Automotive Australia Report

8/22/2019 Automotive Australia Report

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Automotive Australian 2020

by

AutoCRC Ltd

1

20-21June 2013BITEC, Bangkok -Thailand


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Current Structure of the Australian Auto Sector

Challenges Facing the Automotive Sector

Automotive Australia 2020 Technology Roadmap

Implementation of the Roadmap

Business Excellence Initiatives - ASEA Research Initiatives - AutoCRC

2

Scope


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Business Excellence Initiatives - ASEA

Research Initiatives - AutoCRC

3

Scope


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There are 3 Car Manufacturers and 2 Truck Manufacturers in Australia.

4

Ford - Vehicles

Holden - HQ & Engines

Toyota - Engines &Cars

Ivecco Trucks

Kenworth - Trucks

Ford - EnginesHolden - Vehicles

AustralianAutomotiveIndustry


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5

Victoria Bosch

Continental

Dana

Denso

Futuris

Hella

Toyota Boshoku

NSW

Tenneco

S.A. SMR

Tenneco

Toyoda Gosei

..and more than 500 suppliers, including many global companiesAustralianAutomotiveIndustry


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Employment

Exports & Imports

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Currently manufactures 200,000+ per Year

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Approx. 30% Export



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Strengths The capability to produce a vehicle from a drawing, through

the complete manufacturing process, all the way to thedealership is a capability possessed by just 13 countries andAustralia is one of those.

Global design and testing facilities.As one of the largest industry spenders on Research and

Development , the automotive industry is seen as the pinnacleof manufacturing. Approximately AUD$650 Million

For every direct job in the industry, 5 - 6.5 jobs are provided inancillary industries - multiplier effect High levels of skill and innovation

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9

Scope


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From the mid 1980s until 2010 the highly protectionist policy regime Import tariff rate of only 5% applying from 2010 onwards. Free-trade-agreements for example with Thailand, USA and Malaysia (which reduces

the effective tariff rate to about 3.5%) Most open market for vehicle imports of any of the 13 automotive producing countries

in the world. Changing consumer preferences and increase in choice in brands has steadily

reduced the market share and the volume of locally produced vehicles. Compounding these factors, the Australian dollar has appreciated by as much as 50%

against our major trading partners in recent years In 2004 the industry produced 410,000 vehicles, achieved a domestic market share of

30% and exported $5.3 billion dollars of vehicles and components. In 2012 the industry produced 220,000 vehicles, resulting in only 12.5% share Extrapolating first quarter sales in 2013, the locally produced vehicle market share for

2013 calendar year may be less than 10%. Global Architectures

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ChallengesfacingtheAutoIndustry


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11

Scope


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Goal: Define a technology roadmap for Australian automotive

industry

Initiated June 2009 by Auto Industry Innovation Council

Funding from AutoCRC, Australian (DIISR) and VictorianGovernments

Delivered by ANU

AutoCRC

University of Cambridge

CSIRO

Reference group to provideoversight and policy direction

AutomotiveAustralia2020

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Scope Engage industry, technology providers and government

Understand short term needs Identify long term trends

Match Australian capability with industry needs

Identify gaps

Provide a roadmap for the auto industry to 2020+

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AutomotiveAustralia2020


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160 Organisations- Vehicle Producers

- Suppliers

- Researchers

- Industry Bodies

- Governments- Aligned External

Organisations(Defence,

Aerospace,Resources, etc.)

220 Individuals 2,500 hours of

Direct industryengagement.

BroadParticipation

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Control

Finance

Alliances & Networks

Skills & Competencies

Other

Resources

Non-Auto Supply Base

Science Base

Engineering Services

Manufacturing Processes

Other

Electrical

Supply Base

Other Stakeholders

Political & Legal

Economic

Environmental

Technological

Social

Infrastructure

Chassis

Auto Supply Base

Driveline

Body

MVPs

Regional Government

National Government

Vision2016 Long term 20202012 Medium term 20152009 Short term 2011Past

Control

Finance

Alliances & Networks

Skills & Competencies

Other

Resources

Non-Auto Supply Base

Science Base

Engineering Services

Manufacturing Processes

Other

Electrical

Supply Base

Other Stakeholders

Political & Legal

Economic

Environmental

Technological

Social

Infrastructure

Chassis

Auto Supply Base

Driveline

Body

MVPs

Regional Government

National Government

Vision2016 Long term 20202012 Medium term 20152009 Short term 2011Past

4. Identify Key Strategic Capabilities

TRENDS&

DRIVERS

MARKETNEEDS

STA

KEHOLDERS

CAPAB

ILITIES

ENABLERS

1.

