Project Management<br />In Automotive Industry<br />
Background<br />Purpose of a project<br />
Background<br />Project<br />Temporary endeavor undertaken to create a unique product, service or result <br />
Background<br />Business need<br />Performance.<br />Gallardo<br />(2003)<br />
Background<br />Business need<br />Environmental friendly.<br />Prius 3<br />(2009)<br />
Background<br />Business need<br />Urban car.<br />Smart<br />(1998)<br />
Background<br />Project Management<br />Structured methodology aiming successful completeness of  project objectives<br />
Background *<br />        (part 2)<br />Project In Automotive Sector?<br />
Background<br />Automotive sector is<br />highly<br />competitive<br />
Background<br />A key practice to stay competitive is<br />LEAN <br />
Background<br />LEAN<br />1) Wastes	reduction<br />( Muda -  無駄 )<br />2) Continuous improvement <br />(Kaizen – 改善)<br />
Background<br />Project Management in <br />automotive sector follows the<br />same logic …<br />LEAN<br />
Background<br />	… and uses the 4 steps of PDCA also called Deming cycle.<br />P   Plan<br />D   Do<br />C   Check<br />A ...
Step 1 : Plan<br />a- Target Setting<br />
Step 1 : Plan<br />a- Target Setting (SMART)<br />Like a good sailor,<br />set the headland,<br />define your target!<br />
Step 1 : Plan<br />a- Target Setting (SMART)<br />Targets should be SMART<br />S      Specific<br />M    Measurable<br />A...
Step 1 : Plan<br />a- Target Setting (SMART)<br />Specific<br />What?<br />
Step 1 : Plan<br />a- Target Setting (SMART)<br />Measurable<br />How much?<br />Quantity : ……………<br />Volume : ……………..<br...
Step 1 : Plan<br />Achievable<br />
Step 1 : Plan<br />Realistic<br />Achievable<br />
Step 1 : Plan<br />a- Target Setting (SMART)<br />Time Bounded<br />When ?<br />15/Feb/2009<br />Next Winter<br />Within 2...
Step 1 : Plan<br />a- Target Setting (SMART)<br />(Bad) Example :<br />Reducescrap rate<br />
Step 1 : Plan<br />a- Target Setting (SMART)<br />(Good) Example :<br />Reduce by 70% scrap rateat assembly station #4 by ...
Step 1 : Plan<br />a- Target Setting (SMART)<br />Last recommendation:<br />	                 Do it seriously!<br />Write ...
Step 1 : Plan<br />b- Set milestones<br />
Step 1 : Plan<br />b- Set milestones<br />SMART<br />Visualize your target* on a timeline<br />Kick-Off<br />Target<br />
Step 1 : Plan<br />b- Set milestones<br />SMART<br />Then, set your intermediate milestones<br />Milestone<br />1<br />Mil...
Step 1 : Plan<br />b- Set milestones<br />Outcome = Master Schedule or Strategy <br />Milestone1<br />Kick-Off<br />Target...
Step 1 : Plan<br />b- Set milestones<br />Example of automotive milestones (APQP)<br />Mass Production Trials<br />Pre-Pro...
Step 1 : Plan<br />c- Master Schedule<br />
Step 1 : Plan<br />c – Master schedule<br />Now you defined SMART Targets, <br />	schedule building will follow naturally....
Step 1 : Plan<br />c – Master schedule<br />C<br />C<br />C<br />C<br />C<br />Visualize check points directly into your s...
Step 2 : Do<br />Step 2 : Do<br />
Step 2: Do<br />Today<br />C<br />C<br />C<br />C<br />C<br />Visualize progress of your project…<br />
Step 2: Do<br />Today<br />C<br />C<br />C<br />C<br />C<br />… and delays as well *<br />(cf. problem solving 8d)<br />
Step 2: Do<br />Today<br />C<br />C<br />C<br />C<br />C<br />Achieved result = Expected outcome?<br />
Step 2: Do<br />Tips & Tricks<br />Set regular follow-up meetings up-front<br />(e.g.: at beginning of the year)<br />
Step 2: Do<br />Tips & Tricks<br />Keep consistency <br />in meeting concept :<br />day, time and location<br />(e.g.: Eve...
Step 2: Do<br />Tips & Tricks<br />Ensure follow-up<br />through clear To-Do list :<br />What? Who? When?<br />
Step 2: Do<br />Tips & Tricks<br />Only 3 options when judging progress :<br />Done<br />On-going<br />Delay<br />
Step 2: Do<br />Tips & Tricks<br />Speak with facts !	<br />
Step 2: Do<br />Tips & Tricks<br />Don’t judge. Don’t blame.<br />
Step 2: Do<br />Tips & Tricks<br /> ( Visualize )<br /> ( Visualize)<br />
Step 2: Do<br />Tips & Tricks<br /> ( Visualize )<br /> Example visualization<br />
Step 2: Do<br />Tips & Tricks<br /> ( Visualize )<br /> Example visualization<br />
Step 2: Do<br />Tips & Tricks<br />Issue meeting minutes<br />within 24h<br />
Step 3 : Check<br />Step 3 : Check<br />
Step 3 : Check<br />C<br />=<br />C<br />At this level, you already <br />performed intermediate checks<br />C<br />C<br /...
