1、John FeliceVice President Manufacturing,Technology&Global EnterpriseChrysler Corporation LLCC H R Y S L E R G R O U PChrysler Groups Flexible Manufacturing StrategyMay 17,2007John FeliceVice President Manufacturing,Technology&Global EnterpriseChrysler GroupC H R Y S L E R G R O U PMarket and Competi
2、tive ChallengesTough CompetitionGovernment RegulationConsumer DemandSupplyChainC H R Y S L E R G R O U P?Aligning capacity,cost structure and capital spending with market demandIncrease efficiency of all aspects of the business?Strengthen and increase revenues and margins?Global market opportunities
3、 with low cost sourcing?Strong product pipeline?$3 billion powertrain investment leads to a more fuel efficient product lineup?Dealer network optimizationRecovery?Short-term progress on profitability?Return on sales of 2.5%by 2009Strategic Transformation?Mid-term change of business model?Achieve and
4、 sustain benchmark performanceRTP Focuses on Short-and Long-Term GoalsC H R Y S L E R G R O U PWM1Product Strategy/Portfolio ManagementCapital ManagementWM7Fixed Cost ManagementWM2Structural Changes/ManufacturingWM3Material Costs ManagementWM4Revenue ManagementWM5QualityWM6Chrysler Group Executive C
5、ommitteeWM Work ModuleSeven Work Modules Focusedon Short-and Long-Term ImprovementsThese 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 companyProgram OfficeC H R Y S L E R G R O U PRede
6、signed Business Model Supports Long-Term GrowthCurrentRedesigned Business ModelProduct-centricProduct+Customer and brand focusNAFTA-centricNAFTA+Global balanceInternal resource drivenInternal+Alliances and partnerships?Customer driven products and processes?Clearly defined uniquely American brands?H
7、igh 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
8、 R Y S L E R G R O U PHow Does DaimlerChrysler Respond Effectively and Efficiently to Market Conditions and Volume Fluctuations?C H R Y S L E R G R O U PFlex Target StateFLEX OPPORTUNITIES KEY QUESTIONS How do you developan optimum number of quality products efficiently?How do you best use the exist
9、ing asset base to build products in response to market demand swings quickly?How do you globally leverage the best cost-saving sourcingopportunities through volume bundling and commonization?How do you offer consumer-driven productlines that can achieve geographic and market segment opportunities?Ho
10、w do you achieve better global balanceand leverage partnershipsto manage costand seize growth opportunities?Product Development?Flex Manufacturing?Global Sourcing?Product Portfolio?Global Alliances&PartnershipsC H R Y S L E R G R O U PName of the Game:Increase Products,Decrease Capital Spending$41.9
11、$30.7$30.12000Plan2002Plan2005Plan“Do More”“Use Less”2000-2004Plan2002-2006Plan2005-2009Plan21243252%C H R Y S L E R G R O U PHow Does DaimlerChrysler Respond Effectively and Efficiently to Market Conditions and Volume Fluctuations?C H R Y S L E R G R O U PC H R Y S L E R G R O U PProduct Developmen
12、t32220062012712RWD UNIBODY3FWD UNIBODY5BODY-ON-FRAME4Optimize Vehicle Platforms:Reduce Number of Platforms from 12 to 7 by 2012C 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 Ea
13、ch Commodity?Increase Common Parts SharingProduct DevelopmentReduce Design ComplexityDodge Nitro:From 167,424 possible configurations to 650C H R Y S L E R G R O U PHow Does DaimlerChrysler Respond Effectively and Efficiently to Market Conditions and Volume Fluctuations?C H R Y S L E R G R O U PBody
