Initiatives for Strengthening Competitiveness for Sustainable Growth

Transcription

1 Initiatives for Strengthening Competitiveness for Sustainable Growth October 31, 2018 Kiyotaka Ise, President of Aisin Seiki Co., Ltd.

2 Explained today Business Environment and Direction of Initiatives Automotive Industry Time of major changes once in 100 years Environmental regulations Technological innovation Change in users needs and values Direction of initiatives I II Automated driving (1) Improving lineup of electrified products (2) Establishment of joint venture (Electric Driving module /Integrated ECU) Vehicle Dynamics Control Automated Valet Parking, Driver Monitoring System Connected cars Hospitality Services (Example: Smart Door Safety Function) Local Contribution Measures (Example: Shared transportation service) III Reinforcing foundation (3) Business structural change 1/15

3 I (1) Improving lineup of electrified products Forecast of Global Market Trend of Powertrain Pattern 1 (Ratio of EVs in 2030: 10%) Pattern 2 (Ratio of EVs in 2030: 20%) Pattern 3 (Ratio of EVs in 2030: 30%) (10 million units) (10 million units ) (10 million units) eaxle / 2-motor 10 HY 1-motor Hybrid / AT 0 10% BEV/FCEV Strong HEV Mild HEV AT/CVT DCT MT '17 '20 '25 '30 (FY) % BEV/FCEV Strong HEV Mild HEV AT/CVT DCT MT '17 '20 '25 '30 (FY) 10 0 '17 '20 '25 '30 30% BEV/FCEV Strong HEV Mild HEV AT/CVT DCT MT (FY) Market for the Automatic Transmission-based powertrains does not change drastically regardless of the changes in the ratio of EVs in /15

4 Electrified vehicle Strong HEV I (1) Improving lineup of electrified products We will advance product development omnidirectionally by utilizing the technological bases which were developed for Automatic Transmission and the 2-motor Hybrid transmission. Market Product lineup Status of development BEV FCEV eaxle Being developed PHEV HEV eaxle 2-Motor Hybrid Transmission 1-Motor Hybrid Transmission Being mass produced / Being developed Being mass produced Start of mass production is slated from Jan Mild HEV AT Being considered Gasoline-powered vehicle, etc. AT Being mass produced 3/15

5 I (1) Improving lineup of electrified products We will provide the products for major four fields for electrification of vehicles. 1. Electric driving module 2. Electric pumps 3. Cooperative regenerative brake system 4. Lightweighting 4/15

6 I (1) Improving lineup of electrified products 1. Electric driving module 1-Motor Hybrid Transmission Paris Motor Show Mounted on Groupe PSA s DS7 CROSSBACK (PHEV model) (Press conference at Paris Motor Show) (Aisin Group s booth) 5/15

7 I (1) Improving lineup of electrified products 1. Electric driving module eaxle By combining motors, gearboxes, and power control units (PCUs), we will promote development of the products that can be used for various vehicle types from cars to buses and trucks. Motor 200kW Gear Box Inline Design PCU 150kW Integrated = 100kW 50kW Offset Design Separate eaxle 6/15

8 I (1) Improving lineup of electrified products 1. Electric driving module eaxle By combining motors, gearboxes, and power control units (PCUs), we will promote development of the products that can be used for various vehicle types from cars to buses and trucks. (Exhibition at Paris Motor Show) 7/15

9 I (1) Improving lineup of electrified products 2. Electric pumps Cooling/Lubricating motors, PCUs and batteries 3. Cooperative regenerative brake system Preparing two types to respond to different vehicle types and needs Electric water pump Electronically Controlled Brake System ABS Modulator Electric oil pump Hydraulic booster ESC Modulator Gear Pump 4. Lightweighting Rough shape materials and chemical products for high strength and lightweighting Reducing vehicles energy consumption By wire type Hot stamping Products (Die Quenching) ESC Modulator type Spray-type damping coat 8/15

10 I II Automated driving (2) Establishment of joint venture 1) Overview of the joint venture for development and sales of driving modules Transaxle Inverter Motor generator Production subcontracting Supply of components Joint venture for development and sales of driving modules Invested shares 50% 50% Powertrain specification Sales of driving modules Automotive manufacturers 2) Overview of the joint venture for development of integrated ECU software Joint venture for development of integrated ECU software Invested shares 65% 25% 5% 5% Consignment of development of integrated ECU software Supply of integrated ECU software Sensor Sensor Brake Steering Specification of systems for automated driving, etc. Systems for automated driving, etc. Automotive manufacturers 9/15

