Can Social Sustainability Values be Incorporated in a Product Service System for Temporary Public Building Modules?

(1)

Procedia CIRP 64 ( 2017 ) 193 – 198

Peer-review under responsibility of the scientific committee of the 9th CIRP IPSS Conference: Circular Perspectives on Product/Service-Systems. doi: 10.1016/j.procir.2017.03.039

ScienceDirect

The 9th CIRP IPSS Conference: Circular Perspectives on Product/Service-Systems

Can social sustainability values be incorporated in a product service system

for temporary public building modules?

Martin Kurdve

ab

_{*, Heleen de Goey}

a

a Swerea IVF, Box 104, SE-431 53 Mölndal, Sweden b Mälardalen University, Box 325,SE- 631 05 Eskilstuna, Sweden

* Corresponding author. Tel.: +46-31-7066132; fax: +0-000-000-0000. E-mail address: martin.kurdve@swerea.se

Abstract

The temporary constructions industry has cost efficiency and sustainability challenges that may require new innovative business models as well as product and processes. This paper aims to discuss how social sustainability services can be included in product service system (PSS) by investigating a case where employment is offered in distributed temporary building module manufacturing in the PSS context. The case has been evaluated against PSS literature. Recent reviews and literature on inclusion of social sustainability and PSS for buildings were used. It is concluded that the current concept fits basic definitions of PSS although it is not typical. The social value of employment is difficult to evaluate and inclusion in PSS needs further research. Design practice could be used to further develop the services in the studied concept.

Peer-review under responsibility of the scientific committee of the 9th CIRP IPSS Conference: Circular Perspectives on Product/Service-Systems.

Keywords: product service system; temporary modular buildings; social sustainability

1. Introduction

This paper introduces a case study of a combined value offering providing modular house manufacturing, incorporating social sustainability values and alignment of economic incentives. The case is compared with product service system (PSS) definitions. Typical PSSs combine physical products with services in the use-phase. In this paper, temporary modular buildings combined with the social value, employment, offered to public customers, is examined.

Municipalities in Sweden have been challenged for a couple of years, partly due to large immigration, to provide additional residential buildings, daycare and schools. Up to one third of the need for buildings is only temporary according to some local authorities [1]. For buildings in Sweden, temporary means that the permit for the building has to expire within 15 years, usually within 10 years [2].

In addition, immigrants with lower education level have difficulties to get employment in Sweden and more than half are unemployed [3]. The government has thus called for “Simple jobs” for immigrants which means work with low or

no demand on formal education. There are around 30000 persons in Sweden without secondary education over the age of 39 [4]. The government’s intention with this type of jobs is also to train personnel in Swedish and skills that will make it easier to get other jobs afterwards [5].

To build temporary buildings at the same or lower use cost (or rent cost) than permanent buildings is challenging due to the economical lifespan of the investment. The depreciation time of buildings can never be longer than the economic lifespan. In Sweden, the recommended depreciation time is 50 years for permanent residential smaller building and 25-33 years for other non-industrial buildings [6]. For temporary buildings, the depreciation time of maximum 15 years is less than half of that. Thus, building costs need to be decreased to less than half compared to a permanent building.

Traditional building business models of customized houses give more profit to the builder if more features are added. A majority of homes are provided by speculative house-builders typically providing a range of additional features [7]. These give higher price, even when operation and maintenance cost increase [8]. In practice this creates incentives for producers to

(2)

drive towards more expensive and more resource demanding solutions. One trend counteracting this is production of standardized modular buildings. With a clear standard, unnecessary expensive customizing is somewhat reduced. Still, there will usually be a higher profit for the producer if more features and thus production work content is added.

By increasing building in Sweden, the government wants to increase the employment rate. However, the building industry mainly needs trained and skilled personnel. Although there is much less demands than on e.g. a nurse or a lawyer, most positions in building industry demands more training than e.g. assembly personnel in manufacturing. By designing manufacturing cells for lean production, introducing standards and visual instructions, the work tasks can become both efficient and easy to learn [9].

Cell layouts providing safety of operators, flexibility error proofing and one piece flow are mentioned as important for a lean design of manufacturing processes [10]. In assembly cells, important sustainability aspects include ergonomics and occupational health and safety [11] and material efficiency of secondary material [12].

