Limitálja-e a magyar jármőipari kkv-k fejlıdését a szabályozott folyamataik alacsony szintje? Biró Péter Beszerzési Vezetı Közép kelet Európai beszerzési iroda
Content Knorr at a Glance Key figures Product lines Market trends Industry specialties Expectations Consequences Suppliers Component reliability Supply chain evaluation Supplier decisions Questions & Answers
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Knorr-Bremse Gmbh Knorr-Bremse a világ vezetı vállalata a közúti és vasúti fékrendszerek gyártásában Vasúti Jármőrendszerek Metró szerelvény Villamos Gyorsvasutak Lokomotívok Személyszállító vonat Tehervonat Közúti Jármőrendszerek Tehergépjármő Busz Motor Speciális jármő 4
Knorr-Bremse Gmbh 2010-2012-es gazdasági év Értékesítés mill 2010 2011 2012 Értékesítés 3,72 mill 4,24 mill 4,32 mill Vasúti üzletág 2,02 mill 2,18 mill 2,22 mill Közúti üzletág 1,70 mill 2,06 mill 2,10 mill Nettó eredmény 239 mill 329 mill 295 mill Beruházások 113 mill 159 mill 166 mill Alkalmazottak száma (lízingelt dolgozókkal együtt) /fı/ 18,053 20,050 19,120 The
Knorr-Bremse Közúti Jármőrendszerek Fıbb vevık Tractor vehicle manufacturers Trailer manufacturers Axle manufacturers Amerika Europa Ázsia/Óceánia 6
Knorr-Bremse Gmbh Knorr-Bremse Magyarország Vállalatok Telephelyek Knorr-Bremse Fékrendszerek Kft. Kecskemét: - Székhely, Termelés, K+F, Értékesítés Budapest : K+F, Global sourcing Knorr-Bremse Vasúti Jármőrendszerek Hungária Kft. Budapest: - Székhely, Termelés, K+F Fıbb adatok (2011) Foglalkoztatottak száma: 1974 (918 Közúti, 1055 Vasúti üzletág) K+F ráfordítás: az értékesítés 6,9 %-a Értékesítés: 86,4 Mrd HUF Knorr-Bremse Fékrendszerek Kft. Gyártás: levegı-elıkészítés részegységei és a légfékrendszer szelepeinek gyártása elektronikai szerelvények (ABS, ELC) Értékesítés: a teljes Knorr termékportfolió értékesítése 18 országba Kutatás-fejlesztés: elıfejlesztés, a jövıt meghatározó kutatások termékfejlesztés - szoftveres és elektronikához kapcsolódó fejlesztések Budapest - a pneumatikus egységekhez kapcsolódó fejlesztések Kecskemét adaptáció a vevıi igényeknek megfelelıen diagnosztika, WTS 7
Knorr-Bremse Közúti Jármőrendszerek Közúti Jármőrendszerek termék portfólió Levegı elıkészítés Elektronika EBS, ABS, ESP, LDW, ACC, AEBS, CVR, ADAS, Etc Tárcsafék Fékmunkahenger Szelepek Lengéscsillapító
Evolution Brake System 2020 Vehicle Controler 2005 Integration, Modules, Electronics 9
Mobility is the future we make it safer Annual growth rates of truck industry 2000-2030 in % China Russia/GUS India Middle east Africa CEE North America Europe Pacific Asia 4.2 3.7 3.5 3.0 2.9 2.5 1.9 1.9 1.8 1.8 Global population in billion people 2,5 29% 71% 4,1 37% 63% 6,1 46% 8,0 57% 54% 43% 9,2 69% 31% urban rural 1950 1975 2000 2025 2050 Globalisation Urbanisation China, Russia / GUS und India: new players in the global network Global investments in infrastructure requests additional trucks Strong tendency towards urbanisation, esp. in Asia and Africa In China more than 100 cities have >1mio. inhabitants (47 in 2006) Worldwide increase of investments into transport infrastructure Until 2025 we will have more than 13 megacities (>10mio. inhabitants) in Asia 10
Global truck OEM s strategy is to improve their global footprint some examples: Investments considered exports investments Daimler MAN Iveco Navistar Volvo Truck RU: shares in KamAZ of 11% (plus 4% at EBRD Bank) CM with GAZ CN: Announced 50 50 JV with Foton IN: own subsidiary with 700 Mio. EUR invest BRA: acquisition of VW do Brazil CN: Sinotruck (CNHTC): shares of 25% IN: JV with Force Motors RU: CKD-plant considered CN: JV with SAIC RU: Iveco AMT ltd. (former Iveco-Uralaz JV) IN: Mahindra: shares 50% JV with caterpillar (NC 2 ) targeting: BRA, SA, AUS, TR, RU CN: possible coop. JAIC BRA: ownership of MWM RU: Plant in Kaluga
Knorr-Bremse Gmbh Globális jelenlét 27 ország 87 telephelyén 56 gyártóhely Amerika Europa/Afrika Ázsia/Óceánia Brazília Kanada Mexico USA Belgium Németország Franciaország Anglia Olaszország Hollandia Ausztria Lengyelország Románia Svédország Svájc Spanyolország Csehország Törökország Magyaroszág Dél Afrika Ausztrália Kína India Japán Oroszország Dél Korea Szingapúr Európai gyártóhely közúti üzletág 12
Global Purchasing Workforce direct materials Germany, Berlin Germany, Aldersbach Russia, Niznij Novgorod Russia, Naberezny Chelny Russia, Moscow U.S. UK, Bristol France, Lisieux Italy, Arcore Czech R., Liberec Hungary, Kecskémet Hungary, Bp. Turkey, Istambul Japan China, Shanghai Mexico China, Dalian India, Pune Brazil, Sao Paulo Staff in LCCs Staff in HCCs
