某汽车供应链管理精选文档课件.ppt

John Felice,Vice President,Manufacturing,Technology&Global Enterprise,Chrysler Corporation LLC,C H R Y S L E R G R O U P,Chrysler Groups Flexible Manufacturing Strategy,May 17,2007,John Felice,Vice President,Manufacturing,Technology&,Global Enterprise,Chrysler Group,C H R Y S L E R G R O U P,Market and Competitive Challenges,Tough,Competition,Government,Regulation,Consumer,Demand,Supply,Chain,C H R Y S L E R G R O U P,?,Aligning capacity,cost structure and capital spending,with market demand,Increase efficiency of all aspects of the business,?,Strengthen and increase revenues and margins,?,Global market opportunities with low cost sourcing,?,Strong product pipeline,?,$3 billion powertrain investment leads to a more fuel,efficient product lineup,?,Dealer network optimization,Recovery,?,Short-term progress on,profitability,?,Return on sales of 2.5%,by 2009,Strategic,Transformation,?,Mid-term change of,business model,?,Achieve and sustain,benchmark performance,RTP Focuses on Short-,and Long-Term Goals,C H R Y S L E R G R O U P,WM1,Product Strategy/,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 Focused,on Short-,and Long-Term Improvements,These work modules,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,P,r,o,g,r,a,m,O,f,f,i,c,e,C H R Y S L E R G R O U P,Redesigned Business Model,Supports Long-Term Growth,Current,Redesigned Business Model,Product-,centric,Product+Customer and brand focus,NAFTA-centric,NAFTA+Global balance,Internal,resource,driven,Internal+Alliances and partnerships,?,Customer driven products and processes,?,Clearly defined uniquely American brands,?,High brand equity and customer loyalty,?,Manufacturing,supply and sales footprints,optimized(balanced)to maximize global,growth and profitability,?,Leveraging partnerships to manage costs,?,Creative and efficient use of alliances to,quickly respond to geographic,market,segment,and product opportunities,C H R Y S L E R G R O U P,How Does DaimlerChrysler Respond Effectively and Efficiently,to Market Conditions and Volume Fluctuations?,C H R Y S L E R G R O U P,Flex Target 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 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,?,Global Sourcing,?,Product Portfolio,?,Global Alliances&,Partnerships,C H R Y S L E R G R O U P,Name of the Game:,Increase Products,Decrease Capital Spending,$41.9,$30.7,$30.1,2000,Plan,2002,Plan,2005,Plan,“,Do More,”,“,Use Less,”,2000-2004,Plan,2002-2006,Plan,2005-2009,Plan,21,24,32,52%,C H R Y S L E R G R O U P,How Does DaimlerChrysler Respond Effectively and Efficiently,to Market Conditions and Volume Fluctuations?,C H R Y S L E R G R O U P,C H R Y S L E R G R O U P,Product Development,3,2,2,2006,2012,7,12,RWD UNIBODY,3,FWD UNIBODY,5,BODY-ON-FRAME,4,Optimize Vehicle Platforms:,Reduce Number of Platforms from 12 to 7 by 2012,C H R Y S L E R G R O U P,?,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,Product Development,Reduce Design Complexity,Dodge Nitro:,From 167,424,possible,configurations,to 650,C H R Y S L E R G R O U P,How Does DaimlerChrysler Respond Effectively and Efficiently,to Market Conditions and Volume Fluctuations?,C