rationellt byggande - sunt boende Rationellt byggande sunt boende
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- Berenice Parsons
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1 rationellt byggande - sunt boende
2 Family-owned since four generations Founded in 1924 From a small sawmill to industrialised housing LINDBÄCKS GROUP LINDBÄCKS PORSÖN AB LINDBÄCKS BYGG AB LINDBÄCKS FASTIGHETER AB
3 Facts How do we build? Industrialised housing on design-build contracts Multi-storey buildings 2-6 storeys What do we build? Student apartments, rental apartment, condominiums, living for the elderly, hotels Main markets Northern Sweden Stockholm area
4 Vision and offer Vision First hand choice for building and living Offer We offer efficient construction and sound living for a sustainable future. Foto: Per Pettersson
5 Antal lgh Dwellings Antal bostäder med industriellt byggande År Total 7100 dwellings
6 The factory Lindbäcks 1974
7 Manufacturing of planar elements Foto: Per Pettersson
8 assembled to volumetric elements Foto: Per Pettersson
9 High level of prefabrication Foto: Per Pettersson
10 Transportation Foto: Per Pettersson
11 Assembly of building Foto: Tommy Wiklund
12 Research and development 3 % of the annual turnover is dedicated to research and development where Luleå University of Technology is a strong partner A good example is the composite floor Totaltät
13 Totaltät Foto: Tommy Wiklund
14 Balconies of composite material Foto: Tommy Wiklund
15 Brf Långsskeppet Fakta: Plats: Norra Ängby Byggherre: Sundvalls Boendeform: Bostadsrätter Antal lägenheter: 62 st Foto: Natasja Jovic
16 Exteriör Foto: Natasja Jovic
17 Interiör Foto: Natasja Jovic
18 Interiör Foto: Natasja Jovic
19 What is Lean? hits
20 What is Lean? SURVIVAL KUND
21 Examples from competitors ÖVERLEVNAD
22 Core values 1. Value adding time and WASTE (MUDA) 2. VARIATION (MURA) 3. STRAIN (MURI)
23 1. Value adding time and waste All activities that creates value for the customer Production time Waste
24 Värdeskapande aktivitet & slöseri
25 Value adding activities Waste Production time Value adding activities Waste Production time Value adding activities Waste Production time
26 Time is money. Cost Production time Lower cost Production time
27 All we are doing is looking at the time line, from the moment the customer gives us an order to the point when we collect the cash. And we are reducing the time line by reducing the non-value adding wastes. Taiichi Ohno, founder Toyota Production System
28 2. Variation
29 PRODUCT MIX 2. Variation AAAAAAAAABBBBBBCCC AAABBCAAABBCAAABBC ABACABABACABABACAB Uneven product mix, product control Uneven product mix, product control Even product mix, flow control
30
31 Lean is our strategy to reach the vision Vision CONTINUOUS IMPROVEMENTS KI-VP STANDARDISATION SYSTEMATIC PROBLEM SOLVING 5S DAILY CONTROL
32 5S Learn to have good habits Bild: JMAC
33 5S Good examples The saw dust is collected directly in the waste bins
34 5S All the way through
35 Lean is our strategy to reach the vision Vision CONTINUOUS IMPROVEMENTS KI-VP STANDARDISATION SYSTEMATIC PROBLEM SOLVING 5S DAILY CONTROL
36 Daily control
37 Lean is our strategy to reach the vision Vision CONTINUOUS IMPROVEMENTS KI-VP STANDARDISATION SYSTEMATIC PROBLEM SOLVING 5S DAILY CONTROL
38 Standardisation
39 Standard Operation Sheets Is there a standard? Did you follow it? Is the standard appropriate?
40 KI-VP creating stable processes at the office
41 Standardisation QUALITY Hans Hans method becomes the standard for this task Lina Peder Börje TIME
42 Lean is our strategy to reach the vision Vision CONTINUOUS IMPROVEMENTS KI-VP STANDARDISATION SYSTEMATIC PROBLEM SOLVING 5S DAILY CONTROL
43 Continuous improvements QUALITY New Lindbäcks standard Lindbäcks standard TIME
44 Lean is our strategy to reach the vision Vision CONTINUOUS IMPROVEMENTS KI-VP STANDARDISATION SYSTEMATIC PROBLEM SOLVING 5S DAILY CONTROL
45 LEADERSHIP X2000 Japanese HIKARI A strong leader (engine) propels the organisation, which gives varying robustness and decent performance Team work based on many, which gives high robustness and good performance
46 LEADERSHIP Set target and give support to reach them Fabrikschef Leader role? VD Follow up results and provide feedback Produktionsledare Lagledare Lag
47 LEADERSHIP Responsible for meeting targets 1. Establishes a current standard 2. Ensures that the standard is followed 3. Improves the current way of working Trains and motivates his personnel
48
49 Lean is our strategy to reach the vision Vision CONTINUOUS IMPROVEMENTS KI-VP STANDARDISATION SYSTEMATIC PROBLEM SOLVING 5S DAILY CONTROL
50 Standardise Visualise anomalies Act on defects Standardised processes 5S Set new targets Layout Andon Target management Visualisation boards Problem solving PDCA Continuous improvements Value stream mapping Kaizen workshop Present leadership Leadership Team organisation Train Control/PDCA Right competence Right information Right motivation
51 LEADERSHIP= RESOURCES + COMPETENCE 2 + COMMUNIKATION 3 + MOTIVATION 4
52 rationellt byggande - sunt boende
53 Lean Game 2006 Interest
54 Reluctant start Became a 5S project, not a way of working Management not fully committed Advantages seen
55 2008 Increasing interest Start Production Botnia Restart 5S in the factory Networking with other companies DECISION FROM THE BOARD: LEAN
56 2009 The official start 5S in the entire factory and at the office Start Daily control JMAC Experiences from the 40ies and Japan TARGET DECONSTRUCTION
57 2010 OUR WAY OF WORKING Start standardisation KI-VP Lean for the office start-up We won the Lean prize for the construction industry in Sweden Lean starts to be the way we work and our philosophy MANAGEMENT ASKS FOR RESULTS
58 2011 For the whole organisation Lean is started on all construction sites Lean is started for Lindbäcks real estate Systematic improvement work in groups MANAGEMENT ASKS FOR RESULTS
59 Challenges 2012 Stabilise and develop the logistics function Develop leadership on all levels Use KI-VP on all coming projects Continue standardisation and balance processes in the factory Start up project planning tools on all building sites and map the building process
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