Establish

Vision

2. Understand

Future

Global

Market

Need

3. Understand

National

Capability

Cross-cutting Enablers

4. Develop

Opportunity

Roadmaps

4. Develop

Opportunity

Roadmaps

4. Develop

Opportunity

Roadmaps

5. Develop

Opportunity

Roadmaps

6.

Prioritise

Opportunities

PopulatingtheRoadmap

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Throughadvanced green car initiativesAustraliacan become one of the worlds leading designers and

producers of zero emission passenger vehicles

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As concerns overenvironmentalchallenges and energy securitydrive increasedpublic awareness of emissions and efficiency, a paradigm shift is looming in the

automotive market

AutomotiveAustralia2020Vision


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Capabilities Interviews Surveys

Automotive

Non Automotive Research

Workshops Opportunities

International assessment

by Deloitte Vehicle producer interviews Workshops

Capability + Attractiveness=Australian Opportunity 17

Capabilities&Opportunities


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Technology Roadmap for the Australian Automotive Industry With a view toward the global market

Building on current and developing capabilities in the Australian industry

Four Priority Opportunity Areas1. Electrification

2. Gaseous Fuels

3. Light-weighting

4. Data and CommunicationSystems

32 Specific Applications

32 Recommendations

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AA2020Results


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Applications:VehicleElectrification Short Term (2010 - 2012)

Market still emerging, limited by product availability

Medium Term (2012 - 2016)

Super-capacitors increased energy density for existing batterychemistries Seamless integrated charging infrastructure Hybrid and electric vehicle production for fleets and taxis

Long Term (2016 - 2020) Modular EV powertrains and modular, standardised battery pack

Software and hard ware for EV specific driver interface Design and assembly of power electronics modules System solutions for EV architectures High energy density batteries Low cost, robust and efficient electric machines


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Short Term (2010 - 2012) Fast fill solutions for LPG Expansion of LPG retrofit market High capacity, low cost, on-vehicle storage tanks for CNG

Medium Term (2012 - 2016) Natural gas vehicle technology Dedicated LPG system for direct injection engines Increased availability of natural gas refuelling

Long Term (2016 - 2020) Gaseous options still relevant in the face of strong trends away from fossil

fuels

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Applications:GaseousFuels


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Short Term (2010 - 2012) Reduced vehicle structure weight by 30% Lightweight road wheels Materials and processes for recycling

Medium Term (2012 - 2016) Energy absorbing foams and adhesives 3D Knitted composites for interior structures Lightweight body and door panels Replacement of steel components with lightweight alternatives

E.g. Al, Ti, Mg and composites

Long Term (2016 - 2020) Light weight modular vehicle platform

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Applications:LightWeighting


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Short Term (2010 - 2012) Roll-out of diverse existing technology options Integration of related devices, improved driver interfaces

Medium Term (2012 - 2016) Provision of real-time traffic congestion and incident information Next generation car navigation systems Improved HMI and driver information

Long Term (2016 - 2020) Provision of dynamic speed limit information Data-gathering from road signs, delivery from central data hub

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Applications:DataCommunications


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Industry Collaboration Research - Industry

Government Support

Policy and targeted researchprograms

Science and Research Material performance

Education and Training Training of industry

Feasibility and Planning23

EnablingActions

Reference: www.autocrc.com/about/2020
http://www.autocrc.com/about/2020http://www.autocrc.com/about/2020


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24

Scope


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AutoCRC Ltd

Business Excellence Division Research Division

Enables & Supports Quality Research

AutoCRCLtd


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Objective: Help the automotive supply chain achieve worldclass levels of competitiveness and sustainability. Led by AutoCRC since commencing in 2007

Funding from government and participating companies

Focus on manufacturing and business systems

Oversight by Steering Group, including Government,Association, and executives from all local Carmakers

>350 improvement projects completed across 100+companies

BusinessExcellenceDivision

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The Process includes: An Assessment that is Comprehensive & Company-wide.

Outputs include: A Benchmark Report (11 Competencies, 52 Metrics, 20 KPIs) A set of prioritised Improvement Plans addressing the critical gaps Prioritised in order of importance to the business - Safety/Finance/etc.