Drivers for Enhancements in the Transportation Industry Reduced costs Costs OE Costs of ownership Costs for the society Reduced component costs Reduced cost installed system Increased reliability Reduced working capital Reduced operating costs - Energy, Wear (pads, tire) Increased reliability Simpler service Easier handling Enhanced safety Enhanced safety Saving of resources Reduced emission Increased transportation capacity 14
Brake systems are safety systems! Knorr Bremse has never been involved in a serious incident 15
The trend shows an increase in the number of recall/campaigns 43% of all recall activities deal with brake, steering and powertrain issues 51% of all affected vehicles are younger than 3 years 70% of all recalls are caused by mechanical problems Most recalls are caused by Supplier defects 16,2 million vehicles recalled in the US in 2012 55 64 72 1998 1999 2000 2001 86 2002 105 97 Source: Kraftfahrt-Bundesamt Federal Motor Transport Authority NEW YORK (CNNMoney.com) -- Toyota Motor says the massive recalls of vehicles due to gas pedal problems could end up costing it $2 billion. 137 123 167 157 148 Number of recall actions in Germany 2003 2004 2005 2006 2007 2008 2009 171
Consequences are incalculable Financial damages (reduced sales, losses) Non-Financial damages (Image, reputation, customer satisfaction, jobs) Human Damages: Injuries & Casualties Professional Risk Management is absolutely vital! 17
Frequent reasons for Recalls / Campaigns No comprehensive and continuous Product Safety Management within Supply chain No routine use / application of APQP and PPAP procedure Low process capability during production of safety parts & products Safety Parts supplied by non capable suppliers Problems with robustness of design and Product Reliability
Knorr-Bremse Közúti Jármőrendszerek Globális beszerzés 3 kulcstényezıje 1. Infrastruktúra Képzettség K&F Kormány 3. Munkabér 2. Szakmai tudás Logisztika Autóipar specifikus szállítók 1. Munkabér alacsony 2. Ipari/szakmai tudás magas 3. Logisztikai költség és kockázat alacsony 19
Knorr-Bremse Közúti Jármőrendszerek Ezen kulcstényezık a különbözı régiókban Oroszország 1. Munkabér Tapasztalat R&D 2. Szakmai tudás Kormány 3. Logisztika Nyugat Európa Tapasztalat 1. Munkabér R&D Infrastruktúra Infrastruktúra 2. Szakmai tudás KB elvárások szerinti KB elvárások alatt KB elvárásoktól nagyon távoli Kormány 3. Logisztika Autóipar specifikus szállítók Autóipar specifikus szállítók Közép-Kelet Európa Ázsia 1. Munkabér Tapasztalat R&D 2. Szakmai tudás Kormány 3. Logisztika 1. Munkabér Tapasztalat R&D Infrastruktúra Infrastruktúra 2. Szakmai tudás Kormány 3. Logisztika Autóipar specifikus szállítók Autóipar specifikus szállítók Egyik régió sem ideális elınyök kontra hátrányok 20
Supply base strategy: competing regions 21
Knorr-Bremse Közúti Jármőrendszerek Beszállító értékelés széria szállításkor Ár/ Termelékenység (1/3) Technológiai tudás (Igen/Nem) Minıség (1/3) Logisztika (1/3) Értékelési kritériumok Minıség 1. PPM 2. Audit eredmény Logisztika 3. Szállítási pontosság (%) Ár/Termelékenység 4. Megtakarítás (%) Technológiai tudás 5. Igen/Nem 22
Focus points at Knorr Bremse Relative cost of change 1000 100 10 1 Planning Development Production Campaign/ recall Time Systematic assessment of: - suppliers capability to produce safety parts - risks in the supply chain 23
Legislation and customer requirements force us to act Consequence Prevention Measure If bad Quality on a part is defined as a SAFETY RISK, we need to make a Recall decision C/C Define critical characteristics. Any deviations could significantly affect the product s performance with regard to road safety. Cpk/Ppk 2.0 for C/C If bad Quality on a part is defined as a RELIABILITY RISK, that is not acceptable, we need to make a Campaign decision S/C Define Significant characteristic. Any deviations could significantly affect customer satisfaction due to a loss of fit for assembly, form, function, durability, performance or loss of primary functions. Cpk/Ppk 1.67 for S/C 24
Product Safety Audit (PSA) General Supplier training Supplier self assesment Knorr assesment Contract to handle safety parts Recall insurance PSA Audit I. When to use Supplier Development in terms of S/C and/or C/C, product safety issue II. III. Audit type Process audit Purpose Show possible risks within the organization of a supplier manufacturing safety products. Create awareness at the supplier concerning product safety according to either S/C and C/C characteristics on the drawings or to other safety related requirements 25
