Lean Study 2008 Nordic service industry - Cordial

Lean Study 2008
Nordic service industry
By Cordial Business Advisers
Stockholm, September 2008

1
About Cordial Lean study 2008 A selection of participating companies
• This Lean study was carried out during April – July 2008
targeting different industries within the service sector and
service related processes at manufacturing companies, e.g.
procurement, sales and business development units.
� The study aims to get a “pulse check” regarding state-of-theart
development of Lean at selected service companies in
the Nordic and Japan.
� The study y is based on 44 interviews with key yppersons
at the
companies, e.g. business developers, process owners, Vice
Presidents, Lean Managers etc.
Key findings
• 79% of the companies p working g with Lean said to have achieved bottom line results, , compared p to 47% of the companies p working g
with other continuous process improvements.
• 53% of the companies currently not working with Lean are planning to implement Lean in the future.
• Lean is regarded as a mean to achieve cost efficiency and customer satisfaction.
• Lean is a well recognized concept in the Nordic Service industry: 95% are familiar with Lean as a concept.
• Various Lean tools are used when working with Lean, 5 S and Value Stream Mapping being the most common tools.
• Main challenges when working with Lean incorporate having the right leadership, creating a sustainable employee commitment,
having the right communication, establishing clear work process, roles & a toolbox as well as linking the bottom line effect to the
Lean work.
© 2008 Cordial Business Advisers AB
2008-05-08 Projektnamn och konsult Fil: filnamn.ppt

2
Table of contents
�� About the study
� A few words about Lean
� Results of the Lean study y 2008
� Conclusions and reflections
� Contact information
© 2008 Cordial Business Advisers AB

3
Background and purpose of Cordial’s Lean
Study 2008
� Lean is one of the most far-reaching management philosophies when it comes to process
improvement. The manufacturing industry has for a long time been the pioneering industry in
which Lean has been developed and successfully implemented.
BBackground k d
� In recent years Lean has made the leap to the service industry. In order to support our
Purpose
Definition of
Lean in this
study
© 2008 Cordial Business Advisers AB
customers in further developing their businesses, we wish to gain an understanding of the
status of Lean programs and the relation to other process improvement initiatives at Nordic
service companies.
� To perform a “pulse check” regarding state-of-the-art development of Lean in selected
service i companies i iin NNordic di and d JJapan tto get t an understanding d t di of f how h these th companies i
work with process improvements
� Pinpoint overall trends, challenges and success factors for companies working with Lean
� Continuous process improvement work based on Lean principles or Lean inspired methods

4
The study includes a wide range of industries in the
Nordic service sector…
11%
7%
7%
5%
7%
7%
7%
© 2008 Cordial Business Advisers AB
9%
15%
11%
14%
Healthcare
Telecom & Media
Retail
Public organizations
IT Consulting
Transport p & Logistics g
Manufacturing
Construction
Banking
Energy egy
Hospitality & travel
Total: 44 companies p
Comments:
44 interviews with key persons of Nordic companies have been conducted
�� Focus lies on the service sector
and service related processes at
manufacturing companies, e.g.
procurement, sales and
business development units
� The interviewed companies
represent 11 different industry
segments
� At each company, Cordial has
interviewed key persons persons, ee.g. g
business developers, process
owners, vice presidents, Lean
Managers etc.

5
… and interviews have been conducted with some
major players in each segment
Healthcare Retail Banking
Telecom & Media Transport & Logistics Other
© 2008 Cordial Business Advisers AB

6
Table of contents
�� About the study
� A few words about Lean
� Results of the Lean study y 2008
� Conclusions and reflections
� Contact information
© 2008 Cordial Business Advisers AB

7
What is Lean all about?
© 2008 Cordial Business Advisers AB
Lean is about optimizing a company’s processes and working
methods by counteracting waste, focusing on the value-adding
activities ti iti and d creating ti a culture lt characterized h t i d bby continuous ti
improvements.

8
Lean’s basic principles – Lean Thinking
Place the customer as
number 1
Remove obstacles
Competence & mandate
Source: Cordial research
Involvement
Eliminate waste!!!
© 2008 Cordial Business Advisers AB
• Al Always ddoing i or making ki th the choices h i th that t are bbest t ffor
the customer
• Remove all obstacles that are preventing the customer to
get what they want.
• Make sure that all employees have the relevant skills and
competence which makes it possible to meet the
customer’s expectations.
• Leaders involve their co-workers in the decisions that
affect their work and coach them on a daily basis.
• Always be on the look out for waste and when the
waste is discovered it must be eliminated.

