drving force uk sustainability report

8/7/2019 drving force UK sustainability report

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Driving Force: Success and Sustainability in the UK Automotive Industry FC1

DRIVING FORCE

Success and Sustainability

in the UK Automotive Industry


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Success and Sustainabilityin the UK Automotive Industry

2 Foreword

Industry and Government working together

4 Introduction

Europes most diverse and dynamic

automotive industry

6 Chapter 1

A global force

13 Chapter 2

World-class productivity

18 Chapter 3

Government and industry in partnership

22 Chapter 4

People and skills

25 Chapter 5

Cutting edge research and development

31 Chapter 6

Looking forward

34 Appendix

Cover image: SMMT

Contents

Driving Force: Success and Sustainability in the UK Automotive Industry 1


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2 Driving Force: Success and Sustainability in the UK Automotive Industry

FOREWORDIndustry and Government working together

Todays industries face challenges on an unprecedented scale.

Globalisation, the pace of technological change and consumer

demand have revolutionised the way we do business.

Knowledge and skills play an increasingly important role in the UKs capacity

for innovation and growth. And the motor industry in the UK is meeting thosechallenges successfully, measured by its total activity rather than by the

assembly of the final product. The UK is consolidating its leading position as

a centre of excellence in the production of vehicles and components, satisfying

the demand of a vibrant domestic market and providing wider access to the

rest of the European customer base.

The UK is an excellent place to do business. It is home to an increasingly

dynamic industry at the forefront of process improvement, product innovation

and best practice, delivered by the best people. We have skills and flexibility

in our workforce, we have the backbone of our world-beating motorsports

experience, we have the engineering capability, we have a proven track record

for innovative development, and our designers are world-renowned.

In addition, the UK Government has created a regulatory and business

framework which actively encourages home-grown and inward investments.

It offers an environment where all companies are treated equally, regardless

of ownership, with the result that no other member state in the EU is home to

as many manufacturers of vehicles cars, trucks and buses as the UK.

This publication sets out the facts about the automotive industry in the UK,

underlining its strengths and capabilities.

Undoubtedly, global competition provides tough challenges and the UK has

had to take its share of rationalisation including well-publicised plant closures.

But the overall story is one of remarkable adaptability and resilience basedon continuous development and openness to world markets. By working

cooperatively, government, industry and academia are ensuring that the UK

builds on this automotive success story and continues to provide a home for

competitive automotive manufacturing and sustainable mobility.

Margaret Hodge

Minister of State for Industry and the Regions


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The UK is an excellent place to do business.It is home to an increasingly dynamic industry at the

forefront of process improvement, product innovation

and best practice, delivered by the best people.

DTI


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INTRODUCTIONEuropes most diverse

and dynamic automotive industry

The sector has two distinct parts: the manufacture of vehicles

and components; and the motor trade (including retail,

distribution and aftermarket services).

In the case of manufacturing,

Britain leads Europe as the mostdiverse and productive vehicle

manufacturing location and as a

global centre of excellence for

engine development and production.

More than 40 companies manufacture

vehicles in the UK ranging from

global volume car makers, van, truck

and bus builders, to specialist niche

players. The industry is supported by

a dynamic supply chain including

many of the worlds major Tier 1component manufacturers,

technology providers, design and

engineering consultancies; and it

benefits from a world-renowned

knowledge base.

No other European country has

anything like this range and number

of automotive players. The industry in

the UK is characterised by significant

foreign direct investment and high

exports, equivalent to 12.4% of theUKs exports of goods. Overall,

automotive manufacturing provides

221,000 jobs and contributes some

9.8 billion value-added to the UK

economy. The companies based in

the UK operate in Europes second

biggest automotive market with UK

customers in 2005 accounting for the

purchase of more than 2.4 million

new cars equivalent to 17% of

European vehicle registrations.

Moreover, the UK offers a highly

sophisticated retail and service/maintenance sector, which last year

generated some 22 billion value

added to the UK economy. It

comprises some 65,000 businesses

employing 550,000 people.

Setting standards

The automotive industry is at the

forefront of process improvement

setting standards for other sectors,

such as aerospace and ischaracterised by economies of scale

and low unit costs, despite the

increasing complexity of its products.

In 2005, 1.6 million cars equivalent to

the peak number of fully assembled

cars that rolled off the production

lines in the early 1970s1 and just over

200,000 commercial vehicles were

produced in the UK. Of these, more

than 73% of the cars and 62% of the

commercial vehicles were exported.The UK accounts for some 3% of

worldwide vehicle output and 9%

of European assembly, ranking it

fourth in Europe and ninth globally.

This is in stark contrast to the

industry of 40 years ago, when most

cars sold in UK were designed and

built in the UK, mainly for the home

market. Now the majority of UK-

made vehicles are exported to a wide

variety of markets, with Europe the

1 UK car production peaked in 1972 at 1.9 millions units, but this included a substantial number of kits for direct export.


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main destination, significant salesin North America and Asia, and

specialist luxury marques sold

around the globe.

There are more than 2,600

component manufacturers in the

UK, contributing over 4.8 billion

added value and employing around

132,000 people. The UK is also an

increasing force in powertrain design

and production (the components

making up the power transmissionsystem of a motor vehicle from

engine to final drive), with a

particular strength in engines.

There is a long-established,

independent, design engineering

sector offering the full spectrum

of services from concept design

through to limited-series vehicle

production. The sector is recognised

internationally for its flexibility

and responsiveness and for theinnovative qualities of its engineers.

It continues to evolve and the

last five years have witnessed a

succession of acquisitions, closures

and re-emergences in response

to the changing demands of its

global market.

The UK is also strongly influential

in vehicle styling, with many British

designers and graduates from

British institutions directly employedby vehicle manufacturers around

the globe. As a direct result of this

expertise, Nissan recently movedits design studio from Germany

to London.

Heritage and change

This strong combination of heritage,

diversity and agility places the

automotive industry in the UK

in excellent shape to face the

unremitting pressures for change

in the 21st Century. The principal

challenge is for the UKs automotivemanufacturing industry to align its

technology, product and business

performance to deliver customer

value in a global industry subject to

relentless cost-cutting pressures.

Regulation poses further challenges.

Environmental protection and safety

legislation are set to strongly

influence the number and type of

vehicles that will be manufactured,

marketed and used. The focus withinEurope will be on securing these

environmental benefits while

generating competitive advantage.

Additionally, industry analysts expect

South East Asian manufacturers to

dramatically increase their global

market share. But with the UKs close

focus on efficiency, productivity,

innovation and value-added

manufacturing and its cross-section

of international manufacturers, theindustry is well placed to face these

challenges with confidence.