By building temporary houses in lean manufacturing factories there is a potential to combine provision of temporary buildings and easy jobs for the community. The aim of the paper is to discuss how social sustainability services can be included PSS. This is done by investigating a case where cheap temporary houses and employment is offered in a PSS context. A comparison is made between this case and other PSSs to discuss if social innovation to enhance employment through temporary housing can be categorized as a PSS. The problem is broken down in two sub-questions.

x Can raised employment be seen as a service in a PSS provided to a public customer such as municipalities? x What combination of products and services is suitable in

the house module production industry? 2. Materials and methods

This case, Husmuttern, has been studied in a grounded theory inspired approach where the concept is studied, described and then a search for fitting theory has taken place [13]. The authors are however experienced with the sustainable business models and PSS field. Due to limited previous research, the questions are best studied with an explorative and qualitative approach, [14]. The research consists of a case study with an integrated literature review [15]. The case concepts were studied and compared against literature definitions and examples (Fig. 1)

Fig. 1. research methodology

In the discussion, possible developments of the case concept to fit better into the PSS concepts are discussed, as well as the provider and buyer value in different alternatives.

2.1. The Husmuttern case

Husmuttern is a private initiative trying to make a business case around two social challenges in Sweden (and elsewhere), namely the need of cheap temporary houses (e.g. for kindergartens/schools and temporary residential need), and the need for employment, especially for low educated immigrants. The concept is to assemble modular buildings in standardized, highly digitalized, but low automated, flexible, micro factories. The modules are said to be designed for efficient handling and easy to mount and dismount the buildings.

The case company has used an open innovation concept together with Mälardalen University, where students have been working on design or redesign tasks for different part of the product, production and service design. One author participated in a business model brainstorming session with the owners and three concept presentations for suppliers and two departments at the university. The production concept details were further developed in nine student group projects, and in two bachelor theses supervised by the author the logistics and workstation design were optimized [16, 17]. Finally, an additional interview with the owner was conducted to clarify business model connections.

2.2. Literature search

There are several thorough literature reviews on PSSs. The literature search thus was limited to five recent Journal of Cleaner Production review articles in the PSS field [18-22]. These were used to find relevant literature regarding social sustainability in PSS and building/construction. In addition, to find more recent research, conference papers presented at CIRP IPSS 2016 and Euroma 2016 were also checked.

Most of the reviews used do not go into depth into social sustainability inclusion. Except for Bocken et al. [19] where a broader analysis includes value capture of societal benefits, only three papers discussing social sustainability and unemployment were found in the reviews [23-25].

Of the five reviews, only Bocken et al. [19] mention any industry specifics such as PSS involving buildings, two examples of energy-PSS are given. Therefore, resources from the Nordic council and United Nations Environmental Program [8, 26], an article found in Scopus and marketing materials from temporary building suppliers in Sweden [27, 28], were used for building industry PSS comparisons.

3. Product Service Systems

A PSS is a market proposition selling an integrated system of products and services which are jointly capable of fulfilling specific client demands [26]. Service integration is increasingly important to remain competitive, since services are more difficult to imitate compared to tangible products and traditional functionality [29].

(3)

There exist several definitions of PSS, but most authors conclude that an advantage of PSS business models is that they align customer and provider incentives [18,19, 21]. Early on, PSS has been defined as an offer consisting of tangible products and intangible services, jointly developed and brought to the market to fulfil a customer need. Mont [30], followed by other authors, also stipulates that a PSS should be designed to be “competitive, satisfy customer needs and have a lower environmental impact than traditional business models” ([30] p77). This is achieved through e.g. reduced overconsumption and increased utilization of the product. Traditionally, the provider is incentivized to provide as many products as possible regardless of customer utilization or needs, while customers usually want to keep costs low and only buy the necessary amount. In PSS, the business model is changed so that both provider and customer try to keep the amount of product to the lowest necessary (Fig. 2) [31].

Fig. 2. Incentive alignment (redrawn from [31]).

Tukker [22] argue that sustainability is not automatic in PSS, rather it needs to be designed into the system. Bocken et al. [19] also conclude that new social business model archetypes need further research. Few papers investigate social innovation in PSS. However, connecting social sustainability to the building industry and creating job opportunities, Dominski et al. [32] argue that the development of sustainable cities consists of a balance between natural resources, economic productivity and social infrastructure or wellbeing (cited in [33]). Here, jobs, education/learning and housing are specified elements of social wellbeing, which will be one of five major sustainability factors for PSS [23].

