Hur 2msek blir 1000msekROI på 30 min

Eller hur ditt företag överlever i en föränderlig värld…

Kristoffer LundegrenvVD Affecto

AffectoStörst i Norden inom beslutstöd och ledningssystem+1000 anställda i Norden & Baltikum+700 Beslutstödskonsulter+150 lokalt i Sverige

FÖ

RÄ

ND

RIN

G

2010 exporterar Kina lika mycket var sjätte ( 6:e ) timme som under hela året 1978*

*Aftershock, Philppe Legrain

Supply Chain / LogistikprocessenHårt förändringstryck – avgörande för lönsamheten

Snabbare

Billigare

Kvalité

Lönsamhet

Prispress

Rörlig marknad

GlobaltLager

Kulturella skillnader

Kompetens

Affärsutveckling

Samordning

Konkuranns

Ökad kompexitet

Information

Efterfrågan

Finanskrisen har gett en ökad efterfrågan på kvalitet till ett rimligt pris. Men bara billigt räcker inte. Även om produkterna inte får vara alltför dyra vill konsumenten fortfarande känna att man har gjort ett bra val ur miljöhänseende.

Kunden

Trender supply chain

Kunden

Information

EfterfråganProduktion/Lager

Flexibel kostnadsstruktur: möjligheten att skala upp och ner verksamheten efter fluktuationer i efterfrågan (lärdom av finanskrisen)

Trender supply chain

JIT

Kunden

Information

EfterfråganProduktion/Lager

Leverantörer

Distribution

Levrerantörerna tar större åtaganden och blir därmed en integrerad del av försörjningskedjan. Leverantörerna måste vara redo, villiga och kunniga nog att åta sig ett antal icke-traditionella funktioner som t ex administration av garantier, fakturakonsolidering, och hantering av logistik. Det innebär att leverantörer på alla nivåer måste ha exakt, lämplig och fullständig information om materialkrav och de måste dela med sig av sin information till kunden.

Trender supply chain

JIT Push/Pull Pull

Kunden

Information

EfterfråganProduktion/Lager

Leverantörer

Distribution

Flexibla och kostnadsdrivna försörjningskedjor som kan optimeras dynamiskt. På det sättet vill man röra sig från fasta till rörliga kostnader och satsa på lösningar som möjliggör dynamisk optimering.

Trender supply chain

JIT Push/Pull Pull

Kunden

Information

EfterfråganProduktion/Lager

Leverantörer

SpillDistribution

För att nå en förbättrad konkurrenskraft måste utvecklingen gå mot lättare produkter, material om ger minskad miljöpåverkan, energisnåla tillverkningsprocesser och system för demontering och återvinning. Miljöpåverkan från framtida produktionssystem måste närma sig noll. Svensk industri har möjlighet att inta en globalt ledande position i omställningen mot klimatmässig hållbarhet.

Trender supply chain

JIT Push/Pull Pull

Kunden

Information

Betalning

EfterfråganProduktion/Lager

Leverantörer

IntäkterInterndebiteringLeverantörsbet

SpillDistribution

Ekonomifuntkionen hos företag går från scorekeeping till businesspartner, dvs från rapportering av information till att handla mer om analys och planering. Förändringen kräver en större involvering i affärsverksamheten och beslutsfattandet i organisationen. Ledningen och verksamheten ställer därmed också ökade krav på tidiga varningssignaler och relevanta beslutsunderlag.

Trender supply chain

Överlevnadskrav på nya beslut som gör skillnad!Besluten tas i alla delar av företaget

JIT Push/Pull Pull

Kunden

Information

Betalning

EfterfråganProduktion/Lager

Leverantörer

IntäkterInterndebiteringLeverantörsbet

SpillDistribution

Marknad / SäljProduktionInköp

CFOoffice

Logistik

Trender supply chain

FÖRÄNDRING

BESLUT

Källa: IBM Institute “Breaking away with business analytics and optimization”

Challenging: Kan bryta ”dödläget”, skapa innovation och beslut i nya banor.

Anticipating: Förutse och ha förmågan att idag agera på morgondagen

Empowering: Förmågan att ge medarbetarna information och insikt med mandat att agera och ta beslut.

