Pierre-Henri Desportes

A true commitment towards sustainable development/circular economy.

14

Renault Group is advancing its innovation in automotive logistics by partnering with Exotec, a French company specializing in "goods-to-person" robotic solutions for warehouses. This partnership is part of Renault's ongoing digital transformation, aiming to enhance automation within the car industry. Renault has chosen Exotec to automate the Villeroy Parts and Accessories Logistics Department using 191 Skypod® robots. These robots will streamline the flow of parts from receipt to shipment, reducing customer order processing times by sixfold. Exotec’s robots are autonomous, capable of moving in three dimensions at speeds up to 4 meters per second, and are designed for agility and safety in complex logistics environments. They can operate in both chilled and ambient temperatures, efficiently navigating around other equipment and workers. The main functions of these robots include handling and transporting parts within the logistics facility, significantly enhancing operational efficiency and speed. Read more: https://lnkd.in/ew2m-BJC

8

It’s transition, and No reason to panic! For years Europen & American companies have established operational footprint in China & Asia. Now the pendulum swings, and the cash generated allows the work to happen in the opposite direction. What’s the issue with that? For Global economics to work the rules need to be equal. My guess is that traditional European OEMs will indeed balance down their production, maybe focus on High value vehicles, & possibly sell plants to incoming OEMs, but the supply chains and the resource needs to build their vehicles in Europe will remain. This article is scaremongering and complete rubbish! It really doesn’t help, when we need to be focusing on driving forward, and adapting to the changing markets.

18

1 commentaire

#StellantisDareForward 2030 strategic plan implements a pathway consistent with science-based recommendations to achieve carbon net zero by 2038 and reduce our global carbon footprint (all scopes). Discover how developing 3 “grEEn-campuses” supports our plan: https://lnkd.in/ehfawkDY

208

10 commentaires

Stellantis has announced executive changes that include the supply chain and logistics organisation separating from purchasing and reporting to manufacturing chief officer Arnaud DEBOEUF. The move, which follows more recent alignment between logistics and manufacturing, aims to break down silos, increase shared technology and flexibility across operations #managementrestructuring #executivemoves #supplychainlogistics #purchasing #automanufacturing #companyperformance #supplychainmanagement Maxime Picat Antonio Filosa Jean-Philippe Imparato Doug Ostermann Grégoire OLIVIER Santo Ficili İlkhan Ozsevim Megan Kelly Christopher Ludwig Richard Logan Emily Uwemedimo Anushka Dixit Nick Holt Daniel Harrison

62

5 commentaires

𝗘𝗨 𝘀𝗵𝗼𝘂𝗹𝗱 𝗳𝗼𝗹𝗹𝗼𝘄 𝘁𝗵𝗲 𝗨𝗦 𝗱𝗶𝗿𝗲𝗰𝘁𝗶𝗼𝗻 #Valeo CEO Christophe Périllat advised at the Automobilwoche that European leadership must learn from its new US counterpart to emphasize more value generation in the EU. This will help: • maintain the industry's Quality and Safety standards • prevent further loses in local and international market share, and  • ultimately safe lives, when working to the same industry standards and values. I have alluded to this in my previous posts, but it is refreshing to see action around that. Lets hope such advice does not fall on deaf ears. #automotiveindustry #Safety #compliance #homologation #valuegeneration https://lnkd.in/eutdu5fa

