being faurecia' begins

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Faurecia spotlights its industrial excellence in three countries GM truck program wins award for FECT 2015 Chrysler 200 charts new course for midsize sedans North America THE JOURNEY TO ‘BEING FAURECIA’ BEGINS 2014 2 3 7 4 MAY/JUNE

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Page 1: BEING FAURECIA' BEGINS

Faurecia spotlights its industrial excellence in three countries

GM truck program wins award for FECT

2015 Chrysler 200 charts new course for midsize sedans

North America

THE JOURNEY TO

‘BEING FAURECIA’ BEGINS

2014

2 3 7

4

M AY/J U N E

Page 2: BEING FAURECIA' BEGINS

2infos

G R O U P N E W S

FAURECIA REAFFIRMS ITS COMMITMENT TO UN GLOBAL COMPACT Faurecia has just ratified the United Nations Global Compact for the

seventh time since 2004. In doing so, Faurecia is reaffirming its

commitment to progress in four areas: human rights, working

conditions, the environment, and efforts to combat corruption.

Each year, participating companies must complete a Communication

on Progress report that describes the progress they have made over

the preceding year. In this year’s report, Faurecia spotlights its

performance on behalf of the environment and better working

conditions. The Global Compact was introduced in 2000 as a means of

encouraging companies around the world to act in a more socially

responsible way. Its signatories currently include 7,000 companies in

145 countries.

Read Faurecia’s report online

at www.faurecia.com

FAURECIA SPOTLIGHTS ITS INDUSTRIAL EXCELLENCE IN THREE COUNTRIES

THE AUDI A3 ON STAGEAn international jury of 69 journalists elected the Audi A3 as the 2014 World

Car of the Year during the New York auto show. It is also a marvelous

recognition for Faurecia, which contributed its expertise to the seating

comfort, the acoustic quality and the design. The seats are assembled at the

Neuburg (Germany) plant and are equipped with high-end functions and

upholstery. As for the instrument panel and the inner dash insulator, they are

produced in the factories in Hlohovec (Slovakia), Mlada Boleslav (Czech

Republic) and Legnica (Poland).

Through numerous activities, such as visits organized for high school and college students, round

tables, best practice sharing, producing a video and an art workshop using exhaust system sections,

nine of Faurecia’s sites in France showcased their activities to the general public. “It is a great way to

promote Faurecia’s excellent expertise and to make young people aware of the career possibilities

offered by our enterprise,” said Victor Neto, Director of Human Resources in France.

In a similar spirit, 12 German sites opened their doors on March 27 for “Boys’ and Girls’ Day,” a day when

more than 120 young people visited plants and took part in practical workshops. And in the United

States, it was the “Take Our Daughters and Sons to Work Day” (celebrated each year on the fourth

Thursday of April), organized at several Faurecia sites. For more details, see the story on page 3.

Could they be Faurecia’s future employees? Thanks to all the sites that opened their doors around

the world:

ss In France: Audincourt, Bavans, Montbéliard, Cercy-la-Tour, Magny-Vernois, Messei, Méru,

Brières-les-Scellés and Poissy.

ss In Germany: Augsburg, Hagenbach, Ingolstadt, Lindau, Neuburg, Neuenstadt, Peine, Peiting,

Reinsdorf, Sassenburg, Stadthagen and Sterbfritz.

ss In the United States: Southfield Customer Center and Auburn Hills Technical Center.

Faurecia responded impressively to the 4th edition of Industry Week in

France: between April 7-13, nine sites opened their doors to the public.

Similar events took place in Germany and the United States. This event

is a terrific way to promote the manufacturing industry’s image and

feature the jobs it offers.

1. Germany 2. France 3. United States

1

2

3

Page 3: BEING FAURECIA' BEGINS

3infos

S I T E L I F E

s New EVP for Automotive Exteriors appointedNiklas Braun has been named Executive Vice

President for Faurecia Automotive Exteriors

(FAE). He began his induction process in April

and has worked closely with Hervé Guyot,

Executive Vice President of Group Strategy, to

ensure a smooth transition.