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One of the great strengths of the

UK automotive industry is a deep

understanding of globalisation and

an ability to continuously evolve and

create new opportunities in the face

of change. Over the last 20 years

there has been a revolution in theway vehicles are manufactured,

with a streamlining of production

processes, elimination of waste and

focus on quality, cost and delivery.

It can be said that the automotive

industry in the UK now rivals that

in any country in the world for its

combined efficiency, quality and

unit cost.

Foreign direct investment

Overall, the sector includes some

3,300 firms. The majority of vehicle

manufacturers and first-tier

component suppliers are overseas

owned, all treated equally by the

Government. Seven of these are

volume car manufacturers with

a number of truck, van and bus

companies, supported by 19 of the

worlds top 20 suppliers. The list

includes, for example, BMW (MINI),

Ford light commercial vehicles andengines (together with its Premier

Automotive Group marques: Jaguar,

Land Rover and Aston Martin), GM

(Vauxhall), Honda, Nissan, Peugeot2

and Toyota. Suppliers include Aisin,

Bosch, Calsonic, Dana, Delphi,

Denso, GKN, Johnson Matthey,

Pilkington, Siemens VDO, TRW

Conekt, Visteon and many more.

In addition, there are a number of

manufacturers producing high valueand luxury vehicles serving niche

markets, including BMW (Rolls-

Royce), Caterham, Connaught,

Gibbs, McLaren and Mercedes-Benz

(Mercedes-McLaren SLR), Morgan,

Proton (Lotus), TVR, and

VW (Bentley).

There are also companies from

the construction equipment, heavy

plant and off-road sectors such as

Caterpillar, CNH, JCB, Komatsu,

McCormick and Terex, allmanufacturing in the UK.

The UK has three sites producing

light and medium vans. IBC Vehicles

in Luton builds Vauxhall/Opel,

Renault and Nissan badged vehicles,

the Ford plant in Southampton

manufactures Transit vans and LDV

in Birmingham has recently

introduced the new Maxus van.

The UKs volume truck builder is

Leyland Trucks, a wholly owned

subsidiary of the PACCAR group of

the US. The Leyland facility is one of

Europes largest and most advanced

plants. It builds trucks under the

DAF and Foden brands. The plant

has won many industry awards for

its efficient performance.

Overall the industry is currently

investing over 1 billion annually in

new plant and technology, equivalent

to 10% of gross value-added.

A global force

The automotive industryin the UK now rivals that inany country in the worldfor its combined efficiency,quality and unit cost.

2 Peugeot plant at Ryton scheduled to cease production in mid-2007


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A global force

Highlights of the results of recent

investments include:

Toyotas Burnaston plant has seen

output up 25% in two years;

MINI output now exceeds 200,000

units annually, in response to

sustained strong demand;

Exciting new models at Land

Rover have lifted output by 20%

to new record levels in 2005.Over 2,600 companies are active in

the automotive components sector,

ranging from the global players

mentioned above to small and

medium-sized businesses. Together

they contribute over 4.8 billion

added value and employ some

132,000 people. The sector exports

over 6 billion worth of goods

annually, 75% destined for Europe

and over 1 billion-worth travellingto the Americas.

The UK is also a centre for design

engineering where around 7,500

people are employed, generating a

turnover of some 650 million, with

CASE STUDY

Bentley gears up new flagship convertible

Bentley

The UK is also a centrefor design engineeringwhere around 7,500 peopleare employed.

In 1998, Bentley Motors became part of the Volkswagen Group whichannounced a 500 million investment in the company. Bentley willsoon build the luxurious four-seater convertible Azure at its homefacility in Crewe, Cheshire. The latest new model joins the Bentleyline-up in Spring 2006 and becomes the flagship car of the range.

A purpose built facility brings together the latest technology with

unprecedented levels of craftsmanship for both the established Bentley

Arnage and the new Azure. Bentley also produces its Continental GT

and Continental Flying Spur cars on the same site.

The facility combines traditional hand built skills with some robotics,

but the vast majority of the 6400 spot welds on Arnage and the 6600 spotwelds on Azure are actually applied manually.

The exceptions being the hemming operations of the doors, bonnet and

boot areas.

The new model is yet another in a series of new products conceived and

built at the Bentley site in Crewe, Cheshire. Bentley Motors is this year

celebrating 60 years of manufacturing at Crewe.

Bentley has around 276 British suppliers and approximately 35 percent of

these are located in the Midlands and North West areas. Its products are

designed, engineered and produced on the self contained site, where a

specialist team of over 500 engineers are dedicated to the brand development.

In 2005, the company returned to profit with vehicle production exceeding

8500 cars.


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October 2005 saw the two millionth car drive offthe production line at Toyotas Burnaston plantsince the start of operations in December 1992.

From Burnaston, Toyota Motor Manufacturing (UK) Ltd

exports Avensis and Corolla models to 80 markets

worldwide with around 75% of production distributed

to mainland Europe, 10% to Japan and 15% to the UK

domestic market. In 2003 the Toyota Avensis,

exclusively built in the UK, became the first European

designed and built Toyota to be exported to the

Japanese domestic market. Toyota was awarded the

Queens Award for export in the category of

International Trade in recognition of the companys

outstanding contribution to British exports between

20022004, with a net contribution to the UKs balance

of payments typically more than 400 million per year.

Toyota exports

CASE STUDY

Toyota

around 65% exported. The UK is

home to the dedicated facilities of

vehicle manufacturers, such as those

at Fords engineering centres at

Dunton, Gaydon and Whitley, and

Nissans R&D centre at Cranfield.

In addition renowned names such

as Lotus Engineering, MAHLE, MEL,

Millbrook, MIRA, mi Technology,

Perkins, Pi Technology, Prodrive,

Ricardo, RLE, Roush, TRW Conekt,

TWI and Zytek are also active in the

UK. Many of these have other

overseas operations, located

everywhere from mainland Europe to

the US, Japan and China.

Motorsport

In addition to the strength in

mainstream vehicle design

engineering, the UK is the global

leader in motorsport and home to

many frontrunners in Formula 1.

The sector has an estimated annual

turnover of 4.6 billion and directly

employs 38,000 people, with UK

firms commanding 80% of the

global market.

As brand values become ever more

important, motorsport offers global

manufacturers a unique platform

to establish their reputation. Here,

marques such as Subaru have

capitalised on their world rallying

success to increase road car sales in

the UK, and the relationship betweenMcLaren and Mercedes-Benz led to

the development of the Mercedes-

McLaren SLR road car. There are also

spin-off benefits to the mainstream

automotive industry where

companies such as Prodrive have

moved from their roots in rallying to

offer wider design engineering

and development services whilst

The UK is the global leader inmotorsport and home to manyfrontrunners in Formula 1.