2

🔋🚗 The Future of Mobility and Renault Group's Strategic Approach to Raw Materials 🌐🏭 As the global automotive and mobility landscape undergoes rapid transformation, driven by electrification, shared, and autonomous trends, companies like Renault Group are proactively adapting their strategies to stay ahead of the curve. One critical aspect of this evolution is the sourcing and management of raw materials, particularly steel, which plays a vital role in the production of vehicles. Renault Group, including its alliance with Nissan, has been working on optimizing its raw material supply chain to ensure a sustainable, efficient, and resilient sourcing strategy. This approach is essential not only for maintaining competitive advantages but also for meeting the increasing demands of the changing mobility ecosystem. A noteworthy example of their strategic initiatives is the exploration of a 'Local to Local' model. This approach involves the establishment of strong partnerships with local suppliers and manufacturers in key regions, which can significantly reduce logistics costs, lead times, and environmental impact. Moreover, it allows the company to be more agile and responsive to regional market needs and fluctuations. Taiwan, with its robust industrial base and strategic location in the Asia-Pacific region, can potentially serve as a reliable source of materials like steel for Renault Group. The island's advanced manufacturing capabilities, coupled with its commitment to sustainable and innovative practices, aligns well with the values and objectives of the automotive giant. As we move towards a more connected, electric, and shared mobility future, it is crucial for companies to adopt a holistic and forward-thinking approach to raw material supply and management. Renault Group's proactive efforts in this domain are commendable and will undoubtedly contribute to their continued success in the dynamic and exciting world of automotive and mobility. #RenaultGroup #Nissan #RawMaterials #Steel #LocalToLocal #Taiwan #MobilityOfTheFuture #AutomotiveIndustry [Disclaimer: The information presented in this post is based on publicly available sources and does not represent any confidential or insider knowledge.]

2

Yazaki EMEA has strategically incorporated sustainability within the corporate strategy under the pillar of business excellence to address the expectations of both our market and society, as well as the complex regulatory landscape in Europe. Sustainability stands as a significant megatrend in the automotive industry, marked by escalating OEM demands for decarbonization and energy transition. In response to this evolving European Union regulatory and market landscape, Yazaki EMEA has established decarbonization ambitions to be achieved by 2039 in its region and in alignment with the decarbonization targets set by Yazaki Corporation for the entire group. Beyond our responsible and ethical practices, and in pursuit of our decarbonization ambitions, we acknowledge the impact of our business on both society and the environment in a holistic manner. Sustainability has always been a part of Yazaki’s spirit and culture. #Yazaki #YazakiEMEA #AutomotiveIndustry #Sustainability

185

3 commentaires

Exciting stop yesterday in Germany to meet with our partner Indorama Ventures PCL ! Working with them on different projects has helped us progress in our roadmap to #sustainability in the automotive industry. A great example of this partnership is Auraloop® — a groundbreaking range of cushioning solutions designed to replace traditional polyurethane foam with an innovative structure of polyester-based fibers. ➡️ Sustainable Materials: Auraloop® is crafted from 100% recyclable polyester fibers, offering a sustainable alternative to conventional car seat padding. ➡️Reduced Carbon Footprint: By transitioning to Auraloop®, car manufacturers can achieve a twofold reduction in the carbon footprint of their seat pads, contributing to a greener automotive industry. ➡️Enhanced Comfort and Durability: Auraloop® delivers superior thermal comfort and durability compared to traditional materials, thanks to its open fiber structure and improved breathability. FORVIA is proud to work with Indorama Ventures in its journey toward sustainable mobility. #FORVIAproud

