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Aircraft, Defense & Space Business Plan

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Aircraft, Defense & Space Business Plan Aircraft, Defense & Space Business Plan Keisuke Hiroyuki Naohiko HIROSE KOGUCHI ABE Executive Vice President, Senior Fellow, Senior Vice President, Head of Commercial Aviation Senior General Manager, Head of Integrated Defense & Systems MRJ Division Space Systems July 12, 2019 Mitsubishi Heavy Industries, Ltd. © 2019 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. Contents 1. Business Overview 2. Commercial Aviation Systems Segment 2-1. Overview 2-2. Management Structure 2-3. 2018 Business Plan Progress Status 2-4. Business Policies and Strategies 3. MRJ Business 3-1. Driving the MRJ Business 3-2. Progress Towards First Delivery 2020 3-3. Commercialization 4. Integrated Defense & Space Systems Segment 4-1. Overview 4-2. 2018 Business Plan Progress Status 4-3. Measures Targeted at FY2021 and Beyond © 2019 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 1 Contents 1. Business Overview 2. Commercial Aviation Systems Segment 2-1. Overview 2-2. Management Structure 2-3. 2018 Business Plan Progress Status 2-4. Business Policies and Strategies 3. MRJ Business 3-1. Driving the MRJ Business 3-2. Progress Towards First Delivery 2020 3-3. Commercialization 4. Integrated Defense & Space Systems Segment 4-1. Overview 4-2. 2018 Business Plan Progress Status 4-3. Measures Targeted at FY2021 and Beyond © 2019 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 2 1. Business Overview (FY2018 Results and 2018 Business Plan) Integrated Defense Revenue (In billion yen) & Space Systems 718.3 700.0 720.0 Naval ships 677.5 Aircraft & missile systems Special vehicles Space systems Commercial Aviation Systems Aircraft components for Boeing Aircraft components for Bombardier, etc. SpaceJet（MRJ） 2017 2018 2019 2020 (FY) Orders Received Profit from Business Activities (In billion yen) △63.5 △37.4 △20.0 0 714.6 700.0 700.0 610.6 0% △3% △6% △9% 2017 2018 2019 2020 2017 2018 2019 2020 (FY) © 2019 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 3 Contents 1. Business Overview 2. Commercial Aviation Systems Segment 2-1. Overview 2-2. Management Structure 2-3. 2018 Business Plan Progress Status 2-4. Business Policies and Strategies 3. MRJ Business 3-1. Driving the MRJ Business 3-2. Progress Towards First Delivery 2020 3-3. Commercialization 4. Integrated Defense & Space Systems Segment 4-1. Overview 4-2. 2018 Business Plan Progress Status 4-3. Measures Targeted at FY2021 and Beyond © 2019 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 4 2-1. Overview Boeing Bombardier 787 Aircraft components Global 5000/6000 for Bombardier, etc. Main wings Photo courtesy of Bombardier Photo courtesy of Boeing Narrow-body jets MHI: main wing boxes and business jets MHI: main wings, center-fuselage and center wing 777X Wide-body jets Main wings Aft fuselage Aircraft components for Challenger 300/350 Boeing Photo courtesy of Boeing MHI: aft fuselage, tail fuselage and entry doors 737 777 Photo courtesy of Bombardier Tail fuselage Inboard flaps MHI: main wings Photo courtesy of Boeing 写真提供：BoeingPhoto社 courtesy of Boeing MHI: aft fuselage, tail fuselage and entry doors MHI: inboard flaps Main wings © 2019 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 5 2-2. Management Structure - Business & Administration Dept. - Quality Dept. Keisuke - Business & Marketing Dept. - Production Planning & Control Dept. Commercial Airplanes Division HIROSE - Engineering Dept. - Parts Manufacturing Dept. Segment - Assembly Dept. - Composite Wing Production Dept. Head Yuji HIRANO Domestic Bases General Manager (for Boeing 787) Hiroshi Satoshi TANEDA SAWAGUCHI Deputy Deputy General Segment Head Manager (for Bombardier) (for technology) Kenji INABA Deputy General Overseas Bases Manager MHI Aerospace Vietnam Co., Ltd. (for Boeing) Planning & Administration President Yasushi SATO Department Engineering Steering MHI Canada Aerospace Inc. Department Aviation Business Development President Janet Wardle & Strategy Department © 2019 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 6 2-3. 2018 Business Plan Progress Status (1/3) Business Environment 2018 Business Plan Progress 1) Market expansion over next 20 years (operating fleets to be 1. Strengthen cost competitiveness to doubled) withstand severe business environment ・ During years of 2018 Business Plan, temporary decrease Promote automation and manpower saving due to transition from Boeing 777 to 777X. Production to - Introduce automated equipment increase from 2020. 