SAS Automotive Systems November 2019

EMBRACING DIGITISATION IN MANUFACTURING

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EMBRACING D IN MANUFACT

MARCH 2020

DIGITISATION TURING WRITTEN BY

SEAN GALEA-PACE PRODUCED BY

MANUEL NAVARRO

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SAS INTERIOR MODULES

With the manufacturing industry changing, Freddy Torres, Operational Excellence System Director of SAS interior modules, discusses how his firm is utilising technology to advance operations

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W

ith the manufacturing industry undergoing the fourth industrial revolution (industry 4.0), businesses worldwide are seeking

how new technology such as artificial intelligence (AI) and machine learning (ML) can be leveraged to accelerate operations.

In the case of SAS interior modules, Freddy Torres, Operational Excellence System Director, affirms how important digitisation has become as his company seeks to embrace new technology, particularly in its assembly process. “We’re always looking at how we can improve our assembly process and seek a solution which will enable us to increase our operational performance and find a way to create real more value in our operations,” says Torres. SAS interior modules employs approximately 4,600 people worldwide and produces around 5.2mn cockpits annually.

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SAS INTERIOR MODULES

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SAS interior modules conducts opera-

to continue increasing the robustness

tions from 20 locations worldwide. Sound

and capabilities of our tightening pro-

technical knowledge and strict quality

cess,” explains Torres. “Many

standards form the basis of the firm’s

companies collect this kind of informa-

efficient processes and reliable services.

tion mainly for traceability and process

As part of its digitisation journey,

control. As you understand more about

SAS interior modules is making its first

the process by analysing its behav-

steps in taking advantage of the actual

iour, more effective improvement

Data Lake in order to create more

actions can be taken to accelerate its

value. “We deal with several critical

capability and product quality which

components of safety so it’s important

reduces operational risk.” To amplify

SAS interior modules CLICK TO WATCH

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7:04

07 this, SAS interior modules has suc-

begun his journey in Japan, where

cessfully trialled three examples in its

he lived for 10 years, Torres’ first role

digitisation journey so far featuring

was as a research and development

its paperless approach, 3D printer for

engineer in Okegawa, Japan, before

tooling and web-applications such as

moving onto work as a quality engineer

“Truck Arrival” reducing waste in its

prior to leaving for Germany in 2011.

operations. “We are proud of having

Torres reflects on his unique beginning

internally developed an electronic-

and believes the life experience acted

paper solution that adapt to our needs,”

as a springboard for where he is today.

he says. “This will enable us to keep

“That’s where I learnt my craft,” affirms

reducing our carbon footprint as we

Torres. “I was the only foreigner work-

deploy the technology in our plants.”

ing at my former company in one

It’s fair to say that Torres experi-

of two plants located in Yamagata

enced a different start to his career

Prefecture, Japan; I really felt the

from competitors in the field. Having

senior people welcomed me and the w w w.sa s - a uto mo t i ve. com

Top Top 10 10 Strategy Strategy Execution Execution trends trends 0101 Strategic Strategicexecution execution TheThe CXO demand a platform to to enable strategy CXO demand a platform enable strategy execution to be managed with same disciplineasas daily business. execution to be managed with thethe same discipline daily business.

0303

0202

04 04

05 05

Dedicated Dedicated platform platform

Data security Data security and reliability and reliability

dedicatedstrategy strategy AAdedicated executionC-suite C-suite execution

Specialised consulting firms Specialised consulting firms willwill be replaced internal strategy be replaced withwith internal strategy execution teams a dedicated execution teams andand a dedicated solution to support them. solution to support them.

With risks in data reliability and With risks in data reliability and security, leaders recognise critical security, leaders recognise critical data tools deserve more data andand tools deserve more respect than Excel and SharePoint. respect than Excel and SharePoint.

A dedicated C-suite leader A dedicated C-suite leader and supporting team will and supporting team will established deliver bebe established toto deliver organisation’s strategy. anan organisation’s strategy.

0606 Facts and evidence Facts and evidence take precedent take precedent

Guaranteed delivery delivery Swift, guaranteed execution of the

Swift, guaranteed the a higher strategy will beexecution provided of through strategy willof besmaller provided through a higher volume scope deliverables, volume of smaller aligned to eachscope otherdeliverables, and the greater goal. aligned to each other and the greater goal.