Morelli [24] discusses how PSSs can encompass co-creation between customer/user and producer and add value in form of learning, knowledge and innovation to all actors. The discussion focuses around product and service design and co-creation of value. The rationale behind co-co-creation varies, ranging from creating products that meet consumer needs and wishes to express criticism on power relations [34, 35]. In the literature researched, social sustainability value offerings are not commonly pointed out as part of PSSs. Some examples are found, e.g. in the project “Sustainable Everyday”, where co-creation was utilized to improve urban communities. Here, social networks and PSS were connected [35].

Gelbmann and Hammerln [25] performed an extensive review of business models with social enterprises and re-use, and compared to three cases where integration through labor market propositions were implemented. The social service, employment of socially disadvantaged people was mainly funded on the side of the regular sale items for reuse.

Cook et al. [7] conclude that the PSS market is less mature for building industry than for manufacturing, and integration with facility managers is mainly interesting with large customers. A typical PSS model, common for public customers, is Operate (DBO) or Design-Build-Finance-Operate (DBFO), where the provider rents out the building including operation costs to the customer who usually owns the land [8]. The model incentivizes builders to prolong the lifespan of buildings and reduce environmental impact and cost in the use-phase. For temporary buildings, the lifespan is optimized rather than maximized and reuse and material recycling is included [26]. The buildings are designed for recycling and low operating cost.

Another type of PSS is Factory-in-a-box, a concept that may be a competitive PSS solution for the manufacturing equipment industry, where assembly cells are designed into mobile production units installed in e.g. containers and transported to wherever needed. It is a manufacturing offer including installation, operation and reuse of the manufacturing facility, giving production capacity on demand [36].

4. Empirical results

4.1. The Husmuttern concept

The concept Husmuttern aims to provide modular houses that can be assembled as temporary (or permanent) houses with an added value, to provide employment. Their intended customers are mainly public organizations such as municipalities or municipality owned companies.

Husmuttern state their code of conduct in short as “-do good, -be good, -fair deals” [37]. They have not any formalized production system principles, but the development follows general lean principles and have a focus on social sustainability and material and logistic efficiency (environmental sustainability). The market niche is to provide cheap standard buildings. The abundance of robots is stated as a major value, since the concept aims to deliver employment for people who today are marginalized in the job market.

Most features of Husmuttern’ s module-building are similar to other module-house-builders. Cost and resource use is reduced by standardized building blocks, standardized manufacturing, and optimized logistics. The modules are standardized and designed to be easy to transport with a regular truck with a small crane and a small forklift [16]. The building material is ordered in amounts as needed for the amounts of modules to be assembled. Since all parts have standardized dimensions, most of them can be ordered ready for assembly in the assembly cell. The parts and the modules are designed with design for assembly and design for lean production in mind. To increase life of the temporary building the modules are possible to reuse. The ready building is guaranteed for disassemble and reassemble within fifteen years. A resell service is planned with

(4)

a portal where customers can sell used building modules, future customers will also have the option to include reused modules in their building, depending on availability.

Quality is assured by poka-yoke (a lean method for error proofing) and every sub-operation is digitally documented by photos to control any deviations from the standards. Thanks to the standardization and the visualization of instructions, the training time to work in the cell is kept short and supposed to be independent from skills in the Swedish language.

The manufacturing of the modules is done in mobile assembly cells in a manufacturing process designed to be easy to work in, in a lean production system [17]. The assembly cells require small space and can be rolled out at cheap available locations near the customer. In addition, the standardized process of assembly, and the digital instruction and quality control system used, gives the opportunity to use a work force with no former building/construction skills. Every operation is standardized and visualized in photos (with possibility for instructional movies). With multilingual support and visual instructions there is no need for high level language skills and the work can be combined with language training. The buyer, typically a local community who needs temporary buildings, takes the responsibility to supply the workforce, either as temporary employees at Husmuttern or they supply the project with workers’ time.

The business model is not fixed, and there exist several alternatives, but the intended concept is to rent out the production cells to the customer who will supply the operators and they will co-produce the buildings. Husmuttern will supply management and start-up of the production cells. The price will be one part fixed price per produced module and another part with weekly rate for using the production cells. The per module price covers the design and development of modules and supplier selection. The weekly rate covers salary, investment and development of the production process.

