rationellt byggande - sunt boende
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
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
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
Antal lgh Dwellings 1994-2011 6000 5500 5000 4500 4000 3500 3000 2500 2000 1500 1000 500 Antal bostäder med industriellt byggande 0 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 År Total 7100 dwellings
The factory Lindbäcks 1974
Manufacturing of planar elements Foto: Per Pettersson
assembled to volumetric elements Foto: Per Pettersson
High level of prefabrication Foto: Per Pettersson
Transportation Foto: Per Pettersson
Assembly of building Foto: Tommy Wiklund
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
Totaltät Foto: Tommy Wiklund
Balconies of composite material Foto: Tommy Wiklund
Brf Långsskeppet Fakta: Plats: Norra Ängby Byggherre: Sundvalls Boendeform: Bostadsrätter Antal lägenheter: 62 st Foto: Natasja Jovic
Exteriör Foto: Natasja Jovic
Interiör Foto: Natasja Jovic
Interiör Foto: Natasja Jovic
What is Lean? 203 000 000 hits
What is Lean? SURVIVAL KUND
Examples from competitors ÖVERLEVNAD
Core values 1. Value adding time and WASTE (MUDA) 2. VARIATION (MURA) 3. STRAIN (MURI)
1. Value adding time and waste All activities that creates value for the customer Production time Waste
Värdeskapande aktivitet & slöseri
Value adding activities Waste Production time Value adding activities Waste Production time Value adding activities Waste Production time
Time is money. Cost Production time Lower cost Production time
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
2. Variation
PRODUCT MIX 2. Variation AAAAAAAAABBBBBBCCC AAABBCAAABBCAAABBC ABACABABACABABACAB Uneven product mix, product control Uneven product mix, product control Even product mix, flow control
Lean is our strategy to reach the vision Vision CONTINUOUS IMPROVEMENTS KI-VP STANDARDISATION SYSTEMATIC PROBLEM SOLVING 5S DAILY CONTROL
5S Learn to have good habits Bild: JMAC
5S Good examples The saw dust is collected directly in the waste bins
5S All the way through
Lean is our strategy to reach the vision Vision CONTINUOUS IMPROVEMENTS KI-VP STANDARDISATION SYSTEMATIC PROBLEM SOLVING 5S DAILY CONTROL
Daily control
Lean is our strategy to reach the vision Vision CONTINUOUS IMPROVEMENTS KI-VP STANDARDISATION SYSTEMATIC PROBLEM SOLVING 5S DAILY CONTROL
Standardisation
Standard Operation Sheets Is there a standard? Did you follow it? Is the standard appropriate?
KI-VP creating stable processes at the office
Standardisation QUALITY Hans Hans method becomes the standard for this task Lina Peder Börje TIME
Lean is our strategy to reach the vision Vision CONTINUOUS IMPROVEMENTS KI-VP STANDARDISATION SYSTEMATIC PROBLEM SOLVING 5S DAILY CONTROL
Continuous improvements QUALITY New Lindbäcks standard Lindbäcks standard TIME
Lean is our strategy to reach the vision Vision CONTINUOUS IMPROVEMENTS KI-VP STANDARDISATION SYSTEMATIC PROBLEM SOLVING 5S DAILY CONTROL
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
LEADERSHIP Set target and give support to reach them Fabrikschef Leader role? VD Follow up results and provide feedback Produktionsledare Lagledare Lag
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
Lean is our strategy to reach the vision Vision CONTINUOUS IMPROVEMENTS KI-VP STANDARDISATION SYSTEMATIC PROBLEM SOLVING 5S DAILY CONTROL
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
LEADERSHIP= RESOURCES + COMPETENCE 2 + COMMUNIKATION 3 + MOTIVATION 4
rationellt byggande - sunt boende
Lean Game 2006 Interest
Reluctant start Became a 5S project, not a way of working Management not fully committed Advantages seen
2008 Increasing interest Start Production Botnia Restart 5S in the factory Networking with other companies DECISION FROM THE BOARD: LEAN
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
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
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
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