Forleaders leadersto tosuccessfully successfullycascade cascade For theirstrategy strategywith withits itsinitiatives initiativesand and their respectivecomponents componentsthere therewill willbe be respective callfor foraadigital digitalplatform platformto toachieve achieve aacall thison onan anorganisation-wide organisation-widescale. scale. this

07 07 digitalboardroom boardroom AAdigital monitors performance monitors performance Digital strategy execution boardrooms will offer Digital strategy execution boardrooms will offer real-time scalable insights aross the whole real-time scalable insights aross the whole organisation, monitoring execution through organisation, monitoring execution through progress and key outcomes in KPIs. progress and key outcomes in KPIs.

With global delivery across With global delivery across thousands of individuals and their thousands of individuals and their respective teams, common facts and respective teams, common and of evidence will become thefacts bedrock evidence will become the bedrock of performance management. performance management.

08 08Guaranteed

Global Global deliveryand and delivery execution execution

09 09

Procurement Procurement focus focus

With the stakes so With thewith stakes so to the high regards high with regards to theof the successful execution successful execution the strategy, a formal, of standardised strategy execution platform strategy, a formal, standardised procurement process will emerge, strategy execution platform driven by the CXO will emerge, procurement process driven by the CXO

10 10 Insights driving Insights action driving

action

Predictive external analytics Predictive external and AI, aligned to analytics your and AI, aligned to yourwill alert enterprise solution, enterprise solution, to willfuture alert your organisation risks of your strategy’s failure. your organisation to future risks of your strategy’s failure.

Many of the world’s largest businesses still use outdated approaches when it comes to executing strategy.

Simon Crowther, CEO, i-nexus and Freddy Torres, Head of Operational Excellence, SAS Interior Modules outline how digitalising strategy execution can be used to safeguard existing processes, continuously improve and deliver results.

The time-consuming task of tracking and managing goals, programs and performance using methods like Excel and PowerPoint is an outdated way of

For ForSAS SASInterior InteriorModules, Modules,clearly clearlydefined definedand binding standards are the basis for and binding standards are the basiscreating for reliable sustainable products which creatingand reliable and robust processes toare of high quality satisfaction. and performance. the ensure customer At theAt same same time, thatuncovering means uncovering time, that means and usingand the using potential for improvements and also potential for improvements and constantly constantly adapting processes. adapting to new customer needs.

Real-Time Project Tracking

managing strategy execution that is still widely

“Our benchmark is to utilise the most

adopted by many global organisations today.

modern methods and work at a constantly high level of quality.

With 90% of strategies failing due to poor execution

Working with i-nexus has meant that

(Kaplan & Norton), it’s no surprise that strategy

we can maintain the exceptionally

execution is an emerging priority for C-level execu-

high standards our clients expect,

tives who demand a single dedicated platform to

while growing our business.”

transform, run and improve their businesses.

“For us, quality relates to every area of the company, “Traditional approaches to managing

so we place great importance on continuously im-

strategy execution don’t offer the

proving quality.” Says Freddy Torres, Head of

versatility, collaboration and security

Operational Excellence at SAS Interior Modules.

needed to successfully deploy, manage and optimise strategy at scale”, says Simon Crowther, CEO at i-nexus.

“Strategy execution software offers control, accountability and visibility in an increasingly complex world.

Experience has shown us that for leaders to suc-

Before using i-nexus, i-nexus,SAS SASInterior InteriorModules Modulesused used Before using Excel to to manage manageprojects quality.and Theimprovement switch to the Excel i-nexus digital platform means that uncovering initiatives.

The switch to the i-nexus digital the potential for improvements and adapting platform means that uncovering the potential for processes is now Theprocesses system has also improvements andeasier. adapting is now driven assurance that projects alignedthat to easier.

The system has also driven are assurance corporate projects arethe aligned to the strategy. corporate strategy.

cessfully cascade their strategic plan across the whole organisation, on a global scale, a digital platform is a necessity.”

Simplifying the time-consuming and complex task of delivering successful strategy execution is helping i-nexus’s market-leading clients like SAS Interior Modules, Syngenta and CRH to gain competitive advantage.