Product Safety Audit (PSA) Rating EXAMPLE Points ++ : 3 points: Fulfilled without deviation. + : 2 points: Fulfilled with minor deviations. - : 1 point: Fulfilled with major deviations. -- : 0 point: Not taken in account or not acceptable. NA: Not applicable Conformity index = No. of criteria at 3x3 + no. of criteria at 2x2 + no. of criteria at 1x1 No. of criteria audited x 3 Calculation Management 0 1 10 9 1 49% Design 4 0 7 1 0 38% Manufacturing 0 0 3 11 4 69% Supplier 0 0 10 3 0 41% Total 4 1 30 24 5 52% Classification A > 80 % Excellent. B 50 80 % (no item with 0 point) Acceptable with improvement plan. C < 50 % (or one item with 0 point) Not acceptable, improvement plan requested 26
Purchasing Risk Evaluation (PRE) - General I. When to use For all new suppliers. In special cases. Usually done in the scope of Product Safety Audit. II. Audit type Financial and Management Evaluation 1. Part - General supplier data - Contractual status - Financial KPIs III. Purpose Evaluation of the supplier in terms of - Supplier strategy - Contractual situation - Financial stability - Global tendency - Management capability to face the future challenges in the automobile industry - Operational processes - Business growth - Investment in future business - Technology know how 2. Part (Questions) - Strategy - Communication - Organization - Processes - Controlling - IT 27
Purchasing Risk Evaluation (PRE) - Rating Points ++ : 3 points: Fulfilled without deviation. + : 2 points: Fulfilled with minor deviations. - : 1 point: Fulfilled with major deviations. -- : 0 point: Not taken in account or not acceptable. NA: Not applicable KPI part Total KPI NA (0) -- (1) - (2) + (3) ++ Weighting 13 3 6 0 1 30% 2 Calculation Questions Strategy 0 0 3 2 4 70% Communication 0 1 0 1 1 56% Organisation / Leadership 0 2 1 1 0 25% Processes 0 3 1 2 2 46% Controlling 0 0 2 1 0 44% IT 0 0 1 1 0 50% EXAMPLE Total questions 0 6 8 8 7 52% 1 KPI + Questions 37% Classification > 80% Low risk 60% - 80% Medium risk < 60% High risk 28
Increase of the supplier s performance with escalation model Evaluation & Development Performance measurement Risk&Contract Management Supplier Auditing Reduction & Parts Transfer Supplier Score card : DRAFT Supplier Scorecard Available centra Supplier KPIs Unit 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Status Housekeeping Yes / No PV Mio EUR red QM-Certificates (min. ISO9001:2000) thereof PV LCC Mio EUR green ISO 9001 : 2000 Productivity % Yellow QS 9000 Productivity mio. EUR red VDA 6.1 Paym. Terms days green ISO/TS 16949 Incoterms Yellow ISO 14001 PPM Target PPM red QMPP 2004 (Quality Agreement) PPM YTD PPM Product Liability Insurance + Copy Total Quality Incident Rate # green Standard Terms of Purchasing Supp. Failure Costs T EUR Yellow Confidentiality Agreement Nr. Campaigns # red Signed target letters per location # Improvement projects # green Quality-Cost-Delivery Agreement DP Target % Yellow Contract of handling saftey relevant parts DP YTD % Master Supply Agreement # of delivering part numbers # red MTZ Contract Classification Text Yellow Development Contract Purchasing Risk Evaluation Location/plant delivering Knorr-Bremse: KPI Unit 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 ØGrowth General appraisal by Purchasing Manager Ø Net Mio Develop supplier yellow sales EUR Share of KB sales % ROS (estimated) % Result Purchasing Risk Evaluation : Turnover per employee TEUR Date : 4.8.05 Investment value (estimated) % Result % 55 Equity ratio (estimated) % Result text : medium Number of employees quant. link to Audit file Cash flow TEUR Result Product Safety Audit : Company (total): Unit 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 ØGrowth Date : 4.8.05 Ø Net sales Mio EUR Result % 45 Share of KB sales % Result text : C ROS (estimated) % link to Audit file Turnover per employee TEUR Investment value (estimated) % Result VDA 6.3 Audit : Equity ratio (estimated) % Date : 10.10.04 Number of employees quant. Result % 85 Cash flow TEUR Result text : AB link to Audit file Supplier Development Roadmap (breakdown of supplier KPIs) Unit 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Result TPS Audit : Mio Date : New PV Project New pressure senso EUR 4.8.05 New PV LCC : Mio EUR Result 76 % New saving programs : Mio EUR Result text : Acceptable with link to Audit file Actual improvement project DI 4 Progress in PPM 94 Progress in DP -30 link to Supplier Project file Escalation More/stable volume long-term contracts partnership Development Monitoring Re-audit, Improvement projects Decrease volume and/or Phase-out plan Supplier portal 29
