Spreker: Bas Bonnier, General Manager Turbocharger Division at Mitsubishi Turbocharger and Engine Hoewel de crisis ons eventjes wakker leek te schudden zijn de huidige economische modellen nog steeds gebaseerd op groei. Dit resulteert in verregaande globalisatie en consolidatie van organisaties wat weer zijn effect heeft op het innoverend vermogen van deze organisaties. Werknemers zijn deel van een organisatie en deel van een proces. Om zeker te stellen dat werknemers in deze grote multinationale organisaties aan alle wet en regelgeving voldoen zijn deze ‘moderne organisaties’ risicomijdend en procedure gedreven. Daarnaast hebben fouten, door schaalgrootte en margereductie, reusachtige invloed. Dus ook om deze complexe processen te beheersen is men risicomijdend en procedure gedreven geworden. Automatisering, work-flows, poka-yoke’s en andere ‘denk-niet-meer-zelf’ tools zijn geïntroduceerd. Werknemers worden gedwongen om in een keurslijf te lopen. De efficiëntie en de kwaliteit lijkt op korte termijn omhoog te gaan maar wat doet het met de innovatie voor de langere termijn?....Graag gaan wij tijdens deze innovatie bijeenkomst met u in discussie over uw visie over dit onderwerp. Mitsubishi Turbocharger and Engine Europe b.v. Mitsubishi Turbocharger and Engine Europe b.v. (MTEE) in Almere is een 100% dochter van het Japanse Mitsubishi Heavy Industries (MHI). MHI produceert wereldwijd 750 verschillende hoogwaardige technologische producten onder het motto: “Our Technology, Your Tomorrow”. In de fabriek in Almere worden turbochargers voor de Europese auto-industrie geproduceerd. Er zullen dit jaar een kleine 3 miljoen turbochargers voor o.a. BMW, VW, Renault, Peugeot en FIAT worden vervaardigd. Er werken 750 medewerkers in MTEE Almere welke een omzet van EUR 600 miljoen genereren.

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Welcome
welcomes
29th of Oktober 2014

2. 1
Innovation in a Global Environment
October 29th, 2014
Ir. Bas Bonnier RC
General Manager
Turbocharger Division
Mitsubishi Turbocharger and Engine Europe b.v.

3. 2
HISTORY
1870 1945
The Bank of Tokyo –MitsubishiDai Nippon Tokyo
Kirin Brewery Co.Meiji Life Insurance
Mitsubishi AluminiumMitsubishi Auto Credit-Lease
Mitsubishi Cable IndustriesMitsubishi Chemical
Mitsubishi Construction Mitsubishi Corporation
Mitsubishi Electric Mitsubishi Estate Company
Mitsubishi Gas Chemical CompanyMitsubishi Heavy Industries
Mitsubishi Kakoki KaishaMitsubishi Liquefied Petroleum Gas
Mitsubishi Logistics CorporationMitsubishi Materials Corporation
Mitsubishi Motors CorporationMitsubishi Nuclear Fuel Co
Mitsubishi Office MachineryMitsubishi Oil
Mitsubishi Ore TransportMitsubishi Paper Mills
Mitsubishi Petroleum DevelopmentMitsubishi Plastics
Mitsubishi Precision CompanyMitsubishi Rayon Company
Mitsubishi Research InstituteMitsubishi Shindoh Company
Mitsubishi Space Software Mitsubishi Steel Manufacturing
The Mitsubishi Trust and BankingNikon Corporation
Nippon Yusen KobushikiKaishaMitsubishi Caterpillar
MHI Air-Conditioning & Refrigeration Systems corporation
Mitsubishi: A community of companies

4. 3
700 different products
Mitsubishi Heavy Industries Ltd.

5. 4
Main figures 2014
Plant:23.000 m2
Quantity:3.0 million turbochargers
Turnover:EUR 600 million
Employees:700
•BSc, MSc, PhD> 250
•Nationalities:> 55
Main activities
•Project Management and Application Engineering
•Production of turbochargers
Mitsubishi Turbocharger and Engine Europe b.v.

