Post on 14-Jun-2015
Achieving continuous
improvements – the Green
Cargo way
Marcin Tubylewicz
Head of Strategic Production Development, Green Cargo
Green Cargo overall strategy
Control
Profitability
Growth
Str
ate
gic
focus
2002 2003 2004 2005 2006 2007 2008
Net result development
-1200
-1000
-800
-600
-400
-200
0
200
400
1985 1990 1995 2000 2005 2010 2015
MSEK
-1200
-1000
-800
-600
-400
-200
0
200
400
1985 1990 1995 2000 2005 2010 2015
MSEK
Net result development
5
Important findings from Green Cargo´s work with
SIQ
The following principles form the base for dedicated quality centric leadership:
‒ Customer focus ‒ Fact based decision making ‒ Process based work flows ‒ Continuous improvement focus
(involving entire organization)
Inspiration…
Important insight
What characterizes best-
practice organizations is not
their ground-breaking concepts,
but their uncompromised
implementation of what is
already known.
8
Drivers for continuous improvement
1. Well established process for developing and implementing
improvement ideas
2. An unambiguous system to measure how diligently improvement
activities are being carried out
3. A set of quantitative key measurement variables to track performance
against best-practice benchmarks
9
Speed of improvement depends on ambition
level when setting targets
0 1 2 3 5 6 7 Years
Level of
improvement
Current top level targets
Dimension
Measurement Status
120901
GBT
150630
Safety
Håkan Sjöström
Safety index 95,1 97,5
Quality
Anders Lester
On time performance, loaded and
empty wagons
92,6 % 96,5 %
Loco productivity
Patrik Saxvall
Loco kilometers / loco 137 000
km/lok (120930)
250 000
Wagon efficiency
Martin Modéer
Wagon cost / loaded wagon
kilometers
1,82 sek 1,65 sek
Personnel efficiency
Patrik Johansson
Personnel cost / net ton kilometer 10,84 sek 9,99 sek
Personnel health
Mikael Olrog
Absenteeism due to illness / FTE 3,8 % 3,0 %
Classified…
11
On time performance, loaded and empty wagons
Planning group Start
value
Operations group Start
value
Rolling stock group Start
value
Train departure punctuality
Train arrival punctuality
81,7 %
82,8%
Departure check sign off on
time
87,8% Loco availability
81,9 %
1. Loco driver on time
2. Departure and arrival
punctuality – wagonload
79,6%
78,3%
76,7 %
Sign off on time:
Övre Norrland
Nedre Norrland
Öst
Mitt
Väst
Syd
78,5 %
83,4 %
87,4 %
90,6 %
87,1 %
92,1 %
Breakdown of top level targets – example: Quality
Creative
problem solving
Action plan 2
months ahead
BC-meeting
No 1
Target setting
BC 2
BC 3
BC 4
BC 5
BC 6
C
C
C
C
C
Identification
of key levers
Business Control
Important elements of Green Cargo Business Control
Challenging targets
Commitment from entire
organization
Identification of key levers
Clear action plans
Diligent follow-up (improvement
activities and impact)
Meeting evaluations
Result focused high level coaching
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
BC x BC x+1 BC x+2 BC x+3
Performanceagainst targets
No of activities ontime
Business Control follow up
On time performance – R 12
84%
86%
88%
90%
92%
94%
96%
År månad
Laster
Tomma
Tillsammans
Year - month
Loaded
Empty
Combined
Departure check sign off Per week w 43 (2011) – w 43 (2012)
85 85
84
87
85 85
86
84
85
86
84
83 83 82
83
85
82
85
84
85
87 87
86 86
85
87 87
85
87
88
89 89
88
90
89
88 88
86
88 88 88
87 87
91
89 89 89
91 90
91
92
93
94
76
78
80
82
84
86
88
90
92
94
96
43 44 45 46 47 48 49 50 51 52 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43