Discuss, scope, implement and complete the Projects Where possible, Start with priority 1

Continually ask for and monitor feedback

Assessment 1. Benchmark

Report

2. Improvement

Plans

Scope Project

ScopeImplement & Complete

ProjectsDoc PMD IssueNo 01091208

Harrington's Strategic Business Planning [SBP] D at e # #

Current Outlook Dec Jan Feb Mar

1. Project Status 8. Schedule 11 2 2 2 9 5 10 1 9 2 6 5

W k 1 W k 2 W k 3 W k 4 W k 5 W k 6 W k 7 W k 8 W k 9 W k 1 0 W k1 1 W k1 2

X/ / O X / /O

2. Project Statement

Background(Why) 1InitialMeeting ASEA

2Kick off meeting ASEA

Refer to original ASEAScopingdocument signedby Harrington'sandASEA 3 Tr a i n in g d a y1 &2 AIM

4Situationalanalysis H

Description(Plan) 5Swot summary H

6Strategic objectives H

Refer to original ASEAScopingdocument signedby Harrington'sandASEA 7Strategic options H

8Developactionplans H

3. KeyProject Resources 9Developstrategic plan H

Utilisation 10PreparePPT fortrainingday3 H

M an ag in gD ir ec to r P ro je ct M an ag em en t F ac il it at io n 1 00 % 1 1T ra in in gd ay 3 A IM

K ey Ma na ge rs P ar ti ci pa te C om pa ny kn ow le dg e 1 00 % 1 2F in al is es tr at eg ic p la n H

13Implement plan H

4. KPI's KPI 1 -Time Commitment 14Monitoringplan H

Reporting

Coaching

5. Project team [Project management]

9. Issues(Risks)

Company Businessimprovement leader Jo h n Har r i n gto n 0 4 1 8 2 85 6 2 8 No

Project leader Jo h n Har r i n gto n 0 4 1 8 2 85 6 2 8 1 A t te n da n ce C o mm u ni c at e s c he d ul e a n d en s ur e a t te n da n ce . J H 1 6 .1 2 .0 8

A SE A Progra m m a nag e r P e te r T a y lo r + 6 1 3 96 8 1 86 2 6

Coach Ste ve Rob i n son 0 4 1 7 3 40 7 6 1

6. Budget AU$ Budget plan/ status

Materials/Equipment

Pe rsonne l inte rna l $ 3 7 ,00 0

e xte rna l $ 2 5 ,00 0

Operatingexpense

T ot al $ 62 ,0 00

7. CompanyCommunications

10. Sign off /Approval

To From How

M an ag er s T ra in in gD ay 3 ? O ri gi na l S co pi ng

M an ag in gD ir ec to r P re se nt at io n M D oc um en t

Original Scoping

DocumentASEA

Company

Resource

ASEA

Board

Freq'(D,W ,M)

D es cr ip ti on S ki ll s /a tt ri bu te s

ContactNos

ContactNos

Name

Name

Ph as e 1 Ph as e 2Kick off approval Phase 3 Completion

[Report Updating - weeklyand reporting period asper section 7 - thispaper]

Lean Management Solutions, Ian Wadeson

1 0

1

Owner[refersection9 -thispaper]

Report No

No

Company Project Title

Project Management Document

0

No ofKey issues

Activity

by when?by whom?Countermeasure actionWhat?

0

10

20

30

40

50

60

70

1 2 3 4 5 6 7 8 9 1 0 1 1 1 2

T ar ge t A ct ua l

0

0.2

0.4

0.6

0.8

1

1.2

1 2 3 4 5 6 7 8 9 1 0 11 12

T ar ge t A ct ua l

0

10

20

30

40

50

60

70

1 2 3 4 5 6 7 8 9 1 0 11 12

T ar ge t A ct ua l

1.5 weeks

behind plan

0.5 weeksahead

ofplan

1 week behind

plan1.5 weeksahead

ofplan

Current statusline

(eg.end ofweek6)

Feedback

ASEA:Assessment&ProjectProcess

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SMEClient

Client

Manager

ProjectsAssessmentCoachingMentoring

Relationship

ManagementDelivery

The simpler for the client,the more they will use it. ASEA >90% conversion from the

Assessment to multiple projects.

