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Space produce unified assemblies and parts used in the automotive industry

Space produce unified assemblies and parts used in the automotive industry

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Automotive Industry

The global auto industry is more challenged than many people realize. On the surface, performance is strong. Worldwide sales reached a record 88 million autos in , up 4. Nonetheless, viewed through the lens of two critical performance indicators, the industry is in serious trouble.

In that period, average auto maker TSR was only 5. The leading suppliers have done a little better, just beating their costs of capital to enjoy a small positive return, after many years of negative net returns. These numbers almost outweigh the positive sales and earnings results. They paint a picture of a sector that is a less attractive or less lucrative place to invest than other industries.

This assessment suggests that there will be relatively few winners in the auto industry during the next five years and beyond. Those that do stand out will be the companies that harness their limited capital resources in creative ways, to navigate a still-unfolding and unfamiliar landscape. To be sure, rates of return on capital have been a problem endemic to the auto industry for years, which is one reason for the many bankruptcies — or near liquidations — among OEMs and suppliers, particularly in the past decade or so.

Surviving automotive companies have famously bent over backward to save pennies on every car or component they make. However, the situation is becoming more dire: The cost of capital is unlikely to come down from its already low inflation-adjusted levels, and new capital outlays are rising for advances in, among other areas, connected car and autonomous driving technology.

Indeed, what is particularly notable about the current wave of innovation in automobiles is not so much the speed with which it has emerged though that is remarkable as the breadth of the innovation — how much it is altering the basic contours and features of the traditional automobile and amplifying the difficulty and cost of manufacturing cars. Ubiquitous electronics, a variety of digital services, and novel powertrains and connectivity systems are hastening the need for expensive new parts, components, and functions.

For OEMs, the price tag is high — as much as 20 percent greater than the cost of the previous generation of automobiles. The front seat may be reoriented to face the back seat, so passengers can converse as they would in their living rooms.

Twitter LinkedIn. Now, interior surfaces are potential real estate for ambitious enhancements of safety or entertainment. New technologies such as 3D laminated glass, haptic sensors, and augmented reality heads-up displays — which offer drivers alerts, safety aids, and warnings on invisible screens embedded in the windshield — have entered the vocabulary of traditional suppliers.

Large navigation and entertainment display screens in the dashboard offer Web-based information and media as well as data arrays picked up from networked roads and other cars. The autonomous car will further up the ante, and soon. The front seat may be reoriented to face the back seat, so passengers can converse as they would in their living rooms while the car cruises to a destination. Many of the new features going into cars require the expertise of software engineers, who by and large prefer the ostensibly more dynamic work environments of Silicon Valley startups to those of the automotive industry.

As a result, some of the recent mergers and acquisitions in the automobile sector were undertaken to augment in-house technical knowledge and capabilities.

Taken as a whole, innovation-related challenges are reshaping traditional auto industry structures and relationships — in particular, by threatening the existing distribution of profits and the boundaries between OEMs and Tier One or Tier Two suppliers, as well as between automotive and tech companies. Some suppliers will fold, as their business goes away completely, and others will struggle because changes in technology content will bring OEMs or non-automotive suppliers into their markets as new competitors.

Decisions about investments and industry alliances that are being made now will determine the dominant positions of tomorrow. The rising cost of safety and environmental regulations is also a concern for the industry.

In the U. However, there is a question whether a change in federal U. In addition, the regulatory requirements in other parts of the world are quickly catching up to those in the more regulated countries.

Moreover, the real environmental challenges that underlie these trends are not going away and will ultimately have to be confronted. Considering these disparate pressures on costs, there is no easy formula that OEMs or suppliers can use to improve their return on capital.

The solution will likely come from a combination of actions. Part of the answer lies in consolidation, which reduces industry capital requirements by eliminating competition and combining two manufacturing and design footprints into one. However, consolidation is not the only solution — and in fact not even an attractive solution for companies struggling to fund new innovations. Auto makers in particular will need to examine other strategic channels for relief. We believe that OEMs should consider three actions:.

Broadly speaking, OEMs have more leeway than suppliers to implement aspects of this road map — largely because they are at the top of the food chain and in a better position to influence ground rules than those below them. Given these constraints, suppliers should focus on two areas.

First, they should position themselves in a profitable part of the vehicle ecosystem. Whether the end product is differentiated or a commodity, suppliers need to be sure they have the best organizational and operational capabilities for their niche in the current and future industry structure. Second, they need to optimize their business model. For suppliers of commodities, this involves a relentless focus on minimizing costs.

For other suppliers that are able to differentiate their products or operations — through technology innovation, patents, an advantageous manufacturing footprint, or superior logistics and supply chains — the challenge is to build upon these assets by creatively upgrading them while enjoying the benefits of the price premium.

In short, suppliers must recognize the world they inhabit and make sure that they can effectively navigate it. The sheer number of OEMs and suppliers in many segments has in the past prompted hasty partnerships and investments. Poor decisions have been made in an effort to avoid falling behind competitors rather than to maintain a logical, suitable path for growth. In many cases, an OEM would hear about a hot market and establish a plant or distribution arm there, only to find out that its models and brands were not a good fit for that region.

