12/6/07 ERIP – the Swedish Experience Comparison between different SME programme philosophies Dr. Birgitta Öjmertz, Swerea IVF, Programme Director Produktionslyftet.

12/6/07

ERIP – the Swedish ExperienceComparison between different SME programme philosophies

Dr. Birgitta Öjmertz, Swerea IVF, Programme Director ProduktionslyftetMr. Björn Westling, Swerea IVF

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About Swerea IVF

We offer advanced research and consulting services.

We put new technology and new methods into practice.

We care about the world’s limited resources.

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Swerea IVF Industrial product development, process and materials

development within textiles, polymers, ceramics and metals.

Swerea KIMAB Materials applications, materials and process development,

corrosion.

Swerea MEFOS Process metallurgy, heating, machining, environmental

engineering and energy efficiency for iron and base metal industry.

Swerea SICOMP Composite materials, process

and product development.

Swerea SWECAST Cast metals – product, materials, process

and environmental development.

Swerea IVF is part of theSwerea group

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SMEs and Exemplars

Exemplars• AB Furhoffs Rostfria, Skövde• Atlet AB, Mölnlycke

SME Testers• Westcoast Windows, Trollhättan• Kraft Powercon AB, Ale• Falk Graphic Media AB, Falkenberg

Methodology

”Standard ERIP” Methdology used– Inspired by NEPA/Barry Rogerson

• Pre-diagnostic, selection of pilot areas

• Diagnostic

• Improvement cycles/workshops

• Indicators chosen and tracked for each cycle

SME testers were also enrolled in ”Produktionslyftet” process

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Westcoast Windows – introduction

62 employees 10 M€ turnover Manufacturer of wooden/aluminium windows for all kind of

buildings

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Westcoast Windows – activities and results

Wood processing

Paintshop– Quality issues– Delivery performance– Flexibility

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Analyse problems, Pareto

Set up improvement teams

Teach problem solving techniques to teams

5S SMED VP Boards

Reduced NRFT Internal customer

identified Smaller batches Lead time shrinking Increased

commitment

Pilot areas/problems

Actions Results

Kraft Powercon – introduction

90 employees 23 M€ turnover Manufacturer of power supplies for industry – high current

sources

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Kraft Powercon– activities and results

Flex assembly line– Quality issues– Low productivity– General lack of

process control

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Design of new integrated assembly line

Visualisation of process

Change of personnel involved

Doubled productivity Multiplied capacity Better knowledge

about process

Pilot areas/problems

Actions Results

Note:The company was acquired by an Indian SME in

late 2010. At the same time there was a huge inflow of orders. This resulted in some setbacks

in the Lean transformation process, including management and staff changes. The work was

resumed in the spring of 2011 and is now progressing

Falk Graphic Media – introduction

51 employees 12 M€ turnover Printing and graphic production for Direct Mail Advertising

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Falk Graphic Media– activities and results

Roll printer– Long setup times due

to incomplete customer orders

– Unclear quality levels– Down-time

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Standardisation of customer orders

Recording and analysis of all changeovers/down-time

5S TPM Project started

Reduced setup times Reduced scrap levels Reduced down-time

Pilot areas/problems identified

Actions Results