Knorr-Bremse Group
Limitálja-e a magyar jármőipari kkv-k fejlıdését a szabályozott folyamataik alacsony szintje? Biró Péter Beszerzési Vezetı Közép – kelet Európai beszerzési iroda
Knorr-Bremse Group
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
Knorr-Bremse Group
Knorr-Bremse Group
│3
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
Knorr-Bremse Group
Közúti Jármőrendszerek
Tehergépjármő Busz Motor Speciális jármő
│4
Knorr-Bremse Gmbh
2010-2012-es gazdasági év Értékesítés € mill
2010
2011
2012
€ 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
18,053
20,050
19,120
Értékesítés
Alkalmazottak száma (lízingelt dolgozókkal együtt) /fı/ Knorr-Bremse Group
The Knorr-Bremse Group
│
Knorr-Bremse Közúti Jármőrendszerek
Fıbb vevık
Tractor vehicle manufacturers
Trailer manufacturers
Axle manufacturers
Amerika Knorr-Bremse Group
Europa
Ázsia/Óceánia │6
Knorr-Bremse Gmbh
Knorr-Bremse Magyarország
Vállalatok
Knorr-Bremse Fékrendszerek Kft.
Knorr-Bremse Vasúti Jármőrendszerek Hungária Kft.
Kecskemét:
Budapest: - Székhely, Termelés, K+F
Telephelyek
- Székhely, Termelés, K+F, Értékesítés Budapest : K+F, Global sourcing
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 Knorr-Bremse Group
│7
Knorr-Bremse Közúti Jármőrendszerek
Közúti Jármőrendszerek termék portfólió
Levegı elıkészítés
Elektronika EBS, ABS, ESP, LDW, ACC, AEBS, CVR, ADAS, Etc…
Tárcsafék
Knorr-Bremse Group
Fékmunkahenger
Szelepek
Lengéscsillapító
Evolution Brake System 2020
Vehicle Controler
2005
Integration, Modules, Electronics Knorr-Bremse Group
│9
„Mobility is the future – we make it safer”
Annual growth rates of truck industry
Global population
2000-2030 in %
in billion people 9,2
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
8,0 6,1 57% 4,1 2,5
1.9 1.9 1.8 1.8
1950
Globalisation
Urbanisation
China, Russia / GUS und India: new
players in the global network
Global investments in infrastructure requests additional trucks
Knorr-Bremse Group
urban
46%
37%
29% 71%
69%
63%
1975
54%
43%
2000
2025
rural 31%
2050
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
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 Knorr-Bremse Group
MAN
BRA: acquisition of VW do Brazil CN: Sinotruck (CNHTC): shares of 25% IN: JV with Force Motors RU: CKD-plant considered
Iveco
CN: JV with SAIC RU: Iveco AMT ltd. (former Iveco-Uralaz JV)
Navistar
IN: Mahindra: shares 50% JV with caterpillar (NC2) targeting: BRA, SA, AUS, TR, RU CN: possible coop. JAIC BRA: ownership of MWM
Volvo Truck
RU: Plant in Kaluga
Knorr-Bremse Gmbh
Globális jelenlét 27 ország 87 telephelyén – 56 gyártóhely
Amerika
Europa/Afrika
Ázsia/Óceánia
Brazília
Belgium
Románia
Ausztrália
Kanada
Németország
Svédország
Kína
Mexico
Franciaország
Svájc
India
USA
Anglia
Spanyolország
Japán
Olaszország
Csehország
Oroszország
Hollandia
Törökország
Dél Korea
Ausztria
Magyaroszág
Szingapúr
Lengyelország
Dél Afrika Európai gyártóhely közúti üzletág
Knorr-Bremse Group
│12
Global Purchasing Workforce – direct materials
Germany, Aldersbach Russia, Niznij Novgorod
Germany, Berlin
Russia, Naberezny Chelny Russia, Moscow Czech R., Liberec
UK, Bristol
Hungary, Kecskémet France, Lisieux Hungary, Bp. U.S.
