Towards sourcing in emerging markets and challenges

Transcription

1 Technical perfection, automotive passion Towards sourcing in emerging markets and challenges Uddeholm Swedish Rally Automotive Seminar Sunne, February 5th 2004 Mr. Jean Christophe Rozalski Standardization Leader/Frame Manufacturing Engineering

2 Agenda: 1. Company Presentation and Vision 2. Challenges: a. Productivity gains b. Globalisation 3. General conclusion 2

3 Agenda: 1. Company Presentation and Vision 2. Challenges: a. Productivity gains b. Globalisation 3. General conclusion 3

4 Faurecia, a world leader in automotive equipment Expertise in 6 modules Global player with European leadership Overall interior capability 2002 sales 9.9 billion 59,000 employees worldwide 4

5 Faurecia focuses on 6 modules Door Acoustic package Cockpit Front end Seat Exhaust

6 Global player with European leadership Worldwide European European market share ranking ranking per product sales Seat % Cockpit % Door % Acoustic Package % Total Vehicle Interior % Front-end % Exhaust % Source: Faurecia 2002 estimate on outsourced market 6

7 Faurecia, a world leader in automotive equipment Sales 2002 with car manufacturers ( Billion US$) Europe Bosch 11,8 Faurecia 8,5 Siemens VDO 5,9 Valeo 5,4 JCI 4,8 ZF 4,7 Delphi 4,6 Lear 4,5 TRW 4,1 Magna 3,7 Worldwide Delphi 25,5 Bosch 19,1 Visteon 16,9 Denso 15,3 Lear 14,4 JCI 13,7 Magna 12,2 Aisin Seiki 10,7 Faurecia 10,0 TRW 9,9 7

8 Overall interior capacity Vehicle interior represents 76% of sales Front end 6% Exhaust 18% 41% Seat 35% Cockpit, door, acoustic package 8

9 Sales by customer 2002 sales: 9.9 billion Others PSA Peugeot Citroën Toyota BMW DaimlerChrysler 6% 1% 5% 6% 7% 10% 26% 16% 23% VW Group Renault Nissan GM Group Ford Group 9

10 Sales by region 2002 sales: 9.9 billion North America South America Other Countries Other European countries 12% 1% 9% 5% 2% 34% France 14% 23% Germany United Kingdom Spain/Portugal 10

11 Global manufacturing capabilities sites in 27 countries 11

12 R&D and Innovation capabilities R&D budget: 7% of sales and centers: 22 12

13 Vision Statement Our ambition is to generate lasting growth and profitability through a vigorous program of innovation and to be recognized by all automakers as the expert in each of our 6 modules. We must diversify our customers and support each of them to their new production location with strong involvement towards North America and Asia. Pierre Levi. Chairman and CEO of Faurecia 13

14 Agenda: 1. Company Presentation and Vision 2. Challenges: a. Productivity gains b. Globalisation 3. General conclusion 14

15 Faurecia has to meet the following challenges: Offer on contract basis a yearly cost reduction to the car manufacturers. Follow our customer s globalisation pace without any concession on quality. How can we achieve this? By realising productivity gains!! By developing world wide and consistent expertise 15

16 Agenda: 1. Company Presentation and Vision 2. Challenges: a. Productivity gains b. Globalisation 3. General conclusion 16

17 Productivity gains.. Some criteria used to evaluate suppliers: Overall Equipment Effectiveness (O.E.E.) Maintenance cost Number of days without work accidents Environmental production (ISO 14000) Number of rejected components (PPM) Etc. The first two criteria are directly related to Tooling Performance 17

18 TOOLING FOR AUTOMOTIVE SEATING: 18

19 Tooling for Automotive seating : an example Tooling investment for a complete set (excluding machines) = +/- 35 mio. Average model life cycle: 8 years Average number of seat sets produced: If a complete set of car seats costs 500: 300 is raw materials and purchased components: In these 300 we find: 7 (2,3%) for tooling where off Tool Steel value is < 1 (0,14% of the value of a seat set!!!) 30 (10%) maintenance cost 200 is for labour costs, overhead etc. 19

20 Tooling for Automotive seating By using more performant tool steel, we can halve the maintenance cost. This means a cost saving of 15!! Or 3% on a complete set 20

