Introduction of Lean in Sweden 2013-09-24 Anders Hellström
Mälardalen University Responsibel for Produktionslyftet In East Middle Sweden: Regions of Uppsala, Södermanland, Östergötland, Örebro and Västmanland 2
Produktionslyftet Offers businesses with 30-250 employees support for change with Lean as a starting point. The vision is to help companies to move towards efficient production and a strong and sustainable change capability. Companies should thereafter have the strength to proceed themselves with their on-going successful Lean improvement. 3
Changes and the first step John Rosén The Chamber of Commerce and Industry of Southern Sweden Change as such is worth evaluation, it is a phenomenon interesting to think about. Some changes come so quickly and are so obvious that we cannot avoid them. Example of that can be new routines, new machines, a new employee, etc.. The time perspective for a change affect how we choose to act and how we prioritize different possible actions. 4
A common mistake is to underestimate the effects of slow-moving changes that occur over a relatively long time horizon. The movements can be so small that we will not see signs of change until they are actually impacting our situation. And then it can be difficult to recapitulate what really happened. An example of this would be the underlying factors to a recession such as in 2008/2009. The last book about these factors is certainly not yet written. Another example is China's exceptional growth and increasing competitiveness. (continuous improvment positive effects!) 5
Improvment Total effect Time 6
Produktionslyftet:s effort stems from the implementation of numerous, sometimes very small, changes in procedures and practices. All in order to create a better readiness to meet new changes in the company environment and increase the scope and level of its own value stream, of its own creation process. Experience tends to provide insight that it is rarely the major changes in the long run that are crucial, but what matters is often our ability to establish a normal state of small continuous improvements. 7
Case: Lean at HIAK 2009-2013 HIAK about themselves: HIAK AB is a company with more than 50 years experience of noise suppression. We are a certified company in accordance with ISO 9001:2008 and ISO 14001:2004. Around 40 employees within production department Hedemora Our watchwords are quality, expertise and reliability. We provide a sound guarantee for our deliveries. 8
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Special sandwich model and unique sound absorbents An engine testing structure, or Hush House, a small hangar into which an entire aircraft can be moved in order to test its engines at full power. The entire building is sound-insulated using HIAK's noise-suppressing walls constructed based on our special Sandwich model, in which various layers for sound reduction and absorption are inter-layered. HIAK's unique sound absorbents are used in the exhaust flue and air intake. 10
Case: Lean at HIAK 2009 - Production manager Mats Ljustell, to the left, Lean-co-ordinator Lars Olsson, to the right. HIAK supplies soundproofing products to most application areas from solutions of simpler noise problems to deliveries with more complicated problem definitions. We hold ISO 9001:2008 certification and ISO 14001:2004 certification. Our bywords are Quality, Expertise and Reliability. We provide sound guarantees with all of our deliveries. School of Innovation, Design and Engineering, Anders Hellström p. 11
Case: Lean at HIAK 2009 - Business concept HIAK s business concept is to be leading in industrial acoustics. With advanced expertise, HIAK shall offer customers deliveries of the highest quality and reliability in regards to delivery times and functions." Sound proof control room delivered by HIAK School of Innovation, Design and Engineering, Anders Hellström p. 12
Case: Lean at HIAK 2009 - Large silencer in workshop Products history Since the first delivery of a mobile silencer to the Swedish Air Force in 1954, our product areas have expanded as market demands have increased in other application areas. Products are now e.g. silencers, control rooms and offices for demanding environment, and our line of soundproof wood and steel doors. Most products are produced entirely upon customers specifications. School of Innovation, Design and Engineering, Anders Hellström p. 13
Case: Lean at HIAK 2009 - During the last years HIAK has strengthened its market position for deliveries of acoustic products within all areas. In HIAK:s work within Produktionslyftet has the particular focus been on standardized work and continuous improvement - today is the whole company divided into 16 improvement groups. HIAK currently has about 70 employees, divided evenly between office and workshop. Lean work is implemented in all departments, which has improved the cooperation and understanding. As often, it is impressive to see the breadth of production at companies within Produktionslyftet. HIAK example: they have delivered the sliding doors to one of the scenes in Copenhagen concert hall, beautifully covered with wood paneling. Who thought that of a "noise reduction company" from Swedish Hedemora? School of Innovation, Design and Engineering, Anders Hellström p. 14
Case: Lean at HIAK 2009 - Implementation of Lean, the example of HIAK within Produktionslyftet Already in 2007 HIAK were in contact with Produktionslyftet but they were not ready to take a decision to participate. They had tried different improvement production projects that far. But in 2009 company management was ready to go for the methodology of Produktionslyftet. They saw it as a way to find an overall clear structure - and they felt ready for it. The changeover to Lean was started in May 2009. Already from start they decided to involve the whole company, not just the workshop. Otherwise the management understood they would be confronted with the obvious question, "Doesn t all departments need to improve themselves?" School of Innovation, Design and Engineering, Anders Hellström p. 15
Case: Lean at HIAK 2009 - An Expanded steering committee, a Lean coordinating group, was established. It identified suitable Lean principles for HIAK and presented it to the entire company during two days in October 2009. The changeover to Lean turned out to focus on coordination, this was well supported by the cross functional mix within the Lean coordinating group. Which shows the benefits of that Lean work should include cross functional contacts. In 2010, in the new lean set-up, the operators often participate already at the design stage. The company's Lean-coordinators - Niklas Bergström within Design and Lars Olsson within Production reports directly to CEO Lars Tallkvist. School of Innovation, Design and Engineering, Anders Hellström p. 16
