APS Booklet English

GEN-TP-002-C1.
0-APS Booklet - 1 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

Introduction
Hello! My name is APSY.

I will be your guide
to introduce you to APS,
The Autoliv Production
System.
GEN-TP-002-C1.0-APS Booklet - 2 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

Introduction
With the Autoliv Production System (APS), Autoliv is

engaged in a process of continuous improvement and
breakthrough with the aim of being the leader in
our industry and progressing
further each day in satisfying Autoliv will be the most reliable,
highest quality, cost effective,
our customer expectations. and innovative partner in the
occupant safety restraint
systems industry.

What is APS?
APS is the formalization of the Autoliv Manufacturing Culture.
The most important items of this Manufacturing Culture are described
in this training.
This training is the culmination of Autoliv Worldwide Manufacturing
Experience.
Several plants from around the world have contributed to the
development of the Autoliv Production System by sharing
experiences and best practices.
Input Output
(resources) Method (results)
Customer Satisfaction
Man APS Employee Satisfaction
Material Profitability
Society/Community
Machine Benefit

What is APS?
The Autoliv Production System is a method to help every single

Autoliv plant grow towards excellence. With APS, every plant is
working towards the same manufacturing vision.
All companies have common inputs
Every Autoliv employee worldwide is (man, material, and machine).
All companies desire good outputs.
working from this same training. This What separates one company from
another is the method in which
training has been translated into they turn inputs into outputs.
several languages.
APS is Autoliv’s chosen method

Who will benefit from implementation of A.P.S.?
Car users through high quality life saving products.
Car makers through competitive and high

quality products that are delivered on time
Shareholders through
profit and stock values.
Autoliv employees through stable employment, good work

environment and personal training and development.
Our society through community

involvement and good corporate
citizenship.

Foundation
The APS House
Autoliv has chosen to use a house to illustrate APS.
To build a strong, aesthetically pleasing house
requires know-how, teamwork, perseverance,
and a will to do the job well.
As you proceed through this training, you will

see how the Autoliv Production System will
help structure your know-how, teamwork,
perseverance and will, to do a good job to help
Autoliv build a strong company that will exist
for a long time.

Foundation
To be sure our APS House will hold for a
long time, we first must build a strong
foundation. This foundation consists of 5
elements: Teamwork, 5S, Standards,
Muda elimination and TPM.
We will now explore

each of the 5 elements
of our foundation
Team- Muda
5S Standards TPM
work elimination

Team Work
Team work is the first element of the foundation of the
APS house. Autoliv places a lot of importance on
teamwork. Team work is the most effective way for
solving problems and achieving defined results.
n We are all members of team Autoliv; we are also members of
our plant team, department team, and work group team.Team
work has proven to provide better results.
None of us is as
n Team work provides an opportunity smart as all of us.
to share experiences and results

in stronger commitment.
n Team work is essential for the
successful launching of new product
or equipment, as well as for
improvements.

Team Work continued. . .
nA group is stronger than an individual person. A proposal or

suggestion coming from a group,is stronger and has usually
considered more aspects of a problem than an individual can.
n Team work may take the form of a dedicated team assigned to

a specific issue (Kaizen workshop for example).
A workshop is a team, coming from several departments
(production,quality,etc.) assigned to work on a challenge
chosen by management in a predetermined amount of time.
The team first grasps the current situation,understands the
problem, sets expectations and follows up. At the end of the
workshop the team presents the results they achieved and the
standards they have implemented.

5S
The 5S is the first 5 initials of Japanese words, the
translation of which is: You never get a 2nd
chance to make a first
impression.
n Seiri= Clear out

n Seiton = Put in order
n Seiso = Clean and check
n Seiketsu = Standardize
n Shitsuke = Self discipline
5S is a rigorous approach to housekeeping that provides

a step by step disciplined way of establishing standards
to maintain a safe, clean and efficient working
environment that we can all be proud of.