Step 3 : Check<br />Purpose of this final Check is to conduct an overall confirmation of achieved results<br />Kick-Off<br...
Step 3 : Check<br />Target<br />
Step 4 : Act<br />Step 4 : Act<br />
Step 4 : Act<br />Without standardization,<br />   No continuous improvement	<br />
Step 4 : Act<br />Standardization helps in leveling-up knowledge<br />Improved standard<br />Improved standard<br />No sta...
Step 4 : Act<br />1) Standardize good practices<br />2) Learn from mistakes<br />
Conclusion<br />Conclusion<br />
Conclusion<br />Like a good sailor,<br />set the headland,<br />define your target!<br />
Thank you for your attention<br />Thank you for your attention<br />
More ressources on :<br />http://gestionprojetauto.wordpress.com<br /><ul><li>Articles
Videos
Free templates
Favourite Automotive Links</li></li></ul><li>Share this presentation<br />
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Project Management In The Automotive Industry

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Introduction to project management in the automotive industry

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Project Management In The Automotive Industry

  1. 1. Project Management<br />In Automotive Industry<br />
  2. 2. Background<br />Purpose of a project<br />
  3. 3. Background<br />Project<br />Temporary endeavor undertaken to create a unique product, service or result <br />
  4. 4. Background<br />Business need<br />Performance.<br />Gallardo<br />(2003)<br />
  5. 5. Background<br />Business need<br />Environmental friendly.<br />Prius 3<br />(2009)<br />
  6. 6. Background<br />Business need<br />Urban car.<br />Smart<br />(1998)<br />
  7. 7. Background<br />Project Management<br />Structured methodology aiming successful completeness of project objectives<br />
  8. 8. Background *<br /> (part 2)<br />Project In Automotive Sector?<br />
  9. 9. Background<br />Automotive sector is<br />highly<br />competitive<br />
  10. 10. Background<br />A key practice to stay competitive is<br />LEAN <br />
  11. 11. Background<br />LEAN<br />1) Wastes reduction<br />( Muda - 無駄 )<br />2) Continuous improvement <br />(Kaizen – 改善)<br />
  12. 12. Background<br />Project Management in <br />automotive sector follows the<br />same logic …<br />LEAN<br />
  13. 13. Background<br /> … and uses the 4 steps of PDCA also called Deming cycle.<br />P Plan<br />D Do<br />C Check<br />A Act<br />
  14. 14. Step 1 : Plan<br />a- Target Setting<br />
  15. 15. Step 1 : Plan<br />a- Target Setting (SMART)<br />Like a good sailor,<br />set the headland,<br />define your target!<br />
  16. 16. Step 1 : Plan<br />a- Target Setting (SMART)<br />Targets should be SMART<br />S Specific<br />M Measurable<br />A Achievable<br />R Realistic<br />T Time Bounded<br />
  17. 17. Step 1 : Plan<br />a- Target Setting (SMART)<br />Specific<br />What?<br />
  18. 18. Step 1 : Plan<br />a- Target Setting (SMART)<br />Measurable<br />How much?<br />Quantity : ……………<br />Volume : ……………..<br />Speed : ………….....<br />etc<br />
  19. 19. Step 1 : Plan<br />Achievable<br />
  20. 20. Step 1 : Plan<br />Realistic<br />Achievable<br />
  21. 21. Step 1 : Plan<br />a- Target Setting (SMART)<br />Time Bounded<br />When ?<br />15/Feb/2009<br />Next Winter<br />Within 2 years<br />Within20 minutes<br />
  22. 22. Step 1 : Plan<br />a- Target Setting (SMART)<br />(Bad) Example :<br />Reducescrap rate<br />
  23. 23. Step 1 : Plan<br />a- Target Setting (SMART)<br />(Good) Example :<br />Reduce by 70% scrap rateat assembly station #4 by 21/11/2009.<br />
  24. 24. Step 1 : Plan<br />a- Target Setting (SMART)<br />Last recommendation:<br /> Do it seriously!<br />Write down your target<br />on paper.<br />
  25. 25. Step 1 : Plan<br />b- Set milestones<br />
  26. 26. Step 1 : Plan<br />b- Set milestones<br />SMART<br />Visualize your target* on a timeline<br />Kick-Off<br />Target<br />
  27. 27. Step 1 : Plan<br />b- Set milestones<br />SMART<br />Then, set your intermediate milestones<br />Milestone<br />1<br />Milestone 2<br />Milestone 3<br />Milestone 4<br />Target<br />Kick-Off<br />