Braun was previously CEO of the Rehau

Automotive Business Division, a Tier 1 supplier,

and member of the Rehau Group Executive

Board.

He is based in Nanterre and reports directly to

Yann Delabrière, Faurecia Chairman and CEO.

s New FAS Tech Center opens in Auburn HillsThe move to the new North America

Headquarters and FAS Tech Center in Auburn

Hills has begun. The FAS employees, who were

formerly located in Troy, Michigan, have

completed their move. The Design and

Development activities for FAS in North

America are now situated in the new building.

The address is:

2800 High Meadow Circle

Auburn Hills, MI 48326

248 724 5100

Next up to move will be the Country

Coordination team for North America. A flag

raising celebration is scheduled for the

summer.

s New Manager in ArlingtonRobert Skene has been named Site Manager of

the Arlington, Texas Plant (FECT). He was

previously the Senior FES Manager with FAS in

North America. He replaces Max Jones who has

accepted a position at the Spartanberg, South

Carolina Plant (FECT). Skene reports to Clint

LeBeau, Plant Manager in Dexter, Missouri.

SOUTHFIELD, AHTC CELEBRATE KIDS AT WORKRecently, the Southfield, Michigan Customer Center (FIS), Auburn Hills, Michigan Technical Center

(FIS), and other tech centers took part in “Take Our Daughters and Sons to Work Day.”

At AHTC, about 20 children between the ages of 5-16 attended. Olivier Boinais, Industrial Design

Manager, presented the Design team’s roles and responsibilities. The team then gave

demonstrations on design tablets, and gave the special visitors an opportunity to try them.

Jay Hutchins, Director of Marketing and Product Planning for FIS in North America, gave a short

marketing presentation. He covered the target market including: place, price, products and

promotion. Hutchins split the group into teams and they thought about what they would like to

see in cars. AHTC provided a light breakfast for the visitors.

In Southfield, engineers volunteered to show a CAD (computer-aided design) / CAE (computer-

aided engineering) demonstration, including 3D animation with full dummy simulation. They also

had a CAD station set up with a space ball so the kids could move the data around the screen, cut

sections and change colors.

During the Senior Management Meeting for the top 300 executives in the

company worldwide, held March 24-26, top management shared their road

map and vision for the future. They also took time to recognize successes

from the past year. They honored Best Plants, Best Acquisition, Best

Program, Best Innovation, Best Customer Management, Best Division and

awarded a special Coup de Coeur prize.

North America was well represented with several nominations, including the

FUELS program for the Coup de Coeur prize.

Champion performance Sharing the honor of Best Program was the FECT K2XX program (Chevrolet

Silverado and GMC Sierra pickup trucks) and the FAE Audi A9 program. The

Group noted the financial performance of the programs and the high level of

GM TRUCK PROGRAM WINS AWARD FOR FECT customer satisfaction for both. Kevin Kimmet, Vice President of Sales and

Program Management for GM and the GM Customer Business Unit for FECT

North America, accepted the award for North America.

The K2XX program is the largest program for FECT and GM. FECT supplies the

production from five Faurecia plants. The launch of the program went well;

FECT was not late on parts delivery and there were no serious complaints

about quality from any of GM’s four assembly plants that we supply.

“One of the most important factors in this successful launch was having a

stable team with experience in place,” said Mike Virtue, Director of Program

Management. “Another key was good communication and cooperation

within the entire FECT/GM team.”

Employees from the Southfield Customer Center brought their children to work on April 25 as part of a special event. The children had special activities, demonstrations and a breakfast while they visited.

Page 4: BEING FAURECIA' BEGINS

The new culture, called “Being Faurecia,” gives us a purpose, values to guide

our actions and a common language that will come to define what Faurecia

means in terms of creating value for all of our stakeholders – employees,

customers, suppliers and our local communities.

