00 - Pm - Production Management

Front 1

Define Manpower productivity.

Back 1

Quantity of transformed product over quantity of manpower or quantity of man-hours dedicated.

Front 2

Define Production systems productivity.

Back 2

quantity of transformed product over number of days or hours used for producing

Front 3

Define Material utilization degree.

Back 3

Net direct material requirement basing on design elements (final product) over gross requirement basing on trasformation process.

Front 4

Define Energy and Auxiliary Materials productivity.

Back 4

Quantity of transformed product over specific energy and materials used in transformation processes.

Front 5

Define investment productivity.

Back 5

Production capacity used during product industrial life cycle over product specific investments.

Front 6

Why should we increase the productivity factors? Where should the improvement plans must extend?

Back 6

Helps to reduce cost of production and get positive the gross profit margin considering the same sales value or price of the products. The improvements plans should extend to all supply chain, considering an integrated production process.

Front 7

What is the main aspect that the key management indicators are directly connected to?

Back 7

Product competitiveness.

Front 8

What is the main aspect that the sales success and company results are directly connected to?

Back 8

Product Quality innovation, Customers service level, time to market, product and company brand image.

Front 9

Why product quality and innovation is considered to be a strategic key success factor?

Back 9

Because innovation capacity of the company and quality level perceived by the customers determines the value-cost ratio that determines the product profitability.

Front 10

Why customer service level is considered to be a strategic key success factor?

Back 10

Because it represents the capacity to respond in terms of timing, quality and quantity to the delivering obligations engaged with final and intermediate customers.

Hint 10

"See the methodologies to achieve service level towards the customers in the chapter 6. NEWLINE See the strategies to fulfill the product range in the required mixed model with short processes lead time in the section 1.4 .

Front 11

Why time to market is considered to be a strategic key success factor?

Back 11

Because it leads to a capacity to launch a new interesting product faster than competitors, which is directly linked to sales success and company economical results.

Hint 11

See the this topic on the chapter 2.

Front 12

Why product and company brand image is considered to be a strategic key success factor? Underline what is more important on this topic.

Back 12

Because it is important for the brand distiguishing. Product and company brand image depend not only from the communication strategies but especially from product quality level recognized by customers. Brand image is sustained by product innovation trying to maintain the essential marks of origins.

Front 13

Define the supply chain.

Back 13

Supply chain is the global industrial process that includes final productions managed directly by carmakers, then intermediate productions managed by first level suppliers and their sub-contractors.

Front 14

Define verticalization degree of company production.

Back 14

Ratio between total cost of internal manufacturing processes over total cost of sale products plant free.

Front 15

Make or buy decision making: Which departments the decision making process involves?

Back 15

Product development planning
Product and process Engineering
Manufacturing
Purchasing and Supply Chain Management
Finance
Human Resources.

Front 16

Make or buy decision making: Who is charge of the decisions?

Back 16

Some executives responding to a steering comitee, which defines the strategic policies assuring the "governance" for investments and purchases.

Front 17

Make or buy decision making: What are the criteria for evaluating the make decision?

Back 17

m1 - Availability of development capacities inside the company, at least equivalent to the ones offered by external suppliers.
m2 - Better's protection of company's know-how, in relation to products/processes considered core business.
m3 - Needs of internal processes integration by logistics flows and final product quality level improving.
m4 - Not valid alternatives to componenet or services purchasing.
m5 - Necessity to utilize existing productive capacities inside the company.

Front 18

Make or buy decision making: What are the criteria for evaluating the buy decision?

Back 18

b1 - No availability of specific know how to develop in a competitive way the specific component or service.
b2 - Availability of reliable suppliers for the components or services required, in relation to the company's targets.
b3 - Availability of alternative supplying sources in the geographical areas of strategic interest for the company.
b4 - Opportunity to simplify the internal prodcution processes and focus production resources (manpower and financial resources) on core business.
b5 - Opportunity to reduce company owned investiment by using or incremeting supplier's productive capacitites available, assuming them the risk of volumes depending on the trend of market.

Front 19

Make or buy decision making: What are the criteria for evaluating the co makership decision?

Back 19

c1 - New necessities of production capacities developing but not enough economy of scale to proceed in an autonomous way.
c2 - Partners have common or compleentary interest in developing in a synergic
c3 - partner have at disposal complementary or synergic technological capacities so that product/process innovation could be speed up without incrementing too much economical investments.