  28. 28. Step 1 : Plan<br />b- Set milestones<br />Outcome = Master Schedule or Strategy <br />Milestone1<br />Kick-Off<br />Target<br />Milestone2<br />Milestone3<br />Milestone4<br />
  29. 29. Step 1 : Plan<br />b- Set milestones<br />Example of automotive milestones (APQP)<br />Mass Production Trials<br />Pre-Production Trials<br />Tooling<br />Development<br />Start<br />Start Of<br />Production<br />Project<br />kick-off<br />Lessons Learned<br />
  30. 30. Step 1 : Plan<br />c- Master Schedule<br />
  31. 31. Step 1 : Plan<br />c – Master schedule<br />Now you defined SMART Targets, <br /> schedule building will follow naturally.<br />P<br />D<br />C<br />A<br />
  32. 32. Step 1 : Plan<br />c – Master schedule<br />C<br />C<br />C<br />C<br />C<br />Visualize check points directly into your schedule<br />C<br />
  33. 33. Step 2 : Do<br />Step 2 : Do<br />
  34. 34. Step 2: Do<br />Today<br />C<br />C<br />C<br />C<br />C<br />Visualize progress of your project…<br />
  35. 35. Step 2: Do<br />Today<br />C<br />C<br />C<br />C<br />C<br />… and delays as well *<br />(cf. problem solving 8d)<br />
  36. 36. Step 2: Do<br />Today<br />C<br />C<br />C<br />C<br />C<br />Achieved result = Expected outcome?<br />
  37. 37. Step 2: Do<br />Tips & Tricks<br />Set regular follow-up meetings up-front<br />(e.g.: at beginning of the year)<br />
  38. 38. Step 2: Do<br />Tips & Tricks<br />Keep consistency <br />in meeting concept :<br />day, time and location<br />(e.g.: Every Tue 13:30-14:00 Room 4)<br />
  39. 39. Step 2: Do<br />Tips & Tricks<br />Ensure follow-up<br />through clear To-Do list :<br />What? Who? When?<br />
  40. 40. Step 2: Do<br />Tips & Tricks<br />Only 3 options when judging progress :<br />Done<br />On-going<br />Delay<br />
  41. 41. Step 2: Do<br />Tips & Tricks<br />Speak with facts ! <br />
  42. 42. Step 2: Do<br />Tips & Tricks<br />Don’t judge. Don’t blame.<br />
  43. 43. Step 2: Do<br />Tips & Tricks<br /> ( Visualize )<br /> ( Visualize)<br />
  44. 44. Step 2: Do<br />Tips & Tricks<br /> ( Visualize )<br /> Example visualization<br />
  45. 45. Step 2: Do<br />Tips & Tricks<br /> ( Visualize )<br /> Example visualization<br />
  46. 46. Step 2: Do<br />Tips & Tricks<br />Issue meeting minutes<br />within 24h<br />
  47. 47. Step 3 : Check<br />Step 3 : Check<br />
  48. 48. Step 3 : Check<br />C<br />=<br />C<br />At this level, you already <br />performed intermediate checks<br />C<br />C<br />C<br />C<br />C<br />Target<br />Milestone1<br />Kick off<br />Milestone2<br />Milestone3<br />Milestone4<br />
  49. 49. Step 3 : Check<br />Purpose of this final Check is to conduct an overall confirmation of achieved results<br />Kick-Off<br />Target<br />
  50. 50. Step 3 : Check<br />Target<br />
  51. 51. Step 4 : Act<br />Step 4 : Act<br />
  52. 52. Step 4 : Act<br />Without standardization,<br /> No continuous improvement <br />
  53. 53. Step 4 : Act<br />Standardization helps in leveling-up knowledge<br />Improved standard<br />Improved standard<br />No standard<br />
  54. 54. Step 4 : Act<br />1) Standardize good practices<br />2) Learn from mistakes<br />
  55. 55. Conclusion<br />Conclusion<br />
  56. 56. Conclusion<br />Like a good sailor,<br />set the headland,<br />define your target!<br />
  57. 57. Thank you for your attention<br />Thank you for your attention<br />
  58. 58. More ressources on :<br />http://gestionprojetauto.wordpress.com<br /><ul><li>Articles
  59. 59. Videos
  60. 60. Free templates
  61. 61. Favourite Automotive Links</li></li></ul><li>Share this presentation<br />
  62. 62. Available Trainings<br />Project Management<br />Problem Solving Methodology (8D)<br />Functional Analysis<br />Design FMEA (DFMEA)<br />
  63. 63. Anass AMMAR<br />Gestion de projet automobile <br /><ul><li>ammar.anass@yahoo.com</li></ul>(c) Tous droits réservés<br />

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