“During this very rapid globalization and growth period, our emphasis was on

developing systems and processes that delivered quality and performance

to all of our customers around the world. The Group focused strongly on

short term results both to achieve a sustainable financial performance and

to manage the cycles of the automotive industry,” said Yann Delabrière,

Chairman and CEO of Faurecia. “The company is re-defining its mission and

cultural model so that managers can act with the mindset and values to drive

our performance.“

Our new DNA Now, all employees are needed to start the journey and stay with it to see

it through. It won’t be quick, but in the end Faurecia will be a company

committed to creating long-term profitable growth through customer

intimacy, innovation, leadership positions and engaging all of its teams.

Focusing on day-to-day performances remains a priority, because it fuels

our development and ensures customer satisfaction. Faurecia is also a

responsible company dedicated to a safe and healthy workplace, staying

involved with local communities and transparency.

“Being Faurecia is our company vision. It will enable future generations to

rapidly integrate the company and facilitate self-sustainable growth in all of

our regions,” Delabrière said.

Day-to-Day roadmap The Group has published several tools as the journey begins. It will take time

to implement things, but if every employee is on the journey together,

results will be seen and felt. To start with, look for:

ss New mission statement

ss New values

ss New code of ethics

ss New or revised Faurecia Core Procedures (FCPs)

ss A list of green and red behaviors

A series of books have been published that details the plan, these tools and

more. Each employee will receive a copy. Electronic copies are also available

on the Faurecia intranet.

Expectations The new culture will encourage employees to be more autonomous and

accountable for their actions. It will foster the entrepreneurial spirit,

especially when people demonstrate respect, energy and strive to be the

best. In short, it plainly tells us what is expected.

How will that be put into practice? You should be able to look to managers

as role models for how to behave. In addition, the Group has a list of actions

that can serve as concrete examples of acceptable and unacceptable

behavior. They are included in the “Code of Management,” one of the books

available. This list will also be updated and reviewed regularly online.

4infos

THE JOURNEY TO BEGINS

During the Senior Management Meeting in April, a movement began. For the past year, the Board of Directors

and Executive Committee have been working to define a change in culture that Faurecia needs to make.

Faurecia is a young company, and with two significant acquisitions in 2010 (EMCON and Plastal Spain and

Germany), it became clear that a new mission and cultural model was needed to help us as we grow.

VALUE CREATION

A SHARED CULTURE

PRAGMATIC

OPERATIONAL

SYSTEMS

DECENTRALIZED

ORGANIZATIONAL

PRINCIPLES

EFFECTIVE

PEOPLE

DEVELOPMENT

A SHAREDCULTURE

EXEMPLARITY

RESPECT

ENERGY

ACCOUNTABILITY

AUTONOMY

ENTREPRENEURSHIP

Page 5: BEING FAURECIA' BEGINS

There are four categories of behaviors, 55 actions in total so far. Many of

them are drawn from the Code of Ethics. An example of a green behavior is:

DO encourage your teams to express opinions freely. Organize regular

brainstorming sessions to improve performance. Implement Improvement

Ideas.

An example of a red behavior is: DON’T react with anger when receiving bad

news. Don’t shoot the messenger and don’t seek to assign blame. Analyze

the situation and look for solutions.

Business behavior(s) To plan the long-term vision and priorities, the company will use the PMT

(Mid-term plan). Faurecia is benchmarking competitors and other players in

the industry, and the PMT planning tool will map how to close the gaps

between where we are and where we want to go. It will determine what

strategic steps to take and the budget for moving forward.

The FCPs have been simplified to speed up decision making and increase

autonomy. For example, today it takes seven approvals to hire a serial buyer

in China. With the new strategy it will take three. The new FCPs are online in

the library on the intranet.

In terms of developing our people, managers will be autonomous and

accountable. “Decisions will be more decentralized as a result of ‘Being

Faurecia’ as we will be empowering managers through new and simplified

procedures,” explained Jean-Michel Renaudie, Executive Vice President

of FIS. “With this in mind, managers are to be held accountable for the

performance. Transparency and management escalation are essential.”

Being Faurecia will change the way talent is developed to fill these roles.

It will also change the review process, to make it more objective and fair.

