Paperless Checklist for Process Validation and Production Readiness: An

Industrial Use Case

Jos

e Cosme

, Tatiana Pinto

, Anabela Ribeiro

, V

ıtor Filipe

1,3 a

, Eurico Vasco Amorim

1,3 b

and Rui Pinto

4 c

School of Science and Technology, University of Tr

as-os-Montes e Alto Douro (UTAD), 5000-801 Vila Real, Portugal

Continental Advanced Antenna, Sociedade Unipessoal, Lda., Vila Real, Portugal

INESC Technology and Science, 4200-465 Porto, Portugal

SYSTEC-ARISE, Faculty of Engineering of the University of Porto, Porto, Portugal

Keywords:

Industrial Information System, Manufacturing Process Control, Validation Checklist.

Abstract:

The Digital Model concept of factory ﬂoor equipment allows simulation, visualization and processing, and

the ability to communicate between the various workstations. The Digital Twin is the concept used for the

digital representation of equipment on the factory ﬂoor, capable of collecting a set of data about the equipment

and production, using physical sensors installed in the equipment. Within the scope of data visualization and

processing, there is a need to manage information about parameters/conditions that the assembly line equip-

ments must present to start a production order, or in a shift handover. This study proposes a paperless checklist

to manage equipment information and monitor production ramp-up. The proposed solution is validated in a

real-world industrial scenario, by comparing its suitability against the current paper-based approach to log

information. Results show that the paperless checklist presents advantages over the current approach since

it enables multi-access viewing and logging while maintaining a digital history of log changes for further

analysis.

1 INTRODUCTION

An information system is a collection of intercon-

nected components that work together to gather, pro-

cess, store, and distribute information within an or-

ganization or a speciﬁc context. These components

include people, hardware, software, data, and proce-

dures. The primary purpose of an information sys-

tem is to support the management, operations, and

decision-making processes of an organization. It en-

ables the efﬁcient and effective collection, storage,

processing, and dissemination of data and informa-

tion to various stakeholders.

In comparison with traditional approaches to fa-

cilitate communication, collaboration, and data man-

agement, an information system is characterized

by: I) Improved Decision-Making, i.e., enables in-

formed decision-making based on data-driven in-

https://orcid.org/0000-0002-3747-6577

https://orcid.org/0000-0003-4353-2528

https://orcid.org/0000-0002-0345-1208

sights; II) Enhanced Efﬁciency and Productivity (au-

tomate repetitive tasks and improve workﬂow efﬁ-

ciency); III) Effective Communication and Collabora-

tion; IV) Improved Data Management, i.e., efﬁciently

store, organize, and retrieve large volumes of data,

while ensuring data integrity, security, and accuracy.

In an industrial setting, information systems play

a vital role in optimizing operations, improving efﬁ-

ciency, and ensuring smooth coordination across var-

ious departments. The main use cases are:

• Supply Chain Management (Gunasekaran and

Ngai, 2004): Information systems are used to

manage the entire supply chain, from procure-

ment of raw materials to distribution of ﬁnished

products. They help in tracking inventory levels,

managing suppliers, optimizing procurement pro-

cesses, and monitoring logistics activities. This

ensures timely availability of materials and efﬁ-

cient delivery of products to customers.

• Production Planning and Control (Palade and

Møller, 2023): Information systems assist in pro-

Cosme, J., Pinto, T., Ribeiro, A., Filipe, V., Amorim, E. and Pinto, R.

Paperless Checklist for Process Validation and Production Readiness: An Industrial Use Case.

DOI: 10.5220/0012186800003584

In Proceedings of the 19th International Conference on Web Information Systems and Technologies (WEBIST 2023), pages 95-103

ISBN: 978-989-758-672-9; ISSN: 2184-3252

duction planning and control by providing real-

time data on production capacity, resource avail-

ability, and scheduling. They help in optimiz-

ing production processes, monitoring production

progress, and ensuring timely completion of or-

ders. This leads to improved productivity, reduced

lead times, and better utilization of resources.

• Quality Control: Information systems are used to

monitor and control quality throughout the man-

ufacturing process. They enable real-time mon-

itoring of product quality parameters, statistical

process control, and automated inspections. This

ensures adherence to quality standards, early de-

tection of defects, and timely corrective actions,

resulting in higher product quality and customer

satisfaction.

