Installed base information (IBI) is used in industrial service operations, but currently there are challenges with maintaining and utilizing this information to its full potential. The purpose of this paper is to aid in improving the realized value of IBI. We conducted two case studies of IBI collection and utilization with two industrial product-service system suppliers. From this material, we identified four elements contributing to the value of IBI and constructed a framework for managing this value. Furthermore, we identified the sources of the difference between the potential value and the realized value of IBI. The elements contributing to the value of IBI are its management, scope, utilization and quality. These elements form interconnected leaves in the proposed value clover framework. Each element potentially contributes to the difference between the theoretical maximum value and the realized value of IBI. Future research should look into the different elements and their relationships in more detail. Our framework helps managers in identifying shortcomings in the different elements of IBI value and in deciding on investments in this area. Previous literature has recognized the need for IBI, but not analyzed the different elements affecting its value. Our research offers industrial service operations a novel framework of IBI value.

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Purpose The purpose of this paper is to identify details of technological, organizational and people (TOP) factors affecting maintenance technicians’ use of computerized maintenance management systems (CMMS) in manual collection of asset data. Design/methodology/approach In addition to TOP factor details, results from six case studies in Finland, India and the Caribbean are presented. Interviews and observations clarify the role of TOP factors in CMMS use in industrial maintenance. Findings In total, 17 detailed TOP factors are identified and criteria for analyzing CMMS contexts with them are defined. Analyzing the cases with these factors reveals that technicians who collect good quality data have received good training and instructions for the CMMS, are competent, and understand how manually collected data benefits them in their own work. However, even these sites struggle with the usability of the CMMS. Research limitations/implications The 17 TOP factors and the criteria for CMMS evaluation extend understanding on context and usability in manual data collection. Case study method does not imply the relative importance of the TOP factors, which calls for future research using quantitative methods. Practical implications Management can use the criteria to analyze the context of manual data collection for improvements, e.g., in CMMS usability. Originality/value Insights from industrial environments and a new way of studying contextual factors of CMMS use are presented. The results extend a data quality research framework with details to manual data collection and define the TOP factors in CMMS context.

Engineering change management causes many challenges in product development. For example, the impacts of a change can delay the whole product development project, and failed communication of changes can cause rework and scrap in production. Lean product development is one possibility to organize product development efficiently.We have conducted four case studies in heavy machinery, mechatronics and automotive industries in Finland and in Sweden to identity the current challenges in engineering change management. The challenges are categorized according to the lean product development principles they break. The results show that most challenges are related to processes and technology used in engineering change management. We suggest that implementing lean product development principles at the case companies could help in overcoming the challenges discovered.

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