Step 1: Seiri - Clear Out
Find/Decide what is necessary and what is not:
n Define area where 5S is to be done
n Look trough all documents and items in the area
n Decide what will not be used in the coming months/years and
throw it out.
Sometimes it hurts to
get rid of what you don’t
need but afterwards it
feels good.

Step 2: Seiton - Put in order
Choose a place for each item near the location where it is
used the most often.
n Decide how to tidy things up (according to frequency of use,
weight, etc.)
A place for everything
and everything in its
place.

Step 3: Seiso - Clean and Check
n First
perform a deep cleaning
n Catch dirt at its source
n Eliminate leaks
n Correct disorders
n Look for improvements
in order to ease cleaning
(easy access)
n Provide necessary means to perform cleaning (create a list and
storage place for the material needed to clean (vacuum,
cleaning products, etc.)
n Make a preventive cleaning form (Who, What, When, Why,
Where, How, How Long) to be done after first deep cleaning to
help maintain level of cleaning.
n Train people concerned.

Step 4: Seiketsu - Standardize
Define cleaning and tidying tasks:
n Use simple and visual rules
n Tidying
n Use drawings, photos,
colors, anything visual.
n Cleaning
n Develop a preventive cleaning schedule.
n Use control boards where possible.
n Standardize and plan preventive maintenance
n Use simple methods to maintain cleanliness
n Mark normal operating levels (example: green/red mark on a manometer).
n Conceive machine so that one can look inside cupboards or machines.
n Anticipate having cleaning material at the station.
n Inform and train people concerned to the standards
n Display standards.

Step 5: Shitsuke - Self Discipline
Respect and improve standards
n Respect
rules
n Implement regular audits (daily, weekly, or monthly)
n Improve standards
Respect of standards calls for everyone’s rigor and self-discipline
5S Summary
The 5S process never ends.
n 5S must be done by the persons
working in the area concerned. Improvement by tidying and
cleaning never ends.
New ideas, stations, offices,
facilities, lines etc. . . might be the
start of a new 5S activity with its 5
steps.

Standards
Standards are also a key element for having a strong foundation in
our house.
Autoliv defines standards as
n Formalization of any work related activities resulting in a clear,
concise and measurable out come. Standards reflect the best, easiest
and safest way currently known to achieve a task.
Standards result in
Standards are the
n Early identification of abnormalities basis for
improvement.
n All employees using best practices

n Variation control
Standards become the basis for verification and diagnosis, for
training, maintaining best practices and improvement. Standards
have to be improved continuously.

Muda (Waste) Elimination
Another key for Autoliv to succeed is to
maximize value added work. To do this I could not fit more work in
my agenda without
we must identify and eliminate all eliminating waste!
non-value added work

n Value added work
n An activity that transforms or shapes raw materials
or information to meet customer (internal or external)
requirements. The part of work for which the
customer pays.
Example: Value added = assembly of components
n Waste
n Activities that consume time, resources and/or space, but do not contribute
to transforming or shaping materials and information to meet customer
needs.
Example: Non-value added = transporting components

7 Kinds of Muda
1. Over-Production: Producing over customer requirements.
2. Producing defective product: (nonconformance) Producing product which
does not meet customer (internal or external) requirements.
3. Material movement: Multiple handling and staging of materials.
4. Inventory: (machine, materials, manpower) Holding or purchasing
unnecessary raw materials, work-in-process, and/or finished goods,
maintaining extra equipment or manpower.
5. Over processing: (adding non-essential labor) The addition of unneeded
steps of work activities. Over production is the
worst waste of all because
6. Delay / Waiting: Waiting for materials it leads to more waste.
or previous processes.
7. Unnecessary motion: Actions of
people or equipment that
do not add value to the job.
Over Production is the worst waste of all because it leads to more waste.