Supplier decisions Category Purchasing Manager CoC Purchasing Manager Purchasing Leader North America GSO India Sourcing Board committe GSO China & South East Asia Supplier Quality Development VP Purchasing GSO Central & Eastern Europe New supplier selection criterias 1) Valid quality system certification 2) Valid product liability and recall insurance 3) Pass VDA 6.3 with result of 80% minimum 4) Purchasing Risk Evaluation 60% minimum 5) Contracts in place 6) If component has S/C or/and C/C feature Product Safety Audit 60% min. Dual sourcing, & max. 50% of the share Consignment/safety stock GSO: Global Sourcing Office
Tapasztalatok a közép-kelet európai régióban + Magasan képzett munkaerı Legtöbb anyagcsoport elérhetı Mérnöki háttér jó Autóipari tapasztalat Lojális munkavállalók Oktatás Rövid távú gondolkodás Rövid fizetési határidı Tıkehiány Kevés gyártó ill. alacsony szervezeti kapacitás Fejlesztési hozzájárulás hiány Hiányzó projektmenedzsment Tulajdonosi struktúra Nyelv Kommunikációs problémák Átlátható költségstruktúra Piaci alapanyagárak követése Szerzıdéses keretek elfogadása 31
Köszönöm megtisztelı figyelmüket! Knorr-Bremse Fékrendszerek kft. Peter Biro Major u. 69. Budapest H-1119 Tel: +36 1 3829 423 Fax: +36 1 3829 810 Mobil: +36 20 319 30 40 E-Mail: peter.biro@knorr-bremse.com www.knorr-bremse.com
Best case release processes for typical brake components takes 13 to 16 months for resourcing projects, assuming proven design Tooling production Validation Tool/ Process modification Validation incl. testing Customer approval 1) Component group Duration 2) [months] 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 Category A Category B Category C ProE FEM Mold-Flow Prototype Tooling Samples Validation PPAP 1) Duration depending on the customer, e.g. some customers have only special time slots for changes 2) Best Case: only one tooling modification loop, no winter approval necessary, some endurance tests take 6 months 33
Prevention, prevention, prevention During Product & Process Design During Serial Production Special/critical characteristics FMEA Verification and validation Design reviews and audits Control Plan Return of experiment Design for manufacturing Special/critical characteristics Process capabilities Poka Yoke Traceability Less variation Corrective action MSA 34
PAVE = Predictive Approach to Vendor Escalation PAVE: focus on repetitive supplier problems Stage 1 Stage 2 Stage 3 Phase out Actions Triggers Single claim PPAP rejection 8D rejection Supplier process changes w/o KB notification Regular actions with local SQD Input from Customer Risk Analysis Repetition of claims PSA re-audit result <50% PRE audit < 60% VDA re-audit result <80% Repetitive MCR (not for tooling) Review missing contracts Action plan from supplier agreed by SQD inputs Supplier & KB sign FeA SQD will review improvement on site and perform QMPP-Compliance Evaluation (if necessary any other audit) No improvement from stage 2 according agreed action plan Supplier suggested directly by SQDs Involvement in customer campaign New business hold, no new projects or volume increase Secure actual risk on part numbers (e.g. 100% inspection, third party measurement, etc.) Action plan provided from supplier's board Monitor supplier by regular visits / audits 36
Development projects optimalization Without simulations Project timeline Concept development, A-sample B sample development B sample tool manufacturing B sample validation, release C sample development C sample tool manufacturing C sample validation, release Start Of Production Concept development, A-sample C sample development C sample tool manufacturing C sample validation, release Start Of Production With simulations Projekt timeline 37
Impact of cooperation on the project timeline Without cooperation Project timeline Planning Tooling Sampling Validation Planning Tooling Sampling Validation Early feedback Optimized component design No correction needed No repeated tests With cooperation Project timeline 38