1. Achieving continuous
improvements – the Green
Cargo way
Marcin Tubylewicz
Head of Strategic Production Development, Green Cargo

2. Green Cargo overall strategy
Strategic focus
Growth
Profitability
Control
2002 2003 2004 2005 2006 2007 2008

3. Net result development
MSEK
400
200
0
1985 1990 1995 2000 2005 2010 2015
-200
-400
-600
-800
-1000
-1200

4. Net result development
MSEK
400
200
0
1985 1990 1995 2000 2005 2010 2015
-200
-400
-600
-800
-1000
-1200

5. Important findings from Green Cargo´s work with
SIQ
The following principles form the base for dedicated quality centric
leadership:
‒ Customer focus
‒ Fact based decision making
‒ Process based work flows
‒ Continuous improvement focus
(involving entire organization)
5

6. Inspiration…

7. Important insight
What characterizes best-
practice organizations is not
their ground-breaking concepts,
but their uncompromised
implementation of what is
already known.

8. Drivers for continuous improvement
1. Well established process for developing and implementing
improvement ideas
2. An unambiguous system to measure how diligently improvement
activities are being carried out
3. A set of quantitative key measurement variables to track performance
against best-practice benchmarks
8

9. Speed of improvement depends on ambition
level when setting targets
Level of
improvement
0 1 2 3 5 6 7 Years
9

10. Current top level targets
Dimension Measurement Status GBT
120901 150630
Safety Safety index 95,1 97,5
Håkan Sjöström
Quality On time performance, loaded and 92,6 % 96,5 %
Anders Lester empty wagons
Loco productivity Loco kilometers / loco 137 000 250 000
Patrik Saxvall km/lok
(120930)
Wagon efficiency Wagon cost / loaded wagon 1,82 sek 1,65 sek
Martin Modéer kilometers Classified…
Personnel efficiency Personnel cost / net ton kilometer 10,84 sek 9,99 sek
Patrik Johansson
Personnel health Absenteeism due to illness / FTE 3,8 % 3,0 %
Mikael Olrog

11. Breakdown of top level targets – example: Quality
On time performance, loaded and empty wagons
Planning group Start Operations group Start Rolling stock group Start
value value value
Train departure punctuality 81,7 % Departure check sign off on 87,8% Loco availability 81,9 %
Train arrival punctuality 82,8% time
Sign off on time:
1. Loco driver on time 79,6% Övre Norrland 78,5 %
Nedre Norrland 83,4 %
2. Departure and arrival 78,3% Öst 87,4 %
punctuality – wagonload 76,7 % Mitt 90,6 %
Väst 87,1 %
Syd 92,1 %
11

12. Business Control
Target setting Identification
of key levers
Creative
problem solving
Action plan 2
months ahead
C
BC 2
BC 6
BC-meeting C C
No 1
BC 3
BC 5
C
C
BC 4

13. Important elements of Green Cargo Business Control
 Challenging targets
 Commitment from entire
organization
 Identification of key levers
 Clear action plans
 Diligent follow-up (improvement
activities and impact)
 Meeting evaluations
 Result focused high level coaching

14. Business Control follow up
90%
80%
70%
60%
50% Performance
against targets
40% No of activities on
30% time
20%
10%
0%
BC x BC x+1 BC x+2 BC x+3

15. On time performance – R 12
96%
94%
92%
90%
Laster
Loaded
Tomma
Empty
Combined
Tillsammans
88%
86%
84%
År månad
Year - month

16. Departure check sign off
Per week w 43 (2011) – w 43 (2012)
96
94
94
93
92
92
91 91 91
90 90
90 89 89 89
89 89 89
88 88 88 88
88 88 88 88
87 87 87 87 87 87
87 87
86 86 86 86
86 86
85 85 85 85 85 85 85 85
85 85
84 84 84 84
84 83
83 83
82 82
82
80
78
76
43 44 45 46 47 48 49 50 51 52 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43