...partnership Driving success – a strategy for growth and sustainability in the UK automotive sector July 2013 Contents | 3 Contents Foreword Executive summary Challenges and opportunities Investing in innovation and technology Enhancing supply chain competitiveness and growth Investing in people – ensuring the right skills A business environment that enables a competitive automotive industry 1 The UK automotive industry Overview of the sector Competitiveness – a high productivity sector Enhancing UK competitiveness: strengths and weaknesses Vision for the UK automotive sector Investing in innovation and technology Success through collaboration Developing more detailed technology roadmaps Maintaining the UK’s strength in propulsion systems Hydrogen and fuel cells Enhanced links with motorsport Enhancing collaboration with the research base Better engagement with EU funding Delivering intelligent mobility Future technologies Enhancing supply chain competitiveness and growth Key challenges for the supply chain Quantifying and capitalising on the business opportunity for the UK supply chain Improving long-term supply chain competitiveness Encouraging inward investment in the UK supply chain and creating export opportunities Access to finance Innovative processes for premium manufacturers 3 5 6 6 7 8 8 9 9 10 12 16 18 21 24 26 31 31 32 32 32 33 34 37 38 40 44 47 48 2 3 4 | Driving success – a strategy for growth and sustainability in the UK automotive sector ...
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...Development of Transparent Four Stroke Engine PROJECT REPORT Prepared by Ram Sundar.S For TECHNOLOGY DEPLOYMENT IE 5346 Final Take Home Table of Contents 1. Elevator Pitch....................................................... .................................................. 3 2. E-Mail............................................................................................................................ 4 3. Business Plan........................................................................................................... 5 4.1 Executive Summary......................................................................................... 5 4.2 Financial Considerations.............................................................................. 6 3.2.1 Expected Net Present Value.............................................................. 7 4.3 The Company................................................................................................... 7 4.4.1 Mission.................................................................................................... 7 4.4.2 Key to Success...................................................................................... 8 4.4.3 Products and Technology Overview.......................................... 8 4.4.4 Competitive Edge............................................................................... 8 ...
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...9 Government regulation of Inputs used in Swift….metal/rubber 9 Government regulation of OIL/ DIESEL 9 Availability of substitutes 10 Plug-in hybrid 10 Price floors 11 Price Ceilings 11 Comparitive stats 11 Changes in demand and supply 11 Production Analysis 11 Production Function 11 Production 11 3: Aluminum 13 Short run 15 Long run 15 The 3 stages 15 The law of diminishing returns 15 Derived demand & the optimal level of variable input usage 15 Multiple Inputs 15 Cost Analysis 15 Introduction Second generation (2004–2010) the Maruti Suzuki Swift was launched in India in May 2005 with a 1.3-litre petrol engine. Later, in early 2007, Maruti introduced the Swift with a Fiat-sourced 1.3 L DDiS engine. In 2010, due to the new BS IV emission norms, Maruti replaced the 1.3 L petrol engine...
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...Case; Romeo Engine Plant ( REP) Team: ( process - color code) Swamy – black Bhupesh K – green Sreenivas – Blue Sajith – orange Biju – consolidate A-1) Romeo Quality Process (RQP) has the objective of ensuring customer expectations are met by understanding their product preference and deploying it in the manufacturing process. RQP is a disciplined approach to total process design and planning to achieve minimum in-process variation and deliver to the customers zero defect engines. Continuous production and quality process improvement:- Flexible work assignment and commitment to production Waste and scarp elimination Cost reduction activities Increased thru put by removing bottleneck A-2) Forming teams responsible for manufacturing, engineering, Quality Control, Production systems and supplier relationships. Laid down target levels for product and process characteristics adapting a Zero defects philosophy. Defective engines during the manufacturing process were scrapped adapting a no rework approach. Engine Exchange Program ; In case of engines which are already delivered to the customer or are already fitted into cars, where there are problems which cannot be solved by minor repair, engines are exchanged with new ones and the complaint ones are brought to the factory for evaluation. Complaint form and Action plan; Quality problem are logged in to a complaint form and action plan were prepared. Action...
