Car Customer Service. SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

Transcription

1 Car Customer Service SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

2 Lean SERVICE En upptäcktsresa Måns Falk Volvo Car Customer Service Customer Service Lean Knowledge Intensive Staff Innovative Team Production System (KISI-TPS) SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

3 SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

4 We sell Parts, Accessories and Service offers SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

5 A SCIENTIFIC APPROACH TO UNDERSTANDING CUSTOMERS Having analysed customers feedback we now know what matters: 3. PROBLEM 1. RELATIONSHIP SOLVING 3. PROBLEM 2. TIME SOLVING 3. PROBLEM SOLVING LOW EFFORT SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

6 The VCCS Revenue Agenda the six workstreams SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

7 Lean Growth Philosophy Resources Growth New Businesses New Businesses Re-invest Current Business Current Business Current Business Free up resources Today Transformation Tomorrow Time SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

8 Relation between production system and business/operations Production System: Common set of: Values, Principles Methods, Tools Applied in order to lead and develop the business Business/Operations: Activities, deliverables and problems in daily and strategic work on different levels SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

9 Values principles methods tools activities Values Principles Methods Tools Activities SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

10 Lean KISI-TPS is the strategy for how we reach excellence in execution Our standard on highest level for doing business SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

11 SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

12 Customer Service MT Visual Planning Board A worldwide aftersales strategic plan. SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

13 Lean KISI-TPS is the strategy for how we reach excellence in execution Our standard on highest level for doing business SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

14 Current condition - As is - 2d flow SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

15 Current Condition e-tracker issues totalt antal Onödiga ompack totalt antal Kaizen inte uppnådd i flödet/systemet Kaizen = a stable system that enables improving flow JIDOKA Stop to fix No true JIDOKA Poka Yoke Andon Flera indikatorervisar att vi har Q-problems, t.ex etracker Value chain JIT Deliver on time Input & output is batched Very long leadtime for new developments Quality Reports (KR),130/mån,65% of tot fördelat på; 20% fel ursprungsland, 20% ej packat enl spec, 15% felpackat, 10% övrigt e-tracker ~150 pcs/year Mail to packaging engineer: 240 /month Phone to pack. Engineer: 80 / month Claims (kode 42/43)? No of mails to Mtrl Fp 10% handlar om avsaknad av Q3/pallmönster No of unnecessary repack: 7,5/dag No of wrong packaging: 4/dag (föreslår nytt bättre emballage) Branding issues: 2,5/dag Scrap: YTD ~ sek Backorder due to packaging: ~1-2/vecka (uppskattat värde, börjar mäte w39d2) Correct info in PULS,PDS,Access Kompletterar med handtag: 35 pn löpande ( st/år) Flera indikatorer visar att vi har L-problem, t.ex: Delivery precision of packaging instructions vs SOP Delivery precision from Papyrus: ~ 38% Leadtime for development: 5 52 weeks Number of developments ongoing: 25 Standardized work routine => Flow enabler No common strategy for packaing at VCC No working prodedures for interfaces, e.g. IDP, VCCS Separation of roles Förpackningstekniker spenderar 3h/vecka på PAK Standardization Takt Balance & evening out flow Förpackningsinstruktioner ~10.000/år Visualization Realtime Product portfolio PAK packar pn/år Daglig styrning development: varav 1300 har årsbehov över 300 Ca 7 VP-tavlor Ingen TAKT (VPmöten) : from to Flera roller utan VP utvecklingsuppdrag/år Flera roller utan tavla daglig styrning Variation of input batches: part.no / week Level of standardisation: I övrigt ingen Veckouppföljning Variation of output baches: instruction / week ~22% visualiseriing Customer first Respect for individuals & teams Learn to see waste mantimmar i nuläget 575/vecka 21 roller totalt varav 18 internt VCCS involverade ~75% waste (418h/vecka) SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

16 Hypothesis The whole value flow with one operator, in one team and with a coach SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

17 target condition - to be flow SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

18 Lean KISI-TPS is the strategy for how we reach excellence in execution Our standard on highest level for doing business SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

