Corporate Responsibility
Report – 2013/ 2014
PL EN
Version for Visually Impaired

About the company

We are part on the international DB Schenker Group which in turn is a part of Deutsche Bahn AG concern. DB Schenker Group is a leading supplier of integrated logistics services in the world with the annual sales exceeding EUR 20 billion.

Management Systems

We run our business based on the sustainable development strategy. We build the Lean culture that supports continuous improvement and cultivation of joint responsibility in the supply chain.

Management Model

COLLAPSEEXPAND

We operate based on EFQM (European Foundation for Quality Management) Model. For us, the basis for effective management are good relations with all stakeholders - employees, customers, suppliers, and other partners - taking their expectations into account. This is why in our organization we develop such values as teamwork, innovation, mutual trust, and joint responsibility.

BENEFITS OF IMPLEMENTING THE EFQM EXCELLENCE MODEL:

  • Identification of current strengths and opportunities for improvement
  • Ensuring efficient performance of the organization's strategy
  • Systematization, orientation and ensuring the efficiency of the process of improvement
  • Improvement in results
  • Increase in the initiative and creativity of employees
  • Possibility of comparison with the best in Europe

Lean Culture

COLLAPSEEXPAND

One of the key challenges in today's business is the improvement of the efficiency of undertaken actions. Our answer to this challenge is the construction of the Lean culture, i.e. involving all employees and business partners in the process of continuous improvement.

Reduction of waste (muda) is an essence and goal of Lean Management.

Every action that absorbs resources, takes time and does not add any value is a waste. The following losses are the basis sources of waste:

Overproduction
producing faster and more than required.
Unnecessary movement
movements of employees that do not contribute to adding value in the process.
Overprocessing
inadequate technologies or processes.
Waiting
for one process to be finished and the next action can be started.
Unnecessary transport
unnecessary and too complex flow
Mistakes
imperfection of the process causing unnecessary actions, e.g. issuing correction invoices
Unused human potential
employees with too narrow scope of duties, limited responsibility
Blaming
looking for a person guilty of mistakes
We care about the safety and good organization of work
One of the tools supporting the Lean culture used in our organization is the Safety and 5S system. It is a set of 5 simple rules that streamline work organization. 5S abbreviation comes from Japanese words:

1. SEIRI (sort)

identification and removal of all the object that are unnecessary in the workplace.

2. SEITON (systematic arrangement)

place for everything and everything on its place

3. SEISO (shine)

everyday cleaning; another important goal of this step is to eliminate sources of mess in the workplace.

4. SEIKETSU (standardize)

documentation and standardization of all solutions and practices worked out during the first three steps.

5. SHITSUKE (sustain)

all actions supporting maintenance of the first four "S", especially audits.

If used properly, the 5S rules result in the improvement of safety and efficiency in the workplace environment, reduction of waste, and prevention of mistakes.