TPM
TPM (Total Productive Maintenance) is the 5th element of our foundation.
n Autoliv uses TPM to achieve the highest level of continuous

improvements. In TPM, it is essential that all employees take
ownership of the machines in their area and are empowered to
perform basic maintenance and improvements on those machines.
n TPM is: an innovative approach to maintenance that prevents

breakdown and promotes autonomous operator maintenance
through day-to-day activities involving the total workforce.
n TPM is a method of evaluating, maintaining, and improving machine

performance, that includes:
n Standard daily, weekly, monthly preventive maintenance
n Records of equipment performance (up time) and maintenance
n Focused evaluation and improvement activities by multidisciplinary teams

TPM continued. . .
I own my car so I keep it
This will result in an improvement in our clean, change the wiper

blades, and check the tire
pressure. I can do the
Overall Equipment Efficiency. same thing to my

machines at work.
Planned
Opening time stop-
pages 6 big losses
Stop- Breakdown
Loading time Availability
pages Changeover
Net operating Sub Minor Overall

perfor- Performance Equipment
time Reduced
mance Efficiency
Valuable Non- Defects
Operating quality Quality rate
time Startup
In order to follow up equipment performance, we use the O.E.E. indicator (Overall Equipment
Efficiency). O.E.E. is the rate between <<quantity of good parts produced>> and <<quantity of parts
theoretically producible>>, without any disturbation (breakdown, defects, minor stoppages, etc.)
In detail, we measure O.E.E. by multiplying:
•the availability rate (loading time / opening time)
•the performance rate (net operating time / loading time)
•the quality rate (valuable operating time / net operating time)
Pillars
Now that our foundation is complete we will start to build
the pillars of our house. The pillars must exist before we
build the roof.
The three pillars of APS house are:

n Just-In-Time
n Quality First
n Employee Involvement

Pillars
Just-In-Time
The first pillar of our house is titled Just-In-Time.
The Just-In-Time pillar consists of 6 elements:
n Leveling & Capacity
n Continuous flow
n Pull system
n Takt time
Just-In-Time
n Frequent deliveries •Leveling &
Capacity
•Continuous flow
n Line concepts •Pull system

•Takt time
•Frequent
-Flexible capacity deliveries

•Line concepts
-Flexible
capacity
-One Piece flow -One Piece flow
Standards

Just-In-Time
The objective of Just-In-Time is to have a lean
manufacturing process that continuously with cost
efficiency, produces quality products at the right quantity
to meet customer demand in the required time.
n Whatis needed
n When it is needed
n Amount that is needed

Leveling and Capacity
Heijunka leveling is a Japanese word meaning level
production volume and variety over a given period of time
(monthly is recommended). When you level the customer
demand, it gives you an opportunity to level your
Manpower, Material and Machines.
Give to production an acceptable

variation of resources
(Man / Machine / Material)
Heijunka
Demand Leveling
A.P.S.
Market Time

Capacity
Capacity is our ability to meet customer demand at its highest
volume. We must ensure our capacity can adapt to the variable need
of the customer; that means:
n When the equipment is needed to run, it must be ready to run.
n Demand can not exceed capacity.
n Be sure that our capacity can adapt to the requirements of the
customer.
After the pre-conditions of leveling and capacity are Sorry out
satisfied there are 5 basic elements of Just-In-Time of order
production. They are: Continuous Flow, Pull System,
Takt Time, Frequent Deliveries
and Line Concepts.
Let’s look at each element in more detail.

Continuous Flow
Conventional Organization Definition:
n Lets assume that we have a part that passes through the following
processes: Machine turning, assembly and press. In a traditional plant
all of the machine turning processes, assembling processes and
pressing operations would be grouped together. Experience shows us
that there will be inventory between the processes, long lead times,
and problems will be hidden.
Multi Process Organization Definition:
n In a multi-process organization all the processes needed to produce
one part are located in the same location. The results are no inventory
between processes, shortened lead time, problems are visible, and
improved efficiency of manpower. Now that all processes are part of
the same line we can apply the one piece flow production system.

