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THE SCANIA WAY
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The Scania House

The world

The Scania Way

Together

Get
WHAT

The

Leader
How
Continuous

This

  • Solve
  • Always
  • Keep
  • Find

We

  • What
  • What
  • How
  • What

Want

Want

What
Priorities
What
Right

This

  • Trace
  • Learn
  • Ensure

We

  • How

Want

Want

Priorities

What

This

  1. SHE
  2. Quality
  3. Delivery
  4. Cost

Want

Want

Demand

This

  • Make
  • Reduce
  • Deliver
  • Make

We

  • What?
  • How

Want

Want

How
How
Normal

This

  • Know
  • Have
  • See

We

  • Who?
  • How
  • How

Want

Want

Leadership
Leadership
Leadership

Good

Good

Good

Our

–

–

–

Good

Our

Click

Customer

Respect

Team spirit

Respon­sibility

Elimination of waste

Customer

Our

We

We

Want

Want

Core

Our

The core

We

Why do we have core values? Watch this film to find out more.

Why do we have core values? Watch this film to find out more.

Respect

We

We

Respect

Want

Want

Core

Our

The core

We

Why do we have core values? Watch this film to find out more.

Why do we have core values? Watch this film to find out more.

Team

We

We

A

Want

Want

Core

Our

The core

We

Why do we have core values? Watch this film to find out more.

Why do we have core values? Watch this film to find out more.

Responsibility

We

We

We

Want

Want

Core

Our

The core

We

Why do we have core values? Watch this film to find out more.

Why do we have core values? Watch this film to find out more.

Elimination

We

With

We

Want

Want

Core

Our

The core

We

Why do we have core values? Watch this film to find out more.

Why do we have core values? Watch this film to find out more.

The Thinking Model

The Thinking Model outlines our way of thinking and doing things when it comes to solving problems and achieving results.

Click the boxes and the highlighted arrows for more information.

Core values Principles Methods Results
Your choice

Is it

Is it

X
text
FERNANDA'S JOURNEY
FROM BEAT TO SWEET

This is the story of how Fernanda uses the Scania Way to help Luiz turn his sugar cane business into a profitable success.

Somewhere in Brazil…

Luiz transports his sugar cane to a factory, where it’s made into molasses. But things aren’t going well: profits are down, and costs are sky high – and he’s pulling his hair out.

There goes my holiday in Hawaii!

THE CUSTOMER'S CHALLENGE

Luiz tells Fernanda all about his problems – as he sees them.

20% of my sugar cane is going bad before it reaches the factory.

I just don’t have enough trucks. I’ve got ten but I’ll have to buy two more. Otherwise, even more sugar cane will go bad!

Fernanda listens to Luiz and concludes that the main problem is…

Choose your answer!

GETTING TO KNOW THE CUSTOMER

It’s time to understand Luiz’s current situation and find out what’s going on.

It’s clear Luiz faces a lot of challenges. But Fernanda focuses on the why. She asks herself these questions.

How can I help Luiz?

What’s the situation like now?

Why is transport such a big problem?

Why is transport so expensive?

Why is the sugar cane rotting before it gets to the factory?

LET’S MAKE A DEAL

I’ll take care of all your logistics.

The purpose of any solutions I come up with is to reduce your costs.

Both your company and mine will make a profit.

Fernanda knows she has to see what the problem is for herself. But before she does that, she talks business with Luiz.

Wow! That’s ambitious!

I’ll take care of all your logistics.

The purpose of any solutions I come up with is to reduce your costs.

Both your company and mine will make a profit.

GO AND SEE

Fernanda has a lot of questions (and an open mind) when she goes to Luiz’s sugar cane fields and the factory that makes the molasses.

She talks to a lot of people… You’ll have to click the headings to find out more!

Sugar cane fields
Martina
Truck driver

I’m bored! There’s a really long queue of trucks in front of me. This is going to take forever!

Nelma
Crane operator

Another tough day at work. Only one of me and ten trucks waiting to be loaded with sugar cane!

Luiz
The customer

A whopping 20% of my sugar cane goes bad before it gets to the factory. Such a shame!

Factory
Andrey
Factory worker

Mondays to Thursdays are easiest. The trucks arrive one by one, and we have time to unload them.

Carlos
Factory worker

We throw away a lot of the sugar cane – especially on Fridays.

