Industrial Strategy Jean-Martin FOLZ CEO of PSA Peugeot Citroën January 28, 2003 1
A fast-growing production base > 55% increase between 1998 and 2002 > 22% increase by 2006 > 55% increase in 5 years > 4 million cars in 2006 A production base that will have doubled its output in 10 years 2
> PSA Peugeot Citroën s production base 14 assembly plants Average 2002 output: 14,000 vehicles/day 14 mechanical component plants Average 2002 output: 15,000 subassemblies/day A fast-growing production base > Assembly plants 14 assembly plants, of which three operated under cooperation agreements Total 2002 output: 3,262,000 vehicles Average 2002 output: 14,000 cars a day > Mechanical component plants 2 engine plants (Trémery and Douvrin) + Brazil and China 2 transmission plants (Borny and Valenciennes) + China 2 chassis plants (Caen and Mulhouse) + China Average 2002 output: 15,000 subassemblies a day (15,000 engines, 15,000 transmissions, etc.) 3
> A capacity utilization rate of 117% in 2002, compared with 69% in 1998 A fast-growing production base New schedules have increased plant operating hours All the European plants operate totally or partially in three or four shifts Non-stop production introduced at Mulhouse and Vesoul (France), Vigo (Spain), Ryton (UK) and in the mechanical component plants Introduction of weekend shifts (Fri./Sat./Sun., Sat./Sun./Mon.) > All of the Group s European plants operate totally or partially in three or four shifts Examples: Introduction of a third shift = 80,000 additional vehicles a year per line of 50 vehicles/hour Ryton: introduction of a fourth shift in October = 1,300 additional vehicles/week, or 15,000 additional vehicles in the last quarter > Introduction of non-stop production (no summer shutdown) at Mulhouse, Vigo, Vesoul and Ryton, as well as in the mechanical component plants Examples: Ryton non-stop: 13,500 additional vehicles Mulhouse non-stop: 18,000 additional vehicles > Introduction of weekend shifts (Fri./Sat./Sun., Sat./Sun./Mon.) Example: Sochaux: introduction in June of Fri./Sat./Sun. Shift on the 307 line = 36,000 additional vehicles 4
A fast-growing production base > A production base expanded with additional capacity Brazil (Porto Real) Argentina (Buenos Aires) China (Wuhan) > And beginning in 2005-2006 Czech Republic (Kolin) Slovakia (Trnava) > Existing production capacity saturated > Need for additional capacity > Operations and production facilities in the Group s priority regions (Central Europe, Mercosur and China) > Additional capacity: Porto Real: capacity 100,000 vehicles - 2002 production: 48,000 vehicles Buenos Aires: capacity 140,000 vehicles - 2002 production: 17,800 vehicles Wuhan: capacity 150,000 vehicles - 2002 production: 84,400 vehicles > Beginning in 2005-2006: Kolin: capacity 300,000 vehicles, of which 2/3 for the Group - Production start in 2005 Trnava: capacity 300,000 vehicles - Production start in 2006 5
> The challenges Financial, technical and labour limitations on increasing capacity utilization Industrial strategy > Financial, technical and labour limitations on increasing capacity utilization. A balance must be maintained > Managing the diversity resulting from the strategy of One Group Two Marques and the growing diversification of the product range (25 new models in four years), while reducing unit production costs > Improving assemblability, to further reduce assembly times Managing the diversity of versions Improving assemblability 6
Industrial strategy > 3 drivers to make the production base more efficient I. Deploy the platform strategy II. Implement a manufacturing efficiency improvement plan III. Improve assemblability and working conditions 7
I. Deploying the platform strategy 8
Definition of a platform Platform strategy > 3 new platforms launched in 2001 and 2002 > 2 platforms in cooperation with Fiat (MPVs and utility vehicles) > 1 platform in cooperation with Toyota for the design and production of small cars in 2005 > Platform production has also been assigned geographically: Platform 1: Plants in the Paris area (Aulnay and Poissy), Ryton (UK), Madrid (Spain), Porto Real (Brazil), Trnava (Slovakia) Platform 2: Plants in Eastern France (Mulhouse and Sochaux), Vigo (Spain), Buenos Aires (Argentina), Wuhan (China) Platform 3: The plant in Western France (Rennes) 9
Platform strategy > At many plants, the co-existence of new and old platforms still generates excess costs that weigh on production efficiency > Examples Mulhouse: Peugeot 307 and 206 Sochaux: Peugeot 307 and 406, Peugeot 607 Aulnay: Citroën C3 and Saxo, Peugeot 106 Madrid: Citroën C3, C3 Pluriel and Xsara > Gradually being deployed as new models are introduced > In 2002, 60% of Group cars were built on the three new platforms > The strategy will be completed in 2006 > The three new platforms (Peugeot 307, Citroën C5, Citroën C3) have been launched, but only 50% of the economic benefits have been achieved 10
