Case New Holland Innovatie- en betrouwbaarheidsstrategie Waardeketen Ingenieurs en wetenschappers met een doctoraat
Paul Snauwaert Maart 2011 Date
1
Agenda CNH, Fiat Industrial en Fiat Groep
Innovatie- en betrouwbaarheidsstrategie en waardeketen Business Plan en Product Strategie Global Product Development Process (GPD) Engineering Structuur en Proces
Zedelgem Product Ontwikkeling Rol van de Ingenieur en Wetenschapper met een Doctoraat
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DEEL VAN DE FIAT GROEP Wagens Landbouw- en bouwmachines Metallurgische producten Onderdelen Productiemachines en -systemen
Industriële voertuigen Andere
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FIAT GROEP Belangrijkste cijfers
Resultaten 2009
1 GROEP
INKOMSTEN GROEP: €50.1 MILJARD BEDRIJFSRESULTAAT: €1,1 MILJARD
9 BEDRIJFSSECTOREN 21 COMMERCIËLE MERKEN 117 0&0-CENTRA 190 NATIONALE MARKTEN 188 FABRIEKEN 14.000 INDIVIDUEN GERICHT OP INNOVATIE 190.014 WERKNEMERS €1.692.000.000 VOOR ONDERZOEK EN ONTWIKKELING
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FIAT GROEP Fiat Groep inkomsten 2009 per branche
Onderdelen en productiesyste men 8.5%
Andere branches 1.0%
Trucks en commerciële voertuigen 14.2%
Landbouw- en Landbouwen bouwmachines bouwmach ines 20.1%
Wagens 56.2%
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FIAT GROEP CNH in de Fiat Groep Competitief voordeel: Toegang tot ongeëvenaarde hulpmiddelen. Toegang tot geavanceerde autotechnologie en -diensten.
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FIAT GROEP CNH toegang tot ongeëvenaarde hulpmiddelen binnen de Fiat Groep • Centro Ricerche Fiat: zo'n 800 onderzoekers steunen op een breed arsenaal aan technische vaardigheden en state-of-theartlaboratoria en focussen op energie-efficiëntie, uitstoot, mobiliteitssystemen, ecologische materialen en ecologische productiemethoden. • Fiat Powertrain Technologies: ontwikkeling en toepassing van innovatieve technologieën voor de verbetering van powertrainprestaties • Centro Stile waar creativiteit en ideeën naar projecten getransfereerd worden, bv. FR9000 limited edition
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Fiat Industrial – Januari 2011
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Fiat Industrial at a Glance
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A Global Leader in the Capital Goods Sector
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CNH MERKEN Landbouwmachines
Twee wereldwijde landbouwmerken
Een regionaal landbouwmerk in West-Europa
Bouwmachines Twee wereldwijde bouwmerken
Een regionaal graafmachinemerk in Noord-Amerika BACK TO INDEX
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NEW HOLLAND: DICHT BIJ ONZE KLANTEN De landbouwspecialist • het grootste productaanbod voor alle sectoren • meer dan 20 productlijnen, meer dan 80 productgroepen, meer dan 300 modellen
tractoren: 20 pk – 670 pk
oogstmachines
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WIJNGAARDEN
DIERENFOKKERIJ
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MARKTGEWASBOERDERIJEN
LOONWERKERS
12
Innovatie- en Betrouwbaarheidsstrategie Waardeketen
Business Plan en Product Strategie
Date
13
Strategic Level Deployment
Strategy Drives Product Development Strategic Business Plan
Product Plan
1. The main driver of product development is the CNH multi-year Product Plan, which comes directly from the Company‟s strategic business plans. 2. For each item in the Product Plan a Product Profile (one-page document) is created, with the purpose to define the main reasons and characteristics of the program (purpose, launch date, product summary characteristics and objectives). 3. From the Product Profile, a Sub-System Profile is defined for prioritized, long development cycle sub-systems. The Sub-System Profile is driven by both the Product Profile and the opportunities offered by new technologies and new features to be offered to customers. 4. The development of Sub-Systems follows a process very similar to the GPD, with the only differences being the scope of the program, which only includes the sub-system requirements, and the integration of the sub-system into the product after verification. Reusability of components is a key goal.