Continuous Flow continued. . .
AAA
BBB ABC
CCC ABC
The old conventional organization
ABC
The new multi process organization

Pull System
All processes in the chain are connected with kanban.
Kanban is a tool for the pull system.
Kanban is a Japanese term meaning signal. Kanban
informs the supplier what the customer needs.
n Information flows upstream (signal)

n Lumber mill send kanban card to the logger = orders more wood
n Material flows downstream (product)

n The logger cuts the wood and floats it down to the mill

Pull System continued. . .
(Push System)
Producing as much as possible
in hopes of it selling.
(Pull System)
Producing product as kanban
signaled by card customer.
Takt Time
The pace of production, takt time, is the time required to
produce a single component or an entire product in order
to meet and not exceed customer demand.
How do we get takt time?
Total available production time

= Takt Time
Customer demand

Frequent Deliveries
Suppliers should deliver smaller lots more frequently.
The benefits are

n Less money tied up in raw material and finished goods. Less
warehouse space needed for storage and few employees and
forklifts to manage and track inventory.
n Raw material is purchased, manufactured into finished product,
and shipped in a shorter amount of time. This shorter lead time
reduces the amount of money tied up in inventory.
n Quality defects are noticed and reported to supplier in a timely
manner thus allowing these abnormalities to be fixed with
minimal scrap and rework.

Frequent Deliveries continued. . .
Would you like your

milk to be delivered
only once a month!!!
This ties up a lot of cash,

storage space to contain,
and likely hood that there Minimal cash investment, small storage
will be scrap as milk sours. space, and product is always fresh.
Monthly delivery Daily delivery

Line Concepts
Line concepts is divided in two elements: flexible
capacity and one piece flow.
Flexible capacity means:

n Heavy automation and High capacity
complicated machines should required
be replaced with simple working smaller machines.

n Process must be flexible. The number of operators must be
adjusted to the capacity required.
n In order to increase flexibility of the line,
and to reduce stock, we need to reduce
change-over time.
Low capacity
required

Change-over Time
Change-over time is the time between << the last part of
product A >> and << the first part, produced at full speed, of
product B >>.
For that, we use SMED methodology (Single Minute Exchange of Die).
It takes 5 steps:
A Total change-over time B
1 Separate the sequences
of the change over.
I E
2 Identify internal and
external operations.
3 Transfer internal to
external operations.
4 Decrease internal
operations.
Now, mixing product
A and product B on
the line is not
anymore a problem.
A
5 Decrease external
operations.
B
One Piece Flow
One Piece Flow is the most efficient way to manage manpower
and material resources. When using a one piece flow, each
operation must be balanced according to Takt Time.
The Benefits are:
n The inventory between each process can be eliminated (Less
Work in Process).
n Products are created one by one (Shortened lead time).
n When changing builds there is less product to purge (Improved
SMED).
n Product moves through the process in the same order it was
delivered (First in First out).
One piece flow

Large lot production

Quality First
Quality First is another pillar

of our house. In the quality
first pillar we have three
elements.
They are:
n Quality Assurance Just-In-Time
•Leveling &
Quality First
Capacity •Quality
n Quality Methods •Continuous flow

•Pull system
assurance
•Quality
•Takt time
•Frequent Methods
n6 Sigma deliveries
•Line concepts
•6 Sigma
-Flexible
capacity
-One Piece flow
Standards

Quality First
To understand the importance of the quality in our
process we must keep in mind three rules:
A B C
Supplier Autoliv Customer
Do not Receive Do not Produce Do not Ship / Pass

Poor Quality Poor Quality On Poor Quality
These rules must be applied also within Autoliv’s companies

Quality Assurance
In all our processes we could have failures for different
reasons: e.g. bad quality of components, machine
failures, bad methods, no discipline. . . At the end, all of
these things are muda and we must avoid them.
Man / Machines
(autonomation)
To prevent and avoid this,
we must achieve quality Machines
assurance by:
n Materials
Materials
? Products
n Man
n Machines
n Man / Machines (autonomation)
Man
Quality Assurance continued. . .
Materials
In order to build quality Products we must have quality
materials. To do this we must involve the supplier in the early
phases of the development of our products. We have to
establish an ongoing partnership with our suppliers. With early
supplier involvement we have seen that we can continue to
improve our level of quality supplied to our customers at a
lower cost because we don not have to inspect, scrap material
or stop assembly lines.
AUTOLIV
SUPPLIER 1 SUPPLIER 2

