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Global Automotive Industry Revolution

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An Evaluation of the Market, Shift in Economic Landscape, Disruptive Technologies & Sector Risks

Publicada em: Indústria automotiva
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Global Automotive Industry Revolution

  1. 1. Global Automotive Industry Revolution An Evaluation of the Market, Shift in Economic Landscape, Disruptive Technologies & Sector Risks 1 Eugene Nizeyimana Director for Engineering and Management Consulting Automotive and Industrial Manufacturing Sector
  2. 2. Outline 1. SSCG at a Glance 2. Economic Analysis of the Global Automotive Industry Growth • Global Automotive OEM Landscape • Economic Outlook: Market and Industry Growth Trends • Global Market Share & Sales Forecast • Key Forces and Drivers Transforming the Future of Revenues and Market Shares • Rising Sales of Connected Cars and Future Projection 3. Emerging Opportunities, Value Propositions and Disruptive Technologies • Opportunities in Unmet Segments and Markets • Adaptive and Connected Factories • Benefits of Adaptive and Smart Manufacturing • Transforming Manufacturing and Supply Chain Tech Capabilities • Autonomous Driving and Vehicle Technologies • Vehicles Connectivity and Safety Technologies • Vehicle Powertrain Electrification and Hybridisation • Disruptive Premium Luxury Electric Vehicle (PLEV) & Electric Utility vehicles (EUVs) • The Future of EV & FCEs • Energy Efficient and Sustainable Manufacturing 4. Key Sector Risks & Challenges 1. Market 2. Manufacturing Operation 3. Emissions & Environment 4. Electrification, Safety and Connectivity Cyber Security 5. Key Takeaways 6. How we can help your business optimise processes, capabilities and reduce risks
  3. 3. SSCG at a Glance SSCG is global management consulting and professional firm. We provide engineering and management advisory across business services, automotive, industrial manufacturing and emerging markets sectors. We provide informed perspective on the issues faced by our clients. The insights and quality solutions delivered to support our clients to build trust and confidence in the markets and in economies. We combines our multi-disciplinary approach with deep, practical industry knowledge to support our clients meet market dynamic challenges and respond to opportunities. In response to market shift and new challenges faced by our clients . We do not just to react , but also aspire and strive to develop innovative approaches and transformative solutions on our promises to help them outperform in their territories. We have developed a new value proposition for our clients and provides a range of solutions that can be integrated across businesses and/or to specific sector domains. In so doing, we are playing a critical role in building stronger and competitive enterprises, for our clients, in the economies and consulting space. 3 Our values define who we are, what we do, stand for and help create a sense of shared identity. They are our fundamental core beliefs that drive our behaviour and operations: • Profit: Maximise return for clients and shareholders, while being mindful of our overall responsibilities. • People: Create an exciting workplace, where people are inspired to be the best they can be and become solutions innovators • Partners: Nurturing a winning network of partners and building mutual loyalty • Social: Become a responsible global citizen that makes a difference in the community, for businesses and entrepreneurs • Productivity: Be a highly effective, lean, innovative and fast-moving organisation Our Core Values
  4. 4. Management Economics Contract Management C-Suite Strategic Modelling and Re-alignment Market Analysis and Forecasting Process Transformation And Optimization Supply Chains Optimization Project Life cycle Management Lean Manufacturing Engineering Quality Improvement Product Lifecycle Management Six Sigma Problem Solving Our 360º Management Solutions to address our clients’ strategic and operational complexities