4.2. Comparison to regular business models for wooden and modular buildings

With an owner coming from the automotive industry, Husmuttern aims at providing social sustainability values by combining construction with lean manufacturing. As shown in table 1 below many of the cost driving features in construction are kept down by working in a modularized, standardized production setting, similar to other modular builders. In addition, the manufacturing process is designed to be rolled out locally wherever needed in a factory-in-a-box concept giving the municipality customers new local temporary jobs, the difference to regular construction is that normally construction workers are not locals, but rather skilled construction workers brought in. The manufacturing system is highly digitalized, but the assembly operations are manual. This gives the opportunity to educate people and also to improve the processes quickly. With low fixed costs in the system and continuous optimization of the manufacturing there are opportunities to provide buildings at low cost. By designing the module for reuse the total cost of ownership for users can be further lowered. Husmuttern does not rent out buildings in PSS typical design-build-operate. A main reason is that the core competence of

Husmuttern is lean manufacturing, not facility management although there are other companies in Sweden who produces and rent out modular buildings.

Table 1. Case comparison. Concept feature/factor Normal wood building [27] Regular modular building [28] Husmuttern Add feature by

customization increase decrease Decrease Standardization -

Reduce labor time

no yes Yes

Reduce worktime by digital instructions

No Not stated Yes Increase life by

reusable modules

No Possible Yes, with a 15 year warranty. Renting building

from manufacturer Possible Possible No (not at the moment) Take back / reuse of

modules

Usually not Possible A resell service is included Local production Yes, on site No Yes, near or at site Temporary on

demand production

Yes No Yes

Customer can assign workforce

Possible, craftsmen

No Yes, assembly workers Language skill need

for workforce Varies Depend on standards and instructions visualized system minimizes language need. Minimize use phase

energy need Depend on design Depend on design Only possible with redesign Material scrap, type:

where does it occur Design-, process- & quality loss: building site Design-, process- and quality losses production site Quality loss: production site. Design- & process- loss: supplier site Material recycling possibilities

Difficult Difficult Not investigated in this study (yet) Maintenance cost Differs Differs Not investigated

5. Analysis and discussion of the concept

5.1. PSS analysis

The concept designed by Husmuttern fits in most of the general definitions of PSS [18-22] where PSS is defined as a combination of products and services that fulfil a customer’s needs, usually while being more sustainable and or competitive than traditional business models. However, the responsibility in this case is shifted towards the buyer/user rather than to the provider. Instead of letting the provider take ownership of the use phase, the public buyer is taking some responsibility over the production of the modules. Many authors [18-22]) particularly point out that PSS models should reduce material and energy use by selling a function. This part is slightly weaker in this concept since the product ownership of the building is still transferred and so far, the energy use of the buildings is not addressed in the business model (the modules may still be designed for low energy use, but there is no incentive shift for this in the business model).

If the studied modular temporary housebuilding concept would follow classic PSS logic, then the responsibility of the provider should be prolonged into the use-phase in order to reduce resource need in a design-build-operate (DBO). When modules are rented, it will be a clear form of PSS, especially in the form of DBFO [8]. Typically, the responsibility over energy

(5)

use and/or maintenance are included and thus incentivize low maintenance and energy efficient buildings designs. Husmuttern claims to aim for efficient use-phase design, but there is no incentive shift for this in the concept. For temporary buildings, reuse / refurbishing is typically part of a PSS. In the case of modular houses, they are often rented out, taken back, renovated and rented out again, thus giving incentives for designing modules that are reusable, with reduced maintenance cost, and recyclable parts. In the studied concept, there is a re-sell system to partly accomplish this. In the studied case the 15-year warranty, the resell service and the possibility for future customers to buy used modules can be seen as a a light form of functional related service [19].

Unnecessary “luxury” added purely to increase sale-price is incentivized in a DBO to be reduced. With standardized modules, the possibilities to add such features is limited. In modular lean manufacturing adding features and/or variants increase production complexity and is costly and is thus a built-in limit. It is built-indeed a change built-in built-incentives connected to the process design. In the suggested model, another shift is made, the buyer is involved in the production phase and ideally the end-user may take part in production. Since the supplier is not making profit on work content, unnecessary work, i.e. some unnecessary features to the building may be reduced.

