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Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
Project Management In The Automotive Industry
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Project Management In The Automotive Industry

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Introduction to project management in the automotive industry

Introduction to project management in the automotive industry

Published in: Automotive, Business, Technology
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  • 1. Project Management<br />In Automotive Industry<br />
  • 2. Background<br />Purpose of a project<br />
  • 3. Background<br />Project<br />Temporary endeavor undertaken to create a unique product, service or result <br />
  • 4. Background<br />Business need<br />Performance.<br />Gallardo<br />(2003)<br />
  • 5. Background<br />Business need<br />Environmental friendly.<br />Prius 3<br />(2009)<br />
  • 6. Background<br />Business need<br />Urban car.<br />Smart<br />(1998)<br />
  • 7. Background<br />Project Management<br />Structured methodology aiming successful completeness of project objectives<br />
  • 8. Background *<br /> (part 2)<br />Project In Automotive Sector?<br />
  • 9. Background<br />Automotive sector is<br />highly<br />competitive<br />
  • 10. Background<br />A key practice to stay competitive is<br />LEAN <br />
  • 11. Background<br />LEAN<br />1) Wastes reduction<br />( Muda - 無駄 )<br />2) Continuous improvement <br />(Kaizen – 改善)<br />
  • 12. Background<br />Project Management in <br />automotive sector follows the<br />same logic …<br />LEAN<br />
  • 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. Step 1 : Plan<br />a- Target Setting<br />
  • 15. Step 1 : Plan<br />a- Target Setting (SMART)<br />Like a good sailor,<br />set the headland,<br />define your target!<br />
  • 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. Step 1 : Plan<br />a- Target Setting (SMART)<br />Specific<br />What?<br />
  • 18. Step 1 : Plan<br />a- Target Setting (SMART)<br />Measurable<br />How much?<br />Quantity : ……………<br />Volume : ……………..<br />Speed : ………….....<br />etc<br />
  • 19. Step 1 : Plan<br />Achievable<br />
  • 20. Step 1 : Plan<br />Realistic<br />Achievable<br />
  • 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. Step 1 : Plan<br />a- Target Setting (SMART)<br />(Bad) Example :<br />Reducescrap rate<br />
  • 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. 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. Step 1 : Plan<br />b- Set milestones<br />
  • 26. Step 1 : Plan<br />b- Set milestones<br />SMART<br />Visualize your target* on a timeline<br />Kick-Off<br />Target<br />
  • 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. 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. 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. Step 1 : Plan<br />c- Master Schedule<br />
  • 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. 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. Step 2 : Do<br />Step 2 : Do<br />
  • 34. Step 2: Do<br />Today<br />C<br />C<br />C<br />C<br />C<br />Visualize progress of your project…<br />
  • 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. Step 2: Do<br />Today<br />C<br />C<br />C<br />C<br />C<br />Achieved result = Expected outcome?<br />
  • 37. Step 2: Do<br />Tips &amp; Tricks<br />Set regular follow-up meetings up-front<br />(e.g.: at beginning of the year)<br />
  • 38. Step 2: Do<br />Tips &amp; 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. Step 2: Do<br />Tips &amp; Tricks<br />Ensure follow-up<br />through clear To-Do list :<br />What? Who? When?<br />
  • 40. Step 2: Do<br />Tips &amp; Tricks<br />Only 3 options when judging progress :<br />Done<br />On-going<br />Delay<br />
  • 41. Step 2: Do<br />Tips &amp; Tricks<br />Speak with facts ! <br />
  • 42. Step 2: Do<br />Tips &amp; Tricks<br />Don’t judge. Don’t blame.<br />
  • 43. Step 2: Do<br />Tips &amp; Tricks<br /> ( Visualize )<br /> ( Visualize)<br />
  • 44. Step 2: Do<br />Tips &amp; Tricks<br /> ( Visualize )<br /> Example visualization<br />
  • 45. Step 2: Do<br />Tips &amp; Tricks<br /> ( Visualize )<br /> Example visualization<br />
  • 46. Step 2: Do<br />Tips &amp; Tricks<br />Issue meeting minutes<br />within 24h<br />
  • 47. Step 3 : Check<br />Step 3 : Check<br />
  • 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. 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. Step 3 : Check<br />Target<br />
  • 51. Step 4 : Act<br />Step 4 : Act<br />
  • 52. Step 4 : Act<br />Without standardization,<br /> No continuous improvement <br />
  • 53. Step 4 : Act<br />Standardization helps in leveling-up knowledge<br />Improved standard<br />Improved standard<br />No standard<br />
  • 54. Step 4 : Act<br />1) Standardize good practices<br />2) Learn from mistakes<br />
  • 55. Conclusion<br />Conclusion<br />
  • 56. Conclusion<br />Like a good sailor,<br />set the headland,<br />define your target!<br />
  • 57. Thank you for your attention<br />Thank you for your attention<br />
  • 58. More ressources on :<br />http://gestionprojetauto.wordpress.com<br /><ul><li>Articles
  • 59. Videos
  • 60. Free templates
  • 61. Favourite Automotive Links</li></li></ul><li>Share this presentation<br />
  • 62. Available Trainings<br />Project Management<br />Problem Solving Methodology (8D)<br />Functional Analysis<br />Design FMEA (DFMEA)<br />
  • 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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