  5. 5. Engineering Quality Operation Projects • Continuous Improvement • Efficiency and effectiveness • Business Process Optimization (BPO) and transformation • Process adaptation • Industry 4.0 and robotics • Supply chain optimisation • Lean operation and Re engineering • Determine sourcing mix: in-house, outsource, offshore, shared service • Implement succession planning • New Product Introduction (NPI) • Change management • Quality systems management, standardisation and certification • ISO/TS16949 & ISO9001 • Quality and Six Sigma problem Solving • Warranty cost and failure reduction • Manufacturing waste reduction • Increasing production output FTT • Deliver high quality vs low cost in mature areas • Defining project management strategies and business case • Managing all facets of the project and lifecycle (PLM) • Deployment of Project Management Office (PMO) • Project and Portfolio Management (PPM) • Application of leading practices - (PMI, PRINCE2) and the adaptive (AGILE). • Responding to project uncertainty and risks • Adopting PM methodologies from different industries • Process based management - OPM3 and CMMI. • Applying lean PM principles • Investment, value and cost– benefits appraisal. Engineering Services Automotive & Industrial Solutions
  6. 6. Management Strategic Growth Projects • Redefining and reigniting growth • Achieving sustained and profitable growth • Establishing new opportunities and revenue channels • Defining go to market propositions • Industry/sector competitiveness • Financing growth • Customer insights and capabilities • New markets and client segments • Profiling and capturing emerging markets insights and intelligence • Growth through M&A • Innovating and modelling new game changing propositions • Aligning, reshaping & transforming business directions and ambitions • Robust strategy implementation • Responding and meeting heightened business expectations and challenges • Defining alternative and fresh growth opportunities • Driving value and social investment • Defining project management strategies and business case • Managing all facets of the projects and lifecycles • Deploying Project Management Office (PMO) • Project and Portfolio Management (PPM) • Application of leading practices - (PMI, PRINCE2) and the adaptive (AGILE). • Responding to project uncertainty and risks • Adopting diverse industries PM methodologies • Process based management - OPM3 and CMMI. • Investment, value and cost– benefits appraisal. Management Services Business & Emerging Market Solutions
  7. 7. 7 Economic Analysis of the Global Automotive Industry Growth https://www.mercedes-benz.com/wp-content/uploads/sites/3/2016/03/classic_historie_e-klasse_06_739x412.jpg
  8. 8. Global Automotive OEM Landscape 8 http://www.mckinsey.com/business-functions/operations/our-insights/the-future-of-manufacturing http://uk.businessinsider.com/car-companies-of-the-world-2015-2?r=US&IR=T
  9. 9. Economic Outlook Market and Industry Growth Trends 9 China: +15% (24 million units) sales growth, expected +5% slowdown 2017. 20% aftersales market growth per year. US: +0.2% (17.9 million units) sales growth. Contraction of -1% in 2017. Europe: +7% (15 million units) sales expansion. 0% growth forecast in 2017 due to BREXIT and end of Spain’s incentive regime. Japan: Increase in exports, production and domestic sales. -1.5% decrease caused by continuously adverse effects of the VAT increase from April 2014. UK: Strong growth, production forecasted to rise to 2.0 million vehicles in 2018. Fast industry innovating .Leading centre of automotive R&D. Could become Europe’s second largest automotive manufacturer, surpassing Spain and France. Brazil and Russia: Continued economic crisis.. -21% and -11% respective markets contraction. Emerging markets: Rise in global sales share from 50 to 60% by 2020. 10%Profits share rise. Strong growth of smaller vehicle classes. Continued global market growth despite challenges. Investment in emissions reduction technology and autonomous vehicle R&D crucial. Need for geographical diversification puts turnovers . Development of premium brands key to a rise in profits. High volatility in emerging countries in Russia and Brazil. Connected and intelligent cars just beginning to make inroads. Fleet Telematics value on rise. https://www.smmt.co.uk/wp-content/uploads/sites/2/CRT036586F-Connected-and-Autonomous-Vehicles-%E2%80%93-The-UK-Economic-Opportu...1.pdf Automotive news - http://www.autonews.com/article/20161012/COPY01/310139999/ontario-ready-to-aid-gm-fca-with-plant-spending http://www.eulerhermes.com/economic-research/sector-risks/Global-Automotive-Report/Pages/default.aspx http://www.mckinsey.com/~/media/mckinsey/dotcom/client_service/Automotive%20and%20Assembly/PDFs/McK_The_road_to_2020_and_beyond.ashx. http://www.strategyand.pwc.com/trends/2016-auto-industry-trends https://dupress.deloitte.com/dup-us-en/focus/future-of-mobility/transportation-technology.html
