Syftet med studien var att undersöka hur nyanställda upplevde onboarding-processen på en tillverkningsindustri samt vilken betydelse de upplevde att chefen hade för att den skulle bli lyckad. Studien genomfördes på en tillverkningsindustri i mellersta Sverige med åtta personer som genomgått en onboarding-process senaste två åren. Data samlades in genom semistrukturerade intervjuer. Datamaterialet analyserades genom en induktiv tematisk analys där två huvudteman framkom. Det första huvudtemat var Arbetssätt med fyra underteman; engagemang, tydlighet, rutiner och individanpassning. Det andra huvudtemat var Chefens roll med undertemat närvaro. I resultatet framkom att det fanns en skillnad i arbetssätten för hur de lär ut under onboarding-processen samt en avsaknad av gemensamma rutiner för hela organisationen. De som ansvarade för onboarding-processen saknade lämpliga verktyg för att genomföra en lyckad onboarding-process. Det framkom även att det fanns en bristande tydlighet kring chefens roll i onboarding-processen då chefen inte var närvarande under den nyanställdes första tid på arbetet. / The purpose of the study was to investigate how new employees experienced the onboarding process in a manufacturing industry and what importance they felt the manager had for it to be successful. The study was carried out at a manufacturing industry in central Sweden with eight people who have undergone an onboarding process in the past two years. Data were collected through semi-structured interviews. The data was analyzed through an inductive thematic analysis where two main themes emerged. The first main theme was Working methods with four sub-themes; commitment, clarity, routines and individual adaptation. The second main theme was the Manager's role with the sub-theme presence. The results showed that there was a difference in the working methods for how onboarding was taught and a lack of common routines for the entire organization. Those responsible for the onboarding process lacked the appropriate tools to carry out a successful onboarding process. It also emerged that there was a lack of clarity regarding the manager's role in the onboarding process as the manager was not present during the new employee's first time at work.

The project has explored the topic Smart factory with main focus on the future production staff. The project aims to investigate how the production staff is affected by Volvo Cars Skövde Engine Plant (SkEP) becoming a Smart factory, in the era of Industry 4.0. The definition of the Smart factory is a demand of Mobile- and wireless technologies, Human-oriented, pursue a Flexible production with Sustainable manufacturing, as well as utilization of CPS (Cyber-Physical Systems), IoT (Internet-of-Things) and Cloud storage. The current situation and the future five to twenty years were examined in order to define the future production staff. This by conducting an observational study and several interviews. The studies’ results were that SkEP cannot be regarded as smart since several demands are inadequate by definition. Five years are considered too short of a time for the plant to fulfill the demands. However, according to the interviews and literature, SkEP are expected to become smart in twenty years after time refinement of existing technologies and implementation of new ones. The authors estimate Leadership, Information, IT and Production lay-out to be the areas that require the most effort. The future production staff are expected to be flexible with workplace, working hours and able to manage multiple variants. They should be included in self-supporting teams where every individual possesses an expertise, are motivated and participating. Production staff should perform complex, varied jobs with more responsibility by endorsement of decision support systems. The staffs’ competence should consist of technical education, high basic and lay-out knowledge and the ability to contribute to the collection of information and analyses. Interaction with technology is expected to expand and the personnel must therefore have a well-established comprehension of technology. The concept Smart factory is extensive and relatively new, which means that it is constantly evolving. Thus it is important for SkEP to be updated and adjust to the impact from the outside world.