In addition, the company is putting in place more training. The goal

is to recognize good performance but also not accept repeated poor

performance. Managers and Professionals will be assessed on behaviors in

line with red and green, leadership competencies, as well as objectives.

Being Faurecia is not something that will happen overnight, or even in a week

or a month. But with these tools and guidelines, the change can be felt and

will be noticed. We want to shift to something more open to the world and

our customers, approach our business with more energy that will drive

innovation. We have to think about what’s next.

5infos

MISSION STATEMENTFaurecia generates profitable long-term growth through

ss Sustained partnerships with all our customers

ss Clear anticipation of customer needs

ss Value-creating innovation

ss Market leadership positions

ss Federated and motivated teams managing our global deployment

Faurecia delivers strong day-to-day performance thanks to

ss Solid, product-driven systems and methodologies

ss Excellence in engineering, program management and manufacturing

ss Relentless focus on quality and costs

Faurecia is committed to social and environmental responsibility and fosters

ss A safe and healthy workplace

ss Positive involvement in the local communities

ss Internal and external transparency

OUR VALUESBehavioral Values

Respect Building long-term partnerships with all stakeholders and treating

them fairly and with respect. Developing employees from all

cultures to their full potential and recognizing good performance.

Examplarity Acting as role models, using the Code of Management as a guide

for behavior. Apply the Group’s systems and methodologies

pragmatically to achieve engineering and manufacturing excellence

through continuous improvement.

Energy Harnessing the drive and passion of employees to achieve goals and

develop value-creating innovations. Reacting to changing situations

with agilty and speed.

Managerial Values

Entrepreneurship Being entrusted with the management of the company’s tangible

and intangible resources. Taking initiatives for business development

and value creation to become the industry benchmark.

Autonomy Being empowered to manage within one’s scope of responsibility

and within a system of auto-control. Respecting Group rules and

acting with transparency at all times.

Accountability Taking full responsibility of one’s scope of responsibility. Committing

to business performance and people development.

THE JOURNEY TO BEGINS

Page 6: BEING FAURECIA' BEGINS

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P R O G R E S S R E P O RT

In the months that have followed, progress has been made in several areas.

Human Resources Through simplified recruiting procedures, several key strategic positions

have been filled. New Directors are in place for Information Systems,

Communications, and Management Development and Recruiting. This will

reinforce the administrative support functions within the Country

Coordination Group.

Several new programs are in place now to address retention. For example,

there are new training programs and a rotational program that gives more

visibility to skills and jobs within departments. In addition, for the first

time, the team did a “People Review” for all North American Managers and

Professionals. This process looks at individual performance and develops a

more precise action plan for the future.

For our college recruitment activities, the list of partner schools has been

refined. The schools on the list have programs that are now much closer to

our needs. “This will improve and accelerate the recruitment process,” Mauge

explained. “We will be able to propose the right candidate for the right job

more often.”

Faurecia University One of the major wins for the new region is the successful launch of Faurecia

University North America. This regional offshoot of the global program has

already trained more than 300 people in the first few months of existence

MOVES IN HR, FAURECIA UNIVERSITY, MEXICO STRENGTHEN NORTH AMERICA

and is aimed at 1,400 trained people for the year. Classes were launched in

Mexico and the United States. Each month there are more and more classes.

The first Orientation Day was held May 5-6. The next major module to launch

is the PC&L trainings, where the resources need to increase dramatically

because of the recent growth. The new website has launched, with a

calendar, registration information and course descriptions.

Mexico The team in Mexico has changed in the past few months. According to

Mauge, “We have an excellent team in place now – with a strong HR Country

Manager and new General Managers for FIS and FECT.” He said the first

Mexico Country Coordination meeting was recently held, including

attendance from IT, HR, Non Production Purchasing and the regional BG

managers.

The team in Mexico also launched GlobalView in April. “This is an important

achievement,” Mauge said. “It’s a major milestone for precise management of

our workforce in Mexico, according to FES.”

Customers and Finance Two of the other areas where it has been important to improve is with

customer relations and with the Finance organization. Changes to the

structures and the new NA organization have led to a stronger Finance team.

