Welcome to
Digital Tvilling
By enabling collective intelligence, we solve actual problems for real. We contribute to a sustainable world by helping our customers make better decisions.
The general problem
In todays society there is a higher demand on the cooperation from specialists than previously seen. In the 19th century, the carpenter would go out, chop down a tree and make a chair. Today we are dependent on global production chains and contract manufacturing that require collaboration between raw material producers, transporters, subcontractors and assemblers as well as distributors and sales channels.
This entails that value creation from one condition (A) to another condition (B) is dependent on decision-making and influence from many different specialists. Since specialization has been the prevailing organizational trend in recent decades, this means that value creation requires the cooperation of many organizations.
Specialization is a way of looking at the world through the eyes of a specialist and see what is happening. This drives different mental models about cause and effect, right or wrong. When no specialist has responsibility for or even an overview of the entire value creation from A to B, it becomes difficult to confirm that what I am doing is right for the whole. The problem is that decisions are made based on each specialist's own view of value and the actual necessity for value creation gets stuck in organizational gaps.
Consequences of organizational gaps:
Low level of collective decision-making. This means that decisions are made on different grounds and thus counteract each other. This is usually called sub-optimization and results in inefficiency, handovers, reorganizations, conflicts and more.
Lack of overview of value creation and reality. Management with a focus on organization, specialization and role rather than value creation. Management, planning and follow-up have led to local interpretations of value and results trumping the whole.
Difficult to get the effect of development initiatives. A large focus on automating administrative processes in order to free up resources for the core business has led to a lack of resources as the focus is now on maintenance and development of existing solutions.
Specific problems (and solutions)
Given the general problem described above, we hereby give you some examples of specific challenges and the solutions we have to offer:
Warning of Approaching Trains:
Sweden has more than 3,500 unprotected level crossings between railways and different types of roads where several incidents and accidents occur every year. Rebuilding all of these with physical protective equipment is not possible.
Warning of Approaching Trains is a digital platform that can distribute warnings to different types of road users about the danger of approaching trains at unprotected level crossings. The solution has been developed by Digital Tvilling within one of the Swedish Transport Administration's innovation procurements.
Hugin & Munin:
LKAB has a complex and widespread value chain that stretches across many different boundaries - both organizational, structural and geographical. In order to create the logistics solutions of the future, LKAB, Creative Optimization and Digital Tvilling have created the project Hugin & Munin LKAB to implement an intelligent digital twin to improve planning and coordination throughout its value chain.