5. Communication between the sub-system development team and the using GPL product development leadership and platform team is critical to ensure that the proper requirements are identified and verified prior to introduction into the platform program. 6. Upon successful verification of the sub-system, it is available to be integrated into one or more platform programs. 7. Because multiple GPL product requirements were incorporated into the development, the sub-system is available for other reuse.
Platform Program
Product Profile
Sub-System Profile
On-going communication between Platform Development Team and Sub-system development team
Integration into the Product
Sub-System Program For REUSE
Date
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Strategisch Plan - Voorbeeld Product
2008
2009
MAR
NA / ANZ
CR 9040 (305 hp) 9060 (340 hp)
CR Repower CR 9080
9060 (360hp),
530hp TBC
(5) H71
EU/INT
Grand Island 9060 (405 hp) 9070 (435hp) 9080 (462hp)
Zedelgem
TBD
H59
H78
H62
TBD
FEB CR Elevation
CR Elevation
9090 (537hp) (1)
9090 (537hp) (2)
TBC
Upgrade @ Tier TBC 4
Tier 4 (3) H59
TBC
Upgrade @ Tier 4 H47
H47
H62
TBC
TBD
CR
LAR
2011 Tier 4 (3)
9040 (322hp),
9070 (400 hp)
CR
2010
TBD
LAR
9060 (405 hp)
Industrialization H53
TBC
EU/NA/INT
TBD
CX
MY ‟09 (4)
)
Tier 4 (3
8030 (237 hp) 8040 (281 hp) 8050 (322 hp) 8060 295 hp) 8070 (322 hp) 8080 (349 hp) 8090 (394 hp)
H59
Upgrade @ Tier 4 H62
Zedelgem Date
TBC
174 – 750 hp Tier 4
TBC
2012
2013
Flagship Combine CR Europe Current Product
Product Line Essentials • The rapid growing demand within European market for high capacity combines will result in a growth of classes 7-9plus from 35% to 45% in 2013. • The market in Europe is evolving rapidly towards rotary combines • Claas has launched the Lexion 600 (530HP) • Core product to the NH Brand in Europe to realise market share of 35% in combines by 2010.
2006 Product Line KPI
Issues
• Eur NH Volume 2006:
• Claas is dominating the European market of Rotary/Hybrid Combines in terms of product offering and market share
• Eur Net Sales:
m$
Gross Margin:
m$
Percentage:
%
• Need to increase power and capacity on the CRs to compete with Claas and John Deere • Need a class 9+ model to compete with Claas Lexion 600
Per unit: $
• Need to further improve the residue management
Market Position: • 4 players in the Top of the Range Segment: Claas , John Deere , Case IH , NH
Date
Type of Customer • Cash Crop • Contractor
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New Holland Marketing Strategy … and how the Combines support it.
What New Holland stands for…
Combinesare arekey keyproducts productsto tobe beaamajor majorfull full Combines lineplayer player line
BeNumber Number11Agricultural Agricultural Be brandinin (Europe), (Europe),leader leaderinin brand thekey keycustomer customersegments segments the LeverageNH NHstrength strengthinin Leverage combineharvesters harvesters(Europe) (Europe) combine
Targetedsegments: segments:Cash CashCrop, Crop,Contractors Contractors Targeted (Eu&&NA) NA)&&Livestock Livestock(Eu) (Eu) (Eu WW SOM - REVENUE
fullliner linerwith withoffering offeringranging ranging AAfull fromValue ValueLine LinetotoFlagship Flagship from
Cash Crop (41%)
Serveall allKey Keycustomer customersegments segments Serve eachmarket market(Europe), (Europe),from from inineach Value seekers to Professional Value seekers to Professional farmers farmers
WW
Livestock (23%)
WW
Contractors (13%)
WW
WW
Speciality crops (6%)
Target all 3 of the major customers segments. WW
Orchard & Vineyard (6%) WW
Gov‟t & Industry (5%) WW
Residential (5%) 0.0
0.2
0.4
0.6
0.8
1.0
1.2
1.4
Relative SOM
Core Fix Part of NH Global Product Strategy
Date
• CR Combines (Q)
Core Maintain • CX Combines • TC Combines
Grow • CR Combines (MS) • CS Combines (MS)
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Current Competitive Environment
Lexion Range • Launch date: 2004 • 3 models: 426 – 530 Hp • Hybrid Threshing