9
Where is Lean applicable in the service industry?
� Lean can be used to improve people and information intensive
processes such as:
• Sales processes
• Service (delivery) process
• After-sales / customer support pp pprocesses
• Front-office processes (meeting customers)
• Administrative processes
• IT processes p
© 2008 Cordial Business Advisers AB
Example: Visualization of the workflow
at a Japanese fabrics manufacturer in
Kansai 2005

10
The 7+1 wastes: the manufacturing industry
© 2008 Cordial Business Advisers AB
Overproduction
Manufacturing
To manufacture more or earlier than necessary
Waiting To wait for something to happen
Stock To keep larger stock than necessary
Motion
Re-work
Overwork
Transports
Th The unexploited l i d
creativity of the staff
UUnnecessary movements t and d actions ti which hi h are
performed in order to fulfill a task
Repairs and re-work which do not
add value to the customers
To do more work than the customer requires
Unnecessary transports
This was not part of the original wastes,
but has been added as the eight waste

11
The 7+1 wastes in the service industry - examples
Overproduction p
Waiting
Stock
People
Performing a task that a colleague is going to
perform anyhow
Waiting for answers from customers, partners or for
a decision to be taken by management
Hiring more employees than there is occupation for
MMotion ti Educating new people when senior people leave
Re-work
Overwork
Transports
The unexploited
creativity of the staff
© 2008 Cordial Business Advisers AB
Constantly recapitulating results from the last
meeting if too much time has elapsed between from
the previous one
Information
Producing too much information related to a given
purpose
Waiting to receive important information
Scattered information which is stored in different
locations but which is not compiled for optimal use
Sending documentation physically instead of using
digital formats
Discarding already collected information and
compiling new information if needs have changed
Over-working delivery to a new customer Performing too much research for a given objective
Traveling to different meetings instead of e.g. using
telephone conferences
Unexploited knowledge among the staff as for
instance language g g skills, , earlier experience, p ,
academic records
Information transport through long office turnaround
time, several authorization levels etc
Unexploited information of already performed
studies studies, earlier experience experience, reuse of ideas etc

12
There is currently a large interest for Lean Services
”Lean Management”
735 000
Source: www.google.com [2008-09-03]
© 2008 Cordial Business Advisers AB
”Lean” Lean
65 million hits
”Lean Services”
17 200 000
”Lean
Manufacturing”
2 800 000
• Toyota received 600 000
suggestions for improvement
during 2006 from their
employees. 91 per cent of these
were implemented.
• How many suggested
improvements has your
company implemented?

13
Lean is also a hot topic in the business press
Financial
Times*
� 1022 articles
Harvard
Business
Review**
* Archive search Jan 1st 2003 and onwards
** Complete online publications about Lean
© 2008 Cordial Business Advisers AB
Lean Management Lean Production
Lean Services
� 1022 articles �� 626 articles
�� 1023 articles
� 286 FT comment &
analysis
� 122 FT comment &
analysis
Lean Management Lean Production
� 263 FT comment &
analysis
Lean Services
� 186 articles � 113 articles � 188 articles

14
Table of contents
�� About the study
� A few words about Lean
� Results of the Lean study y 2008
� Conclusions and reflections
� Contact information
© 2008 Cordial Business Advisers AB

15
Lean is a well recognized concept in the Nordic
Service industry
Comments
Are you y familiar with the concept p of Lean? �� Most of the respondents are
familiar of the Lean origin from
5%
the manufacturing industry and
Toyota
� The curiousness for Lean
services is high in general
among the respondents
© 2008 Cordial Business Advisers AB
95%
Yes
No
Total: 44 companies p
95% are familiar with Lean as a concept
Quotations from interviews:
“II have heard about The Toyota
way and Lean in the manufacturing
industry sector”
“I’m familiar with the concept and it
is exciting to see what results it can
bring”

16
Lean is used by 65% of the companies working with
continuous process improvements
Do you feel that your processes are optimized today or do
you y work with continuous process p improvements?
p
2%
Comments
98%
Continuous process improvement
Optimized p pprocesses
Do you currently work with continuous process improvements
based on Lean principles? p p
� Nearly all companies (98%) claim to work with continuous improvements (not always expressed as Lean)
�� A majority (65%) work with continuous process improvements based on Lean principles/methods
© 2008 Cordial Business Advisers AB
Total: 44 companies
35%
65%
Total: 43 companies
Yes
No

