This document discusses Grundfos' implementation of Lean manufacturing techniques, called Grundfos Shop Floor Excellence (GSE), across its operations to improve performance. Key points include using GSE to reduce flow times and intermediate storage, providing support to maintenance, quality, and logistics functions, applying GSE principles to new product lines and project management, and ongoing coaching of managers to focus on eliminating problems on the shop floor. The goal is to achieve an uptime of 80% for new lines and continue making improvements through tactical implementation plans for each production manager.

1. Grundfos Shop Floor Excellence

2. • Grundfos shop floor
excellence (in short GSE)
is the framework we will
use to improve
Operations.
• The primary targets are
to improve our shop
floor performance.
• GSE is also known in the
industry as Lean and
many of the tools and
methods are also well
known.
• Grundfos has chosen to
name it GSE to stress
that the target is the
shop floor and that it is
contributing to our
overall Business
Excellence

3. 2012 GSE/Lean in Grundfos A/S
Flow to line project:
• To reduce intermediate product store and flow
time.
• Components are delivered to the assembly in small
boxes instead of pallets to avoid intermediate
products.
• Stable and regular delivery routes to avoid
unnecessary transport.
Support project in UP (maintenance, PT, quality, logistics):
• Coaching support functions managers.
• Implementing GSE/Lean behaviour in maintenance,
PT, quality and logistics.
• 2 pilot projects started to improve uptime on
machines, by integrating maintenance even more in
the production.
• Implement Q -Risk to ensure better quality during
start and operations. ”25 PPM in 2017”.

4. 2012 GSE/Lean in Grundfos A/S
GSE/Lean in new products and project management:
• Uptime in focus when starting up new production
lines (measures for Sparta 80%).
• GSE/Lean is taken into consideration when buying
and installing new equipment.
• Project managers are trained in more effective
project management.
• TIP (tactical implementation plan) structure from
development to operation ”3xD to SMD” .
UP factory ”year 2” after Lighthouse:
• Coaching managers and leaders as part of a
normal day. Focus on spending 70% of the time on
the shop floor.
• Training in GSE/Lean behaviour and knowledge
(assessment every 3 months).
• Focus on eliminating problems using 3C and PPS.
• Continuing improvements ensured by each
production manager having his own TIP.

5. GBJ productivity the last 10 years
Target (5 %) Realiseret
200
177,5
180
162,4
160 162,89
Index
147,75
142,2 155,13
140 130,9
134,01 145,8
140,71
122,8 133,6
115,76 127,63
120 112,7
106,4 121,55
114,4
110,25
100 105
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
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