  10. 10. Global Market Share & Sales Forecast Current State and Projected Growth 10 https://about.bnef.com/blog/electric-vehicles-to-be-35-of-global-new-car-sales-by-2040/ http://www.strategyand.pwc.com/media/image/Exhibit01B-2016-Auto-Industry-Trends.png http://www.cnbc.com/2017/01/02/hyundai-kia-global-vehicle-sales-fall-2-in-2016-missing-targets.html http://uk.businessinsider.com/2016-was-a-record-breaking-year-for-global-car-sales-and-it-was-almost-entirely-driven-by-china-2017-1?r=US&IR=T
  11. 11. Key Forces and Drivers Transforming the Future of Revenues and Market Shares 11 https://www.smmt.co.uk/wp-content/uploads/sites/2/CRT036586F-Connected-and-Autonomous-Vehicles-%E2%80%93-The-UK-Economic-Opportu...1.pdf Automotive news - http://www.autonews.com/article/20161012/COPY01/310139999/ontario-ready-to-aid-gm-fca-with-plant-spending http://www.eulerhermes.com/economic-research/sector-risks/Global-Automotive-Report/Pages/default.aspx http://www.mckinsey.com/~/media/mckinsey/dotcom/client_service/Automotive%20and%20Assembly/PDFs/McK_The_road_to_2020_and_beyond.ashx http://www.strategyand.pwc.com/trends/2016-auto-industry-trendsl
  12. 12. Rising Sales of Connected Cars and Future Projection 12 http://www.strategyand.pwc.com/reports/mergers-acquisitions-auto-industry http://www.consultancy.uk/news/1763/kpmg-connected-cars-to-deliver-huge-uk-jobs-boost
  13. 13. 13 Emerging Opportunities, Value Propositions and Disruptive Technologies http://sustainabilityreport2014.volkswagenag.com/environment/production
  14. 14. Opportunities in Unmet Segments and Markets 14 By 2020, global profits for automotive OEMs are expected to rise by almost 50%. Majority will come mainly from growth in emerging markets and to a lesser extent, the US. Europe, Japan, and South Korea will be stagnant in terms of profit growth. The era of connected car has already arrived. Fuelled by demands from an always-connected mobile society, millions of cars equipped with built-in connectivity. The autonomous car market will hit $42 billion by 2025 in the US only, consumer sentiment for partially autonomous and fully autonomous vehicles in the US is at 55% and 44% respectively. Investment in driverless vehicles and technology spectrum are also on increase globally from multiple players. Hybrid cars are becoming very popular in the UK, and manufacturers are investing ever more money into the technology. Nearly every car maker either has a hybrid in their range. Automotive suppliers are under pressure to transform processes and adopt new technologies to meet OEMs demand, optimise supply chains for efficient and speed delivery. Due to increase in demand, several opportunities remain unfilled, In some cases, OEMs are seeking new suppliers outside the traditional model. http://www.mckinsey.com/business-functions/sustainability-and-resource-productivity/our-insights/an-integrated-perspective-on-the-future-of-mobility Consultancy UK http://www.consultancy.uk/news/2065/bcg-autonomous-car-market-to-hit-42-billion-by-2025 https://www.bcgperspectives.com/content/articles/automotive-consumer-insight-revolution-drivers-seat-road-autonomous-vehicles/ https://www.wsj.com/articles/japanese-robot-maker-fanuc-reveals-some-of-its-secrets-1427384420
  15. 15. Adaptive and Connected Factories Industries 4.0, Robotics and Smart Manufacturing 15 • Smart customisation • Distributed manufacturing • Connected and reconfigured supply chain (Agile and demand driven) • Energy efficient and sustainable production • Retooled production, optimised processes and systems • Connected data centres • Safe production http://www.industry.siemens.com/verticals/global/en/automotive-manufacturing/pages/automotive-manufacturing.aspx https://www.wsj.com/articles/japanese-robot-maker-fanuc-reveals-some-of-its-secrets-1427384420 http://www.csc.com/auto/insights/99933-the_future_of_the_automobile_industry http://www.mckinsey.com/industries/high-tech/our-insights/disruptive-trends-that-will-transform-the-auto-industry