2) Reduction in contract prices necessary due to fierce OEM - Automate indirect operations through AI/IoT sales price competition - Continue ongoing improvement activities 3) Intensifi ed competition with overseas Tier1 manufacturers Automated assembly line for 777X 787 wing boxes production line for Status of Current Improvements 14shipsets /month production Shorten production lead time Working capital/CCC ・ Build global production structure (days) CCC △30% △ 50% - Enhance supply chain in North America and Asia △ Working capital 15% △30% △30% △ 50% 2. Expand into areas with differentiated competitive advantages ・Targeting new Tier1 structure packages 2017FY2017年度 2018FY2018年度 FY20202020年度 FY20172017年度 FY20182018年度 2020FY2020年度 actual実績 actual実績 target計画 actual実績 actual実績 target計画 - Advanced materials (composites) - Advanced engineering /manufacturing processes Reduce Fixed cost (metal processing) Sales to decrease, but △10% △20% earnings to be maintained 3. Expand into new areas through higher ・High value-added products (Components) productivity, fixed cost ・Operation support April, 年2017月 April,年 2019月 April,年 2021月 reductions, etc. 2017actual4 2019 actual4 2021target4 ・Electrification （実績） （実績） （計画） © 2019 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 7 2-3. 2018 Business Plan Progress Status (2/3) Established 14shipsets/mo 787 Composite Wing Production. Further Lean production by Automation. Shipment Area Structure Assembly Line System Installation Line Expansion of Auto-drill Unmanned wing transfer Moving Line for System Installation Champion Time Competition （Flowtime Reduction） （Expand Automation ） （Flowtime Reduction） @Shop Floor Composites factory Reduction of Composite Next Generation Expansion of AI/IoT Application Lay up Inspection Composite Lay up Real-time Production to Inspection （Process Control ) Machine Monitoring © 2019 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 8 2-3. 2018 Business Plan Progress Status (3/3) Aim for global structure to meet OEM expectations, enhancing supply chain in North America and Asia MHI Assembly Parts MHICA Boost efficiency through Boost efficiency through North Bombardier business jets (Tier1) automation/manpower saving consolidation ・Global/Challenger main wing ・787 wing boxes (Nagoya) ・Large parts America assembly ・777/767 aft fuselages (Hiroshima) (Kobe/Hiroshima/Nagoya) ・Materials/parts procurement in → Adjacent to assembly plant Canada (expanding) ・Parts involving many processes (Matsusaka Cluster) Europe → Eliminate split production Product shipment North America Asia (parts)SC MHIVA Asia Small packages: flight control surfaces, (parts)SC doors, etc. ・B737 flap, B777 door assembly ・Parts production and procurement in Vietnam (planned) OEM Final Assembly Line ・Development of new customer base Tier1 Factory (planned) OEM : Original Equipment Manufacturer, SC : Supply Chain © 2019 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 9 2-4. Business Policies and Strategies Expand into new business areas ・ Low carbon High value-added products (Components, etc.) ・Operation support Digitalization ・Electrification Photo courtesy of Mitsubishi Aircraft Increase Interior materials Operation support SpaceJet Expand into differentiated competitive commercial value Leading-edge advantage areas technology ( Targeting new Tier1 structure packages) ・Lighter weight Production ・Advanced materials (composites) ・Lower costs ・ Advanced engineering /manufacturing technology processes (metal processing ) ・Improve productivity for commercial production ・Pursue synergies with SpaceJet Thermoplastic composites Additive manufacturing Continue “Business Structure Reforms” (strengthen existing businesses) Promote automation (manpower saving → full automation) Expand globally / Restructure business portfolio 2018 Business Plan 2021 Business Plan Medium- to long-term plans © 2019 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 10 Contents 1. Business Overview 2. Commercial Aviation Systems Segment 2-1. Overview 2-2. Management Structure 2-3. 2018 Business Plan Progress Status 2-4. Business Policies and Strategies 3. MRJ Business 3-1. Driving the MRJ Business 3-2. Progress Towards First Delivery 2020 3-3. Commercialization 4. Integrated Defense & Space Systems Segment 4-1. Overview 4-2. 2018 Business Plan Progress Status 4-3. Measures Targeted at FY2021 and Beyond © 2019 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 11 3-1. Driving the MRJ Business (Organization) MRJ Division President and CEO Seiji Senior Fellow Izumisawa Senior General Manager General Manager MRJ Division MRJ Division Shunji Okada Hiroyuki Koguchi Mitsubishi Aircraft Corporation Senior Vice President, Head of Commercial President Aviation Systems CDO Hisakazu Keisuke Hirose Alex Bellamy Mizutani CDO : Chief Development Officer Senior Vice President Overseas Keisuke Masutani Mitsubishi Aircraft Corporation America President Head of PMD Hitoshi Iwasa Hiroyuki Tatsuoka © 2019 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 12 3-1. Driving the MRJ Business Driving the MRJ Business Continue Focus on Obtaining
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