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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:

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Presentation on theme: "From Johpomek AB FromScana Steel Booforge AB ”The Production Leap” – a national support program for sustainable lean development in SME:s Financers: Stakeholders:"— Presentation transcript:

1 From Johpomek AB FromScana Steel Booforge AB ”The Production Leap” – a national support program for sustainable lean development in SME:s Financers: Stakeholders: Partners:

2 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

3 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

4 Three main areas  Inspiration and knowledge  Education  Coaching

5 Education  Lean production for practicians (7,5 ECTS)  8 coordinated universities active hosts 4 3 8 2 7 6 5 13 15 16 9 11 10 12 17 18 1 14 20 19 22 23 24 21 3633 32 31 35 34 2007 2008 2009 2010 2011 37 38 39 40 41 42 43 46 44 45

6 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

7 Spring 2008 11. AB Mönsterås Metall 12. Emballator Lagan Plast AB 13. ExTe Fabriks AB 14. Gnotec Mefa AB 15. Indexator AB 16. Knäreds Werkstads AB (KWA) 17. Mekanotjänst i Järvsö AB 18. Nimo-Verken AB 19. Proxy Electronics AB 20. Roplan AB 21. Setrab AB 22. Skaraverken AB Coached companies 2007- 36. Bostik AB 37. Carlsson & Möller AB 38. Diab AB 39. Emballator Ulricehamns Bleck AB 40. Finnveden Gjutal AB 41. Finnveden Metal Structures AB 42. Gnotec JV AB 43. Hannells Industrier AB 44. Hiak AB 45. Huddig AB 46. Klässbols Linneväveri AB 47. KWH Pipe Sverige AB 2009 48. Kvillsfors Fönster AB 49. Lövånger Elektronik AB 50. Maxidoor AB 51. Mekanotjänst i Hudiksvall AB 52. Nobel Biocare AB Produktion 53. Nolato Cerbo AB 54. Ostnor AB 55. Press & Plåtindustri AB 56. Scana Steel Söderfors AB 57. Smekab AB 58. Tranås Rostfria AB 59. Westbaltic Components AB Pilot companies 2007 1. AB Furhoffs Rostfria 2. Autotube AB 3. Danielson Sverige AB 4. HT Svarv AB 5. Hörberg Petersson Tronic AB (HP Tronic) 6. Johpomek AB 7. Kockums Maskin AB 8. PlymoVent AB 9. Rapid Granulator AB 10. Scana Steel Booforge AB 61 4 3 8 2 7 9 6 5 10 13 15 22 16 17 11 18 19 20 21 12 24 26 29 28 30 31 23 32 27 34 3525 1 33 14 59 36 37 38 39 40 41 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 81 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 2010-2011 61. AB Momento 62. AB Strängbetong 63. Alimak Hek AB 64. Betongmästarna Sverige AB 65. Camfil Farr Power Systems AB 66. Cryo AB 67. Edita Västra Aros AB 68. Faiveley Transport Nordic AB 69. Falkenberg Graphic Media AB 70. Fricweld AB 71. Husqvarna Manufacturing Sweden AB 72. Kraftelektronik AB 73. LK Armatur AB 74. Mastec Components 75. Nolato Polymer AB 76. Norautron AB 77. Norma Precision AB 78. Scana Steel Björneborg AB 79. Tebex Cable Assemblies AB 80. Villeroy & Boch Gustavsberg AB 81. Westcoast Windows AB 82. Jensen Devices AB 83. Zetterbergs Industri AB 84. UBAB Ulricehamns Betong AB Autumn 2008 23. AB Motala Verkstad 24. AQ Lasertool AB 25. Dormer Tools AB 26. Eco Log Sweden AB 27. Elos Medical AB 28. ESBE AB 29. Eskilstuna Elektronikpartner AB (Eepab) 30. Westbaltic Components Töckfors AB 31. Luxo Sverige AB 32. PartAB 33. New Store Europé AB 34. Voith Turbo Safeset AB 35. WR Controls AB (WRC) 85.Element Six AB 86. Duroc Special Steel AB 87. Permobil Produktion AB 88. Nord-Lock AB 89. Konstruktions-Bakelit AB 90. DynaWind AB 91. Modul-System AB 92. Nya Arvika Gjuteri AB 93. Waco Jonsereds AB 94. Kitron AB 95. Gäddede Elektronik AB 96. Rudhäll Industri AB 97.Swegon AB 98.Fiskeby Board AB 99.Mekanotjänst i Ö-vik AB 100.Mora of Sweden AB 101.Strålfors Tandsbyn AB 102.Arkitektkopia AB 103.Öhlins Racing AB 104.ÅMV Production AB 105.Jonsson & Paulsson Industri AB 106.Bengt Perssons Bokbinderi AB 107.Fromells VIP-teknik AB 108.Micropower Invest AB 87 86 85 84 83 82 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 105 106 107 108

8 Deployment & understanding Pilot flow (or pilot group) Propulsion & learning Steering group Takt kept with puls meetings 1218 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 Consensus & propulsion •Challenges & ambitions •Guiding principles •Action plan •Methods •KPIs & goals Levelling Line organisation 6

9 Organization for change GM Management Team Support functions Dept. Group Steering group Union rep. Work group Job requestor •Drives the work •Owner of action plan •Strong connection to management •Well rooted in the organization 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 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 flow Test pilots •Examples of the most important challenges •Want to learn & experiment •Good chance of success •Possible to measure effects •Potential of becoming ambassadors Test pilots •Examples of the most important challenges •Want to learn & experiment •Good chance of success •Possible to measure effects •Potential of becoming ambassadors

10 Start: Establish consensus and propulsion Lean introduction Lean introduction Management of change Goals & strategy Flow mapping Plan for action Lean & PL’s work methods Lean, learning & change Targets in relation to Lean Challenges and needs in the flow Ready for implementation 3791 5 Week: Homework Workshop Targets 10 11 Completion Establish takt with pulse meetings & pulse board Establish pilot flow Describe challenges and ambitions Guiding principles Consensus Road map Action plan KPIs & goals Action plan KPIs & goals

11 Deployment & understanding Pilot flow (or pilot group) Propulsion & learning Steering group Takt kept with puls meetings 1218 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 Consensus & propulsion •Challenges & ambitions •Guiding principles •Action plan •Methods •KPIs & goals Levelling Line organisation 6 Coaching methodology – ”The wave”

12 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 Continued work 12 WS 1-4 hrs WS 4-8 hrs 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

13 One year later in 26 companies Answers on a direct question Very positiv effect Positive effect Productivity Quality Safe deliveries Throughput time Inventory turnover Work situation No. of answering companies 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

14 www.produktionslyftet.se Financers: Stakeholders: Partners:


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