  16. 16. Benefits of Adaptive and Smart Manufacturing 16 • Productivity increase • Reduction in machine downtime • Increase in productivity of technical disciplines • Inventory reduction • Cost of poor quality reduction • Forecasting accuracy improvement • Reduction in time to market • Reduction in plant maintenance costs • Cumulative economic benefits • Production data capturing efficiency https://www.slideshare.net/mongodb/mongodb-iot-city-tour-london-39520024
  17. 17. Transforming Manufacturing and Supply Chain Tech Capabilities 17 https://www.forbes.com/sites/louiscolumbus/2015/04/20/10-ways-mobility-is-revolutionizing-manufacturing/#7fd764d04315 http://www.mitsubishielectric.com/fa/products/cnt/plcnet/pmerit/cclink_ie/case/case02.html Technologies are driving a revolution in Auto manufacturing today. Integrating technologies into new production strategies, processes and procedures is bringing improved efficiency, greater accuracy and speed to production and deliver solid efficiency gains. • Integrating mobile CRM systems with distributed order management, pricing and fulfilment to improve customer responsiveness. • Making distributed order management more transparent to sales and accuracy. • Improving supplier traceability and quality using real-time analysis and reporting. • Deploying enterprise-wide mobile inventory tracking, traceability and reporting systems. • Monitoring production workflow performance using dashboards accessible from mobile devices. • Tracking machine-level compliance and providing alerts to production engineering when maintenance is required. • Reducing Field Service call cancellations and delays by accurately communicating parts and staffing requirements. • Improving logistics and supply chain coordination with suppliers using mobile technologies. rapid inventory turns, tight production schedules and thin margins. • Application of Manufacturing Intelligence in production operations to facilitate access to shop floor data and interpolation to financial results faster.
  18. 18. Autonomous Driving and Vehicle Technologies 18 Customer preferences are moving away from its traditional to smart motoring. These have attracted new players in the industry and the disruptive trends they bring such as electrification, autonomous driving, diverse mobility, and connectivity. These technologies are transforming the industry from a vertically integrated automotive value chains into a complex, horizontally structured ecosystem. Motoring is moving from advanced driver-assistance systems to fully autonomous driving operating system capability as the technology matures offering different propositions to drivers of full end to end journey driving. http://www.businessinsider.com/morgan-stanley-autonomous-cars-trillion-dollars-2014-9?IR=T http://www.mckinsey.com/industries/automotive-and-assembly/our-insights/how-the-convergence-of-automotive-and-tech-will-create-a-new-ecosystem
  19. 19. Vehicles Connectivity and Safety Technologies 19 Vehicle connectivity and safety innovations are advancing rapidly boosting infotainment and novel traffic services capabilities and possibilities of car to car connection, to the wider infrastructure, and to people. Connected vehicle technologies: • Vehicle to vehicle • Vehicle to device • Vehicle to infrastructure • Traffic Jam Assist • Highway Autopilot • Full end to end journey • Advanced infotainment platform features • Fully connected cloud processing and data feeds for manufacturers Safety communication management and control: • Blind spot monitoring • Lane departure warning • Intelligent speed adaptation • Lane keep assist • Autonomous emergency braking • Intersection pilot http://www.mckinsey.com/industries/automotive-and-assembly/our-insights/how-the-convergence-of-automotive-and-tech-will-create-a-new-ecosystem