H R Y S L E R G R O U P,Body-on-frame,Arch,Model,Model,Model,Model,Model,Model,Model,Model,Model,Unibody,Arch#1,Model,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 Flexible,Product and,Manufacturing,Footprints on a,Global Basis,?,Converge product,portfolio into 4,potentially basic,architectural families,?,Create flexible,manufacturing base,aligned to architecture,Plant,A,Plant,B,Plant,C,Plant,D,Plant,E,Plant,F,Plant,G,Plant,H,Plant,I,Plant,J,Plant,K,Plant,L,Plant,M,Plant,N,C H R Y S L E R G R O U P,Enabler 1:Standardize on a Competitive Common Bill of Process,to Drive,Manufacturing Flexibility,Efficiency,Quality and Product 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,Body Structures and Closures,Paint,Trim,Chassis,Final,Powertrain,etc.,-,Catalog of Technology,Flexible Manufacturing:,Common Bill of Process,C H R Y S L E R G R O U P,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 Developments,in Robotics:,-,More Payload,range,-,More powerful,Controllers,-,Reduced Cost,300,400,500,600,700,Payload Capability,(Kilograms),1990s,2006,Payload,Capability,Cost,30%,?,Multiple Model,Flexibility,?,Standardize Common,Core Processes to,Build 3 Platforms/,4 Models,?,Build Old/New,Models Concurrently,?,Produce Models from,0,100%of Capacity,?,Flexible Load and,Weld Processes Using:,-,Robotic Hand-off,-,Geo End-effectors,133%,Flexible Manufacturing:,Flex Body Shop,C H R Y S L E R G R O U P,min.-,max.,2005,2006,2007,2008,2009,2010,2011,2012,2013,2014,2015,Target,Actual,PM/MK49/MK74,October 2005,PM49,MK49,MK74,*Doesnt include Manpower Balancing,Supplier Tooling,or Racks,T=3.99/A=4.56,?,?,T=17.04/A=17.70,?,?,Hood-,E,Current,Proposed,Current,Proposed,Current,Proposed,0,0,10,9,352,222,Gate,Robotic,Low/Upp,2,2,78,78,TBD,2010,2,2,Flexible Bell Automation,Note:Paint still requires cording study for interference,Auto Decking Man.Fast.,Doors,Type of Framer,Hoods,Lift gates/Deck Lids,BIW,Gripper restrictions,Gripper restrictions,Max Track Width,?,Max Track Width,Wheel Base,?尵,Implementation Date C.Y.,Technology,88%,Paint,White Space-,Sq.Ft.,BIW,Ascending Order,Ascending Order,Sunroof:Y,Cockpit Install,Roof System,Wire Harness,Shelf Module,Carpet,Rad Coolant Evac and Fill,Washer Fluid Fill,No FEM,Front Fascia Install,Rear Fascia Install,Lift Gate,Rear Door-,A,Primer Sand/Prep,Hinge to Body,Selection Bank/Color Wheel,C/O Transfer,C/O Transfer,C/O Transfer,Brake Evac and Fill,C/O Transfer,C/O Transfer,Combined Fills,2004,Servo Headlamp Aim,Trans Fill,Doors On,Electrical Test,Power Strg Evac and Fill,2006,Canbus Electrical Test,Fuel Fill,2006,Auto Return Fuel Fill,Servo Welding,2006,4WD Rolls,Mid Frequencey Welding,Robotic Sealer,2006,4WD Alignment,2006,2006,TBD,Front End Module,2006,Andon,Powertrain Module,2006,2006,Adaptive Weld Controls,2006,Liquid Applied Sound Deadener,Modular Weld Guns,2006,Robotic PUR Foam,2006,2006,2006,In Production,Net Form and Clinch,FlexIble PLP,TBD,Enterprise Controls/CLICK,TBD,Flexible Measurement,Feather Duster,Weld Quality Network,No sand/E-coat,Implementation Date C.Y.,TBD,Funded,&process capability study,Planned,TBD,TBD,Roof Framer,Net Form and Pierce,Manual Weld