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A global force

Automotive 1999 2000 2001 2002 2003 2004

Bentley 8

BMW 70 154 124 146

Cummins 45 47 43 50 55 44

Ford Bridgend 531 485 493 576 594 621

Ford Dagenham 520 670 670 615 620 682

Honda 108 63 109 160 180 188

Land Rover 200 200 210 220 250 47

Nissan 275 316 301 256 281 272

Powertrain 240 230 219 204 200 114

Toyota 100 133 160 351 420 580

Vauxhall 75 75 75 138 100 12

Others 5 5 5 5 5 5

Sub total 2099 2224 2355 2729 2829 2719

Non-automotive

Perkins 300 300 300 300 300 300

Others 40 40 40 40 40 40

Total 2439 2564 2695 3069 3169 3059

Engine production in the UK(thousands of units/year):

capitalising on the motorsport

culture of team working and on

time delivery to secure competitiveadvantage.

Powertrain excellence

The UK is a centre of excellence

for powertrain development and

manufacture, producing some three

million automotive engines a year,

with an estimated 3 billion in sales.

A prime example is BMW Groups

Hams Hall plant in Warwickshire,

built to meet worldwide demand for

the companys four-cylinder petrol

engines, with 400 million invested

to date. In 2002, its first full year of

production, Hams Hall made 154,000

engines for BMW 3-series and Z4

cars. It also announced a decision to

assemble a new-generation, four-

cylinder petrol engine for future MINI

and BMW 1-series variants, the result

of BMWs collaboration with PSA

Peugeot Citroen, and representing a

combined investment of around 500

million on R&D and manufacturing

facilities over the period to 2007.

The BMW decision involved the

transfer of manufacturing from a

relatively low labour cost location,

The UK is a centre ofexcellence for powertraindevelopment andmanufacture, producingsome three millionautomotive engines a year.

Totals may not add up due to rounding.


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Brazil, to the technology-rich

environment of the UK.

Ford too, sources a significant

proportion of its engines in the UK

some 25% of its global requirement

and has expanded its facilities at

Bridgend (petrol) and Dagenham

(diesel) to meet this demand. The

Dagenham site is now Fords global

diesel engine centre of excellence.

Meanwhile, in the off-road sector,

JCB has recently invested more than

80 million in the development and

production of a new range of four-

litre diesel engines at its dedicated

plant in Derbyshire.

The retail sector

The UK offers a highly sophisticated

retail and service/maintenance

sector, employing more than 550,000

people and generating added value

of some 22 billion annually; and the

past decade has seen a shift in added

value from the manufacturing of

vehicles to the retail end of the

business chain.

The sector is fiercely competitive

across its range of services, from

new vehicle sales through franchised

and other retailers, to the trading of

used vehicles, vehicle maintenance,

servicing and repair, and sales ofspare parts.

Consumers are increasingly buying

on merit and demanding better

quality and value. This behaviour

enabled Korean brand Kia, which

entered the UK market in 1991, to

enjoy a 28% rise in sales for the first

half of 2005, following a near 60%

increase in 2004. Mazda is also

selling well in the UK 48,000 cars

were sold in 2004, representing an8% increase over the previous year.

CASE STUDY The Ford Bridgend engine plant in Wales is on schedule to producea million units annually by 2010 and it will supply the latest petrolV8 engine for the new Jaguar XK Coupe.

The plant has built up a strong relationship with Jaguar part of Fords

Premier Automotive Group (PAG) of luxury brands over the last decade

and delivered a world-beating V8 engine that has helped the brand move

ahead of its rivals.The million power units annually will include the new 4.2-litre range in

the latest XK series, together with PAGs existing 4.4-litre V8, a new

in-line six cylinder engine, and Fords successful Duratec series of

four-cylinder engines.

The all-new XK is the most technically advanced Jaguar ever built with

an advanced lightweight aluminium structure and is assembled in Castle

Bromwich, West Midlands. The V8 develops 300bhp and is fitted with a

Jaguar Sequential Shift six-speed automatic transmission incorporating

steering wheel mounted paddles for manual gear changes.

Ford Bridgend to produce a million engines a year

Ford


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A global force

The UK retail landscape has seen

the emergence of a number of large

quoted plcs, such as Pendragon and

Inchape, who operate multi-marque

networks and whose scale benefits

both their balance sheets and

customers alike. By contrast, the

European retail network tends to rely

more on brand loyalty and has a

much higher concentration of small

family-run dealerships.

However, recent European policy

and regulation developments have

introduced greater competition in the

EU. For example, recent changes to

the Block Exemption Regulations

mean that from October 2005,

automotive retailers have been able

to set up secondary sales outlets in

other countries of the EU as well as

their own. This may lead to retailer

groups establishing operations

across Europe. The big challenge

for the UK retail sector is whether it

can create strong UK-owned retail

groups that can grow in Europe

and elsewhere.

Trade body

The Retail Motor Industry Federation

(RMIF), whose membership is made

up of large, medium and small

retail motor businesses includingfranchised car retailers, independent

garages and bodyshops, represents

the retail sector.

The RMIFs role is to influence

and play a major part in important

motor trade issues affecting every

individual in the sector, including

European representation, such as

on issues like the EC Block

Exemption Regulation, and customer

service standards.


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WORLD-CLASS

PRODUCTIVITY

CHAPTER 2

Quality, cost and delivery (QCD) is the mantra of todays

automotive engineers, and nowhere is this more important than in

the UK, home to Europes most efficient car and truck plants.

SMMT


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Overall value-added per employee

as a measure of productivity has

risen by 45% in just three years:

a significant improvement.

The UKs leading facility in terms of

output is Nissan at Sunderland, with

over 300,000 cars produced in 2004.

This is also Europes most productive

car plant, with Toyota at Burnaston

and Honda in Swindon also in the

European top 10 most productivecar factories.

The year 2001 saw the arrival of the

BMW MINI, now a major success

around the world. When BMW

started production, each worker was

producing 36 cars a year; now it is 45.

In 2004 Jaguars Halewood plant

became Fords best performing plant

in the world measured against a

number of indicators in the Ford

Production System. In 2005 Aston

Martins production reached recordlevels on the back of the DB9 and

new V8 Vantage models. The marque


It has been 14 years since the first British-built Accord rolled off theassembly line at Honda of the UK Manufacturing Ltd (HUM),Swindon. Just 1200 Associates (as Honda calls its employees) built30,000 cars in the first full year of production.

Two years later, the European Civic was introduced with production

starting in September 1994. To manufacture two models on the same

line was a major milestone in the plant's history - and these models

have had a tremendous impact on Honda's fortunes in Europe.

By 1995, the plant was building 91,200 cars a year, three-quarters of

them Civics. Civic sales in Europe rose by 30%, while Honda increased

its total car business in Britain by 50%.

