1 / 48

Business review, Major challenge and issues November 10 , 201 1

Business review, Major challenge and issues November 10 , 201 1. Metaldyne Korea. About Metaldyne Korea. Vision & Mission. Best plant in Metaldyne. VISION. Customer Satisfaction Best Quality Highest Productivity. MISSION. Brief History.

norman
Télécharger la présentation

Business review, Major challenge and issues November 10 , 201 1

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Business review, Major challenge and issues November10, 2011 Metaldyne Korea

  2. About Metaldyne Korea

  3. Vision & Mission Best plant in Metaldyne VISION Customer Satisfaction Best Quality Highest Productivity MISSION

  4. Brief History May. 1999 Established a Korea Office in Fukoku Korea Jun. 2001 Supplied twenty numbers of BSM pilot samples to HMC Aug. 2002 Established Metaldyne Korea Oct. 2003 Machining and assembly machine installation at Fremont plant Jul. 2004 Completed building construction of Pyeongtaekplant Oct. 2004 Started mass production for BSM Apr. 2005 Grand opening ceremony Sep. 2005 Received a prize in “Appreciation of Contribution” from HMC Nov. 2005 Acquired Certification of TS-16949 Sep. 2006 Acquired Certification of ISO 14001 Dec. 2007 Acquired 4.5-stars from HMC audit for Quality 5stars system Jun 2008 Started mass production for Tau engine FEMA Apr 2009 Started mass production for R engine BSM Aug 2011 Received LOI for BS from HMC

  5. Plant Overview Soccer field Expansion In 2009 (6,500㎡) Photo Photo

  6. Plant Org. Chart Representative Director Bob DeFauw Director of MKL operation HS Yoon Finance Anthony Seo HR Ken Lee Quality Daniel Lee Manufacturing Jonnny Kang CSE Michalel Chai Purchasing MS Han Sales Brian Choi Production SY Ahn Matl&Logis. Jake Kim Maintenance John Lee M.E James Yoon

  7. Products

  8. Lay-out W S N E #1 Line for Theta BSM #2 Line for Theta BSM Office R-BSM line Tau FEMA line Warehouse &Utility room for R-BSM Warehouse &Utility room for Theta-BSM

  9. Sales trend [Unit : In thousand USD] 8

  10. Location for Korean Auto Makers Bupyeong plant HQ, Purchasing, Sales R&D center Seoul Incheon R-BSM Theta BSM Pyeongtaek plant Hwasung plant Theta BSM Asan plant FEMA, R-BSM, IP Ulsan plant Busan Euro-5 BSM Gunsan plant IP Damper Changwon plant Jejudo

  11. Purchase Status (Jan to Oct, 2011) % of Purchasing amount % of Purchasing amount % of Suppliers’ location

  12. Communications & Employees Activities

  13. EHS activities Gold flag

  14. Business Achievement in 2011

  15. Business Target in 2011

  16. Safety • Date of last lost time incident occurred are 606 as of Oct 31,2011.

  17. Headcount Hourly composition Average Headcount 82.6% 17.4%

  18. Turn over BSM deletion for Theta 2.0 Turn over trend from 2006 Merged with Asahitec Bankruptcy No. of outsourcing employees who left the company Up to Oct

  19. Labor cost &Productivity Annual Labor Cost (Salaried & Hourly Empl.) In thousand Won ※ CS gear in sales, Incentives & severance pay in labor cost are excluded. In thousand Won

  20. Annual Labor Cost (Hourly Empl.) In thousand Won ※ CS gear in sales, Incentives & severance pay in labor cost are excluded. In thousand Won

  21. Salaried headcount comparison with local companies As of Oct, 2011

  22. Production (by calendar) Quantity Production trend for Theta BSM from Jan 2010. QPPLH trend for Theta BSM from Jan 2010.

  23. Major activities to meet customers’ demands.

  24. Material & Logistics Delivery Issue on Theta BSM into HMMA Back order quantity • A/F delivery to HMMA ended in June. • Back order quantity has been decreased • gradually.

  25. Customer Quality [PPM] [PPM] 2011 Main reasons

  26. Assembly PPM [PPM] [PPM] Rejected % of Theta BSM Rejected % of R- BSM • To improve the NVH problem, DIC(Local gear supplier) changed the material of brush tool from wire to ceramic coating on May 18th. • Got a big NVH failure for R BSM in Sep due to cleanliness issue of test oil

  27. Supply Quality Main reasons

  28. Hyundai Quality 5star • Customer ppm was getting worse for the changing rating criteria of HMMA from the 2nd half of 2010

  29. Parts Localization Status ■ Gear ■ Gerotor

  30. Internal Audit Remediation • Remediation completed 9 out of 12 indicated, open 1 case and 2 over-due. • Anthony Seo will report separately.

  31. Business Plan in 2012

  32. Sales Target Unit : Thousand million KRW

  33. MOS Objective

  34. Capital Expenditures in 2012 [unit : million KRW]

  35. Challenge & Issues

  36. Sales drop after 2014 (MKL forecast) - 40% drop compared to 2011 Sales forecast

  37. Sales Awarded History

  38. New Program Awarded Theta-FR BS (HMC) Chasing G24DF-BSM (SYMC)

  39. Capacity increase for R-BSM Customer’s requirement Plan for Neck C/T ※ Calculation : 21 HR/day * 22 DAYs/Month * 85%

  40. MKL Plan Plan #1) Move to outsourcing company for Housing & Oil Pump machining (Seg #1) • Problems expected : • Need to verify the effectiveness of quality and other critical issues including cost. • Find good supplier. • In case of volume down after 2012, How MKL guarante suppliers volume. Seg #1 move to Outsourcing company M15-1, M15-2 Move to Outsourcing company Seg #1 move to Outsourcing company

  41. Plan #2) SW#3 overhaul (Currently this machine is at Plymouth) • Problems expected : • Takes time for overhaul (expected for 6months). • Need increase overtime and holiday working during 6months machine overhaul. • Need to verify investment cost for overhaul S/W#3. Installation of SW #3 after overhaul.

  42. Increase machine downtime Failure rate Trend (Theta line) • MKL doesn’t have enough time for thepreventive maintenance due to busy production schedule. • Some (manufactured in 2002) of machines are too old that causes a lot of problems. -It makes hard to keep proper spare inventory because some machine parts are not produced any more. - Low machine efficiency and many machines are needed overhaul. • U axis of SW machine on the second Theta line should be repaired but MKL can not make a plan for it • due to increased volume.

  43. Multiple Trade Union Issues “A” Company “A” Company Union#1 Union#1 Union#2 Union#3

  44. Ⅳ. Roof damage & risk management

  45. Production status in 2010 Line modification & Summer holiday Roof collapse

  46. Overcome Line operation under risky building conditions. Line operation by salaried employees during holidays and day time Lead by example Leadership & Team work Cooperate with HMC No customer line interference No injury related to the employees

  47. Insurance Claim Status Loss summary In thousand Won Claim Payable In thousand Won • Production shortfall  1,419,125 * BI % (22.38%) = 317,600 • A/F Charge = 104,000 470,849 * 51.19% = 241,028 • Temporary roof repair and others = 48,600 • Building reconstruction  292,260 * % of proportional allotment (98.27%) = 287,220 • Machinery  4,740 * % of proportional allotment (62.01%) = 2,939 • Total Loss amount = 531,187

  48. Thank you very much

More Related