Case: Lean at HIAK 2009 - Lars Olsson: we have seen the most awesome improvements. It took a long planning, but we have implemented a lot of work very quickly. The Enhancement Groups are a bit of the key behind the company's Lean success. They began with a Lean Pilot in the Welding Station in HIAK production; 5Swork has left its clear traces. The operators had previously their own cabinets for their "own" tools. Today, all tools are visually 5S-organized at each station and ready for use. workshop, which really inspired the rest of the company. Today, all staff is involved within the 16 improvement teams, right through the company. School of Innovation, Design and Engineering, Anders Hellström p. 17
Case: Lean at HIAK 2009 - - In the beginning, staff from other stations went to borrow tools from the Lean Pilot area, where they knew that everything was in place, "says Lars. This gave a demand for Lean also at the other stations. Interesting is, that one of the operators that were one of the most opposing against 5S and standardization now is the one that leads the development of the workshop Lean methods. Both Mats and Lars has now seen many improvements, both in the climate of co-opertion and in a more competitive production, although the latter is difficult to trace exactly. They are in any case, surprised by the positive impact of Lean at HIAK. - There is a real go in the improvements groups, and they really show a new mind-set. Today we don t talk so much about our new basic Lean routines, instead the staff themselves want to talk about how they can improve further into Lean. School of Innovation, Design and Engineering, Anders Hellström p. 18
Case: Lean at HIAK 2009 - Only from January to July 2010 250 suggestions for improvements have been processed. Each of the improvement teams have meetings every Monday. Each Tuesday their main improvement tasks are taken on to a cross-functional over-all company improvement group. To maximize participation from each improvement group member, the function as group leader is changed within the group every six months. Every other Friday at 11:00 conducted short pulse meetings are performed, where known deviations within the company are presented. School of Innovation, Design and Engineering, Anders Hellström p. 19
Case: Lean at HIAK 2009 - - Lars and Niklas doing a tremendous job, it is they who are the engines of the whole, one Lean Coordinator from production and one from design, says manager Mats. An important result of their work is the spread of responsibility into the company. The hardest job was to get a consensus of the Lean coordinating group at the start, because they had relatively short time available. It is always difficult to change mindsets, each individual carrying their own log of history". - We went in with the attitude to accept good ideas, and the coaching from the coaches of Produktionslyftet has worked very well, "says Mats. Without Produktionslyftet we would not have gotten this far. School of Innovation, Design and Engineering, Anders Hellström p. 20
Case: Lean at HIAK 2009 - Today, says Mats and Lars, Lean thinking has settled in the organization. However, it is always difficult to highlight the key effects of Lean. They plan to cope with that by introducing continuous measuring of the throughput time. Meanwhile they focus on the improvement teams and continuous improvement, as they have realized that if they work right the result will follow. - When we're talking improvements we emphasize that we are not talking about individuals but about the way we perform our tasks, says Mats. It is not about the economic goals, but how we act as humans. The people are the key. School of Innovation, Design and Engineering, Anders Hellström p. 21
Case: Lean at HIAK 2009 - The managing director emphasizes staff involvement and that work is driven by the staff as critical components for business success. The role for the management is to take the necessary decisions, and to support work of the staff! End of HIAK case. Now some theory. Improvement teams are found all over the HIAK company, here Design Dept. School of Innovation, Design and Engineering, Anders Hellström p. 22
The three M:s Smoothed production by Heijunka: Flexibility to produce what customers want when they want it Reduced risk of unsold finished goods Balanced use of labor and equipment Steady demand upstream supply chain A really balanced lean flow 23
Avoiding waste of time 1.Reduce number of processes-parallel flowmodularisation ofproducts 2.Evened out and more stable station leadtimes Standardized product Standardized Work Standardized Material Sourcing, adapted to the workstation Smoothed production plan, levelled out workload Standardised Workstations, 5S Consumption Control, single piece flow 24
Avoiding waste of time 3.Reducing the negative effects of time spread Splitting a stream into short sections with buffers between sections or groups Buffers (visible, invisible, liquid) high system capacity in workgroups, free operator positions in the products Collective work with a flexible distribution of work between the operators, they can help each others (group design tasks and allocation of work / group work patterns). Indirect work (preparatory work, material handling, administrative work, etc.) Design the system for high work rate Immediate feedback, visible takt info 25
Work organisation, discuss how it can effect e.g. VSM results Rotation between balances (tempos), lines / flows, workshops etc. Rotation between different types of tasks Long Balances Couple at work Collective Work Avoiding preparatory work during the work cycle Preparation- Material handling- Administration- Control Standardized work (method, specification, time measurements (direct, indirect)), by whom, kaizen? Teamwork (direct and indirect labor), team leader, resources Incentives Technical solutions to organizational problems? 26
Examples from Japan Source: Produktionslyftet 27
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Performance in groups project work. Status and members participation. Time for meetings with group assistants. End of todays lecture. 29
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