  20. 20. Vehicle Powertrain Electrification and Hybridisation 20 Drivetrains has shifted toward hybrid-electric, electric, and fuel-cell technologies as they mature and become cheaper. Customers’ perceptions of value has also shifted as government impose tight emission regulations on high polluting vehicles. Innovative powertrain control technologies: • Adaptive Cruise Control, • Remove parking • Urban Automated driving Vehicle powertrain electrification and hybridisation: • Battery Electrical Vehicle (BEV) • Plug In Electric Vehicle (PEV) • Mild Hybrid Electric Vehicle ( MHPEV) • Hybrid Electric Vehicle (HEV) • Fuel Cell Vehicle (FCV) http://www.mckinsey.com/industries/automotive-and-assembly/our-insights/how-the-convergence-of-automotive-and-tech-will-create-a-new-ecosystem
  21. 21. Disruptive Premium Luxury Electric Vehicle (PLEV) & Electric Utility vehicles (EUVs) 21 https://www.forbes.com/sites/brookecrothers/2015/06/07/low-cost-electric-cars-are-disruptive-not-tesla-interview-with-harvards-thomas-bartman/#505dbaf31771 http://www.mckinsey.com/industries/automotive-and-assembly/our-insights/how-the-convergence-of-automotive-and-tech-will-create-a-new-ecosystem Electric drive has numerous advantages over the internal combustion (IC) engines vehicle and cars will be cheaper to own in 2021 • High efficiency over a wide range of power output, regenerative breaking and low emissions. • Plummeting cost of batteries is key in leading to the tipping point and great optimism about the future of BEVs, which has kick started a mass market for EV. • Regulation to cut carbon emissions that drive climate change and reduce urban air pollution, which leads to many premature deaths every year. • EUVs are making market inroads in cities, are small, which makes navigation and parking easier, have improved their performance in constant stop/start environments, and they are exempted from congestion taxes. • Arrival of PLEV with distinctive offerings: Tesla, Lucid, Fisker • EV are about 2.5x more efficient than an ICE vehicles.
  22. 22. The Future of EV & FCEs 22 https://www.ft.com/content/aac33744-13be-11e3-b0b4-00144feabdc0 http://www.toyota-global.com/sustainability/environment/challenge2050/6challenges/ http://www.mckinsey.com/industries/automotive-and-assembly/our-insights/how-the-convergence-of-automotive-and-tech-will-create-a-new-ecosystem
  23. 23. 23
  24. 24. Energy Efficient and Sustainable Manufacturing 24 Energy-efficient vehicles and sustainable manufacturing are key to a sustained competitiveness in Auto industry operations and for compliance with legal requirements. Achieving the right balance of business performance, environmental care and social responsibility. • Pollution reduction • Use of renewable energy • Developing vehicles that offer best possible fuel economy and reduced emission • Using sustainable production methods, including lightweight materials, expanding the use remanufactured parts and better integrated supply chains, • Manufacturing: Reduction in specific energy and water consumption, CO2 emissions, solvent emissions (VOC) and volume of waste per vehicle manufactured • Energy efficient and eco friendly production and logistics processes. • Green production • Green IT: Reducing the electricity consumption of IT components • Waste output and disposal • Green logistics • Biodiversity: Conservation of biological diversity • Sustainable production through intelligent energy data management. https://energy.gov/eere/amo/energy-analysis-sector https://www.smmt.co.uk/industry-topics/sustainability/ http://sustainabilityreport2014.volkswagenag.com/environment/production
  25. 25. 25http://www.globalcastingmagazine.com/index.php/2013/10/17/opening-of-the-production-site-tiexi/ Key Sector Risks & Challenges
  26. 26. Auto Sector Risks & Complexities Market 26 http://www.eisenmann.us.com/products-and-services/automotive-systems-and-aerospace/paint-shops/booth-and-separation-systems http://www.autoexpress.co.uk/car-news/87772/chinese-copycat-cars http://www.bbc.co.uk/news/business-38880019 https://www.moodys.com/research/Moodys-Global-automotive-manufacturing-industry-outlook-revised-to-negative-as--PR_356124 • Global political instability and uncertainty – US & BREXIT. • Emerging Chinese players and aftersales opportunities. • Shifting industry landscape - Vehicle electrification and hybridization. • Suppliers’ footprints increase in emerging markets. • High investments in new technology, clean energy, and autonomous vehicles. • Diesel scandals resulting in decline in sales. • Flexibility and individualized vehicles. • Complexity and cost pressure for OEM companies. • Vehicle recalls and warranty cost. • Distribution in market share and decline in financial performance for traditional OEMs