CTSi/STSi Range • Launch date: 2005 • 2 models: 360-465 Hp • Hybrid / Rotary Threshing
AFX8010 • Launch date: 2004 • 1 model: 405 Hp • RotaryThreshing
CR Range • Launch date: 2003 • 2 models: 348 - 425 Hp • RotaryThreshing
• Pros - Engine Power - Capacity - Active Spreading - Recently launched Lexion 600 - Rubber tracks/Montana
• Pros - AMS (PF & guidance) - HarvestSmart - Hill master - Rice performance (CTS)
• Pros - Simple design - CVT drives - Grain quality - Cab comfort
• Pros - Capacity - Grain and straw quality - Cab comfort - Single calibration yield monitor - Efficient drives
• Cons - Complex design - Grain crackage - High weight - Fuel Consumption
• Cons - Dated cab - Build quality - Small cleaning area
• Cons - No equivalent to Lexion 600 model - Residue management - Engine power - Reliability
• Cons - No equivalent to Lexion 600 model - Lack of Power - Residue management
• Market share Cl 7-9: • Pricing:
• Market share Cl 7-9: • Pricing:
Market share Cl 7-9: • Pricing:
Market share Cl 7-9: • Pricing:
Date
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Program Overview
Program Objectives:
Program Actions:
Increase the capacity of current NH Flagship Rotary models and introduce a larger model (CR9090) to compete with Lexion 600 (Pre-builds March 2008)
Increase Engine Power over and above the current position of Claas (383 to 569 hp)
Introduce larger model for Case IH brand (AF9520) to compete with Lexion 600 (Pre-builds March 2008) Support the New Holland Brand Strategy in Europe to reach a combine market share of 35% by 2010
Cursor 9, 10, 13 and 13TC engines Increased grain tank content (up to 12,500l) Higher rotor speed for increased capacity (up to 20%) Reinforced mechanical drives (CR9060/70/80)
Support the CaseIH Brand strategy in Europe to reach 30% market share in the non conventional segment by adding a Top of the Range Product
CVT rotor drive on CR9090 and AF9520
Timing:
Project Financials:
Program Initiation Concept Review Program Approval
December 2005 March 2006 July 2006
Design Release CR9060/70/80 – Dec. 2006
Date
OK to Ship CR9060/ CR9070/CR9080 – Oct. 2007 Design Release CR9090/AF9520 – Nov. 2007 Pre-builds CR9090/AF9520 – March 2008 Ok to Ship CR9090/AF9520 – March 2009
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Cleaning system upgrade, aggressive shake with opposite lead Active residue spreading system
NPV: IRR: Payback from Initial Spending: Payback from Launch: Program Investment:
19
Product Content NH Increase Graintank
Increase Engine Power
Increase Separation Capacity
Reinforce Driveline for Higher Power & CVT Rotor Drive on CR9090
Active Spreading Increase from 2 to 4 Models MY07
MY08 / MY09 Capacity Increase *
Model Engine Rated Power Graintank Engine
Rated Power Graintank
CR9060
Cursor 9
286 kW / 383 Hp
9,000 L
+5%
Cursor 10
320 kW / 429 Hp
10,500 L
+ 15 %
Cursor 13
360 kW / 483 Hp
11,500 L
+ 10 %
Cursor 13TC
420 kW / 563 Hp
12,500 L
+15 - 20 %
Cursor 9
260 kW / 348 Hp
9,000 L
CR9070 CR9080
Cursor 10
CR9090
Date
317 kW / 425 Hp
10,500 L
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Super Shake with Opposite Lead to Increase Cleaning Capacity
20
Innovatie- en Betrouwbaarheidsstrategie Waardeketen Global Product Development Process(GPD)
Date
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Product Development System
Systems Approach to Program Management Balancing: Scope, Schedule, Resources
CNH Business Imperatives ‘What is absolutely necessary to drive our actions’
Develop Concept Program Initiation
1 3
2
Prove Feasibility Concept Review
Optimization Program Approval
Team Empowerment Verification
Design Release
Concurrent Product/Process Development
Implementation
Production Production Change-Over Release
OK to Ship
On-Going Production Program Review
Teamwork & Learning Manage Programs Deploy Functions Develop Architecture Prevent Failure Optimize Verify Problem Solving Manufacturability Safety & Regulatory Compliance Supply Chain Value Creation Marketing & Service Support