19 SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

20 SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

21 SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

22 SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

23 Lean KISI-TPS is the strategy for how we reach excellence in execution Our standard on highest level for doing business SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

24 SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

25 SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

26 SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

27 employee engagement concept (Eec) - a respectful worklife designed around people SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary 27

28 Nivån av ENgaGEMANG i världen Totalt engagemang bland den sysselsatta befolkningen i 142 länder över hela världen 24% 63% 13% 0% 20% 40% 60% 80% 100% AKTIVT OENGAGERADE MEDARBETARE Är inte bara olycklig på jobbet; de är upptagna med att agera ut sitt missnöje. Varje dag underminerar dessa personer vad deras engagerade medarbetare försöker åstadkomma. ICKE ENGAGERADE MEDARBETARE Har i huvudsak "checkat ut". De tar sig igenom arbetsdagen som sömngångare, spenderar tid - men har ingen energi eller passion i sitt arbete ENGAGERADE MEDARBETARE Arbetar med passion och känner en stark koppling till sitt företag. De driver innovation och tar organisationen framåt. SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

29 Employee Engagement concept Hur växte konceptet fram? EMPLOYEE ENGAGEMENT for world class sustainable business performance SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

30 Employee Engagement concept WHY-HOW- WHAT Alignment & Execution Workshop Engagement Survey Engagement coaching Strengthsbased development EMPLOYEE ENGAGEMENT for world class sustainable business performance SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

31 Always start with why - inspires people to take action WHY The motivation Purpose, cause or belief The single driving motivation for action HOW The system Values or guiding principles The specific actions to realize the WHY WHAT The product Clear proof or result of the WHY SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

32 SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

33 New standard: Alignment & Execution board 3 parts Customer Service WHY Inspire to take action Alignment ALL people on board Execute Clarity of our behavior change SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

34 12 frågor som driver engagemang! HOW CAN WE GROW? GROWTH Q12 - This last year, I have had opportunities at work to learn and grow. Q11 - In the last six months, someone at work has talked to me about progress. DO I BELONG? TEAMWORK Q10 - I have a best friend at work. Q09 - My associates or fellow employees are committed to doing quality work. Q08 - The mission or purpose of my company makes me feel my job is important. Q07 - At work, my opinions seem to count. WHAT DO I GIVE? Q06 - There is someone at work who encourages my development. Q05 - My supervisor, or someone at work, seems to care about me as a person. WHAT DO I GET? MANAGEMENT SUPPORT? BASIC NEEDS Q04 - In the last seven days, I have received recognition or praise for doing good work. Q03 - At work, I have the opportunity to do what I do best every day. Q02 - I have the materials and equipment I need to do my work right. Q01 - I know what is expected of me at work. SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

35 Motivation 3.0 Tre väsentliga beståndsdelar som behöver samverka till en HELHET som skapar motivation och driver engagemang: AUTONOMI Önskan om att styra våra egna liv Task Time Team Technique MÄSTERSKAP Ett inre driv att bli bra på något som betyder mycket för oss. SYFTE Viljan att bidra till något som är större än oss själva - ett högre syfte SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

36 styrka kräver investering SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

37 Fokus på dig! SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

38 Employee Engagement concept (EEC) WHY-HOW- WHAT Alignment & Execution Workshop Engagement Survey Engagement coaching Strengthsbased development EMPLOYEE ENGAGEMENT for world class worklife & sustainable business performance The WHY of employee engagement concept (EEC) Att systematiskt bygga en kvalitetskultur kring människan, och skapa förutsättningar att prestera utifrån sina unika och naturliga talanger sitt bästa jag SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

39 Cause effect result Production System Re-allocation >25% during 5 years New Business Result Resources Present Business = Work + Waste New Business Present Business New Business Present Business Growth Re-investments Releasing resources Volvo Personal Service - RFTIT +6% - Overall CS +42% - Improved time +43% NOW TRANS- FORMATION FUTURE Volvo Accessory Centre - Sales % SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

40 SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary

41 Volvo Personal Ser vice Leading in the World - From proof of concept in the market to full roll-out SFK Väst, January 2016, Måns Falk, mfalk, Security Class; Proprietary