| COGENT | This project is closed |
| Implementing a Step Change in Supplier Co-development Capability |
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Context The design and development of a product accounts for at least 80% of its cost, quality and performance.Commercial pressures to increase the speed of the product development process are requiring vehicle assemblers and component suppliers to work simultaneously on the development of new products. These pressures are the result of increasing competition, of the need to show returns on investment more quickly, of the increasing complexity of modern vehicles and the interaction between their component systems. Japanese vehicle manufacturers such as Nissan believe that in the UK companies do not collaborate in vehicle development as effectively as companies in Japan. Improved co-development performance could result in more vehicles being design within the UK operations of these foreign transplants and increased capability of UK suppliers to operate globally. Aims To develop a methodology consisting of tools and a process for their delivery which will rapidly assist average suppliers to increase their co-development capability to near world class and to sustain it. Such tools will operate within a supplier development programme context, and be available in a widely usable format.To develop a concurrent engineering framework for co-development to assist analysis of current performance via scoring/benchmarking and assist improvement planning by showing alternative implementation paths. To deliver the methodology to 15 suppliers by January 97 and a further 40 by May 98. To develop an education and training package to help potential and existing methodology users to gain maximum benefit from the transition to co-development. Method COGENT is a series of inter-related participate workshops starting at the Managing Director level and cascading down through Technical Directors and Senior Management. These are a catalyst for constructive dialogue to improve the effectiveness of the process of developing new products by the supply chain. The methodology for these workshops has been developed and continuously improved through use. Cranfield and Nissan are now using a refined methodology which will require significantly less resource to deliver. The methodology has now been used by 50 suppliers covering 89 sites. The Nissan system for measuring the development ability of its suppliers (the D score) has been overhauled as part of the project. Over 350 companies have been using this system since early 97. It is specifically designed to help suppliers become self-sufficient in identifying their own performance concerns and ways forward. The project is now complete. Benefits Nissans internal assessment is via the D score. Nissan believe that the rate of change in its supplier D score is increasing by six-fold. The detail Cranfield data collection plan will add academic rigour and independence, and has been formally approved by the Nissan Executive. At the conclusion of the project, the methodology will be disseminated by Cranfield to manufacturers supplying vehicle assemblers other than Nissan, and to supply chains in other sectors of industry. Participants Nissan European Technology Centre Cranfield University 65 Nissan suppliers |
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