汽车产品开发流程

UlrichNäher,WolfgangNeubert,ArnoAntlitzProductProductDevelopmentDevelopmentininthetheAutomotiveAutomotiveIndustry:Industry:StrategiesStrategiestotoCircumventCircumventthetheComplexityComplexityChallengeChallengeJanuary31,20020Numberofmsisincreasingandproductlifecyclesaredecreasing1987Msperbrand2000Number12%%Productlifecycle5.07.510.012.515.0Years-30-30%%Source:PressclipsOUTSIDE-INANALYSISTime-to-marketisreduceddramaticallyMONTHFROMDESIGNZETOSOP*GolfIII/IVC-classMondeo1991/961995/20001993/2000Reductiondrivenbyimplemen-Reductiontationofsimulationdrivenbyimplementa-60technologiestionofstringentqualitygates403816%28%60%322924*StartofproductionSource:Automobileproduction,AN,MID2Inaddition,urgencytowardsinnovationdrivesvehiclecomplexityTypeofinnovationinelectronicsVehiclecomplexity–examplePercentBMWZ22100%Radicalinnovation3043•BMWZ22carries70majorinnovationsIndividual20and61patentsinnovation•Objectiveistoensurenewtechnologyconceptsfor2005andbeyond27•Approx.70-80%ofinnovationsareinthefieldofelectronics:Incremental–X-by-wire–Integratedstarter/50modification–CarPCalternator30–Centermonitor–Curvelight–Fingerprint–Speechcontrolrecognition–Camerasforrear–Head-updisplayview2010Today–TelematicsIntegrationSource:AutomobilEntwicklung,surveyresults,McKinsey/ikachallenge3KeyleverstoaddresscomplexitychallengeClearandprecisecustomerknowledge1andorientationEfficientproductarchitecture–from2identitytosimilarityValuechainadaptationtowards3competencebasedstructuresImproveddevelopmentprocesses4leveragingITopportunitiesStringentqualityprocessesalong5entiredevelopmentprocessProjectorganizationcombininghigh6functionalandintegrationcapabilitiesSource:McKinsey4IncreaseinproductvarietyandmchangerateisdrivingpassengercarmarketfragmentationSHAREOFTOP-10SELLINGMSWESTERNEUROPE,1980-2000Percentageoftotalsalesunits27.214.610.2198019902000Source:Schwacke1998,MarketingSystems,EIU,Automobilrevue,pressclips,McKinsey5CONCEPTUALInmatureandhighlyfragmentedmarketstwostrategiesarepossible:Targetingaveragevs.tailoredmarketsegmentDimen-MarketsizeACoverageofsion1manypromi-1MarketsegmentsnentmarketAsegments2BDimen-CompetingvehiclesOEM'ssion2A,B,C,DmDC34Dimen-Dimen-BTailoringofsion1sion1mstospe-1cificcustomerAAsegments2BDimen-BDsion2CDimen-Csion234OEM'smMarketcreationMarketmaturationTimeSource:McKinsey6TounderstandwhatcustomersreallywskeyCustomerwantandstateitCustomerwantbutdon'tstateitCustomerstatethoughreallydon'twt0.60ForpeopleSupportisDerivedimportancelikemedominatedbyShowroomgoodvalueemotional0.50attributesexperiencepositiveFuntodriveProudtoAttractiveexternallyDeliverswhat0.40showAttractivethisoffIfeelattractiveinternallyitpromisesCostisgoodvalueMosthighlyregardedAleaderSuperiorComfortableWon'tbreakdownAgileIlookStandsoutExclusivespeedsWon'tletyoudownSafetodrive0.30successfulModernSufficientspaceForpeopleSportyExcitingValueintheknowElegantAcceptableEfficientfuelusagecustomerRunningcostsAnescapeInnovativeresale0.20AroundinInformationreasonableDerivedImportance20yearsManlyeasyYouthfulEnvironmentallyfriendlyNegotiations0.10straightforwardUnderstatedStatedimportance0.00dominatedby55.566.577.5rational8attributes8.599.510StatedImportanceOutof10Source:Automotivebrandingsurvey,May20017KeyleverstoaddresscomplexitychallengeClearandprecisecustomerknowledge1andorientationEfficientproductarchitecture–from2identitytosimilarityValuechainadaptationtowards3competencebasedstructuresImproveddevelopmentprocesses4leveragingITopportunitiesStringentqualityprocessesalong5entiredevelopmentprocessProjectorganizationcombininghigh6functionalandintegrationcapabilitiesSource:McKinsey8EfficientarchitectureshavetobeoptimizedonvehicleandcomponentlevelVehicledesignComponentdesign(macroarchitecture)(microarchitecture)Interiordimensions,OrganizationFootcontrolsexampleinteriorpackagingofengineFootFootcomponentscontrolscontrolsforvehicleforvehicletypeAtypeBArchitectureredesignJointcomponentCableforvehiclefamilyharness•Definepackagingzones•Designcomponents•Determineorganizationofcomponents•Systematicallyoptimizenumberofvariants•DefinelevelsofdomformicroarchitectureEnsurecompatibilityofFocusofamacroarchitectureinIncreaseshareofstandard-familyconceptsstandardizedpartsinizedparts(e.g.,electronicsvehiclefamilystrategyarchitecture)Source:McKinsey9ExistingproductarchitecturesareredesignedwithhighestshareofidenticalpartspossiblewhilemaintainingsufficientdifferentiationProductarchitectureParts/modulearchitectureFunctionIdentityseparationIdentical•100%identical100%parts/modulesparts•SamevariantsFunctionacrossvehicleintegrationtypes•BuildingblockmodulesFunctioneliminationFootcontrolsexampleVariantAdapted•Existingparts/combinationparts/modulesmoduleswithadjustmentsFootFootcontrolscontrolsforPrincipleor•RelatedfunctionsforvehiclevehicleRestructuringconceptorgeometriestypeAtypeBparts/modules("pantograph")CombinationSolitary•Parts/modulesreductionparts/modulesspecifictovehicletypes0%Source:McKinsey10ForderivingcommunalitypotentialsfourcostlevershavetobeunderstoodPotentialFixed-costTechnologyFlexibilityreservesComplexityleversdilutionleapsreductioncostreductionUnitsPPBRA&BRB400,000BRA200,000400,000800,000400,000800,000200520102015Descrip-•Paybackon•Reductionof•Lowerflexibility•ReductionofIncreaseintioninvestmentsacrossvariablecostsbyrequirementsduetovarietycostspotentiallargenumbersofchanginghighershareofdependentunitsproductionconceptongoingcoreonoperations•Blockingtype•BlockingExamples•Muchlower•Increaseinlevelof•Increased•ReductionofleveldevelopmentcostsautomationproductiononprocesscostsatforvehicletypeB•Optimizationofhighlyspecialized,r:•HigherutilizationofproductionsiteconstantlyrunningPurchasing,sales,machineryconceptlines(fewerproductionvariantsononeplanning,line)administration,logistics,etc.Source:McKinsey11EXAMPLECosttypesareimpacteddifferentlybycostleversHighimpactPartialimpactLowimpactFixed-costTechnologyFlexibilityComplexityImpactatdilutionleapsreservesreduction100%com-reductionmunalityCosttypePercentBought-inmaterials7-9Manufacturing9-10costsResearchand10developmentWarrantyand10goodwillAdministrationand5salescostsImpactdependsuponlevelofsimilarity/identitySource:McKinsey12KeyleverstoaddresscomplexitychallengeClearandprecisecustomerknowledge1andorientationEfficientproductarchitecture–from2identitytosimilarityValuechainadaptationtowards3competencebasedstructuresImproveddevelopmentprocesses4leveragingITopportunitiesStringentqualityprocessesalong5entiredevelopmentprocessProjectorganizationcombininghigh6functionalandintegrationcapabilitiesSource:McKinseySource:13McKinseyPriceincreasesabovetheinflationratecannotbeenforceddespitenewtechnologiesAdditionalchargepotentialfornewHistoricalpricedevelopmenttechnologies–examplebrake-by-wireListpriceVWGolfbasem*Notinflation-adjustedEURAverage5,000endInflation-adjustedadditional~300customerscostsforsurveyedbrake-by-wire15,000Luxurycar~1,000**segmentLargecar40010,000CAGRsegment3.2%AdditionalchargeMediumcar3005,000potentialsegmentGolfIIIGolfIVCompactcar250segment0199319941995199619971998199920002001Smallcarsegment200*Incl.valueaddedtax**StatisticallynotsignificantSource:HAWKprojectteam14CostduetoadditionalfeatureshavetobecompensatedbyoptimizingthevaluechainPRODUCTIONCOSTSCOMPACTCAR,NOTINFLATION-ADJUSTEDEUR/unit15.0003.0004.00012.00011.000~20%costCAGReffectthrough2.4%bestpracticevaluechainarchitectureandCIPElectronicsElectronicsshare20%share40%CartodayAdditionalCar2015SynergyandCar2015coststhrough(witholdenhancementbestpracticenewtech-industryprocessesvaluechainnologiesstructures)architectureSource:HAWKprojectteam15EXAMPLE:CHASSISFunctionalvaluechainarchitecturewillgivewaytoonethatisknow-how-drivenINDUSTRYSTRUCTURETodayInthefutureBrakeSteeringSuspen-BrakeSteeringSuspen-systemsystemsionAxlessystemsystemsionAxlesSystemOEMdevelop-BrakementLenk-systemsystem-inte-SystemOEMgra-MechanicalBrakeintegra-integrationtorintegratorsystemtorintegra-Elec-torSpringX-by-wireintegratortronicsSteer-andingshockMecha-systemabsor-tronicsMechani-manu-specialistMechan-Mechan-berspe-icalicalcalfacturercialistMechanicalMechanicalspecialistspecialistspecialistspecialistDivisionmainlybyfunction(system)orDivisionmainlybyknow-howbecauseofspatialplacement(module)•Economiesofscale•Developmentsynergies•ComplexityFunctionality-/position-drivenKnow-how-drivenSource:Expertinterviews,HAWKprojectteam16EXAMPLECHASSISSpecificcompetenciesarerequiredtocapturenewsynergiesNEWSYNERGYPOTENTIALINCHASSISSEGMENTUSDpervehicleSynergiesRequiredcompetenciesX-by-wire-integrator199•CentralizationofECUs•Systemintegration(e.g.,andbasissoftwareECUcentralization)•Scaleeffectsand•Innovativecreativityoptimizationofinterfaces(e.g.,ECUandSoftwarebetweennewelectronicdesign)components•Developmentefficiency130•Economicsofscopeininelectronics(e.g.,productionofsensorsandsensors)actuators•Operationalexcellence(e.g.,actuators,sensors)Mechanicalspecialists•Economicsof•Operationalexcellence38specializationfor•Abilitytocapturescale31mechanicalcomponentseffects•FactorcostefficiencyOEMSynergySynergySynergySynergy•Avoidanceofinterfaces•Tranioncostpotentialpotentialpotentialforpotentialthroughcentralizedefficiencythroughforx-by-mechanicalforOEMchassiscontrolvia•UnderstandingofvaluechainwirespecialistssoftwarecustomerneedsoptimizationintegratorSource:TeamHAWK17EXAMPLE:CHASSISedanalysisofcompetencygapshelpstoderivespecificactivitiesCOSTREDUCTIONPOTENTIALFORFUTURESTEERINGSYSTEMINTEGRATORPercentSamplecompanyCompetencies06Best-practicecompanyMechanicaldevelopmentCompetencygapefficiencyElectronicsdevelopmentefficiency•Competencybuildingisneeded,particularlyintheInnovativedriveareasofdevelopmentefficiencyforelectronicsModule/systemintegrationandinnovativedriveRealizingoperationalexcel-•Competencygapcouldbelence/economiesofscaledbymeansofcooperatingwithanFactorcostefficiencyinnovativeelectronicsspecialistPurchasingefficiencyOverhead/tranioncostefficiencyUnderstandingofendcustomerSource:HAWKprojectteam18KeyleverstoaddresscomplexitychallengeClearandprecisecustomerknowledge1andorientationEfficientproductarchitecture–from2identitytosimilarityValuechainadaptationtowards3competencebasedstructuresImproveddevelopmentprocesses4leveragingITopportunitiesStringentqualityprocessesalong5entiredevelopmentprocessProjectorganizationcombininghigh6functionalandintegrationcapabilitiesSource:McKinsey19The2005targetrequiresareductionofdevelopmenttimesby50%AVERAGEDEVELOPMENTTIMES,PROJECTDECISIONTOSOPMonth8060months(1988)6042months40months(1991)(1994)35months*40(1999)-50%20Target30monthsorless019851990199520002005*Concept-zetoSOPSource:Publicationsonvehicledevelopmenttimes(70vehiclesworldwide)between1988and2000,McKinsey-Research20Anearfuturedevelopmentprocessischaracterizedbyvirtualtechniquesandonly1prototypecycle30MONTHDEVELOPMENTPROCESSMonth-35-30-23-50ProjectConceptRamp-StepsplanningdevelopmentSeriesdevelopment/-preparationupGatewaysStartofConceptProductionStartofprojectdecisiontestseriesproductionPackagePackagePackagePackagedefinitionze(-19)(-23)StylingExterior/InteriorDesignDesignze(-23)DesigncyclesEngineering/Virtualsteps/processdevelopmentCAEOneprototypeCAD100%cycleforcriticalvali-MassiveOptimizedtest(-17)strategydrivingcrossdationtestsonlyPrototypesuseofvirtualPrototypecyclesimulationfunctionalvehicleperspectivePre-seriesIndustriali-TestingIntegrationtestsValidationtestszationEnduranceComponentteststestsSource:HarvardBusinessReview21AUTOMOTIVEEXAMPLEProducttestingmustbeoptimizedalongdifferentdimensions1Effectiveconcept2EfficientexecutionComplete•Testplanningproduct–Riskprioritization–Optimizationofutilization–Cross-functionaluseofSystemprototypes•Executionoftests–AutomationCompo-–Up-SpeedingnentSimu-Labo-FieldlationratorytestImpact•Specificparameterscanbetested•Earlytestofhighlycriticalveryearlycriteria/properties•Testofmorevariants/optionsdue•Costreductiontofastertestcycles•SignificantreductionofeffortSource:McKinsey22KeyleverstoaddresscomplexitychallengeClearandprecisecustomerknowledge1andorientationEfficientproductarchitecture–from2identitytosimilarityValuechainadaptationtowards3competencebasedstructuresImproveddevelopmentprocesses4leveragingITopportunitiesStringentqualityprocessesalong5entiredevelopmentprocessProjectorganizationcombininghigh6functionalandintegrationcapabilitiesSource:McKinsey23Maturityproblemsatramp-up/SOPhavesignificantimpactonprofitabilityPossibleSOPproblemsOpportupotential*(assumptions)USDmillions**LatemarketlaunchMarketlaunch6monthslate~750Forgonesales15percentmigrationofCustomermigration~1,250formercustomersReducedproductionFullproductionreached6Reduced~500profitabilitycapacitymonthslatethroughpotentialTargetproduction10percentovertarget~2,000problemsatcostexceededproductioncostramp-up/SOPTargetdevelopment15percentovertarget~190costexceededdevelopmentcostIncreasedResourcesusedfor50percentovertarget~125costramp-up/SOPSOPcostWarrantyandLong-termqualityproblems~1,400goodwillcostØUSD400/vehicleChangestobodypressingCostofchanges~250tools6monthsbeforeSOP*Profitcontributionfromprofitsorcostdifferencesoverlifecycle,assu:500,000unitsp.a.,USD5,000profitcontribution/vehicle,productiontime7years**OvertotalproductiontimeSource:McKinsey24SoftwarematurityisbecoacriticalfactorinautomotiveproductdevelopmentSoftware-relatedSourceofqualityproblemsShareofelectronicsandsoftwareproblemsFailuresper1000vehiclesthereofcausedbyelectronicsandSWMalfunctioninPercentSaab66.455%Alfa44%Infotainmentandbody52.8electronics32Daewoo42.448%Injection/ignitionsystem20Fiat41.945%Engine(w/oinjection)12BMW19.946%Radiator/cooling8Nissan19.246%Wheels/tiresVW18.448%7Porsche17.753%Fuelsystems6Audi44%15.3Gears/transmission6Mazda13.255%Chassis4Subaru12.749%Other5Honda11.348%Toyota10.653%SWproblemsarereasonsforrecallofmorethan700.000vehiclesin2002Source:McKinsey,BusinessWeek,ADAC-AutoMarxX(3-5yearoldcarfailures1998-2001),carsinGermanyonly25AutomotivesoftwaredevelopmentaddsanewlayerofcomplexitycomparedtohardwareMore•Highnumberoftacitrequirementscomplexity•HeavysoftwareandhardwareinteractionforembeddedsystemsFundamentalFundamental•Projectcomplexitygrowingsteeplywithproductsizedifferences:differences:FindFindspecificspecificLess•Intangibleproduct,hardvisualizationandperformancetrackingsolutionsolutiontrans-•Generalmismatchbetweenscopeandavailableresources-parencyprojectsalwaysseemtobe"nearly"complete•Inherenttendencytoover-engineeringLess•Seelylowcostofchangesdiscipline•Invariantresourceunder-estimation•IrrationaldeveloperpreferencesWillWilldisappeardisappearMore•Highdegreeofchangeinunderlyingcomplextechnologiesasasindustryindustrytechnolo-•Nowidelyacceptedplatformstandardsmatures:matures:•ImmaturetoollandscapegicalriskLearnLearnfromfromhardwarehardwareMore•Fast-moving(andinmanycasesimmature)marketsbusiness•Customervaluehardtoassessrisk•LackofexperiencetranslatingcustomerrequirementsintofunctionalitySource:Brooks:TheMythicalMan-Month,McKinsey26OperationalimprovementcanbeachievedinathreestepapproachDevelopment•RestructuringofdevelopmentorganizationfororganizationspecificneedsofSWprojectsisnecessary•BuildingofspecificskillsinSWdevelopmentandSWprojectmanagementisneededProcess•Complexsoftwareprojectsareonlyfeasiblewithefficiencystandardized,repeatableprocesses•Developmenteffortdependsheavilyonprocessmaturity-efficiencypotentialsofupto90%arepossibleProduct•Modular,featurespecificproductdesigniskeytoarchitecturereducecomplexityandenableconcurrentengineering•Platforandaldegreeofreuseisneces-sarytoovercomecomplexitychallengeandensuresoftwarequalitySource:McKinsey27ProcessmaturityiskeyforproductqualityContinuouslyimprovingPredictableprocessStandardprocessconsistentDisciplinedprocessOptimizingprocessManagedDefinedRepeatable•ProcesschangemanagementInitial•Qutativegoalsforproduct•Defect•Standardpro-preventioncessownedbyandprocess•Processowned•Trackingofgoalsprocessesorganization•Technologybyproject•Process-specificbymetricsand•Undefinedpro-managerstatisticalchargecesses,adhoctailoringofthemanagement•Disciplinedstandardprocessanalysisworkingmethodsproject•Successde-managementpendsonfew•Processvariesspecialistsfromprojectto•Schedule,qualityprojectAircraftandcostunfore-industryseeableCharacteristicsCMMlevelAutomotive!industrytarget!!AutomotiveindustrySource:McKinsey28KeyleverstoaddresscomplexitychallengeClearandprecisecustomerknowledge1andorientationEfficientproductarchitecture–from2identitytosimilarityValuechainadaptationtowards3competencebasedstructuresImproveddevelopmentprocesses4leveragingITopportunitiesStringentqualityprocessesalong5entiredevelopmentprocessProjectorganizationcombininghigh6functionalandintegrationcapabilitiesSource:McKinsey29QUALITATIVELYSignificssuesafterreorganizationsCHANGESINORGANISATIONALORIENTATIONCriticalissuesDivisionalChrysler(reorg.since1989)organization•"Empirestrikesback"–changenotsustainableToyota(reorg.since1992)–ProjectmanagementProjectwithoutrealpowerBMW(reorg.since1995)organization–SupportfromtopMercedes(reorg.since1997)managementandVW/Audi(reorg.since1993)organizationtooweakFunctional•OrganizationunabletoorganizationacceptsharedresponsibilitiesTime~1990~2000Source:Interviews,pressclips30CONCEPTUALProjectorganizationsmustcombinehighintegrationandfunctionaldevelopmentcapabilitiesEVALUATIONOFDEVELOPMENTCAPABILITIESHighDivisionalHighorganizationcompetenceProjectIntegrationcapabilitiesorganization•DevelopmenttimeProject•Targetcostsorganization•Knowncustomerrequirements•Platformconcepts"LimitedFunctionalorganizationLowcompetenceLowHighFunctionalcapabilities•Commercializedinnovations•Qualityofvehiclefeatures•EfficiencyoffunctionSource:McKinsey31StructureandroleswithinprojectorganizationdefinedtoensuighcompetencyCEORolesProgrammanagerHeavyweightFunctionalmanagersDevelop-Procure-Control-Functionalknow-howmentmentlingandintegrationSalesProductionSingle-projectProjectmanagersorientationLimou-CoupéConver-ModulemanagerssinetibleModuleorientationManu-BodyElectro-ChassisPower-facturing/nicstrainEngineer-ingCross-functionalteamsSource:McKinsey32OrganizationalsetupoflinefunctionsbasedonindividualfunctionTypesoflineR&DOtherlineCEOorganizationsdepartments*functionsLinefunctionsegmentation•MarketingProgrammanagementControllingABC•Vehicle•integration•Body•ManufacturingBodyElectro-ChassisPower-Manu-Partialnicstrainfacturing/segmentation•ChassisEngineeringenginee-ringABC•QualityCross-functionalteams•Electronicsassurance•PowertrainFunctional•Purchasing*ABC•Design•Conceptdevelopment*BestorganizedalongmodulesA,B,CprogramsSource:McKinsey33Thenecessarychangeprocessmustbedrivenbytopmanagementandrequiresalongtermchangeinpeople'smindsetsClearandprecisecustomerknowledge1andorientationEfficientproductarchitecture–fromidentitytosimilarity2CharacteristicsofchangeprocessValuechainadaptationtowards3competencebasedstructures•Topmanagementtopic•ChangemanagementImproveddevelopmentprocessesapproachrequired4leveragingITopportunities•LongtermprocessStringentqualityprocessesalong5entiredevelopmentprocessActnowforwardinsteadofreactingafterwardsProjectorganizationcombininghigh6functionalandintegrationcapabilitiesSource:McKinsey34