They have a more unified approach and, with the new Mexico organization,

have a more common approach throughout the region, especially focused

on better managing international trade, taxes and banking. They also have

reviewed their team through the People Review process, new classes have

been added within Faurecia University and a task force has been created for

improving our Internal Control Basics rating all over the region.

Customer relations is also being strengthened. With the help of all of these

steps and events like the Tech Day at General Motors, held in April (see story

on page 8), we are working to create closer ties to our important NA

customers.

There is more work to do, Mauge stressed. But our roadmap is in place and

these wins set the foundation for a more autonomous North America

moving forward.

The Faurecia University NA website can be found on the intranet:

http://group.intranet.faurecia/sites/ia_University_North_America

Last summer, changes were made to strengthen North America.

Jacques Mauge was brought in as Chairman of the region, and he

quickly began working with the business groups and support

functions to address several issues. In September, Mauge rolled out

an action plan that would lead the NA organization to be stronger

and more nimble and autonomous.

Jacque Mauge, Chairman of Faurecia North America.

The first class of Faurecia University North America Orientation Day.

Page 7: BEING FAURECIA' BEGINS

7infos

A show stopper since its debut this winter, the all-new

2015 Chrysler 200 has leapfrogged expectations for a midsize car. New from

the ground up, the 200 has an elegant exterior design, a thoughtful and

beautifully crafted interior, and an exceptional driving experience. Of its

accolades, most recently it was named one of the 10 Best Automotive

Interiors by WardsAuto.

“Designers paid extraordinary attention to detail in the new Chrysler 200C

interior design and it shows. Specially engineered wood veneer sweeps

across the instrument panel and has a wonderful natural feel,” said Drew

Winter, Editor-in-Chief of WardsAuto World magazine.

I N N OVAT I O N

Dimensionsss Length: 192.3 inches s Width: 73.6 inches

ss Height: 58.7 inches ssWheelbase: 108 inches

ss Cargo volume: 16 cubic feet

Enginesss 2.4-liter Multiaair2 Tigershark SOHC I-4 that delivers 184 hp and 173

lb-ft of torque, with an EPA estimated fuel economy of 23/36 mpg

(city/hwy)

ss 3.8-liter DOHC Pentastar V-6 that delivers 295 hp and 262 lb-ft of

torque, with an EPA estimated fuel economy of 19/32 mpg

ss Front-wheel drive and all-wheel drive available

ss Four models available: Chrysler 200 LX, 200 Limited, 200S and 200C

Exteriorss Timeless American design based on simple elegance with sensual lines

and fluid surfaces

ss Grille and headlamps are integrated for the first time

ss Comes with signature light pipe, or available full-LED daytime running

lamps, LED fog lamps and standard LED tail lamps

ss New body structure, including laser-brazed roof welds, delivers

increased torsional stiffness

ss Available 17," 18" or 19" wheels in steel or cast-aluminium

ss 11 exterior color choices

For more information about the 2015 Chrysler 200, check out the video on myFaurecia.com.

Interiorss Hand-sculpted, fluid shapes and clean expressive surfaces

ss Open pore wood trim was design to “hold” the IP in place visually

ss Furniture-like mechanisms like the sliding cup holders

ss Innovative center console, featuring a rotary shift knob that doesn’t

need the mechanical linkage of traditional shifters

ss Open pass-through storage accessible by driver and passenger, opening

at the rear of the console allows wires and cables to connect directly to

power supply

ss 7-inch LED full-color instrument cluster in a format similar to an iPhone

ss Available UConnect with 8.4-inch touchscreen command center

ss Interior colors inspired by American locations – New York City, Sausalito

and Detroit

Safetyss Most available safety and security features in the segment with 60

ss Adaptive Cruise Control-Plus, Full-Speed Forward Collision Warning-

Plus, ParkSense Park Assist

ss Standard electronic parking brake with SafeHold

ss Electronic stability control, electronic roll mitigation, four-wheel

anti-lock disc brakes, rear back up sensors and camera, blind-spot

monitoring, LATCH child seat anchors, rear cross path detection

ss Constructed with approximately 60 percent advanced-technology

steel, for a strong safety cage and robust crashworthiness

Faurecia supplies the instrument panel, door panel and center console from

the Sterling Heights Plant, Fraser Plant and Masonic Plant, all in Michigan.

