SAAB Personbilsproduktion i Trollhättan

En presentation över ämnet: "SAAB Personbilsproduktion i Trollhättan"— Presentationens avskrift:

1 SAAB Personbilsproduktion i Trollhättan
Gunnar Brunius, Produktionsdirektör Stort tack. Jag tar emot det här priset som representant för en hel organisation vars ansträngningar lett oss hit. Det har varit en resa som startade för mer än 20 år sedan då vi vände blickarna mot öster och försökte förstå ”det Japanska undret”.

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

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

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

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

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

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

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

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

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

11 Vad har införandet av Lean givit oss?
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.

12 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 !