Byggbranschen är inte lika utvecklad inom förbättringsarbete och standardiserade processer som andra tillverkningsindustrier. Detta ger utrymme till forskning och utveckling inom området. Slöseri inom byggbranschen kan uppgå till 35 % av ett byggprojekts totala produktionskostnad. Genom att ta tillvara på den kunskap och de erfarenheter som finns inom företagen hos medarbetarna kan detta slöseri reduceras.Syftet med arbetet är att fastställa en standardiserad process för erfarenhetsåterföring. I arbetet analyseras och redogörs för hur erfarenhet kan spridas inom företaget genom standardiserade processer och verktyg, för att tas tillvara på och användas i framtida arbete. Riktlinjer för erfarenhetsåterföring ligger i grund för tillämpning av standardiserade verktyg och processer vid förbättringsarbete. Examensarbetet har inriktning mot erfarenhetsåterföring i hela byggprocessen, från projektering till avslutat projekt.Examensarbetet utformades genom en kvalitativ tvärsnittsstudie med en abduktiv ansats. Arbetet har utförts på Wästbygg där empirisk data insamlats genom intervjuer. Intervjuerna utformades semistrukturerat för att ge möjlighet till följdfrågor och fördjupning kring ämnet. Forskning visar att det är av yttersta vikt att arbeta med erfarenhetsåterföring vilket insamlad empiri understryker. Det teoretiska och det empiriska resultatet redovisar att det existerar en vilja till att arbeta med erfarenhetsåterföring. Dock försvåras förbättringsarbetet av diverse faktorer. Tidsbrist i form av att snabbt gå vidare till nya projekt gör att erfarenhetsåterföring blir lidande. Bristen på standardiserade processer för arbetet med erfarenhetsåterföring bidrar även till svårigheter inom ämnet. Enligt insamlad empiri är databaser med nedskrivna dokument för komplicerade för effektiv erfarenhetsåterföring. Detta leder till att författarna föreslår att verktyg bör grundas i verbal erfarenhetsåterföring som stöttas av systematiserad dokumentstyrning. Det läggs likväl tyngd på att erfarenhetsåterföring skall arbetas med kontinuerligt i byggprocessen genom ett systematiserat arbetssätt. / The construction industry has more undeveloped improvement work and standardized processes than its counterparts in manufacturing, which leads to scientific research openings and development opportunities. In the construction industry, waste may account for 35 % of the total production cost of a construction project. Through the utilization of knowledge and the experience that the companies possesses, the waste may be reduced.The purpose of this thesis is to determine a standardized process for experience feedback. This thesis will analyze and describe how experience and knowledge may be distributed throughout the company by using standardized processes and tools. The application of standardized tools and processes within the improvement work is based on guidelines for experience feedback. This thesis focuses on experience feedback for the whole construction process, from projection of a construction project until its finalization.The thesis was designed through a qualitative cross sectional study and was executed at the construction company Wästbygg. Empiric data was obtained through interviews, which was given a semi structural design for the enablement of a more precise study. Based on empirical studies, research shows how essential experience feedback is. Moreover, the research shows that absent experience feedback is caused by obstructive factors, rather than a commitment towards continual improvement. Lack of standardized processes for continual improvement contributes to difficulties within the area of experience feedback, as well as the time constraints that occur from moving to a new project. Experience feedback throughout written documents within a database is too complicated according to the empiric studies. To obtain a successful experience feedback, verbal communication tools should be used. Therefore, it is essential with continuous systematic experience feedback during the entire construction process.

With the rapid growth of industry 4.0 and the digital age, we can see that the use of digital tools, systems and solutions are becoming more standardized in all sectors. We are currently witnessing these tools becoming a much more integral part of future industry and therefore putting pressure on current organizations to adapt. Digital maturity is a phenomenon that has gained an abundance of exposure in recent years, and the importance of this phenomenon grows in relation to the growth of the digital environment. According to academia, questions about companies’ digital status have recently become topical. Digital maturity can act as a portal for possibilities and change. For example, exploiting opportunities, implementing technological processes and averting business risks that stem from advanced technologies. Academic research in this field mainly concentrates on the quantitative aspects and therefore we have engaged in a qualitative approach in order to fill the gap within this field of research. Moreover, we have identified that studies and contemporary assessment models do not consider the importance of management and aspect of change to the necessary extent. Academia mentions the importance of converting digital maturity assessments to company actions through a systematic engagement from managers. However, most studies in the field have focused on either giving overviews on different perspectives of assessments or answered questions regarding the success rate of digital transformations, we believe that management and change management are key components to digital maturity and transformational success. A qualitative approach is therefore suitable because of the exploratory nature of our interests. To gather data, we conducted interviews with participants chosen through a purposive sampling technique. The purposive sampling method was chosen to achieve a better and more qualitative result since the participants all had expertise within the field of digital development, digital maturity measurements and management. The interview questions were based on theories in our conceptual framework and served as a foundation for the interview guide. The intention was to see if our initial theories on digital maturity transformation would match the views of the participants. By using a thematic analysis method, we connected the participants answers to our identified framework themes, potentially altering our conceptual framework. The original components of our conceptual framework were: Importance of management and change management, which included theories of organizations, people, change kaleidoscope, the theory of constraints, PDSA-cycle and RACI-model. The result of the study showed that our predicted components of importance of management and change management were essential for the success of digital maturity. Our underlying theories also matched the participants views. However, new theories and components were added based on the empirical findings. These were: long term solutions and strategies, strong and motivating leadership, project triangle and communication plans. Our study indicates that management and change management can be success factors in the process of becoming more digitally mature.