17
Lean is also of high interest for companies currently not
working with Lean methods
Are you y planning p g to work with Lean in the future?
47%
Comments
�� OOut t of the 15 companies (35%)
that doesn’t work with Lean,
53% plan to start work with Lean
in the future
Quotations from interviews:
Yes
”We will definitely work with
something Lean-inspired in the future”
Plats för diagram eller tabell
53% No
“It It is an interesting method and we
will definitely evaluate it later on”
“We will start working with Lean next
year. We are currently working with
an extensive overview of our
processes”
Total: 15 companies* p
53% of the companies not currently working expressed with Lean are planning to implement Lean in the
future
* 15 companies doesn’t work with Lean principles today
© 2008 Cordial Business Advisers AB

18
Lean puts a greater emphasis on customer focus as
opposed to other continuous improvement initiatives
What’s the main reason(-s) for your Lean work?*
16%
0%
0%
Comments
12%
42%
30%
Cost efficiency
Increased cust omer ffocus ocus
St rong compet it ion
Qualit y
All of t he above
OOt
her
16%
� Main reason for the Lean work is increased customer focus (42%)
and continuous process improvements concentrates mainly on cut
costs
� Other reasons include: increased productivity, reduced waste,
engage workers etc.
© 2008 Cordial Business Advisers AB
8%
What’s the main reason(-s) for your continuous process
improvements work?
12% 32%
12%
20%
Cost ef f iciency
Incr eased customer f ocus
Str ong competi ti on
Quality
Al l of the above
Other
Quotations from interviews:
“Everything we do aims to increase customer focus”
“Management is pushing hard on costs, but for me
customer focus is most important important”

19
Bottom line results can be achieved through general
continuous process improvement work…
Have you y achieved bottom line effects due to yyour work with continuous pprocess
improvements?
Comments
�� Cost efficiency and increased
revenues are some examples of
19%
success gained through using
continuous process
Yes
improvements work
Don't know , don't
14% measure
67%
No
Total: 43 companies*
Quotations from interviews:
”Increased revenues thanks to
Lean!”
”Cut costs have resulted in
increased profitability”
”We have achieved better managed
costs as well as cost efficiency”
“We have reduced waiting-time in
our emergency room which leads to
reduced costs”
67% have achieved bottom line results from their work with continuous process improvements
* One company does not work with continuous improvements
© 2008 Cordial Business Advisers AB

20
…but it’s more likely to achieve bottom line results working
with Lean!
Bottom line results achieved by Lean Bottom line results achieved by general process
improvements work (a part from Lean)
0%
21%
Comments
79%
Yes
No
Don't know/don't measure
53%
� Among the 29 companies working with Lean, 79% have seen bottom line results
0%
47%
Yes
No
Don't know/ don't measure
• Out of the 21% who hasn’t seen bottom line results, some have not yet started to measure and some don’t measure fiscal
results
� Among the companies working with general continuous process improvements only 47% achieved bottom line results
79% of the companies working expressed with Lean achieved bottom line results compared to 47%
working ki with ith ordinary di continuous ti process improvement i t workk
© 2008 Cordial Business Advisers AB

21
Employees are overall positive towards the implementation
of continuous process improvements
Comments
How does your y employees p y react to continuous pprocess improvements?* p
�� A vast majority, 84%, claims that
the continuous process
improvement work has been
positively received by the
employees
�� SSome companies i hhave received i d
84%
*
both reactions
Quotations from interviews:
”If the workers are part of the
process change and have the ability
2%
Positively
to influence it, the change is received
much better”
Negatively ”Initially we get a negative reaction
14%
Mixed
but when the employees p y see that the
change works the reactions turn
positive”
”How the process change is received
Total: 43 companies** p
depends on what kind of change it
is” is
84 % believe that their employees are positive towards continuous process improvement work
* Only key persons have been interviewed except from 7 companies where in depth interviews have been made with employees
** One company does not work with continuous improvements
© 2008 Cordial Business Advisers AB

