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Volkswagen

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  • Isu lingkungan mendorong VW melakukan riset pada mesin diesel, dan lahirlah TDI (turbo diesel yang dicangkokkan pada Golf GTI)
  • As competition between U.S. and Japanese producers escalated, production regimes and outsourcing practices became more internationally integrated. At the same time, growth trend known as modular production (Salerno 2001). Through this system, auto MNCs located first-tier suppliers inside their facilities to directly participate in the production process. In its extreme form, represented by the Volkswagen facility in Resende, even final vehicle assembly is done by independent contractors. In all modular production facilities in Brazil, wages are dramatically lower and unions are much weaker than in traditional auto plants.   Auto firms increasingly turned to outsourcing and forms of modular production to reduce costs and increase competitiveness (Sindipeças; cited by DIEESE, 1997). Many producers have taken subcontracting to new extremes. At a modular Volkswagen production facility in Resende, there is not a single VW assembly worker in the plant. A network of independent contractors provides all the components and performs the assembly. A small group of Volkswagen employees are on hand only to inspect the vehicles once they are finished.
  • Piech Background - grandson of Ferdinand Porsche (Piëch owns a significant share of Porsche, roughly 13%) Piëch graduated from the ETH Zurich, Switzerland in 1962 with a degree in mechanical engineering, having written a Master Thesis about the development of a Formula One engine. 1963-1971 — At Porsche in Stuttgart, Germany 1972-1992 — At Audi in Ingolstadt, Germany. Born and raised in the automotive industry. Piech very assertiveleadership style. Manufacturing strategy of using the same platformacross every brand can the cost of research and development andoperational costs.
  • Transcript

    • 1. Globalizing Volkswagen: Creating Excellence on all fronts Presented by: Bakul Sanakal Fenella Andrade Sarah Choudhary Masters in European Studies and Management (MESM) 2010-2012 Manipal Centre for European Studies Manipal University, Karnataka, India
    • 2.
      • Automotive Industry Trends in the period of the 90s
        •   Revolutionary changes in manufacturing processes (system based on a network of suppliers, JIT, lean systems, outsourcing, kanban) - report from MIT (Massachusetts Institute of Technology)
        • The change in perception and consumer lifestyle (marked the emergence of a variety of niche segment)
        •   Environmental issues and fuel efficiency
        •   The rapid development of business support car manufacturing industry (finance, insurance, credit cards and leasing)
        •   The strategic alliance between the car manufacturer in R & D
    • 3.
      • Gradual change in perception of the company's line of products:
          • Audi having elevated into premium luxurious cars
          • Volkswagen moved upmarket to fill the void left by Audi (the fifth-generation Passat launched)
          • Seat and Skoda now occupying what was once VW's core market
          • In 1994, start the development of new bettle
          • This (VW) move upmarket was continued with the Mark 4 Golf, introduced at the end of 1997
      MANAGING PRODUCTS PORTFOLIO: ..through the heart and soul of the brand
    • 4.
      • Integrate VW plants within the same region
      • Similarity of the platform allowed for short set up times in factory, underutilized plants receive parts from other plants
      • Flexible production schedule, improve the flexibility and efficiency of production
      • Foreign employment level had increased from 41% (1993) to 51% (2001)
      • Worker in Wolfsburg had their work time reduced by 20% and received 16% less salary (in 4-day workweek)
      • In all modular production facilities, wages are dramatically lower and unions are much weaker than in traditional auto plants
      Global manufacturing system, modular production and platform strategy
    • 5. Strategy options
      • Appropriate strategy:
        • Use similar parts
        • Badge manufacturing (same car with diff brands)
        • Platform sharing (same manufacturing space for many cars)
        • - Faster development times
        • - Low development costs
        • - Easy to achieve Economies of scale
        • - under utilized plants picked up
        • Polo vs. Golf
    • 6. World class manufacturing
      • Innovative approaches:
      • Audi engine plant in Hungry
      • - Became component supplier to VW group
      • - 1 Million engines, over 50,000 Audi TT
      • - Biggest exporter of Hungry
      • Skoda plant in Czech Republic
      • - Forefront of supplier Integration of Europe
      • - 6 integrated online suppliers (carpets, seats, exhaust systems, dashboards )
      • - Most cost-effective in Europe
