Rail Supply Forum

Total Page:16

File Type:pdf, Size:1020Kb

Rail Supply Forum Next Generation Rail Supply Chain Connectivity Forum StSacramento, CA February 8, 2012 KtKeynotes U.S. Department of Transportation Federal Railroad Administration Kevin Kesler Chief, Rolling Stock R&D U.S. Department of Commerce National Institute of Standards and Technology Manufacturing Extension Partnership Aimee Dobrzeniecki Deputy Director, NIST MEP Manufacturing Extension Partnership (MEP) Aimee Dobrzeniecki Deputy Director, MEP Abou t MEP • Provide manufacturers with innovation services as well as access to public and private resources that enhance growth, improve productivity, and expand capacity. • Work with companies ready to invest in their future, make improvements in the short term, and position themselves to be stronger long-term competitors domestically and internationally. • 60 MEP C ent ers with 373 fi e ld loca tions – System wide, over 1,300 Non-Federal staff – Contracting with over 2,300 third party service providers • Performance Emphasis – we are measured on impact of center services on manufacturing firms. 60 MEP Centers Across the U.S. 800.MEP.4MFG www.nist.gov/mep What MEP D oes • MEP Center areas of innovation strength Manufacturing Services for products/processes Growth Services – new and expanded market opportunities Market Diversification Environmental Sustainability Workforce Development Lean Manufacturing & Quality Systems • Reach nearly 34,000 manufacturing firms and complete over 10 , 000 projects per year* *Based on FY2011 MEP Center reported performance data. $3.6 Billion $4. 6 Billion New Sales Retained Sales $1.9 Billion 60, 497 Capital Investment Jobs Created and Retained $1. 3 Billion Cost Savings *Based on FY2010 Client reported data. MEP supports DOT’s goal of 100% dtittftdomestic content for next generati on rail opportunities MEP & DOT Partnership The Opportunity • Market diversification, specifically in next generation rail, represents real and significant growth opportunity for U.S. manufacturers • MEP Supplier Scoutin g process su pports connections with other federal agencies and other non-rail OEMs • MEP’s nationwide network of manufacturing specialists provide technical and business assistance to help companies respond to these opportunities MEP & DOT Partnership Working Together • Connect ing U. S. manu facturers, large OEMs an d Tier 1 Suppliers • Using proven partnering processes to identify capable and interested manufacturers • Bringing opportunities to more U.S. manufacturers, those with traditional rail industry experience and new industry partners • Supporting the firms once new connections are made Stay Connec te d! Contact Your Local MEP www.nist.gov/mep/find-your-local-center.cfm Visit Make it in America Website fdtiftidfor update information and oppor tititunities www.nist.gov/mep/america.cfm Follow MEP! ‘NISTMEP’ on Facebook, Twitter and LinkedIn Next Generation Rail Equipment Keynote: The Opportunity Space and Domestic Supply Chain U.S. Department of Transportation Federal Railroad Administration Kevin Kesler Chief, Rolling Stock R&D California Department of Transportation Malcolm Dougherty Acting Director, Caltrans Next Generation Passenger Equipment The Challenges and Opportunities Kevin Kesler, US DOT - FRA Chief - Rolling Stock R&D Malcolm Douggy,gherty, Acting Director , CALTRANS Bill Bronte – Chief - Division of Rail CALTRANS Next Generation Passenggqper Equipment The Challenge and Opportunity • Congressional Mandate – PRIIA Section 305 • Next Generation Equipment Committee • Committee Membership, Approach and Process • Overall Goals and Guidinggp Principals • Progress To Date • Equipment Procurements – California Leadership Next Generation Rail Equipment Keynote: The Opportunity Space and Domestic Supply Chain U.S. Department of Transportation Federal Railroad Administration Kevin Kesler Chief, Rolling Stock R&D California Department of Transportation Malcolm Dougherty Acting Director, Caltrans Next Generation Rail Supply Chain Connectivity Forum StSacramento, CA February 8, 2012 Rail OEMs Panel 1 • Intro to products • SlSupply needs / requirements • Contact info Alstom Transportation Inc. FRA/NIST/MEP RilSRail Supp ly ChiCChain Connect iiivity Forum Sacramento, CA February 8, 2012 Alstom Alstom: 2010/11 Sales = $27 Billion – 93,500 Employees in 100 Countries Alstom Transport: 2010/11 Sales = $7.5 Billion – 25,500 in 60 Countries Commuter Metro High speed US Locations: Over 6,800 permanent employees Intercity in 47 states and the District of Columbia 10,000+ employees including contract workers Alstom Transportation – FRA – December 2011 - Page 20 Hornell, NY Manufacturing Facilities Plant 2 - ELECTRICAL SHOP (75,000 sq.ft.) Plant 3 - PARTS, SERVICE AND TRUCK SHOP (135,000 sq.ft.) Plant 1 - CAR SHOP (420,000 sq.ft.) New Car Facility (70,000 sq.ft.) 700,000 sq. ft. under roof on 52 acres at 3 separate locations within a 1 mile radius Mare Island, California o Renovation & Assembly o Truck, engine and wreck repairs and rebuilding o Testing and diagnostics for electrical systems o Full paint service o Distribution center for parts Mare Island, California Providing service to the West Coast 112,000 Sq. Ft. A complete range of passenger rail products Rolling Stock: from Light Rail to Very-High- Speed trains DISTANCE Locomotives Very high speed Intercity Commuter Tram- Metro trains Hig h spee d SPEED Light Rail & Trams NYCT - New York City Transit WMATA – Washington D.C. Amtrak & Caltrans NJT - New Jersey Transit Page 28 Supply Needs • Electrical • Metalic - Cable & Wire - Sheet Metal Parts & - Connectors Fabrication - Printed Circuit Boards - Castings & Forgings - Relays - Machined Parts - Brake Resistors - Heat Treating & Coatings - Circuit Breakers - Steel & Aluminum – Sheet - Misc. Electrical & Plate Components - Fasteners • Interiors • Other Items - Seats - Training - Floor ing Sys tems & - Parts & Maintenance Coverings Manuals - Windows / Glazing / Glass - Field Service Warranty Panels Labor - Lighting - Labeling - Interior Panel Systems - FRP Insulation Sourcing Contacts Jason Huyler ALSTOM Transportation Inc. Commodity Manager – Interiors Tony Rakoczy 1025 John Street Director Sourcing Rochester, NY 14586 ALSTOM Transportation Inc. Email: jason.a.huyler @transport.alstom. Commodity Manager – Tier 1 Suppliers com (A Systems) Phone: 585-279-2156 1025 John Street Roc hes ter, NY 14586 Steve Miller Email: [email protected]. ALSTOM Transportation Inc. com Commodity Manager – Mechanical Phone: 585-507-0650 1025 John Street Rochester, NY 14586 Email: [email protected] Shelly Nasca m ALSTOM Transportation Inc. Phone:585-314-2788 Commodity Manager – Tier 1 Suppliers (A Systems) Robin Fluman 1025 John Street ALSTOM Transportation Inc. Rochester, NY 14586 Commodity Manager – Electrical Email: [email protected] 1025 John Street om Rochester, NY 14586 Phone: 585-279-2158 Email: [email protected] m Phone: 585-279-1698 Thank You Roelof van Ark 10/20/2009 Thank You Roelof van Ark 10/20/2009 34 LBP Rev_5_2011 EMD Quick Facts • Founded in 1922, Electro-Motive Division of General Motors • Owned by General Motors for most of its history • Sold to private equity in 2005 • Since then, revenues have more than doubled, exports increased five-fold, 40% aftermarket growth • Supply base has the majority of its partners located or ship from within a 500 mile radius of Chicago •Spp$yend in excess of $1B annually • Sold to Caterpillar/Progress Rail in August 2010 35 LBP Rev_5_2011 Caterpillar • Sa les $52B • 100,000 CAT Employees / 50 Countries • 100+ Manufacturing Locations • 500+ Products • 1.8M Aftermarket Parts • 180 Dealers • 131,000+ Dealer Employees 36 LBP Rev_5_2011 Progress Rail • Subsidiary of Caterpillar • 110 US Facilities • 33 International Facilities • Locomotive Upgrade and Repair • Railcar Reman • Rail Repppair and Replacement • Signal Design and Installation 37 LBP Rev_5_2011 ElectroElectro--MotiveMotive Manufacturing Locations • 4 Manufacturing Operations • Locomotives - Freight - Passenger • Power Products - Marine - Stationary Power (Drill Rig) - Industrial (Back-up Power Units) • LaGrange, IL • Aftermarket Components • Muncie, IN • 2300 Employees • San Luis Potosi, MX • Sete Lagoas, Brazil 38 LBP Rev_5_2011 EMD Around the World Nearlyy, 33,000 active EMD locomotives Europe Middle East & 1,529 North Africa 2,539 North America Asia 23,117 1,537 South America 1,466 Sub-Saharan Africa 1,174 Australia 13881,388 39 LBP Rev_5_2011 EMD Product and Service Offerings Aftermarket Parts Services Signifi can t fu ture grow th opportunities by focusing on “green”, safety, service and new products PPdtPower Products Locomotives 40 LBP Rev_5_2011 Forecast Demand • Significant growth in forecast • <100 locomotives 2010 • >200 l ocomoti ves 2011 • Doubling volumes for 2012 forward • Growth from CAT / PR synergies its • Growth from stronger customer relationships • Growth from 2015 emissions pre- Un Number buy expected • Growth from further recapturing EMD’s aftermarket • Growth from Transit industry expansion 2011 2012 2013 2014 • Growth from focus on cost out and being more cost competitive 41 LBP Rev_5_2011 90/10 Locomotive Philosophy Overview • 90/10 targeted 90% common content between customers for a locomotive model • 85% of locomotive content is the same between AC and DC models 42 LBP Rev_5_2011 North American Class Locomotives SD70ACe • Tier 3 emissions compliance with service proven 710 engine • Reliable & durable • Enhanced crew comfort & ergonomics • Improved diagnostics/prognostics • High starting
Recommended publications
  • Bullets and Trains: Exporting Japan's Shinkansen to China and Taiwan
    Volume 5 | Issue 3 | Article ID 2367 | Mar 01, 2007 The Asia-Pacific Journal | Japan Focus Bullets and Trains: Exporting Japan's Shinkansen to China and Taiwan Christopher P. Hood Bullets and Trains: ExportingJapan ’s Japan, like many other countries has a de facto Shinkansen to China and Taiwan two-China policy with formal recognition of the People’s Republic but extensive economic and By Christopher P. Hood other ties with the Republic. One example of this dual policy is the use of Haneda Airport by China Airlines (Taiwan), but the use of Narita It is over forty years since the Shinkansen Airport by airlines from China. (‘bullet train’) began operating between Tokyo and Osaka. Since then the network has The Shinkansen expanded, but other countries, most notably France and Germany, have been developing The Shinkansen is one ofJapan ’s iconic their own high speed railways, too. As other symbols. The image ofMount Fuji with a countries, mainly in Asia, look to develop high passing Shinkansen is one of the most speed railways, the battle over which country projected images of Japan. The history of the will win the lucrative contracts for them is on. Shinkansen dates back to the Pacific War. It is not only a matter of railway technology. Shima Yasujiro’s plan for thedangan ressha Political, economic & cultural influences are (‘bullet train’) then included the idea of a line also at stake. This paper will look at these linking Tokyo with Korea and China (1). various aspects in relation to the export of the Although that plan never materialised, the Shinkansen to China in light of previous Shinkansen idea was reborn nearly two Japanese attempts to export the Shinkansen decades later, as yume-no-chotokkyu (‘super and the situation in Taiwan.
    [Show full text]
  • Company Information PDF(3.9MB)
    :HDLPWREHDZDUPKHDUWHGFRPSDQ\ ZKLFKFRQWULEXWHFRQWLQXRXVO\ WRDFRPIRUWDEOHOLIHRIKXPDQEHLQJV DQGWKHVRFLHW\ &RPSDQ\3KLORVRSK\ :HGHYRWHRXUVHOIVROHO\WRRXUEHOLHI ³7RSURGXFHWKHVHDWVZKLFKFDQVDWLVI\FXVWRPHUV¶UHTXLUHPHQWV´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he board Organization of directors President The board of corporate officers Design / Manufacture Salesand General Affairs Section Development / Purchasing Quality Section Section Head Sales Group of Accounting Quarters Research & Automobile Group Development Group SHONAN Plant Purchasing General Affairs Team of Group Design Automobile KYUSHU Group Plant Sales Group of Quality Railway / Ship Technical Control Manufacturing Group Group Purchasing
    [Show full text]
  • FY2010.3 Semi-Annual Investors Meeting(Presentation Handout)
    Central Japan Railway Company Semi-Annual Investors Meeting FY2010.3 (Fiscal Year ending March 31,2010) Oct. 29th, 2009 1 Semi-Annual Investors Meeting for FY2010.3 1. Financial results for the 1st half of FY2010.3 and performance forecast for FY2010.3 ①Summary of financial results for the 1st half of FY2010.3 ②Current state of Tokaido Shinkansen passenger volume ③Future plans ④Points for modifying performance forecast for FY2010.3 2. Policy review and future policy development ①Key policies for improving Shinkansen Service ②Introduction results of Series N700 rolling stock and increasing the number of direct services to the Sanyo Shinkansen ③Usage status of Express Reservation Service and expansion of TOICA Service ④Progress of the Tokaido Shinkansen Bypass Project 2 1.Financial Results for the 1st half of FY2010.3 and Performance Forecast for FY2010.3 3 Summary of Financial Results for the 1st half of FY2010.3 (Consolidated) (billions of yen) The 1st half of The 1st half of Breakdown of the 1st half of FY 2010.3 (Apr.-Sep.) Increase/ FY2009.3 FY2010.3 Decrease ** Apr.-Jun. Jul.-Sep. (Apr.-Sep.) (Apr.-Sep.) B-A A B Inc./Dec.** Inc./Dec.** Operating Revenues 772.9 730.6 △42.3 346.3 △ 33.5 384.3 △ 8.8 (Transportation Revenues)* (598.0) (533.8) (△64.1) (253.9) (△39.6) (279.8) (△24.5) Operating Expenses 531.5 554.1 22.6 265.5 10.6 288.5 11.9 Operating Income 241.4 176.4 △65.0 80.7 △ 44.1 95.7 △ 20.8 Non-operating Revenues 1.7 8.6 and Expenses (net) △68.7 △58.3 10.4 △ 28.8 △ 29.5 Ordinary Income 172.6 118.1 △54.5 51.9 △ 42.4 66.2 △ 12.1 Net Income 102.6 69.6 △32.9 30.8 △ 24.7 38.8 △ 8.2 * The numbers in parenthesis are for transportation revenues of JR Central.
    [Show full text]
  • JR Central's History
    Business Strategy Special Feature ESG Activity Report Financial Information Corporate Data JR Central’s History 2020 2015 Business Strategy 2020 Put N700S into Increase of the maximum speed to 285 km/h commercial service “12 Nozomi Timetable” 2014年 JR Central’s History 2003 “10 Nozomi Timetable” 1,844.6 ●Shinagawa station is opened 1,822.0 Since its establishment, the JR Central Group has worked to improve its transportation ●Maximum speed of all Tokaido Shinkansen 1,738.4 services and increase revenues placing top priority on safety, while at the same time working trains increases to 270 km/h 2013 ● Shift to train scheduled centered on“Nozomi” Put N700A into commercial service 1,652.5 to ensure operational efficiency and significantly strengthen its management base. We will 800 continue to maintain sound management and stable dividends for the future and strive to 1,559.4 develop our business. 1,486.6 1,508.3 2017 1,467.6 The“smartEX” service starts for the Tokaido 1,384.0 Shinkansen and the Sanyo Shinkansen 1,366.9 2008 662.0 1,278.3 The “EX-IC” service starts for the 1,240.6 Tokaido Shinkansen 1,215.3 1,221.6 656.1 600 1,188.3 578.6 1,052.3 2006 1,000 2001 “Express Reservation” service expands to the total 494.6 length of Tokaido and Sanyo Shinkansen lines “Express Reservation” is launched 874.6 for Tokaido Shinkansen 434.4 403.7 395.5 800 394.0 383.7 400 371.0 370.4 372.5 397.8 344.4 325.6 337.4 293.4 288.4 2008 JR Central made NIPPON SHARYO, LTD.
    [Show full text]
  • Nippon Sharyo Manufacturing, LLC Project Administration, Procurement, Manufacturing, Quality Control and Warranty Service
    Introduction to Nippon Sharyo, Ltd. (Japan) Corporate Profile (March, 2011) Head Office: Nagoya, Aichi, Japan Established: September 1896 Paid-in capital: US$ 131 million (11.8 billion yen ) Sales: US$ 1.1 billion (94.8 billion yen) Employees: Approx. 2,000 ISO Certification ISO9001 ISO14001 2 Nippon Sharyo, Ltd. (Japan) Sales from Each Division 8.5% 14.8% 52.6% 24.0% 3 Nippon Sharyo, Ltd. (Japan) Overview of the Toyokawa Rolling Stock Plant • Main Products: Rolling Stock (EMU including High Speed Rail, DMU, LRV, Locomotives) • Plant Opening: April, 1964 • Total Land Area: 77.5 Acres (314,000 m2) • Area of Building: 1,307,000 Sq. Ft. (101,000 m2) • Manufacturing Capability: Max. 600 Cars / Year (As of March 2011) • Direct Employees: Approx.1,100 Toyokawa Rolling Stock Plant 4 Toyokawa Rolling Stock Plant Profile • Administration • Design • Engineering • Carbody and Truck Production • Final Assembly • Quality Assurance • Purchasing • Material Storage (all types of material including stainless steel, aluminum, mild and HTLA steel sheets and plates) • Test and Inspection (including watertightness test facility, inspection pits, climatic test chamber for complete vehicle) • Test Track: 0.5 mile (800 m) Rolling Stock Plant of Nippon Sharyo 5 High Speed Rail 1964 1986 1997 1999 2005 Taiwan Series 0 Series 100 (130mph) Series E2 (143mph) (171mph) Series 700 Series 700T (177mph) (186 mph) 1982 1992 1997 2007 Series 200 (137mph) Series 300 Series 500 (168mph) (186mph) Japan Series N700 (186mph) Over 3,200 cars completed as of Dec. 2011 6 Express
    [Show full text]
  • Trams Making Way for Light Rail Transit
    Feature New Promise of LRT Systems Trams Making Way for Light Rail Transit Shigenori Hattori medium-capacity, electric cars running on key part of medium-capacity urban transit Introduction rails. The cars are about 2.65-m wide and systems supplemented by links to cars, operate on their own right of way over buses and other transportation modes In 1978, the city of Edmonton in Canada elevated track, underground, etc., through Transportation Demand opened the world’s first urban transport permitting higher operating speeds. This Management (TDM) strategies. system based on the Light Rail Transit (LRT) type of definition could also include many LRT systems fulfil their role as medium- concept discussed in this article. Over suburban railways. capacity urban transit systems by the next 25 years, LRT systems have been In Japan, LRT systems are typically viewed operating articulated cars that can be up built in more than 70 cities worldwide. as sharing the road with motor vehicles, to 40-m long and sometimes the entire Of the approximately 350 tram systems like the trams in Grenoble and Strasbourg. train set can total 100 m. now in operation, about 30% can be Although such systems are known as trams Although some tram operators in Japan described as LRT systems, because they or streetcars in Europe and North America, are modernizing by introducing low-floor have been refurbished and modified to it is often assumed that even low-floor light rail vehicles (LF-LRVs), trams are still LRT standards. trams are not LRT systems. not highly regarded as an urban transit Due to historical differences and different Many Japanese cities had tramways in the mode because most rolling stock consists approaches taken when introducing light early 20th century but most abandoned of 13-m or so bogie cars that are similar rail systems, the term ‘LRT’ means one them in the postwar period of rapid growth to buses.
    [Show full text]
  • Railway Technologies & Services Japan Market Study
    Railway Technologies & Services Japan Market Study JULY 2019 © Copyright EU Gateway | Business Avenues The information and views set out in this study are those of the author(s) and do not necessarily reflect the official opinion of the European Union. Neither the European Union institutions and bodies nor any person acting on their behalf may be held responsible for the use which may be made of the information contained therein. The contents of this publication are the sole responsibility of EU Gateway | Business Avenues and can in no way be taken to reflect the views of the European Union. The purpose of this report is to give European companies selected for participation in the EU Gateway | Business Avenues Programme an introductory understanding of the target markets countries and support them in defining their strategy towards those markets. For more information, visit www.eu-gateway.eu. EU Gateway to Japan Central Management Unit Japan Market Study July 2019 Submitted to the European Commission on 22 July 2019 Railway Technologies & Services - Japan Market Study - Page 3 of 143 Table of contents LIST OF ABBREVIATIONS ........................................................................................................................................ 7 EXECUTIVE SUMMARY ............................................................................................................................................. 9 2. WHAT ARE THE CHARACTERISTICS OF JAPAN? .........................................................................................
    [Show full text]
  • Data File 2006
    DATA FILE 2006 KAWASAKI HEAVY INDUSTRIES, LTD. Code No. (7012) HISTORY Kawasaki Heavy Industries, Ltd. (KHI) traces its origins to an industrial shipyard in Tsukiji, Tokyo, established by Shozo Kawasaki in 1878. In 1896, KHI was incorporated under the laws of Japan as Kawasaki Dockyard Co., Ltd. The Company later expanded its business to include the manufacture of rolling stock, steel, steel structures, industrial machinery, automobiles and aircraft. KHI also engaged in the shipping business through the company known as Kawasaki Kisen Kaisha, Ltd., which later became an independent company. In 1939, KHI adopted its present name, Kawasaki Heavy Industries, Ltd. In 1950, KHI’s steel manufacturing division was divested and Kawasaki Steel Corporation was formed. In 1969, Kawasaki Aircraft Co., Ltd. and Kawasaki Rolling Stock Mfg. Co., Ltd., former divisions which had been divested, were merged back into KHI, forming an integrated heavy industry enterprise. KHI established a subsidiary in the United States to sell its motorcycles in 1966. In 1975, through its local subsidiary, KHI began to produce motorcycles in the United States ahead of any other Japanese producer of any type of motor vehicle. Subsequently, through its U.S. subsidiaries, KHI began to manufacture rolling stock in New York in 1986, wheel loaders in Georgia in 1987, and small gasoline engines in Missouri in 1989. In 1993, KHI established a local subsidiary to acquire a hydraulic machinery manufacturing business in Plymouth, U.K., its first production facility in Europe. In 2001, KHI built a new rolling stock plant in Lincoln, Nebraska, where we already have a motorcycle plant.
    [Show full text]
  • Light Rail Vehicle Compression Requirements
    T R A N S I T C O O P E R A T I V E R E S E A R C H P R O G R A M SPONSORED BY The Federal Transit Administration TCRP Synthesis 25 Light Rail Vehicle Compression Requirements A Synthesis of Transit Practice Transportation Research Board National Research Council TCRP OVERSIGHT AND PROJECT TRANSPORTATION RESEARCH BOARD EXECUTIVE COMMITTEE 1997 SELECTION COMMITTEE CHAIRMAN OFFICERS MICHAEL S. TOWNES Peninsula Transportation District Chair: DAVID N. WORMLEY, Dean of Engineering, Pennsylvania State University Commission Vice Chair: SHARON D. BANKS, General Manager, AC Transit Executive Director: ROBERT E. SKINNER, JR., Transportation Research Board, National Research Council MEMBERS MEMBERS SHARON D. BANKS AC Transit BRIAN J. L. BERRY, Lloyd Viel Berkner Regental Professor, Bruton Center for Development Studies, LEE BARNES University of Texas at Dallas Barwood Inc LILLIAN C. BORRONE, Director, Port Department, The Port Authority of New York and New Jersey (Past GERALD L. BLAIR Chair, 1995) Indiana County Transit Authority DAVID BURWELL, President, Rails-to-Trails Conservancy SHIRLEY A. DELIBERO E. DEAN CARLSON, Secretary, Kansas Department of Transportation New Jersey Transit Corporation JAMES N. DENN, Commissioner, Minnesota Department of Transportation ROD J. DIRIDON JOHN W. FISHER, Director, ATLSS Engineering Research Center, Lehigh University International Institute for Surface DENNIS J. FITZGERALD, Executive Director, Capital District Transportation Authority Transportation Policy Study DAVID R. GOODE, Chairman, President, and CEO, Norfolk Southern Corporation SANDRA DRAGGOO DELON HAMPTON, Chairman & CEO, Delon Hampton & Associates CATA LESTER A. HOEL, Hamilton Professor, University of Virginia, Department of Civil Engineering LOUIS J. GAMBACCINI JAMES L.
    [Show full text]
  • Data File 2009
    DATA FILE 2009 KAWASAKI HEAVY INDUSTRIES, LTD. Code No. (7012) HISTORY Kawasaki Heavy Industries, Ltd. (KHI) traces its origins to an industrial shipyard in Tsukiji, Tokyo, established by Shozo Kawasaki in 1878. In 1896, KHI was incorporated under the laws of Japan as Kawasaki Dockyard Co., Ltd. The Company later expanded its business to include the manufacture of rolling stock, steel, steel structures, industrial machinery, automobiles and aircraft. KHI also engaged in the shipping business through the company known as Kawasaki Kisen Kaisha, Ltd., which later became an independent company. In 1939, KHI adopted its present name, Kawasaki Heavy Industries, Ltd. In 1950, KHI’s steel manufacturing division was divested and Kawasaki Steel Corporation (it is now existed as JFE Steel Corporation) was formed. In 1969, Kawasaki Aircraft Co., Ltd. and Kawasaki Rolling Stock Mfg. Co., Ltd., former divisions which had been divested, were merged back into KHI, forming an integrated heavy industry enterprise. KHI established a subsidiary in the United States to sell its motorcycles in 1966. In 1975, through its local subsidiary, KHI began to produce motorcycles in the United States ahead of any other Japanese producer of any type of motor vehicle. Subsequently, through its U.S. subsidiaries, KHI began to manufacture rolling stock in New York in 1986, wheel loaders in Georgia in 1987, and small gasoline engines in Missouri in 1989. In 1993, KHI established a local subsidiary to acquire a hydraulic machinery manufacturing business in Plymouth, U.K., its first production facility in Europe. In 2001, KHI built a new rolling stock plant in Lincoln, Nebraska, where we already have a motorcycle plant.
    [Show full text]
  • US Manufacture of Rail Vehicles for Intercity
    ! "#$#!%&'()&*+(,-!.)!/&01! 2-30*1-4!).,!5'+-,*0+6! 7&44-'8-,!/&01!&'9! ",:&'!;,&'40+! ! ! !"#$%&'"()$*+"!+$%,-*-" ! ! %&,*6!B.C-?!$&.,0!;.D(.D&?!E,04+-'!F(:&6?! <('-!=>?!=@A@! &'9!G&,6!G-,-))0! ! H.'+,0:(+0'8!HGGH!,-4-&,*3-,I!;&10!;,088! ! ! ! ! ./0/"1$+&2$34&5'"62"7$*%"#')*3%'-"265"8+4'53*4,"9$--'+:'5"7$*%"$+;".5<$+"=5$+-*4" This research was prepared on behalf of Apollo Alliance with support from the Rockefeller Foundation and Surdna Foundation. The authors would like to thank Matt Mayrl of the Apollo Alliance for comments on early drafts. Many thanks also to the following reviewers: Doug Bowen, Chandra Brown, Nora Friend, Ruggero Golini, Dennis Harwig, Hatsuhiko Kageyama, Mike Mekhiche, Richard Moss, Matthew Palilla, Mike Pracht, Maryanne Roberts, Robin Stimson, and Chuck Wochele. Errors of fact or interpretation remain exclusively with the authors. We welcome comments and suggestions. The lead author can be contacted at [email protected]. List of Abbreviations APMs Automated People Movers ARRA American Recovery and Reinvestment Act CNR China North Locomotive and Rolling Stock Industry Group CSR China South Locomotive and Rolling Stock Industry Group DMUs Diesel Multiple Units EMUs Electric Multiple Units EMD Electro Motive Diesel EWI Edison Welding Institute FRA Federal Railroad Administration FTA Federal Transit Administration HSR High Speed Rail IAMAW International Association of Machinists IBEW International Brotherhood of Electrical Workers LRT Light Rail Transit NAICS North American Industry Classification System OEM Original Equipment Manufacturer PRIIA Passenger Rail Investment and Improvement Act of 2008 UNIFE Union des Industries Ferroviaires Européennes U.S. PIRG Federation of State Public Interest Research Groups Photo Permissions: Cover photo by Dave Wilcox (2008), Tostie14, (2005) and Doug Beghtel (2009) © June 22, 2010.
    [Show full text]
  • Annual Business Report.Indd
    Annual Business Report April 1, 2014 through March 31, 2015 NIPPON SHARYO, LTD. and Consolidated Subsidiaries Financial Highlights Comparison of Sales by Segment (Unit: millions of yen) 186th period 185th period Business Segment Increase/(Decrease) (2014-2015) (2013-2014) Railway rolling stock 55,035 57.1 % 79,100 63.6 % (24,065) (30.4)% Transportation equipment 16.9 12.9 1.6 and Steel structure 16,260 16,008 252 Construction equipment 20,311 21.1 21,479 17.3 (1,168) (5.4) Other 4,693 4.9 7,724 6.2 (3,031) (39.3) Total 96,299 100.0 124,311 100.0 (28,012) (22.5) Change in Operating Performance and Asset Status (Unit: millions of yen except Net income per share) 186th period 185th period 184th period Titles of account (2014-2015) (2013-2014) (2012-2013) Net sales 96,299 124,311 83,018 Ordinary income (loss) (8,234) 6,677 2,096 Net income (loss) (14,568) 6,930 1,598 Net income per share (loss) (¥100.91) ¥48.00 ¥11.07 Total assets 145,137 141,453 133,400 Total equity 51,461 63,332 57,403 (Millions of Yen) Comparison of Sales by Segment 140,000 Other 120,000 100,000 Construction equipment 80,000 Transportation equipment 60,000 and Steel structure 40,000 Railway rolling stock 20,000 0 186th period 185th period 184th period Contents Message from the President 2 Review by Segment 4 Investment in Plant and Equipment 6 Financing Activities 6 Consolidated Financial Statements and Independent Auditor's Report 7 Corporate Information 37 Directory 37 N700A Shinkansen train 1 Message from the President Review of Business Operations During the fiscal term under review, the Japanese economy saw an improvement in capital investment and employment as a result of various economic policies and measures although consumer spending showed weak growth in reaction to last-minute demands prior to the consumption tax hike.
    [Show full text]