Tools Level Deployment Date
Preventative Approach
Measurement for Optimization Knowledge of Variation
Best Practices Level Deployment
Team Learning
Core Principles
Strategic Level Deployment
Product Profile Process Level Deployment
Systems Approach to Development
Risk Management
Toolkit Arenberg Doctoral School
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Voorbeeld: Product Development Process
Product Profile
Develop Concept
Program Initiation
Prove Feasibility
Concept Review
Optimization
Program Approval
Verification
Design Release
Implementation
Production Production Change-Over Release
OK to Ship
On-Going Production
Program Review
Werken volgens proces Volledige verantwoordelijkheid voor alle aspecten van het product ontwikkelingsprocess vanaf het „Product Profiel‟ tot en met de serie productie van het nieuwe product. Opgesplitst in fases met tussentijdse evaluatie op welbepaalde tijdstippen „Voice of the Customer‟, klanten worden direct betrokken Globale aanpak Product bestemd voor de „wereldmarkt‟ Kennis en synergieën binnen CNH maximaal benutten
Date
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Platform Team Organization CORE TEAM Follows the project along its entire life cycle. It is directly involved in all development activities
EXTENDED TEAM Follows the project only during specific phases of the development. It is partially involved and mostly as a "service”.
Vehicle Design Vehicle Testing Engineering Services Competence Centers (Functional Engineering) Engineering Analysis Reliability/Systems Engineers
Marketing Brand Managers Region Managers Product Management Staff Human Resources
Design Engineering
Finance Staff
Information Services
Platform Manager
Manufacturing
Production Manufacturing Engineering Scheduling (PCSC) Materials Management Tool Engineering
Quality & Product Behaviour
Product Support Advance Purchasing
Quality Engineering Range Leaders Field Engineers
Key Suppliers Commodity Managers Logistics Local Purchasing Date
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Voorbeeld: Platform Structuur
Purchasing
Manufacturing
Quality and product behaviour
Platform Manager Manufacturing Engineering
Marketing and after sales Product Management
Product Engineering Value Analysis
+
Finance
+
Suppliers (co-design)
Others if necessary Human Resources
Customer
Werken team verband Geïntegreerde aanpak met inbreng van alle functies in de onderneming Permanent „Core Team‟ waarin alle functies vertegenwoordigd zijn Variabel „Extended Team‟, recruteert specialisten in alle geledingen van de organisatie ter ondersteuning van het project. Date
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Innovatie- en Betrouwbaarheidsstrategie Waardeketen Engineering Structuur en Proces
Date
26
CNH Product Development Organization AG Product Development
Tractor Platform
AG Equipment Platform
Combine Platform
Forage and Grape Harvester Platform
~
AG and CE Product Development common functions
PCM & Standardization Plan
Component Centers 30 platforms in AG PD
Product Engineering
Product Validation
E/E ( Telematics, Precision Farming and Autoguidance) Driveline and Engine Installation Hydraulics Cab and external trim Design analysis PD Staff Support: HR, Finance, IS Purchase
CE Product Development Excavators and Telehandler Platform Dozer and Wheel Loader Platform Grader Platform
TLB Platform Purchased Wholegoods Platform
5 platforms in CE PD
Product Engineering Product Management and Innovation
Fiat Group Style Center Product Validation
Budget, Process & Planning
Date
Budget, Process and Planning
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How a Competence Center Works Market requirements from Brand to Platform
Brand
Platform requirements allocated to Vehicle
Platform
Vehicle requirements allocated to Competence Centres
V.I.R.