There are also elements of learning and knowledge transfer between provider-customer and user. Morelli [24] means a PSS could encompass co-creation between customer/user and producer adding value in form of learning, and innovation to all actors. Learning and innovation can be achieved by social welfare activities such as employment of marginalised people although the business model link in PSS may need further research [23, 25]. In a sense this is what Husmuttern is trying to pursue by providing employment as a municipality service. Also, seen as a provider of production equipment the Husmuttern case could be seen as a factory-in-a-box PSS. That concept does not include the design of the modular houses and the contractual negotiations with part suppliers.

5.2. Improvement and further development

The research on social sustainability in PSS appear to be rare, and thorough reviews including adjacent fields could be useful to clarify the importance of employment service PSSs. The field can gain from cross disciplinary research on social values in combination with environmental values involving LCA and LCC methods [38].

The case study needs further investigation on the result of the cost cutting drivers. For temporary buildings, the challenge is to produce at less than half the cost of regular buildings. In order to do this, a production cost investigation and prototype verification of the product and production concepts are planned for 2017. Extending the proposition to include after sales such as furnishings could prolong customer relation [7].

To increase the PSS’s innovative value and to further integrate social sustainability, the case could benefit from design practice by reframing the purpose of the complete offer [39]. The case could focus on design-driven innovation, with focus on innovating product meanings [41], which refers to

why consumers require a product or a PSS. Here, the company

may critically review the value they aim to deliver to the community, for example through employment and quality, and if current offerings are suitable to achieve this aim. Esslinger [42] argues that an intentional effort is required in the design phase to create strategies that contribute to environmental and social sustainability. This could enable improvements in the processes, buildings and services. Xing [43] presents a useful checklist of points for PSS design.

Design-driven innovation, although still in early stages is gaining attention in connection to service innovation [44]. Complementary, value-driven design could be a method that develops PSS further [45]. However, more research is needed to better understand how companies can innovate product meanings [46], especially in the context of PSS.

The providers and customers need to develop a win-win relationship [47]. Here, principles from co-creation could be applied, not just in the development of the buildings, but also to build collaborations between providers and customers. To do this it is beneficial to evaluate the tangible and intangible values that can be attained by the providers [48]. Action research, using value evaluation and value development tools, can develop the case study further. Evaluation of the societal value of employment and if this can be incorporated as a service in product service industry needs further academic discussion. 6. Conclusions

The aim was to discuss the inclusion of social values in PSSs. First, it is concluded that the studied case fits basic definitions of PSS. However, it is not a typical PSS, since the provider does not retain ownership of the buildings. Renting out modules and including the use phase are common in PSSs for modular buildings.

Second, the social sustainability, through employment, has proven difficult to assess. Research on social sustainability in PSSs appears to be rare, and thorough reviews including adjacent fields could be useful. However, the case does provide grounds for future research on the inclusion of social values in PSSs. Here, action research, co-creation and design are needed to further develop the services and enhance social sustainability in the case.

Acknowledgements

This study is part of the initiative for Excellence in Production Research (XPRES), a Swedish strategic initiative for Production Engineering research excellence.

References

[1] Grill M. Tillfälliga baracker – alltid en förlustaffär (Temporary barracks – always a loss business). Sveriges Television 11 June, 2013. downloaded 2016-12-31 at http://www.svt.se/nyheter/inrikes/tillfalliga-baracker-alltid-en-forlustaffar

[2] Boverket. PBL kunskapsbanken (Planning and building law knowledge bank). Swedens national board of housing, building and Planning 2014, Available in: http://www.boverket.se/sv/PBL-kunskapsbanken/lov--byggande/lov--anmalningsplikt/tidsbegransat-bygglov

[3] Bevelander, P. and Irastorza, N. CATCHING UP The Labor Market Integration of New Immigrants in Sweden. Migration Policy Institute and International Labour Organisation, Geneva April 2014 Available in:

(6)

http://www.migrationpolicy.org/sites/default/files/publications/DG%20E mployment-Sweden-FINALWEB.pdf

[4] Löfven S. Regeringen satsar på moderna beredskapsjobb i staten (The government is investing in modern emergency jobs in the state), presentation and memorandum, Government Offices of Sweden, 1 May