VINNARE ÄR:

Källa: Gartner ”Business Intelligence Summit 2011 London”

21

Supply Chain example - KPIs and Collaboration

Key Performance Indicators Collaboration

Strategic(quarterly/yearlyprocess)

Tactical(monthly/weeklyprocess)

Operational(weekly/dailyprocess)

Strategic(quarterly/yearlyprocess)

Tactical(monthly/weeklyprocess)

Operational(weekly/dailyprocess)

22

Collaborative BI – Strategic level

•Vision, Objectives, and key strategies per area 2015•Targets 2009 (2015)•Milestones 2007-2015•Action plan 2007-2009

•Vision, Objectives, and key strategies per area 2015•Targets 2009 (2015)•Milestones 2007-2015•Action plan 2007-2009

Targets 2009

Wanted Position 2015 Overall Objectives

Key strategies

As is

Targets 2009Targets 2009

Wanted Position 2015 Overall Objectives

Key strategies

As is

Define Strategy

OtD Strategy

Output

Input

Volvo Construction Equipment

11

CONFIDENTIAL

Volvo Construction Equipment, HL Business Line, OtD Strategy 2006 – 20159 November, 2006, Slide 11

OtD Targets 2007

Loaders Haulers

YTD Sep -06

Target F0 2007 YTD Sep -06

Target F0 2007

Product Audit (Index/ failures)

ARV 960 988ASH 979 988PED 979 988 5,6 5BRA 6,7 5Delivery precision machinesARV 69% 98%ASH 91% 98%PED 99% 98% 99% 98%BRA 99% 98%ProductivityARV 87% 89%ASH 92% 89%PED 87% 89% 87% 88%BRA 83% 88%

Volvo Construction Equipment

11

CONFIDENTIAL

Volvo Construction Equipment, HL Business Line, OtD Strategy 2006 – 20159 November, 2006, Slide 11

OtD Targets 2007

Loaders Haulers

YTD Sep -06

Target F0 2007 YTD Sep -06

Target F0 2007

Product Audit (Index/ failures)

ARV 960 988ASH 979 988PED 979 988 5,6 5BRA 6,7 5Delivery precision machinesARV 69% 98%ASH 91% 98%PED 99% 98% 99% 98%BRA 99% 98%ProductivityARV 87% 89%ASH 92% 89%PED 87% 89% 87% 88%BRA 83% 88%

TargetsVolvo Construction Equipment

5

CONFIDENTIAL

Volvo Construction Equipment, Strategy Manufacturing Arvika 2007 – 2015 10 April, 2007, Slide 5

Arvika plant, Actions to reach target KPI

Target 2007 2008 2009

A

rea

Action

Dir

ect to

Gre

en T

ag

Pro

duct

Aud

it

Lea

dtim

e (T

hrup

ut t

ime

asse

mbly

)

Del

iver

y ac

cura

cy

Del

iver

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e, fi

rst av

aila

bili

ty

A

ppra

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dia

louge

P

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savi

ngs

Responsible J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D

Arv plant Operational Development (OD) x x x x x x x Bengt Lundström

Arv plant TPM x x x x x x x Bengt Lundström

Assy Arv Common assembly line L60-L120 x x x x Jan Fogelberg

Assy Arv

Building for highlift, special equipment and method development

x x xJan Fogelberg

Assy Arv Common assembly line L60-L220 x x x x Jan Fogelberg

Log Arv New material center x x x Peter Jordansson

Log Arv Sheet metal storage x x x Peter Jordansson

Fabr Arv Frame robots x x x x Tommy Bengtsson

Fabr Arv Upgrade paintshop x x x x x x Tommy Bengtsson

Fabr Arv New paintshop x x x x x Tommy Bengtsson

Log Arv New shipping area outbound x x x Peter Jordansson

Arv plant Reduce energy consumption x Anders Kihlström

Fabr Arv New machine center x x x x Tommy Bengtsson

Assy Arv RFID system (or similar) x x Jan Fogelberg

Assy Arv Assembly Assurance System (AAS) x x x x Jan Fogelberg

Assy Arv Testing indoor x x Jan Fogelberg

Assy Arv Mechanical driven line (assembly) X X X X X Jan Fogelberg

Assy Arv Secure capacity testing and finish X X X X X Jan Fogelberg

Volvo Construction Equipment

5

CONFIDENTIAL

Volvo Construction Equipment, Strategy Manufacturing Arvika 2007 – 2015 10 April, 2007, Slide 5

Arvika plant, Actions to reach target KPI

Target 2007 2008 2009

A

rea

Action

Dir

ect to

Gre

en T

ag

Pro

duct

Aud

it

Lea

dtim

e (T

hrup

ut ti

me

asse

mbly

)