• Human Resource Management (Nagendra and

Deshpande, 2014): Information systems are uti-

lized for managing employee information, pay-

roll, attendance, and training programs. They help

in tracking employee performance, skill develop-

ment, and workforce planning. Additionally, in-

formation systems can be used to facilitate em-

ployee self-service portals for accessing Human

Resource-related information, applying for leave,

and managing beneﬁts.

• Data Analytics and Business Intelligence: Infor-

mation systems provide data analytics capabili-

ties to analyze operational data, identify trends,

and gain insights into process efﬁciencies, cost

optimization, and market trends. Business in-

telligence tools can be employed to generate re-

ports, dashboards, and visualizations that aid in

decision-making at various levels of the organiza-

tion.

• Environmental and Safety Compliance: Informa-

tion systems assist in managing environmental

and safety compliance in industrial settings. They

can track and monitor adherence to regulatory re-

quirements, manage hazardous materials, and en-

sure the safety of employees and the environment.

This includes systems for incident reporting, risk

assessments, and compliance audits.

• Maintenance and Asset Management (Love et al.,

2016; Graf et al., 2011): Information systems fa-

cilitate the management of industrial equipment

and assets. They help in tracking equipment main-

tenance schedules, managing work orders, and

monitoring equipment performance. Predictive

maintenance techniques can be employed, where

data from sensors and machines are analyzed to

identify potential failures and schedule mainte-

nance proactively, reducing downtime and opti-

mizing asset utilization.

Information systems play a crucial role in the

maintenance and management of industrial equip-

ment and assets. They help in tracking equipment

maintenance schedules, managing work orders, and

monitoring equipment performance. Predictive main-

tenance techniques can be employed, where data from

sensors and machines are analyzed to identify po-

tential failures and schedule maintenance proactively,

reducing downtime and optimizing asset utilization.

They provide a centralized repository for maintenance

documentation, including equipment manuals, stan-

dard operating procedures, maintenance checklists,

and troubleshooting guides. This ensures that mainte-

nance personnel have easy access to the required in-

formation, reducing downtime and improving the ef-

fectiveness of maintenance activities.

Additionally, information systems can capture and

store maintenance knowledge and lessons learned, en-

abling knowledge sharing and continuous improve-

ment. Moreover, information systems can be ac-

cessed through mobile devices, allowing human op-

erators to receive work orders, update maintenance

records, and access relevant documentation while on

the shop ﬂoor. Mobile access facilitates real-time col-

laboration, communication, and data capture, improv-

ing efﬁciency and reducing paperwork.

This study proposes an information system ap-

proach to enable a digital checklist, used for the man-

agement of equipment maintenance and validation of

process status at the beginning of shifts or production

changes. We implement the proposed approach in a

real-world industrial scenario, which uses currently

a paper-based methodology to manage the checklist

information. By digitizing the checklists, manual pa-

perwork is eliminated, and the information is readily

accessible among employees, teams and departments.

Thus, in this study, we aim to address the following

research questions:

RQ 1. How are the information processing and the

respective ramp-up checklist management af-

fected by the implementation of paperless prac-

tices in terms of process performance with em-

phasis on the efﬁciency, ﬂexibility and quality as-

pects?

RQ 2. How does a shift towards a digital checklist

impact the concepts of information processing re-

quirements and capability, information ﬂow, and

the working processes?

The paper is organized into ﬁve more sections.

Section 2 provides a technological context and a com-

prehensive analysis of the state of the art. Section 3

describes in detail the case study to be addressed and

WEBIST 2023 - 19th International Conference on Web Information Systems and Technologies

the proposed approach. Section 4 describes the ex-

perimental methodology and results achieved, while

Section 5 further discusses the proposed approach.

Finally, Section 6 concludes the paper, stating ﬁnal

remarks about the study performed.

2 RELATED WORK

In the last years, the adoption of paperless strate-

gies in industrial companies has been a hot topic in

research (Palade and Møller, 2022; M

uller, 2017;

Djassemi and Sena, 2006). Digitalization becomes

an increasingly important factor for organizations in

order to eliminate paper-based processes. One exam-

ple is regarding the requirement of documentation of

the manufacturing production and how is it possible

to produce without having the documentation in pa-

per form (Bulut et al., 2020; Mleczko et al., 2013). A

digital document-based factory organization can real-

ize potential process improvements that have an im-

pact on efﬁciency, quality and ﬂexibility.