Front 20

Make or buy decision making: In new industrial initiatives, what is the specific analysis required?

Back 20

Comparison of the economical data of the alternative solutions considering:
Variable production costs (for direct material and transformation process,
Fixed costs consequent to company's department involved in R&D activities,
Investments for internal manufacturing or external purchasing (suppliers contribution),
Other eventual costs derived from fixed costs.

Front 21

Make or buy decision making: What does in-sourcing and out-sourcing policies involve?

Back 21

Product components,
Research and developing services,
equipment construction,
maintenance,
logistics, information technologies
and other services.

Front 22

Give an overview of the verticalization degree of the production processes.

Back 22

80's decade: orientation to reduce the verticalization and widening of the product range offering, incrementation of the presence in international markets. Currently ranges from 25% to 30%. Industrial vehicles generally have a minor verticalization degree. Noth American and Japanese plants have generally minor verticalization compared to European ones.

Front 23

Technological Classification of elements and subsystems: What is the technological classification of the elements and vehicle sub-systems typically developed autonomously by specialized suppliers?

Back 23

Powertrain systems,
Vehicle general Assembling Systems,
Vehicle General Systems.

Front 24

Technological Classification of elements and subsystems: Which Elements and subsystems are refered as Powertrain systems?

Back 24

High specialization Standard Mechanical components (pistons, valves, oil pumps, turbo chargers),
Engine Supply functional modules,
Exhausting and silencing functional systems,
Engine thermal systems,
Powertrain transmission functional modules and special components,
Fluidic tight capacity plastic elements,
Engine electric systems components,
Powertrain Electronic control systems.

Front 25

Technological Classification of elements and subsystems: Which Elements and subsystems are refered as Vehicle general Assembling Systems?

Back 25

On board instruments and info-systems,
Air-conditioning systems,
Lighting and vision function modules,
seat modules,
doors opening and closing leverages,
Safety systems for body cell (air-bags, safety belts),
Fluidic Tight capacity plastic elements.

Front 26

Technological Classification of elements and subsystems: Which Elements and subsystems are refered as Vehicle general Vehicle General Systems?

Back 26

Tires and Wheel rims,
Breaking systems functional modules and special components,
Fuel Tank and Pump functional modules,
Suspension functional modules and special components,
Electrical power supply modules,
Electric wirings and connections,
Oleo dynamic and pneumatic equipments elements,
Acoustic and thermal insulation element,
Vehicle control systems.

Front 27

Technological processes: What are the main technological processes applied to supply chain processes?

Back 27

1.Foundry and leagues treatments processes,
2.Steel massive parts printing,
3.Composal metal dusts sinterization,
4.Metal removal machining, heat treatments and super finishing,
5.Steel and aluminium thin laminated parts printing,
6.Plastic parts printing,
7.Steel parts assembling and joining,
8.Protection coating and painting process for bodies, cabins and spaceframes,
9.Mechanical groups assembling and on vehicle intalling,
10.Modules and vehicle final assembling.

Front 28

Technological processes: Describe Foundry and leagues treatments processes.

Back 28

Cast iron and aluminium foundries by sand or semi-permanent castings. These processes require basic investments and re labour intensive, mining and energy intensive. Furthermore, exhausting and regeneration costs for process residual materials are required.

Front 29

Technological processes: Describe Steel massive parts printing.

Back 29

Forging, hot and cold extrusion, combined cycles. These processes require great investments, are electric energy comsuption intensive and use process materials with high costs (rapid wear moulding). Their merit is to obtain parts that don't require other machining operations for over metal removal.

Front 30

Technological processes: Describe Composal metal dusts sinterization

Back 30

Metal dust sinterization require a special technology and significant basic investments. Same considerations as Steel massive parts printing.

Front 31

Technological processes: Describe Metal removal machining, heat treatments and super finishing,

Back 31

Those processes are performed by special machine tools, machining centres, multistation and multitools systems, equipment for heat treatment and for special antiwear metals. These processes require even high basic then product dedicated investments.

Front 32

Technological processes: Describe Steel and aluminium thin laminated parts printing

Back 32

Processes performed by shearing machining, printing, refining, folding and coining under press machine. These require even very high basic then product dedicated investments. Construction specification for mouldings and raw material usage degree influence process economical convenience and final product quality.