A further milestone was reached in 2000, when production of the CR-V

was added to the Swindon line-up. Since then, a second production line

has been added and the plant now employs 4,000 Associates building

190,000 cars per year. Nearly 800,000 Civics have been built over the12-year period, with more than 60% exported to North America,

Japan and mainland Europe. 326,000 Accords and 460,000 CR-Vs have

also been built, the CR-Vs destined for the North American market as

well as Europe.

Here in Britain, the locally-built Civic is established as Honda's most

popular car range, accounting for one in every three of the company's

car sales. The model is also the most widely sold British-built compact in

this country, with the Civic three-door the most popular car in its class.

In October 2005 Honda reached another major milestone with the start

of mass production of the 8th generation Civic, a five-door hatchback.Volume production began just seven months after the concept version

was unveiled at the Geneva Motor Show.

Honda success in Europe

CASE STUDY

Honda


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is well on its way to achieving Fords

goal for annual sales.

Leyland Trucks also saw record

production in 2005 with its highestannual output from the Leyland plant

in its 25-year history. Over 17,000

Daf/Foden trucks where built in 2005,

taking total production from the plant

over the 25 years to the milestone

figure of a quarter of a million.

Quality, cost and delivery (QCD), or

lean manufacturing, is an approach

that is constantly searching for better

ways of doing things and looking

at how to eliminate waste. It hasbeen the driving force behind

development of the UK automotive

industry in recent years.

SMMT Industry Forum

The impetus to achieve improved

QCD came with the arrival of Honda,

Nissan and Toyota in the mid-1980sand early 1990s. They spearheaded a

drive for efficient production and

for process improvement that lifted

quality across the sector to world-

beating levels. This was the origin

of the SMMT (Society of Motor

Manufacturers and Traders) Industry

Forum which brought together a

unique collaboration between

international vehicle manufacturers,

including Honda, Nissan and Toyota,

as well as GM (Vauxhall) and

Volkswagen. DTI was a strategic

partner in the process and in 1996

helped turn the concept into a reality

CASE STUDY In summer 2005 Jaguars Halewood plant in Merseyside waspresented with the prestigious JD Power and Associates EuropeanPlant Quality Gold Award.

And for three consecutive years, the plant has received the top score in

Fords Integrated Systems Review. This annual process audit measures

manufacturing and quality standards in all Ford-owned facilities. This is

an influential internal review and Halewood is now seen as a globalbenchmark for best practice.

The Jaguar facility scooped the JD Power accolade after its product, the

X-TYPE, led Jaguar to a remarkable success in JD Powers annual survey

of US customer satisfaction. It improved to second position overall in the

survey and became the highest-ranked European nameplate.

The X-TYPE is Jaguars most improved model. The Merseyside

manufactured car improved 37 points in the JD Power study, a 35% leap

over the year before. The study ranks new vehicle quality after 90 days in

the hands of customers and is recognised as the industrys top

benchmark for quality.

The Halewood plant is also home to the Premier Automotive Groups

European Lean Learning Academy and acts as a centre of excellence for

Premier Automotive Group employees. Managers from across Europe

spend three weeks at the centre sharing best practice and learning about

the principles and techniques associated with lean manufacturing.

Jaguar in Britain

Jaguar


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with an initial grant of almost

4 million when Industry Forum

opened for business.

With the shared goal of raising

manufacturing standards to world-

class across the whole industry, the

founding companies of Industry

Forum each supplied master

engineers to transfer the skills,

knowledge, tools and delivery

techniques of process improvement

across the sector and down the

supply chain. This led to the

development of a suite of learning

by doing programmes, and while

the master engineers have since

returned to their respective

companies, the training is now

delivered by senior Industry

Forum Engineers who maintain the

high standards.

CASE STUDY The outstanding sales success of the MINI has prompted the BMWGroup to invest over 100 million in its Oxford plant between nowand 2007, creating around 200 new jobs in MINI production.

The BMW Group has already invested 280 million in the production of MINI

in Oxford since 2000. Around half of the 100 million announced last

year is being invested into a new body shell production extension in order

to increase capacity and reduce customer waiting times.The MINI is on sale in more than 70 different countries, from Chile to China,

and worldwide sales since launch reached a total of 529,921 vehicles at the

end of 2004. The UK remains the largest market, followed by the US and

Germany with more than 75% of MINIs being exported from the Oxford plant.

MINI production, originally planned for around 100,000 vehicles per year,

now exceeds 200,000 units annually in response to sustained strong demand,

making the Oxford plant the fourth largest vehicle producer in the UK. The total

number of employees has risen to 4,500, including around 125 apprentices.

Growth has been based on continuous efficiency improvements in

production processes including ideas from the plants employees whichhave led to savings of 17.2 million since 2002. With one of the most flexible

working time models in the UK automotive industry, the current three-shift

working pattern enables the plant, in response to customer demand, to run

seven days and up to 134 hours per week, using the remaining time for

maintenance and cleaning.

From 2007, more than 80 people and 160 computer-controlled welding

robots will be assembling MINI body shells in a new building. The paint

shop will be equipped with new, highly efficient and flexible paint

technologies to improve both capacity and flexibility.

The MINI production triangle in the UK incorporates plants Oxford, Hams

Hall (petrol engines) and Swindon (pressed parts). This localised networkdelivers increased economic impact, enhanced technical competence

and flexibility.

MINI scores major success

Mini


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Clarity

The measures highlight priorities for improvement in production

management with clarity and focus.

Simplicity

They simplify even a complex manufacturing process and identify a

straightforward route to gain performance improvements.

Feedback

The measures can be used to quantify the results of any changes to the

process. The effect of a change can be compared with the status of the

process before the change. QCD provides rapid feedback and quantifiable

numeric comparisons.

Benchmarking

QCD provides the basis for objective comparison with benchmarked

processes or the performance of a benchmark company. This highlights

processes which offer better methods and practices.

The bottom line

Business survival is dependent on the profit generated from satisfying

customers. QCD is a robust production tool which has a measurable

effect on manufacturing efficiency, and can help to improve

competitiveness, develop business and increase profit.

Since 1996, the Industry Forum has

worked with over 450 car and

components manufacturers to

improve their performance and

the model has been used for around

14 other industry sectors, including

construction equipment, semi-

conductors, electronics, aerospace,

telecommunications, textiles,

building products, food and

chemicals processing.

A study by SMMT Industry Forum

identified average benefits of

150,000 per annum per company

taking a MasterClass, giving a

payback time of just over a month

after the improvements had been

implemented. Overall, the benefits

being enjoyed by British

manufacturing industry since

Industry Forum was formed is

estimated at close to 118 million.