14、-on-frame ArchModelModelModelModelModelModelModelModelModelUnibody Arch#1ModelUnibody Arch#2ModelModelModelModelModelModelModelModelModelModelModelModelModelModelModelModelModelModelOther ArchFlexible ManufacturingBasis:Create a Flexible Manufacturing System to Support a Broad Product Portfolio and
15、Pull-based Marketing ModelCreate FlexibleProduct andManufacturing Footprints on a Global Basis?Converge product portfolio into 4 potentially basic architectural families?Create flexible manufacturing base aligned to architecturePlantAPlantBPlantCPlantDPlantEPlantFPlantGPlantHPlantIPlantJPlantKPlantL
16、PlantMPlantNC H R Y S L E R G R O U PEnabler 1:Standardize on a Competitive Common Bill of Processto Drive Manufacturing Flexibility,Efficiency,Quality and Product Design?Provide a Common Mainline Manufacturing System:-Operational Sequence-Operation Content&Dimensional Strategy-Assembly Process that
17、 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 TechnologyFlexible Manufacturing:Common Bill of ProcessC H
18、R Y S L E R G R O U PEnabler 2:Build a Flex Body ShopProcess to Allow for Platform Derivatives and Reduce New Model Changeover by Leveraging Key Advances in RoboticsKey Developmentsin Robotics:-More Payload range-More powerful Controllers-Reduced Cost300400500600700Payload Capability(Kilograms)1990s
19、2006PayloadCapabilityCost30%?Multiple Model Flexibility?Standardize CommonCore Processes toBuild 3 Platforms/4 Models?Build Old/New Models Concurrently?Produce Models from 0100%of Capacity?Flexible Load andWeld Processes Using:-Robotic Hand-off-Geo End-effectors133%Flexible Manufacturing:Flex Body S
20、hopC H R Y S L E R G R O U Pmin.-max.20052006200720082009201020112012201320142015TargetActualPM/MK49/MK74October 2005PM49MK49MK74*Doesnt include Manpower Balancing,Supplier Tooling,or RacksT=3.99/A=4.56?T=17.04/A=17.70?Hood-ECurrentProposedCurrentProposedCurrentProposed00109352222GateRoboticLow/Upp2
21、27878TBD201022Flexible Bell AutomationNote:Paint still requires cording study for interference Auto Decking Man.Fast.DoorsType of FramerHoodsLift gates/Deck LidsBIW Gripper restrictionsGripper restrictionsMax Track Width?Max Track WidthWheel Base?尵Implementation Date C.Y.Technology88%PaintWhite Spac
22、e-Sq.Ft.BIW Ascending OrderAscending OrderSunroof:YCockpit InstallRoof SystemWire HarnessShelf ModuleCarpetRad Coolant Evac and FillWasher Fluid FillNo FEMFront Fascia InstallRear Fascia InstallLift GateRear Door-APrimer Sand/PrepHinge to BodySelection Bank/Color WheelC/O TransferC/O TransferC/O Tra
23、nsferBrake Evac and FillC/O TransferC/O TransferCombined Fills2004Servo Headlamp AimTrans Fill Doors OnElectrical TestPower Strg Evac and Fill2006Canbus Electrical TestFuel Fill2006Auto Return Fuel FillServo Welding20064WD RollsMid Frequencey WeldingRobotic Sealer20064WD Alignment20062006TBDFront En
24、d Module2006AndonPowertrain Module20062006Adaptive Weld Controls2006Liquid Applied Sound DeadenerModular Weld Guns2006Robotic PUR Foam200620062006In ProductionNet Form and ClinchFlexIble PLPTBDEnterprise Controls/CLICKTBDFlexible MeasurementFeather DusterWeld Quality NetworkNo sand/E-coatImplementat
25、ion Date C.Y.TBDFunded&process capability studyPlannedTBDTBDRoof FramerNet Form and PierceManual Weld Back-upJr.SystemFender-CFront Door -BDeck Lid-DTire and Wheel InstallBody Side MarriageFramer-Upper Geo-bFramer-Lower Geo-aUnderbody Pallet-Geo 2Body Side InnerEngine CompartmentB.I.W.BOP/Flex-PORFr