Ramp-up checklists (Christensen and Ry-

maszewska, 2016; Bifﬂ et al., 2022) are documents

commonly used at the beginning of shifts or during

production changes to ensure a smooth transition

and optimal performance. These checklists help

operators or maintenance personnel go through

essential tasks and checks to prepare equipment,

processes, and systems for production. They are

essential to ensure that equipment, systems, and

processes are properly prepared, minimize risks,

and ensure a smooth transition into production.

They help identify potential issues early on, prevent

equipment damage, ensure safety compliance, and

maintain product quality. While the speciﬁc items

on a ramp-up checklist may vary depending on the

industry and operational requirements, here are some

common elements typically included:

• Equipment Preparation: This includes tasks such

as inspecting equipment for any damage or ab-

normalities, verifying proper calibration of instru-

ments, and ensuring the availability of necessary

tools or materials.

• Safety Checks: Operators may be required to per-

form safety checks to ensure compliance with

safety protocols and regulations. This can in-

volve checking safety devices, emergency stop

buttons, proper guarding, and verifying the avail-

ability and functionality of personal protective

equipment (PPE).

• Start-Up Procedures: Operators follow speciﬁc

procedures for starting up equipment or systems,

including powering on machines, initiating con-

trol systems, and ensuring proper initialization

and sequencing of equipment.

• Parameter Veriﬁcation: Operators verify and set

the operational parameters according to the spe-

ciﬁc requirements of the production run. This can

involve checking and adjusting temperature, pres-

sure, ﬂow rates, speed settings, or other critical

parameters.

• Material Veriﬁcation: Operators verify the avail-

ability and quality of raw materials, ensuring that

the correct materials are ready for use in the pro-

duction process. They may also conduct material

inspections or perform sample testing if required.

• System Checks: This involves verifying the func-

tionality and readiness of various systems, such as

utility systems (water, air, electricity), control sys-

tems, communication systems, or any other sys-

tems critical to the production process.

• Quality Control Checks: Operators perform

checks to ensure that quality control measures are

in place. This can involve verifying the calibra-

tion of measuring instruments, conducting initial

quality checks on products or samples, or con-

ﬁrming that quality standards and procedures are

followed.

• Communication and Handover: Operators com-

municate with the previous shift or relevant per-

sonnel to obtain information on any ongoing is-

sues, completed tasks, or speciﬁc instructions.

They also provide updates or handover informa-

tion to subsequent shifts or teams (Plocher et al.,

2011).

• Documentation: Operators document the comple-

tion of tasks, record any observations or abnor-

malities, and maintain records for future reference

or compliance purposes.

In this context, information systems can be uti-

lized effectively for ramp-up checklists used at the be-

ginning of shifts or production changes. By integrat-

ing information systems into asset management pro-

cesses on the shop ﬂoor, organizations can enhance

maintenance efﬁciency, reduce costs, improve equip-

ment reliability, and optimize overall asset utilization.

Information systems allow ramp-up checklists to

be digitized and stored within the system. The check-

lists can be designed using customizable templates

that align with the speciﬁc requirements of the main-

tenance tasks or production changes. By digitizing

the checklists, manual paperwork is eliminated, and

the information is readily accessible. On the other

Paperless Checklist for Process Validation and Production Readiness: An Industrial Use Case

hand, information systems can automate the distri-

bution of checklists to the appropriate personnel or

teams at the beginning of shifts or when production

changes occur. The system can send notiﬁcations or

reminders to designated individuals, ensuring that the

checklists are promptly received and acted upon. This

streamlines the checklist distribution process and re-

duces the chances of missing or delayed checklists.

Real-time updating and tracking are also possible

with paperless checklists since operators can update

the checklist items in real-time as they perform their

tasks. They can mark completed items, record mea-

surements or readings, add comments, or indicate any

issues encountered. This real-time updating ensures

that the checklist progress is accurately tracked and

visible to relevant stakeholders. Moreover, mobile ac-

cess to the checklists allows operators to access and

update the checklists directly on handheld devices.

This enhances ﬂexibility and enables real-time collab-

oration, as supervisors or managers can review check-

list progress, provide instructions, or address any con-

cerns remotely.

