Changing the Automotive Product Development Culture
We meet every challenge as we do this one: an Asian OEM is #8 in sales serving automakers worldwide. The CEO of the company announced it is targeting its position to become No. 5 worldwide by 2010. In order to accomplish this objective, the company’s executive VP of Engineering recognized a need to change its engineering culture to produce high quality and reliable automobiles.
Our solution was to conduct full 4-week project oriented Design for Six Sigma Black Belt training, with all sixty technical directors of the company. DFSS projects were carefully selected, and assigned to each of the Black Belt candidates.
After the first wave of projects was completed, the average cost saving per project was about $1 million. Besides substantial cost reductions, the company rapidly developed a DFSS culture within its engineering community.
- Automotive Products
- Automotive Systems Laboratories
- Borg Warner Automotive
- Chrysler Corporation
- Delphi Automotive
- Ferodo America
- Ford Motor Company
- General Motors
- General Tire
- Goodyear Tire & Rubber Center
- Jacobs Vehicle Equipment Company
- Lear Siegler, Inc.
- Racemark International
- Toyota Motor Corporate Services
- Toyota Motor Sales
- Valeo Automotive Division
- Volkswagen AG
- Volvo Heavy Truck