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SCANIA PRODUCTION SYSTEM
THE FOUNDATION OF SCANIA’S GLOBAL HEALTH PROMOTION WORK
Carina Albiin SvenskGlobal Medical Officer
Gunnar HedlundHead of Method DevelopmentOccupational Health
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2
The world of Scania
Production units
SwedenBrazilNetherlandsArgentinaFrancePolandRussia
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The world of Scania
Sales & Service units
Sales & Service units1,000 sales points1,500 workshops32 000 personsMore than 95% parts availabilityRound-the-clock assistance
Production unitsSwedenBrazilNetherlandsArgentinaFrance
Production units
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4
The road to 150,000 vehicles
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5SCANIA PRODUCTION SYSTEM
Priority1. Safety/Environment2. Quality3. Delivery4. Cost C
onsu
mpt
ion-
cont
rolle
d pr
oduc
tion
Normal situation – Standardised working method
Customer first Respect for the individual
Eliminationof waste
Continuous improvementR
ight
from
me
LEADERSHIP
Standardisation Takt Levelled flow Balancedflow
Visual Real time
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Heritage within manufactoring industry80% 20%
The thinking organization(White collar)Decides upon the working methodand controls the executingorganization
The executing organization(Blue collar)•Fastening screws•Push buttons•Move material from A to B
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SPS – Improvement group
The executing organization (Blue collar)Is responsible for the development within their working area
The thinking organization (White collar)•Trains the improvement group in SPS•Works with tasks assigned by the improvement group
80% 20%
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Improvement GroupThe most important brick within the organization
Product
Vice PC/SPS
Stoptime/Flow
WE/Ergonomics
Material
Maintainance
Quality
Method/flow
PC -Production-coordinator
• Decision forum• Process owner• Problem owner
Responsibility & Authority
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9Ständiga förbättringar
Prioritering
1. Säkerhet/Miljö2. Kvalitet3. Leverans4. EkonomiR
ätt f
rån
mig
Efte
rfrå
gest
yrd
outp
ut
Normalläge - Standardiserat arbetssätt
:Kunden först Respekt förindividen
Eliminering avslöseri
LEDARSKAP
PRINCIPLES A WAY OF THINKING….
METHODS A WAY OF DOING THINGS……
……WHICH LEADS TO THE RESULTSRESULTS
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Common methodsLocally developed
Regionally
developed Centrally developed
Customerneed
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12
GLOBAL MISSION FROM EXECUTIVE BOARD
Develop and implement common methods to promote the co-workers health and wellbeing within the whole Scania organisation
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1313
THE WIDE SCANIA HEALTH CONCEPT
Supplier
R & D Staff P & P
F & F S & S
Customer
2008 09 17Info Class Internal HE C Albiin Svensk, RHO - HR conference Koblenz
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LOGICAL MODEL HEALTH SCANIA
Health principleAll employees are responsible for health development Together we create the movement to green
VALUES
PRINCIPLESMethodsSystematic health & work environment work
METHODS
RESULTS
Measurement/resultsHealthy attendanceLong term healthyOccupational injuriesAccidents and deviationsPersonnel turnoverCo-worker questionnaire
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1515
2008 09 17Info Class Internal HE C Albiin Svensk, RHO - HR conference Koblenz
31,800
46,400
55,600
78,300
12,000 13,100 11,600 11,800
0
2.0
3.0
4.0
5.0
6.0
10.0
1990 1995 2000 2007
Vehicle volumePersonnel – Production, direct and indirect
1.0
7
11,000
100,000
2010
12,000
150,000
2015
15.0
9
12.5
3
4
5
Claims per vehicle
0
0,5
1
1,5
2
2,5
3
2000 2001 2002 2003 2004 2005 2006
Positive trend in Health Development at Scania Units in Sweden
88
89
90
91
92
93
94
95
96
1990 1993 1996 1999 2002 2005 2007
%
Productivity improvements
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The road to 150,000 vehicles
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Challenge - to maintain workability…
88%
90%
92%
94%
96%
98%
100%
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007