Back-up,Jr.System,Fender-,C,Front Door-,B,Deck Lid-,D,Tire and Wheel Install,Body Side Marriage,Framer-,Upper Geo-,b,Framer-,Lower Geo-,a,Underbody Pallet-Geo 2,Body Side Inner,Engine Compartment,B.I.W.BOP/Flex-,POR,Front Floor,Underbody Pallet-Geo 1,Body Side Outer,Comment,Wheel Base,Overhaul($),Flat Top Conveyor limit,Asset Util.,Performance Targets(T)/Actuals(A),Not Ideal($),100/100/100,Group Adapt($),100%,Plant:Belvidere-,FWD UNIBODY,Envelope Size is Based on Plant Dimensions,Mix Flexibility*,Envelope Size is Based on Product Dimensions,Smart Migration Timeline,Based on Aligners or Rolls Test Capability,Inside Min.Tire Track/Outside Max.Tire Track,45-,?,E-Coat Sand,E-Coat Oven,end of arm tooling costs,C/O Transfer,Metal Finish,Process not included,Pre-Gel Oven,ABB Robots,Rob Scan,Robotic Piercing,Implementation Date C.Y.,TBD,2006,2006,TCF,Parts Change,Robotic PUR Foam,Number of Stations,TCF,81%,Low Bake Repair,Ascending Order,100%,Seat Install,Pedal Push,Feather Duster/Blow-off,Intercoat Flash-,Off,4.42 minutes(vs.6.5),Base Coat,Spot Repair,Wheel Alignment,Trans Top Off,Headlight Aim,Outsource,Tooling Costs,C/O Transfer,Primer,Primer Oven,Strip/Accumulator,Accumulator,Canbus,90-,?尰,Pretreat,Includes 1 extra stage,EHPV,HPV,Top Coat Oven,27.4 minutes(vs.30),26.1 minutes(vs.30),Finesse and Polishing,Accumulator,Quality Check,Reprocess/Rerun,Not Dedicated System,Diesel:Y,2000,Rolls Test,%Compliance to,Water Test,Post Decking,2 Rows,Line Speed(Gross PurFoam),#of booths-,main color,#of colors capable,General Information,%Compliance to,%Compliance to,2006,Timing of new paint shop,Robotic cut-ins,Bell/Bell App Tech,Paint,2006,2006,Not funded,Clear Coat,Accumulator,Gripper restrictions,Strip/Accumulator,Inspection,Manual Sealer,30 minutes(vs.33),Funded,Feather Duster/Blow-off,Includes 2 extra stages,end of arm tooling costs,Robotic Sealer,Phosphate,Strip/Accumulator,end of arm tooling costs,Body Washer,Size:4 Dr,Paint BOP/Flex-,POR,Comment,TCF BOP/Flex-,POR,Doors Off,Comment,In Body Shop,2006,Rear Floor,AC Evac and Fill,Glass Install,Powder,Chassis Insertion,E-Coat,Additional Detail,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,PLANTS 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,C H R Y S L E R G R O U P,Enabler 4:Chaining,Best Utilization of Existing Asset Base,Applying Flexibility,Within and Between Plants Without Facility Expense,LEAN MANUFACTURING,BILL OF PROCESS,FLEXIBLE MANUFACTURING,Plant,Charter A,Models,V,o,l,u,m,e,PLANT A,Plant,Charter B,Models,V,o,l,u,m,e,PLANT B,ABC,Plant,Charter C,Models,V,o,l,u,m,e,PLANT C,ABC,ABCD,Demand Swings,Model Mix,Asset Leveling,Flexible Manufacturing:,Chaining,C H R Y S L E R G R O U P,C H R Y S L E R G R O U P,Operators,Supervisors,Support Functions:,Quality,Maintenance,PC,Operations,Engineering,Smart Manufacturing Operational Focus,Traditional,Smart,Team,Member,C H R Y S L E R G R O U P,How Does DaimlerChrysler Respond Effectively and Efficiently,to Market Conditions and Volume Fluctuations?,C H R Y S L E R G R O U P,Global Sourcing,Basis:Flexible Manufacturing&Product Development Lay the Foundation,for Global Sourcing,?,Volume Bundling,?,Cost Savings,Opportunities,?,Global