These digital checklists can also integrate with

sensors, data loggers, or equipment monitoring sys-

tems to capture relevant data directly from the equip-

ment (Gonc¸alves et al., 2014). This integration elim-

inates the need for manual data entry and ensures

accuracy. The checklist can be conﬁgured to auto-

matically retrieve equipment parameters or readings,

providing real-time data for analysis and comparison

with expected values (Doltsinis et al., 2020). This

level of integration with equipment data enables ex-

ception management, where information systems can

ﬂag any checklist items that are not completed, fail

to meet speciﬁed criteria or require attention (Bockel-

mann et al., 2017). This alerts supervisors or mainte-

nance managers to potential issues or deviations from

standard procedures. Exception management enables

prompt action and facilitates the resolution of prob-

lems before they escalate or impact production.

Finally, digital checklists can integrate with work-

ﬂow management tools, enabling seamless coordi-

nation of tasks related to the checklist completion

process. For example, if an issue is identiﬁed dur-

ing the checklist, the system can automatically gen-

erate work orders or trigger notiﬁcations to initiate

maintenance actions or escalate the problem to rel-

evant personnel. This is also related to documen-

tation and reporting, where information systems can

store completed checklists, maintaining a comprehen-

sive record of maintenance activities or production

changes. This historical data can be accessed and

reviewed at any time for auditing purposes, perfor-

mance analysis, or compliance requirements. The

system can also generate reports summarizing check-

list completion rates, and identiﬁed issues, or trends

over time, aiding in decision-making and continuous

improvement efforts.

3 PROPOSED SOLUTION

An information system is proposed to enable a pa-

perless ramp-up checklist. This helps promote the

ﬂuidity of the information ﬂow and facilitates com-

munication between operators and supervisors when

managing ramp-up checklists. The proposed digital-

format checklist considers a speciﬁc use case in the

Portuguese industrial company Continental Advance

Antenna (CAA) (Continental, 2023).

3.1 Industrial Use Case

CAA has extensive experience in R&D activities re-

lated to new functional features in terms of connectiv-

ity for antenna systems in motor vehicles. CAA is one

of the big players in the automotive sector and one of

the most important industrial companies in Portugal,

producing 20 million antennas per year. In its shop

ﬂoor production ﬂow, there is a ﬁnal production stage

where the Printed Circuit Boards (PCBs) are individu-

alized and the ﬁnal assembly is completed. Typically,

each type of antenna produced for speciﬁc clients has

a dedicated assembly line, which can work in multi-

ple work shifts. A paper-based ramp-up checklist is

represented in Fig. 1.

Figure 1: Example of a Paper-based Ramp-up Checklist in

CAA.

The ramp-up checklist in CAA is a document that

WEBIST 2023 - 19th International Conference on Web Information Systems and Technologies

must be compulsorily and carefully completed at the

beginning of each shift, at each reference change, and

after prolonged maintenance/process intervention or

quality problem. This document is intended to verify

that all requirements for production are in accordance

with the criteria required for the start of production.

Currently, this checklist is a document ﬁlled in man-

ually by the operators in a paper format making it a

time-consuming process and susceptible to human er-

rors. The main checkpoints of this checklist are:

• ILU: This consists of a 3-level system for measur-

ing the qualiﬁcations of production operators (I -

Basic qualiﬁcation level; L - Operator who is ca-

pable of producing with quality; U

• Operator who is capable of producing with quality

and at the pace deﬁned for the assembly line on

which it is assessed).

• Electric models: A binary test of the electrical

model at the end of the assembly line assessed.

The test passes if the result is OK.

• Welding program: In the welding robots, the op-

erator must check if the welding program loaded

in the robot is the correct one for the reference an-

tenna being assembled.

• Preventive maintenance: For preventive mainte-

nance purposes, there is an established number of

assembled pieces as a threshold. This test assesses

if the threshold number of assembled pieces for

preventive maintenance was reached.

• Hot melt: The operator must know the injection

process and its adjacent equipment in order to

check the operating mode of the machine and the

state of the injection material.

• Welding: To validate this point, the operator must

know the documentation and associated proce-

dure for replacing soldering nozzles, check if noz-

zle temperature is within limits, check if smoke

extractors are working, nitrogen levels, and reser-

voir of water.

• Screwing: To validate this point, the operator

must know the exchange history of the screw-

driver and check the torque of semi-automatic

screwdrivers.