Japan Italy, Arcore
Turkey, Istambul China, Shanghai China, Dalian
Mexico India, Pune
Brazil, Sao Paulo
Staff in LCCs Staff in HCCs Knorr-Bremse Group
Drivers for Enhancements in the Transportation Industry
Reduced costs
Costs OE
Costs of ownership
Costs for the society
Reduced component costs Reduced cost installed
Reduced operating costs
system Increased reliability Reduced working capital
Knorr-Bremse Group
- 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
Knorr-Bremse Group
│15
The trend shows an increase in the number of recall/campaigns 43% of all recall activities deal with brake, steering and powertrain issues
16,2 million vehicles recalled in the US in 2012
51% of all affected vehicles are younger than 3 years
ny ma r e in G
70% of all recalls are caused by mechanical problems
b Num
Most recalls are caused by Supplier defects
86 64
137
157
171 148
123
105 97
72
19 98 19 99 20 00 20 01 20 02 20 03 20 04 20 05 20 06 20 07 20 08 20 09
55
ca f re o r e
s tion c a ll 167
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.” Knorr-Bremse Group
Consequences are incalculable…
es: s g ma altie a n D Casu a m Hu ies & ur j n I
Financial damages (reduced sales, losses)
N (Im on-Fin age , re ancial sat putati dama isfa o g ctio n, cus es n, j obs tomer )
Professional Risk Management is absolutely vital! Knorr-Bremse Group
│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 Group
Knorr-Bremse Közúti Jármőrendszerek
Globális beszerzés 3 kulcstényezıje
1. Munkabér
Képzettség
K&F
Infrastruktúra
Kormány
2. Szakmai tudás
3. Logisztika
Autóipar specifikus szállítók
1. Munkabér → alacsony 2. Ipari/szakmai tudás → magas 3. Logisztikai költség és kockázat → alacsony
Knorr-Bremse Group
│19
Knorr-Bremse Közúti Jármőrendszerek
Ezen kulcstényezık a különbözı régiókban KB elvárások szerinti KB elvárások alatt
Oroszország 1.
Tapasztalat
Munkabér
R&D
Infrastruktúra
Kormány
3.
1.
Logisztika
Munkabér
2. Szakmai tudás
Autóipar specifikus szállítók
Tapasztalat
Munkabér
R&D
Tapasztalat
R&D
Infrastruktúra
Kormány
3. Logisztika
2. Szakmai tudás
Autóipar specifikus szállítók
Közép-Kelet Európa 1.
KB elvárásoktól nagyon távoli
Nyugat Európa
Ázsia Infrastruktúra
Kormány
3. 2. Szakmai tudás
Autóipar specifikus szállítók
Logisztika
1. Munkabér
Tapasztalat
R&D
Infrastruktúra
Kormány
3. 2. Szakmai tudás
Logisztika
Autóipar specifikus szállítók
Egyik régió sem ideális – elınyök kontra hátrányok Knorr-Bremse Group
│20
Supply base strategy: competing regions
Knorr-Bremse Group
│21
Knorr-Bremse Közúti Jármőrendszerek
Beszállító értékelés széria szállításkor Értékelési kritériumok Ár/ Termelékenység (1/3)
Minıség (1/3)
Minıség 1. PPM 2. Audit eredmény Logisztika 3. Szállítási pontosság (%)
Technológiai tudás (Igen/Nem)
Knorr-Bremse Group
Logisztika (1/3)
Ár/Termelékenység 4. Megtakarítás (%) Technológiai tudás 5. Igen/Nem
│22
Focus points at Knorr Bremse
Relative cost of change 1000 100 10 1 ng i nn a Pl
pm o el v De
t en
uc d o Pr
n tio
/ gn ll i pa eca m r Ca
Time
Systematic assessment of: - suppliers’ capability to produce safety parts - risks in the supply chain Knorr-Bremse Group
│23
Legislation and customer requirements force us to act… Consequence
If bad Quality on a part is defined as a SAFETY RISK, we need to make a Recall decision
If bad Quality on a part is defined as a RELIABILITY RISK, that is not acceptable, we need to make a Campaign decision
Knorr-Bremse Group
Prevention “C/C” – Define critical characteristics. Any deviations could significantly affect the product’s performance with regard to road safety. “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.