26、ont FloorUnderbody Pallet-Geo 1Body Side OuterCommentWheel BaseOverhaul($)Flat Top Conveyor limitAsset Util.Performance Targets(T)/Actuals(A)Not Ideal ($)100/100/100Group Adapt($)100%Plant:Belvidere-FWD UNIBODYEnvelope Size is Based on Plant DimensionsMix Flexibility*Envelope Size is Based on Produc
27、t DimensionsSmart Migration TimelineBased on Aligners or Rolls Test CapabilityInside Min.Tire Track/Outside Max.Tire Track45-?E-Coat SandE-Coat Ovenend of arm tooling costsC/O TransferMetal FinishProcess not includedPre-Gel OvenABB RobotsRob ScanRobotic PiercingImplementation Date C.Y.TBD20062006TCF
28、Parts ChangeRobotic PUR FoamNumber of StationsTCF81%Low Bake RepairAscending Order100%Seat InstallPedal PushFeather Duster/Blow-offIntercoat Flash-Off4.42 minutes(vs.6.5)Base CoatSpot RepairWheel AlignmentTrans Top OffHeadlight AimOutsourceTooling CostsC/O TransferPrimerPrimer OvenStrip/AccumulatorA
29、ccumulatorCanbus90-?尰PretreatIncludes 1 extra stageEHPVHPVTop Coat Oven27.4 minutes(vs.30)26.1 minutes(vs.30)Finesse and PolishingAccumulatorQuality CheckReprocess/RerunNot Dedicated SystemDiesel:Y2000Rolls Test%Compliance to Water TestPost Decking2 RowsLine Speed(Gross PurFoam)#of booths-main color
30、#of colors capableGeneral Information%Compliance to%Compliance to 2006Timing of new paint shopRobotic cut-insBell/Bell App TechPaint 20062006Not fundedClear CoatAccumulatorGripper restrictionsStrip/AccumulatorInspectionManual Sealer30 minutes(vs.33)FundedFeather Duster/Blow-offIncludes 2 extra stage
31、send of arm tooling costsRobotic SealerPhosphateStrip/Accumulatorend of arm tooling costsBody WasherSize:4 DrPaint BOP/Flex-PORCommentTCF BOP/Flex-PORDoors OffCommentIn Body Shop2006Rear FloorAC Evac and FillGlass InstallPowderChassis InsertionE-CoatAdditional DetailEnabler 3:Plant Charter Blueprint
32、ing Each Plants Build Capability to Accommodate Flexible Product Requirements IMPLEMENTATION TIMING&COSTPRODUCT MAX DIMENSIONS:L/W/HPLANT CAPACITY,PLANNED VOLUMEPLANTS CAPABILITYSHIFT PATTERNPRODUCT LINE UP CAPABILITY&“PROTECT FOR”BILL OF PROCESS CONFORMANCE,ASCENDING ORDERPLANNED TECHNOLOGY LEVELMI
33、X FLEXIBILITY,ASSET UTILIZATIONFlexible Manufacturing:Plant CharterC H R Y S L E R G R O U PEnabler 4:Chaining Best Utilization of Existing Asset Base,Applying FlexibilityWithin and Between Plants Without Facility ExpenseLEAN MANUFACTURINGBILL OF PROCESSFLEXIBLE MANUFACTURINGPlantCharter AModelsVolu
34、mePLANT APlantCharter BModelsVolumePLANT BABCPlantCharter CModelsVolumePLANT CABCABCDDemand SwingsModel MixAsset LevelingFlexible Manufacturing:ChainingC H R Y S L E R G R O U PC H R Y S L E R G R O U POperatorsSupervisorsSupport Functions:Quality,Maintenance,PCOperations,EngineeringSmart Manufactur
35、ing Operational FocusTraditionalSmartTeamMemberC H R Y S L E R G R O U PHow Does DaimlerChrysler Respond Effectively and Efficiently to Market Conditions and Volume Fluctuations?C H R Y S L E R G R O U PGlobal SourcingBasis:Flexible Manufacturing&Product Development Lay the Foundationfor Global Sour
36、cing?Volume Bundling?Cost Savings Opportunities?Global SourcingLeveraging Low CostStrategiesChaining(Plant to Plant Flex)Volume FlexibilityArchitecture/Platform FlexibilityModel FlexibilityBill of ProcessMore Common Tools&EquipmentGlobal Design Commonization More Common PartsREDUCE COMPLEXITYLEVERAG
37、E THE BEST DEALC H R Y S L E R G R O U PGlobal Sourcing:Manufacturing ExampleStandardization of Manufacturing Requirements Has Enabled the Bundling of Manufacturing EquipmentAcross Platforms/Plants BIW Roller Transfer Standardization across vehicle lines/plantsVehicle Lines CoveredTypical Placement