Sourcing,Leveraging,Low Cost,Strategies,Chaining,(Plant to Plant Flex),Volume Flexibility,Architecture/Platform,Flexibility,Model Flexibility,Bill of Process,More Common,Tools&Equipment,Global Design,Commonization,More Common Parts,REDUCE COMPLEXITY,LEVERAGE THE,BEST DEAL,C H R Y S L E R G R O U P,Global Sourcing:Manufacturing Example,Standardization of Manufacturing Requirements Has Enabled the Bundling of,Manufacturing Equipment,Across Platforms/Plants,BIW Roller Transfer Standardization across vehicle lines/plants,Vehicle Lines,Covered,Typical Placement Volume/,Design Complexity,Prior:,New:,?,Transfer sources,vary by plant,?,Common transfer source,for 5 plants,Mid-Size Car,Truck,Minivan Plant Bodyshops,Volume Change,Average,Price Change,+500%,-22%,-,Weld Gun Standardization across vehicle lines/plants,Vehicle Lines,Covered,Typical Placement Volume/,Design Complexity,Prior:,New:,?,300 guns per placement,?,Avg.200 unique designs,?,1600 guns bundled,?,12 base gun designs,All Chrysler Group,Vehicle Lines,Stamping,&Bodyshop Requirements,Volume,(Guns per Design,Per Placement),Average,Price Change,133 guns per design,per placement,-30%,1.5 guns per design,per Placement,C H R Y S L E R G R O U P,Global Sourcing:Vehicle Part Example,Global Design Commonization of Door Latches,Drives Significant Cost and,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 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,C H R Y S L E R G R O U P,How Does DaimlerChrysler Respond Effectively and Efficiently,to Market Conditions and Volume Fluctuations?,C H R Y S L E R G R O U P,Product Portfolio,We Have the Tools&the Knowledge to Leverage Flexible Strategy,to Drive Business Opportunity in NAFTA,Avenger,Grand Cherokee,CRD,Magnum,Freshening,Sebring,Convertible,Liberty,Ram 4500/5500,Chassis Cab,Dakota,Freshening,Viper SRT10,Sprinter,Town&Country,Caravan,Caliber SRT4,300&,Charger,Freshening,JAN,FEB,MA,Y,JUN,APR,JUL,AUG,MAR,OCT,DEC,NOV,SEP,New,New,New,New,New,New,New,New,Continuing the Product Assault in 2007:,C H R Y S L E R G R O U P,2003 MY,2007 MY,2003 MY,2007 MY,2003 MY,2007 MY,Total Vehicles,RHD Vehicle,Offerings,Diesel Vehicle,Offerings,20,6,18,4,16,9,Product Portfolio,We Have the Product Expansion Strategy to Increase Offerings and,Drive Business Opportunity in NAFTA and Established Markets Overseas,C H R Y S L E R G R O U P,Product Portfolio,Fuel Price,Pressures,P,r,i,c,e,P,e,r,G,a,l,l,o,n,A Crowded,Marketplace,Growing Globally,$2.80,$2.30,$1.50,$1.75,$2.00,$2.25,$2.50,$2.75,$3.00,Jan-,06,Feb-,06,Mar-,06,Apr-,06,May-,06,Jun-,06,Jul-,06,Aug-,06,Sep-,06,Oct-,06,Nov-,06,Dec-,06,Jan-,07,Feb-,07,Mar-,07,Apr-,07,Our Flexible Strategy Must Be More Flexible in the Face of,High Fuel Prices and Global Competition,C H R Y S L E R G R O U P,Room for Growth in Small Segment,Pickup,SUV,Minivan,70%of,Chrysler Group,Sales,CG Product,Line,Sales,Dominated by,Bigger,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,C H R Y S L E R G R O U P,Product Portfolio,Our Strategy:,Global Balance,?,Defend/grow NAFTA CG strongholds,?,Add new non-NAFTA vehicle programs crucial to,global expansion,?,Leverage 3,rd,party alliances to