ERIP – the Swedish Experience Comparison between different SME programme philosophies

1. ERIP – the Swedish ExperienceComparison between different SME programme philosophies Dr. Birgitta Öjmertz, Swerea IVF, Programme Director Produktionslyftet Mr. Björn Westling, Swerea IVF

2. About Swerea IVF We offer advanced research and consulting services. We put new technology and new methods into practice. We care about the world’s limited resources.

3. Swerea IVF is part of theSwerea group Swerea IVF Industrial product development, process and materials development within textiles, polymers, ceramics and metals. Swerea KIMAB Materials applications, materials and process development, corrosion. Swerea MEFOS Process metallurgy, heating, machining, environmental engineering and energy efficiency for iron and base metal industry. Swerea SICOMP Composite materials, process and product development. Swerea SWECAST Cast metals – product, materials, process and environmental development.

4. SMEs and Exemplars • Exemplars • AB Furhoffs Rostfria, Skövde • Atlet AB, Mölnlycke • SME Testers • Westcoast Windows, Trollhättan • Kraft Powercon AB, Ale • Falk Graphic Media AB, Falkenberg

5. Methodology • ”Standard ERIP” Methdology used • Inspired by NEPA/Barry Rogerson • Pre-diagnostic, selection of pilot areas • Diagnostic • Improvement cycles/workshops • Indicators chosen and tracked for each cycle • SME testers were also enrolled in ”Produktionslyftet” process

6. Westcoast Windows – introduction • 62 employees • 10 M€ turnover • Manufacturer of wooden/aluminium windows for all kind of buildings

7. Westcoast Windows – activities and results Pilot areas/problems Actions Results Wood processing Paintshop • Quality issues • Delivery performance • Flexibility • Reduced NRFT • Internal customer identified • Smaller batches • Lead time shrinking • Increased commitment • Analyse problems, Pareto • Set up improvement teams • Teach problem solving techniques to teams • 5S • SMED • VP Boards

8. Kraft Powercon – introduction • 90 employees • 23 M€ turnover • Manufacturer of power supplies for industry – high current sources

9. Kraft Powercon– activities and results Pilot areas/problems Actions Results Flex assembly line • Quality issues • Low productivity • General lack of process control • Doubled productivity • Multiplied capacity • Better knowledge about process • Design of new integrated assembly line • Visualisation of process • Change of personnel involved Note: The company was acquired by an Indian SME in late 2010. At the same time there was a huge inflow of orders. This resulted in some setbacks in the Lean transformation process, including management and staff changes. The work was resumed in the spring of 2011 and is now progressing

10. Falk Graphic Media – introduction • 51 employees • 12 M€ turnover • Printing and graphic production for Direct Mail Advertising

11. Falk Graphic Media– activities and results Pilot areas/problems identified Actions Results Roll printer • Long setup times due to incomplete customer orders • Unclear quality levels • Down-time • Reduced setup times • Reduced scrap levels • Reduced down-time • Standardisation of customer orders • Recording and analysis of all changeovers/down-time • 5S • TPM Project started