      • - Increased Output per employees
      • - 10.1 (1994)
      • - 30 (1998)
    • 7. World class manufacturing
      • VW plant in Resende, Brazil (1996)
        • - Most innovative factory in world
        • -30,000 trucks and buses per year
        • - Responsible only for final quality control
      • Modular manufacturing systems (2000)
        • - 11 modules
        • -Common for many car models
        • - Total capacity- 10 million units
      • Flexible production schedule in Germany, 5000 X 5000 program
        • - Flexibility of production with Union
        • -Aligning production and sales
        • - Less inventory
        • - Vary working hrs with demand (48 hrs in peak)
        • - Promise to reduce unemployment by 50%
        • - Guaranteed fixed salary (depending on employees competency)
    • 8. World wide sales
      • North America
        • - NAFTA countries (US, Canada, Mexico) – massive growth
        • -Increase in US market share from 1% (1993) to 5% (2000)
        • - Shortage of vehicles – imported from Brazil and Europe
      • Asia and Europe
        • - Command over 51% of Chinese market share
        • -Local production sites, suppliers relocation to comply with the local demand
        • - Highly competitive market European market
      • - Ford Europe struggling with high production bases
      • - market share dropped from 13.5 to 10.8
      • - Lost around $2.7 billion and reduced the production capacity from 2.3 million to 1.6 million in 2001
      • - Opel (European Division of GM) – focus on developing countries
      • - Failed to achieve cost efficiency
      • - Market shares dropped down from 12.9% to 10.8% (1994 – 2000)
    • 9. Distribution and Financial systems
      • Physical differentiation of VW and Audi
      • - Large price range among the products( diff. dealership/independent roof)
      • - Opportunity to build own delivery centre and theme park in Wolfburg
      • - Team “Autostadt” – tourist attraction
      • -2 engine cylinders (Auto towers), storage of ready for delivery cars, can handle 1000 cars daily, display of history of cars and modern production process
      • Financial Services
        • Retail customers
        • Car credits, leasing and insurance services
        • Fleet customers
        • Dealer services (working capital loan, investment loan and financing of inventories)
        • Volkswagen banks (credit cards, bank a/c mortgages, online and telephone banking)
    • 10. Piech said: "You don't win battles by being friendly."
      • Piech is a car-obsessed engineer and perfectionist.
      • Piech has claimed that the three great loves of his life are: Volkswagen, family, and money.
      • Breaking the old traditions: arranged new product portfolio and new manufacturing strategy
      • Strict management policy. Many speak that he uses dictatorial management style.
      • Piech is known for his determination and ambition.
      • His aggressive style moves VW groups into new market segments (Bugatti, Lambo, Bentley, etc)
      Ferdinand Piech, “ the driven man of VW” 1993-2002 - PIECH transform VW into big cash machine
    • 11. Piech’s Way
      • Introduction of 4 day work week
      • Annual work time reduced by 20% and 16% less salary to employees
      • 20% reduction in Board members salary
      • Reduced number of Board members from 9 to 5
      • Believed in open competition between the brands
      • Different brands were free to make their decisions as long as they produced good results
      • Technology sharing between the brands
    • 12.
      • VOLKSWAGEN FUTURE CHALLENGE
      • Keep the competitive advantage sustainable.
      • Maintaining economies of scale from global manufacturing and sales worldwide
      • Environmental issues:
        • Aware of the role of new technologies (efficient Diesel engine, flexible-fuel vehicles)
    • 13. Question 1
      • CHALLENGES and PROBLEMS that arose
        • Changing consumer needs
        • Weak model line-ups (VW Car prices are considered not reasonable by the consumer)
        • Over staffing
        • Inefficiency (the other car manufacturers are able to produce with more efficient)
        • High cost base (cost of plant operations is too high)
        • Less market share in US and to some extent Europe due to the dominance of Ford and Opel
        • Lack of integration between the brands managed resulting in unnecessary duplication of costs
    • 14. AUDI A8 4.2 VW PHAETON Modular manufacturing system “PLATFORM D” (wiring-steering-braking diagrams) VOLKSWAGEN success story: Platform strategy
    • 15. Question 5
      • Open communication among the Board members (Information sharing – all can present their ideas)
      • Organic structure (can express their views freely as long as each brand contributes equally)
      • Decentralize at brands level
      • Work time and salary is reduced
    • 16. THANK YOU Submitted By : Ashwath P Bakul Sanakal Fenella Andrade Sarah