This work provides the basis for new

initiatives such as the Automotive

Academy and Supply Chain Groups

which are looking to embed lean

manufacturing skills and processesmore broadly and deeply across the

whole automotive manufacturing

sector (see page 20).

Measuring QCD provides significant advantages

Ford

Since 1996, Industry Forumhas worked with over 450car and components

manufacturers to improvetheir performance.


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GOVERNMENT

AND INDUSTRYIN PARTNERSHIP

CHAPTER 3

The value the UK Government places on manufacturing and the

automotive industry in particular is demonstrated by the

quality, frequency and intensity of dialogue and collaboration.

Ford


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The regulatory and policy agenda

impacting on the automotive sector

is a challenging one in particular,

environmental imperatives and the

need for continuous improvement

in safety standards will continue to

be major drivers of the market. The

Government fully appreciates the

need for regular, high level contact

with the sector and the development

of a partnership approach to ensure

policy-making on these and other

areas is effectively joined up and

properly informed by the potential

implications for competitiveness.

The UK seeks to minimise threats

and maximise opportunities,

pursuing the partnership approach

through bodies such as the Vehicle

Industry Policy and European

Regulation Group (VIPER), the Retail

Motor Strategy Group (RMSG) and

the Low Carbon Vehicle Partnership

(LowCVP).

VIPER

VIPER was established in 2003 by

the DTIs Automotive Unit to provide

a one stop policy shop for the

automotive sector. Representatives

of a cross-section of the industry

(including all the major vehicle

manufacturers) are brought together

on a regular basis with officials from

across Government, including not

just DTI, but also the Department for

Environment, Food and Rural Affairs,

and the Department for Transport.

VIPER monitors the policy

formulation process in the UK and

Europe, scanning the horizon to

ensure industry is engaged in all

relevant aspects of policy

development from an early stage and

facilitating detailed discussion on key

subjects at all stages of the policy

formulation and implementation

process. In everything it does, VIPER

helps to reinforce the Governments

commitment to the principles

of Better Regulation and the

emphasis at all points is on

maximum transparency.

Since its inception, VIPER has helped

to frame UK policy on a wider variety

of issues, from the implementation

of the End of Life Vehicles Directive

to the European Commissions latest

Euro V proposals on air quality (it is

estimated that the cost to business

of implementing the End of Life

Vehicles Directive, for example, has

been cut by 250 million). In 2005,

it also enabled the UK Government

to engage with the automotive

sector on a regular basis throughout

the lifetime of the European

Commissions CARS21 group3.

The success of the VIPER model has

led DTI to replicate it in a number ofother industrial sectors.

Retail Motor Strategy Group

The Retail Motor Strategy Group

(RMSG) was created in 2002 to

provide a strategic interface between

the Government and industry on the

particular policy framework impacting

the automotive retail sector.


Representatives of a cross-section of the industry(including all the majorvehicle manufacturers)are brought together on aregular basis.

SMMT

3 CARS21 was a high level group brought together by the European Commission to consider the future of the

European automotive sector and, in particular, how enhanced competitiveness could be delivered


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Membership of the Retail Motor

Strategy Group (RMSG) is drawnfrom senior management and Chief

Executives, from Government,

manufacturers, franchised and

independent retailers, parts suppliers

and consumer representative bodies.

Like VIPER, the RMSG enables

members to access the government

officials responsible for developing

and implementing policy and

regulation at both a UK and

European level, shaping their

thinking at the earliest opportunity.

Priority areas of work include theEC Block Exemption Regulation

defining the competition law


The AIGT made a number of recommendations the following year.

These included the establishment of three organisations:

An Automotive Academy to raise skill standards throughout the

industry (see page 23);

The Low Carbon Vehicle Partnership to accelerate the move to a low

carbon future through joint stakeholder activity (see page 21);

Centres of Excellence (CoE) in two priority areas sustainable

transport and low carbon propulsion (see page 27).

The AIGT made a number of additional recommendations aimed at

improving other aspects of the sectors, including: Placing the Foresight Vehicle network under industry ownership to

improve its responsiveness to industry needs (see page 27);

The development of a Supply Chain Group programme to increase

efficiency of the supply chain through the promotion of best practice.

The Supply Chain Group (SCG) programme was launched in April 2003

to run for five years with up to 15 million of government funding. It aims

to strengthen the productivity and competitiveness of assisted businesses

through the adoption of world-class processes and techniques.

Companies can apply for a grant that may cover up to 50% of the cost of

a project. Already 27 SCG projects are under way covering automotivecompanies that employ over 50,000 people and generate over 2.5 billion

of added value, representing a significant part of the sector.

In 2001 the DTIs Automotive Unit established an Automotive Innovationand Growth Team (AIGT) under the chairmanship of Sir Ian Gibson,bringing together the expertise of Government, industry and academiato analyse the industry and set out actions for all parties.

Shaping the future

The RMSG enablesmembers to access thegovernment officialsresponsible for developingand implementing policyand regulation at both aUK and European level.


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framework for the sector across the

EU and the desire to increase

customer confidence in service

standards throughout the industry.

Low Carbon Vehicle Partnership

LowCVP is an action and advisory

group established in January 2003 to

take the lead in accelerating the shift

to clean, low carbon vehicles and

fuels in the UK. It is a partnership of

organisations from the automotive

and fuel industries, academia,

environmental non-governmental

organisations and other stakeholderswho are working together with

Government on shared goals to

make the shift happen. The

objectives are set out in the

Governments Powering Future

Vehicles Strategy which defines low

carbon targets for 10% of new car

sales and 20% of new buses in the

UK by 2012 in support of the UKs

commitment to the Kyoto Protocol.

LowCVP has been recognised

internationally as a best practice

government and industry

partnership. An early outcome was

the development of the new Energy

Efficiency Car Label, ahead of the

rest of Europe, which is helping

transform the market by persuading

consumers to buy greener cars.Another outcome is a programme

initiated by DTI/DEFRA to use public

procurement as a mechanism to

accelerate the introduction of low

carbon vehicles into the market in

volumes large enough to make their

manufacture a viable proposition for

the future. This is being taken

forward by Cenex and is described in

further detail on page 27.

LowCVP has beenrecognised internationally as

a best practice governmentand industry partnership.


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PEOPLE

AND SKILLS

CHAPTER 4

Skills are of fundamental importance to the economic

prosperity of the UK. Against a backdrop of globalisation,

rapid technological change and an ageing population,

knowledge and skills are playing an increasingly important

role in the UKs capacity for innovation and growth.


