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Conecta 2010 - Planejamento tecnológico: arquitetando o futuro - Mahle
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Conecta 2010 - Planejamento tecnológico: arquitetando o futuro - Mahle Presentation Transcript

  • 1. Planejamento Tecnológico: arquitetando o futuro EDUARDO TOMANIK - MAHLE© 2010 Inventta – Todos os direitos reservados. 1
  • 2. Planejamento Tecnológico: arquitetando o futuro From Strategy to R&D projectsDr. Eduardo TomanikHead of Innovation ManagementEngine Systems and Components - MAHLEConecta 2010 26/Ago/2010 © MAHLE
  • 3.  O futuro dos carros O grupo MAHLE From Strategy to R&D portfolio Conclusões
  • 4. O futuro dos carros Elétrico? Híbrido? Célula de Hidrogênio? “Low Cost?” “Downsizing”? Bio-Fuel ou PetroSal?
  • 5. GreenHouse gas (GHG) emissionsPredictions to 2035 SI: Spark-Ignition 300 HEV: Hybrid Electric Vehicle Well-to-tank GHG Emissions (gCO2e/km) 250 57 Tank-to-wheels PHEV: Plug-in Hybrid with 30- Materials mile all electric range 200 FCV: Hydrogen Fuel Cell 160 vehicle 36 143 150 32 17 BEV: Battery Electric Vehicle 194 100 20 Price Increment relative to 121 51 112 107 110 89 Gasoline SIE (USD): 67 Turbo Gasoline 700 50 34 Diesel 1,700 Hybrid 2,500 20 21 21 21 22 24 30 31 Plug-in Hybrid 5,900 0 Fuel Cell 5,300 SI SI Turbo SI Diesel HEV PHEV FCV BEV Battery Electric 14,400 Current 2035 Source: On the road in 2035 – MIT report Jul/2008
  • 6. Looking to the FutureWell to Wheel - the complete cycle of emissions Considering the emissions to produce the fuel, use of bio-fuels brings more CO2reduction than battery electric vehicles. 120 REF reduction of CO2 Emissions (%) 100 . 23% 32% 80 36% 49% 60 77% 40 81% 20 0 Standard Standard Gasoline + Diesel + Battery Biodiesel Ethanol Gasoline Diesel Hybrid Hybrid Electric Vehicle Adapted from “Mobility 2030: Meeting the challenges to sustainability” World Business Council for Sustainable Development - http://www.wbcsd.org/web/mobilitypubs.htm
  • 7.  O futuro dos carros O grupo MAHLE From Strategy to R&D portfolio Conclusões
  • 8. MAHLE worldwideUm dos 3 maiores fabricantes de componentes de motores de combustão interna. Headquarters in Stuttgart, Germany  Mais de 100 plantas produtivas nos 4 continentes,  cerca de 45 mil colaboradores,  vendas em 2009 ~ 3,7 bilhões de Euros  8 centros de desenvolvimento no mundo,  sendo o do Brasil, o 2º mais importante. Jundiai, Brazil Tech Center © MAHLE
  • 9. MAHLE product portfolio Plastic cylinder Oil-mist separator head cover module with control valve Air-mass sensor Eco-oil filter module Air filter module Camshaft Purge valve Aluminum cylinder head Tappet (cam follower, rocker arm) Valve guide Tumble flap Valve Exhaust gas recirculation Valve seat insert Intake manifold (charge air distribution) Turbocharger Blow-by induction Fuel filter Piston ring Cylinder liner Piston Connecting rod Piston pin, Bearing piston pin circlip Oil pump9 © MAHLE
  • 10. MAHLE - Centros de P&D Stuttgart Detroit (Farmington Hills) Northampton Tokyo (Okegawa)1998 Shanghai Detroit (Novi) 2004 2002 Tokyo (Kawagoe) 2004 São Paulo (Jundiaí) 2006 2001 1997 (New building 2008) + 2 Development Centers: Muskegon/USA & Rugby/UK © MAHLE
  • 11. Alguns dos Desafios de P&D O desenvolvimento é feito junto com as montadoras Multiplicidade de demandas (motores F1, taxis na India, motores estacionários etc. etc.) suporte local aos desenvolvimentos das montadoras Recursos e expertises globalmente espalhados Redução da verba para desenvolvimento de motores de combustão interna (em troca do desenvolvimento de motorizações alternativas e eletrônica embarcada)
  • 12.  O futuro dos carros O grupo MAHLE From Strategy to R&D portfolio Conclusões
  • 13. Focusing Resources on the Best Ideas  The problem of working with too many projects: Not enough resources (money / people), so good ideas take too long Number of Projects The right approach:  Generate lots of ideas  Review at defined intervals with clear “Go/Kill” criteria  Successively screen the best ones  Benchmark best practices 7:1 “A funnel – not a tunnel!”5 MAHLE International GmbH, EDQ, Karsten Köhler, Dec. 17th 2009 © MAHLE
  • 14. R&D Driven by Business Strategy R&D Rule Global Project Business Budget Selection Project on Business Tech Allocation Portfolio Mgmt Goals Strategy Committees Manag. Economic  ED  % of Sales  Demands  Divide BudgetPlan Strategy per region Projects into compliance  budget maps Global report must Company division by  Global Portfolios: reflect StrategyStrategy map  Tech Road Market Allignment - Products Map Segment by project Gate Approval - Innovation type and Meeetings - Materials development - Basic Tools (Go/Kill capacity - Systems decision) © MAHLE
  • 15. Global AlignmentAsia Europe NAFTA Mercosul Review of Project List  What to kill Project List  What to be opened of  Project Ranking Regional Inputs Product  Limit of Selection Portfolio  Balancing Top Demands Review of Demands/Requests to Other Project Portfolios Innovation / System / Material Pre-D / Basic Tools
