Scania annual report 2002

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Environmental performance in production The production system Energy use Water use Chemical use 18 16 14 12 10 8 6 4 2 MWh per vehicle Target for 2004 Total, GWh 700 600 500 400 300 200 100 0 0 98 99 00 01 02 04 During 2002, energy consumption totalled about 590 GWh, equivalent to some 13,000 kWh per vehicle. 24 22 20 18 16 14 12 10 Cubic metres per vehicle 8 6 4 2 0 Target for 2004 98 99 00 01 02 04 Total, cubic metres 1,000,000 900,000 800,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 0 During 2002, water consumption was about 580,000 cubic metres, equivalent to 13 cubic metres per vehicle. Oils/lubricants Process oils/ emulsions Degreasing agents Paint, water-based Paint, solvent-based Powder paint Rust-proofing agents Solvents Foundry chemicals Other chemicals Cubic metres 0 100 200 300 400 500 600 700 The consumption of chemicals in 2002 was about 3 ,900 cubic metres, equivalent to 87 litres per vehicle. The Scania Production System forms a basis for improvement efforts at the production units. The values, principles and priorities that govern working methods are the same regardless of whether production takes place in Europe, Latin America or some other part of the world. New solutions that are developed, for example, in an improvement team at the assembly line in São Paulo are later easily implemented by colleagues at the production units in Zwolle, Angers and Södertälje. Carbon dioxide emissions related to energy use Carbon dioxide Energy use emissions, GWh ktonnes 2002 1996 2002 1996 Electricity 350 360 20 23 District heat 50 130 3 9 Fossil fuels 190 200 49 51 Total 590* 690* 72 83 Per vehicle 13,000 kWh 1.6 tonnes * Subtotals and totals are rounded to multiples of ten. In 2002, carbon dioxide emissions from Scania’s production amounted to 1.6 tonnes per vehicle, or a total of 72,300 tonnes. Wastes sent to landfills 200 150 100 kg per vehicle 50 0 Target for 2004 98 99 00 01 02 04 Total, tonnes 9,000 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 Wastes sent to landfills during 2002 totalled about 3,500 tonnes, or 78 kg per vehicle, excluding foundry sand. 0 Emissions of organic solvents 14 12 10 kg per vehicle 8 6 4 2 0 Target for 2004 98 99 00 01 02 04 Total, tonnes 500 400 300 200 100 In 2002 organic solvent emissions from painting/rust-proofing totalled some 300 tonnes, or 6.7 kg per vehicle. 0 The Scania Production System (SPS) has been developed at the company’s own production workshops. Other parts of Scania’s operations besides pure production units also apply to the concepts behind SPS. Scania’s research and development work is being streamlined according to the same principles, and the global service network is next in line. More and more of Scania’s suppliers are also beginning to use this method-based working system. SPS has played a major role in the dramatic productivity improvements at Scania in recent years. In 1985 the company manufactured 1.6 trucks per employee at its production units per year. By 2000, the figure had risen to 4.8. SPS is based on Scania’s three core values: • Putting the customer first. • Respecting the individual. • Quality – eliminating waste. 28
The Scania Production System is based on four main principles. Standardised working method – the normal situation To ensure that Scania’s products maintain high, uniform quality, work processes have been standardised and documented. Tasks are performed in a specific way, at a specific pace and with an even, balanced flow throughout the production chain. In the Scania Production System (SPS), this is called the “normal situation”. Doing it right the first time Since work processes are controlled visually, with visible buffers and follow-up on bulletin boards, what is normal or abnormal becomes very clear. Direct feedback to the person who caused a deviation allows it to be acted upon quickly, helping to create a quality-assured work process. Consumption-controlled production Customer demand determines how many trucks, buses or engines will be manufactured. It is also the customer who determines when production will begin. This principle permeates the entire Scania production chain, from the customer’s order to the local sales company through production and assembly to the final product that is ready for delivery. Unpainted cabs on their way in for priming at Scania’s new paintshop in Oskarshamn, Sweden. Here all work takes place according to the Scania Production System. Continuous improvements The overall objective of the Scania Production System is to generate continuous improvements, where different production plants can learn from each other worldwide. By continuously discovering and eliminating waste, the resulting liberated resources can be applied to other productive tasks. More than 1,000 improvement teams The most important success factor in the Scania Production System is the work of the improvement teams. Worldwide, Scania now has more than 1,000 such teams in which fitters and equipment operators use their knowledge, professional skills and problem-solving 29 talent to make continuous improvements. Challenging and improving the existing processes is part of the daily work of these teams. The goal is to find the easiest flow and the easiest method for each situation in their daily work. This has greatly increased motivation and dedication on the job.
Page 1 and 2: ANNUAL REPORT 2002
Page 3 and 4: Contents ■ THE COMPANY 2 Scania i
Page 5 and 6: BUSES ENGINES SERVICE-RELATED PRODU
Page 7 and 8: 2002 2003 • In October, Scania pa
Page 9 and 10: eaking levels of the mid-90s. Since
Page 11 and 12: The work of the Board According to
Page 13 and 14: Identity and brand An increasingly
Page 15 and 16: Road safety work One undesired cons
Page 17 and 18: Scania’s industrial research prog
Page 19 and 20: Customers Scania’s customers are
Page 21 and 22: Trucks Scania develops, manufacture
Page 23 and 24: Customer financing An increasingly
Page 25 and 26: Research and development To the 1,7
Page 27 and 28: Modularisation - a way of thinking
Page 29: working in Sweden, 22 percent in th
Page 33 and 34: The highest decision-making level w
Page 35 and 36: Scania and the climate issue The pr
Page 37 and 38: Global demand The demand for heavy
Page 39 and 40: Scania-owned sales and service netw
Page 41 and 42: Registration of trucks TRUCKS above
Page 43 and 44: Registrations of trucks and buses T
Page 45 and 46: In North Africa, Scania is the mark
Page 47 and 48: the corporate level. Responsibility
Page 49 and 50: Volvo is not represented on Scania
Page 51 and 52: Earnings by area of operations 2002
Page 53 and 54: ties had a positive influence of SE
Page 55 and 56: With Customer Finance operations re
Page 57 and 58: Parent Company financial statements
Page 59 and 60: in financial income and expenses. T
Page 61 and 62: NOTES THE GROUP Note 1 Sales page 5
Page 63 and 64: NOTE 6 Taxes Tax expense/income for
Page 65 and 66: NOTE 10 Holdings in associated comp
Page 67 and 68: Net debt 2002 2001 2000 Cash, bank
Page 69 and 70: NOTE 24 Information regarding compe
Page 71 and 72: THE PARENT COMPANY All amounts are
Page 73 and 74: Auditors’ report To the Annual Ge
Page 75 and 76: Key financial ratios and definition
Page 77 and 78: 2002 2001 2000 1999 1998 1997 1996
Page 79 and 80: Dr. Rolf Stomberg Born 1940. Member
Page 81 and 82:
Corporate Units CORPORATE DEVELOPME
Page 83 and 84:
CONTACT PERSONS The following indiv
Page 85:
Scania Maroc S.A. Serge Habib 97, B
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Scania annual report 2002

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