Man
Use the human senses and abilities to observe, identify and
react when a problem occurs.
Examples:
n Observe visual aspect
n Training and self-learning
n Analyze situations
n Ownership and responsibility

Machine
Build machines that are able to
recognize abnormalities, stop and
notify an operator.
Examples
n Poka yoke built in
n Artificial vision
n Operator panel displays information
n Andon (light coding)

Man and Machine (autonomation)
“The aim is to be able to prevent the defects in our
processes.” One example to illustrate this is the use of “POKA
YOKE” in our assembly process. “POKA YOKE” is error
proofing either by product design or process design.
n With Poka Yoke we will avoid the possibility to produce defects.
n Even with our best efforts to prevent quality problems in our
processes, the defects might occur.
n In the case of an occurrence we
must detect it immediately and
stop and fix the problem. This
will avoid additional muda.
Poka Yoke
Quality Methods
Many methods could be used to build quality assurance
in our processes and products. We’ve already mentioned
Poka Yoke. Some others are:
n5 Why
n Pareto diagram
n SPC
n Quality Matrix
n Cause and effect diagram (fishbone diagram)
n Problem solving process
n FMEA
n PDCA Wheel
Let’s explore each method in more detail.

5 Why
When you are in front of a problem ask five consecutive
times, the question WHY? Each answer must be more
precise than the previous one. That way, you will identify
the cause of the cause. . . of the problem.
This tool is generally used

to identify what really 5 why:
happened for the present More and
more
occurrence of a problem precise
instead of what are
the potential causes.

Pareto Diagram
The pareto diagram is the tool that shows the contribution
of several causes to a problem. We draw it with the most
frequent cause on the left hand of the diagram as follows:
The highest bar indicates

which cause must be
attacked first to be
more efficient.
There is a general rule that says that if you correct 20%

of the causes, you will solve 80% of the problem. This
rule is named <<80/20 rule>>.
SPC - Statistical Process Control
SPC is a way to measure and maintain the reliability and
capability of a process. By sampling, you continuously
measure a parameter and draw the obtained value on a
graph.
HT - Limits
SPC enables us to identify
whether a process stays
inside the limits or not and LT - Limits
if there is a trend, allows
us to start corrective action
at the first signs of drifting
out of control. SPC

Diagonality Matrix
Diagonality Matrix is a tool for improving quality by
making visual <<where a defect has been produced on
the line>> and <<when this defect has been detected on
the line>>. Where produced
Station 1Station 2 Station 9
For each defect, we take
Where detected
actions to eradicate the
Station 1
Station 2
Diagonality
defect, but also to detect Matrix
at the exact place where
it was produced.
Station 9 T
Defect detected on station 9, but produced on station 2
Cause and Effect Diagram
The Cause and Effect Diagram is a tool to list the potential
causes to a problem. It is also referred to as the Ishikawa
or fishbone diagram. We write the effect in the head of the
fishbone. The different bones are dedicated to a category
of cause where the corelines are the main causes, and the
lines coming off those, are the subcauses:
Cause
Measures Machine Material

Method
Effect
Management Environment Man

Problem Solving Process
Is both a method and a presentation form for problem
solving. It includes 8 steps:
1. Creation of a team with a champion
n establish a small group of people with process and/or product
knowledge, allocated time, authority and skills in the required
disciplines.
2. Problem description
n describe what is wrong with what, with quantifiable terms
(who, when, where, why, how and how many)
3. Development of interim containment action (ICA)
n to isolate the effects of the problem form any
internal/external customer until permanent
corrective actions (PCA) are implemented.
4. Research of root causes
n test each possible cause

Problem Solving Process continued. . .
.
5. Choice of permanent corrective actions
n select the best permanent corrective action to remove the rood
cause
6. Implementation and validation of permanent corrective
actions (PCA)
n and remove the interim corrective actions
7. Implementation of actions to prevent recurrences
n modify the necessary system including policies, practices and
procedures.
8. Lesson learned documentation
n if a lesson has been learned, propose the problem solving
report as a lesson candidate for further actions in Lessons
Learned System (LLS).
Then congratulate the team and close the report.