11 Aisin Group 10/15 III Business foundation (3) Business structural change - Business reorganization - We will implement business reorganization steadily MT Brake Auto body component Seat frame Piston Aisin Seiki Toyota Aisin Philippines AISIN AI Toyota Kirloskar Auto Parts Development and production of MT Toyota Motor Production of controlled brake ADVICS New Handa Plant Hosei Brake Development and production of controlled brake DENSO AH Brake Exterior/ Functional products Shiroki Business integration Seat frame for Toyota Toyota Boshoku Piston Business integration ART METAL MFG. Toyota Autoparts Philippines Toyota Kirloskar Auto Parts Drum brake Nisshinbo Brake Shiroki ART METAL MFG.

12 III Business foundation (3) Business structural change - Business reorganization - 1 Business integration of AISIN AW and AISIN AI in April 2019 AISIN AI MT Transfer AISIN AW AT CVT Hybrid Transmission eaxle MT Transfer Handling all drive units Making the virtual company system real and expediting structural change in an integrated manner Reorganizing and aggregating MT production Changing to production of AT and Hybrid transmission Streamlining duplicated functions. Improving efficiency. Efficient utilization of MT engineers. Reinforcing preparations for electrification by optimizing resources in the powertrain field 11/15

13 III Business foundation (3) Business structural change - Business reorganization - 2 [Brake business] Improving efficiency of development and production systems and focusing on the growing field Foundation brake ADVICS AS Brake Systems Hosei Brake (incl. AH Brake) Brake master cylinder Electric parking brake (MOC) Streamlining production Disk brake (Floating type) Parts for drum brake Disk brake (Floating type) Disk brake (Opposite type) Disk brake (Floating type) Drum brake Optimizing in collaboration with AH Brake AH Brake: Acquired from Nisshinbo Brake in April 2018 Improving efficiency of development Integrating the drum brake development systems of ADVICS, Hosei Brake, and AH Brake and shifting the streamlined human resources to development of electric parking and control brakes. Electric parking brake (MOC) 12/15

14 Business foundation III (3) Business structural change - Business reorganization - We will achieve further growth by responding securely to the demands for control brakes and electric parking brakes that are expected to grow. 2 ADVICS Handa Plant is expanded for increase of the control brake production capability. Expanded area: 61,600m 2 Expanded area (Conceptional drawing) Existing plant area Start of operation in the expanded area is slated for Mar Transfer of production from DENSO is planned to complete before the end of (Results) Sales goal of Brake Business (%) (100 million yen) Control brakes 7 / 5,865 5,794 Electric 6 parking Profit ratio brakes (FY) 8 0 Cooperative regenerative brake system ESC 13/15

15 III Business foundation (3) Business structural change - Enhancing collaboration and improving efficiency - 14/15 Strengthening the VC system (Breaking down the walls of organization) Scrap & build work with no exceptions Selection from existing products and intensive investment Improving efficiency of business operations Unification of sales activities in China (Sale of other products by using the sales routes for AT) Aftermarket VC Unifying the administration functions into the Group s head office Shifting resources from the unprofitable businesses to the growing businesses Taking into consideration the products competitiveness, market size, and yieldability Increasing sales of the power sliding doors Intensive investment of resource in the products with the biggest and second biggest market shares Improving productivity by utilizing the IoT and AI in the production lines Increased utilization of RPA in offices and engineering departments

16 III Business foundation Improving productivity by utilizing the IoT in the production lines Achieving outstanding quality and productivity and securing customers trust Introduced bases [Now] [End of FY 2018] 27 bases 46 bases (14 domestic + 13 overseas bases) (14 domestic and 32 overseas bases) [Final goal] 120 bases <<Batch monitoring of operations>> 1) Visualization of operational situations 2) Failure prediction. Prevention of occurrence of failures. (No stoppage due to malfunction. No defectives.) [Expected effects] 20% increase in output 50% reduction in Discarded defectives 80% reduction Long-hour stoppage due to malfunction 20% reduction in maintenance and inspection staff Domestic and overseas production bases 15/15

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