Autoliv General Presentation - Sabancı Üniversitesipeople.sabanciuniv.edu/~yildiz/Project Offers _2009/ALV_LPD_SA...Presentation 2008-09-18 ... LEAN PRODUCT DEVELOPMENT ... Lean

Copyright Autoliv Inc., All Rights Reserved

AutolivGeneralPresentation 2008-09-18Sabancý UniversityElçin Calado

ALV-ER/Sep2008/General Presentation2008 - 2

Autoliv in Brief

§ Sales and technology leader

§ Sales: US $6.8 billion

§ Fortune 500 company

§ Sales to all major vehicle manufacturers

§ >80 facilities in 32 vehicle producing countries

§ 13 technical centers in 12 countries and 21 crash test tracks

§ About 42,000 associates and 4,000 in R,D&E

RoW13%

Japan

9%

Europe

54%

North America

24%

Autoliv in Brief


Autoliv in the World

USA

Mexico

Brazil

Argentina

Australia

South Africa

EUROPE• Czech• Estonia• France• Germany• Hungary• Italy• Poland• Romania• Russia• Spain• Sweden• Turkey• UK

India

ChinaJapan

Indonesia

Canada

Korea

Malaysia

PhilippinesThailand

Taiwan

Autoliv in Brief

Tunisia


Autoliv’s Global Engineering

USADetroit Ogden

FranceGournayPont-de-BuisCergy-Pontoise

GermanyElmshorn

Dachau

AustraliaMelbourne

SpainBarcelona

South KoreaSeoul

JapanTsukuba

Kanagawa

SwedenVårgårda

Motala/Linköping

ChinaShanghai

TurkeyGebze

Autoliv in Brief

8 crash tracks for full scale tests and 21 sled crash tracks.Approx. 4,000 employees in R,D&E.

Technical center with crash labOther technical centerCrash lab

RomaniaBrasov


§Our visionTo substantially reduce traffic accidents, fatalities and injuries

§Our missionTo create, manufactureand sell state-of-the-art automotive safety systems

Vision, Mission & Strategies


Our Values

§ Life - we have a passion for saving lives.

§Customers - we are dedicated to creating satisfaction for our customers and value for the driving public.

§Employees - we are committed to the development of people’s skills, knowledge and creative potential.

§ Innovation - we are driven for innovation and continuous improvement.

§Ethics - we adhere to the highest level of ethical and social behavior.

§Culture - we are founded on global thinking and local actions.



Our Strategies

Customers Technology Cost Control Employees

§ Global Presence

§ Highest-value safety system solution

§ Highest level ofservice

§ Technologicalleadership

§ Complete systemcapabilites

§ Efficient manufacturingand purchasing

§ Quality excellence

§ Dedicated andmotivated employees



2006 Safety Vent Bag

7% of all automotive industrysafety patents

2005 Night vision systemPedestrian hood

2004 Fixed-hub steering wheel 2002 Anti-sliding bag

Adaptive load limiter2000 Telematics

1998 Curtain airbag Anti-whiplash seat

1997 Side airbag for head protection, ITS

1995 Knee airbag and seatbelt load limiter

1994 Side thorax bag

1992 Steering wheel integrated sensor

1989 Seatbelt buckle pretensioner

1986 Belt grabber

1980 Airbag production

1956 Seatbelt production

2007 Multi Volume Cushion

2008 Integrated Safety Electronics

Technology Leadership Technology


Complete Safety System Supplier

Steering WheelDriver Airbag

Pelvis & ThoraxSide Airbag

Inflatable Curtain

Passenger Airbag

Seatbelt SystemsRear Side Airbags

Electronic Control Unit (ECU)

Knee Airbag

On-Call-System Pedestrian Protection

Night Vision Camera

Satellite Sensor

Anti-Whiplash System

Anti Sliding Airbag

Other Important Products:Child SeatsActive Seatbelts

Technology


Product Development SystemAPDS

Project startConcept validation

Product & process developmentDesign verification

Full-speed production runs

Concept ideaFeasibility studyCost targets

Product & process qualification

PRODUCT IDEAS§ Crash tests § Crash statistics§ Customer demands§ Universities§ Independent inventors § Insurance companies

PHASE 1CONCEPT DEFINITION

PHASE 2DEVELOPMENT

PHASE 0PROJECT INITIATION

PHASE 4PRODUCTION LAUNCH

PHASE 3VALIDATION

CONTINUOUS IMPROVEMENTS

CommercialProduction

Technology


Products in Focus Technology

Night Vision Safety Vent Airbag Curtain Airbag Active Seatbelts


Re-design Saves Both Costs and the Environment

1998

Weight: 2.3 kg

Weight: 3.3 kg

30%

26%

Weight: 1.7 kg2008

2002

Technology


Our Zero-defect Policy

Eliminate bad designs

Eliminate bad components

Eliminate bad manufacturing

Eliminate non-conforming products

Autoliv Product Development System

(APDS)

AutolivProduction System

(APS)

AutolivSupplier Manual

(ASM)

Autoliv Quality System

(AQS)

Zero defect

Quality


Well-balanced WorkforceAutoliv Türkiye

Employees

0

5

10

15

20

25

30

<20 20-25 26-30 31-35 36-40 41-45 46-50 51-55 56-60 >60

Men Women

Copyright Autoliv Inc., All Rights Reserved

Lean Product DevelopmentProject

2008


The TPDS / ”The 7 wastes in Product DevelopmentDD SS

Stop and go tasks / redundant meetings/ superficial reviews

Excess motion or activity during task execution6 Motion

Batching, system overutilization, arrivalvariation

A build up of material or information that is not being used

5 Inventory

Stop and go tasks, redundant tasks, reinvention, process variation- lack of standardization

Doing unnecessary processing on a task or an unnecessary task

4 Processing

Hand-offs/ excessive information distrubation

Moving material or information from place to place

3. Conveyance

External quality enforcement, correction and rework

Inspection to catch quality problems or fixingan error already made

7 Correction

Waiting for decisions, information distrubation

Wait for materials, information, or decisions2 Waiting

Batching, unsynchronizeed concurrenttasks

Producing more or earlier than the next process needs.