FMEA
Failure Mode Effects Analysis can be performed about:
n Product Concepts
n Process Concepts
n Components production process RPN D O S
n Machines
FMEA is a method performed by a cross functional team, to prevent defects before

they really occur by the preventative analysis of the different phases of the product
design or assembly and establish counter measures to prevent it. Each potential
problem can be quantitatively analyzed with Risk Priority Number (RPN). RPN is
calculated as D x O x S, where D, O, S are the parameters for:
n Detection : what is the probability for detection of the defect before it occurs
n Occurrence : what is the probability for the defect to occur
n Severity : what would the consequences be if the defect occurs
Each parameter is given a value between 1 and 10, where 10 corresponds to high
probability and serious consequences. The result will be a number between 1 and
1000 and the potential problems with the highest RPN will be corrected first.
PDCA Wheel
The PDCA Wheel is a methodology to apply solutions to a
problem to ensure the problem will not occur anymore.
The methodology is described in four steps:

n Plan : Set objectives and build an action plan
n Do : Provide resources and do it
n Check : Check results by
indicators and react if necessary Act Plan
n Act : Standardize the solution to
prevent recurrence
Check Do

6 Sigma
The target of 6 Sigma methodology is to reach 3,4 dpmo
(defect per million opportunities). The 6 Sigma workshop
leads to the improvement of the product of the process,
based on the reduction of their variability.
Reduce
A 6 Sigma workshop is variability!
completed in 5 steps :
n Define
n Measure
n Analyze
n Improve
n Control

6 Sigma Steps
Let’s detail these steps:
n Define the problem or the challenge, to listen to the <<voice of
customer>> (VOC), to identify all important parameters for the
process, from Supplier to Customer, and to determine which
parameters are critical to quality (CTQ).
n Measure the frequency of defects, define performance
standards and validate measurement system.
n Analyze when and where defects occur, by establishing
product capability, defining performances objectives and
identifying variation sources.
n Improve the process, by screening potential causes, and
establishing operating tolerances.
n Control the process so that is says fixed by validating the
measurement system, determining the process capability and
implementing process controls.

6 Sigma continued. . .
defect Upper Limit Upper Limit
DMAIC workshop
Lower Limit
defect is used for Lower Limit
Bad process
High variability
improving existing Good Process
Low Variability
product/process.
6 Sigma can also
be used for new
Lower Limit Upper Limit ones, for that we Lower
Limit
Upper
Limit
use Design For
defect
Six Sigma (DFSS)
defect
workshop.
Low Sigma Level

Employee Involvement
The most important pillar of our house is
Employee Involvement.
Employee Involvement is at the center
of APS. Everyone has a role to play
and everyone benefits. Employees are
the most valuable resource of our
company.
• The success of our business is
Employee
dependent on the planning, control Just-In-Time
•Leveling &
Involvement Quality First
•Safety
and improvement of all elements of our Capacity
•Continuous flow
/Ergonomy
•Flexibility
•Quality
assurance
business and this can only be done by •Pull system
•Takt time
and
Motivation •Quality
people. •Frequent
deliveries
•Discipline to
standards
Methods
•Line concepts •Continuous •6 Sigma
• Every employee has knowledge and -Flexible Improvement
capacity •Process and
experience which may provide the key -One Piece flow result
•Don’t judge!
to solving a challenging problem. •Don’t blame!
• There are six key elements to

Employee Involvement. Let’s discuss Standards
each in more detail.