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...of Civil Aviation Highlights Current Outlook Impact of the Recession on U.S. Airlines, Coping Strategies and Future Outlook National Impact of U.S. Civil Aviation Methodology Types of Economic Impacts Measures of Economic Impacts Update Results Aviation’s Contribution to Gross Domestic Product Real Change from the Previous Year Manufacturing General Aviation FAA Spending Overview Enabling Impact Passenger Expeditures Freight Flows Freight Exports Domestic Air Freight Conclusion Appendix – Supplemental Tables Glossary of Economic Terms Foreword Look around. In today’s ever-changing and innovative world, aviation provides a vital link to economic opportunities at home and abroad. In the wake of global economic and financial uncertainties, runways have become the new main streets for cities and towns to get down to business and soar once more. In 2009, civil aviation supported over 10 million jobs, contributed $1.3 trillion in total economic activity and accounted for 5.2 percent of total U.S. Gross Domestic Product (GDP). Civilian aircraft engines, equipment and parts also contribute $75 billion toward the U.S. trade balance. Civilian aircraft engines, equipment and parts have been the top net export for the past decade. Our economic success clearly depends on the success of aviation. So the Federal Aviation Administration (FAA) is committed to providing the safest, most efficient aerospace system in the world. As we move forward, the FAA will continue to invest in airports...
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...AEROSPACE MANUFACTURING INDUSTRY [pic] GM 105 Professor Hatton December 11, 2009 ___ Report Completed By: Sarah Gregory Leslie Horton Staci Miles Lauren Rolson Marcin Skubala TABLE OF CONTENTS INTRODUCTION 4 BACKGROUND 4 DOMINANT ECONOMIC INDICATORS 5 1. Market Size 5 2. Scope of Competitive Rivalry 6 3. Number of Companies in the Industry 7 4. Customers 8 5. Ease of Entry/Exit 8 6. Technology/Innovation 9 7. Product Characteristics 10 A. Government 10 B. Commercial Aircraft 10 8. Scale Economies 11 A. Internal 11 B. External 12 9. Experience Curve Effects 12 10. Capacity Utilization 13 11. Industry Profitability 13 SIX FORCES OF COMPETITION 14 1. Threat of New Entrants 14 2. Bargaining Power of Suppliers 16 3. Bargaining Power of Buyers 16 4. Threat of Substitute Products/Services 17 5. Intensity of Rivalry among Competitors 17 6. Relative Power of other Stakeholders-Unions 18 COMPETITIVE POSITION OF MAJOR AEROSPACE COMPANIES 18 COMPETITOR ANALYSIS OF MAJOR AEROSPACE COMPANIES 20 Boeing Co. 20 Lockheed Martin Corporation 21 Northrop Grumman Corporation 23 Raytheon Co. 24 Other Manufacturers 25 Airbus 25 United Technologies 26 KEY SUCCESS FACTORS 26 Reducing Costs 26 Maintaining Access to Foreign Markets 27 INDUSTRY PROSPECTS AND OVERALL ATTRACTIVENESS 29 Factors Making the Industry Attractive 29 Factors Making...
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...PIAGGIO (A) By: Elena Bueso #10297661 This case study case will be addressing three main topics of discussion regarding Giovanni Agnelli’s strategy for growth as Piaggio’s CEO. The topics are the following: 1. Is Piaggio’s decision about building a new “green” engine manufacturing facility to be a strategic one? Why or why not? 2. The comparison and contrast of the strategies chosen by Piaggio, Yamaha, and Aprilia for competing in the PTW market. What are the relative strengths and weaknesses of each? 3. State whether or not Giovanni Agnelli should build the new engine facility First, I do not think that manufacturing a "green" engine is a good strategy. It is a good initiative but we cannot disregard that fact that ultimately, generating profits are the main goal of any company. Yes, they are looking into the future and planning ahead how to adapt to upcoming regulations on new environmental standards, but instead they should think outside the box, and come up with different possible solutions to ensure and to make this market breakthrough a success. I think they are under looking the possibility of having "green" engine external suppliers. Even though this may contradict their manufacturing standards, there are many hidden benefits. They could do a pilot of this genius idea without putting at stake the company's well being and further more take as an example Aprilia's recipe for success. This should give them a more broad range of possibilities and help them focus...
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...next decade. How can China ensure stable and sustainable growth in the face of significant internal and external challenges, including slowing medium- and long-term growth, rising labor costs, and growing inflationary pressure? After the global economic crisis weakened external demand, which sustained China’s unprecedented economic growth for three decades, the authorities agreed that internal demand, especially domestic consumption, must become the country’s new growth engine. At the Chinese Communist Party’s congress in November, China’s leaders declared their intention to double per capita income by 2020, unleashing 64 trillion renminbi ($10.2 trillion) of purchasing power. Indeed, with roughly 130 million middle-class consumers, China’s domestic market holds significant potential. The Boston Consulting Group estimates that, with an average annual GDP growth rate of 7% in China and 2% in the United States, Chinese domestic consumption will rise to half of America’s by 2015, and 80% in 2020 (assuming that the renminbi appreciates at an average rate of 3% against the US dollar over the next few years). Moreover, the current-account surplus plummeted from more than 10% of GDP in 2007 to 2.8% in 2011, reflecting China’s decreasing reliance on exports to drive economic growth. In 2010, China’s imports ranked second in the world, and are expected to grow at an average annual rate of 27% in 2011-2015, outpacing export growth by five percentage points. As a result, the total value...