For companies in any industry, deciding what to invest in is complicated. In the auto sector, where we are already witnessing revolutionary product changes and where more are certain to come, it is especially difficult. So viewing the sector through the lens of return on capital is absolutely critical. The current low rates of return are unsustainable in this environment, and improving returns will ensure that the industry can continue to attract the capital it requires to create the types of vehicles customers want most.

Rich Parkin. Reid Wilk. Akshay Singh. All rights reserved. Please see www. The future will be rocky for auto companies unable to improve returns on capital. A new road map Considering these disparate pressures on costs, there is no easy formula that OEMs or suppliers can use to improve their return on capital. We believe that OEMs should consider three actions: Share platforms and manufacturing. When the goal is to improve efficiency in capital outlays, a good place to start is with platform or chassis and powertrain investments.

Now that each auto maker is designing and building its own engines, transmissions, and related equipment, the amount of duplication within the industry is extraordinary. This is especially wasteful because consumers rarely buy cars for the platform — instead, they focus on such attributes as styling, quality, and reliability. However, platform sharing among OEMs is rare. If auto makers expanded their cooperative efforts, the industry would essentially be smart-sizing, the way the airplane manufacturing sector has over its long history.

In the very beginning of aeronautics, the Wright Brothers and companies that grew in their wake made their own engines. Before long, a group of separate businesses emerged to produce engines, each of them competing to improve and advance the equipment. As aircraft engine technology advanced rapidly, jet engines became the dominant design — and having a spate of companies making the same part proved costly. The industry responded by consolidating, resulting in just a few independent aircraft engine manufacturers and a more efficient supply market.

The similarity to having many OEMs and suppliers producing virtually the same automobile transmissions is clear. This, too, is already happening in isolated cases. The difficulty of eking out profits from small cars long ago prompted Toyota and Groupe PSA to share production at a plant in Kolin, in the Czech Republic.

Similarly, we have seen rebadging across brands in markets where sales volume is low. For instance, Renault, Nissan, and GM have been cooperating in manufacturing some light commercial vehicles, virtually identical products sold under three different brands. By removing excess capacity and concentrating supply, these collaborative solutions offer some of the same benefits as industry consolidation — in particular, improvements in capital efficiency and capital returns.

Offload more development work to technology suppliers. Many automotive companies are highly involved in developing the new technologies their customers want — whether it is the human—machine interface for infotainment, autonomous features, or the components for electrification. In these relationships with Silicon Valley, OEMs can retain a proprietary hold on interfaces as well as on connectivity and infotainment systems that distinguish them from competitors.

Some early initiatives such as BMW i Ventures, a venture capital fund based in Silicon Valley, and Toyota Connected, a partnership with Microsoft offer glimpses of how the auto—tech ecosystem might work.

Redesign distribution models. There is of course some variation by country and segment; for instance, fleet sales are less expensive than retail.

However, the percentage is generally higher than it needs to be. Although OEMs are locked into dealer relationships in the U. These changes in the distribution system should ultimately aim to cut costs by minimizing the number and expense of retail outlets and using technology for better inventory control. Savings could come from selling via Web channels. Rather than opposing Tesla, as some auto makers have, U.

OEMs should view this potential change as an opportunity to innovate. OEMs are finding that as customers use the Internet to research car purchases, they do less shopping in person. Car buyers are now visiting between one and one-and-a-half dealers before buying a car, compared with visiting four or five a generation ago. Using analytics to assess this data for demographic and location trends, auto makers hope to gain savings from inventory and dealer facilities management.

They can target customer preferences more effectively and place the appropriate mix of retail formats in the right areas. That is why in the U. Download 0. Focus on returns For companies in any industry, deciding what to invest in is complicated.

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ERP Software: A Key Essential for the Automotive Industry

While this may sound like science fiction, these kinds of factories have been a reality for more than 15 years. To imagine a world where robots do all the physical work, one simply needs to look at the most ambitious and technology-laden factories of today. In June , the Chinese e-commerce giant JD. Without robots, it would take as many as workers to fully staff this 40K square foot warehouse — instead, the factory requires only five technicians to service the machines and keep them working. To answer this, we took a deep dive into 8 different steps of the manufacturing process, to see how they are starting to change:.

Besides being part of the Renault—Nissan—Mitsubishi Alliance, it is also a part of Mitsubishi keiretsu , formerly the biggest industrial group in Japan, and the company was originally formed in from the automotive division of Mitsubishi Heavy Industries. Mitsubishi Fuso Truck and Bus Corporation , which builds commercial grade trucks, buses and heavy construction equipment, was formerly a part of Mitsubishi Motors, but is now separate from Mitsubishi Motors, and is owned by the German automotive corporation Daimler AG though Mitsubishi continues to own a small stake.

David Portree brought up some very good points in his blog on robots and humans. His discussion about tele-operation for a Mars mission is a follow-on from one covering a good Mars mission scenario that Geoff Landis did back in The concept of tele-operation of robots from orbit is an important one. Current robotic exploration is vital to and is in direct support of future human exploration. Finding a good site for a Mars base will eventually become a high priority.