22
Greater involvement of employees in Lean initiatives
How does your organization seek improvement of processes?
Companies working with Lean Companies working with general process
improvements
39% Employee driven
Comments
11%
50%
Management driven
Both
� “Management-only”-driven improvement work is less common
among companies working with Lean
�� It is common for the management to setup guidelines but the
employees execute and optimize specific processes
© 2008 Cordial Business Advisers AB
33%
20%
47%
Fråga Linda B!!
Checka titel!!!
Employee driven
Management driven
Both
Quotes from interviews:
“The decision to work with Lean came from management but
the “pull” from employees keep on increasing”
“Each Each employee can make a suggestion directly to a process
owner who evaluate and decide on what to do”

23
Process improvement work is more prioritized by
Management in companies working with Lean
How is the work with continuous process improvements prioritized on the management’s agenda?
Priority on the Management agenda in
Priority on the Management agenda with general process
companies working with Lean
Improvements
Comments
10 %
3%
87%
� A vast majority consider their continuous process
improvement work as a top issue by management
�� Only 3% consider the work with Lean as a low priority by
Management compared to 20% in companies working with
general process improvements
20%
High
High
Average
Average
Low
Low
53% 3%
27%
Quotations from interviews:
”Without the strong commitment from the management it
wouldn't been possible to launch Lean so widely”
”Lean is a top priority by our management management, it is a critical
success factor”
87% consider their continuous process improvement work to be highly prioritized by management in
Lean companies compared to 53% in companies working with general process improvements
© 2008 Cordial Business Advisers AB

24
There is an equal share in how companies choose to
implement their Lean work…
How extensive is your y Lean work?
Comments
�� The most common processes to
48%
52%
start with are core processes,
product & service development
and administrative processes
Selected processes
Plats för diagram eller Whole tabell organization g
Total: 29 companies* p
Quotations from interviews:
”We’ve used pilots so far but have
a very good impression and our
ambition is to take it to the whole
organization”
”We’ve started with Lean in our
emergency rooms and now we will
expand to other departments as
well”
… but many plan to expand their process improvement work to other units/the entire organization
utilizing the “power of successes”
* 29 companies work with Lean
© 2008 Cordial Business Advisers AB

25
5S and VSM are the most common tools for
companies working with Lean
Do you y follow a given g method within yyour pprocess improvement p work? If y yes, , which one?
Comments
�� More than 60% are using Lean
tools
64%
• Value Stream Mapping
(VSM) & 5S are the most
11
5S
VSM
Standards
common tools
� DMAIC is the most common tool
when working with Six Sigma
9
Plats för diagram eller tabell Whiteboard meetings g Quotations from interviews:
4
2
9
28%
5
8%
3
Other
DMAIC
Other
”We use a combination of both
methods, we choose what fits our
organization best”
”The two systems (Lean, Six
Si Sigma) ) complement l t each h other th
well”
”We have our own methods based
Lean Tools Six Sigma Other
Total: 43 responses* responses
on the more traditional Lean tools”
Number of o responsess
64 % of the companies working with a given method in their process improvement work choose Lean
basic tools
* Not all companies work with Lean, possible to chose multiple alternatives for the ones who did reply on this question
© 2008 Cordial Business Advisers AB

26
There are challenges and success factors to consider when
working with the implementation of Lean
CHALLENGES SUCCESS FACTORS
Having the right leadership
� To have a coaching leadership that makes room for a Lean
culture to grow as well as creating a leadership characterized
by trust toward the employees.
Achieving a sustainable organisational commitment
� To break down the process’ KPI to an individual level.
� Invest in long-term employee development
Having the right communication
� To communicate early and in the right way to both direct and
indirect involved stakeholders.
Establishing clear work process process, roles & a toolbox
� To establish proper structure (roles, responsibilities and
mandate) before, during and after the Lean implementation in
order to achieve permanent effects.
� To know which tools to use and how to apply them effectively
in the work process
Linking the bottom line effect to the Lean work
� To be able to link the process KPIs to the bottom line effect
resulting from the Lean work.
© 2008 Cordial Business Advisers AB
100% management attention & commitment
� Management needs to understand, support and believe in
Lean for successful implementation.
Keeping the employees motivated
� Share success stories, good impressions and experiences
from customer meetings with the rest of the organization.
To answer “What’s in it for me?
Ed Education ti & training t i i
� Continuously train and educate during the implementation
and tailor it for every phase of the implementation.
Communication Strategy gy & Plan
� A well thought-through communication plan (top-down
approach), connected to a stakeholder analysis, will
minimize resistance and maximize acceptance within the
organization.
Let the customers be one of the driving forces
� Continuous improvements should not be driven by
customer complaints but rather by a understanding of
customer needs.