Measure
Cpk/Ppk ≥ 2.0 for C/C
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
I.
When to use Supplier Development in terms of S/C and/or C/C, product safety issue
II.
Audit type Process audit
III.
Purpose Show possible risks within the organization of a supplier manufacturing safety products.
PSA Audit
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
Knorr-Bremse Group
│25
Product Safety Audit (PSA) – Rating
Points
++ + --
: 3 points: : 2 points: : 1 point: : 0 point: NA:
EXAMPLE
Fulfilled without deviation. Fulfilled with minor deviations. Fulfilled with major deviations. Not taken in account or not acceptable. 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
Classification
Knorr-Bremse Group
A B C
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%
> 80 % Excellent. 50 – 80 % (no item with 0 point) Acceptable with improvement plan. < 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
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
Knorr-Bremse Group
1. Part - General supplier data - Contractual status - Financial KPIs 2. Part (Questions) - Strategy - Communication - Organization - Processes - Controlling - IT
│27
Purchasing Risk Evaluation (PRE) - Rating
Points
++ + --
: 3 points: : 2 points: : 1 point: : 0 point: NA:
KPI part
Calculation
Questions
Fulfilled without deviation. Fulfilled with minor deviations. Fulfilled with major deviations. Not taken in account or not acceptable. Not applicable
NA
(0) --
(1) -
(2) +
(3) ++
Total KPI
13
3
6
0
1
30%
Strategy Communication Organisation / Leadership Processes Controlling IT
0 0 0 0 0 0
0 1 2 3 0 0
3 0 1 1 2 1
2 1 1 2 1 1
4 1 0 2 0 0
70% 56% 25% 46% 44% 50%
Total questions
0
6
8
8
7
52%
KPI + Questions
Classification
Knorr-Bremse Group
Weighting 2
EXAMPLE 1
37%
> 80% Low risk 60% - 80% Medium risk < 60% High risk │28
Increase of the supplier’s performance with escalation model Performance measurement
DRAFT Supplier Scorecard
Reduction & Parts Transfer Supplier Auditing Risk&Contract Management Evaluation & Development
Escalation
Supplier Score card Supplier KPIs PV thereof PV LCC Productivity Productivity Paym. Terms Incoterms PPM Target PPM YTD Total Quality Incident Rate Supp. Failure Costs Nr. Campaigns # Improvement projects DP Target DP YTD # of delivering part numbers Classification
Unit
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Status red green % Yellow mio. EUR red days green Yellow PPM red PPM # green T EUR Yellow # red # green Yellow % % # red Text Yellow Mio EUR Mio EUR
Purchasing Risk Evaluation Location/plant delivering Knorr-Bremse: 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 ØGrowth KPI Unit Ø Net sales Mio EUR Share of KB sales % ROS (estimated) % Turnover per employee TEUR Investment value (estimated) % Equity ratio (estimated) % Number of employees quant. Cash flow TEUR Company (total): Ø Net sales Share of KB sales ROS (estimated) Turnover per employee Investment value (estimated) Equity ratio (estimated) Number of employees Cash flow
Unit 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 ØGrowth Mio EUR % % TEUR % % quant. TEUR
Housekeeping QM-Certificates (min. ISO9001:2000)
Available centrally Yes / No
More/stable volume long-term contracts partnership
ISO 9001 : 2000 QS 9000 VDA 6.1 ISO/TS 16949 ISO 14001 QMPP 2004 (Quality Agreement) Product Liability Insurance + Copy Standard Terms of Purchasing Confidentiality Agreement Signed target letters per location Quality-Cost-Delivery Agreement Contract of handling saftey relevant parts Master Supply Agreement MTZ Contract Development Contract