Luma
Factory worker

Friday’s a nightmare. The trucks arrive really late, and we have no idea when they are going to come.

DISCUSSION QUESTIONS

If you’re going through this case in a group, then discuss the questions with your group members.

If you’re going through this case on your own, then spend a few minutes reflecting on the questions.

What do you think Luiz’s main problems are?

What are the reasons for these problems?

PROBLEM 1 – LONG QUEUES

Fernanda is ready to carry out her analysis and focuses on one problem at a time. She does this in three steps.

Click each number in turn.

Step 1.

Why?

Fernanda asks:

Why are there such long queues when loading the sugar cane?

Hmm…

Step 2.

The root cause

After investigating the situation, she finds the reasons for the long waiting times:

  • All the drivers arrive at the sugar cane fields at 7 am.
  • There’s only one crane which leads to a bottleneck – and long queues.

Step 3.

The solution

Fernanda comes up with a solution that doesn’t mean extra costs for Luiz. What is her solution?

Now that the drivers start at different times, there are no longer big queues of trucks waiting to be loaded. Which principle or principles does this solution connect to the most?

Click the principle(s) in the house.

How
What
What
How

We can’t know everything when we start…

Different starting times for drivers makes loading more effective, but it doesn’t completely solve Luiz’s problem.

There are still truck delays, meaning there is internal variation.

So, what does Fernanda do?

She uses the Thinking Model to look at the results she got.

Then she re-evaluates her methods to get even better results.

This is a good example of a learning loop where we evaluate and test until we get the results we want.

Thanks to the Thinking Model, Fernanda comes up with two more solutions to reduce truck delays:

  • always have a truck in the loading queue.
  • get drivers to fill up their trucks the night before.
PROBLEM 2 – ROTTEN SUGAR CANE

Fernanda now turns her attention to the second problem. She follows the same three steps as before.

Click each number in turn.

Step 1.

Why?

Fernanda asks:

Why is 20% of the sugar cane going bad before it gets to the factory?

Step 2.

The root cause

It takes Fernanda a while, but she discovers two main reasons for the rotting sugar cane:

  • Most of the sugar cane gets thrown away on Fridays. This is when the locals head for the coast – leading to huge traffic jams. This means the trucks get to the factory late (and unpredictably).
  • As most of the trucks get caught in the traffic jams, they often arrive at the factory late but at the same time, which makes the problem worse: longer unloading times and more rotten sugar cane.

Step 3.

The solution

What solution do you think Fernanda comes up with?

Fernanda’s solution to avoid driving during the rush hour on Fridays reduces the unpredictable and often late arrival of the trucks at the factory. Which principle or principles does this solution connect to the most?

Click the principle(s) in the house.

How
What
What
How
IN A NUTSHELL…

The Scania Way is now in place and Fernanda’s solutions are good for the customer – and good for us as a company.

We cannot improve without committed employees and that means we need the right leadership in place.

Fernanda has included everyone in the process, boosting engagement, an improved way of working and, above all, better well-being and performance.

This is a good example of how Fernanda worked according to our core values, especially respect for the individual.

Fernanda and Scania are responsible for the drivers and trucks – and at a lower cost than before!

This means Luiz can focus on his business and not worry about anything else. And he has more money in his pocket!

Everything works more smoothly – and the drivers and factory workers no longer feel frustrated. What’s more, we make a profit. It’s a win-win situation.

Luiz is happier, has more time on his hands and his profits are up.

So yes – he got his holiday in Hawaii (and his hair is looking much better too)!

DISCUSSION QUESTIONS

If you’re going through this case in a group, then discuss the questions with your group members.

If you’re going through this case on your own, then spend a few minutes reflecting on the questions.

How can you go from good to great where you work?

What can you improve?

And how can you work better when it comes to problem solving?

The heart

Want to

Get into
  • How has
  • Continuous
  • Two things
Get into
  • First,
  • Be as

Now it’s

Discuss

  • What have
  • What expectations
  • Do you
  • In other

Be as

Do you

Get into

  • Do you
  • Is it

If you don’t have a standardised way of working, then you might want to stop here. You and your team probably need to focus on finding a shared way of working. Skip to Summary

If you

Get into

You don’t

  • Can you
  • What kind
  • Can you

Thomas

You know

  • Do you
    • Have you
    • What kind
  • Do you
    • And do

A big

The Scania

You learn