《Chrysler Group’s Flexible Manufacturing Strategy.ppt》由会员分享，可在线阅读，更多相关《Chrysler Group’s Flexible Manufacturing Strategy.ppt（34页珍藏版）》请在三一办公上搜索。
1、,John Felice,Vice President Manufacturing,Technology&Global EnterpriseChrysler Corporation LLC,Chrysler Groups Flexible Manufacturing StrategyMay 17,2007John FeliceVice President Manufacturing,Technology&Global EnterpriseChrysler Group,Market and Competitive Challenges,Tough Competition,Government R
2、egulation,SupplyChain,Aligning capacity,cost structure and capital spending with market demandIncrease efficiency of all aspects of the businessStrengthen and increase revenues and marginsGlobal market opportunities with low cost sourcingStrong product pipeline$3 billion powertrain investment leads
3、to a more fuel efficient product lineupDealer network optimization,RecoveryShort-term progress on profitabilityReturn on sales of 2.5%by 2009,Strategic TransformationMid-term change of business modelAchieve and sustain benchmark performance,RTP Focuses on Short-and Long-Term Goals,WM1,Product Strate
4、gy/Portfolio Management,Capital Management,WM7,Fixed Cost Management,WM2,Structural Changes/Manufacturing,WM3,Material Costs Management,WM4,Revenue Management,WM5,Quality,WM6,Chrysler Group Executive Committee,WM Work Module,Seven Work Modules Focusedon Short-and Long-Term Improvements,These work mo
5、dules are sub-divided into teams that are working on tackling costs,improving quality and efficiency and enhancing revenue across the entire scope of the company,Program Office,Redesigned Business Model Supports Long-Term Growth,Current,Redesigned Business Model,Product-centric,Product+Customer and
6、brand focus,NAFTA-centric,NAFTA+Global balance,Internal resource driven,Internal+Alliances and partnerships,Customer driven products and processes Clearly defined uniquely American brandsHigh brand equity and customer loyalty,Manufacturing,supply and sales footprints optimized(balanced)to maximize g
7、lobal growth and profitability,Leveraging partnerships to manage costsCreative and efficient use of alliances to quickly respond to geographic,market segment,and product opportunities,How Does DaimlerChrysler Respond Effectively and Efficiently to Market Conditions and Volume Fluctuations?,Flex Targ
8、et State,FLEX OPPORTUNITIES,KEY QUESTIONS,How do you develop an optimum number of quality products efficiently?,How do you best use the existing asset base to build products in response to market demand swings quickly?,How do you globally leverage the best cost-saving sourcing opportunities through
9、volume bundling and commonization?,How do you offer consumer-driven product lines that can achieve geographic and market segment opportunities?,How do you achieve better global balance and leverage partnerships to manage cost and seize growth opportunities?,Product Development,Flex Manufacturing,Glo
10、bal Sourcing,Product Portfolio,Global Alliances&Partnerships,Name of the Game:Increase Products,Decrease Capital Spending,“Do More”,“Use Less”,How Does DaimlerChrysler Respond Effectively and Efficiently to Market Conditions and Volume Fluctuations?,Product Development,3,2,2,2006,2012,7,12,RWD UNIBO
11、DY,3,FWD UNIBODY,5,BODY-ON-FRAME,4,Optimize Vehicle Platforms:Reduce Number of Platforms from 12 to 7 by 2012,Reduce Build Combinations Build-in Quality and Manufacturability Reduce Number of Parts Reduce Parts Proliferation and the Number of Designs for Each Commodity Increase Common Parts Sharing,
12、Product Development,Reduce Design Complexity,Dodge Nitro:From 167,424 possible configurations to 650,How Does DaimlerChrysler Respond Effectively and Efficiently to Market Conditions and Volume Fluctuations?,Body-on-frame Arch,Model,Model,Model,Model,Model,Model,Model,Model,Model,Unibody Arch#1,Mode
13、l,Unibody Arch#2,Model,Model,Model,Model,Model,Model,Model,Model,Model,Model,Model,Model,Model,Model,Model,Model,Model,Model,Other Arch,Flexible Manufacturing,Basis:Create a Flexible Manufacturing System to Support a Broad Product Portfolio and Pull-based Marketing Model,Create FlexibleProduct andMa
14、nufacturing Footprints on a Global Basis,Converge product portfolio into 4 potentially basic architectural familiesCreate flexible manufacturing base aligned to architecture,Enabler 1:Standardize on a Competitive Common Bill of Process to Drive Manufacturing Flexibility,Efficiency,Quality and Produc
15、t Design,Provide a Common Mainline Manufacturing System:Operational Sequence Operation Content&Dimensional Strategy Assembly Process that Optimizes Unibody/BoF Portfolio Common Process Framework for Subassemblies Machine,Equipment,Tooling,Controls&Facilities Guidelines Scope Covers Dies,Stamping,Bod
