With six major truck companies holding similar market shares in Europe, advancements and improvements are crucial to avoid falling behind. However, knowing what aspects to improve is paramount, as focusing on the wrong areas can lead to wasted resources and time. At the operational level, collecting accurate data and utilizing it effectively is essential for learning and progress. One effective method is to gather data on process losses and measure effectiveness accordingly. Overall equipment effectiveness (OEE) and overall process effectiveness (OPE), originating from total productive maintenance (TPM), are commonly used metrics for this purpose.   To ensure comprehensive assessment, three main effectiveness measurements are necessary. OEE evaluates machine effectiveness, total effective equipment performance (TEEP) considers planned maintenance, and OPE encompasses all losses, internal and external.   In this thesis, all three effectiveness measurements are applied to Scania's pallet disassembly process. Due to its high variability, traditional TPM methods cannot be directly applied. Therefore, adaptations were made. Time became the common factor for measurement, eliminating the need for cycle times and unit outcomes. Additionally, the aspect of quality was excluded, given the nature of the disassembly process and its minimal quality loss.   The implemented method involves two solutions: one currently in use and one proposed for the future. The current approach involves data entry by an operator into an Excel sheet at the end of each shift. This data is then transformed into OEE, TEEP, and OPE pie charts, allowing for weekly analysis of shift, day, and week effectiveness. As for future recommendations, replacing the programmable logic controller (PLC) would enable real-time effectiveness monitoring and process simulations.

This thesis is a collaboration with Stockholm Globe Arena Fastigher AB (SGAF) and focuses on a case study involving the multi-functional arenas Avicii Arena and Annexet in Stockholm, Sweden. The objective of this study is to investigate Key Performance Indicators (KPI) that can sufficiently measure and evaluate monthly and yearly electricity, heating and cooling consumption while considering events and visitors. Data regarding visitor and event, electricity, heating and cooling were provided by companies in agreement with SGAF, which is handled in a Data Reduction. This study identified four different KPIs to evaluate energy consumption dynamics; KPI 1: Energy consumption per event day, KPI 2: Energy consumption per visitor, KPI 3: Load Factor and KPI 4: Occupancy rate. The results showed that the monthly KPI 1 and 2 values exhibited unpredictable fluctuations hindering its ability to assess energy consumption patterns. In contrast, the annual KPI 1 and 2 were able to effectively evaluate the energy consumption which uncovered that the electricity consumption in the venues is on a downward trend. However, the heating and cooling consumption remained stagnant during the same timeframe. KPI 3 and 4 displayed efficient operation of the energy systems. Moreover, all four KPIs revealed that the energy consumption is influenced by other factor beyond visitors and events. A subsequent Correlation Analysis unveiled two additional factors, outdoor temperature and event types, affects the energy consumption which suggests potential areas for future research. / Detta examensarbete ar ett samarbete med Stockholm Globe Arena Fastigheter AB (SGAF) och fokuserar på en fallstudie som involverar de multi-funktionella arenorna Avicii Arena och Annexet i Stockholm, Sverige. Målet med denna studie är att undersöka Nyckeltal som kan mäta och utvärdera månatlig och årlig elektricitetsförbrukning, värmeförbrukning och kylförbrukning med hänsyn till evenemang och besökare. Data avseende besökare och evenemang, elförbrukning, värmeförbrukning och kylförbrukning tillhandahölls av företag i samförstånd med SGAF som hanterades i en Data Reduktion. Denna studie identifierade fyra olika nyckeltal för utvärdering av energiförbrukningen; Nyckeltal 1: Energiförbrukning per evenemangsdag, Nyckeltal 2: Energiförbrukning per besökare, Nyckeltal 3: Belastningsfaktor och Nyckeltal 4: Beläggningsgrad. Resultaten visar att de månatliga nyckeltalen 1 och 2 uppvisade förutsägbara fluktuationer som hindrade dess förmåga att bedöma energiförbrukningsmönster. Den årliga nyckeltalen 1 och 2 kunde effektivt utvärdera energiförbrukningen vilket avslöjade att elförbrukningen i anläggningarna minskar. Dock, påvisade värmeförbrukningen och kylförbrukningen oförändrade under samma tidsperiod. Nyckeltal 3 och 4 uppvisade att energisystemen i anläggningarna körs på ett effektivt sätt. Vidare, visade samtliga fyra nyckeltal att energiförbrukningen påverkas av andra faktorer utöver besökare och evenemang. En efterföljande korrelationsanalys påvisar att två ytterligare faktorer, utomhus temperatur och evenemangstyper, påverkar energiförbrukningen vilket antyder nya potentiella forskningsområden.