The complete seat is produced at the Sterling Heights Plant (FAS) and the

front-end module is produced at the Sterling Heights Plant as well.

In addition to an interior with a “wow factor,” the Chrysler 200 offers an

innovative all-wheel-drive system, two world class engine options, the most

available safety and security features (60) in its segment, a Alfa Romeo-

based chassis and all around value for the money.

It’s produced at Chrysler Sterling Heights Assembly Plant and will be

available before summer.

2015 CHRYSLER 200 CHARTS NEW COURSE FOR MIDSIZE SEDANS

Page 8: BEING FAURECIA' BEGINS

All four of Faurecia’s Business Groups recently gathered at General Motors’

Tech Center in Warren, Michigan, for a Tech Day. The event, held April 2-3,

highlighted innovations from Faurecia’s Automotive Exteriors, Automotive

Seating, Emissions Control and Interior Systems groups. Close to 300 people

attended the event, which featured dozens of innovations, including:

ss Composite Future (FAE)

ss Seat Mechanisms (FAS)

ss The Bio Wall (FIS)

ss Adaptive Valve Technology (FECT)

The event also featured a VIP tour and design event.

Faurecia holds Tech Day events around the world each year. It is an

opportunity to give customers an exclusive, close-up look at what the

company can offer now and the direction of future products.

“The importance of this can’t be understated,” explained Kevin Kimmet, Vice

President of the GM Global Division, FECT, “because it’s what GM looks for

in order to maximize their value proposition in the marketplace and it also

provides Faurecia a similar opportunity to maximize our value proposition as

we sell innovation to this key customer.”

Tech Days are crucial for not only showcasing Faurecia’s innovations, but

also learning first-hand what the customer needs. “Tech Days are valuable as

business development showcases for our innovations to the customer, but

we also benefit by getting early feedback on new concepts. Guided by this

feedback, our innovation teams can continue to progress ideas in directions

that will create value for Faurecia, the OEM and the end user,” said

Matt Benson, Advanced Innovation Manager at the WestWorks Innovation

Center.

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S P OT L I G H T

Faurecia infos North America is a bimonthly newsletter published for Faurecia employees in the region. It provides and extends knowledge about the company, its people and activities. It delivers information about Faurecia’s processes, goals, performance and culture.

May/June 2014 Copyright 2014. All rights reserved.

Printed on recycled paper and uses soy-based, environmentally friendly ink.

For questions, comments or article suggestions, please write to [email protected].

Editor-in-chief: Tony Sapienza Managing Editor: Christina Wootton Contributor: Christian Furmanski

wha

t’s

tren

ding Facebook/FaureciaNA

Thanks to the Cleveland, MS Rotary Club for being a captivated audience this week! The group of business and community leaders invited Keith Kirk (Plant Manager at Faurecia’s Cleveland Plant) and Mark Boldin (VP of Operations for Automotive Seating) to speak about our local activities. We’re grateful for a chance to share our recent work with the local community

The final piece is in! Here’s a first look at Faurecia’s new North America HQ.

Twitter/FaureciaNA

@FaureciaNA: 1 vehicle every second: bit.ly/1gYabQr #Faurecia #Innovation

@CleanAirMedia: Faurecia supplying parts for 2015 VW Golf | just-auto.com | ow.ly/w032T

@Lynn_K: @AuburnHillsCC @FaureciaNA thank you for your support of Excellence in Education and specifically Manual! Way to go.

GM TECH DAY SHOWCASES INNOVATIONS, START CONVERSATIONS ABOUT THE FUTURE

A B OV E Mike Twork speaks about the latest products from FIS at the GM event.

B E LOW John Perraut demonstrates live one of Seating’s innovation, a bonus for a small group during a Tech Day.