Automotive & Transportation

Innovation and collaborative, synchronized program management for new programs. Integration of mechanical, software and electronic systems technologies for vehicle systems. Product innovation through effective management of integrated formulations, packaging and manufacturing processes. New product development leverages data to improve quality and profitability and reduce time-to-market and costs. Supply chain collaboration in design, construction, maintenance and retirement of mission-critical assets. Visibility, compliance and accountability for insurance and financial industries. Shipbuilding innovation to sustainably reduce the cost of developing future fleets. Siemens PLM Software, a leader in media and telecommunications software, delivers digital solutions for cutting-edge technology supporting complex products in a rapidly changing market. Faster time to market, fewer errors for Software Development.

Future Factory: How Technology Is Transforming Manufacturing

If only Henry Ford could see what his brainchild was up to today. The assembly plant is going virtual, a development that could make the auto manufacturing process more efficient than ever. Considering efficiency was at the heart of Ford's assembly line, one can assume he'd be a fan. IntoSite is currently about a year into its pilot phase, which is taking place at the Michigan Assembly Plant in Wayne, Michigan.

Aerospace Pcb.

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Aerospace Pcb

The global auto industry is more challenged than many people realize. On the surface, performance is strong. Worldwide sales reached a record 88 million autos in , up 4.

Signing up enhances your TCE experience with the ability to save items to your personal reading list, and access the interactive map. The automotive industry includes the production of cars and car parts. Though dominated by foreign firms largely American , Canada boasts a strong domestic parts manufacturing sector that emerged in the last part of the 20th century. See also Industry. The early development of automotive technology occurred in Europe in the late s and s; even the name automobile is French.

What does the smart factory revolution in automotive manufacturing mean for dimensional metrology?

Automotive manufacturing has evolved into a highly competitive market, with tightening margins and competitive pressures from factors not previously considered. As a result, optimization of the manufacturing process has taken on new meaning, and multiple pursuits are in place to ensure productivity and profitability in the auto industry. Dimensional metrology is one of the technologies used in the quality control process to ensure accuracy of manufactured components. This industry is also experiencing significant technological advancements to enable smart factory concepts of the future. As a result of increased globalization, improving technology, and superior features being incorporated into these systems each year, this market is expected to continue expanding. CMMs are devices used for measuring the geometrical characteristics of a component.

Aug 29, - The automotive industry has utilized ERP solutions for quite a while. a series of processes including production, procurement, assembly, testing, supply chain, etc. It enhances the capabilities of auto components manufacturers to systems and integrating it into a unified system, ERP software makes it.

Established in , Aero-Space is an AS certified and factory authorized distributor. Through our large inventory and creative supply chain solutions, we partner with our manufacturers to provide the best customer service in the industry. Aero-Space is an authorized distributor for Accuride International Inc. Accuride began as a small tool and die shop in in South Gate, California, producing top-quality slides for tape drives and copy machines.

Ford Pilots A New Virtual Assembly Plant To Build Its Cars

Its subsidiary, Magna Powertrain, has been responsible for chassis and suspension development since the inception of the project. It will now be joined by Magna Steyr, which will undertake the series development phase of the forthcoming Grenadier. INEOS Automotive now moves into all-important series development and start to set our sights on the start of production.

Mitsubishi Motors

General Motors experienced phenomenal growth during its formative years. Through a series of various strategic acquisitions and shrewd business moves, the company quickly became the largest automaker in the world. By the mids, GM accounted for 44 percent of U.

The ingenuity and visibility of NASA space programs, such as the max launch abort system MLAs , are sparking the creativity, knowledge transfer, and unique applications of revolutionary technologies in areas such as aerospace, wind energy, transportation, oil, safety, and civil infrastructure.

If you take a look at the exciting vehicles currently in production, you will see that the industry has made a phenomenal shift due to the myriad technological advances and inventions that are now incorporated into automobiles. Consumer expectations have changed as well, with car buyers expecting not only the new technology but also sustainability. Enterprise Resource Planning ERP software has been a key enabler of many of the breakthroughs in the auto manufacturing space, allowing automotive equipment manufacturers to smoothly and efficiently manage their business processes and in turn, drive higher productivity and progress. The automotive industry has utilized ERP solutions for quite a while. However, in the current scenario, ERP has become a necessity, considering the mounting competition in the sector, the rising demand for automotive production and the dire need to deliver top-flight products.

Tesla Manufacturing Process Pdf. Please try again later. Expired - Lifetime Application number Publication date Application granted granted Critical. The TPS organizes manufacturing and logistics for the automobile manufacturer, including interaction with suppliers and customers. The probability of small errors and unforeseen situations is proportional to the complexity of the process, especially when the process takes place in the physical world. Speed and precision for your battery manufacturing.

Global Auto Parts Industry. The Automotive Parts and Supplies Industry including the automotive aftermarket industry is also an important part of the global automotive area. Global Automotive Components and Suppliers Expo features international exhibitors demonstrating the best of manufacturing expertise from around the world. In particular, Mexico is now the destination for one-third of overall auto.

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