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...Presentation In this Presentation 1 Eicher Motors Limited - Journey So far... Eicher Motors Limited Overview India’s Economic Growth and Opportunities for Commercial Vehicles Volvo Eicher Commercial Vehicles Limited 2 3 4 Eicher Trucks & Buses Volvo Trucks India Eicher Engineering Components & Eicher Engineering Solutions Heavy Duty Breakthrough Medium Duty Engine Project 5 6 Royal Enfield Financials Investor Presentation 2 Eicher Motors Limited – Journey so far… India’s first tractor rolls out of Eicher factory in Faridabad Forms JV with AB Royal Enfield motorcycles acquired Enters HD trucks segment Volvo of Sweden; transfers CV business to the JV 1959 1984 JV with Mitsubishi Motors to make ‘Canter’ trucks 1991 1993 JV with Mitsubishi ended, enters MD bus segment 2002 2005 Divests tractor and allied businesses to focus on CV and motorcycle businesses 2008 Investor Presentation 3 Moving forward... 1 Eicher Motors Limited - Journey So far... 2 3 4 Eicher Motors Limited Overview India’s Economic Growth and Opportunities for Commercial Vehicles Volvo Eicher Commercial Vehicles Limited Eicher Trucks & Buses Volvo Trucks India Eicher Engineering Components & Eicher Engineering Solutions Heavy Duty Breakthrough Medium Duty Engine Project 5 6 Royal Enfield Financials Investor Presentation 4 Eicher Motors Limited Overview Retail Investors 11.8% Institutional...
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...The history of the American mass produced automobile is goes back a long way. The first vehicle was produced in 1886 in Germany. A German engineer by the name of Karl Benz is generally credited with the invention of the first practical automobile. Contrary to what most people are used to today, this automobile had three wheels, two in the back and one in the front. The engine was powered by gasoline, but its run time was restricted due to the limited development of the engines of that time. Safety of automobiles at first is much different than it is today. The safety innovations that many people are used to today, such as airbags, seatbelts, and turn signals, were not implemented for many years after production of automobiles started. Seatbelts...
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...Research on Toyota CSR Toyota is one of the largest car manufacturing multinational corporations in the modern world, it is necessary to underline that in recent years, it has become the leading automaker replacing the original world leader General Motors which has stayed on the first position for several decades. According to Akio Toyoda, the president of Toyota Motor Corporation, “the success of Toyota is due to the unchanging mission, which is to contribute to society through the production of safe and reliable vehicles” (Sustainability report 2010. p.2), Toyota, has been regarded as one of the top 500 companies in the world for a long time, and it has developed a trusted brand based on quality, good performance and for being environmentally friendly. They are holding a firm faith of CSR policy, which is to contribute towards sustainable development. August 2008, Toyota revised its CSR POLICY: Contribution towards Sustainable Development that takes into consideration Toyota's relations with stakeholders. In addition to applying this policy to all of its consolidated subsidiaries throughout the world, Toyota expects its business partners to also support its principles. (Sustainability report 2010. p. 8) In order to contribute to sustainable development, they believe that management interacting with its stakeholders is considerable importance. Based on “Customer First” philosophy, Toyota localizes their products to fit particular market in different countries. They successfully...
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...A Project Report for Production & Operations Management On Submitted to Dr. R. Jagadeesh Submitted by Prasad Krishna PGDM No. 11099 Table of Contents INTRODUCTION 1 India Yamaha Motor inaugurated New Plant at Surajpur (Greater Noida) 1 Awards and achievements 2 OPERATIONS STRATEGY 2 Manufacturing process 4 Problems faced and how they achieved targets 5 Changes in the production aspect 6 Changes in the quality control aspect 7 Core competencies 9 Customer #1 9 Challenging Spirit 9 Team-work 9 Frank & Fair Organization 9 COMPETITIOR’S ANALYSIS 10 FORECASTING 11 REFERENCES 13 INTRODUCTION Yamaha made its initial foray into India in 1985. Subsequently, it entered into a 50:50 joint venture with the Escorts Group in 1996. However, in August 2001, Yamaha acquired its remaining stake becoming a 100% subsidiary of Yamaha Motor Co., Ltd, Japan (YMC). In 2008, Mitsui & Co., Ltd. entered into an agreement with YMC to become a joint-investor in the motorcycle manufacturing company "India Yamaha Motor Private Limited (IYM)". IYM operates from its state-of-the-art manufacturing units at Surajpur in Uttar Pradesh and Faridabad in Haryana and produces motorcycles for both domestic and export markets. With a strong workforce of more than 2,000 employees, IYM is highly customer-driven and has a countrywide network of over 400 dealers. Presently, its product portfolio includes VMAX (1,679cc),MT01 (1,670cc),YZF-R1 (998cc), FZ1 (998cc),YZF...
