fler framgångsrika implementeringar vilket resulterade i en högre mognadsgrad av industri 4.0.

The thesis is focused on building technology solutions for the construction department store. The front of the main entrance, designed for base personnel has two floors; the rest designed for the sale is single-storey. The building is designed as a reinforced concrete skeleton hall. Roofing is solved by a flat roof consisting of sales of reinforced concrete beams with a slope of 3 %, with the roofing sheet ALKORPLAN. The two-storey part of the roof is again dealt with a flat roof, consisting of ceiling panels and concrete catchment slope of 2 %, the roofing sheet ALKORPLAN. External walls are designed sandwich panels KINGSPAN. Walls and ceilings are dealt with plasterboard. The floors are made of linoleum and ceramic tiles. The building is equipped with aluminum windows, interior doors are made of wood. Outdoor and entrance doors are made from aluminum. This thesis addresses the implementation of technology, organization of construction, time demands, costs to implement the object, control over the implementation – KZP, coordination situation, and instructions for use of the building after its handover to the owner.

While FinTech is a relatively recent subject in academic literature, it is widely acknowledged as one of the most notable innovations within the financial industry. Despite the growing interest in FinTech, there is currently a lack of comprehensive understanding regarding the exact implications it will have on established financial institutions. The introduction of FinTech solutions has brought about a significant transformation in the banking industry of Finland. Nevertheless, the influence of FinTech adoption on employee’s satisfaction and performance in banks remains uncertain. This has emphasized the need for a deeper understanding of the opportunities and challenges presented by this form of technological innovation across all aspects of the financial industry. The purpose of this research is to bridge the existing gap in literature by examining the relatively unexplored area of how the adoption of FinTech solutions influences job satisfaction and performance among employees in the context of a Finnish bank. Specifically, this research centered on OP Bank, which is recognized as one of the largest banks in Finland. By conducting an in-depth exploration of the experiences of employees at OP Bank, this research will offer valuable insights into how the adoption of FinTech solutions influences employee’s behavior in the Finnish banking industry. To accomplish this, the study utilizes a qualitative exploratory research approach, employing semi-structured interviews as the data collection method, involving 8 middle-level employees from OP Bank. This methodology facilitates a deeper understanding of employees' experiences and perspectives, thereby generating rich and detailed data. The findings of our research reveal several key conclusions regarding the varying ways that the adoption of FinTech solutions influences employee’s job satisfaction and performance. The insights gained highlight the crucial role of FinTech in transforming traditional banking practices, driving innovation, and fostering a positive work environment for employees in the financial industry. Understanding the complexities linked to FinTech adoption is imperative for banks and financial institutions to effectively leverage the complete potential of these technological innovations, thereby steering employee’s satisfaction and performance in the desired direction. Through an in-depth examination of this phenomenon, we have gained a better understanding of the benefits and challenges associated with FinTech adoption, as well as its influence on employee’s job satisfaction and performance. Moreover, this study has provided crucial insights for improving employee’s satisfaction and performance in banks that have embraced FinTech solutions, thereby contributing to a deeper understanding of successful FinTech adoption in the Finnish financial industry. Additionally, this research has contributed to the existing literature on FinTech, management of employee’s satisfaction and performance, employee behavior and technology adoption. These findings have offered practical theoretical, managerial and societal contributions.