Volvo 2008 Annual Report Download - page 24
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More colleagues, more facilities and a broader cultural diversity strengthen the need for common values
and goals to pursue. This is one of the reasons why the Volvo Group in spring 2008 began to establish
the common Group-wide Volvo Production System (VPS). The fi rst to implement were the production
units, but VPS is also successively being incorporated in the administrative functions.
PS is based on the values
presented in The Volvo
Way. It involves a common
approach to reduce pro-
duction costs and increase
quality through identifying
what creates customer value, doing it even
better and avoiding unnecessary work.
Already today, the Volvo Group has a good
productivity, but with the stiff competition in
the market place a continuos work with pro-
V
ductivity-increasing measures is needed to
further increase competitiveness.
More effi cient work
The foundation of VPS is more effective pro-
duction where the customer is always the focal
point. VPS is designed to eliminate all unnec-
essary work, work that creates no value for the
customers. In production for example, assem-
bly workers, should not have to spend time
looking for components or unpacking boxes.
“Adding value for the customer is our main
task. So we must always think about which
activities are value-adding and which activities
drive ineffi ciencies. We want all employees to
take part in the work on improvements to elim-
inate ineffi ciencies,” explains Katarina Lind-
ström, head of global production at Volvo
Power train, who leads the work of introducing
the Volvo Production System.
Concepts and discussions relating to effi -
cient production systems are nothing new. A
A global group 2008
20