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In recognition of this link between

productivity and skills, one of the key

recommendations of the Automotive

Innovation and Growth Team (see

Shaping the future page 20) was

for the creation of an Automotive

Academy to ensure the skills levels

of the UK automotive workforce are

raised to the highest possible global

standards. The brief was for an

Academy that would be industry-

driven and deliver training that was

world-class, demand-led, consistent

throughout the country and

nationally and internationally

recognised.

Established by the SMMT in 2004 as

a partnership between Government

and industry and with over

13 million backing from the DTI,

the Automotive Academy now

operates across the industry, offering

training from the shop floor through

to senior boardroom directors, with

lean production and business

improvement at its core.

The Academys vision is to be the

prestigious national centre of

learning for people in the automotive

industry in the UK. The Academy

does not itself deliver courses, rather

it provides easy access for firms and

individuals in Britain to training that

is globally competitive and directly

relevant to the industry.

The Academy is working with

stakeholders from the education

sector including the Sector Skills

Council (SEMTA), the qualification

awarding bodies, the Learning and

Skills Council and training providers

to establish a core curriculum of

training programmes and material.

Courses are subject to a stringent

validation process and materials,

trainers and assessors across the

UK are benchmarked against best

practice. Those successfully

completing the courses gain a

nationally recognised Certificate of

Achievement. Employees come from

all disciplines engineers, supplyand purchasing staff, shop floor

operators, team leaders, managers

and executives and from across

the industry, from the smaller

manufacturers in the component

supply chain up to the UKs biggest

vehicle manufacturers.

The Academy has also created a

skills escalator to promote

continuous learning, encouraging

greater focus on career developmentwith the aim of retaining skilled staff

and delivering sustainable business

improvements.

The hub of the Academy is based

in the heart of the UK automotive

industry in the West Midlands and

is responsible for the skills strategy

as well as marketing and public

relations. In addition, it carries out

validation of the courses, training

providers and assessors. The hub issupported by a network of regional

spokes working to identify and

satisfy local demand. The spokes act

as agents for the Academy, providing

a one-stop shop contact point to

help companies with their training

and funding requirements. There will

be nine spokes, each providing an

essential regional focus and offering

support locally, with a remit to

improve the skills base in the

automotive industry in their local

area, serving everyone from small

companies in the supply chain to

the major manufacturers.

People and skills

The Academy has alsocreated a skills escalator topromote continuous learning,encouraging greater focus oncareer development.


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People and skills

It does this by working with employers and partners in the motor

industry across the UK to develop a highly skilled and motivated

workforce. Its purpose is to:

Reduce skills gaps and shortages;

Improve productivity, business and public service performance;

Increase opportunities for the development of the workforce across

the whole sector;

Influence action which improves the quality and quantity of

learning supply.

*Automotive Skills Limited is part of a network of Sector Skills Councils which brings

together employers, trade unions and professional bodies working with Government

to develop the skills that UK business needs. SEMTA is the corresponding Sector

Skills Council for automotive manufacturing.

Improving skills in the retail sector

CASE STUDY Automotive Skills Limited is the Sector Skills Council*for the retailmotor trade, charged by Government and employers with leadingthe drive to raise the skills base in the UK automotive industry.

Automotive Skills

Nissan design studio in London

CASE STUDY Nissan has recently opened a new colour studio inside its Europeandesign headquarters in central London.

The facility, which covers 240 square metres, is situated in the south

wing of the Rotunda, a converted British Rail maintenance workshop,

which has been home to Nissan Design Europe (NDE) since January2003. Seven full-time designers will be based there, working on both

exploratory and production vehicles.

The colour designers come from a variety of cultural and professional

backgrounds, their common strength being an ability to develop an

atmosphere or identity through the balanced use of colour, materials

and detailing.

NDE employs around 50 full-time staff, all of which are based in the

Paddington studio. It plays a key role in Nissans global design network,

which comprises six studios worldwide. Nissan


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CUTTING EDGE

RESEARCH

AND DEVELOPMENTThe creativity and inventiveness of our people is

the UKs greatest asset and our ability to invent,

design and manufacture the goods and services

that people want is vital to our future prosperity.

CHAPTER 5


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With increasing globalisation, the

capability to exploit new ideas is

essential to safeguard and deliver

high quality jobs and successful

businesses.

The UK is well placed to succeed.

In 2003, the UK produced about 12%

of global citations across nine major

research fields including Engineering,

Physical Sciences, Environmental

Sciences, Mathematics and Business,

and overall is ranked second

only behind the United States.

Unsurprisingly against this

background, technological innovation

plays a major role in the success of

the UK as a centre for world-class

automotive research and

development.

Design engineering teams across

the industry are dedicated to cutting-

edge innovation (see Chapter 1).

Small, specialist vehicle

manufacturers, such as Morgan,

Connaught and Zytek are also

significant in that they are agileenough to provide a faster route

to market than the high volume

manufacturers. They are also less

constrained in their choice of

technology partners.

Similarly, the UKs commercial

vehicle sector, including bus and

truck, is particularly important as an

entry point for environmentally

friendly vehicle technologies in fleet


CASE STUDY

The Dagenham Diesel Centre is the focus of Fords diesel engine

development and production and is a state-of-the-art facility, creatingand building premium high technology diesel engines for Ford, Jaguar,

Land Rover and PSA Peugeot Citron customers.

Ford has invested 550 million in diesel engine and manufacturing at

Dagenham since 2003 and it is expected that around 50% of all cars

sold in Europe by 2006 will be diesel-powered.

CEME was established with some 37 million funding from a unique

private/public partnership led by Ford and the London Development

Agency, together with Barking and Havering Further Education Colleges

and London Riverside Limited. It offers a world-leading learning

environment specifically aimed at encouraging a diverse, socially

inclusive and innovative range of learning activities to build engineering,manufacturing and business capabilities.

Fords Dagenham Diesel Centre and the Centre forEngineering and Manufacturing Excellence

Ford

Design engineering teamsacross the industry arededicated to cutting-edgeinnovation.

Officially opened by the UK Prime Minister in 2003, Ford's DagenhamDiesel Centre (DDC) in Essex is an advanced production andengineering facility while the nearby Centre for Engineeering andManufacturing Excellence (CEME) is an outstanding establishmentfor education and learning.


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applications. This also introduces

new technology elements into the

supply chain.

This technological capability reflects

the current strengths and structure of

the sector. For example, the UK has

world-class capability in powertrain

systems integration, an area that is

becoming ever more important as

the electronic and mechanical

systems become more complex andthe demands on reliability more

stringent.

Foresight Vehicle Programme

The sharing of this expertise,

through knowledge transfer, is

crucial to the industry as a whole.

Here, industry, academia and the

Government have come together to

create Foresight Vehicle, the UKs

prime knowledge transfer networkfor automotive applications, seeking

to identify critical technologies for

sustainable road transport.

In addition to networking, Foresight

Vehicle products include over 100

collaborative R&D projects worth

more than 100 million, involving

industry working with the research

base, transferring technology and

solving problems. These projects

cover the key technology themes of:

Engine and powertrain;

Hybrid, electric and alternatively

fuelled vehicles;

Advanced software, sensors,

electronics and telematics;

Advanced structures and

materials;

Design and manufacturing

processes.

The Foresight Vehicle Technology

Roadmap provides technology and

research directions for future road

vehicles and has been developed in

a global context to help support UK

industry to provide sustainablemobility for UK citizens. It is available

through the SMMT Foresight Vehicle

website.

Centres of Excellence

The Technology Roadmap validates

the recommendations of the

Automotive Innovation and Growth

Team (AIGT) for action in the key

technology areas of telematics and

low carbon propulsion technologies.As a result, two new cross-sectoral

Centres of Excellence have been

established to move these

technologies closer to the market.

Cenex the Low Carbon and Fuel

Cells Centre of Excellence was

established in April 2005. Jointly

funded by industry and the DTI,

the Centre is helping to build a

competitive advantage for the

automotive industries in the UKthrough the shift to a low carbon

economy. Its activities will assist UK

companies developing low carbon

automotive technologies to bring

these to market, and showcase the

UKs expertise to encourage inward

investment. Cenex is also operating,

on behalf of the DTI, the UKs

Knowledge Transfer Network in low

carbon and fuel cells technologies.

Foresight Vehicle productsinclude over 100 collaborativeR&D projects worth morethan 100 million.


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Cenex is focusing upon:

Mapping current and emerging

technologies in the low carbon

and fuel cell markets and

identifying and communicating

those which may influence the

future direction of the industry;

Influencing the creation and

deployment of fleet-scale

demonstrators in the UK

passenger vehicle, public transport

and commercial vehicle sectors;

Facilitating affordable market

entry strategies for low carbon

and fuel cell technologies by

direct intervention with public

and private sector procurement

bodies;

Becoming a flagship organisation

for the promotion of UK activities

on low carbon and fuel celltechnologies and acting as the

focus for projects requiring

international co-operation;

Mobilising or otherwise

constructing an effective UK

supply chain by coordinating the

activities of academia, component

suppliers, assemblers, OEMs and

other intermediaries.

Public procurement is expected to

play a key role in transforming theroad vehicle market in the UK.

Low carbon urban delivery vehicles

have been selected as one of the

public procurement exemplars being

progressed under the Environmental

Innovations Advisory Groups (a joint

DTI/DEFRA unit) Forward

Commitment Project to encourage

the development of the market for

environmental technologies. Cenex is

leading this project.

innovITS is the Centre of Excellencefor telematics and technologies for

sustainable mobility, also established

in April 2005. Its vision is to co-

ordinate the UKs validation of new

and innovative Intelligent Transport

Systems (ITS) as a catalyst to

building world-class products and

services that enable the UK ITS

industry to compete globally. Its

coverage, from either a service

provider or road user perspective,

includes both:

The management of vehicles

using the road system to improve

the journey time, reliability and

safety for those vehicles and to

improve road network efficiency;

Systems to improve safety,

comfort and journey time

reliability for users of vehicles.



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Work is focusing around five project

themes which will evolve over time:

A commercial vehicle platform

a unified on-board platform for

commercial vehicles to enable

a wide range of current and

emerging telematics applications;

Infrastructure integration

information services and roadside

equipment for delivering a range

of current and emerging ITS

applications from a common base;

Smart traveller services dynamic

travel information services for

multimodal operations with

integration between vehicle-

oriented and other journey stages;

Extended fleet management

advanced monitoring and

management applications for

commercial fleets and freight;

Integrated communications

solution a medium-independent

on-board platform for vehicle-to-

vehicle and vehicle-to-

infrastructure communications.

Three years after the go-ahead, the first JCB 444 diesel engine was

produced at the Dove Valley plant in Derbyshire on 1 November 2004.

The new plant has now produced more than 10,000 engines and output

will reach 25,000 in 2006.

To start with a clean sheet of paper required an investment of 80 million

in research and development and the advanced assembly plant. JCB

already designs and produces in-house: transmissions, axles and cabs.

Working with world-class technology partners, the new engine was

designed to achieve excellent low-speed torque, class-leading low noiselevels and the latest combustion technology able to cope with the ever

more stringent emissions regulations. The basis of the design is a very

strong, rigid construction with a bedplate at the base of the engine to

improve stiffness and so improve durability and lower noise levels.

The result is the most modern engine designed specifically for the

construction equipment industry and acclaimed by operators for its low

noise and excellent performance. Manufacturers from sectors as diverse

as marine and generators are keen to use the JCB 444 engine in their

equipment and third party sales are already well under way.

JCBs bold investment in its own diesel engine

CASE STUDY Deciding to build your own diesel engine, instead of buying fromestablished engine producers, is not a decision to be taken lightly.

But this was the brave step JCB took in order to have a state-of-the-art diesel engine designed specifically for off-highway use.

JCB


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A DTI-commissioned report indicated that for the UK the use of hydrogen

as a transport fuel offers significant opportunities for cost-competitive CO2

reduction by 2030.Hydrogen energy could provide competitive CO2 reductions for the UK in

six types of road transport energy chains using fuel cell vehicles. These

chains also offer improved energy security. The chains are defined by their

primary energy source: renewable electricity, nuclear electricity, natural gas

with carbon capture and storage (CCS), coal with CCS, biomass with

optional CCS and novel hydrogen production technologies. None of these

energy chains are readily available today and all require significant changes

to the energy system. However, they are sufficiently promising to be worth

pursuing as options for the UK.

The Government has also announced a 15 million fund over four years

for the demonstration of hydrogen and fuel cell projects. This is in additionto continuing support for hydrogen and fuel cell R&D. Currently around

4 million a year is dedicated to hydrogen R&D across the public sector.

Of this, some 2.5 million is funded by the Engineering and Physical

Sciences Research Council (EPSRC), including the Sustainable Hydrogen

Energy Consortium funded under the EPSRCs Supergen programme.

Additional funding for applied R&D will come from the Collaborative

R&D product under the DTI Technology Programme where 20 million

per annum is earmarked for industry-led research into clean energy

technologies.

The UK Government has welcomed the development of a StrategicFramework for Hydrogen Energy in the UK and is committed toestablishing a Hydrogen Co-ordination Unit that will provide animportant focus and catalyst for hydrogen energy activity in the UK.

Hydrogen and fuel cells

Ford


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LOOKING

FORWARDThe future is led by demand demand for sustainable

mobility, delivering cleaner, more fuel-efficient vehicles

to a sophisticated audience, produced by an efficient and

productive industry competing on a global stage.