Safety / Ergonomy
Since employees are our most valuable resource it is very
important that all jobs are designed to be performed
safely and ergonomically.
Safety : When we design any job it must

be designed to be able to be done safely.
This means that all aspects of the job need
to be considered from the environment, to the equipment, to the motion. As
employees of Autoliv we will be provided with training on safety and safe
behavior. It is up to us to apply this knowledge to our daily jobs.
Ergonomy : Ergonomy relates to the study of human motion. Certain
motions and posture are shown to cause injury when performed in a
repetitive manner. As Autoliv employees we must educate ourselves on
these hazardous motions and postures and passionately pursue
eleimination of these conditions. Prevention activities can include
exercises, stretching, and conditioning ourselves to perform a task as
well as the design of equipment and work stations.
Flexibility and Motivation
A company such as Autoliv is built on people’s
knowledge and their will to make it run.
nA good way to keep an accurate mind is to regularly change
the tasks we do. In that way, flexibility and motivation appear
as key points. Managers care to give their employees the
opportunities to use their flexibility and consequently keep their
motivation level. Recognition too, contributes to keep
motivation.

Discipline to Standards
Why Discipline to maintain standards is necessary.
n Without standards there can be no improvement!
In basketball it takes five players working to the same
standards to win the game. If one player breaks a standard by
committing a foul it could cause the team to lose the game. The
same holds true in a manufacturing environment. If one team
member doesn’t follow the standard it can cause the company
to not reach it’s objectives.
n Education is necessary for each employee to gain the understanding of
the standards required to perform their job.
n Each employee must develop the discipline to follow the standards.
n Following the standard guarantees the success of our job.

Continuous Improvement
Employee involvement is critical to sustaining continuous
improvement. There are several ways that we can be
involved in continuous improvement:
n Participation in suggestion system.
I have a
n Participation in cross functional teams. suggestion!
n Participation in problem solving.
No work station or job is ever perfect.

There is always room for improvement.
Continuous improvement must come
form each of us. We must all be thinking
of better ways to perform our jobs, and
communicate our ideas to our co-workers.

Process & Results
n In APS employees should focus on the process not the end
result.
n If we focus and fix the process we will get good results.
What comes first, the machine breaks or machine downtime?
The machine breaks before we have machine downtime. The
desired result is machines that run continuously. How we can
guarantee that the machine runs is by focusing on the preventive
maintenance process. Preventive maintenance is an example of a
process that leads to improvement in productivity which is the
desired result.
n A good way to improve process is to identify and eliminate MUDA and
to avoid variability through information and training.
n Other examples of processes are training, kaizen suggestion system,
5 why, 8D, etc.
n Focusing on fixing our processes will produce our desired results.
n Of course, it is also important to check the result and to take it into
account, in order to confirm that the process is good!

Don’t Judge! Don’t Blame!
When something is going wrong (fault defects. . .) or you
want to perform an improvement on any situation, go, see
and listen with an open mind. A good way to
analyze any situation
Problems are not linked to without any
judgement or
people. If people are afraid to blaming, is to set the
habit to speak with
be judged and blamed in case clear data.
of a problem, they will hide the

problems. If the problem is hidden
then we can’t imagine any improvements.
Blaming someone does not solve the

problem. We all have to support our
teams without judging and blaming.

Purpose
Now that we have built our pillars,
we can put the roof on our house.
The roof represents our purpose any E
p mp
om loy
C ee
and is supported by the foundation s Profitability
er Competitiveness
s
So
m cie
and pillars. Custo Satisfaction ty
The purpose of APS is to meet Just-In-Time

Employee
Involvement
Quality First
the needs of our customers •Leveling &

Capacity
•Continuous flow
•Safety
/Ergonomy
•Flexibility
•Quality
assurance
and
and employees to insure the •Pull system
•Takt time
•Frequent
Motivation
•Discipline to
•Quality
Methods
standards
success of our company and deliveries
•Line concepts
•Continuous
Improvement
•Process and
•6 Sigma
-Flexible
improve society. capacity