Del

iver

y ac

cura

cy

Del

iver

y tim

e, fi

rst a

vaila

bili

ty

A

ppra

isal

dia

louge

P

roce

ssin

g v

alue

Ener

gy

savi

ngs

Responsible J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D

Arv plant Operational Development (OD) x x x x x x x Bengt Lundström

Arv plant TPM x x x x x x x Bengt Lundström

Assy Arv Common assembly line L60-L120 x x x x Jan Fogelberg

Assy Arv

Building for highlift, special equipment and method development

x x xJan Fogelberg

Assy Arv Common assembly line L60-L220 x x x x Jan Fogelberg

Log Arv New material center x x x Peter Jordansson

Log Arv Sheet metal storage x x x Peter Jordansson

Fabr Arv Frame robots x x x x Tommy Bengtsson

Fabr Arv Upgrade paintshop x x x x x x Tommy Bengtsson

Fabr Arv New paintshop x x x x x Tommy Bengtsson

Log Arv New shipping area outbound x x x Peter Jordansson

Arv plant Reduce energy consumption x Anders Kihlström

Fabr Arv New machine center x x x x Tommy Bengtsson

Assy Arv RFID system (or similar) x x Jan Fogelberg

Assy Arv Assembly Assurance System (AAS) x x x x Jan Fogelberg

Assy Arv Testing indoor x x Jan Fogelberg

Assy Arv Mechanical driven line (assembly) X X X X X Jan Fogelberg

Assy Arv Secure capacity testing and finish X X X X X Jan Fogelberg

Actions (Pro active plan)Volvo Construction Equipment

5

CONFIDENTIAL

Volvo Construction Equipment, Strategy Manufacturing Arvika 2007 – 2015 10 April, 2007, Slide 5

OtD, Milestones 2007-2015

Common assembly line A25-A40

Capacity 100 units / week

CS 09 New buildingCMP

CS 09 Implemented

CMP/CAB

PED

BRA

ARVFactory master implementation

New machining center for frames

MoM implementation

Common

Expansion of Frame & Body shop

CAB

Braås Plant

ArvikaPlant

201520142013201220112010200920082007

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

New paint shop HAL

Cab production in ASH

Capacity 84 units / week

New paint shop

Capacity 76 units / week

Common assembly line L60-250

New paint shop

Flow shop layout welding

Building for highlift, special equipment and method development

Capacity 176 units/ week

Common assembly line L60-120

Milestones 2007-2015

Volvo Construction Equipment

5

CONFIDENTIAL

Volvo Construction Equipment, Strategy Manufacturing Arvika 2007 – 2015 10 April, 2007, Slide 5

OtD, Milestones 2007-2015

Common assembly line A25-A40

Capacity 100 units / week

CS 09 New buildingCMP

CS 09 Implemented

CMP/CAB

PED

BRA

ARVFactory master implementation

New machining center for frames

MoM implementation

Common

Expansion of Frame & Body shop

CAB

Braås Plant

ArvikaPlant

201520142013201220112010200920082007

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

New paint shop HAL

Cab production in ASH

Capacity 84 units / week

New paint shop

Capacity 76 units / week

Common assembly line L60-250

New paint shop

Flow shop layout welding

Building for highlift, special equipment and method development

Capacity 176 units/ week

Common assembly line L60-120

Milestones 2007-2015

MilestonesVolvo Construction Equipment

11

CONFIDENTIAL

Volvo Construction Equipment, HL Business Line, OtD Strategy 2006 – 20159 November, 2006, Slide 11

OtD Targets 2007

Loaders Haulers

YTD Sep -06

Target F0 2007 YTD Sep -06

Target F0 2007

Product Audit (Index/ failures)

ARV 960 988ASH 979 988PED 979 988 5,6 5BRA 6,7 5Delivery precision machinesARV 69% 98%ASH 91% 98%PED 99% 98% 99% 98%BRA 99% 98%ProductivityARV 87% 89%ASH 92% 89%PED 87% 89% 87% 88%BRA 83% 88%

Volvo Construction Equipment

11

CONFIDENTIAL

Volvo Construction Equipment, HL Business Line, OtD Strategy 2006 – 20159 November, 2006, Slide 11

OtD Targets 2007

Loaders Haulers

YTD Sep -06

Target F0 2007 YTD Sep -06

Target F0 2007

Product Audit (Index/ failures)

