In manufacturing, emerging digital technologies related to industry 4.0 are playing an assisting role for operators, and just as in previous industrial revolutions the paradigm for operators in the industry is changing. This study has two key goals. The first is to look into the impact of the worker's psychosocial impacts under the operator 4.0 typologies during assembly, training, and maintenance operations, and the second is to look into the potential changes in the operator framework as the industry progresses from 4.0 to 5.0. This study proposed a theoretical framework for assessing psychosocial impacts in operator 4.0 typologies. The proposed framework can be utilized by the company managers, researchers, production engineers, and human resource personnel for the psychosocial risk assessment of the operators in assembly, training, and maintenance operations as self-report questionnaires. This study employed a systematic literature review strategy to answer the study objectives. The findings reveal that the nature of work, the social and organizational environment of work, and individual impacts are all key categories, that might impact operators’ psychosocial environments in assembly, training, and maintenance operations under the operator 4.0 typologies.This study focuses on determining the psychosocial consequences of the operator 4.0 typologies and helps the operators to become more aware, and equipment designers should consider operator psychosocial work conditions when designing new augmented equipment for assisting operators in the work environment. Most advanced technologies are unfamiliar to operators, and they have exhibited a reluctance to accept new technology because it significantly changes their working environment. Which necessitates the training and awareness of operators regarding advanced technologies. Operator 4.0 typologies were introduced with a vision to create a socially sustainable environment for operators. However, the identified psychosocial impacts make it favorable and unfavorable to the operators.

This thesis project aims to study the design of an Augmented Reality solution for the industry that benefits the user. Three industry-related roles are studied individually, the shop floor worker role, the line manager role, and the maintenance worker role. In order to do this, two different information display approaches; having access to a personal source of information, and having distributed sources of information linked to the working space, are implemented, analyzed, and compared, from acognitive ergonomics perspective. Insight on how the different design decisions can affect the outcome of the Augmented Reality system in each case, is extracted from performance, usability, perceived workload, and user experience evaluations of each of the approaches for each of the roles. The design and creation methodology for information system and computing research is followed for this project. A literature review is performed in order to define and understand the addressed problem, solutions are proposed in an iterative process, culminating in the implementation of the final idea, which is then evaluated by a group of test subjects. These evaluations target cognitive ergonomics assessments of the different design approaches and their results are collected and analyzed in order to draw conclusions and present the project’s findings. The obtained results point to a set of different strengths and weaknesses for each of the Augmented Reality approaches implemented for each of the industry roles considered. For the shop floor and maintenance workers, distributed approaches for information display can be more exciting and engaging, but they can also increase task completion time, in comparison to information displayed in personal panels. However, the results point to line managers can possibly benefit more from the use of personal panels. / <p>Det finns övrigt digitalt material (t.ex. film-, bild- eller ljudfiler) eller modeller/artefakter tillhörande examensarbetet somska skickas till arkivet.</p>

Change and adaptation to change has always been a part of human life. Some are more used to changes in their daily life and some are more resistant towards it. In big organizations all types of people are working together to create a better future. In manufacturing companies, change and implementation of digital transformation are more frequently occurring and in faster paces. This thesis aids to study how Change Management can be adapted in a manufacturing company regarding digital transformation by minimizing the resistance. This thesis is an inductive qualitative case study where both theoretical framework and data collections are provided. The theories brought up in this thesis are Change Management, psychological, social and organizational aspects of Change Management and how to adapt Change Management and Operator 4.0. To be able to compare theory with practice, a total of 10 interviews were held with 7 team leaders and 3 production leaders and 4 observations were held. The collected data and theory were analyzed and compared to each other and later on, gaps between theory and practice were identified. The results show that there is a lack of communication within the organization and a deficient communication chain. The results show that there is involvement of employees but mainly from the same type of department. There is an uneven distribution of implementation within the production where one part of the production is almost fully digitalized while the other has nothing digital at all. Depending on the shifts, there is a lack of support from the production engineers and top management. As a conclusion, adapting change management seems to be easy when reading about its theory but is in fact difficult when adapting it in practice, especially when the organization is big. To deal with the problem, the developers and managers should include employees from the very beginning of the formulation process and divide project teams in smaller groups in order to provide support to all departments and shifts. The developers and managers should also use Lewin´s three-step model for minor changes and consider using Kotter´s strategic eight-step model for changes made at a bigger scale. / Förändring och anpassning till förändring har alltid varit en del av människans liv. Vissa är mer vana vid förändringar i sitt dagliga liv och andra är mer motståndskraftiga mot det. I stora organisationer arbetar alla typer av människor tillsammans för att skapa en bättre framtid. I tillverkande företag sker förändring och implementering av digital transformation oftare och i snabbare takt. Detta examensarbete hjälper till att studera hur Change Management kan anpassas i ett tillverkande företag avseende digital transformation genom att minimera motståndet. Detta examensarbete är en induktiv kvalitativ fallstudie där både teoretiska ramar och datainsamlingar tillhandahålls. Teorierna som tas upp i detta examensarbete är Change Management, psykologiska, sociala och organisations aspekterna av Change Management samt hur man anpassar Change Management och Operator 4.0. För att kunna jämföra teori med praktik hölls totalt 10 intervjuer med 7 teamledare och 3 produktionsledare och 4 observationer genomfördes. Insamlade data och teori analyserades och jämfördes med varandra och senare identifierades luckor mellan teori och praktik. Resultaten visar att det råder brist på kommunikation inom organisationen och en bristfällig kommunikationskedja. Resultaten visar att det finns engagemang av medarbetare men främst från samma typ av avdelning. Det är en ojämn fördelning av genomförandet inom produktionen där en del av produktionen är nästan helt digitaliserad medan den andra inte har något digitalt alls. Beroende på skiften saknas stöd från produktionsingenjörerna och högsta ledningen. Sammanfattningsvis verkar det vara lätt att anpassa förändringsledning när man läser om dess teori men är faktiskt svårt när man anpassar den i praktiken, speciellt när organisationen är stor. För att komma till rätta med problemet bör utvecklarna och cheferna inkludera anställda redan från början av formuleringsprocessen och dela in projektteam i mindre grupper för att ge stöd till alla avdelningar och skift. Utvecklarna och cheferna bör också använda Lewins trestegsmodell för mindre förändringar och överväga att använda Kotters strategiska åttastegsmodell för förändringar som görs i större skala.