高階主管在面臨日益艱難的經濟情勢與經營環境〈主要是來自消費者(Customers)、競爭(Competition)及變動(Change)等3C的壓力）時，依賴傳統組織架構及報告系統來獲取決策資訊的作法，其有效性正受到強烈的質疑。高階主管資訊系統(Executive　Information Systems,EIS)可說是九○年代電腦資訊系統應用的新領域，它以易學易用的圖形使用者介面、多維分析及往下展開的特性，使高階主管能迅速存取各種攸關其企業成敗的關鍵性資訊。由於其親切易用，近年來EIS的應用更沿組織階層向下發展，成為Everyone Information Systems。在企業發展EIS日趨普遍的情況下，一套系統化的分析設計方法更形重要。 　　然而，在相關的文獻中對EIS的發展方法並沒有提出具體的執行步驟，只有概念性的描述，不易引導開發人員及高階主管將其策略理念轉換為資訊需求，而許多發展EIS失敗的例子，正是由於系統資訊需求不正確、時間與成本超出預算、操之過急及政治因素等所造成。因此實務界人士據其顧問經驗提出一個EIS快速發展方法，強調雛型系統的快速建立以爭取高階主管的持續支持及系統的後續發展。但因仍缺乏系統化的需求分析方法，系統發展者往往需經多次歷練才能領悟其中訣竅，也不易將個人經驗傳授於他人。因此雖然企業組織眾人已感受到EIS的重要性，相關的軟硬體工具也可親易用，而EIS的成功推展卻仍受到相當限制。 　　有鑑於此，本論文以符合文獻中對EIS發展方法之概念性描述的「資訊導向」觀念為基礎，並參考快速雛型系統發展方式，運用「中間擴散」(Middle-Out)方向，整合策略分析及資訊系統規劃的具體作法，發展一套結構化的EIS發展方法，稱為EISAD，含目標分析、關鍵成功要素分析、主要績效指標分析、資料分析、資料庫設計、輸出設計、轉換設計、程序及控制設計等步驟。並以金融業為例：說明此方法論的實際運用過程。以期在理論上對EIS發展方法論，及實務上對金融資訊系統應用層次之提昇有所貢獻。 / Due to the rapid changes of business environment and the increasing customer demands and competition pressure, it is getting important to have Executive Information Systems(EIS) to help executives access to high-level strategic information. Recently, EIS has even evolved down the organization hierarchy to become "Everyone Information Systems". The increasing EIS demand endues the needs for EIS development methodology. However, the literature contains only a few academic studies of EIS development methods which are broad and vague. The EIS development has not been researched in a rigorous and systematic manner. Many practitioners adopt a rapid prototyping approach to attract the executives for further support. Due to the lack of a systematic approach to help extracting the user requirements, it is usually up to the developer's experience to informally address the executives' information needs and this experience is hard to be transferred to others. In this thesis, we propose an EIS development methodology, called EISAD, based on the information-oriented concepts and middle-out system development direction. EISAD integrates related tools in strategic analysis and information systems planning as a structurized EIS development methodology. The step by step explanation of the EISAD is illustrated using a banking example.