1 Overproducing

PD ExamplesWhat is this? (in Manufacturing)7 Wastes


Lean PD Input and Autoliv way of work : DD SS


Lean PD Definition

We all know Toyota and Honda is making a good long term progress

World economy

DD SS


Lean-PD Definition

How have Toyota come to today´s position?

If You ask Toyota themselves how they do they don´t have a good answer …”thats the way we always have done.”( = it´s in the Toyota culture since the company started).

Learn from Toyota, create a model

DD SS


LEANPRODUCT

DEVELOPMENTSYSTEM

SKIL

LED P

EOPL

E

TOOLS & TECHNOLOGY

PROCESS

Lean PPD Model and 13 Principles

(from The Toyota Product Development System)

1. Establish customer-defined value to separate value added from waste. 2. Front load the product development process to thoroughly explore alternative Solutions while there is Maximum Design Space. 3. Create a leveled Product Development Process Flow. 4. Utilize Rigorous Standardization to Reduce Variation, and Create Flexibility and Predictable Outcomes.

5. Develop a “Chief Engineer System” to Integrate Development from start to finish. 6. Organize to balance Functional Expertise and Cross-functional Integration. 7. Develop Towering Technical Competence in all Engineers. 8. Fully Integrate Suppliers into the Product Development System. 9. Build in Learning and Continuous Improvement. 10. Build a Culture to Support Excellence and Relentless Improvement.

11. Adapt Technology to Fit your People and Process.

12. Align your Organization through Simple, Visual Communication.

13. Use Powerful Tools for Standardization and Organizational Learning.

What is it?DD SS


Background/introduction at ALSWhy Lean Product Development Project?

* Added customer value and improved customer service * Improved planning and front loading gives better resource balance and less fire drill mode * Less administration, less waste -> more positive working climate* More time for innovation and new development * Increased projects efficiency and improved competitiveness

DD SS


Expectations in TC area§ Efficiency improvement: 10% per year -> need cont improvements way

of work and culture

§ Create a Customer first / ”customer is king” mentality -> customer value

§ JIT culture in tasks in projects daily way of work, for all, including management!

§ Stay within the head-count forecast

§ Motivated and trained employees -> positive working climate

§ Higher flexibility -> adaptive to changes -> ”Think long term in daily actions”

§ Focus on continuous improvement & good standards

§ Improved planning (AFIS) & prioritization/decision making

DD SS


->MOSTtime is

waiting!!

DD SS


Lean-PD / Muda-Muri-Mura

MURIOverloading

MUDAWaste!

MURAUnevenness

loading

DD SS


APS – LPDS culture§ Tools + Principles + Leadership = PROGRESS!

Rating = 79Profitability

CompetitivnessSatisfaction

Just In Time Employee Involvement Quality First

Leveling 3 Safety / Ergonomy 2

Continuous Flow 2 Flexibility & Motiv. 2

Pull System 3 Discipline to Stds 2

Takt Time 4 Cont Improvement 4

Freq Deliveries 3 Process & Result 2

Line Concepts 2 Don't Blame /Judge 2

Team Work 5S Standards Muda Elimination T.P.M

Six Sigma

Quality Assurance

Quality Methods

Autoliv

APS Survey

APS Road Map

Lean PD Score card

Leadership training

KNOWLEDGE &

LEADER-SHIPEPIs

QCDSM indicators

OPI, EPI, etc

“The Vårgårda Way”“The Vårgårda Way”

PRINCIPLES

Questionarys& Surveys

DD SS


VISION in APDS to follow the TPDS Philosophy,”fire drill mode” or

Liker Chapter 5:

Create a Leveled Product Development Process Flow

“Companies that continue to view the PD process in a traditional way; as uncontrollable series of discrete events that just will pop up, will always be on the defensive and be forced to deal with variability and capacity issues in a fire drill mode. Toyota never accepts variability problems as necessary nor uncontrollable.”

Source: The TPDS, Morgan Liker, page 81, Showed by Daniel Ahlström at Hallaberget 070816.

DD SS


Summary from Liker chapter 17 & own thoughts;“Getting to culture change -> The heart of Lean PD”

§ Essentials to succeed with lean PD transformation:§ 1. More complex & less precise than manufacturing transformation§ 2. Cultural issues must be resolved to enable full success§ 3. Don’t reduce Lean methodologies to tools.§ 4. Leaders must be intensely involved & engaged§ 5. Leaders must understand the commitment & have patience

DD SS


Autoliv

Every year, Autoliv’s products save over 20,000 lives

The Worldwide leader in Automotive Safety Systems

Documents

Autoliv General Presentation - Sabancı Üniversitesipeople.sabanciuniv.edu/~yildiz/Project Offers _2009/ALV_LPD_SA...Presentation 2008-09-18 ... LEAN PRODUCT DEVELOPMENT ... Lean