285

3 commentaires

𝐂𝐚𝐬𝐞 𝐬𝐭𝐮𝐝𝐲 𝐞𝐱𝐩𝐥𝐚𝐧𝐚𝐭𝐢𝐨𝐧: 𝐀𝐮𝐭𝐨𝐦𝐨𝐭𝐢𝐯𝐞 𝐢𝐧𝐝𝐮𝐬𝐭𝐫𝐲 There are several manufacturing sectors that, in some extent, have successfully applied collaborative robotics to enhance circularity. A great example of a successful case study that integrates collaborative robotics (cobots) with the circular economy in manufacturing is the automotive sector. Factories like Renault's Re-Factory in Flins (France) are leveraging automation and collaborative robotics to transform a traditional car manufacturing facility into a hub for circular economy practices. With the goal to extend the lifecycle of vehicles, reduce waste, and minimize the environmental impact of automotive production, they have repurposed the Flins plant (which was originally used to build new vehicles) into a facility focused on sustainability initiatives. In addition, Renault was able to balance the introduction of advanced robotics with circular economy principles, being collaborative robots key enablers in making circular practices more feasible at scale, especially in disassembly and inspection tasks, where precision and repeatability are critical.   Key Circular Economy Strategies: 1. Vehicle Refurbishment and Remanufacturing: Renault uses cobots to disassemble and refurbish used vehicles. This includes reconditioning major components like engines, transmissions, and electric vehicle (EV) batteries. Collaborative robots work alongside human technicians reducing the manual workload and improving efficiency. 2. Material Recovery and Recycling: Cobots are also employed in material recovery processes. They help in sorting and separating materials (like metal, plastic, and electronic waste) that can be recycled or reused. 3. End-of-Life Vehicle (ELV) Management: Renault has implemented systems for processing end-of-life vehicles, recycling up to 95% of materials. 4. Battery Recycling and Second Life: In their circular approach, Renault also focuses on giving EV batteries a second life. Collaborative robots aid in dismantling and assessing used batteries. Impact and Benefits: 👉 Increased Efficiency: The use of cobots has helped Renault streamline complex tasks, reduce errors, and improve productivity in refurbishing and recycling operations. 👉 Sustainability Goals: By integrating collaborative robotics, Renault is able to meet their ambitious circular economy targets, including significant reductions in CO₂ emissions and waste generation. 👉 Extended Product Lifecycles: The focus on refurbishing vehicles and parts has enabled Renault to extend the life of existing resources, cutting down the need for raw material extraction and reducing production costs. 👉 Human-Robot Collaboration: Cobots work in tandem with human workers, handling repetitive and ergonomically challenging tasks, while humans focus on more complex decision-making processes. This symbiosis enhances the overall process quality and worker safety. Graphics: https://lnkd.in/dbdwsqgZ

3

Launch of a new online training course “Good Lean Bad Lean”. Teachers: ex-VP of Production of Toyota Motor Manufacturing France (to describe Good Lean) and the CEO of Marris Consulting (to point out the traps of Bad Lean). E-learning at your own pace. Nearly everyone is “already doing Lean” and, in the vast majority of cases, the results are disappointing, both financially and in terms of the adoption of the different elements, from the tools and principles to the “philosophy” or Lean culture. Yet the company that "invented" Lean – Toyota Motor Company – continues to outperform its competitors all over the world. For instance, in France the Toyota Motor Manufacturing France (TMMF) car assembly plant continues to be profitable and continues to grow in sales and in the number of its employees thereby demonstrating the power of “Good Lean”. No other car manufacturer can do this. How does Toyota obtain results that all their competitors claim are impossible? To understand the key success factors of Toyota, Reynald Debaut-Henocque, ex-Vice President of Manufacturing of Toyota Motor Manufacturing France presents 80% of these video on-demand training sessions. He has experienced first-hand the development of Toyota’s manufacturing in France since 1999. He will explain the Toyota way or “Good Lean”. Philip Marris presents the “Bad Lean” practices that he has observed based on his over 30 years’ experience in over 300 companies all over the world and in all kinds of industries. He will also explain how to adapt Toyota's solutions to other non-automotive industries. This is “advanced” Lean training, they do not present the basics of the Lean tools (5S, 5 whys, etc.). The topics covered include: partnership with suppliers; Lean product development / Lean Engineering; Manufacturing management; Quality management; Standardized work; Visual management; the essential growth in turnover ... The goal of this training is to help organisations improve their performance by understanding the keys to “Good Lean” and avoiding the pitfalls of “Bad Lean” so that they can adjust, build or rebuild their Lean efforts and get closer to the results obtained by Toyota whatever their business. https://lnkd.in/er8ZpJ8D

2

This article highlights the critical role of affordable electric vehicles in driving the future of mobility, securing European industry competitiveness, and promoting sustainable innovation—all of which align with our mission at Valeo

