Honda North America Purchasing

Transcription

1 Honda North America Purchasing Working together to achieve Global Competitiveness, Locally Honda Overview Purchasing in NA Supplier Development Stability Improvements Production Characteristics Lean Partnership

2 Honda North America Purchasing Working together to achieve Global Competitiveness, Locally Honda Overview Purchasing in NA Supplier Development Stability Improvements Production Characteristics Lean Partnership

3 Global Operations Over 150 Facilities Worldwide LGND Regional Headquarters Sales Research and Development Production (parts included)

4 Global Operations Six Operating Regions North America Regional Operations South America Regional Operations urope/ Middle ast/ Africa Operations China Regional Operations Japan Regional Sales Operations Asia/Oceania Operations

5 North American Production

6 Honda North America Purchasing Working together to achieve Global Competitiveness, Locally Honda Overview Purchasing in NA Supplier Development Stability Improvements Production Characteristics Lean Partnership

7 North America Purchasing Vision We will develop and manage a competitive and stable supply base to support all of Honda s North American Manufacturing facilities with world class Quality, Cost, Delivery, and Development. Develop supplier capabilities to to meet meet QCDD QCDD (Quality, Cost, Cost, Delivery & Development) requirements Develop and manage material flow to meet plant requirements with optimum inventory levels at competitive logistics cost. Manage purchased parts cost to achieve globally competitive costs and support Honda Motors competitiveness. Understand future direction of the industry and develop strategies and systems to enable Honda Motors and our suppliers to adapt to changes and gain competitive advantage. Build a world class purchasing organization through development of associates and business practices

8 Honda Suppliers in North America Number of Suppliers 600+ OM Suppliers supplying our N.A. Mfg facilities ($16 Bil) 5,000 MRO Suppliers for N.A. OM Locations of Suppliers ed States: Suppliers located in in States Honda OM Suppliers Canada: Suppliers located in in 2 Provinces

9 Honda North America Purchasing Working together to achieve Global Competitiveness, Locally Honda Overview Purchasing in NA Supplier Development Stability Improvements Production Characteristics Lean Partnership

10 Supplier Support Model - Stability High Level Purpose: Move entire supply base toward self-directed improvement capability. Stable Suppliers Methodology: Level and type of support varies according to supplier capability. Not a one size fits all approach. Stability Concerns Best Suppliers Self Motivated Benchmark Suppliers R A C T I V Stability Projects Training Teaching Problem Solving Hands On Doing Stability Projects P R O A C T I V Production Characteristics Activity Production Characteristics Training Teaching Facilitating Strategic Partnering Lean Network N X T L V L Lean Network Training Teaching Networking/Showcase Benchmarking Hands-on Assistance Honda Involvement Facilitation Self-Directing

11 Stability Improvement Process Stability Suppliers O Survey 1. Systems 2. Process Analysis Specified Action Plan System Process Mgmt O Scrap Identify supplier with Q&D concerns Assessment Identify the gaps, set baseline & targets Problem Solving Strategy Training Plan Implementation Plan Supplier Selection Situation Analysis (SA) Plan (P) Monthly Progress Mid Project Check Implement Plan Final Report Management Check Adjust plan if necessary Standardize improvements Implement on 2 nd line Do (D) Check (C) Act (A)

12 Stability Improvement xample O Trend 3rd 1st 2nd Target 80% 70% 60% 50% 40% 30% 63% 62% 59% 44% 54% 57% 50% 48% 48% 47% 72% 38% 62% 63% 57% 59% 32% 40% 44% 49% 32% 33% 65% 55% 45% 67% 31% 73% 61% 59% 55% 55% 47% 35% 69% 66% 63% 55% 54% 45% 43% 70% 64% 56% 52% 52% 41% 37% 35% 25% 70% 20% SAT SAT SAT/SUN SAT/SUN SAT SAT 20% 20% SAT/SUN SAT/SUN 10% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 8/1,Mon 8/2,Tue 8/3,Wed 8/4,Thu 8/5,Fri 8/6,Sat 8/7,Sun 8/8,Mon 8/9,Tue 8/10,Wed 8/11,Thu 8/12,Fri 8/13,Sat 8/14,Sun 8/15,Mon 8/16,Tue 8/17,Wed 8/18,Thu 8/19,Fri 8/20,Sat 8/21,Sun 8/22,Mon 8/23,Tue 8/24,Wed 8/25,Thu 8/26,Fri 8/27,Sat 8/28,Sun 8/29,Mon 8/30,Tue 8/31,Wed Supplier was working working most weekends to meet Customer Demand which negatively impacted workforce stability and the QCD performance of the Supplier, Honda and most importantly the final Customer