CHAPTER 6


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We want the volume vehicle

manufacturers to continue to invest

here as part of the UKs rich tapestry

of automotive design, engineering

and manufacturing excellence. We

will attract them through a skilled

workforce, dynamic supply chains,

creative ideas, and innovative

products and processes, helping

them to develop their brands and

differentiate their products in the

marketplace.

The Government is doing everything

it can to create the right business

and regulatory background for the

UK automotive industry to succeed

and to deliver a future deeply rooted

in high added-value manufacturing

and services.

We play to our strengths. The UK

represents 1% of the world

population but it accounts for 5%

of the worlds science. The UK has

the world-beating design and

engineering skills to help OEMs

achieve their goals. The UK is already

a world centre for design and

manufacturing excellence inpowertrain. We need to remain at

the forefront of this industry as new

propulsion technologies emerge.

But far from looking inwards, were

also looking at whats happening in

the US and in Japan, where there

are, for example, real-world trials of

fuel cell cars. We know that we

need to have supply chains capable

of working with these leaders in

the future.

Looking forward

The UK represents 1% ofthe world population butit accounts for 5% of theworlds science.

CASE STUDY The Gibbs Aquada amphibious car exemplifies the diversity of theUK automotive industry.

The vehicle is the result of seven years work by 70 engineers and

designers at the companys headquarters in the Midlands where the

firm was established by New Zealand entrepreneur Alan Gibbs andBriton Neil Jenkins in 1999.

Their aim was to build a production sports amphibian that was fully

compliant with marine and road regulations. It was decided to build the

vehicle in the UK, the home of niche, low volume car manufacture and

Formula 1 engineering.

The engine, placed in a mid/rear position, directly behind the cockpit, is

the lightweight alloy K-series, 175bhp, 2.5-litre V-6 from Powertrain.

On land, this is capable of pushing the vehicle up to 100mph.

On water the same engine drives a jet that expels water at high pressure

to propel the boat like a jet ski, allowing the vehicle to plane across thewater at more than 30 mph. The jet unit is less than one metre long and

weighs just under 40 kg possibly the smallest in existence for its power.

Gibbs Aquada

Gibbs


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We are keeping our technological

options open, looking at pathways to

low carbon emissions, advanced

gasoline and diesel, more efficient

transmissions, hybrid and fuel cell

technologies, biofuels and hydrogen,

and also making sure that we have a

market here for the next generation

of environmentally-designed cars, to

encourage their manufacturers to

locate in the UK.

We are looking beyond the car,

recognising that the modern road

vehicle is a key component of an

integrated transport system.

Transport that works for everyone is

a key priority for the Government.

Intelligent Transport Systems form an

important part of the UKs delivery

plans for future transport, helping

road users to travel more safely on

less congested roads. The

Governments ITS policy framework

for the roads sector describes the

UKs drive for a joined-up approach

to make the best use of ITS.

The skills base for the car of the

future is just as important as the

technology that will be used to build

it. We are producing world-class

engineers, from traditional

mechanical, to electronic engineers,

recognising that some 40% of the

value of the car is now embedded in

electrical and electronic systems. We

are providing the right environment

for a new generation of chemical

engineers to work on future fuel cell

systems. We are investing massively

in our workforce through the

Automotive Academy in workers

on the shop floor, supervisors and

engineers, and most importantly, in

the leaders of tomorrow.

We are applying our world-

renowned ideas and know-how to

provide solutions.

The automotive industry is crucial to

the UKs future as a high technology,

high wage, knowledge-driven

economy and it is crucial to the UKs

economic success and prosperity.

This brochure describes how the UK

is planning a future which delivers

sustainable mobility; a future that isgood for the motorist, good for the

environment and good for industry.

Connaught Motor


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Major Powertrain Production Locations


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APPENDIX

Leading Car Production Locations


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Key Universities for the Automotive Sector


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APPENDIX

Web links to major contributors to this brochure

http://unitedkingdom.cat.com/

http://www.aisin-europe.com/

http://www.aquada.co.uk/

http://www.astonmartin.co.uk/

http://www.automotiveacademy.co.uk/

http://www.bentleymotors.com/bentleymotors/

http://www.boschautoparts.co.uk/

http://www.caterham.co.uk/

http://www.cenex.co.uk/

http://www.ckeurope.com/

http://www.cnh.com/home.asp

http://www.conekt.net/

http://www.connaughtmotorco.com/

http://www.cosworth-technology.co.uk/

http://www.delphidieselsystems.com/uk/

http://www.denso-id.co.uk/

http://www.dft.gov.uk/stellent/groups/dft_roads/documents/divisionhomepage/030684.hcsp

http://www.dti.gov.uk/sectors_automotive.html

http://www.epsrc.ac.uk/

http://www.ford.co.uk/

http://www.foresightvehicle.org.uk/

http://www.gkn.com/

http://www.goskills.org/

http://www.grouplotus.com/

http://www.honda.co.uk/http://www.industryforum.co.uk/

http://www.innovits.com/

http://www.its-uk.org.uk/

http://www.jaguar.co.uk/

http://www.jcb.com/

http://www.komatsu.co.uk/

http://www.landrover.com/

http://www.ldv.co.uk/

http://www.leyland-trucks.co.uk/

http://www.lowcvp.org.uk/

http://www.matthey.com/index.htm

http://www.mccormick-intl.com/uk/

http://www.mclarencars.com/

http://www.melglobal.com/transport_solutions/

http://www.millbrook.co.uk/

http://www.mini.co.uk/

http://www.mira.co.uk/

http://www.mi-technology.com/

http://www.morgan-motor.co.uk/

http://www.nissan.co.uk/

http://www.perkins.com/

http://www.peugeot.co.uk/

http://www.pilkington.com/europe/uk+and+irel

and/english/default.htm

http://www.pitechnology.com/

http://www.prodrive.com/Intromovie.htm

http://www.ricardo.com/default.aspxhttp://www.rle-international.co.uk/

http://www.rmif.co.uk

http://www.rolls-roycemotorcars.com/

http://www.roush.co.uk/

http://www.siemensvdo.co.uk/

http://www.smmt.co.uk/

http://www.supplychaingroups.co.uk/

http://www.terexcompactequipment.com/

http://www.toyota.co.uk/http://www.tvr-eng.co.uk/

http://www.twi.co.uk/

http://www.vauxhall.co.uk/

http://www.visteon.co.uk/

http://www.zytekgroup.co.uk/

The DTI acknowledges the help and assistance

given by the Society of Motor Manufacturers

and Traders in compiling this brochure.

Further information about SMMT and the

UK automotive sector can be located on

www.smmt.co.uk and www.autoindustry.co.uk


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drving force uk sustainability report

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