ARV 960 988ASH 979 988PED 979 988 5,6 5BRA 6,7 5Delivery precision machinesARV 69% 98%ASH 91% 98%PED 99% 98% 99% 98%BRA 99% 98%ProductivityARV 87% 89%ASH 92% 89%PED 87% 89% 87% 88%BRA 83% 88%

TargetsVolvo Construction Equipment

5

CONFIDENTIAL

Volvo Construction Equipment, Strategy Manufacturing Arvika 2007 – 2015 10 April, 2007, Slide 5

Arvika plant, Actions to reach target KPI

Target 2007 2008 2009

A

rea

Action

Dir

ect to

Gre

en T

ag

Pro

duct

Aud

it

Lea

dtim

e (T

hrup

ut t

ime

asse

mbly

)

Del

iver

y ac

cura

cy

Del

iver

y tim

e, fi

rst av

aila

bili

ty

A

ppra

isal

dia

louge

P

roce

ssin

g v

alue

Ener

gy

savi

ngs

Responsible J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D

Arv plant Operational Development (OD) x x x x x x x Bengt Lundström

Arv plant TPM x x x x x x x Bengt Lundström

Assy Arv Common assembly line L60-L120 x x x x Jan Fogelberg

Assy Arv

Building for highlift, special equipment and method development

x x xJan Fogelberg

Assy Arv Common assembly line L60-L220 x x x x Jan Fogelberg

Log Arv New material center x x x Peter Jordansson

Log Arv Sheet metal storage x x x Peter Jordansson

Fabr Arv Frame robots x x x x Tommy Bengtsson

Fabr Arv Upgrade paintshop x x x x x x Tommy Bengtsson

Fabr Arv New paintshop x x x x x Tommy Bengtsson

Log Arv New shipping area outbound x x x Peter Jordansson

Arv plant Reduce energy consumption x Anders Kihlström

Fabr Arv New machine center x x x x Tommy Bengtsson

Assy Arv RFID system (or similar) x x Jan Fogelberg

Assy Arv Assembly Assurance System (AAS) x x x x Jan Fogelberg

Assy Arv Testing indoor x x Jan Fogelberg

Assy Arv Mechanical driven line (assembly) X X X X X Jan Fogelberg

Assy Arv Secure capacity testing and finish X X X X X Jan Fogelberg

Volvo Construction Equipment

5

CONFIDENTIAL

Volvo Construction Equipment, Strategy Manufacturing Arvika 2007 – 2015 10 April, 2007, Slide 5

Arvika plant, Actions to reach target KPI

Target 2007 2008 2009

A

rea

Action

Dir

ect to

Gre

en T

ag

Pro

duct

Aud

it

Lea

dtim

e (T

hrup

ut ti

me

asse

mbly

)

Del

iver

y ac

cura

cy

Del

iver

y tim

e, fi

rst a

vaila

bili

ty

A

ppra

isal

dia

louge

P

roce

ssin

g v

alue

Ener

gy

savi

ngs

Responsible J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D

Arv plant Operational Development (OD) x x x x x x x Bengt Lundström

Arv plant TPM x x x x x x x Bengt Lundström

Assy Arv Common assembly line L60-L120 x x x x Jan Fogelberg

Assy Arv

Building for highlift, special equipment and method development

x x xJan Fogelberg

Assy Arv Common assembly line L60-L220 x x x x Jan Fogelberg

Log Arv New material center x x x Peter Jordansson

Log Arv Sheet metal storage x x x Peter Jordansson

Fabr Arv Frame robots x x x x Tommy Bengtsson

Fabr Arv Upgrade paintshop x x x x x x Tommy Bengtsson

Fabr Arv New paintshop x x x x x Tommy Bengtsson

Log Arv New shipping area outbound x x x Peter Jordansson

Arv plant Reduce energy consumption x Anders Kihlström

Fabr Arv New machine center x x x x Tommy Bengtsson

Assy Arv RFID system (or similar) x x Jan Fogelberg

Assy Arv Assembly Assurance System (AAS) x x x x Jan Fogelberg

Assy Arv Testing indoor x x Jan Fogelberg

Assy Arv Mechanical driven line (assembly) X X X X X Jan Fogelberg

Assy Arv Secure capacity testing and finish X X X X X Jan Fogelberg

Actions (Pro active plan)Volvo Construction Equipment

5

CONFIDENTIAL

Volvo Construction Equipment, Strategy Manufacturing Arvika 2007 – 2015 10 April, 2007, Slide 5