“By digitalising all of our improvement projects and our gate review process in i-nexus, we are now able to track the value and status of each project. We can analyse the actions that are having a positive impact in real-time and intervene early to optimise and adjust.”

Take the free i-nexus StratexAssess Strategy Execution Maturity Assessment at www.stratexassess.com. Contact Matthew Redwood on +447917 435232.

SAS INTERIOR MODULES

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experience helped me massively,

life known in the western world as

particularly in learning the meaning of

kaizen tools are an intrinsic part of

Genba.” Moreover, Torres stresses

the Japanese culture.”

the influence “kaizen” (the Japanese

Having made the switch to his

word for continuously improving all

current position at SAS interior

business functions across all areas of

modules in 2017, Torres acts as a

the production line) is having on firms

key link between several Corporate

in Japan. “There is a big influence on

Functions and the plants. “We want

the importance of kaizen across all

to increase the level of alignment

companies in Japan,” says Torres.

and transparency in the organisa-

“I realised early on during my time in

tion”. Serving a range of high-profile

the country that some routines in daily

automotive customers such as FCA,

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E XE CU T I VE PRO FI LE

Freddy Torres, Freddy Torres, is an M.Sc. Material Sciences Engineer Material Sciences Engineer and automotive professional with more than 15 years of experience in industry areas such as R&D, Quality Management and Lean Manufacturing. After starting his career in automotive industry in Japan, he moved to Germany in 2011 where he has held several regional and global functions in Quality and Lean Manufacturing since then.

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SAS INTERIOR MODULES

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“ There is a big influence on the importance of kaizen across all companies in Japan” — Freddy Torres, Operational Excellence System Director, SAS Interior Modules

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SAS INTERIOR MODULES

Daimler, Volkswagen Group and Tesla, SAS interior modules delivers tailored customer service for each of its clients. Torres reflects on the role partnerships play on his firm’s operations, particularly its strategic collaboration with SK Automation. “SK Automation is becoming a key business partner that plays an important role in the establishment of our new production facilities in Europe and Asia. They have demonstrated the speed and effectiveness we need in 14

this kind of business,” explains Torres.

1996

Year founded

€721mn IFRS 15 Sales

4,640

Approximate number of employees

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“We must have a dedicated approach to each customer in order to fulfil their requirements. Take Tesla for instance, we’re learning how to build with them because they have a completely different approach to the traditional way of doing things and it’s important we adapt our services to suit each client’s different needs.” With a firm customercentric approach in mind, Torres stresses the importance of ensuring w w w.sa s - a uto mo t i ve. com

SK Automation Group Automation solution provider Turn key project machine builder Assembly, test, welding, industry software Focus on battery module pack and chassis system production line 600+ Employees world wide Facility in Europe, China and USA

Customer Reference

Contact SK Germany Address : An der Bรถrse 2, 30159 Hannover, Germany

Tel : 0049 -151 4264 5273

Email : sales@sk1.net.cn

Website : www.sk1.net.cn

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Tesla ©

customers obtain the best value. “As

introduce new technologies. It can be

we are in the JIS-JIT business, our

how we operate as a business to work

processes must be 100% robust

out ways to reduce costs and provide

so innovation remains a permanent

customers with a competitive cost. We

challenge for us,” he says. “We need

want to show that we’re 100% avail-

to search for opportunities that will

able for our customers at all times.”

enable us to go the extra mile in com-

With the future in mind, Torres

parison to our competitors and ensure

affirms the aim is to ensure SAS

we always deliver the best value for

interior modules can continue to go

our customers. Innovation doesn’t

from strength to strength as it looks

necessarily mean that we need to

to expand over the upcoming years. w w w.sa s - a uto mo t i ve. com

SAS INTERIOR MODULES

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“ We want to show that we’re 100% available for our customers at all times” — Freddy Torres, Operational Excellence System Director, SAS Interior Modules 19

Volkswagen © “Growth is the most important thing.

Our expectation is to ensure we grow in North America and China because we believe that those countries remain our biggest chances of increasing our manufacturing footprint,” summarises Torres. “There’s also opportunities here in Europe so we must stay alert to ensure SAS interior modules can continue to grow.”

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Siemensallee 84 76187v Karlsruhe Germany T +49 174 1756395 www.sas-automotive.com