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1 Plant Trollhättan SAAB Personbilsproduktion i Trollhättan Gunnar Brunius, Produktionsdirektör.

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En presentation över ämnet: "1 Plant Trollhättan SAAB Personbilsproduktion i Trollhättan Gunnar Brunius, Produktionsdirektör."— Presentationens avskrift:

1 1 Plant Trollhättan SAAB Personbilsproduktion i Trollhättan Gunnar Brunius, Produktionsdirektör

2 2 Plant Trollhättan SAAB’s produktionsorganisation omfattar Logistik & materialhantering Tillverkning & Kontroll Distribution av färdiga bilar

3 3 Plant Trollhättan Source: MICHIGAN STATE UNIVERSITY STS Lean as People Centered Mass (knowledge driven) Lean as Technology Centered (lean as mean) High Performance Traditional Quality, Commitment, Participatory, Relational Transactional, Compliance, Cost, Administrative, Low commitment Mass Lean HR Systems

4 4 Plant Trollhättan Source: MICHIGAN STATE UNIVERSITY STS Lean as People Centered Mass (knowledge driven) Lean as Technology Centered (lean as mean) High Performance Traditional Quality, Commitment, Participatory, Relational Transactional, Compliance, Cost, Administrative, Low commitment Mass Lean HR Systems 70-tal -Sociotekniken breder ut sig i Svensk industri. -Införande av line-out system -Självstyrande grupper.

5 5 Plant Trollhättan Source: MICHIGAN STATE UNIVERSITY STS Lean as People Centered Mass (knowledge driven) Lean as Technology Centered (lean as mean) High Performance Traditional Quality, Commitment, Participatory, Relational Transactional, Compliance, Cost, Administrative, Low commitment Mass Lean HR Systems 80-talets mitt -Blickarna vändes öster ut. -Japansk kultur är förmodligen svaret på framgångarna. -Lean

6 6 Plant Trollhättan Source: MICHIGAN STATE UNIVERSITY STS Lean as People Centered Mass (knowledge driven) Lean as Technology Centered (lean as mean) High Performance Traditional Quality, Commitment, Participatory, Relational Transactional, Compliance, Cost, Administrative, Low commitment Mass Lean HR Systems 86- 87 QLE- konceptet ser dagens ljus. -På väg mot ett ”thecnology centered” Lean.

7 7 Plant Trollhättan Source: MICHIGAN STATE UNIVERSITY STS Lean as People Centered Mass (knowledge driven) Lean as Technology Centered (lean as mean) High Performance Traditional Quality, Commitment, Participatory, Relational Transactional, Compliance, Cost, Administrative, Low commitment Mass Lean HR Systems 1989 Genom GM’s köp av SAAB (50%) får vi tillgång till CPS, CAMI’s produktions system (Canadian Automotive Manufacturing Inc.). -CPS kopierades och vi döpte vår version till QLE/H.

8 8 Plant Trollhättan Source: MICHIGAN STATE UNIVERSITY STS Lean as People Centered Mass (knowledge driven) Lean as Technology Centered (lean as mean) High Performance Traditional Quality, Commitment, Participatory, Relational Transactional, Compliance, Cost, Administrative, Low commitment Mass Lean HR Systems 1990 talets början. QLE/H implementerades. -Standardiserade tavlor. -Lagorganisation. -Standardoperationsblad producerade av tekniker

9 9 Plant Trollhättan Source: MICHIGAN STATE UNIVERSITY STS Lean as People Centered Mass (knowledge driven) Lean as Technology Centered (lean as mean) High Performance Traditional Quality, Commitment, Participatory, Relational Transactional, Compliance, Cost, Administrative, Low commitment Mass Lean HR Systems 1999 -Vi tog hjälp av Japanska konsulter. -Stort fokus på förståelse av LEAN. -Vi studerade våra egna brister.

10 10 Plant Trollhättan Source: MICHIGAN STATE UNIVERSITY STS Lean as People Centered Mass (knowledge driven) Lean as Technology Centered (lean as mean) High Performance Traditional Quality, Commitment, Participatory, Relational Transactional, Compliance, Cost, Administrative, Low commitment Mass Lean HR Systems Mitten av 2000-talet -Förbättringsarbetet drevs nu till stor del av lagen. -Lagledaren var motorn i organisationen. -En organisation där alla förstår sitt ansvar och bidrag till resultaten utkristalliserades allt mer.

11 11 Plant Trollhättan -Tydliga ansvar -Engagemang & ansvarstagande för resultat - Stark kvalitetskultur ”stoppa alla fel direkt” -Förutsägbara resultat ”rätt bil på rätt tidpunkt” -Utjämnad effektiv produktion. -Tydlig visuell produktionsprocess byggd på standardiserat arbete -Stark självförbättrande organisation med lärande ledare. Vad har införandet av Lean givit oss?

12 12 Plant Trollhättan I morgon kommer ni ges en möjlighet att få en bättre inblick i den förändring vi gått igenom. Ingrid Elison, Michael Gustavsson och Linda Emanuelsson kommer att berätta om den förändring vi genomgått. Tack !


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