  27. 27. Auto Sector Risks & Complexities Manufacturing Operation 27 http://www.eisenmann.us.com/products-and-services/automotive-systems-and-aerospace/paint-shops/booth-and-separation-systems http://www.autoexpress.co.uk/car-news/87772/chinese-copycat-cars http://www.bbc.co.uk/news/business-38880019 https://www.moodys.com/research/Moodys-Global-automotive-manufacturing-industry-outlook-revised-to-negative-as--PR_356124 Automotive sector is experiencing dynamic changes and have major consequences on how the industry and ecosystem is monitored: • Intense regulatory scrutiny around emission defeat devices and technologies • The race for connected and autonomous vehicles . • Go to production and market delivery time • Shifting industry landscape - Vehicle electrification and hybridization. • IP/Design/Patent global regulation and management – Rise of copycat cars. • Connected cars and factories – Digitalization security due to vulnerability of production plants to cyberattacks • Factory automation and robotics creating unemployment • Use of lightweight carbon materials in large-series production remain a challenge. • High investments in new technology, clean energy, and autonomous vehicles. Lags behind. • Demand for flexible and individualized vehicles. • Demand for quality process and vehicle (TS16946 2016 Version and ISO 25252): Increase in quality expectations, vehicle recalls and warranty costs. • Demand for energy efficiency manufacturing and production. • Increasing technological disruption, in combination with greater regulatory scrutiny, is driving the creation of new business models and new competitive forces that are impacting the supply chain.
  28. 28. Auto Sector Risks & Complexities Emissions & Environment 28 http://energypost.eu/can-battery-electrics-disrupt-internal-combustion-engine-part-1 http://www.mitsubishielectric.com/fa/products/cnt/plcnet/pmerit/cclink_ie/case/case02.html • Stringent environmental and emission regulations such as EU6 Emission Regulations and Targets, pollution taxes and environmental laws with significant impacts on risks and compliance processes across the automotive supply chain. A holistic approach for the entire value chain design and management is needed. • With regulations on fuel economy and CO2 emissions tightening, motoring is becoming more and more expensive for drivers of conventionally powered petrol and diesel cars
  29. 29. Auto Sector Risks & Complexities Electrification, Safety and Connectivity Cyber Security 29http://energypost.eu/can-battery-electrics-disrupt-internal-combustion-engine-part-1/ https://www.wsj.com/articles/japanese-robot-maker-fanuc-reveals-some-of-its-secrets-1427384420 • BEVs will have to achieve a range exceeding 200 miles as standard before broad consumer acceptance can be achieved. • BEVs with the large battery pack needed for broad consumer acceptance will remain more expensive than internal combustion engine (ICE) cars even under optimistic assumptions of future technological developments • Inadequate parking spots and charging infrastructure. A high EV future will also feature a large number of additional chargers to further reduce range anxiety and enable longer travels. • Limiting factors of a EV (range and need for a place to charge) mean that they aren't appropriate for some people's lifestyles and markets with inadequate electricity infrastructure. • Connected factories and Car exposure to Cyber Security: Safety communication, data management and control between different processes. • Connected cars are vulnerable to high failure of in car electronic devices, cyber attacks due to various in car and control features. ISO 25252: Standards, Govt. Regulations and Safety requirements • New active safety assessments • Endorsement of safety features: Insurance and leasing companies • Safety Innovations: • Electric car energy conservation • Passive safety - Traditional • Active safety – Domain of high end luxury vehicles though expected to trickled down to mainstream cars: Forward Collision Warning (FCW), Adaptive Cruise Control, 360 degree panoramic imaging sys. And Automatic emergency braking.
