In this paper I extend the method of mixed monotony, to construct monotone sequences that converge to the unique solution of an initial value delay differential equation. / En este artículo se prueba una generalización del método de monotonía mixta, para construir sucesiones monótonas que convergen a la solución única de una ecuación diferencial de retraso con valor inicial.

Background: Freno AB in Piteå has expanded rapidly in recent years and wishes to continue the expansion at aneven faster pace. At the same time, the company has noted that there are challenges to maintain high quality, goodeconomy and good marketability. The expansion sets demand on the finances for new premises and equipment aswell as for the development of new product models. The company shall also be able to provide aftermarket servicesand sell to new customers and market segments. In addition, there is requirements to develop skills in the newemployee’s and continuing to develop the existing employees. Furthermore, there are needs to invest in digitalsupport systems for design, production planning, logistics and financial functions as well as customer support andaftermarket.Freno´s goal is to ensure that the conditions for an expansion in each individual part is set before the expansion isstarted. The reason for the positioning is based on the fact, that there have been shortcomings in their businessactivities in most of the areas mentioned above and that many of the challenges lie in unclear communicationstructures. Task: In the thesis have I investigated how the company’s current knowledge and competence is transferred betweendifferent unites. The starting point has been stated in the fact that the employees are the ones who possessesinsight, knowledge and experience about the company's business and the opportunities and challenges that arecurrently in place. The study is based on the current state of Freno with a question about how streamlining communicationsbetween employees and departments can support a continued expansion. Method: The thesis is based on the methodology of Social Network Analysis, where the data regarding network,logic views and culture has been collected from the 12 employees. The interviewed answered via forms and hadthe opportunity to give open answers to some questions and give complementary information where deemed necessary.The required data was transferred to Excel and transformed into diagrams or further exported into Gephito create and understand the network configurations. The results were analyzed and interpreted via the theoreticalframework and cross referenced with other results to validate the conclusions. Results: The evaluation showed that competence and collaboration was not used in an optimal manner for maximizingproductivity. If the presented result is taken into consideration, will the company likely be able to predicthow strategic decisions can affect both existing and lacking communicational structures. A more transparent communicationbetween departments and with functioning support structure (i.e. production planning, updated schematics,goods, order stock with more) will probably affect the efficiency positively. Findings: The analysis showed that a combination between the bow-tie configuration, the imploded group structuresand a missing culture of the socio-technical multifunctional principle, inhibited the transfer and generationof new knowledge within the company. Causing a drift between the company’s knowledge and information needsand their combability view. The irregular network structures in combination with structural holes has made a heavyworkload on the centerpiece in the company. With that discovery was seven holes noted in the company network,which is assumed to have been handled by the centerpiece.Moreover, was a logical clash identified between the current and the previous CEO, changing the base for validatingactions and causing unclarity. Which in combination a chattered humane orientation culture and unclarity abouthow actions were validated via individual or groups acceptance. It was furthermore discovered that the workinstructions for the employed did define the employees influence via tools and technical support that enhanced thenetworks interaction patterns. Recommendations: The presented solutions includes team-building exercises, establishing a formal learningspace. Furthermore, is it recommended to establish up to seven formal meetings places and that knowledge typerequirements shall be identified and defined to secure what validates work related actions. It is also suggested toestablish mentorship protocols, in order to increase the knowledge transfer within the company and reduce therisks of bottleneck and locking effects. Keywords: Small to medium enterprises, iterative processes, Culture, resistance, influence, groupconfigurations, knowledge transfer, process perspective, social network analysis.

Den välkända linjära Stage-Gate processen har genom åren blivit till en av de vanligaste produktutvecklingsprocesserna för de flesta stora företag inom tillverkningsindustrin. Innovation och teknologi sker i snabb takt och ny teknik utvecklas ständigt vilket innebär att företagen också måste anpassa sig för att fortsätta vara konkurrenskraftiga. De iterativa produktutvecklingsprocesserna har tagit över alltmer under de senaste åren, en av dessa är Design Thinking. Forskning om samexistensen av dessa båda processer inom samma organisation är mycket begränsad, syftet är därför med denna studie att öka kunskapen kring hur företag kan arbeta med integrering av iterativa processer, mer specifikt, Design Thinking i en Stage-Gate process. Studien inleddes med en litteraturstudie där kunskap och förståelse för iterativa och linjära utvecklingsprocesser skapades. Datainsamling med stöttning av denna teoretiska bakgrund genomfördes i form av en intervjustudie där tillämpning av processerna Design Thinking i kombination med Stage-Gate på arbetsplatser undersöktes. Resultatet av intervjustudien analyserades för att besvara frågor kring strategier och tillvägagångssätt för hur och när Design Thinking kan implementeras i en linjär process teoretiskt och praktiskt. I studien har tre internationellt väletablerade företag deltagit, dessa tre företag har tidigare erfarenhet av att arbeta med Design Thinking och valdes till detta projektet då de har tydligt strukturerade arbetsprocesser kopplat till ämnet. Gemensamt för företagen som deltog i studien är att de alla ser vikten att arbeta iterativt i utvecklingsprojekt och att de upplever stora möjligheter i form av bland annat stora tidsbesparingar bara organisationerna vågar investera den tid som krävs för upplärning. De är också enade om att en involverad användare är avgörande för ett lyckat projekt, men att vid implementeringen finns en rad utmaningar som övervinns genom att fatta rätt beslut. Företagen har anpassat Design Thinking och Stage-Gate processerna efter sin bransch och nuvarande processtruktur, vilket resulterat i att denna rapport inte beskriver en generellt anpassad process utan flera alternativa processer. / The famous linear Stage-Gate process has over the years become the standard product development process for most large manufacturing companies. Technological innovation is occurring at a fast-pace and new technologies are constantly being developed, meaning that companies must adapt if they want to remain competitive. The iterative product development processes have become in recent years increasingly popular, among them, Design Thinking. Since research on the coexistence of these both processes within the same organization is very limited. The purpose of this study is to increase knowledge about how companies can work with the integration of iterative processes, more specifically Design Thinking in a Stage-Gate process. The study began with a literature research with the aim to acquire knowledge and understanding of iterative and linear development processes linked to process structure and user involvement. Part of the study was based on an empirical study in the format ofsemi-structured interviews in order to collect data with the support of the theoreticalbackground. The interviews aimed to investigate the possible combination of DesignThinking and Stage-Gate within the same organization. The results of these interviews were analyzed in the interest of answering questions about strategies and approaches to how and when Design Thinking can be implemented in a linear process. Three internationally well-established companies have participated in the study. These three companies have previous experience of working with Design Thinking and were selected for this study because they have successfully implemented these processes. The companies that participated in this study had something in common, they all see the importance of working iteratively in development projects and they have seen considerable opportunities in the form of time savings if they are willing to invest the time required for training. They also agree that user involvement is crucial for a successful project, but the implementation faces a number of challenges that can be overcome by making the right decisions. The companies have adapted Design Thinking and Stage-Gate processes according to their sector and current process structure, which results in this report not describing a generally adapted process but several alternative processes.