2016, downloaded 2016-12-30 at

http://www.regeringen.se/498a37/contentassets/f50e0b1454e14449946e2 3e4e44bb4b0/presentationsmaterial.pdf

[5] Gustafsson, A-K. Sweden: Debate on 'simple jobs' and lower entry-level wages. Eurofound 1 February 2016, downloaded 2016-12-30 at http://www.eurofound.europa.eu/observatories/eurwork/articles/working- conditions-labour-market/sweden-debate-on-simple-jobs-and-lower-entry-level-wages

[6] SKV A 2005:5. The Swedish Tax Agency general advice on rates of depreciation for buildings in business. 15 April 2005

[7] Cook, M., Gottberg, A., Angus, A., & Longhurst, P. Receptivity to the production of product service systems in the UK construction and manufacturing sectors: a comparative analysis. J. Clean. Prod. 2012; 32, p. 61-70.

[8] FORA Green Business Models in the Nordic Region – A key to promote sustainable growth. Paper commissioned by the Nordic Council of Ministers, FORA, Copenhagen, October 2010

[9] Soltero, C., and Boutier, P. The 7 kata, Toyota kata, TWI, and lean training, Boca raton, FL: Taylor & Francis group. 2012

[10] Mohammadi, Z., Shahbazi, S., Kurdve, M. Critical Factors in Designing of Lean and Green Equipment, Cambridge International Manufacturing Symposium (CIM conference), Cambridge University, UK. 2014. [11] Kurdve, M., Langbeck, B. Green Lean assembly system design –

comparison between a large and a small company, In: Proceedings of The 23rd EurOMA conference, Trondheim, Norway;17th-22nd of June 2016. [12] Kurdve, M., Hanarp, P., Chen, X., Qiu, X., Zhang, Y., Stahre, J., and

Laring, J. Use of environmental value stream mapping and environmental loss analysis in lean manufacturing work at Volvo. In: S. J-E., (ed.) SPS 11. Lund, Sweden; 2011, p. 391-397.

[13] Williamson, K. Research methods for students, academics and professionals: information management and systems. Wagga Wagga, N.S.W.: Centre for Information Studies, Charles Sturt University; 2002. [14] Edmondson, A.C., McManus, S.E. Methodological fit in management

field research. Academy of management review, 2007; 32: 4, 1246–1264. [15] Yin, R.K. Case study research: design and methods, 5th_{ed. SAGE, Los}

Angeles. 2014

[16] Abram S. Transportoptimering för Husmuttern AB (Transport optimisation for Husmuttern) Bachelor thesis, University of Mälardalen, Eskilstuna, Sweden 2016.

[17] Flores, F., Al-Weli, Y. Processkartläggning av väggmodul (Processmapping of building a wall module) Bachelor thesis, University of Mälardalen, Eskilstuna, Sweden 2017.

[18] Annarelli, A., Battistella, C., & Nonino, F. Product service system: A conceptual framework from a systematic review. J. Clean. Prod. 2016; 139, 1011-1032.

[19] Bocken, N. M. P., Short, S. W., Rana, P., & Evans, S. A literature and practice review to develop sustainable business model archetypes. J. Clean. Prod. 2014; 65, 42-56.

[20] Kjaer, L. L., Pagoropoulos, A., Schmidt, J. H., & McAloone, T. C. Challenges when evaluating Product/Service-Systems through Life Cycle Assessment. J. Clean. Prod. 2016; 120, 95-104.

[21] Plepys, A., Heiskanen, E., & Mont, O. European policy approaches to promote servicizing. J. Clean. Prod. 97, 2015; 117-123.

[22] Tukker, A. Product services for a resource-efficient and circular economy–a review. J. Clean. Prod. 2015; 97, 76-91.

[23] Barquet, A. P., Seidel, J., Seliger, G., & Kohl, H. Sustainability Factors for PSS Business Models. Procedia CIRP, 2016; 47, 436-441.

[24] Morelli, N., Service as value co-production: reframing the service design process. J. Manuf. Techn. Management, 2009; 20(5), 568-590. [25] Gelbmann, U., & Hammerl, B. Integrative re-use systems as innovative

business models for devising sustainable product–service-systems J. Clean. Prod. 2015; 97: 50-60.

