Two of the biggest issues facing large organizations today are knowledge transfer from the retiring Baby Boomers to their younger replacements, the Gamers, and the retention of those younger employees. Retirees are replaced by people 34 years old or younger who think, learn, believe, respond, and work differently further increasing the cultural gap that must be traversed in order to successfully transfer knowledge. This younger demographic is raised on technology and may not remember a time when there were no computers, video games, mobile devices, and the Internet. Large organizations aspiring to stay relevant must learn to take advantage of these unique traits. For organization that utilize repetitive work processes involving ruggedized handheld computing tools, both of these issues mentioned can be remediated through the adoption of modern technology. Some ruggedized handheld device manufacturers, however, have been hesitant to embrace consumer-implemented solutions such as the removal of all physical keys in order to incorporate touchscreen only input. Using Baby Boomer and Gamer-aged workers from a large transportation company experienced with ruggedized handheld devices, a time and error evaluation was performed to determine which input type is best by generation. This study found that moving from physical keyed devices to ruggedized handhelds with touchscreens only is a productive move for an industrial workforce but it’s the Boomers who stand to benefit from this change the most, not the Gamers. This study also identified near future requirements for the next iteration of ruggedized handheld devices based on the expectations of members of the current and future workforce. Results showed that participants from all generations selected a device that followed the touchscreen only model for data input. Experienced users from all generations preferred a smaller device with a large screen size. Lastly, Lean and Six Sigma were combined and their benefits explored in an effort of implementing manufacturing quality tools into a global, service-based, logistics organization. These tools and principles were used to improve the quality and timeliness of selecting and implementing a new ruggedized handheld device for the line-level workers on a global scale.

En undersökning av det upplevda behovet att införa digitala lås på en enhet i Södertälje kommun, ett kvalitetshus används för att välja ett system utav tre. Därefter kalkyleras vad en investering skulle kosta och slutligen levereras en kalkyl som visar vad ett införande skulle kunna generera i monetära termer. Att investera i en pilotanläggning med 77 brukare skulle kosta cirka 50 000 kronor, detta är en sanning med modifikation – alla kostnader är inte medräknade, utan bara licens för mjukvara och hårdvaran. Kalkylen visar en potentiell besparing på: 200 000 kronor om man räknar på 20-minuter, 100 000 kronor om man räknar på 10-minuter och 120 000 kronor om man räknar på 12-minuter. Idag använder kommunen traditionella (fysiska) nycklar och förvarar brukarnas nycklar i både större och mindre skåp hos enheterna. Enligt rutinen ska nycklarna tillbaka till nyckelskåpet vid ett eventuellt byte, detta medför att det blir väldigt mycket spring med nycklarna. Om ett trygghetslarm utlöses så har utföraren 30-minuter att inställa sig hos brukaren. Problem kan uppstå om nycklarna inte finns registrerade i systemet på rätt sätt, samt att personalen under dagen har överlämnat nycklarna till någon annan i personalen och inte lämnat tillbaka nycklarna till nyckelskåpet mellan överlämningarna. Det kan också vara så att nycklar försvinner, som sedan måste ersättas av kommunen. De största tidstjuvarna finns: vid larm, morgonrutinen och byten på dagen. Det händer mycket under en arbetsdag, vilket gör att personalen behöver byta nycklar med varandra och personalen löser detta på det bästa sättet för tillfället och inte alltid enligt rutinen. I rapporten undersöks vilka system som utförarna använder och slutsatsen är att det är lämpligt att försöka använda ett system som passar in smidigt i befintliga system, så att det inte blir ytterligare system. Det är även viktigt vid ett eventuellt införande fundera på hur kommunen tänker organisera sig vid: installation, underhåll och förvaltning – vill kommunen disponera antingen en central enhet, decentraliserad ute hos enheterna eller använda externa entreprenörer, exempelvis en låssmed. Utförarna är positiva och upplever att behovet finns att införa digitala lås, medan fastighetsägarna inte ser en direkt nytta med lösningen. Mycket beror på hur kommunen för dialogen och bjuder in till samtal vid ett tidigt stadium och förklarar vad man har tänkt sig för lösning. / A study of the perceived need to introduce digital locks on a unit in Södertälje municipality, a quality house is used to select a system of three. Then calculates what investment would cost and finally, a calculation will be presented which shows what an introduction could generate in monetary terms. Investing in a pilot plant with 77 users would cost about SEK 50,000, this is a truth with modification - all costs are included, but only software and hardware licenses. If you count in 20 minutes, 100,000 kronor if you count 10 minutes and 120,000 kronor if you count in 12 minutes. Today, the municipality uses traditional (physical) keys and stores users' keys in both larger and smaller cabinets at the units. According to the routine, the keys should be returned to the key cabinet in the event of a change, which means that there will be a lot of running with the keys. If a security alarm is triggered, the operator has a 30-minute setting for the user. Problems can occur if the keys are not properly registered in the system, as well as during the day that staff have handed the keys to someone else in the staff and did not return the keys to the key box between the handover. It can also be that keys disappear, which must then be replaced by the municipality. The biggest time thieves are: in case of alarm, morning routine, and change of day. It happens a lot during a working day, which means that the staff needs to change keys with each other and staff solve this in the best way for the moment and not always according to the routine. In the reports investigate which system the executives use and the conclusion is that it is appropriate to use a system that fits smoothly into existing systems so that there is no additional system. It is also important for a possible introduction to thinking about how the municipality intends to organize: installation, maintenance, and management - which the municipality has either a central unit, decentralized out of the units or use external contractors, such as a locksmith. The performers are positive and feel that the need is to introduce digital locks, while the property owners do not see a direct benefit from the solution. Much depends on how the municipality for the dialogue and invites to talks at an early stadium and explains what you are planning for a solution.