  30. 30. Key Takeaways 30 By 2020, global profits for OEMs are expected to rise by almost 50%. Majority will come mainly from growth in emerging markets and to a lesser extent, the US. Europe, Japan, and South Korea will be stagnant in terms of profit growth. The sector is experiencing dynamic changes. Intense regulatory scrutiny around recalls and quality process are having major consequences on how the sector is monitored, as well as significant impacts on risks and compliance processes across the supply chain. Supply chain under pressure and opportunities for new entrance to fill the gaps remains. OEMs are reconfiguring supply chains, increasing reliance on technology, suppliers and retooling production systems to industry 4.0 to be more lean, flexible, and meet smart customization requirements. Drivetrains has shifted toward hybrid-electric, electric, and fuel-cell technologies as they mature and become cheaper. The era of connected car has already arrived. Fuelled by demands from a connected mobile society, millions of cars equipped with built-in connectivity are being sold. Autonomous vehicles of several kinds are well on their way onto our roads, with R&D resources being poured into the technology spectrum from multiple. The technology is expected to release fully autonomous cars by 2018, that are able to navigate themselves in most contexts, as well as partially autonomous cars that are able to take a variety of functions over from human controllers. Energy-efficient vehicles and sustainable manufacturing are key to a sustained competitiveness in Auto operations and for compliance with legal requirements. Connected and autonomous vehicles will facilitate safe and efficient movement of people and goods using information from on-board sensors and systems to understand their global position and local environment. Increased connectivity will allow vehicles to communicate with their surrounding environment and provides valuable data about road, traffic and weather conditions.
  31. 31. 31 Delivering integrated support & Transformative Solutions
  32. 32. How we can help your business optimise processes, capabilities and reduce risks 32 • 1. Define – Work with you to understand strategic and operation issues you are experiencing, scope, requirements and expectations. Complete organisation environment and process analysis to understand current business context. • 2. Solutions Architecture - Work with you to device transformation solutions, improvements or to identify growth opportunities. Consult with you throughout to ensure our solutions address your needs. Device deployment framework and timeframe to suit your needs, budget and delivery time. • 3. Deploy and transform - Work with you to deploy solutions or change effectively and efficiently. • 4. Continuous Improvement - Performance assessment of impact and realignment where necessary. Support you to device continuous improvement actions. • 5. Monitoring and Control – Work with you to prepare handover and transfer ownership. Develop risk management plan. Process Map Transform Processes , deploy Solutions or initiatives Define Problem, Strategic goals or business needs Measure Impact and benefits To help our clients optimise and transform their business models and process, SSCG has developed a comprehensive 5 steps framework to assist automotive sector clients identify, transform and optimise business functions, quality and mitigate risk exposure.
  33. 33. Eugene Nizeyimana Director for Engineering and Management Consulting, Automotive and Industrial Manufacturing Sector Where my work has taken me Education Career Expertise • Capital Projects and Portfolio Lifecycle Management (PLM) • Lean Manufacturing and Business Process Optimisation (BPO) • Organisation Analysis, Strategic Realignment and Growth • New Products Introduction (NPI) and Re-engineering • Market Development (CMD) and Risk Management • Six Sigma Complex Problem Solving • Quality and Customer Value Improvement • Supply Chain Analysis & Optimisation • Economic Evaluation and Appraisals • Manufacturing Operation and Production • Automotive and Oil & Gas Engineering • Contract Management Professional Training 2002 - 06 2015 -2006 - 10 2009 2012 - 13 2013 - 14 Project Coordinator Project Adviser, Client Services Engine Dev. Engineer Quality Technician Project Engineer - PVT Business Dev Executive Director/ COO Africa Program Coordinator EngineerProject Manager 2010 2011 2011 - 2014 - 15
  34. 34. @ SSCG Copyright 2017

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