”The Production Leap ” – a national support program for sustainable lean development in SME:s

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

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. 2008 Education 2007 • Lean production for practicians(7,5 ECTS) • 8 coordinated universities active hosts 45 38 12 46 2009 39 22 14 32 24 15 20 2011 2010 35 41 43 34 40 10 5 42 44 21 33 36 11 13 9 1 4 3 23 2 18 8 31 19 6 16 17 7 37

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. Autumn2008 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)  Pilot companies2007 Spring2008 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 11. AB Mönsterås Metall 12. Emballator Lagan Plast AB 13. ExTe Fabriks AB 14. GnotecMefa 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 32 4 64 2009 86 63 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 8 49 95 15 104 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 88 101 85 105 99 87 107 51 13 34 17 45 26 54 30 44 77 100 46 70 50 56 92 52 2010-2011 78 94 • 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 • Jensen Devices AB • Zetterbergs Industri AB • UBAB Ulricehamns Betong AB 62 67 79 106 103 10 29 76 20 90 83 • Element Six AB • Duroc Special Steel AB • Permobil Produktion AB • Nord-Lock AB • Konstruktions-Bakelit AB • DynaWind AB • Modul-System AB • Nya Arvika Gjuteri AB • Waco Jonsereds AB • Kitron AB • Gäddede Elektronik AB • Rudhäll Industri AB Swegon AB Fiskeby Board AB Mekanotjänst i Ö-vik AB Mora of Sweden AB Strålfors Tandsbyn AB Arkitektkopia AB Öhlins Racing AB ÅMV Production AB Jonsson & Paulsson Industri AB Bengt Perssons Bokbinderi AB Fromells VIP-teknik AB Micropower Invest AB 53 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 61 18 102 59 74 27 81 22 82 66 33 65 43 24 23 80 2 47 1 48 58 98 39 14 40 25 35 69 9 28 55 84 31 75 3 16 37 5 11 38 91 73 41 12 36 19 6 68 96 93 21 7 71 108 57 89 97 Coached companies 2007-

8. Coachingmethodology – ”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 • Guidingprinciples • Action plan • Methods • KPIs & goals Continousimprovements LevellingLine organisation Deployment Deployment & understandingPilot flow (or pilot group) Pilot-use Work-shop Propulsion & learningSteering group Prepare Takt kept with puls meetings 6 Start 12 18 months

9. Job requestor • Drives the work • Owner of action plan • Strong connection to management • Well rooted in the organization Organization for change GM Steering group ManagementTeam Supportfunctions Work group • 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 Dept. Dept. Dept. Dept. Group Group Group Group 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 Group Group Group Group Unionrep. Group

10. Start: Establish consensus and propulsion Establish takt with pulse meetings & pulse board Action plan KPIs & goals Establish pilot flow Describe challenges and ambitions Guidingprinciples Homework Plan for action Completion Goals& strategy Flow mapping Management of change Ready forimplementation Lean introduction Workshop ConsensusRoad map Targets in relation to Lean Challenges and needs in the flow Lean, learning& change Action plan Lean & PL’s work methods Targets Week: 1 3 7 9 5 11 10

11. 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 • Guidingprinciples • Action plan • Methods • KPIs & goals Continousimprovements LevellingLine organisation Deployment Deployment & understandingPilot flow (or pilot group) Pilot-use Work-shop Propulsion & learningSteering group Prepare Takt kept with puls meetings 6 Start 12 18 months

12. New operation methods: Establish change in the whole company Continuous improvement Autonomous in the whole company Continued work • Different methods • Improvements groups • Value stream mapping • 5S • Standardized work • SMED • , e.g. • Visualization • Flow orientation • Quality • Measurement • etc Many can Pilot flow (or group) Own ability to implement WS4-8 hrs Coach Coach Some can Continuous follow-up and support Steering group Work group WS1-4 hrs No one can 12

13. No. of answeringcompanies Answers on a direct question One year later in 26 companies Very positiv effect Positive effect Productivity Quality Safe deliveries Throughput time Inventory turnover Work situation Appreciated effects: Mean value of PL’s influence in categories No. of answeringcompanies Increased production per worked hour Decreased quality problems Fewer late deliveries Decreased throughput time Increased inventory turnover

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