General appraisal by Purchasing Manager Develop supplier yellow Result Purchasing Risk Evaluation : Date : 4.8.05 Result % 55 Result text : medium link to Audit file Result Product Safety Audit : Date : Result % Result text : link to Audit file Result VDA 6.3 Audit : Date : Result % Result text : link to Audit file
4.8.05 45 C
10.10.04 85 AB
Supplier Development Roadmap (breakdown of supplier KPIs)
Unit New PV Project : New pressure sensor Mio EUR New PV LCC : Mio EUR New saving programs : Mio EUR
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Result TPS Audit : Date : Result % Result text : link to Audit file Actual improvement project DI Progress in PPM Progress in DP link to Supplier Project file
Development Monitoring Re-audit, Improvement projects
4.8.05 76 Acceptable with improvment plan
Decrease volume and/or Phase-out plan
4 94 -30
Supplier portal
Knorr-Bremse Group
│29
Supplier decisions
Category Purchasing Manager CoC Purchasing Manager
Purchasing Leader North America
New supplier selection criterias Supplier Quality Development Sourcing Board committe
GSO India
GSO Central & Eastern Europe GSO China & South East Asia
GSO: Global Sourcing Office
Knorr-Bremse Group
VP Purchasing
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
Tapasztalatok a közép-kelet európai régióban
–
Rövid távú gondolkodás Rövid fizetési határidı Tıkehiány Kevés gyártó ill. alacsony szervezeti kapacitás Fejlesztési hozzájárulás hiány Hiányzó projektmenedzsment Tulajdonosi struktúra Nyelv Kommunikációs problémák
Knorr-Bremse Group
+
Magasan képzett munkaerı Legtöbb anyagcsoport elérhetı Mérnöki háttér jó Autóipari tapasztalat Lojális munkavállalók Oktatás Átlátható költségstruktúra Piaci alapanyagárak követése Szerzıdéses keretek elfogadása
│31
Köszönöm megtisztelı figyelmüket!
Knorr-Bremse Fékrendszerek kft. Peter Biro Major u. 69. Budapest H-1119
Knorr-Bremse Group
Tel: +36 1 3829 423 Fax: +36 1 3829 810 Mobil: +36 20 319 30 40 E-Mail:
[email protected] www.knorr-bremse.com
Best case release processes for typical brake components takes 13 to 16 months for resourcing projects, assuming proven design Validation
Tooling production
Tool/ Process modification
Validation incl. testing
Customer approval 1)
Duration 2) [months]
Component group
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
Knorr-Bremse Group
│33
Prevention, prevention, prevention…
During Product & Process Design
During Serial Production
Special/critical characteristics
Special/critical characteristics
FMEA
Process capabilities
Verification and validation
Poka Yoke
Design reviews and audits
Traceability
Control Plan
Less variation
Return of experiment
Corrective action
Design for manufacturing
MSA
Knorr-Bremse Group
│34
Knorr-Bremse Group
PAVE = Predictive Approach to Vendor Escalation
PAVE: focus on repetitive supplier problems
Triggers
Stage 1
Stage 2
Single claim PPAP rejection 8D rejection Supplier process changes w/o KB notification
Input from Customer Risk
Regular actions with
Review missing contracts Action plan from supplier
Actions
local SQD
agreed by SQD inputs Supplier & KB sign FeA SQD will review improvement on site and perform QMPP-Compliance Evaluation (if necessary any
Phase out
No improvement from stage 2
Analysis Repetition of claims PSA re-audit result <50% PRE audit < 60% VDA re-audit result <80% Repetitive MCR (not for tooling)
other audit) Knorr-Bremse Group
Stage 3
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 Project timeline Without simulations 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 Knorr-Bremse Group
│37
Impact of cooperation on the project timeline
Project timeline Without cooperation Planning Tooling Sampling Validation
Planning Tooling
Early feedback Optimized component design No correction needed
Sampling
No repeated tests
Validation
With cooperation Project timeline
Knorr-Bremse Group
│38
