from johpomek ab fromscana steel booforge ab ”the production leap” – a national support...
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From Johpomek AB
FromScana Steel Booforge AB
”The Production Leap”– a national support program for
sustainable lean development in SME:s
Financers: Stakeholders:
Partners:
Programme objectives
Participating companies will increase their production expertise
develop efficient production
continue their improvement work
Stronger supply chains A national structure to
support and develop production excellence
Regional presence National coordination:
Swerea IVF contract part to the funders, programme director, co-ordinates the coaching activities
Chalmers co-ordinates the education at the different universities
Presence in eight regions: Regional leaders from eight universities
Cooperation with regional and local company networks, Industrial Development Centres and consultants
Three main areas
Inspiration and knowledge
Education
Coaching
Education
Lean production for practicians (7,5 ECTS)
8 coordinated universities active hosts
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2011
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Coaching – Key principles for change
Management involvement, “walk the talk”
Building change capacity (teach the teacher)
Learning by doing
Empowerment
Long-term thinking
Standardized methods
Continuous improvement within Produktionslyftet
Spring 200811. AB Mönsterås Metall12. Emballator Lagan Plast AB13. ExTe Fabriks AB14. Gnotec Mefa AB15. Indexator AB16. Knäreds Werkstads AB (KWA)17. Mekanotjänst i Järvsö AB18. Nimo-Verken AB19. Proxy Electronics AB20. Roplan AB21. Setrab AB22. Skaraverken AB
Coached companies 2007-
36. Bostik AB37. Carlsson & Möller AB38. Diab AB39. Emballator Ulricehamns Bleck AB40. Finnveden Gjutal AB41. Finnveden Metal Structures AB42. Gnotec JV AB43. Hannells Industrier AB44. Hiak AB45. Huddig AB46. Klässbols Linneväveri AB47. KWH Pipe Sverige AB
2009
48. Kvillsfors Fönster AB49. Lövånger Elektronik AB50. Maxidoor AB51. Mekanotjänst i Hudiksvall AB52. Nobel Biocare AB Produktion53. Nolato Cerbo AB54. Ostnor AB55. Press & Plåtindustri AB56. Scana Steel Söderfors AB57. Smekab AB58. Tranås Rostfria AB59. Westbaltic Components AB
Pilot companies 20071. AB Furhoffs Rostfria2. Autotube AB3. Danielson Sverige AB4. HT Svarv AB5. Hörberg Petersson Tronic AB (HP Tronic)6. Johpomek AB7. Kockums Maskin AB8. PlymoVent AB9. Rapid Granulator AB10. Scana Steel Booforge AB
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2010-201161. AB Momento62. AB Strängbetong63. Alimak Hek AB64. Betongmästarna Sverige AB65. Camfil Farr Power Systems AB66. Cryo AB67. Edita Västra Aros AB68. Faiveley Transport Nordic AB69. Falkenberg Graphic Media AB70. Fricweld AB71. Husqvarna Manufacturing Sweden AB
72. Kraftelektronik AB73. LK Armatur AB74. Mastec Components75. Nolato Polymer AB76. Norautron AB77. Norma Precision AB78. Scana Steel Björneborg AB79. Tebex Cable Assemblies AB80. Villeroy & Boch Gustavsberg AB81. Westcoast Windows AB82. Jensen Devices AB83. Zetterbergs Industri AB 84. UBAB Ulricehamns Betong AB
Autumn 200823. AB Motala Verkstad24. AQ Lasertool AB25. Dormer Tools AB26. Eco Log Sweden AB27. Elos Medical AB28. ESBE AB29. Eskilstuna Elektronikpartner AB (Eepab)30. Westbaltic Components Töckfors AB31. Luxo Sverige AB32. PartAB33. New Store Europé AB34. Voith Turbo Safeset AB35. WR Controls AB (WRC)
85. Element Six AB86. Duroc Special Steel AB87. Permobil Produktion AB88. Nord-Lock AB89. Konstruktions-Bakelit AB90. DynaWind AB91. Modul-System AB92. Nya Arvika Gjuteri AB93. Waco Jonsereds AB94. Kitron AB 95. Gäddede Elektronik AB96. Rudhäll Industri AB
97. Swegon AB98. Fiskeby Board AB99. Mekanotjänst i Ö-vik AB100.Mora of Sweden AB101.Strålfors Tandsbyn AB102.Arkitektkopia AB103.Öhlins Racing AB 104.ÅMV Production AB105.Jonsson & Paulsson Industri AB106.Bengt Perssons Bokbinderi AB107.Fromells VIP-teknik AB108.Micropower Invest AB
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Deployment & understandingPilot flow (or pilot group)
Propulsion & learningSteering group
Takt kept with puls meetings
12 18 monthsStart
Prepare
Pilot-use
Deployment
Continous improvements
Work-shop
Coaching methodology – ”The wave”
Different methods• Improvements groups• Value stream mapping• 5S• Standardized work• SMED, e.g.
