Grochowski and Ohlhausen, (2015), studied cooperation models as the success factor for interdisciplinary, inter-organizational research and development (R&D) in the automotiveindustry. The automotiveindustry has been challenged by the shortage of fossil fuels, the politics of global warming and rising competition from new markets nowadays. The stable success of automotive companies depends on the development of more efficient and alternative fuel vehicles with new technologies and materials that meet the individual requirements of the customers. The development of automobiles is so complex that it requires the skills of various engineering and science disciplines, which are spread all over the supply chain. Hence the only way to stay successful in the automotiveindustry is by cooperation and collaborative innovation. Therefore, cooperation models for interdisciplinary and interorganizational development are in high demand and are very critical in the automotiveindustry. This paper used a case study (research campus ARENA2036 in Germany) to analyze and evaluate the cooperation models according to the applicability to interdisciplinary, interorganizational development projects in the automotiveindustry. ARENA2036 is the largest and leading research platform for mobility in Germany, housing automobile manufacturers, suppliers, research establishments and university institutes. Based on interviews with the partners and the preceding analyses of cooperation models, suggestions for implementation are given to ARENA2036 for investments, agreements, communications, and flexible adaption tasks.
The stability of re-supply in the CLSC was examined by the simulation. The agent technology proved to be suitable for simulation of dynamic network configuration. There is a need for more holistic vision of reverse logistics as part of a closed-loop system. The further research will include in-depth case studies in automotiveindustry regarding the dynamics of reverse material flows for remanufacturing purpose. In authors opinion there is a need for distributed IT system that allow synchronized material planning and coordination of reverse and forward flows.
The automotiveindustry is one of the most innovative industries in the world and was recently described as making the transition from being mechanically based to being software based. Technology is most certainly playing a key role in developing next generation automobiles that will be more fuel effi cient, safer, and fun to drive. During the course of this report looking at the patenting trends associated with the automotiveindustry, the following observations were made: • The top 10 companies are responsible for 20 percent of the
The study has shown that the credit risk of the automotiveindustry increased relative to other European industries during the GFC, with the industry shifting down three ranking positions. This supported our research hypotheses of deterioration in credit risk relative to other industries using both DD and CDD. These metrics showed the automotiveindustry to have the second highest credit risk during the GFC, just behind the highly volatile financial industry over this period. Leading causes of this were consumers putting discretionary purchases on hold and a credit crunch which affected both the ability of consumers to raise motor vehicle finance and the ability of manufacturers to raise finance to bide them over this period. In particular, this increase in credit risk was evident among the French motor automotive companies of Peugeot and Renault, both requiring bailout from the French government.
“Our operations here will provide the Fiat Group with the means to widen its customer base and to support its expansion and volume aspirations from a strategic region, while, at the same time, contributing to Serbia’s industrial and technological development. This initiative will enhance the economic and social growth of the region. For over half a century, Fiat and Zastava have played an important role in developing the Serbian automotiveindustry. Moreover, our commitment demonstrates our confidence and trust in Serbia, especially in view of the strong determination of its Government and the perspicacity of President Boris Tadic to enable the country to advance on its European Union path.”
Implementation of such a strategy will challenge convention and disrupt established practice, but the financial crisis of 2008 revealed the weakness of the industry. Such financial stress may facilitate the adoption of a BTO strategy. Financial crises have precedence as a driver for change in the automotiveindustry. The Toyota Production System was created through necessity following the Second World War when Japanese companies could not raise the capital necessary to build automobiles using the mass production processes developed in the US (Ohno, 1988). Lean was a result of necessary innovation in vehicle production, minimising waste and hence cost. Contrasting the approach of mass production developed by Henry Ford and providing a challenge to manufacturing convention, central to Ohno’s vision was the building of vehicles at the rate and variety demanded by the customer – building to customer order – such that each vehicle was paid for before it was built (Monden, 1983). Ianni (2011) outlines the steps needed to successfully realise lean as an enterprise transformation example in an automotive company. In addition, Roth (2011) outlines some key factors, namely attending to positive persona and interpersonal outcomes and balancing productivity gains with business growth – to realise lean transformation. While some evidence of enterprise transformation can be found in extant literature (e.g. Ianni, 2011; Rouse, 2011), Rifkin (2011) point out that we need to learn more about enterprise transformation by adopting a systematic approach. To fill this gap in the literature, this paper provides a systematic review of enterprise transformation by investigating not solely individual examples, but providing a deep investigation of the possible future state of the automotiveindustry.
This chapter will review the study of 5S that have been done by researches, experts and author from the relevant references. It is included the brief history of Malaysian automotiveindustry and the philosophy of 5S steps which are reviewed from other sources that involve in 5S implementation previously. Finally, there will be a discussion about the link of 5S with other performance improvement initiatives and the benefits and barriers of 5S implementation.
◆ The state offers access to a growing roster of engineering talent. Engineering completions in Tennessee have increased by 25 percent between 2007 and 2012. ◆ Multiple interstate systems and railways allow close access for proximate supplier-to-supplier and supplier-to-OEM relationships. The automotiveindustry has been critical to the success of the state’s overall economy, particularly its manufacturing sector, and has contributed to significant employment gains coming out of the recession.
“Any company that wants to be successful in the face of global competition will in future have to focus even more on factors such as qualification, competency, know-how and innovative capacity. This applies particularly to the automotiveindustry and its traditional markets in the West, if this is to remain competitive and meet the challenge of the new emerging markets. For this reason, we have to support all initiatives and programs that help in improving the qualification structure and contribute to professional training and continuing education that is needs-based and future-oriented.”
In the modern world, ecology and the economy are on cross road. Innovation processes toward sustainable development (eco-innovation) have received increasingly attention during the past years. Eco-innovation is a novel fuzzy concept getting growing attentions under global climate change. It is need of further clarification both theoretically and methodologically. The automobile sector is faced with numerous challenges of resource scarcity, reduction of carbon emissions from cars which contribute to climate change. The main purpose of this study is to know how the customer acceptance towards eco-innovation is is in automotiveindustry among Malaysian. A total of 100 usable questionnaires were coded and analyzed. Statistical techniques such as descriptive analysis, reliability, and validity were used in this study. This paper contributes to an increased understanding of how customer accepts in eco-innovation in automotiveindustry in Malaysia.
As an example of these sentiments, Prime Minister Putin discussed a small amendment to the law on value added tax (VAT): to charge it on the dealer’s margin and not on the entire sales value. These words could arguably be the most important announcement for the benefit of the Russian automotiveindustry since the introduction in 2005 of Decree 166, which was intended to attract foreign manufacturers to set up production in Russia. A transparent second-hand car sector does not exist in Russia mainly because of excessive VAT charges. There is no Russian equivalent of Glass’ guide Kelly Blue Book to second-hand car prices, and no industry dependent on accurate calculation of residual values. If the law is changed as Prime Minister Putin has indicated, it will revolutionise the retail sector and contribute greatly to underpinning the stability and sustainability of the Russian auto sector.
As all know patent brings new level of competitiveness, especially in automotiveindustry. Innovative Benchmarking may open up new possibility to create another innovation. This can be achieved using Patent Circumvention. However, in the real situation things maybe more difficult when cost reduction is also a part of the target, which is normally people compromise for the long term goal. DTCI is used to explore this
Maxton and Wormald (2004) reported that vehicle manufacturing countries are divided into 4 groups: (1) Core (i.e. US, Japan); (2) Peripheral; (3) Autarchic – trying to be core, developing their own auto industry (i.e. Russia, Iran, Malaysia); and (4) Networked-In (i.e. Thailand, South Africa). In 2007 the global automotiveindustry is estimated to have a turnover of USD 2.52 trillion whilst employing an estimated of 8.4 million employees (OICA, 2007). To put it in perspective, it almost doubles the turnover for Microsoft, Google, Cisco, Apple, Intel, and IBM for the same period combined (Hansel, 2007). A 2014 report by Financial Times lists 33 motor vehicles and part manufacturers in its Global 500 Companies with its two best performers, Volkswagen and Toyota Motors only managed to rank 8 th and 9 th respectively, well below Wal-Mart Stores (1 st ), Royal Dutch Shell (2 nd ), Sinopec Group (3 rd ), China National Petroleum (4th), Exxon Mobil (5th), BP (6 th ), and State Grid (7 th ) (Financial Times, 2015). Malaysia’s national car manufacturers PROTON and PERODUA are not in the list, with only Petronas the only Malaysian company listed (69 th ).