27
Summary of results from the Lean study 2008 (1/2)
There is
currently a
large interest
for Lean
Services
� Lean is a well recognized concept in the Nordic Service industry
• 95% are familiar with Lean as a concept
� There is currently a high interest in Lean Services in the Nordic service sector
• 65% of the companies working with continuous process improvements are using
Lean principles
�� Lean is also an up up-and-coming and coming opportunity for companies currently not working with Lean
methods
• 53% of the companies not currently working with Lean are planning to implement
Lean in the future
� Lean puts a greater emphasize on customer focus opposed to general process
improvements
� General continuous process improvements is foremost used for cost efficiency
The Lean work
� It’s more likely to achieve bottom line results working with Lean
often show
• 79% of the companies working with Lean achieved bottom line results compared to
great t results lt 47% working orking with ith general process impro improvement ement work ork (not Lean)
© 2008 Cordial Business Advisers AB

28
Summary of results from the Lean study 2008 (2/2)
Employees are
frequently
involved in the
Lean work and
the priority on
th the
Management
Agenda is high
VSM and 5S are
the most
commonly
used dL Lean
tools
© 2008 Cordial Business Advisers AB
� Process improvements are mainly suggested by employees in a Lean
environment
• “M “Management-only” t l ” ddriven i approach h iis lless common iin LLean
cases.
� Process improvement work is higher prioritized by Management in companies working
with Lean
• 87% consider their continuous process improvement work to be highly prioritized by
management in Lean companies compared to 53% in companies working with
general process improvements
� 64% of the companies working with continuous process improvement use methods
commonly y recognized g as Lean tools
�5S and VSM are the most common tools
� 28 % of the companies use SixSigma method

29
Quotations from the interviews (1/2)
Working with Lean
made it possible p to
expand without
taking on new staff
Healthcare
Revolutionary results!
Healthcare
We’ve seen a prominent
improvement in
productivity as a result of
Lean
T t & L i ti
The management has
to work in it themselves
to fully understand what
Lean is about in reality
Retail
Management has their
own result board for their
Lean work
Energy
At the same time as the costs
have been reduced, the quality
has increased
Telecom & Media
Our productivity has increased with
5-10% per year and during the
same time the complaints have
Transport & Logistics diminished
© 2008 Cordial Business Advisers AB
We’ve We ve managed to
attract contracts thanks
to our Lean-thinking
IT & Consulting
Retail
The easier it is to see concrete
results, the higher g interest in
the organization
Transport & Logistics
A critical success factor is
the interest and high priority
from management
IT & Consulting
Dramatic cut in costs
and increased
control at the same
Retail
As long as the staff can be part of
the planning of a change they are
satisfied when it arrives
Manufacturing

30
Quotations from the interviews (2/2)
Quotations on employee level Quotations on PL and Top Management level
I was stripped of
my responsibility
when the Lean
implementation
started
WWorking ki with ith LLean
has given us a
new mindset even
in other areas
The success
of Lean
ddepends d
75% on the
leadership
and 25% on
the project
lleaders d
© 2008 Cordial Business Advisers AB
Th The project j t lleaders d
must possess
empathy and
experience
We have to find
time outside regular
working hours
(evenings (evenings,
weekends) in order
to work with Lean –
it is difficult
Service in is all about
timing – e.g. to know when
it is i suitable it bl to t refill fill the th
water to a restaurant
customer, that is what
makes the difference in the
customer experience!
Lean has had a
small effect on the
culture
We don’t see
Lean as a
mindset but
rather as a tool
800 opinions
from customers
in 3-4 months
which stimulate
the continuous
improvements
It is important to
know “HOW” to
motivate others
The goal is to create
a new culture
standing above quick
fixes (delivering
bottom line results) )
Lean in our company p y is
more about cutting costs
than creating satisfied
customers
The halo must change:
it has to sit on the
person that who finds
and solves problems
and not on the person
who hides them away
We plan to include EQ tests in
our recruitment process

31
Table of contents
�� About the study
� A few words about Lean
� Results of the Lean study y 2008
� Conclusions and reflections
� Contact information
© 2008 Cordial Business Advisers AB

