Erfarenhetsåterföring (EF) leder till flera fördelar som ökat resultat och nöjdare kunder. Det traditionella byggandet saknar en metod och modell för erfarenhetsåterföring. Det industriella byggandet har kommit längre i arbetet med erfarenhetsåterföring men generellt finns det utrymme för en bättre erfarenhetsåterföring inom byggbranschen. Inom tillverkningsindustrin arbetas det framgångsrikt med erfarenhetsåterföring genom ständiga förbättringar och Lean. Studiens syfte var att undersöka hur industriella byggare och tillverkningsindustrin arbetar med erfarenhetsåterföring och hur det kan implementeras hos en traditionell byggentreprenör. Genom frågan vad som skapar en bra erfarenhetsåterföring var målet att utforma en modell för implementering av erfarenhetsåterföring hos målföretaget Contractor. För att få inblick har en litteraturstudie genomförts, samt intervjuer med branschföretag.  Studien visar att de industriella byggarna arbetar med dagliga möten och det finns en eller flera personer med ansvar för erfarenhetsåterföringen. Inom tillverkningsindustrin använder de inte begreppet erfarenhetsåterföring även fast syftet och målet är detsamma som hos byggsektorn; att förbättra och nå ett högre resultat. Därför kan begreppet erfarenhetsåterföring användas i båda branscher men tillverkningsindustrin arbetar mer systematiskt. De har en starkare kultur och ser ett större värde i arbetet eftersom det är högre prioriterat. Det som visat sig skapa en bra erfarenhetsåterföring är först och främst när företagsledningen har en tydlig strategi kopplat till erfarenhetsåterföring. Det ska finnas en person som driver arbetet med erfarenhetsåterföring, en koordinator som skapar ett dragande efter erfarenheter. Strukturering av arbetet sker genom kontinuerlig användning av pulsmöten där avvikelser, förbättringar och planering diskuteras. Motiverade medarbetade behövs för att lyfta avvikelser och erfarenheter, där feedback och insyn i resultatet är viktigt för motivationen att rapportera. Avslutningsvis kan implementeringen av EF-modellen ske i ett pilotprojekt där arbetssätt med pulsmöten testas i en mindre skala för att sedan utvärderas och testas igen, för att sedermera fastställas. Det fastställda arbetssättet kan sedan spridas till fler arbetslag och till sist hela organisationen, där efterfrågande ledarskap fortsatt är viktigt. Det måste ständigt arbetas med frågan kring erfarenhetsåterföring, annars är den inte viktig. / Experience feedback leads to several benefits such as increased results and more satisfied customers. Traditional construction lacks a method and model for experience feedback. Industrial construction has come a long way in the work with experience feedback, but in general there is room for a better experience feedback in the construction industry. In the manufacturing industry, they work successfully with experience feedback through continuous improvement and Lean.  The purpose of the study was to investigate how industrial builders and the manufacturing industry work with experience feedback and how it can be implemented with a traditional construction company. Through the question of what creates a good experience feedback, the goal was to design a model for implementing experience feedback at the target company Contractor. To gain insight, a literature study was conducted, as well as interviews with industry companies. The study shows that the industrial builders work with daily meetings and there is one or more people responsible for the feedback of experience. In the manufacturing industry, they do not use the concept of experience feedback even though the purpose and goal are the same as in the construction sector; to improve and achieve a higher result. Therefore, the concept of experience feedback can be used in both industries, but the manufacturing industry works more systematically. They have a stronger culture and see a greater value in the work because it is a higher priority.  What has been shown to create a good experience feedback is first and foremost when the company management has a clear strategy linked to experience feedback. There must be a person who drives the work with experience feedback, a coordinator who creates a desire for experience. Structuring of the work takes place through continuous use of pulse meetings where deviations, improvements and planning are discussed. Motivated employees are needed to highlight deviations and experiences, where feedback and transparency in the results is important for the motivation to report. Finally, the implementation of the EF model can take place in a pilot project where working methods with pulse meetings are tested on a smaller scale and then evaluated and tested again, to be determined later. The established way of working can then be spread to more work teams and finally the entire organization, where in-demand leadership remains important. The issue of experience feedback must be constantly worked on, otherwise it is not important.

The construction sector in Sweden released 21% of the country’s CO2-e emissions in. With aggressive climate and pollution goals these emissions cannot be allowed to increase. There is therefore a need for more efficient construction methods and techniques in the Swedish construction sector. The construction sector is today split up between industrial construction and traditional construction. Industrial construction handles the construction process with a strong emphasis on the process and allocates all its efforts toward streamlining the process and removing wasteful steps and elements. Traditional construction places more focus on the individual project. It has one major advantage, which is its exceptional ability to adapt the specific project according to the wishes and demands of the customer and the project’s other unique circumstances.   The IHB-model is the theory of industrial construction used in this study. This study seeks to find out which parts or mindsets from the IHB-model that can be applied to a traditional construction company, OF Bygg in Umeå, to increase its efficiency. This is done by studying the current use of industrial methods by OF Bygg, their views of industrial construction and comparing this to the IHB-model and looking at what parts can be applied to OF Bygg without fundamental shakeups in the company’s structure. The study of OF Bygg is mainly done through interviews with respondents from the company.    During the interviews, a sense of general positivity towards industrial construction was given off by the respondents. It also became apparent that OF Bygg was partially industrialised in some areas, but that there remains big possibilities for improvement.   Off-site manufacturing is used today in the shape of “field factories” and supply deals with industrial suppliers. Both of these are great industrialised methods and should be expanded upon whenever possible. Developed technical systems are used in most projects during certain stages. Efforts should be put into using these more extensively. ICT-tools are also used in most of OF Bygg’s areas but vertically integrating these tools further should be explored. Long term relations between OF Bygg and other market participants are rare since they’re considered detrimental to the health of the local market. Supply chain management is being handled through deals with logistics companies. OF Bygg could become their own logistics company with a centralised material warehouse to ease the logistics and enable use of JIT. Planning and control of the process is mostly handled through general project schedules. The Last Planner system alongside stricter routines is suggested. Customer focus is currently unnecessary for OF Bygg to bother with due to restrictions in the local market. Performance measurement and re-use of experience often get under prioritized often due to lack of time. The transfer of responsibility from the project or site management to a role specified to handle performance measurement and re-use of experience is encouraged.