Bíró Péter Knorr-Bremse GroupApr 08, 2005 · Kutatás-fejlesztés: elejlesztés, a jövıf ıt meghatározó kutatások termékfejlesztés -szoftveres és elektronikához kapcsolódó

Knorr-Bremse Group

Knorr-Bremse Group

Limitálja-e a magyar jármőipari kkv-k fejlıdését a szabályozott folyamataik alacsony szintje?

Biró Péter

Beszerzési VezetıKözép – kelet Európai beszerzési iroda

Knorr-Bremse Group

Content

� Knorr at a GlanceKey figures

Product lines

Market trends

� Industry specialtiesExpectations

Consequences

� SuppliersComponent reliabilitySupply chain evaluation

Supplier decisions

� Questions & Answers

Knorr-Bremse Group │3


� Metró szerelvény� Villamos� Gyorsvasutak� Lokomotívok� Személyszállító vonat� Tehervonat

� Tehergépjármő� Busz� Motor� Speciális jármő

Vasúti Járm őrendszerek Közúti Járm őrendszerek

Knorr-Bremse a világ vezetı vállalata a közúti és vasúti fékrendszerek gyártásában

Knorr-Bremse Gmbh

Knorr-Bremse Group The Knorr-Bremse Group

2010-2012-es gazdasági év

│

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

Értékesítés € mill

Knorr-Bremse Gmbh

Knorr-Bremse Group

Fıbb vev ık

│6

Tractor vehicle manufacturers

Axle manufacturers

Trailer manufacturers

Amerika Europa Ázsia/Óceánia

Knorr-Bremse Közúti Jármőrendszerek

Knorr-Bremse Group │7│7

� Budapest: - Székhely, Termelés, K+F� Kecskemét: - Székhely, Termelés, K+F, Értékesítés

� Budapest : K+F, Global sourcing

� 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.Knorr-Bremse Vasúti Jármőrendszerek Hungária Kft.

Telephelyek

Fıbb adatok(2011)

Knorr-Bremse

FékrendszerekKft.

Knorr-Bremse Magyarország

Vállalatok

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 Gmbh

Knorr-Bremse Group

Közúti Járm őrendszerek termék portfólió

Levegı elıkészítés Elektronika

EBS, ABS,ESP, LDW,ACC, AEBS, CVR, ADAS,Etc…

SzelepekTárcsafék Fékmunkahenger Lengéscsillapító



Evolution Brake System

VehicleControler

2020

2005

Integration, Modules, Electronics


„Mobility is the future – we make it safer”

Annual growth rates of truck industry2000-2030 in %

PacificEurope

North AmericaCEE

Asia

AfricaMiddle east

IndiaRussia/GUS

China

1.81.81.91.9

2.52.93.0

3.53.7

4.2

Global populationin billion people

urban

rural

1950 1975 2000 2025 2050

71% 63%54% 43% 31%

29%

37%

46%

57% 69%

2,5

4,1

6,1

8,0

9,2

Globalisation

� 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

Urbanisation

Knorr-Bremse Group

Global truck OEM’s strategy is to improve their global footprint – some examples:

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

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

Investments considered

exports

investments


Belgium

Németország

Franciaország

Anglia

Olaszország

Hollandia

Ausztria

Lengyelország

Amerika Europa/Afrika Ázsia/Óceánia

Ausztrália

Kína

India

Japán

Oroszország

Dél Korea

Szingapúr

Brazília

Kanada

Mexico

USA

Románia

Svédország

Svájc

Spanyolország

Csehország

Törökország

Magyaroszág

Dél Afrika

Globális jelenlét 27 ország 87 telephelyén – 56 gyártóhely

Európai gyártóhely közúti üzletág

Knorr-Bremse Gmbh

Knorr-Bremse Group

Global Purchasing Workforce – direct materials

China, Shanghai

India, Pune

Italy, Arcore

UK, Bristol

France, Lisieux

Czech R., Liberec

Hungary, Kecskémet

Brazil, Sao Paulo

Germany, Aldersbach

U.S. Japan

Germany, Berlin

Mexico

Hungary, Bp.

Staff in LCCsStaff in HCCs

Russia, Moscow

Russia, Niznij Novgorod

Russia, Naberezny Chelny

China, Dalian

Turkey, Istambul


Drivers for Enhancements in the Transportation Industry

� Reduced operating costs- Energy, Wear (pads, tire)

� Increased reliability� Simpler service� Easier handling� Enhanced safety

Reduced costs

� Reduced component costs� Reduced cost installed

system� Increased reliability� Reduced working capital

� Enhanced safety� Saving of resources� Reduced emission� Increased transportation

capacity

Costs OE Costs of ownership Costs for the society� � �


Brake systems are safety systems!