is divided into three sections. The first one on the far left displays the change in GVC workers in manufacturing as a share of total workers in the economy. The second part in the middle is about the GVC manufacturing workers employed by sector and the third part on the far right is about the change in GVC manufacturing workers employed in the different sectors from 1995 to 2008. Basically this table shows, how the different sectors are divided when it comes to manufacturing. What catches the eye immediately is that the service sector notes a sharp increase in the GVC of manufactures in Germany. The manufacturing sector, on the other side, is declining. As for the eastern countries, the picture is a little different as their primary focus is on the decline in the agricultural sector. OF course this is due to the restructuring and the technological advancements after the accession to the EU (Pavlinek, 2009). Furthermore does the manufacturing sector not display as much of a decline as is displayed in the German manufacturing sector. This might be part of the explanation, why many countries seem to have specialized in the transport equipment sector. As indicated by Timmer (2013) the German industry might focus more heavily on high- skilled tasks in the value chain of the manufacturing industry. To be sure one would need disaggregated data on the different sectors (in this case GVC workers in manufacturing as part of the German production in the transport equipment sector). In this section I focused on the analysis of the effect of the eastern enlargement on the competitiveness of the German automotiveindustry. To do that I used three different indicators put forward by Timmer as a new measure of competitiveness based on the GVC approach. The next section will focus on the comparison between the TTIP agreement and the Eastern Enlargement. Accompanied by that, the
The automotiveindustry uses of natural fiber reinforcement, which proven that viable in a number of automotive parts. Currently, flax, sisal, and hemp are processed into door cladding, seatback linings and floor panels  (refer Fig. 5). Prior to this, proper material selection of natural fibers and careful design should be count into in order to achieve good impact behavior especially the main structure like bumper beam for absorbing the energy of collisions .
SGAIM’s portfolio of solutions includes the management of accounts receivable, accounts payable, contract and personnel files, which could equally be of interest to the automotiveindustry. The automotive sector receives and generates a considerable amount of administrative-, production- and quality control-related documentation, whose retention periods can be very long. In car manufacturing and financing, a large amount of documentation cannot be freely destroyed, and specific legislation exists to regulate how and for how long such documents need to be retained. Moreover, this varies depending on whether the document certifies the quality control of a car during manufacture or the ID document of the purchaser of a vehicle. For this reason,
Therefore, demand visibility must be communicated to all units in the supply chain. In the current system, order banks operate in batch mode, and orders wait a day at each batch operation before being sent to scheduling. For build-to-order, the actual order must be communicated to each unit in the chain in real time without any distortion or delay. The automotiveindustry can use a direct order booking system to deal with demand. Available capacity becomes the number of free slots. Once the dealer assigns a customer a build slot, the stability of that order in that slot helps avoid information distortion in supplier schedules. Then, suppliers will know exactly how many components will be needed in the assembly plant. In addition, logistics companies plan and optimize their loads based on the complete date of production from locked assembly slots. There are two advantages for a direct booking system. Firstly, the dealer can give the customer a reliable delivery date at order entry. Secondly, order banks, scheduling and sequencing will be merged into one system which reduces the processing time. Because direct order booking locks in the build sequence once it is set, demand stays stable and visible to suppliers and logistics service providers.
Quality, reliable deliveries and prices are the most important characteristics of a supplier in this industry. VLP must be able to offer perfect logistic solutions and references to fit the expectations of the OEM, and price-levels can be met as long as volumes are not that large that direct competition from mills must be dealt with. This is mainly because of the great supplier-base VLP has for its products, in order to achieve both good quality and low pricing. Quality, at last, is what VLP already focuses on by providing better qualities of steel products that distinguish VLP from its competitors. However, I have learned that in this industry, and in the automotiveindustry in general, it is not only extremely important to supply perfect quality, but the process of achieving and maintaining this quality of both product and process at an outstanding level is as much of importance to the OEM. As a supplier in this industry you have to be able to supply products on an ongoing basis at the same high quality, over and over again.
From the above survey about the autonomous car we come to a conclusion that any system to work on its own need to be first trained itself for the suitable environment under different constraints and time measures. The use of renewable resources like solar, wind helps in overcoming the dependency on exhaustible resources. Although the initial installation of these renewable resources are costly but in a long run they do have more advantage for upcoming automotiveindustry. The idea of building a semi- autonomous car is to guide a man with right traffic rules and ensure his safety.