• Ultrasounds: To validate this operation, the super-

visor must check the pressure in the ultrasound

nanometer.

3.2 Paperless Checklist

The developed information system is supported in

Python programming language and the Flask frame-

work (Lokhande et al., 2015; Grinberg, 2018), which

allows CAA’s operators and supervisors to manage

the ramp-up checklist in a completely digital way.

They can visualize and edit the available information

in an efﬁcient manner, while being managed and per-

sistently stored in a database. Access to the system

is made through a general login, where operators and

supervisors have different visualization perspectives.

This type of authentication allows a clear deﬁni-

tion of the company’s hierarchy and conditioned ac-

cess to the system, depending on the type of infor-

mation that each operator is expected to access, and

presupposes the completion of the respective ﬁelds

to the email and password, previously registered in a

database associated with the system which ensures se-

curity and restricted access to the system. In this way,

operators are responsible for verifying the parameters

in the checklist, while supervisors intervene in case

of issues in the production line that do not allow the

production to start.

Regarding operators, the homepage displays the

initial parameters of the checklist, that correspond to

the pre-start scan of production operations, as repre-

sented in Fig. 2. On this page, each date-time ﬁeld has

associated two queues of checkboxes, one queue for

the parameter S (Veriﬁed), and N (Unveriﬁed). The

state of these checkboxes is maintained regardless of

the update or page change, providing intuitive func-

tionality for time selection.

When the operator wishes to make an observation,

mainly when there are unveriﬁed parameters, a sepa-

rate page is displayed where he is asked to choose the

parameter and make the observation. This way, all

stakeholders can be notiﬁed, in order to resolve the

issue and verify successfully the parameter. If the pro-

duction ﬂow follows its normal course, the operator is

also required to check operations after the start of pro-

duction. Finally, with all the parameters of the check-

list validated, the operator is required to validate the

checklist. This validation should also be performed

by the supervisor responsible in that shift.

The supervisor’s homepage includes a listing of

all daily checklists, with the respective indication if

it has been validated by the respective operator. Each

checklist is associated with a speciﬁc shift and the op-

erators working in that shift. Moreover, the supervi-

sor can edit the list of operators registered in the sys-

tem, according to his working shift and workstation

within the production line. Finally, supervisors have

access to all the parameters registered in the system,

having the possibility to edit, delete and add parame-

ters, while editing and creating new checklists as well.

Paperless Checklist for Process Validation and Production Readiness: An Industrial Use Case

Figure 2: Operator’s Checklist View.

3.3 Information Management

As mentioned before, the information system must al-

low the overall management of users, considering the

type of employee (operators and supervisors) and the

workplace within the production line. Also, the in-

formation system must manage shifts and the daily

ramp-up checklists that are associated with speciﬁc

shifts. Each ramp-up checklist contains multiple pa-

rameters to be validated. The system must allow feed-

back records when there is a problem in a productive

process and a parameter is unveriﬁed. Both operators

and supervisors have access in real-time to this feed-

back for quick reaction to solve the problem.

Considering the previously identiﬁed system re-

quirements, Fig. 3 despites the information model in

the format of system entities and their relationship.

The system entities are:

• Employee: An employee can be an operator or

a supervisor, and is characterized by his name,

email and password for registration and login,

workplace and production line.

• Work Role: Each employee is associated with a

role in the company.

• Work Shift: A work shift is a set amount of time

that an employee is expected to work, thus it has

a start and end date-time.

• Production Line and Workplace: A production

line consists of multiple workstations. Depend-

ing on the role of the employee, he can develop

his work in a speciﬁc workplace within the pro-

duction line.

• Checklist: The ramp-up checklist is characterized

by start and end date times that are related to

the beginning and wrap-up of the validation pro-

cess. Each checklist is associated with a work

shift, and speciﬁc employees responsible to per-

form and manage the validation.

• Parameter and Validation: Each checklist consists

of multiple parameters to be validated. Moreover,

the validation of a parameter is associated with a

data-time.

4 EXPERIMENTAL RESULTS

The validation of the proposed solution follows a de-

scriptive approach, considering the speciﬁc use case

of CAA. To answer the research questions, we gather

detailed information on the current processes at the

shop ﬂoor level for ramp-up checklist management,

and how these are affected by implementing paperless

practices.

