As more shipbuilding companies move towards a digital shipyard, paperless production is enabled by the integrated information systems used to realize this digital transformation. Royal IHC is one shipbuilding company in transition implementing a new configuration of information technology systems. However, based on the developed configuration of these systems, effort is still needed to bridge the gap to paperless. Technological resistance or gaps are still presented and paperless solution must be explored. As well as addressing resistance from employees by changing to paperless. The objective of this research is to deliver a model to Royal IHC, whereby the effort to go paperless from technological and people perspective is determined by providing: (1) resistance from technological perspective; (2) solutions to realize paperless; and (3) resistance from employees to the paperless changes. To this end, a case study is conducted for a paperless pipe shop. The functions of paper are observed as replacement or elimination of paper might become a hindrance due to the physical nature of paper. A delta session is used to find the differences between current and paperless state, where fits and gaps are assessed according to the following elements: (1) paper; (2) process; (3) organization; and (4) people. Paperless alternatives, where the existing integrated information landscape is used as prerequisite and functions of paper are aggregated, are compared according to the relative impact and benefit. Final, a resistance force field analysis is used. Where resistance forces are caused by five sources of resistance including: (1) distorted perception; (2) failed creative response; (3) political deadlocks; (4) dulled motivation; and (5) action disconnect. Driving forces are prompt with six change management principles including: (1) diagnosis; (2) vision; (3) leadership; (4) communication of vision; (5) short-term results; and (6) institutionalize. In combination with methods: (1) education and communication; (2) participant and involvement; (3) facilitation and support; (4) negotiation and agreement; (5) manipulation and co-optation; (6) explicit and implicit coercion.