16、y Structures and Closures,Paint,Trim,Chassis,Final,Powertrain,etc.Catalog of Technology,Underbody,Flexible Manufacturing:Common Bill of Process,Enabler 2:Build a Flex Body Shop Process to Allow for Platform Derivatives and Reduce New Model Changeover by Leveraging Key Advances in Robotics,Key Develo
17、pmentsin Robotics:-More Payload range-More powerful Controllers-Reduced Cost,Payload Capability(Kilograms),1990s,2006,30%,Multiple Model Flexibility Standardize Common Core Processes to Build 3 Platforms/4 Models Build Old/New Models Concurrently Produce Models from 0100%of Capacity Flexible Load an
18、d Weld Processes Using:-Robotic Hand-off-Geo End-effectors,133%,Flexible Manufacturing:Flex Body Shop,Enabler 3:Plant Charter Blueprinting Each Plants Build Capability to Accommodate Flexible Product Requirements,IMPLEMENTATION TIMING&COST,PRODUCT MAX DIMENSIONS:L/W/H,PLANT CAPACITY,PLANNED VOLUME,P
19、LANTS CAPABILITY,SHIFT PATTERN,PRODUCT LINE UP CAPABILITY&“PROTECT FOR”,BILL OF PROCESS CONFORMANCE,ASCENDING ORDER,PLANNED TECHNOLOGY LEVEL,MIX FLEXIBILITY,ASSET UTILIZATION,Flexible Manufacturing:Plant Charter,Enabler 4:Chaining Best Utilization of Existing Asset Base,Applying FlexibilityWithin an
20、d Between Plants Without Facility Expense,Flexible Manufacturing:Chaining,Smart Manufacturing Operational Focus,Traditional,How Does DaimlerChrysler Respond Effectively and Efficiently to Market Conditions and Volume Fluctuations?,Global Sourcing,Basis:Flexible Manufacturing&Product Development Lay
21、the Foundationfor Global Sourcing,Global Sourcing:Manufacturing Example,Standardization of Manufacturing Requirements Has Enabled the Bundling of Manufacturing Equipment Across Platforms/Plants,Global Sourcing:Vehicle Part Example,Global Design Commonization of Door Latches Drives Significant Cost a
22、nd Complexity Reduction,Before,each business unit had similar latch concepts,but different parts and variants Now,DCX has one common global latch concept with 83%common parts for all three business units Economical advantages of GL1 through significant reductions:-from 400 down to 100 parts-from$35
23、down to$25 per car-from 3 down to 1 supplier-CG Savings:$10 M(2007),$24 M(2009)All new CG,MCG and CVD-Van models will be equipped with GL1 by 2010;CG launch with Dodge Caliber,CVD,MCG,CG,GL1,How Does DaimlerChrysler Respond Effectively and Efficiently to Market Conditions and Volume Fluctuations?,Pr
24、oduct Portfolio,We Have the Tools&the Knowledge to Leverage Flexible Strategy to Drive Business Opportunity in NAFTA,Avenger,Grand CherokeeCRD,Magnum Freshening,Sebring Convertible,Liberty,Ram 4500/5500 Chassis Cab,DakotaFreshening,Viper SRT10,Sprinter,Town&Country,Caravan,Caliber SRT4,300&Charger F
25、reshening,JAN,FEB,MAY,JUN,APR,JUL,AUG,MAR,OCT,DEC,NOV,SEP,New,New,New,New,New,New,New,Continuing the Product Assault in 2007:,Product Portfolio,We Have the Product Expansion Strategy to Increase Offerings and Drive Business Opportunity in NAFTA and Established Markets Overseas,Product Portfolio,Fuel
26、 Price Pressures,Price Per Gallon,A Crowded Marketplace,Growing Globally,Our Flexible Strategy Must Be More Flexible in the Face of High Fuel Prices and Global Competition,Challenge,Room for Growth in Small Segment,Pickup,SUV,Minivan,70%of Chrysler Group Sales,CG Product Line,Sales Dominated by Bigg
27、er Vehicles,Product Line is NAFTA-Centric;Not Balanced for Global Growth,Small,Compact,Mid-size,Full-size,Passenger,Family,Truck/Van,Our Product Portfolio Must Be More Flexible to Meet New Domestic Demand or Leverage New International Markets,Challenge,Product Portfolio,Our Strategy:Global Balance,D
28、efend/grow NAFTA CG strongholds Add new non-NAFTA vehicle programs crucial to global expansion Leverage 3rd party alliances to cost-effectively access regional products/markets$5+billion additional purchasing to low cost sources balance supplier footprint,How Does DaimlerChrysler Respond Effectively
29、 and Efficiently to Market Conditions and Volume Fluctuations?,Global,Alliances&Partnerships,Product,Flex,Development,Manufacturing,Global,Sourcing,Product,Portfolio,Flex,Select Regional Expansion,Global Alliances&Partnerships,Leveraging partnerships for growth and to manage costs Creative,efficient
30、 use of alliances to leverage geographic/market segment/product opportunity,Strong NAFTA Position,Small Vehicle B SegmentChery Motors,China Manufacturing(300C,Jeep)Magna,AustriaRetail NetworkMarketing Hyundai in MexicoInternal ManufacturingMinivan Assembly for VWDiesel BlueTec EngineCummins,MCGFocused AlliancesGEMA World Engine(HMC,MMC)HybridGM,BMW,Chrysler Groups Flexible Manufacturing StrategyMay 17,2007John FeliceVice President Manufacturing,Technology&Global EnterpriseChrysler Group,