Percent of output built on the new platforms in the European plants 2002 2003 Platform strategy 2005 Poissy 99% 100% 100% Aulnay 45% 79% 100% Ryton 100% 100% 100% Madrid 35% 80% 100% Total platform 1 72% 89% 100% Sochaux 64% 74% 94% Mulhouse 56% 62% 84%* Vigo/Mangualde 0%* 0%* 0%** Total platform 2 38% 44% 61% Rennes 62% 57% 97% Total platform 3 62% 57% 97% > Deployment of the platform strategy and the resulting standardization of shared parts underpins a more rational manufacturing organization, which is having an impact on procurement, the supply chain, maintenance and production allocation by line > After full implementation of the platform strategy in 2006, with the final phase-out of the old platforms and the production of a single platform per site, PSA Peugeot Citroën will leverage the full benefit in terms of lower costs and short cycle times * Platform 1 and Platform 2 until the phase-out of the Peugeot 206 ** Xsara Picasso and Berlingo/Partner built on the old platforms 11
II. Implementing a manufacturing efficiency improvement plan > Upgrading processes and modernizing production facilities > Improving the manufacturing organization and logistics > The CONVERGENCE Plan 12
> Investment volume: 1 billion a year > Modernizing production facilities Upgrading processes and the modernization plan Stamping: 10-year line replacement programme Body in white: gradually upgraded with each new launch Paint: renovation programme underway since 1998 Assembly: renovation of assembly lines in Mulhouse, Poissy, Rennes and Aulnay Mechanical components: new DV diesel and EP gasoline engine modules > Investment volume: 1 billion a year > The production facility upgrade plan will help improve process performance and flexibility in all Group plants: Stamping: replacement of the old lines with modern ones (transfer presses, cutting lines, tandem lines, etc.): 10-year programme = 60 million a year Body in white: gradually upgraded with each new launch (platforms and body styles) Capital expenditure: 160 million Paint: 10-year renovation programme underway since 1998 Sochaux and Rennes: already completed Poissy: 250 million in capital expenditure. On stream in 2001 Mulhouse: 230 million in capital expenditure. On stream end-2003 Assembly: renovation of the Mulhouse, Poissy, Rennes and Aulnay assembly facilities underway. Scheduled for Vigo New mechanical component facilities: New DV engine modules (with Ford), EP engine (with BMW) Example of the DV module at Trémery: 315 million in capital expenditure 13
Improving the manufacturing organization and logistics > Reduce procurement costs by improving supplier/plant synergies > Reduce time lost in the internal supply chain by streamlining logistics channels > Reduce customer delivery times by improving manufacturing flexibility > Improving the manufacturing organization and logistics: Reduce plant supply costs by improving supplier/plant synergies, with just-in-time delivery, supplier parks, etc. The reduction is being driven and enhanced by the regional implementation of the platform strategy Upstream transportation costs cut by 30 to 40% at the Rennes plant with its Touche Tizon supplier park (27,000 sq. m.) and four sequentially delivered components: fuel tanks, door panels, wood trim and air conditioning systems Reduce time lost in the internal supply chain by relocating spare parts warehouses and streamlining logistics channel Supply chain time lowered by 20% Reduce order/delivery times by improving production flexibility and managing flows, to respond to changing customer demand Two days gained between production scheduling and vehicle roll-out 14
The Convergence Plan > The variety of plant practices generates excess costs that weigh on production efficiency > Alignment with internal and external best practices will drive significant improvement Groupwide deployment of the Convergence Plan: a manufacturing efficiency improvement plan combining best practices from inside and outside the Group > There is a historical reason for this variety in plant practices, since the Peugeot and Citroën assembly plants were not combined until 1998. This means that there is significant room for improvement > The strategy of common subassemblies, however, was begun in the early 1980s and is now a source of solid production efficiencies > Efficiency may differ from one assembly plant to another, with logistics costs twice as high and quality control twice as poor at the worst performing plants compared with the best > Alignment with internal and external best practices should drive significant improvement. This is a major focus of the Group s production base improvement strategy Convergence Plan: Groupwide deployment of a manufacturing efficiency improvement plan combining best practices from inside and outside the Group 15