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...MBA 6022 Strategic Operations Management U02a1 Process Improvement Natasha Lynch Problem Statement Growth at the Toyota Motor Company skyrocketed with the opening of new subsidiaries from India and China to the U.S. and Brazil, which led to a strain on the company’s resources leading the company to misread the market, produce faulty products and to build underutilized plants. A program known as Construction of Cost Competitiveness for the 21st century was also introduced, to cut cost at every stage, by reducing the components in a car to 50%. Further along more aggressively than the latter, was the introduction of a Value Innovation strategy which promised savings by making the entire production process cheaper by trimming parts. With these cost saving mechanisms, Toyota also sort to seek a targeted global market share of 15% by 2010, whereby replacing GM from its number one position. Due to this growth, foundational philosophies like safety, and quality were undermined as focus was placed primarily on volume. This resulted in a series of vehicle recalls from 2006 spanning to approximately 4 years. Toyota refused to acknowledge complaints of faulty mechanics in their automobiles, and was slow to take appropriate actions. Background of Recall Crisis In 1999, 3.3 million vehicles were affected as the engines on some models like the Camry, Corollas were prone to oil gelling or sludging. Another issue occurred during the period 2003 to 2004 where more vehicles...
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...WWW.IBISWORLD.COM Automobile Electronics Manufacturing in the US April 2014 1 Plugged in: The industry will focus on energy efficiency during its recovery IBISWorld Industry Report 33632 Automobile Electronics Manufacturing in the US April 2014 Zachary Harris 2 2 2 2 3 About this Industry Industry Definition Main Activities Similar Industries Additional Resources 17 International Trade 19 Business Locations 34 Regulation & Policy 35 Industry Assistance 21 Competitive Landscape 21 Market Share Concentration 21 Key Success Factors 21 Cost Structure Benchmarks 23 Basis of Competition 24 Barriers to Entry 24 Industry Globalization 36 Key Statistics 36 Industry Data 36 Annual Change 36 Key Ratios 4 5 5 5 7 9 Industry at a Glance Industry Performance Executive Summary Key External Drivers Current Performance Industry Outlook 37 Jargon & Glossary 26 Major Companies 26 Denso Corporation 27 Delphi Corporation 28 TE Connectivity 11 Industry Life Cycle 13 Products & Markets 13 Supply Chain 13 Products & Services 15 Demand Determinants 16 Major Markets 32 Operating Conditions 32 Capital Intensity 33 Technology & Systems 33 Revenue Volatility www.ibisworld.com | 1-800-330-3772 | info @ibisworld.com WWW.IBISWORLD.COM Automobile Electronics Manufacturing in the US April 2014 2 About this Industry Industry Definition This industry manufactures motor vehicle parts that have or operate with the aid of small components...
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...INTRODUCTION The automobile industry is one of the largest industries in India as in many other countries. It plays a major role in the growth of economy in India. The automobile industry in India is the ninth largest in the world with an annual production of over 2.3 million units in 2008. The industry comprises automobiles and auto component sectors, which encompass passenger cars, two-wheelers, three-wheelers, tractors, commercial vehicles, multi- utility vehicles and components. Today, the Indian automobile industry is the world s largest motorcycle manufacturer, the second largest two-wheeler and tractor manufacturer, the fifth largest commercial vehicle manufacturer and the fourth largest car maker in Asia. Apart from serving the domestic market, the Indian auto sector has also become a sourcing hub for the global auto giants. In 2009, India emerged as Asia's fourth largest exporter of automobiles, behind Japan, South Korea and Thailand. The Government of India has introduced an ambitious project of setting up world-class automotive testing and R&D infrastructure to place India in the USD 6 trillion global automotive business. This book details the current status and factors influencing the growth of the Indian automobile industry; its future prospects and the success stories of some automobile giants in India. It also focuses on the future growth of the industry as a result of the newly adopted technologies and strategies. India is set to emerge not only as a large domestic market...
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