Five year journey of continuous improvement

1. 2011 2012 2013 2014 2015 20162010
Performance results and their drivers
 Global KEMS rollout
 KPI Governance
 5S+Safety
 Safety Alerts
 Global Prototype Process
 Competency Mgt.
 Annual Strategic Planning
 Cross Site Working Groups
 Engineer Exchanges
 Machine Inventory
 Performance Measures  VPS / CI launch Strategy Tracking
 Behaviour Based Safety
 Lean Principles Training
71/67 82/78
2,1 0,1
79% 94%
0,4 2,4
599 425
71% 84%
 VGAS Working Groups
11 90
 Mgt Structure
 Team Building
 Vision and Roadmap
Lost Time Incident Rate
Improvement Savings (MSEK)
Chargeability
Improvements / HC
Machine Inventory
Test Delivery Precision
VGAS EEI/PEI
326 306Resources
No
Measures
or
Indicators 76 43Proto Build Lead Time (days)
17 2Proto Build Quality (assembly faults per machine)
Jeffrey Mercer
95% reduction
500% increase
29% reduction
19% improvement
43% reduction
88% reduction
16% improvement
18% increase
6% reduction
16 MSEK / year
 Site Gemba Reviews
 A3 Problem Solving
 Test Standards