The Convergence Plan > PSA Peugeot Citroën is currently deploying the initial version of its manufacturing efficiency improvement plan 12 competency networks, involving 750 managers interacting in a virtual network 112 manufacturing system components (eventually 200) New plant design will comply with the manufacturing efficiency improvement plan > To develop the manufacturing efficiency improvement plan, the Group created 12 competency networks in 2001, covering the entire production chain at all sites. 750 managers are involved in the process, interacting in a virtual network through audio and videoconferences, TeamRoom and the intranet. Working with best practices from inside and outside the Group, each network is defining the components that make up the manufacturing efficiency improvement plan (database of Group expertise and experience) > After a year of work, the Group is now deploying the initial version of its manufacturing efficiency improvement plan > This initial version includes 112 manufacturing system components, which serve as reference guidelines > Later versions, which will extend and optimize the system, will include approximately 200 components > New Group plants will be designed to comply with the manufacturing efficiency improvement plan 16
The Convergence Plan > Example: Total Productive Maintenance (TPM) Gets everyone involved in maintaining production facilities (self-maintenance) Conclusive trials conducted at the Aulnay plant 253 TPM applications will be introduced by 2004 > The goal is to quickly improve reliability by using the TPM system, which has proven effective on certain Group sites and with the competition > TPM is a method that gets everyone in a production unit involved in maintaining line equipment through the use of self-maintenance techniques (set-up check-lists, inspections, cleaning, etc.) > TPM was successfully tested for the very first time at the Aulnay plant. It reduced body-in-white downtime by 50% in first-half 2002 > The manufacturing efficiency improvement plan comprises a set of tools and methods to implement TPM on every Group site > The first TPM applications were introduced in September. 253 programmes will have been launched Groupwide by 2004 17
III. Improving assemblability and working conditions 18
Time (minute) 0,39 0,37 0,35 0,33 0,31 Average time of parts > Vehicles easier to assemble since the launch of the Citroën Saxo. Further improvement is being driven by: Constantly making parts assembly easier (component pick and place, ease of positioning, etc.) Standardizing interfaces (repetitive fasteners, tensioning torque settings, etc.) Reducing the number of components and specialized resources needed to fabricate vehicles Optimizing production area layout (parts trays, stands, etc.), workstation task sequencing, pick and place movements, and workstation ergonomics (task height, posture, strain, etc.) 0,29 0,27 Saxo 406 206 307 C3 Objective Model 19
Improving working conditions > March 2001 agreement on improving working conditions > Focusing on each stage in the development of a vehicle: design, process engineering, series production > 50 ergonomics engineers > Agreement signed in March 2001. It primarily concerns the study of future production facilities and the need for new vehicles to be designed to improve production and assembly conditions > A team of 50 ergonomics engineers > Job rankings: complete analysis of each job (3 hours/job) > Identification of existing employee potential and prospects for promotion over the medium and long terms Efficiently fit tasks to people > Objective: reduce the number of tedious jobs by 50% 20
Conclusion Together, these initiatives are expected to generate more than 1 billion in savings by 2006 > The platform-based strategy of sharing parts across model lines has already helped to reduce the cost per vehicle by 300 between 1998 and early 2002 > We expect to further reduce the cost per vehicle by 150 by 2006 > In all, this strategy is expected to save around 800 million by 2006 > In addition, deployment of the best practices-based manufacturing efficiency improvement plan will generate additional savings of around 350 million a year by 2006 Together, these initiatives are expected to generate more than 1 billion in savings by 2006 21
Industrial Strategy Jean-Martin FOLZ, CEO of PSA Peugeot Citroën January 28, 2003 22