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SAAB Personbilsproduktion i Trollhättan

SAAB Personbilsproduktion i Trollhättan. Gunnar Brunius, Produktionsdirektör. SAAB’s produktionsorganisation omfattar. Tillverkning & Kontroll. Distribution av färdiga bilar. Logistik & materialhantering. Lean. Mass. High Performance. Lean as People Centered. STS.

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SAAB Personbilsproduktion i Trollhättan

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  1. SAAB Personbilsproduktion i Trollhättan Gunnar Brunius, Produktionsdirektör

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

  3. Lean Mass 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) MICHIGAN STATE UNIVERSITY Source:

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

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

  6. Lean Mass 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 ”thecnologycentered” Lean. (lean as mean) MICHIGAN STATE UNIVERSITY Source:

  7. Lean Mass 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) MICHIGAN STATE UNIVERSITY Source:

  8. Lean Mass 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 MICHIGAN STATE UNIVERSITY Source:

  9. Lean Mass 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) MICHIGAN STATE UNIVERSITY Source:

  10. Lean Mass 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) MICHIGAN STATE UNIVERSITY Source:

  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 !

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