Project Responsibles PR1
PR2
PR3
PR4
PR5
PR6
PR is the link between CC and VIR System specification is the unique contract defining Competence Centre Deliverables to VIR
Functional Groups
Upon project approval, specification enters Change Management Date
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Why We Need Competency Centers? 1) Synergies (Ag – CE, CNH – Fiat sectors, align with industry…) and leverage on best practices
2) Team work leading to efficiency (+ speed / - costs) and effectiveness 3) Specialization (share know how)/ ownership
4) Flexibility (of resources) 5) Standardization of components and technical solutions 6) Move decisively from physical to virtual validation 7) Enhance interfunctional approach to drive our Brands results
Date
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Global Product Development Process Identify: Design (& Measure):Optimize: Design for 6 Sigma (DFSS) Phases & Tools
• Planning Matrix • QFD • Target Costing • Process Capability • Benchmarking • Life-cycle Costing • Lessons Learned • Design Review
• Product Reqt’s/Specs • Crit. To Qual. (CTQ) Metrics • Engr. Anal. (Simulation) • Design of Experiments • Robust (Parameter) Design • System & Design FMEA • Pugh Analysis • Design Review
Product Profile
Validate (&
Implement:
Control):
• Process FMEA • Robust (Tolerance) Design • Monte Carlo Simulation • MAIC tools • Geometric Dim. &Tol. • DFM, DFA • Design Review
• Reliability Growth Test (RGT) • Accelerated Testing • Statistical Process Cntrl. (SPC) • (CTQ) Measurement Validation • Problem Solving (7-Step) • Poka-Yoke • Design Review
Continuous Improvement
Platform to Production
Platform
Strategic Business Planning
Measure Analyze Improve Control
System Sub-system 1 3
Knowledge Development Stages: Phases & Milestones:
2 Design to Requirements (Functional Optimization)
Concept
• Mock-up • Styling • Physical/virtual
Functional
Development
• Functional sub-systems • Performance evaluations • Sub-system function robustness • Critical parameter dwgs
Develop Concept Program Initiation
Date
Component
• Robustness experiments • Reliability of components • Component optimization • Production dwgs • Manufacturing processes
Prove Feasibility
Concept Review
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Approval Units
Program Approval
Pre-Build
• Design verified to req’s • Manufacturing process verified • Safety & regulatory verified • Homologation verified • Service support verified
Optimization
EW Process • Produceability verified • Early customer/dealer issues addressed
Verification Design Release
Production Change-Over
Implementation Production Release
OK to Ship
30
Program Review
Vehicle Integration Product Configurator
E-BOM
Product Configuration
VIRTUAL Vehicle
Engineering Bill of material
VIRTUAL INTEGRATION PROCESS
VIRTUAL Validation
TcVis
Limited number of PROTO SOON in PRODUCTION Best Final Validation on REAL and Ultimate Vehicle
Mission: BOM and carry-over percentage
Vehicle Performance (break-down to system) Packaging Trade-off (Installation Constraints, Performance, Cost) Valisys (tolerance chain)
from VIRTUAL to REAL
Fit and Flush Date
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Target Setting Approach in Product Development
Performance Tree CARRY-OVER CONSTRAINTS PRODUCT TARGET (TLR/CVP)
TARGET SETTING (VTS)
Target Management
TLR: Top level requirement CVP: Customer Vehicle Profile VTS: Vehicle Technical Specification
Date
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ARCHITECTURAL ADVANCED DESIGN
PHYSICAL VALIDATION
TARGET DEPLOYMENT
TARGET ACHIEVING Modeling & Virtual Validation
Virtual Validation Plan
32
Performance Tree Goal
Focus on the Customer Requirements (Places the client at the center of the product plan) Evaluate and compare the products from the customer‟s view Identify the performance that the customer will appreciate
Competitive Benchmarking (customer point of view) Address the target definition for the new products
Date
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Acoustic Behavior
TLR 2
DYNAMIC COMFORT
ACOUSTIC COMFORT
TLR 1
CVP
QP
INTERIOR NOISE SOUND QUALITY
NOISE OFF LOAD CONDITION
VIBRATIONAL COMFORT
Measure ear driver noise according CEE 77/311 Aneex 1, reporting overall level and main orders
T VP - Cab Spl 78dB 77/311/E - Cab Structural 1 1 1 Born 72dB EC - AirBorne 75dB
-Interior cabin noise source ranking <250Hz F5 -Cavity modal -Contribution of airbourne noise sources -Interior cabin noise source ranking >250Hz simulation
Measure ear driver noise at
BYSTANDER NOISE
NOISE AT HIGH max tractor speed, reporting EOL overall level and main SPEED
1 1
orders
NOISE ON LOAD
Date
VTS
Measure ear driver noise on - Cab Spl 78dB load, in ALL gears, reporting 77/311/E - Cab Structural overall level and main Born 72dB EC orders - AirBorne 75dB
1 1 1
- Transmission casting modal analysis simulation - TTE Frequency responce ----------------------- INPUT '-Interior cabin noise source ranking <250Hz F5 -Cavity modal -Contribution of airbourne noise sources -Interior cabin noise source ranking >250Hz simulation
Measure ear driver noise
NOISE WITH 77/311/E during, open window, CEE OPEN WINDOW 77/311 EC
1 1
An Example of how we can define a Performance Target , deploy the target and achieve it!