• Visualization• Flow orientation• Quality• Measurement• etc
Consensus &propulsion• Challenges & ambitions• Guiding principles• Action plan• Methods• KPIs & goals Levelling
Line organisation
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Organization for change
GM
ManagementTeam
Supportfunctions
Dept. Dept. Dept. Dept.
Group Group
Group
Group
Group
Group Group
Group
Group
Steering group
Unionrep.
Work group
Job requestor• Drives the work• Owner of action plan• Strong connection to
management• Well rooted in the
organization
Implementor• Operate task oriented
together • Has authority and respect • Keeps direction and speed • Takes direct action• Gives clear missions• Communicates frequently
with management• Takes autonomous
decisions• Solves problems• Communicates a lot
Pilot flowTest pilots• Examples of the most
important challenges• Want to learn & experiment• Good chance of success• Possible to measure effects• Potential of becoming
ambassadors
Start: Establish consensus and propulsion
Leanintroduction
Management of change
Goals& strategyFlow
mapping
Plan for action
Lean & PL’s work methods
Lean, learning& change
Targets in relation to LeanChallenges and
needs in the flow
Ready forimplementation
Action plan1. 2. 3. 4. 5. 6.
3 7 91 5Week:
Hom
ew
ork
Wor
ksho
pTa
rget
s
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Completion
Establish takt with pulse meetings & pulse board
Establish pilot flow
Describe challenges and ambitions
Guidingprinciples
ConsensusRoad map
Action planKPIs & goals
Deployment & understandingPilot flow (or pilot group)
Propulsion & learningSteering group
Takt kept with puls meetings
12 18 monthsStart
Prepare
Pilot-use
Deployment
Continous improvements
Work-shop
Different methods• Improvements groups• Value stream mapping• 5S• Standardized work• SMED, e.g.
• Visualization• Flow orientation• Quality• Measurement• etc
Consensus &propulsion• Challenges & ambitions• Guiding principles• Action plan• Methods• KPIs & goals Levelling
Line organisation
6
Coaching methodology – ”The wave”
Pilot flow (or group)
Steering group Work group
Some can
Own ability to implement
Many can
Autonomous in the whole company
Continuous improvement
New operation methods: Establish change in the whole company
No one can
Con
tinue
d w
ork
12
WS1-4 hrs
WS4-8 hrs
Coach Coach
Continuous follow-up and support
Different methods• Improvements groups• Value stream mapping• 5S• Standardized work• SMED, e.g.
• Visualization• Flow orientation• Quality• Measurement• etc
One year later in 26 companies
0% 20% 40% 60% 80% 100%
Produktivitet
Kvalitet
Leveranssäkerhet
Genomloppstid
Lageromsättning
Arbetssituation
Av företagen bedömda effekter vid uppföljningsbesökAndel som av de som svarat som uppger stor resp viss effekt i resp kateogori
Mycket positiv effektPositv effekt
26 besökta företag
20
Antal företagsom svarat
↓
18
18
17
17
16
0% 10% 20% 30% 40% 50%
Högre produktion per arbetstimme
Minskning kvalitetsproblem
Färre sena leveranser
Minskad ledtid
Ökad lageromsättningstakt
Av företagen skattade effekter vid uppföljningsbesökMedelvärde av skattad effekt av Produktionslyftet i resp kateogori
26 besökta företag
12
Antal företagsom skattat
↓
8
9
12
8
Answers on a direct questionVery positiv effectPositive effect
Productivity
Quality
Safe deliveries
Throughput time
Inventory turnover
Work situation
No. of answeringcompanies
No. of answeringcompanies
Appreciated effects:Mean value of PL’s influence in categories
Increased production per worked hour
Decreased quality problems
Fewer late deliveries
Decreased throughput time
Increased inventory turnover
www.produktionslyftet.se
Financers: Stakeholders:
Partners: