Industrial Installation & Service

Total Page:16

File Type:pdf, Size:1020Kb

Industrial Installation & Service Industrial installation & service Section 1 Introduction Welding and Molds and Tooling Joining Systems Technology Follow Automation Group is a global company powered by Engineering and Heavy Industry people delivering optimal Montage Components automation solutions for the automotive and heavy industry Automation and Custom Fabrication sectors. The company builds Assembly and integrates intelligent Electronic production systems including: Final Assembly and Connection Conveyor Systems Assembly and Management Machinery Safety Final Assembly Electronics Conveyor Assembly Systems Section 2 Our Projects At this point Follow Automation Group has various projects in three different countries Two in USA Sixteen in Germany One in Vietnam Project Timeline Mercedes-Benz Vans, Ladson, South Carolina, USA Our proud team of supervisors after Mercedes-Benz Vans, LLC (“MBV”) is a plant While everyone is having holiday days off, completing robot and safe guard assembly in Ladson, South Carolina that produces we work extra to make sure we build long in one of the locations on this huge building Sprinter vans for the U.S. and Canadian term relationships that are mutually site. market under the brands Mercedes-Benz beneficial to all parties. and Freightliner. The midsize Mercedes-Benz Metris vans are also reassembled at this location. Volkswagen, Chattanooga, Tennessee, USA Our engineers are accepting any task no The Volkswagen Chattanooga Assembly Safety is a major priority in our business so matter how dirty work will be, as we Plant (or Chattanooga Operations LLC) is an our supervisors make sure everything is provide best service at all the points. automobile assembly plant in Chattanooga, working and environment is safe. Tennessee, that began production in April 2011. The plant has a projected annual production of 150,000 cars beginning with a version of the 2012 Volkswagen Passat NMS, tailored to the US market. Mercedes-Benz, Sindelfingen, Germany Sometimes our job looks like a challenge Sindelfingen manufactures the S-Class, the We actually enjoy what we do and trying but with our skilled engineers nothing is flagship vehicle from Mercedes-Benz. The our best so it's win-win for both sides. Our impossible no matter what size is latest S-Class model went into series employees and a company. machinery. production in 2017. In the future, the Mercedes-Benz plant in Sindelfingen will also produce electric vehicles of the product and technology brand EQ. Volkswagen, Osnabruck, Germany We proud with our work with such Osnabruck has been a proud car city for Our team of engineers after completing companies as Mercedes, Vinfast and over 100 years. Building on this tradition, electric connection assembly as a part of Volkswagen and always looking for a new Volkswagen Osnabruck GmbH was founded our task on Osnabruck's plant. projects. in December 2009. The factory site covers an area of 426,000 m2 and employs more than 2,300 staff, who form the entire automotive process chain from the first idea through to series production. Opel, Eisenach, Germany Opel Eisenach GmbH (formerly Opel AWE Since 1993, Opel Eisenach has been Our team started working here in 2019 and Planungs GmbH) is a German producing the Opel Corsa. Between 1990 we are looking forward for long manufacturing company based at Eisenach and 2009 the plant produced 2.5 million relationship with the company and in Thuringia, Germany and a subsidiary of vehicles. In 2010, Opel decided to build its management team. Opel. It currently produces the Opel Corsa new city car at the Thuringian production and Opel Adam. plant, and the Opel Adam duly appeared in January 2013. Daimler, Bremen, Germany Tradition meets future: Mercedes-Benz cars Ten models are currently being produced at Building and production never stops and have been rolling off the assembly lines at the location: the C-Class sedan, wagon, we have our people working 6 days a week the Bremen plant for the last 40 years. coupe, and convertible; the E-Class coupe to make sure everything is made to Starting off with the 5123 model, the plant and convertible; the GLC SUV; the GLC perfection. has become a success story for northern coupe; and the SLC and SL roadsters. The Germany. With around 12,500 employees, Bremen plant is the lead plant steering the the Mercedes-Benz Bremen plant is the worldwide production of the C-Class and largest private employer in the region. the GLC. Audi, lngolstadt, Germany Audi has been building cars at the lngolstadt site for 70 years. The We build and set up robots and lines, so everything works like a heart of the Audi Group beats in this Bavarian city on the Danube: clock 24/7. Our skilled engineers and management of Audi team lngolstadt is where AUDI AG has its headquarters and operates the makes it win-win situation for both of the sides. Audi Group's largest production site. From initial idea to finished automobile, the entire production process for the models Audi Q2, Audi A3, Audi A4 and Audi AS along with their derivative versions takes place at the lngolstadt plant. BMW, Munich, Germany The BMW Group plant Munich is the parent Its great to be a part of revolutionary time In the BMW Group Munich plant produce BMW Group plant. It combines engineering when BMW is producing electric cars. Our models of the BMW 3 Series and BMW 4 excellence and innovative power with the task is to give all support we can at this Series. The BMW 3 Series Touring, BMW 4 passion of its approximately 7,800 time. Series Coupe and M4 Coupe are exclusively employees from over 50 nations. The BMW manufactured in Munich and exported from Group Munich plant produces cars and there into the world. With the start of engines since 1922. production of the BMW M4 Coupe in February 2014 the M production returned back to this location after 28 years. VinFast Trading and Production LLC, Hanoi, Vietnam VinFast Trading and Production LLC manufactures vehicles. The As company makes completely new car designs, additional company was founded in 2017 and is headquartered in Hanoi, information can't be provided because of non-disclosure Vietnam. VinFast Trading and Production LLC operates as a agreement. subsidiary of Vingroup Joint Stock Company. Volkswagen, Zwickau, Germany The Volkswagen brand is moving forward In future, up to 330,000 electric models per We are constantly upgrading our expertise with its electric offensive and gradually year are to roll off the production line there to be in step with time. Electric vehicle creating the production capacity needed – more than at any other plant of the market is rapidly growing, and we are for building more than 1 million electric Volkswagen Group. among the first ones to participate in cars per year throughout the world from installing these production lines. 2025. The Group’s largest and highest-performance electric car plant is currently being created in Zwickau. BMW, Leipzig, Germany The BMW Leipzig Plant is one of the most Up to 860 cars of the BMW 1 and 2 Series are Green energy for the production of these modern and sustainable car plants in the manufactured in the classic production cars is provided by four purpose-built wind world. BMW cars for customers all over the every day. In addition, two trendsetting turbines on site. world are produced here since 2005. More vehicles with alternative drive systems and than 960 vehicles per day roll off the innovative light weight carbon bodies are production lines. produced. Section 3 Our Team 120 100 Employee 80 Increase 60 40 20 0 Nov 2017 Jan Feb Apr Dec 2018 2019 2020 2021 Company growth To hire additional experienced professionals that can join our existing talent pool and continue the Maintain high level steady growth of the service and standards business Our Long-term at all points Goals Meet the workforce Project growth around needs of industry by the world preparing workers with the skills employers need Maintain safety at 100% and zero accidents Contact Us +371 28127004 [email protected] https://followautomationgroup.com.
Recommended publications
  • Cuentos De Aventuras © 2019 Disney Enterprises, Inc
    365cuentos de aventuras © 2019 Disney Enterprises, Inc. © 2019 Disney Enterprises, Inc. and Pixar Animation Studios Todos los derechos reservados Materiales y personajes de Cars, Cars 2 y Cars 3 © 2019 Disney Enterprises, Inc. and Pixar Animation Studios. Todos los derechos reservados. Elementos de Disney/Pixar © Disney/Pixar; vehículos subyacentes propiedad de terceras partes, cuando sea aplicable: AMC, El Camino, Gremlin, Hudson Hornet, Nash Ambassador, Pacer, Plymouth Superbird y Willys son marcas registradas de FCA US LLC; Dodge®, Jeep® y el diseño de la rejilla de Jeep® son marcas registradas de FCA US LLC; IVECO es una marca registrada de IVECO SpA; Marcas de Petty usadas con permiso de Petty Marketing LLC; Mack es una marca registrada de Mack Trucks, Inc.; logos y diseños de Maserati son marcas registradas de Maserati S.p.A. y se usan bajo licencia; Fairlane, Ford Coupe, Mercury, el Modelo T y Mustang son marcas registradas de Ford Motor Company; marcas de Darrell Waltrip usadas con permiso de Darrell Waltrip Motor Sports; Carrera y Porsche son marcas registradas de Porsche; el diseño de la insignia de rango de Sargento se usa con permiso del ejército de los Estados Unidos; marcas registradas de Volkswagen, patentes de diseño y copyrights usados con la aprobación del propietario Volkswagen AG; Bentley es una marca registrada de Bentley Motors Limited; BMW, MINI y Cooper son marcas registradas de BMW AG; FIAT y Topolino son marcas registradas de FCA Group Marketing S.p.A.; Cadillac Coupe DeVille, Chevrolet, Chevrolet Impala, Corvette,
    [Show full text]
  • From Old Red Socks to Mode
    CAHRS / Cornell University 187 Ives Hall Ithaca, NY 14853-3901 USA Tel. 607 255-9358 www.ilr.cornell.edu/depts/CAHRS/ WORKING PAPER SERIES From “Old Red Socks” to Modern Human Resource Managers? Lowell Turner Working Paper 9 4 – 2 8 From “Old Red Socks” to Modern HRM WP 94-28 From “Old Red Socks” to Modern Human Resource Managers? The Transformation of Employee Relations in Eastern Germany Lowell Turner School of Industrial and Labor Relations Center for Advanced Human Resource Studies Cornell University Ithaca, NY 14853-3901 Working Paper 94-28 http://www.ilr.cornell.edu/depts/cahrs Paper prepared for the Center for Advanced Human Resource Studies (CAHRS) at the ILR School at Cornell University. Funding for this research was provided by CAHRS and the Institute of Collective Bargaining, both at Cornell, the German Marshall Fund of the United States, and the Wissenschaftszentrum in Berlin. This is a draft -- comments welcome. This paper has not undergone formal review or approval of the faculty of the ILR School. It is intended to make results of Center research, conferences, and projects available to others interested in human resource management in preliminary form to encourage discussion and suggestions. Page 1 From “Old Red Socks” to Modern HRM WP 94-28 With the dramatic and unexpected opening of the Berlin Wall on November 9, 1989, began a far-reaching process of transformation in every aspect of society within the German Democratic Republic (GDR, or East Germany). Indeed by October 1990, the GDR had been unified with and absorbed into the larger German Federal Republic (the former West Germany) and no longer existed as a separate political entity.1 The basic principle guiding German unification was the replacement of East German laws, institutions, and practices with West German laws, institutions, and practices -- in politics, the economy, and civil society.
    [Show full text]
  • Registration Document
    20 REGISTRATION DOCUMENT Including the annual financial report 17 GROUPE PSA - 2017 REGISTRATION DOCUMENT -1 ANALYSIS OF THE BUSINESS AND GROUP OPERATING RESULTS IN 2017 AND OUTLOOK Capital Expenditure in Research & Development 4.4.2. Banque PSA Finance, signature of a framework agreement with the BNP Paribas Group to form a car financing Partnership for Opel Vauxhall vehicles On 6 March 2017, when the Master Agreement was concluded with BNP Paribas Personal Finance, will from an accounting point of view General Motors, the Company simultaneously signed a Framework retain the current European platform and staff of GM Financial. The Agreement with BNP Paribas and BNP Paribas Personal Finance, to Opel Vauxhall finance companies will distribute financial and organise the joint purchase of Opel Vauxhall’s finance companies insurance products over a territory initially including the following and the setting up of a car financing partnership for Opel Vauxhall countries: Germany, United Kingdom, France, Italy, Sweden, Austria, vehicles. Ireland, Netherlands, Belgium, Greece and Switzerland. The The acquisition of Opel Vauxhall’s finance companies will be cooperation may potentially be extended thereafter to other completed through a holding company. This joint venture, owned in countries where Opel Vauxhall has a presence. equal shares and on the same terms by Banque PSA Finance and 4.5. CAPITAL EXPENDITURE IN RESEARCH & DEVELOPMENT Automotive Expertise to deliver useful technologies Innovation, research and development are powerful levers for Every year, Groupe PSA invests in research and development to developing competitive advantages by addressing the major stay ahead, technologically, of environmental and market changes. challenges faced in the automotive industry (environmental, safety, emerging mobility and networking needs, etc.).
    [Show full text]
  • The European Markets and Strategies to Watch for Maximum Opportunity
    THE EUROPEAN MARKETS AND STRATEGIES TO WATCH FOR MAXIMUM OPPORTUNITY BRIAN MADSEN ONLINE AUCTIONS IT SOLUTIONS SMART DATA 1 THE SPEED OF CHANGE IS FASTER THAN EVER 2 THE NEW NORMAL 3 CHANGE OF INCREASE IN INCREASES YOUNG DEMAND AND SUPPLY OWMERSHIP PRIVATE LEASINGCHALLENGESUSED CAR INVENTORY 4 WE FIGHT WITH CHANGES AND AGAINST OTHER NEEDS 5 PRODUCT MIX ONLINE OEM SALES NEW PLAYERS 6 CHANGE OF INCREASE IN INCREASES YOUNG DEMAND AND SUPPLY OWMERSHIPHOW TO CREATEPRIVATE OPPORTUNITIES LEASING USED CAROUT INVENTORY OF CHALLENGES 7 USED CAR USE DIGITAL SOLUTIONS TO MOBILE ADAPT COMMUNICATION LEASING MATCH CARS WITH BUYERS SOLUTIONS TO CUSTOMER NEEDS 8 WE ALL NEED TO BE BETTER ONLINE 9 216 MILLION 16 MILLION 45 MILLION 6 MILLION PASSENGERS CARS NEW CARS SOLD USED CARS SOLD CARS FOR SALE ON THE ROAD PER YEAR PER YEAR ONLINE EVERY DAY 10 43% 47% 33% 4% PUBLISHED ONLINE WITHOUT PRICE CHANGE 2 MIO CARS ARE WITHOUT PHOTO FOR MORE FOR MORE MISSING INFORMATION FOR MORE THAN 90 DAYS THAN 30 DAYS THAN 30 DAYS 11 TIME IS IMPORTANT FOR THE RETAIL SELLER 12 TIME STARTS BEFORE AND IS PART OF REMARKETING 13 PRIVATE LEASE INVENTORY TCO MONTHLY COST DEMAND UC PRICE RV SALES USED CARS 14 REMARKETING WORKFLOW MANAGEMENT 15 38 % 6 % 49 % 24% FOUND A BUYER HIGHER PRICES PAID BY USED CARS SOLD BY NON CARS OFFERED OUTSIDE THE COUNTRY NON FRANCHISE DEALERS FRANCHISE DEALERS AND SOLD UPSTREAM AUTOROLA CASE STUDY 16 RETAIL DRIVEN REMARKETING 17 HOW DO WE FIND THE RIGHT BUYER FOR EACH VEHICLE ? 18 GEO PRICING VALUE REMARKETING CHALLENGES RV TCO MORE CHAIN DATA SALES SMART
    [Show full text]
  • Power Transmission Group Automotive Aftermarket Contents Introduction
    WORK BOOK Power Transmission Group Automotive Aftermarket Contents Introduction Page High mechanical output on demand, completely independent of wind or water power – the spread of the steam engine un- Introduction 3 leashed the industrial revolution in the factories. The individual production machines were driven via steel shafts mounted on Timing belts 4 the ceiling of the building, pulleys and flat drive belts made of Function 5 leather. Design/materials 6 Profiles/handling 9 The first cars and motorcycles also used this power transmis- Maintenance and replacement 10 sion principle. However, the flat belts in this application were Changing the timing belt 12 soon replaced by something better: the V-belt with its trapezoi- Timing chains 13 dal cross-section transmitted the necessary forces with a signifi- Tools 14 cantly lower pretension and became the accepted standard for ancillary component drives. Timing belt drive components 18 Idlers and guide pulleys 19 The multi V-belt, a further development of the V-belt, has been Tensioners 20 taking over automotive applications since the early 1990s. Its Water pumps 22 long ribs enable it to transmit even greater loads. Its flat design allows multiple units to be incorporated and driven at the same V-belts and multi V-belts 26 time. This gives new impetus to the ever more compact design Function, handling 27 of engines. Timing belts have been used for synchronous pow- Design, materials, profiles 28 er transmission to drive the camshaft in automotive engines – V-belts since the 1960s. – multi V-belts – Elastic multi V-belts The next generations of the old transmission belts are now Maintenance and replacement 34 high-tech products.
    [Show full text]
  • Three Essays on Lean Production
    Università degli Studi di Siena Dipartimento di Economia Politica e Statistica Dottorato di Ricerca in Economics Ciclo XXVI Coordinator: prof. Ugo Pagano Three Essays on Lean Production Settore Scientifico Disciplinare: SECS-P/12 Candidato: Enrico Cerrini Tutor: prof. Michelangelo Vasta Anno Accademico 2015/2016 Acknowledgment This dissertation is not only the result of my work but also the result of feelings, ideas and behaviors that came up from people who I interviewed or I asked for advises. First of all, I want to deeply thank my supervisor prof. Michelangelo Vasta who supported my non-conventional research and guided me to do my best with his useful advises. I’m also grateful to the persons who supported my decision to enter the Ph.D program and who helped me to overcome those most difficult moments. Especially, I thank to my parents and all my family who encouraged me to continue to study and they provided me all the necessary support that allows me to complete my work. A special thanks to prof. Neri Salvadori, who was the first person that supported my idea to enter the Ph.D. program and advised me to join the Siena Department of Economics. I would also like to thank my friends who always help me relax when the program became too intensive, Andrea, Camilla, Daniele, Gabriele, Giacomo, Raffaele, Riccardo and Valerio. I want to stress my appreciation to all the people who gave me ideas due to their abilities and their knowledge. In particular, director Ugo Pagano, prof. Giuseppe Berta, Samuel Bowles, Paolo di Martino and Nicola Meccheri as well as Paolo Borioni and Fabio Landini.
    [Show full text]
  • HBS-WV Abschluss-Bericht
    www.boeckler.de – Mai 2007 Copyright Hans-Böckler-Stiftung Rainer Weinert Europäische Restrukturierungsprozesse und Arbeitnehmerbeteiligung in europäischen Großunternehmen der Metallindustrie. Das Beispiel General Motors Europe Abschlussbericht Auf einen Blick… Für die europäischen Gewerkschaften ist es von zentraler Bedeutung, Instru- mente zu entwickeln, mit denen die Gewerkschaften den großen Unter- nehmen "auf Augenhöhe" begegnen können: mit der Entwicklung eines genuin europäischen Vertragswerks. Die Entwicklung europäischer Rahmen- vereinbarungen, die für alle Standorte und europäischen Mitgliedsländern verbindlich sind, ist nicht nur die Entwicklung eines neues Regelwerkes, sie stellt eine neue gewerkschaftspolitische Strategie dar. Bislang gibt es nur wenige dieser Rahmenvereinbarungen. Das Beispiel von GM im Jahre 2004 zeigt jedoch, dass die enge Zusammenarbeit zwischen EMB und EBR das Auseinanderdividieren der Standorte in Trollhättan und Rüsselsheim verhindern konnte. 2006 gelang das in Azambuja Portugal nicht. Die Ergebnisse zeigen, dass die tatsächliche europäische Solidarität, vor allem bei europaweiten Streikaktionen, noch unterentwickelt ist. Diese gewerk- schaftliche Schwäche versucht das Management für seine Zwecke zu nutzen. Dennoch sind Rahmenvereinbarungen ein wirksames Instrument, europäische Solidarität herzustellen. 1 Rainer Weinert Abschlussbericht Europäische Restrukturierungsprozesse und Arbeitnehmerbeteiligung in europäischen Großunternehmen der Metallindustrie. Das Beispiel General Motors Europe Gefördert durch die Hans-Boeckler-Stiftung - Abschluss: Mai 2007 - PD Dr. Rainer Weinert Waldschluchtpfad 24 c 14089 Berlin Tel. 030/364 30 453 Tel. 030/364 30 454 Email: [email protected] 2 3 Inhalt I. Problemstellung 5 II. Zielsetzung der Studie 7 III. Erhebungen 9 IV. Die Europäische Automobilindustrie 10 IV .1. Restrukturierung in der Europäischen Automobilindustrie 10 IV .2. General Motors globale Strategie 18 V. Die Rolle der Gewerkschaften und des EBR bei General Motors Europe 24 V.1.
    [Show full text]
  • Opel Gliwice
    LKA.410.013.03.2017 P/17/016 WYSTĄPIENIE POKONTROLNE I. Dane identyfikacyjne kontroli Numer i tytuł kontroli P/17/016 – Wykorzystanie przez przedsiębiorców środków publicznych na innowacje i prace badawczo-rozwojowe Jednostka Najwyższa Izba Kontroli przeprowadzająca Delegatura w Katowicach kontrolę Kontroler Mariusz Krynke , główny specjalista kontroli pańs twowej , upoważnienie do kontroli nr LKA/178/2017 z dnia 19 czerwca 2017 r. [Dowód: akta kontroli str. 1-2] Jednostka Opel Manufacturing Poland Sp. z o.o. w Gliwicach 1, kontrolowana ul. Adama Opla 1, 44-121 Gliwice 2 Kierownik jednostki Zarząd OMP w składzie: Andrzej Korpak, Jacek Żarnowiecki, Stefan Moisa kontrolowanej i Michał Jankowiak 3 [Dowód: akta kontroli str. 9] II. Ocena kontrolowanej działalności 4 Ocena ogólna Najwyższa Izba Kontroli ocenia pozytywnie działalność kontrolowanej jednostki w zbadanym zakresie. OMP prawidłowo wywiązywała się z zapisów umowy nr POIG.04.05.01-00-004/10- 00 z 1 lutego 2011 r. zawartej z Ministrem Gospodarki, realizując projekt „Uruchomienie produkcji samochodów Astra IV generacji w wersji trzy- i czterodrzwiowej” 5 w ramach poddziałania 4.5.1 Wsparcie inwestycji w sektorze produkcyjnym, działania 4.5 Wsparcie inwestycji o dużym znaczeniu dla gospodarki, osi priorytetowej 4 Inwestycje w innowacyjne przedsięwzięcia, Programu Operacyjnego „Innowacyjna Gospodarka 2007-2013” . Projekt zakończono w terminie realizując cele zakładane we wniosku o dofinansowanie oraz osiągając zakładane wskaźniki produktu i rezultatu w przyjętych wielkościach. Zakres rzeczowy Projektu obejmujący 54 kategorie wydatków nie zmienił się w trakcie jego realizacji, a wszelkie korekty i przesunięcia pomiędzy tymi kategoriami oraz zmiany umowy o dofinansowanie, m.in. w zakresie kwot nakładów, dokonywane były po uzgodnieniach między stronami w drodze aneksowania i nie miały wpływu na realizację celów Projektu.
    [Show full text]
  • NCIC Vehicle Model Codes Sorted by Make
    NCIC Vehicle Model Codes Sorted by Make MakeCode Model Code ACAD Beaumont Series ACAD Canso Series ACAD Invader Series ACUR Integra ACUR Legend ACUR NSX ACUR Vigor ALFA 164 ALFA 2600 Sprint ALFA 2600 Spider ALFA Alfetta GT ALFA Arna ALFA Berlina ALFA Duetto ALFA GTV6 2.5 ALFA Giulia Sprint ALFA Giulia Spider ALFA Giulietta ALFA Giulia ALFA Alfa GT6 ALFA GT Veloce ALFA Milano ALFA Montreal ALFA Spider Series ALFA Zagato AMER Alliance AMER Ambasador AMER AMX AMER Concord AMER Eagle AMER Encore AMER Gremlin AMER Hornet AMER Javelin AMER Marlin AMER Matador AMER Medallion AMER Pacer AMER Rambler American AMER Rambler Classic AMER Rebel AMER Rambler Rogue AMER Spirit AMER Sportabout ASTO DB-5 ASTO DB-6 ASTO Lagonda ASTO Vantage ASTO Volante Page 1 of 22 NCIC Vehicle Model Codes Sorted by Make MakeCode Model Code ASUN GT ASUN SE ASUN Sunfire ASUN Sunrunner AUDI 100 AUDI 100GL AUDI 100LS AUDI 200LS AUDI 4000 AUDI 5000 AUDI 850 AUDI 80 AUDI 90 AUDI S4 AUDI Avant AUDI Cabriolet AUDI 80 LS AUDI Quattro AUDI Super 90 AUDI V-8 AUHE 100 Series AUHE 3000 Series AUHE Sprite AUST 1100 AUST 1800 AUST 850 AUST A99 & 110 AUST A40 AUST A55 AUST Cambridge AUST Cooper "S" AUST Marina AUST Mini Cooper AUST Mini AUST Westminster AVTI Series A AVTI Series B BENT Brooklands BENT Continental Convertible BENT Corniche BENT Eight BENT Mulsanne BENT Turbo R BERO Cabrio BERO Palinuro BERO X19 BMC Princess BMW 2002 Series BMW 1600 Page 2 of 22 NCIC Vehicle Model Codes Sorted by Make MakeCode Model Code BMW 1800 BMW 200 BMW 2000 Series BMW 2500 Series BMW 2.8 BMW 2800
    [Show full text]
  • 2017-03-06-PSA-OPEL.Pdf
    PSA & Opel / Vauxhall Alliance: Driving Towards A Better Future A Game-Changing Alliance for PSA & Opel / Vauxhall • Leading European OEM: #1 / #2 Positions Across Key Markets • Complementary Brands • Drive Efficiency on a Higher Scale • Stronger Homebase to Address International Growth Opportunities • Step-Change in Innovation Capability 4.3 MM €55 Bn €4.8 Bn +50% Vehicles Auto Revenue(1) Auto EBITDA(2) R&D Spend Notes 1. 2016A metrics 2. 2016E metrics. Defined as recurring operating income + D&A, assuming 40% of Opel / Vauxhall Auto R&D capitalized 2 Opel / Vauxhall Teams to Drive Turnaround with Full PSA Support 3 Alliance Will Enhance Push-to-Pass and Raise Opel / Vauxhall to Industry Benchmark Current Perimeter Growth(1) by 2018 vs 2015 Group Revenue 10% Additional 15%(1) by 2021E Automotive Average (4) (4) Recurring Operating >4.5% over >6% by 2021E(3) 2% by 2020E 6% by 2026E Margin 2016A-18E Operational Free Positive by 2020E Cash Flow(2) Notes 1. At constant (2015) exchange rate 2. Defined as ROI + D&A – restructuring – capex – Capitalized R&D – Change in NWC 3. vs. initial guidance of 6% by 2021 4 4. Subject to full review of IFRS – US GAAP differences Existing PSA – Opel / Vauxhall OEM Partnership Already Delivering Significant Results Proven Cooperation Model Impact of 3 Joint Vehicle Programs from c.€1.1 Bn Savings Already Based on Three Key Pillars 2017E Onwards Generated With Add. €0.3 Bn p.a. Joint Purchasing Organization Crossland X C3 Aircross PSA Share - In € Bn 220k units (2018E)(1) – Alignment of pricing to benchmark on joint procurement BVH1 platform R&D/ Capex, Joint +0.3 p.a.
    [Show full text]
  • Download PDF, 64 Pages, 11.71 MB
    SCAN THIS IMAGE – how to use the augmented reality options Perspective. Augmented reality makes the fascination of Porsche an even more intense experience. Annual and Simply download the Porsche Newsroom app from the App Sustainability Report Store or Google Play, select of Porsche AG the augmented reality function in the menu and look out for 2017 the labels SCAN THIS IMAGE and SCAN THIS PAGE. View the labelled images and pages on the screen of your smartphone or tablet – and bring the SCAN content to life. THIS IMAGE Seventy years ago: the first Porsche “356”. The number 1. Maximisation of minimalism. Devotion to design. Elegance. One: rebel, cult figure, eternally young, alone. The other: magician, legend steeped in contradiction, never without her. Conjunction of opposites, united in passion. The number 130 on the bonnet of James Dean’s Porsche 550 Spyder: symbol of a movement that transcends death. In Salzburg people could tell when Herbert von Karajan was there by the car parked at the offices of its famous festival hall: “God drives a Porsche.” Furrows and flat surfaces, curves and corners, aggression and graciousness, strength and elegance, speed and solidity, focussed concentration and casual playfulness: seemingly disparate forces in precisely calibrated balance. Breaking free of the confluence of automated currents, setting one’s own course, experiencing the pleasure of authenticity beyond efficiency. Refuge for individualists, nonconformists, the avant-garde. Exclusive, yet right in the middle of it all. Targa Florio, Le Mans: dream-like places, built out of triumph and tragedy. One: a victorious hero. The other: still a hero in defeat.
    [Show full text]
  • Preparacion Irmscher De Opel
    Éxito por Competencia:Retrato de la casa Irmscher. La historia de la casa Irmscher y del éxito mundial del grupo de empresas Irmscher están íntimamente vinculados al fundador. Günter Irmscher, y a su carrera profesional. Como joven ingeniero de una empresa de la industria de aceites minerales, y como persona de enlace con la industria automovilística, despertóse su pasión por el deporte del motor. Günter Imscher participó en todas las competiciones: Circuitos, montaña, rallyes. En las horas de la tarde y de la noche se preparaban los vehículos, en los fines de semana se tomaba parte en las competiciones. Con una preparación cuidadosa, con pocos medios, pero con alto conocimiento de la conducción, era posible, en aquellos tiempos, lograr éxitos. Günter Imscher lo consiguió, y pronto pasó a ser uno de los mas conocidos deportistas alemanes del motor. En 1964 ganó sobradamente la copa ONS, en 1965 el campeonato de coches de turismo. Con el copiloto Harald Andersen venció Irmscher en 1967 con una ventaja de 26 minutos en la vuelta a Europa. A parte de sus cualidades como deportista del motor, Günter Imscher ganó rápidamente renombre como especialista en motores. En 1968 osó por último establecerse por su cuenta primeramente sin vinculación a ninguna marca. El capital inicial lo obtuvo del producto de la venta de su Kadett de rallye. El know-how (saber como) adquirido por Günter Imscher antes de la fundación de la casa y su consecuente puesta en práctica sigue siendo hoy dia garantia del éxito del grupo de empresas. La casa Irmscher se expansionó rapidamente, especializándose en vehículos de la marca Opel.
    [Show full text]