-One Piece flow
result
•Don’t judge!
•Don’t blame!
APS method is cost

Team 5S Muda
improvement oriented. A Work
Standards
elimination
TPM
rigorous application of APS
will keep the Competitiveness for Autoliv.
Mission
Let’s look at the house we have now Autoliv will be the most
reliable, high quality, cost
built and place the flag on top that effective, and innovative
partner in the occupant safety
restraint system industry
will state our mission.
ny E
pa mp
m loy
Co ee
s
s Profitability
r
e Competitiveness So
cie
tom Satisfaction ty
s
Cu
Employee
Just-In-Time Involvement
•Leveling & •Safety Quality First
Capacity /Ergonomy •Quality
•Flexibility
•Continuous flow
and assurance
•Pull system Motivation
•Takt time •Discipline to •Quality
•Frequent standards Methods
deliveries •Continuous
•Line concepts Improvement •6 Sigma
•Process and
-Flexible
result
capacity •Don’t judge!
-One Piece flow •Don’t blame!
Team Muda
5S Standards TPM
Work elimination

Conclusion
We hope this booklet has given you a good overview of the
Autoliv Production System. More detail on each of the
concepts and methods will be provided as required by your
specific job. Specific training programs have been edited in
order to deploy the APS culture throughout Autoliv.
I have enjoyed building

this house with you.
Meet you soon for APS
training program.


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GEN-TP-002-C1.

0-APS Booklet - 1 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

Hello! My name is APSY.

GEN-TP-002-C1.0-APS Booklet - 2 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

With the Autoliv Production System (APS), Autoliv is

GEN-TP-002-C1.0-APS Booklet - 3 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

GEN-TP-002-C1.0-APS Booklet - 4 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

The Autoliv Production System is a method to help every single

APS is Autoliv’s chosen method

GEN-TP-002-C1.0-APS Booklet - 5 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

Car users through high quality life saving products.

Car makers through competitive and high

Autoliv employees through stable employment, good work

Our society through community

GEN-TP-002-C1.0-APS Booklet - 6 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

As you proceed through this training, you will

GEN-TP-002-C1.0-APS Booklet - 7 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

We will now explore

GEN-TP-002-C1.0-APS Booklet - 8 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

to share experiences and results

GEN-TP-002-C1.0-APS Booklet - 9 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

nA group is stronger than an individual person. A proposal or

n Team work may take the form of a dedicated team assigned to

GEN-TP-002-C1.0-APS Booklet - 10 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

n Seiri= Clear out

5S is a rigorous approach to housekeeping that provides

GEN-TP-002-C1.0-APS Booklet - 11 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

GEN-TP-002-C1.0-APS Booklet - 12 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

GEN-TP-002-C1.0-APS Booklet - 13 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

GEN-TP-002-C1.0-APS Booklet - 14 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

GEN-TP-002-C1.0-APS Booklet - 15 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

GEN-TP-002-C1.0-APS Booklet - 16 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

n All employees using best practices

GEN-TP-002-C1.0-APS Booklet - 17 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

non-value added work

GEN-TP-002-C1.0-APS Booklet - 18 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

GEN-TP-002-C1.0-APS Booklet - 19 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

n Autoliv uses TPM to achieve the highest level of continuous

n TPM is: an innovative approach to maintenance that prevents

n TPM is a method of evaluating, maintaining, and improving machine

GEN-TP-002-C1.0-APS Booklet - 20 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

This will result in an improvement in our clean, change the wiper

Overall Equipment Efficiency. same thing to my

Net operating Sub Minor Overall

The three pillars of APS house are:

GEN-TP-002-C1.0-APS Booklet - 22 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

n Line concepts •Pull system

-Flexible capacity deliveries

GEN-TP-002-C1.0-APS Booklet - 23 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

GEN-TP-002-C1.0-APS Booklet - 24 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

Give to production an acceptable

GEN-TP-002-C1.0-APS Booklet - 25 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

Let’s look at each element in more detail.

GEN-TP-002-C1.0-APS Booklet - 26 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

GEN-TP-002-C1.0-APS Booklet - 27 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

The new multi process organization

GEN-TP-002-C1.0-APS Booklet - 28 PRIVATE/PROPRIETARY - FOR INTERNAL USE ONLY

n Information flows upstream (signal)