6. 5
SUCCES = to exceed in alllife cycle phases
Define the concept
Offer the best product
Preparation for Start of Production
On time delivery with excellent quality
Support till end of the product life3 years1 year3 years5 years15 years
Pre-DevelopmentAcquisition Series DevelopmentSeries ProductionAftermarket
Pre-Development
Acquisition
Series Development
Series Production
Aftermarket
Automotive Turbocharger Life Cycle

7. 6
Senior General Manager
Turbocharger
Mr. Aruga
General Manager
Operations
Mr. Aoki
General Manager
Business
Mr. Bonnier
Pre-DevelopmentAcquisition Series DevelopmentSeries ProductionAftermarketProject OrientationProcess OrientationSOPStart of Production
Automotive Turbocharger Organization

8. 7
MTEE: Engineering Centre in Europe
•Test facilities:
3sets(2005) 5sets (2012) 10sets (2015)
•Full CAD support:
CATIA, I-DEAS, Unigraphics, Pro-Engineer
•In house FEA and CFD capabilities
Pre-DevelopmentAcquisition Series DevelopmentSeries ProductionAftermarket
Close Customer Support

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European Sales Volume (x million units)
Success Factors
•High Performance
•Low Cost
•Excellent quality
•Close development support
Pre-DevelopmentAcquisitionSeries DevelopmentSeries ProductionAftermarket
Business Development

10. 9
Engineering
Purchasing
Quality
Project
Leader
Product
Leader
Prod. Eng.
Product
Process
Supply Chain
Process
Leader
Supply Chain
Leader
Project Organization
Pre-DevelopmentAcquisition Series DevelopmentSeries ProductionAftermarket
Project Management

11. 10
•High Automation
•Continuous Training
Pre-DevelopmentAcquisition Series DevelopmentSeries ProductionAftermarket
Operational Excellence

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Installed in 1998
Installed in 2011
OLD
NEW
Pre-DevelopmentAcquisition Series DevelopmentSeries ProductionAftermarket
Low production cost with high quality
Less operators95D 45%
High capacity221K356K+ 60%
High quality controlLowHigh automation
Operational Excellence

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Design –Failure Mode and Effect Analysis
Development tools
Design Verification Plan
Taguchi methods
Failure Tree Analysis
Ishikawa diagram
Design for Assembly
Design for Manufacturing
Reliability Engineering
Process –Failure Mode and Effect Analysis
Control Plan

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Process capability tools
5S methodology
Kaizen
Continuous Improvement
Visual Control
Repeatability & Reproducibility Studies
Kanban
Lean Manufacturing
Total Productive Maintenance
Statistical Process Control
6-sigma
Overall Equipment Effectiveness
Two Bin

15. 14
JapaneseEnglishDutch
1.SeiriSortScheiden
2.SeitonSet in orderSchikken
3.SeisoShineSchoonmaken
4.SeiketsuStandardizeStandaardiseren
5.ShitsukeSustainin Stand houden
5S methodology

16. 15
Why ?

17. 16
Which ball is missing?

18. 17
Which ball is missing?

19. 18
Organization
Process

20. 19
Organization: Cultural Dimensions
http://geert-hofstede.com/national-culture.html

21. Process: Change Management
20

22. 21
Uncertainty Avoiding Organization
Uncertainty
Avoiding
Process
Pitfall: How to realize innovation or change?

23. 22
Discussion
1.Do pre-described processes, work flows and ‘poke-yokes’ destroy or stimulate innovation?
2.Does consolidation and globalization destroy or stimulate innovation?
3.Does welfare destroy or stimulate innovation?

24. © 2012 MITSUBISHI XXXXX, LTD. All Rights Reserved. 23

25. 24
McKinsey Innovation Benchmark
Every 2 years DSM is rated by Mc Kinsey on their innovation capability. Their target is to become in the Top Quartile (25%) of global most innovate companies. How would we rate ourselves?
1.Innovation Aspirations
2.Innovation Strategy
3.Idea Generation and Validation
4.Project Management
5.Commercialization and Launch
6.Portfolio Management
7.External Networks
8.Organization
9.Culture and Talent