If difficult for the client,they will NOT use it. Conversion from Assessment to

Project = ?? The ASEA model looks more

expensive, but is probably not. Volume allows negotiation of lower

delivery rates.

SMEClient Management

ProjectsAssessmentCoachingMentoring

RelationshipDelivery

Typical Models

ASEA:EngagementProcess

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ASEA:Products(Training/Coaching) Original Products (2008 - 2010)

Latest Products (2010 - 2012)

New Products (2012 - 2013) Marketing Principles, Diversification, Export Markets

0

1

2

3

4

51. PEOPLE STRATEGY

2. PERFORMANCEMANAGEMENT

3. EMPLOYEE LEARNING ANDDEVELOPMENT

4. COMMUNICATION / CULTURE

5. ORGANISATION DESIGN

6. COMPENSATION /

REMUNERATION7. POLICIES & PROCEDURES

8. LEGISLATIVE PROCESSES /

AUDITS

9. WORKFORCE PLANNING /TALENT MANAGEMENT

10. RECRUITMENT

11. METRICS

Before Score

Average Company

After Score

PEOPLE AND

PERFORMANCE

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-

1.00

2.00

3.00

4.00

5.00

Cost structures and analysistools

Customer focus

Financial systems and

practices

Global sourcing andmarketing strategies

Management and Leadership

Manufacturing and QualityNew model introduction

capability

People and performance

Safety

Supply chain integration

Technology investment

Assessment Competencies

AVGE 2008

AVGE 2010

AVGE 2011

39% Improvement

45% Improvement

23% Improvement

19% Improvement16% Improvement

(Average of 29 Companies between 2008 2011)ASEA: Progress of Suppliers

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Originally established as the CRC for AdvancedAutomotive Technology in 2005

National Centre for automotive research collaborationbetween industry and Australian research organisations

Initial research programs were focused on smarter, safer, cleanervehicles 10 research organizations and >20 companies Completed >90 industry projects, graduate 70 PhDs, engaged >300 undergraduate students

In July 2012 a second round of funding was approved by the

Commonwealth Funded until 2017: $72m cash and in-kind contributions from 30participants in 4 countries

Research program now known as

ResearchDivision

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Vehicle Electrification

Breakthrough Battery

Advanced EV and Hybrid Powertrains

Gaseous Fuels Uptake of Alternative Energy for Transport Fast-fill, High Capacity Storage Solutions

Sustainable Auto Manufacturing

Lightweight Structures

Advanced Coatings

Fit with

Roadmap

CompanyNeeds

Research

Quality

ResearchProgramStructure

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Research Participants in the research programsResearchParticipants

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Industry Participants in the research programsIndustryParticipants

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http://acs-aus.com/index.phphttp://www.chargepoint.com.au/http://www.smr-automotive.com/index.html


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Theme One Air-Lithium Battery for Electric Vehicle Novel Cathodes for high Performance Li-Ion Battery Design and Prototype of on-Vehicle Battery Management System for Electric Vehicles Electrical Steel Thermoelectric - Efficient energy recovery in light and heavy vehicles Innovative Interior and Exterior Lighting

Theme Two EEV Market Forces Study Research Fellow for gaseous Fuels

Theme Three Pickup Canopy Development - SAMMITR CECAP Research Project Virtual Paint Plastic Injection vMould Design and Process Optimisation Lightweight Plastic Glazing for the Automotive Industry and Next Generation Automotive Coatings eWood Characterisation Advanced Energy Absorption Flexible Roll Forming of a Component Section from AHSS Tool Wear Prediction Model on the Stamping of AHSS and UHSS 3R's:Recyclability, Recoverability, Reusability

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CurrentResearchProjects


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SMR - UniSA - AutoCRC Measure - Created a production-ready advanced coating

technology and process for lightweight, low cost, plastic

mirrors (patented) in


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Futuris - Deakin University - CSIRO - AutoCRC Measure - Developed an advanced lightweight composite

seat frame to ADR requirements

Benefit - Created a new product/system with flow on fueleconomy benefits

Proof- Victorian Science Agenda funding, technology

partnerships

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SME:R&DSuccessStories


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Contact Details:

Mr Linsey Siede

Director ASEA

AutoCRC Ltd

+61 400 375 874

[email protected]

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Questions
mailto:[email protected]:[email protected]


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Thank You

Thank You39

Automotive Australia Report

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