  • 16. Project Management R&D Rule Project Business Project on Business. Budget Portfolio Goals Strategy Allocation Mgmt Mgmt Selection Project management will conducted within different Portfolios:  Innovation: Feasibility of new ideas. Driven by the necessity of finding innovation in certain areas.  Basic Tools: Methodologies and Procedures to support the simulation, development and testing of product design and materials.  Material Sciences: Materials, coatings or new processes able to be applied to more than one product. Exploration of potential alternatives before defining specific pre-development projects related to a certain product.  Pre-Development by Product: Classical product pre-development projects, divided by products and market segments, following the new products until customer approach and series release.  System Technology by Market Portfolio: Systems and/or the best combination of products to be developed to attend regional needs, define development partners and attack/entry strategy17 MAHLE International GmbH, EDQ, Karsten Köhler, Dec. 17th 2009 © MAHLE
  • 17. Process map Advanced Engineering/PPP/PDP Market Analysis MAHLE Business Processes /Sub processes Market Advanced Predevelop- Strategy Budget Research PDP Analysis Engineering ment Technology Monitoring  Search field definition  Monitoring  Roadmap drivers  Roadmap technology  Roadmap SWOT Analysis  Roadmap Product (Meeting)6 MAHLE International GmbH, EDQ, Karsten Köhler, June 2010 © MAHLE
  • 18. Process map Advanced Engineering/PPP/PDP Strategy MAHLE Business Processes /Sub processes Market Advanced Predevelop- Strategy Budget Research PDP Analysis Engineering ment  Define the technological position of each product in each market  Define ED-Strategy  Define winning technologies  Carry out SWOT (ED)  Define Improvement projects  Define Technology Platforms7 MAHLE International GmbH, EDQ, Karsten Köhler, June 2010 © MAHLE
  • 19. Process map Advanced Engineering/PPP/PDP Budget MAHLE Business Processes /Sub processes Market Advanced Predevelop- Strategy Budget Research PDP Analysis Engineering ment ED Budget  Definition of total development budget ED  Budget allocation project type  Budget allocation product /Region  Budget per project according to PDP process  Budget per project according to predevelopment process8 MAHLE International GmbH, EDQ, Karsten Köhler, June 2010 © MAHLE
  • 20. Process map Advanced Engineering/PPP/PDP Predevelopment MAHLE Business Processes /Sub processes Market Advanced Predevelop- Strategy Budget Research PDP Analysis Engineering ment Predevelopment Process (PPP) Project Search Product- / Systems- Predevelopment SG 0 SG 1 Material, Innovation, Basic Tools DG 0 DG 1 DG 2 DG 3 DG 4 DG 0 DG 1 DG 2 End of Basic Tools with Tools or Support Shortcuts at any Gate possible. Recommended by portfolio review meeting and approved by gate approval meeting10 MAHLE International GmbH, EDQ, Karsten Köhler, June 2010 © MAHLE
  • 21. Process map Advanced Engineering/PPP/PDPProduct and Systems Predevelopment (5 Gate) Product and Systems Predevelopment (5 Gate) DG 0 DG 1 DG 2 DG 3 DG 4 Post Launch Concept - Process Development Customer Project approval Review Development - Concept Validation Approach Meeting • Carry Out Project Process development • Create and agree • Preparation Post• Plan project Launching Meeting • Elaborate Process Route upon Customer Launch Review a• Carry out Portfolio • Create concept drawing • Produce Prototype B presentation Meeting Review Meeting and test procedures • Measure and Analyze • Evaluate Risk and • Post Launch Review• Carry out DG 0 • Protect Know How Prototype B Approve the customer Meeting (DG 4)• Approve project • Produce Prototypes • Analyze Process approach • Measure and Analyze • Standardize specs • Check documents if Prototype A • Elaborate D-FMEA completed and • Test Prototypes • Carry-Out P-FMEA content OK • Check intellectual • Elaborate Prototype control plan • Present property • Execute 3 Lot Production results/features of • Evaluate results • Calculate Product predevelopment at • Carry out Portfolio • Check intellectual property customer Review Meeting • Evaluate results b • Carry out Portfolio • Carry out DG 1 • Carry out Portfolio Review Review Meeting • Carry out DG 2 • Carry out DG 3 Concept validation • see a • Carry Out Rig/Engine Tests • Analyze Results • Standardize specs • see b © MAHLE
  • 22. Indice O futuro dos carros O grupo MAHLE From Strategy to R&D portfolio Conclusões
  • 23. The Need for Improving Innovation  Keeping ahead of the competition is a constant challenge !  Often, developing new products takes longer than expected  Or sometimes the end product is not as valuable to the customer as we expected  We need a work environment that promotes creativity and new ideas  Be faster at screening these ideas  Focus resources on the best ones  Bring them to market sooner  Focus resources on the projects that have the most potential – working on fewer projects and doing them faster  Accelerate time-to-market, which means the highest value for MAHLE and our customers “Doing the right projects – and doing the projects right”2 © MAHLE
  • 24. Innovation“The rate at which organizations learn may become the only sustainable competitive advantage.” Ray Stata, 1989 Sloan Management Review article.How many of us agree that Innovation is among the top 5 factors to assure company sustainable success?How many dedicate time/efforts to Innovation among his/her top 5 priorities?
  • 25. Obrigado pela atenção Obrigado