OtD, Milestones 2007-2015

Common assembly line A25-A40

Capacity 100 units / week

CS 09 New buildingCMP

CS 09 Implemented

CMP/CAB

PED

BRA

ARVFactory master implementation

New machining center for frames

MoM implementation

Common

Expansion of Frame & Body shop

CAB

Braås Plant

ArvikaPlant

201520142013201220112010200920082007

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

New paint shop HAL

Cab production in ASH

Capacity 84 units / week

New paint shop

Capacity 76 units / week

Common assembly line L60-250

New paint shop

Flow shop layout welding

Building for highlift, special equipment and method development

Capacity 176 units/ week

Common assembly line L60-120

Milestones 2007-2015

Volvo Construction Equipment

5

CONFIDENTIAL

Volvo Construction Equipment, Strategy Manufacturing Arvika 2007 – 2015 10 April, 2007, Slide 5

OtD, Milestones 2007-2015

Common assembly line A25-A40

Capacity 100 units / week

CS 09 New buildingCMP

CS 09 Implemented

CMP/CAB

PED

BRA

ARVFactory master implementation

New machining center for frames

MoM implementation

Common

Expansion of Frame & Body shop

CAB

Braås Plant

ArvikaPlant

201520142013201220112010200920082007

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

New paint shop HAL

Cab production in ASH

Capacity 84 units / week

New paint shop

Capacity 76 units / week

Common assembly line L60-250

New paint shop

Flow shop layout welding

Building for highlift, special equipment and method development

Capacity 176 units/ week

Common assembly line L60-120

Milestones 2007-2015

Milestones

OK?

YesContinue as planned

No

Additional actions- Referring to

KPI in OtD MT Tasklist

Outcome (Qlickveiw):

Monthly follow up at KPI meetings(OtD mgmnt team)

Daily operation

23

Collaborative BI – Tactical levelEx. Dashboard

Corrective actions Owner Deadline StatusXx xx 071115 StartedXx xx 071116 Completed

CollaborationSupplier sitexx

Meeting NotesPM w41PM w42

- Notes- Collab. Sites- Action statusetc.

Filteranalysis(ex region,supplier,productetc.)

Ex. Isolate problem with filters

Rootcause analysiswith other PIs oradditional filter (dim)

Ex. Identify rootcause with PIs and filtersEx. Assign action owner Process owner ? Org unit owner ? Functional owner ?

Ex. Dashboard

Corrective actions Owner Deadline StatusXx xx 071115 StartedXx xx 071116 Completed

CollaborationSupplier sitexx

Meeting NotesPM w41PM w42

- Notes- Collab. Sites- Action status- Doc Mngtetc.

Isolate

issue

Follow-up

Corrective Actions

Root-cause

KPI targets

Performance Management

Isolate

issue

Follow-up

Corrective Actions

Root-cause

KPI targets

Performance Management

Who is responsible for fulfillment of stated objectives ?

Area reportingresponsible Define

KPI targetlevel

Isolate issue and

Identify root-cause

Corrective actioneffect follow-up

Who is responsible for setting up needed KPI:sand follow-up deviations ?

Area KPI Owners

Who is responsible for isolating issues and identifying root-caused for the KPI deviations ?

KPI analyst / PI owner

Assign analysisof KPI deviation

Who is responsible takingactions on root-cause and initiate corrective actions?

Action Owner

Who is responsible forfollow-up of expected effects from corrective actions ?

Area KPI Owners

Initiate and follow-up

corrective action plan

0

50

100

150

200

250

0 20 40 60 80 100

Actionlist

Ex. Status report xxxStrategy

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Kom till vår monter om ni vill se Kom till vår monter om ni vill se mera Collaborative BI!!mera Collaborative BI!!

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Supply chain / Logistik

”Idag vet vi var vi har problemen, vem som ansvarar för det, och vilka problemen är. Det visste vi inte förut.” – Dennis Larsson, Processägare

”Med hjälp av portalerna kan vi styra så att alla i organisationen ”talar samma språk”.Istället för att lägga tid på att få ut rapporter får vi nu mer tid att faktiskt analysera dem.” – Joakim Tuvner, CFO

”Tack vare det nya systemet kan vi nyttja våra resurser mer effektivt och sparar därmed både tid och pengar.” – Pedro Maltez, Controller

Uppdaterad 20110124 by KLKristoffer LundegrenvVD / Försäljningschef

Affecto

Mobnr: 073 – 801 42 44Twitter: Klundegrenwww.BI-bloggen.sewww.Lundegren.com