Knorr Bremse has never

been involvedin a serious

incident

Knorr-Bremse Group

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

5564 72

86105 97

137123

167157

148171

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

Source: Kraftfahrt-Bundesamt

Federal Motor Transport Authority

Number of recall actions in Germany

„NEW YORK (CNNMoney.com) -- Toyota Motor says the massive recalls of vehicles due to gas pedal problems could end up costing it $2 billion.”

16,2 million vehicles recalled in the US in 2012


Consequences are incalculable…

Financial damages (reduced sales, losses)

Professional Risk Management is absolutely vital!

Human Damages:

Injuries & Casualties

Non-Financial damages

(Image, reputation, customer

satisfaction, jobs)

Knorr-Bremse Group

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


Globális beszerzés 3 kulcstényezı je

1. Munkabér → alacsony

2. Ipari/szakmai tudás → magas

3. Logisztikai költség és kockázat → alacsony

1.

Munkabér

Autóipar specifikus szállítók

K&FInfra-

struktúra

Képzett-

ségKormány

2. Szakmai tudás

3.

Logisztika



Ezen kulcstényezı k a különbözı régiókban

Oroszország Nyugat Európa

Közép-Kelet Európa Ázsia

Egyik régió sem ideális – elınyök kontra hátrányok

KB elvárások szerinti

KB elvárások alatt

KB elvárásoktól nagyon távoli

1.

Munkabér


R&DInfra-

struktúraTapasztalatKormány

2. Szakmai tudás

3.

Logisztika

1.

Munkabér


R&DInfra-


2. Szakmai tudás

3.

Logisztika

1.

Munkabér


R&DInfra-


2. Szakmai tudás

3.

Logisztika

1.

Munkabér


R&DInfra-


2. Szakmai tudás

3.

Logisztika



Supply base strategy: competing regions


Beszállító értékelés széria szállításkor

Ár/ Termelékenység

(1/3)

Minıség(1/3)

Technológiai tudás

(Igen/Nem)

Logisztika(1/3)

Értékelési kritériumok

Minıség1. PPM2. Audit eredmény

Logisztika3. Szállítási pontosság (%)

Ár/Termelékenység 4. Megtakarítás (%)

Technológiai tudás5. Igen/Nem



Plannin

g

Develo

pmen

t

Produ

ction

Campa

ign/

reca

ll

Focus points at Knorr Bremse

Relative cost of change

1000

100

10

1

Time

Systematic assessment of: - suppliers’ capability to produce safety parts

- risks in the supply chain


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 couldsignificantly 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

Legislation and customer requirements force us to act…


Product Safety Audit (PSA) – General

I. When to useSupplier Development in terms of S/C and/or C/C, product safety issue

II. Audit typeProcess audit

III. PurposeShow 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

Supplier training

Supplier self assesment

Knorr assesment

Contract to handle safety

partsPSA Audit

Recall insurance


Product Safety Audit (PSA) – Rating

Conformity index = No. of criteria at 3x3 + no. of criteria at 2x2 + no. of criteria at 1x1No. of criteria audited x 3

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

Points

Calculation

Classification

EXAMPLE

++ : 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

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%


Purchasing Risk Evaluation (PRE) - General

I. When to useFor all new suppliers. In special cases. Usually done in the scope of Product Safety Audit.

II. Audit typeFinancial and Management Evaluation

III. PurposeEvaluation 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

1. Part- General supplier data- Contractual status- Financial KPIs

2. Part (Questions)- Strategy- Communication- Organization- Processes- Controlling- IT


Purchasing Risk Evaluation (PRE) - Rating

NA(0)--

(1)-

(2)+

(3)++ Weighting

13 3 6 0 1 30% 2

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%

0 6 8 8 7 52% 1

37%

KPI part

Questions

KPI + Questions

Total questions

Total KPI

++ : 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

> 80% � Low risk 60% - 80% � Medium risk < 60% � High risk

EXAMPLE

Points

Calculation

Classification


Supplier portal

Reduction &

Parts Transfer

Supplier Auditing

Risk&ContractManagement

Evaluation & Development

Supplier Score card

DRAFT Supplier Scorecard Available centrallySupplier KPIs Unit 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Status Housekeeping Yes / NoPV Mio EUR red QM-Certificates (min. ISO9001:2000)thereof PV LCC Mio EUR green ISO 9001 : 2000Productivity % Yellow QS 9000Productivity mio. EUR red VDA 6.1Paym. Terms days green ISO/TS 16949Incoterms Yellow ISO 14001PPM Target PPM red QMPP 2004 (Quality Agreement)PPM YTD PPM Product Liability Insurance + CopyTotal Quality Incident Rate # green Standard Terms of Purchasing Supp. Failure Costs T EUR Yellow Confidentiality AgreementNr. Campaigns # red Signed target letters per location# Improvement projects # green Quality-Cost-Delivery AgreementDP Target % Yellow Contract of handling saftey relevant partsDP YTD % Master Supply Agreement# of delivering part numbers # red MTZ ContractClassification Text Yellow Development Contract