Front 33

Technological processes: Describe Plastic parts printing.

Back 33

Process performed by injection printing, injection-compression, extrusion and relatives processes for coating and parts joining. These processes require even very high basic then product dedicated investments. Materials features and construction requiring influence highly process economical convenience and final product quality.

Front 34

Technological processes: Describe Steel parts assembling and joining.

Back 34

Processes performed by resistance welding, laser welding with or without metal amount carried over, MIG/TIG welding, cold welding, etc. These processes require even high basic then product dedicated investments nd are also labour intensive. Technical features of tooling and equipment utilization degree influence process economical convenience and final product quality.

Front 35

Technological processes: Describe Protection coating and painting process for bodies, cabins and spaceframes.

Back 35

These processes require high basic investments, are energy, process materials and even labour intensive. Material's technical features and utilization degree for these resources influence highly process economical convenience and final product quality.

Front 36

Technological processes: Describe Mechanical groups assembling and on vehicle intalling.

Back 36

These processes require high basic investments, are energy, process materials and even labour intensive. They are also processes with high logistic complexity and have a high impact on product availability and quality level form a customer point of view.

Front 37

Technological processes: Describe Modules and vehicle final assembling.

Back 37

These processes require high basic investments and are labour intensive. They are also processes with high logistic complexity and have a high impact on product availability and quality level from a customer point of view.

Front 38

Basical Materials transformation technologies: What are the basical Materials transformation technologies?

Back 38

Steel casting, lamination, extrusion, and refining,
aluminium leagues casting, lamination, extrusion and refining,
magnesium leagues casting,
simple and strenghthened polymer materials technologies,
glass parts lamination, forging, and cutting,
bodies protection and painting materials technologies,
lubricants technologies,
electric conductors and optic fibers technologies,
electric acumulators and catalyst converter special material technologies,
lighting and reflecting systems technologies.

Front 39

Materials evolution: What are the ratio of representation of the iron and steel in a car? What are the trends for those materials?

Back 39

They represent more than 75% of the weight of a car and it tends to be reduced even more as the employment of high resistance steels, light leagues and plastic reinforced materials are to take its place.

Front 40

Materials evolution: What are the importance of ceramics and metal matrix composites in a car? What is the trend of its use?

Back 40

Their use are growing and they are useful to improve the effectiveness of powertrain and braking systems and reduce pollution emissions.

Front 41

What will be the impact on the car's wheight composition caused by the introduction of the electric and hybrid traction in the next future?

Back 41

It will increase the use of the copper silicon and special metals used for the catalyst converters and electric accumulators.

Front 42

Product initiatives setting and controlling process: Describe the process of the product initatives setting and controlling process.

Back 42

Product Range Plan & Strategical Marketing Plan
Product Technical Set-up & Process Technical Set-UP
Product Designing and Manufacturing Engineering
Experimental Tests & Equipment Development
Manufacturing
Product Sales
Operative Plans.
Decision Making Key points
1. Project development expenses autorization (pre-allocation),
2.Cost target and investment profitability test
3. Production systems development expenses autorization
4. Product final decision
5.Sale price defining.

Front 43

Criteria for manufacturing activities location choosing: What are the criterias to be observed?

Back 43

1. Is it convenient to locate the production activity in a productive existing site, owner of technological know-how and with manpower availability?
2. Are there existing productive sites with areas and basic equipment available to le a reduction of the investments comparing to a solution strating from zero?
3. In case of new solutions, wherever are existing best condition in terms of human resources scouting, energy and material supplying at the lowest industrial cost?
4. What is the more convenient geographical solution, from a material and comonent supply point of view (considering also custom fees), among the availabe ones?
5.What is the more convenient geographical solution for the final product dispatching towards the markets?
6.In case it is convenient to divide up on two or more production sites the activities, what solutions more effectiveness for operative flexibility?

Front 44

Criteria for manufacturing activities location choosing: What are the other items to be considered?

Back 44

Legal conditions and fiscal policies favourable for industrial development
Existing of infrastructures for goods delivering, water and energy supplying and process material exhausting
Easiness to recover Mapower necessary and possibility to extend working times, for best using of production systems,
Probability to obtain quickly authorization by legal local entities for buildings and general equipments construction,
Availability of potential funds for employment development in specific areas.