introduction of lean in sweden - mdhzoomin.idt.mdh.se/course/kpp202/ht2012/new2012 kpp202... ·...

Introduction of Lean in Sweden

Swedish national project –Swedish national project Produktionslyftet: “The Production

Initiative – Wings of production”

Mäl d l U i itMälardalen University Responsibel for ProduktionslyftetIn East Middle Sweden:Regions of Uppsala,

Södermanland, Östergötland, Örebro and Västmanland

p. 2School of Innovation, Design and Engineering,

Anders Hellström

P d kti l ft tProduktionslyftetOffers businesses with 30-250 employees support

for change with Lean as a starting point. Our vision is to help companies to move towards

efficient production and a strong and sustainable change capabilitychange capability.

Companies should thereafter have the strength to proceed themselves with their on goingproceed themselves with their on-going successful Lean improvement.


Anders Hellström

Produktionslyftet latest news:yChanges – and the first stepChange as such is worth evaluation it is aChange as such is worth evaluation, it is a

phenomenon interesting to think about.

Some changes come so quickly and are so g q yobvious that we cannot avoid them. Example of that can be new routines, new machines, a new employee etcJohn Rosén • The Chamber of

C d I d t f new employee, etc..

The time perspective for a change affect how we choose to act and how we prioritize different

Commerce and Industry of Southern Sweden

possible actions.


Anders Hellström

A common mistake is to underestimate the effects ofA 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 our recent recession. The last book about these factors is certainly not yet written Anotherfactors is certainly not yet written. Another example is China's exceptional growth and increasing competitiveness.increasing competitiveness.


Anders Hellström

Produktionslyftet:s effort stems from the implementation of numerous sometimes very small changes in proceduresnumerous, sometimes very small, changes in procedures and practices.

All in order to create a better readiness to meet new changes in gour environment and increase the scope and level of our own value stream, of our own creation process.

E i t d t id i i ht th t it i l th jExperience 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.


Anders Hellström

Case: Lean at HIAK 2009 -

• HIAK about themselves: • HIAK AB is a Swedish companyHIAK AB is a Swedish company

with more than 50 years of experience in soundproofing. These years of deliveries and installations have given us extensive experience as well asextensive experience as well as the opportunity to develop the company as market demands evolve.


Anders Hellström


• HIAK supplies soundproofing products to most application p ppareas – from solutions of simpler noise problems to deliveries with

li t d blmore complicated problem definitions.

• We hold ISO 9001:2008Production manager Mats Ljustell, to • We hold ISO 9001:2008 certification and

• ISO 14001:2004 certification.

g j ,the left, Lean-co-ordinator Lars Olsson, to the right.

O b d Q lit E tiOur bywords are Quality, Expertise and Reliability.

We provide sound guarantees with all


Anders Hellström

p gof our deliveries.


Business conceptHIAK’s business concept is to beHIAK s business concept is to be

leading in industrial acoustics. ”With advanced expertise, HIAK h ll ffHIAK shall offer customers deliveries of the highest quality and reliability inquality and reliability in regards to delivery times and functions."

Sound proof control room delivered by HIAK


Anders Hellström


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 oo s a d o ces o de a d genvironment, and our line of soundproof wood and steel doors. Most products are produced entirelyMost products are produced entirely upon customers specifications.

Large silencer in workshop


Anders Hellström


• 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 p o ed t e coope at o a d u de sta d g

• 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 Copenhagendelivered 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?


Anders Hellström


• 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 2009company 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 withOtherwise the management understood they would be confronted with the obvious question, "Doesn´t all departments need to improve themselves?"


Anders Hellström


• An Expanded steering committee, a Lean coordinating group, was established. It identified suitable Lean principles for HIAK and

t d it t th ti d i t d i O t b 2009presented 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

di ti Whi h h th b fit f th t L kcoordinating 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 Larsand Lars Olsson within Production reports directly to CEO Lars Tallkvist.


Anders Hellström

Case: Lean at HIAK 2009 -Lars Olsson: we have seen the mostLars Olsson: we have seen the most

awesome improvements. It took a long planning, but we have implemented a lot of work veryimplemented 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 y gworkshop, which really inspired the rest of the company. Today, all staff is involved within the 16

Welding Station in HIAK production; 5S-work has left its clear traces.

improvement teams, right through the company.

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


Anders Hellström

for use.


- 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 L Thi d d f L l t th th t tiLars. 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 d l t f th k h L th ddevelopment 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 aThere 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.they can improve further into Lean.


Anders Hellström


Only from January to July 2010 250 suggestions for improvements have been processed. Each of the improvement teams have meetings

M d E h T d th i i i t t k t kevery 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. o t s

Every other Friday at 11:00 conducted short “pulse meetings” are performed, where known deviations within the company are presentedpresented.


Anders Hellström


- 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 d i M t A i t t lt f th i k i thdesign, 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 s a ays d cu t to c a ge dsets, eac d dua ca y g t eown “log of history".

We ent in ith the attit de to accept good ideas and the coaching from- 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.


Anders Hellström


Today, says Mats and Lars, Lean thinking has settled in the organization. However, it is always difficult to highlight the key ff t f L Th l t ith th t b i t d i tieffects 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

li d th t if th k i ht th lt ill f llrealized that if they work right – the result will follow.

- When we're talking improvements we emphasize that we are not talking e e e ta g p o e e ts e e p as e t at e a e ot ta gabout 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.The people are the key.


Anders Hellström

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 necessaryis to take the necessary decisions, and to supportwork of the staff!

Improvement teams are found all over the HIAK company, here Design Dept.


Anders Hellström

g p

We wish HIAK good luck, and thanks for the visit!


Anders Hellström


Anders Hellström

introduction of lean in sweden - mdhzoomin.idt.mdh.se/course/kpp202/ht2012/new2012 kpp202... ·...

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