32
Final conclusions and our reflections
� In recent times the concept of Lean has found its way in the service industry probably because the challenges
facing the service industry are on an overall level similar to those in the traditional manufacturing industry. The
service i iindustry d t hhave, bby llooking ki at t th the manufacturing f t i iindustry, d t realized li d th the great t potential t ti l th that t LLean
can
release within the organization, helping them to stay competitive on a increasingly harsh market by focusing on
customer value and reducing waste. Waste typically found in the service industry relates to the collaboration
abilities between its value network, e.g. customers, suppliers, and partners.
� The majority of the companies state that they have achieved concrete results while working with Lean.
Moreover, the study reveals that companies experience it is more likely to achieve bottom line results when
working with Lean than working with continuous process improvements. The reason for the strong ‘belief’ in
payoff by Lean might be put in relation to the rather tedious process work conducted by major companies in the
80- and 90ties when BPR was introduced in the Nordics.
� In order for the employees to get involved and stay involved in the Lean work, the companies need to develop
a common and company specific Lean language to provide the organization with a positive vocabulary that
motivates and engages the employees. Crucial for the success is to keep the employees motivated, and thus
th the need d tto answer th the employees’ l ’ question ti of f “Wh “What’s t’ in i it for f me?”. ?” KKaizen i iis iin JJapanese bbusiness i context t t
often seen as a peer together with Investment. Kaizen together with continuous investment in company
resources and competencies, wherein the growth and development of employees is an important part,
increases the chances for the sustainability of Lean programs.
� It is a major challenge for the companies to make Lean imbedded in the company culture. A commonly held
view is that current organizational culture is rather acting as a barrier than a possibility when it comes to fully
implementing a culture that supports continuous improvements. This suggests that companies working with the
implementation of Lean need to also think about how to support the ongoing Lean work partly by incorporating
the cultural dimensions, actively working with management of change and to built a learning organisation. The
preferred leadership style has key elements as trust and coaching – a culture which allows employees “to raise
their hands to identify mistakes made” without fear.
© 2008 Cordial Business Advisers AB

33
Table of contents
�� About the study
� A few words about Lean
� Results of the Lean study y 2008
� Conclusions and reflections
� Contact information
© 2008 Cordial Business Advisers AB

34
44 interviews have been conducted with some major
players in various industry segments
Healthcare:
� Centralsjukhuset i Kristianstad
� Universitetssjukhuset MAS
� Karolinska Universitetssjukhuset
� Kronans Droghandel
� Capio S:t Görans sjukhus
� Universitetssjukhuset i Lund
� SATS
Telecom & Media:
� Ericsson
� Teracom
� 3
� Canal Digital
� Talentum
�� TTele2 l 2
Transport & Logistics:
� SJ
�� Scania
� Volvo Logistics
Manufacturing:
�� Perstorp AB
� Partnertech
� Sandvik Materials Technology
© 2008 Cordial Business Advisers AB
Public organizations:
� Vara kommun
� Mittuniversitetet
� Migrationsverket
� Apoteket
Retail:
� Indiska
� Coca-Cola
� Dagab
� COOP
� Oriflame
IT & Consulting:
� Solectron
� FujitsuServices
�� SWECO
Construction:
� Skanska
�� Arcona
� NCC Construction
Banking:
� Swedbank
� GE Money Bank
� Nordnet
� Nordea
� SEB
Energy:
� Telge Energi
�� FFortum t
Hospitality & Travel
� Sheraton
� Fritidsresor
�� Granvia

35
© 2008 Cordial Business Advisers AB
Stockholm
Kungsgatan 26
111 35 Stockholm
Tel: 08 723 87 00
Fax: 08 723 87 01
Contact information about
the Lean Study 2008:
PProject j t leader: l d
Sanja Miteva
Göteborg
sanja.miteva@cordial.se
Rosenlundsgatan 3
+46 706 10 45 33
411 20 Göteborg
Tel: 031 711 04 50
Fax: 031 750 90 99 Responsible for Lean at
Cordial:
Linda Bradley
Tokyo
linda.bradley@cordial.se
3-31 Kioicho n-KI1, Chiyoda-ku
+46 708 50 55 22
Tokyo 102-0094 JAPAN
Tel: +81 (0)3 3556 0481 (building reception)
+81 80 5512 9722 (Japan)
www.cordialasia.com
di l i
www.cordial.se
2008-05-08 Projektnamn och konsult Fil: filnamn.ppt

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