21 Some examples of productivity gains: Project: metal parts for SAAB 93 convertible Work material: DP600 (SSAB), thickness 2,5 mm Main problem: too high maintenance cost of stamping and forming tools due to wear and chipping. Objective: Reduce tool maintenance cost New stamping and forming tool was ordered from local tool shop ECTM with active parts in Vanadis 4 + Balzers TiCN Result: tool life has increased with factor 2 up to factor 4. This made a component cost reduction of 5% possible! 21

22 Some examples of productivity gains: Project: metal parts for SAAB 93 Conclusion: We gained 5% on the price of the formed parts Uddeholm sold High Performance Tool steel Tool user has improved his O.E.E. and reduced his maintenance cost 22

23 TOOLING FOR PLASTIC MOULDING: 23

24 Tooling for plastic moulding: an example Plastic injection of dashboard console (PSA Group) at Redon plant Initial cycle time: 60 s P20 type steel injection mould on a 1000 t injection press Problems: Too long cooling time of plastic part Distortion after de-moulding of part An examination with Infra Red camera showed temperature variations in the part of 80 C, 10 s after de-moulding. 24

25 Plastic injection of dashboard console (PSA Group) 25

26 Plastic injection of dashboard (PSA Group) By working in close co-operation with Uddeholm BFR Bernard Taché, we eliminated the distortion problem and we have been able to realise a cycle time reduction of 20 % by increasing the polymerisation speed. Saving per component: 5 to 7% Comments from Mr. Dallerac, tooling expert at Faurecia: Thanks to the thermal investigation, we have been able to clearly identify several hot spots in the mould. By introducing inserts made of high thermal conductivity alloys, we managed to increase the speed of the polymerisation process. The material advised by Uddeholm was Moldmax HH 26

27 Plastic injection of dashboard (PSA Group) Conclusions: Uddeholm sold tooling material and Faurecia realised important productivity gains (WIN-WIN situation) The investment in the new tooling material is irrelevant compared to the component cost reduction 27

28 Agenda: 1. Company Presentation and Vision 2. Challenges: a. Productivity gains b. Globalisation 3. General conclusion 28

29 What do we understand by Globalisation? 1. Follow our customers where ever they settle 2. Global tooling and component sourcing 29

30 1.Follow our customers Customer request: To manufacture cars for the local market with the same quality level as in Europe : Peugeot 307 in China Peugeot 206 in China Toyota Corolla in Turkey The trend will be to import oversea produced cars in Europe : Renault Megane Station Wagon from Turkey into Europe Ford Transit Connect from Turkey into Europe 30

31 2. Global tooling and component sourcing Bear in mind that 60% of component cost is purchase related (excluding overheads). Global sourcing is a major mean to increase profitability and to strengthen our competitive position. However, Quality consistency is a prerequisite! Our purchase strategy is to increase our outsourcing in emerging markets from 15% up to 30% by the end of Mr. G. Breining, Group Purchase Manager 31

32 2. Global tooling and component sourcing Some examples in seating module : Tooling side cushion member in Korea Tooling and components for Renault Espace in Turkey Tooling and components for SAAB 93 Convertible in Slovenia Tooling and components for Renault Mégane in Slovenia and Turkey Tooling and components for Peugeot 807 in Poland And more and more 32

33 Our expectations from Uddeholm/ASSAB : Put your slogan into practice: Where ever tools are made Where ever tools are used. We expect your excellence applied where ever we will be located! We expect continuous improvements through product innovation and R&D. 33

34 Agenda: 1. Company Presentation and Vision 2. Challenges: a. Productivity gains b. Globalisation 3. General conclusion 34

35 General conclusion: We save money by spending more!! When talking about purchase costs, one should not look from a single perspective. One does not save money by reducing the purchase cost of tooling. At Faurecia, we look at the total cost picture, from the start right down to the real cost per component in the end. Working together with world wide committed and reliable partners helps us to reach our objectives. 35

36 Technical perfection, automotive passion Thank you very much for your attention. Q&A? Mr. Jean Christophe Rozalski Standardization Leader/Frame Manufacturing Engineering