Most of the data to validate the proposed approach

was qualitative in nature, and it was collected through

interviews, ﬁeld observations and informal ﬁeld con-

versations with different employees from CAA. The

data was collected mainly through semi-structured in-

terviews, where a set of questions and topics were

prepared in advance. The interviews were conducted

with the main stakeholders, i.e., CAA employees who

were either involved in planning the implementation

of paperless practices or whose current tasks were af-

fected by the proposed approach. The set of questions

that were used in the interviews is enclosed next.

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100

Figure 3: Checklist Relational Model.

Question 1. What is your role in CAA and how are

you involved in the paperless checklist?

Question 2. Have you already had experiences re-

garding a shift towards paperless practices before?

Question 3. What does the collaboration between the

different stakeholders look like when managing

the ramp-up checklist?

Question 4. What impact does the implementation of

a paperless checklist has in terms of information

ﬂow and the respective workﬂow?

Question 5. What are the main challenges for a tran-

sition from a paper-based towards a paperless

checklist?

Question 6. In what ways does the implementation

of a paperless checklist change your working

tasks?

4.1 Analysis of Results

Most of the employees interviewed are supervisors

of assembly lines, responsible for the continuous im-

provement of manufacturing processes and project

managers. These employees are mainly associated

with production, checklist monitoring and editing.

They didn’t have experience in the past with process

digitalization and paperless practices before.

According to the interview feedback, currently,

the paper checklist is provided in the assembly line by

the supervisor to the operators working in that shift,

which will verify all the parameters. Unveriﬁed pa-

rameters are reported immediately to the supervisor,

who has to go on-site to the assembly line and, to-

gether with the operators ﬁx the problem. Eventually,

depending on the problem veriﬁed, other employees

from maintenance or other departments must be re-

quested on-site. After the validation of all parameters

in the checklist, both operator and supervisor sign the

checklist for an archive.

The feedback received regarding the developed in-

formation system was predominantly positive. Sev-

eral positive aspects were observed, such as a re-

markable improvement in the storage and organiza-

tion of checklists, enabling more efﬁcient retrieval

of different checklists and parameters, resulting in

time savings and increased productivity. Addition-

ally, this system allows for integrating new function-

alities, such as ﬁltering various parameters, visual-

izing shifts and workers across different production

lines, and real-time monitoring of digital checklists.

Furthermore, it facilitates checklist validation, as in

the physical format, these must be delivered to differ-

ent employees for ﬁnal approval, thus improving task

collaboration among various stakeholders.

The main impacts of a digital checklist are:

• Elimination of paper;

• Supervisor avoids moving around to be on-site;

• Supervisor can consult updated information in

real-time;

• Supervisor has easy access to the history of check-

lists.

However, some challenges were observed, includ-

ing resistance to change from certain employees who

were more accustomed to the traditional method.

Transitioning to a digital checklist may require a pe-

riod of adjustment and training for employees, espe-

cially those who are not familiar with technology or

have limited computer or mobile device skills. It is

essential to address this resistance through effective

Paperless Checklist for Process Validation and Production Readiness: An Industrial Use Case

101

change management strategies, including clear com-

munication, training programs, and providing ongo-

ing support to employees during the transition period.

Moreover, another challenge is the prototyping stage,

where both paper and paperless checklist systems will

be used for a smoother transition. This stage requires

additional management effort.

In addition to the positive aspects mentioned,

the developed information system also offers several

other advantages. One signiﬁcant beneﬁt is the reduc-

tion of errors and inconsistencies in checklist com-

pletion. With the digital system, mandatory ﬁelds can

be implemented, ensuring that all necessary informa-

tion is entered correctly. Automated validation checks

can be performed to identify any missing or incorrect

data, reducing the likelihood of human errors, and im-

proving overall data accuracy. Furthermore, the sys-

tem provides enhanced data security and conﬁdential-

ity. Physical checklists can be misplaced, damaged,

or accessed by unauthorized individuals, compromis-

ing sensitive information. In contrast, a digital sys-

tem can implement secure access controls, encryp-

tion measures, and regular backups to protect data in-

tegrity and conﬁdentiality. This adds an extra layer

of security to the information and reduces the risk of

data breaches.