Purchasing Risk EvaluationLocation/plant delivering Knorr-Bremse:KPI Unit 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 ØGrowth General appraisal by Purchasing ManagerØ Net sales Mio EUR Develop supplier yellowShare of KB sales %ROS (estimated) % Result Purchasing Risk Evaluation :Turnover per employee TEUR Date : 4.8.05Investment value (estimated) % Result % 55Equity ratio (estimated) % Result text : mediumNumber of employees quant. link to Audit fileCash flow TEUR

Result Product Safety Audit :Company (total): Unit 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 ØGrowth Date : 4.8.05Ø Net sales Mio EUR Result % 45Share of KB sales % Result text : CROS (estimated) % link to Audit fileTurnover per employee TEURInvestment value (estimated) % Result VDA 6.3 Audit :Equity ratio (estimated) % Date : 10.10.04Number of employees quant. Result % 85Cash flow TEUR Result text : AB

link to Audit fileSupplier Development Roadmap (breakdown of supplier KPIs)

Unit 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Result TPS Audit :New PV Project : New pressure sensor Mio EUR Date : 4.8.05New PV LCC : Mio EUR Result % 76New saving programs : Mio EUR Result text : Acceptable with improvment plan

link to Audit file

Actual improvement projectDI 4Progress in PPM 94Progress in DP -30link to Supplier Project file

� More/stable volume� long-term contracts� partnership

� Development� Monitoring� Re-audit, Improvement

projects

� Decrease volume and/or

� Phase -out plan

EscalationPerformance measurement

Increase of the supplier’s performance with escalation model

Knorr-Bremse Group

Supplier decisions

VP Purchasing

Category Purchasing Manager

Purchasing LeaderNorth America

CoC PurchasingManager

Supplier QualityDevelopment

GSOCentral & Eastern Europe

Sourcing Boardcommitte

GSOChina & South East Asia

GSO India

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

New supplier selection criterias

GSO: Global Sourcing Office


Tapasztalatok a közép-kelet európai régióban + � Magasan képzett munkaerı

� Legtöbb anyagcsoport elérhetı� Mérnöki háttér jó� Autóipari tapasztalat� Lojális munkavállalók� Oktatás� Átlátható költségstruktúra� Piaci alapanyagárak követése� Szerzıdéses keretek elfogadása–

� 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

Köszönöm megtisztel ı figyelmüket!

Knorr-Bremse Fékrendszerek kft.Peter BiroMajor u. 69.BudapestH-1119

Tel: +36 1 3829 423 Fax: +36 1 3829 810Mobil: +36 20 319 30 40E-Mail: [email protected] www.knorr-bremse.com


Best case release processes for typical brake components takes 13 to 16 monthsfor resourcing projects, assuming proven design

│33

Tooling production Validation incl. testingValidation Customer

approval 1)

Component group

Category A

Category B

Category C

Duration 2) [months]

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

1) Duration depending on the customer, e.g. some customers have only special time slots for changes2) Best Case: only one tooling modification loop, no winter approval necessary, some endurance tests take 6 months

Tool/ Process modification

ProE FEM Mold-Flow Prototype Tooling Samples Validation PPAP


Prevention, prevention, prevention…

Special/critical characteristics

FMEA

Verification and validation

Design reviews and audits

Control Plan

Return of experiment

Design for manufacturing

During Product & Process Design

Special/critical characteristics

Process capabilities

Poka Yoke

Traceability

Less variation

Corrective action

MSA

During Serial Production

Knorr-Bremse Group


Stage 2Stage 1

PAVE: focus on repetitive supplier problems

Stage 3 Phase out

Act

ions

Trig

gers

� 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

PAVE = Predictive Approach to Vendor Escalation


Development projects optimalization

Concept development, A-sample

C – sample development

C – sample tool manufacturing

C – sample validation, release

Start Of Production

B – sample development

B – sample tool manufacturing

B – sample validation, release

Projekt timeline

Project timeline

Concept development, A-sample

C – sample development

C – sample tool manufacturing

C – sample validation, release

Start Of Production

Without simulations

With simulations


Impact of cooperation on the project timeline

Planning

Tooling

Sampling

Validation

Early feedback

Optimized component designPlanning

Tooling

Sampling

Validation

Without cooperation

Project timeline

With cooperation

Project timeline

No correction needed

No repeated tests

Bíró Péter Knorr-Bremse GroupApr 08, 2005 · Kutatás-fejlesztés: elejlesztés, a jövıf ıt meghatározó kutatások termékfejlesztés -szoftveres és elektronikához kapcsolódó

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