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Virtual Validation Plan
Date
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Reliability Growth Planning - Example RELIABILITY GROWTH PLAN Phase 2 9000 Hours 6 Test Units 01/07/2005 - 20/03/2006
Phase 1 3300 Hours 3 Test Units 01/08/2004 - 01/05/2005
Total Test Time: 12300 Hours Statistical Confidence: 70.0%
200
MTBF in Hours
Job #1 150 150
Current Product (2005 Projection) = 150 hours W MTBF
150 hours 133 21-mar-06 W MTBF
Final Target = 134
100 100 71 hours 62 W MTBF
50 50
23
19 0 ago-04
ott-04
gen-05
mag-05
ago-05
ott-05
gen-06
mag-06
ago-06
Date Date
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Methods and Enablers for Reduced Time-to-market
Kick off
Briefing
2001 2001 STILO STILO
2006 2006 BRAVO BRAVO
Sheet 0 Contractual
Technical Validation
-26
-16,5 -16,5
-18
mp -up Ra
Pre ser ie
Pr Ver ocess ific atio n
ling
Technical & Technological Development
Too
Set pha -up se
Sce An nario aly sis
STANDARDIZATION
Job 1
Commercial Launch
00 -- 44
-9 -9
VIRTUAL ANALYSIS
-2.5 -2.5
STEADY PLANNING
Date
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Product Ontwikkeling in Zedelgem
Rol van de Ingenieur en Wetenschapper met Doctoraat
Date
38
ZEDELGEM Center of Excellence
Product Ontwikkeling
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Functioneel Labo
Date
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Virtual Reality Room
Date
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Personeelsevolutie 300
+280
Bedienden: PD = 1 /3 198
250
225
200
389
185 PD Bedienden
150
Niet PD
PD Arbeiders 100
Arbeiders: PD = 1 / 20 79
50 1553
0 '00
Date
'01
'02
'03
'04
'05
'06
'07
'08
'09
'10
'11 Appr
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Rol van de Ingenieur en Wetenschapper met Doctoraat
Head of Product Engineering Head of Design Analysis & Simulation Head of Advanced Development & Innovation Head of Product Line & Competency center
Diploma 4
14 25 148
Doctor Burgerlijk Ingenieur
Bio Ingenieur
308
Industrieel Ingenieur
58
Master Andere bedienden
Date
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Permanente “Confrontatie” met andere visies en ideeën is noodzakelijk de uitbouw van een PD organisatie Zedelgem alsbij“Competentie Centrum” •
•
•
Openstaan voor andere ideeën - „open minded‟
•
Flexibel – aanpassingsvermogen en bereidheid tot het toepassen van nieuwe of andere ideeën
Technologische ontwikkeling wordt steeds complexer •
Werken in team verband (multifunctioneel) noodzakelijk
•
Kennis benaderen vanuit een „collectief‟ perspectief • Eén enkele persoon kan onmogelijk nog alles in detail beheersen
• Streven naar een zo breed mogelijke „collectieve‟ kennis • Belangrijk bij de samenstelling van een PD team (platform)
•
Openstaan voor externe invloeden •
Toevoegen van personen met een andere „visie‟ • Klanten, dealers, leveranciers, ...
• Team leden van andere afdelingen (Fiat groep, ...)
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ZEDELGEM VANDAAG New Hollands wereldwijde UITMUNTENDHEIDSCENTRUM voor oogstproducten Erkenning van het technologisch leiderschap opgebouwd in het verleden Maar vooral … een uitdaging voor de toekomst Investeren in competentie en continue opleiding Optimaliseren van het productontwikkelingsproces Moderne infrastructuur voor data beheer, labo‟s, meet- en analyse technieken Ruimte voor innovatie en creativiteit Globale oriëntatie, samenwerking met R&D centra over de gehele wereld BACK TO INDEX
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Vraag & Antwoord
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