[26] UNEP. Using Product Service Systems to Enhance Sustainable Public Procurement. United Nation Environment Programme Technical report May 2015. downloaded 2016-12-30 Available in: http://www.unep.org/10yfp/Portals/50150/10YFP%20SPP/3A_Technical %20report.pdf

[27] Fiskarhedenvillan, webpage downloaded 2016-12-30 from http://www.fiskarhedenvillan.se/bygga-hus/sa-bygger-vi-ditt-hus/ [28] Expandia, webpage downloaded 2016-12-30 from

https://www.expandia.se/hyravoss/

[29] Beltagui, A., Candi, M., & Riedel, J. C. K. H. Design in the Experience Economy: Using Emotional Design for Service Innovation. In: K. S. Swan & S. Zou (Eds.), Interdisciplinary Approaches to Product Design, Innovation, & Branding in International Marketing 2012; 23:111–135. [30] Mont, O. Product-Service Systems: Pancea or myth? Doctoral Diss.

2004:1. Lund, Sweden: IIIEE, Lund University, 2004

[31] Kurdve, M. Chemical management services: safeguarding environmental outcomes. In: Environmental Management Accounting for Cleaner Production Springer Netherlands 2008; p.209-229.

[32] Dominski, A., J. Clark, and J. Fox. Building the sustainable city. Santa Barbra; 1992.

[33] Bell, S., & Morse, S., Sustainability indicators: measuring the immeasurable? (2nd ed). London: Earthscan; 2008

[34] Chick, A., & Micklethwaite, P. Design for sustainable change how design and designers can drive the sustainability agenda. Lausanne: Ava Pub Sa; 2011.

[35] Fuad-Luke, A., Design activism: beautiful strangeness for a sustainable world. London: Earthscan; 2009

[36] Jackson, M., Wiktorsson, M., & Bellgran, M. Factory-in-a-box— Demonstrating the next generation manufacturing provider. Manufacturing Systems and Technologies for the New Frontier. London: Springer; 2008 p. 341-346.

[37] Husmuttern webpage downloaded at 2016-11-15 Available in: http://husmuttern.se/examensarbete

[38] Lindahl M., Sundin E. and Sakao T. Environmental and economic benefits of Integrated Product Service Offerings quantified with real business cases, J. Clean. Prod. 2014; 64: 288-296

[39] De Goey, H., Engström, D., Lennartsson, M. and Linderoth, H. Design thinking as facilitator for sustainable innovation: exploring opportunities at SMEs in the Swedish wood products industry. 20th Intl. Conf. on Sust. Innov. 2015,University for the Creative Arts, Epsom, UK, November 2015 [41] Öberg, Å., & Verganti, R. Meaning - An Unexplored Path of Innovation.

Intl. J. Innov. in Management, 2014; 2:2 77–92.

[42] Esslinger, H. Sustainable Design: Beyond the Innovation-Driven Business Model. J. of Product Innov. Management 2011; 28:3 401–404. [43] Xing, K., & Ness, D., Transition to Product-service Systems: Principles

and Business Model. Procedia CIRP 2016; 47: 525-530.

[44] Beltagui, A., Candi, M., & Riedel, J. C. K. H., Design in the Experience Economy: Using Emotional Design for Service Innovation. In K. S. Swan & S. Zou (Eds.). Interdisciplinary Approaches to Product Design, Innovation, & Branding in International Marketing Emerald Group Publishing Limited 2012; 23: 111–135.

[45] Bertoni, A., Bertoni, M., Panarotto, M., Johansson, C., & Larsson, T. C. Value-driven product service systems development: Methods and industrial applications. CIRP J. Manuf. Sci. & Techn. 2016; 15: 42-55. [46] De Goey, H., Hilletofth, P., & Eriksson, D. Enablers and barriers to

design-driven innovation: a case study at a Swedish wood furniture wholesaler. In: Proceedings of The 23rd EurOMA conference, Trondheim, Norway 17th-22nd of June 2016.

[47] Kurdve, M. Chemical Management Services from a Product Service System perspective: Experiences of fluid management services from Volvo Group metalworking plants. Lic. Diss.2010:1. Lund, Sweden: IIIEE, Lund University 2010; http://lup.lub.lu.se/record/1787526

[48] Matschewsky, J. What’s in it for the Provider?: A Lifecycle-Focused Approach towards Designing for Value in Product-Service Systems. Lic. Diss. Linköping University Electronic Press; 2016.