11

Valeo is seeking buyers for its two factories in L’Isle-d’Abeau and La Suze, as well as its R&D site in La Verrière, affecting a thousand jobs. ⬇ ⚙️ The potential closures, leaked by the company's unions, are driven by the need to adapt to the significant transformation of the European automotive market, which is rapidly transitioning to all-electric by 2035. This transition can be challenging. The L’Isle-d’Abeau site (which employed 350 workers) recently partially shifted to hybrid systems, but the technology failed to gain market traction, leaving the plant without orders, according to a company spokesperson. 📉 At the La Suze site, which specializes in temperature management systems for internal combustion and electric engines, the overall decline in European automotive production, due to Chinese competition, is forcing Valeo to consider closure. According to the European Automobile Manufacturers' Association (ACEA), new vehicle registrations in Europe rebounded in 2023 (+13.7%, to 11.3 million units) but remain well below the 15.3 million registrations in 2019. While Valeo hopes to retain its R&D workforce through reassignments, without buyers, a thousand jobs could be at risk. 💬 Plant closures have been a significant issue in France and Europe since 2023, with companies like FORVIA and MA France announcing job cuts and factory shutdowns due to declining demand and increased competition! #automotive #plant #oem

7

1 commentaire

Interesting turnaround happening in the automotive industry... As customers don't seem convinced/ willing to embrace the e-mobility at the expected pace... More and more automotive companies are redirecting ressources back into thermal vehicles, delaying the switch to full electric or just shifting the market? Looking forward to learn more about the different strategies...

15

3 commentaires

Yazaki EMEA has published its second Annual Sustainability Report, underscoring its commitment to sustainability. It can now be accessed on the Yazaki EMEA website: https://lnkd.in/gazjr6D2 "We recognize that the path to a sustainable future in our business is not without its challenges. However, we are motivated by the opportunity to make a positive impact and drive meaningful change. I am proud of the progress we have made towards our sustainability goals." Jorge Monteiro, Head of Sustainability & EHS, Y-EMEA #Yazaki #YazakiEMEA #YazakiEurope #OneForAllAllforOne #Sustainability #EnergyEfficiency #EnvironmentalSoundness #Automotive #AutomotiveIndustry #AutomotiveSupplier #AutomotiveEngineering #AutoIndustry #AutoSupplier #Engineering

256

8 commentaires

The EU’s automotive sector, long known for engineering excellence, now faces intense challenges. According to Guillaume Ragonnaud’s report, "The Crisis Facing the EU’s Automotive Industry," rapid advancements in green technology, digitalization, and competition, especially from China’s booming EV market, require urgent adaptation: 𝐄𝐕 𝐓𝐫𝐚𝐧𝐬𝐢𝐭𝐢𝐨𝐧 𝐏𝐫𝐞𝐬𝐬𝐮𝐫𝐞𝐬: With 2035 zero-emission targets approaching, EU automakers are racing to innovate amid high production costs and battery supply issues. 𝐄𝐜𝐨𝐧𝐨𝐦𝐢𝐜 𝐒𝐭𝐫𝐚𝐢𝐧𝐬: High energy costs and complex supply chains make EU production around 30% more expensive than in China. 𝐍𝐞𝐞𝐝 𝐟𝐨𝐫 𝐃𝐢𝐠𝐢𝐭𝐚𝐥 𝐓𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧: Cars are increasingly digital, pushing EU manufacturers to compete on software and connectivity. Ragonnaud suggests that to remain competitive, the EU must implement cost-cutting measures, boost EV infrastructure, and invest in advanced automation. For more, see the full report by the European Union, 2024. Report: https://lnkd.in/gwwz3kS5

1

#Stellantis targets to become carbon net zero on the whole value chain by 2038, with single digit percent compensation of residual emissions versus 2021 level. Check out how we reduced the absolute global carbon footprint (in CO2-eq) by 12.6% in 2023 vs 2021: https://lnkd.in/edZZDed5

282

10 commentaires