The system also facilitates remote access and col-

laboration. With a digital checklist system, authorized

personnel can access and work on checklists from

anywhere. This enables employees to complete tasks

and collaborate on checklists even when they are not

physically present at the workplace. Another advan-

tage is the potential for data analysis and reporting.

A digital checklist system can generate comprehen-

sive reports and provide valuable insights into pro-

ductivity, efﬁciency, and compliance. Analyzing data

trends and patterns can help identify areas for im-

provement, optimize processes, and make informed

decisions. The availability of historical data also en-

ables better tracking of performance over time and fa-

cilitates auditing and regulatory compliance.

5 DISCUSSION

Considering the qualitative validation and the results

found, we have conditions to answer the research

questions. Regarding RQ 1., the utilization of the dig-

ital checklist allowed for the measurement and analy-

sis of various parameters to assess the extent of its ef-

fects. The study’s ﬁndings suggest that the implemen-

tation of the digital checklist positively inﬂuenced in-

formation processing and ramp-up checklist manage-

ment. The digital system streamlined the data collec-

tion process, enabling real-time monitoring and anal-

ysis of key metrics. This increased efﬁciency was ev-

ident in the reduction of data entry errors, quicker ac-

cess to relevant information through provided ﬁlters,

and accelerated decision-making in the case of pro-

duction line errors or overall system optimization.

Moreover, the ﬂexibility of the digital checklist fa-

cilitated prompt adjustments to the production pro-

cesses in response to changing requirements. Re-

garding quality aspects, the digital checklist exhib-

ited beneﬁts by providing more accurate, consistent,

and practical data inputs. This resulted in improved

product quality by better tracking process parameters

and detecting anomalies at an early stage. As a result,

transitioning to a paperless approach enhanced efﬁ-

ciency, ﬂexibility, and process performance quality.

As for RQ 2., this research delved into the broader

implications of adopting a digital checklist system

within the context of information processing require-

ments and capabilities, information ﬂow, and the op-

erational workﬂows of the production line. The intro-

duction of a digital checklist signiﬁcantly redeﬁned

the landscape of information processing requirements

and capabilities. By leveraging digital tools, the pro-

duction line gained the ability to process and ana-

lyze data in real-time, enabling rapid identiﬁcation of

trends and deviations. The features introduced led to

a more proactive approach to decision-making, as in-

sights based on collected data could be promptly ap-

plied. The digital checklist also inﬂuenced the infor-

mation ﬂow within the production lines.

Furthermore, the adoption of a digital checklist

prompted a transformation in the working processes.

Traditional paper-based tasks were replaced by digi-

tal interactions, reducing manual efforts and associ-

ated errors. Collaborative efforts were streamlined

through digital interfaces, allowing for quicker coor-

dination and problem-solving among team members

and supervisors. Consequently, the overall working

processes exhibited greater efﬁciency and adaptabil-

ity. In conclusion, the shift towards a digital check-

list had a profound impact on information processing

requirements and capabilities, information ﬂow, and

working processes. These changes collectively con-

tributed to an enhanced production environment.

6 CONCLUSIONS

This study proposes a paperless checklist to manage

equipment information and monitor production ramp-

up in the CAA industrial context. The proposed so-

lution validation focused on a comparison with the

current paper-based approach, to assess system ad-

WEBIST 2023 - 19th International Conference on Web Information Systems and Technologies

102

vantages and limitations while understanding the im-

pact and challenges of the solution implementation

in terms of information ﬂow and employee working

tasks.

Overall, despite the challenges, the positive feed-

back and beneﬁts observed in the developed informa-

tion system indicate its potential to signiﬁcantly im-

prove productivity, collaboration, data integrity, and

decision-making processes within the organization. It

is important to address the challenges through effec-

tive change management strategies and provide nec-

essary training and support to employees to ensure a

successful transition to the digital checklist system.

On the contrary to supervisors, despite the work-

ing tasks of operators not being greatly impacted, in

future work, we want to extend the interviews for

the operators, since their feedback is missing in this

study. Also, from a change management perspective,

it is intended to provide the necessary hard and soft

skills training for a successful transition.

ACKNOWLEDGEMENTS

This work was supported under the Mobilizing

Agenda ”A-MOVER - Development of Products &

Systems towards an Intelligent and Green Mobility”,

supported by the PRR-Recovery and Resilience Plan

and the European NextGeneration EU Funds.

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