38、Volume/Design ComplexityPrior:New:?Transfer sources vary by plant?Common transfer sourcefor 5 plantsMid-Size Car,Truck,Minivan Plant BodyshopsVolume ChangeAverage Price Change+500%-22%-Weld Gun Standardization across vehicle lines/plantsVehicle Lines CoveredTypical Placement Volume/Design Complexity
39、Prior:New:?300 guns per placement?Avg.200 unique designs?1600 guns bundled?12 base gun designsAll Chrysler Group Vehicle Lines,Stamping&Bodyshop RequirementsVolume(Guns per Design Per Placement)Average Price Change133 guns per designper placement-30%1.5 guns per design per PlacementC H R Y S L E R G
40、 R O U PGlobal Sourcing:Vehicle Part ExampleGlobal Design Commonization of Door LatchesDrives 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
41、 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 CaliberCVDMCGCGGL1C
42、 H R Y S L E R G R O U PHow Does DaimlerChrysler Respond Effectively and Efficiently to Market Conditions and Volume Fluctuations?C H R Y S L E R G R O U PProduct PortfolioWe Have the Tools&the Knowledge to Leverage Flexible Strategy to Drive Business Opportunity in NAFTAAvengerGrand CherokeeCRD Mag
43、num FresheningSebring ConvertibleLibertyRam 4500/5500 Chassis CabDakotaFresheningViper SRT10 SprinterTown&Country Caravan Caliber SRT4300&Charger Freshening JANFEBMAYJUNAPRJULAUGMAROCTDECNOVSEPNewNewNewNewNewNewNewNewContinuing the Product Assault in 2007:C H R Y S L E R G R O U P2003 MY2007 MY2003
44、MY2007 MY2003 MY2007 MYTotal VehiclesRHD VehicleOfferingsDiesel VehicleOfferings206184169Product PortfolioWe Have the Product Expansion Strategy to Increase Offerings andDrive Business Opportunity in NAFTA and Established Markets OverseasC H R Y S L E R G R O U PProduct PortfolioFuel Price Pressures
45、Price Per GallonA Crowded Marketplace,Growing Globally$2.80$2.30$1.50$1.75$2.00$2.25$2.50$2.75$3.00Jan-06Feb-06Mar-06Apr-06May-06Jun-06Jul-06Aug-06Sep-06Oct-06Nov-06Dec-06Jan-07Feb-07Mar-07Apr-07Our Flexible Strategy Must Be More Flexible in the Face of High Fuel Prices and Global CompetitionC H R Y
46、 S L E R G R O U PRoom for Growth in Small SegmentPickupSUVMinivan70%of Chrysler Group SalesCG Product Line,Sales Dominated by Bigger VehiclesProduct Line is NAFTA-Centric;Not Balanced for Global GrowthSmallCompactMid-sizeFull-sizePassenger Family Truck/VanOur Product Portfolio Must Be More Flexible
47、 to Meet New Domestic Demand or Leverage New International MarketsC H R Y S L E R G R O U PProduct PortfolioOur Strategy:Global Balance?Defend/grow NAFTA CG strongholds?Add new non-NAFTA vehicle programs crucial toglobal expansion?Leverage 3rdparty alliances to cost-effectively access regional produ
48、cts/markets?$5+billion additional purchasing to low cost sources balance supplier footprintC H R Y S L E R G R O U PHow Does DaimlerChrysler Respond Effectively and Efficiently to Market Conditions and Volume Fluctuations?C H R Y S L E R G R O U PSelect Regional ExpansionGlobal Alliances&Partnership
49、s?Leveraging partnerships for growth and to manage costs?Creative,efficient use of alliances to leverage geographic/market segment/product opportunityStrong NAFTA Position?Small Vehicle B SegmentChery Motors,China?Manufacturing(300C,Jeep)Magna,Austria?Retail NetworkMarketing Hyundai in Mexico?Internal ManufacturingMinivan Assembly for VW?Diesel BlueTec EngineCummins,MCG?Focused AlliancesGEMA World Engine(HMC,MMC)?HybridGM,BMWC H R Y S L E R G R O U PChrysler Groups Flexible Manufacturing StrategyMay 17,2007John FeliceVice President Manufacturing,Technology&Global EnterpriseChrysler Group