13 Bar Code Printer DTC Work Bench PQI 2'x2' DTC 6'3x3'2" 6'7"x2'11" 6'3"x1'2" PQI 2'x2' BTC BTC C63x32 wb67x211 C63x12 Hub DTC Work Bench C63x12 C63x32 wb67x211 PQI 2'x2' 6'7"x2'11" 6'3"x1'2" 6'7"x2'11" BTC 6'3x3'2" 6'3"x1'2" 6'3x3'2" PQI 2'x2' DTC C63x32 Bar wb67x211 Code Printer Hub C63x12 Work Bench Work Bench C63x12 C63x32 wb67x211 PQI 2'x2' 6'3x3'2" 6'7"x2'11" 6'3"x1'2" FCA 6'3"x1'2" 6'7"x2'11" 6'3x3'2" BTC C63x32 PQI 2'x2' Hub BTC wb67x211 C63x12 Work Bench Work Bench PQI 2'x2' 6'7"x2'11" wb67x211 Work Bench 6'7"x2'11" wb67x211 C63x12 Work Bench C63x32 wb67x211 PQI 2'x2' 6'3x3'2" 6'3"x1'2" 6'7"x2'11" 6'7"x2'11" 6'3"x1'2" 6'3x3'2" FCB DTC Hub C63x32 wb67x211 C63x12 PQI 2'x2' Work Bench Work Bench C63x12 wb67x211 PQI 2'x2' 6'7"x2'11" 6'3"x1'2" 6'3"x1'2" 6'7"x2'11" C63x12 Hub PQI 2'x2' Work Bench wb67x211 Work Bench PQI 2'x2' 6'7"x2'11" 6'3"x1'2" Computer C63x x17x4.5 Bar Code Printer Bar Code wb67x211 Printer Computer Computer Computer Computer % 60.0% % 30.0% % 0.0% 40.0%45.0%50.0% 30.0%35.0% 20.0%25.0% 5.0%10.0%15.0% Jun- Jul- Aug-Se p-oct- 0.0% Nov-D ec-jan-jun-jul- Aug-Sep-Feb-M Oct-Nov-Dar-Ap ec-jan-fer-may- b-mar-aprq1q -May-Q12MY Q2MY Q3 Q4YTD Q3Q4Y 7.0% 5.0%6.0% 4.0% 2.0%3.0% 0.0%1.0% Computer Computer Computer Stand 5'1"x1'9" PQI CCS51x19 2'x2' LIN 21 Computer Bar Code Printer QI Odyssey HU Main Line 2-Shifts QI QI QI QI QI QI QI QI JIG JIG JIG QI Computer JIG JIG 17 QI QI 18JIG Belt Conv Knob Knob Room Hearing Room Hearing JIG JIG HRoom 3' PT PT 3'4.5"x5'4" HR345x54 3' 3'4.5"x5'4" HR345x54 HRoom Room Hearing Room Hearing JIG JIG CQG CQG CQG 3'4.5"x5'4" HR345x54 3'4.5"x5'4" HR345x54 CQG Hearing Room Hearing Room JIG JIG CQG CQG 3'4.5"x5'4" HR345x54 3'4.5"x5'4" HR345x54 CQG Computer Stand 2'4"x1'6" CS24x16 QI 10'1"x3'9" C101x % 70.0% 60.0% 50.0% MY Line #21 O Target O Trend Downtime / Lost Time MY Line #21 Downtime Trend RecordedDT Trend UnrecordedDT 40.0% 30.0% 20.0% 10.0% 0.0% 55.3% 53.5% 52.4% 50.0% 45.0% 40.0% 14.3% 35.0% 7.0% 30.0% 26.4% 6.0% 25.0% 32.8% Target Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan- Feb- Mar- 20.0% 5.0% 15.0% 32.7% 10.0% 18.2% 4.0% 5.0% 9.0% 3.0% 0.0% 1 2.0% 1.0% MY Line #21 Scrap 6.2% 3.9% 3.3% 1 Target Scrap Trend (Pcs in %) 1 Detailed line performance analysis showed poor process balance & poor O (high downtime, lost time and scrap) 0.0% Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan- Feb- Mar- Apr-

14 Goals and Objectives Measurables Baseline Data Target Daily Production 463 daily average 670 daily Overtime Hours 54.8 monthly 0 (zero) Process Utilization 128% 93% O 50.8% 70.3% Operating Rate 72.7% 84.8% Performance Rate 73.2% 84.2% Quality Rate 95.5% 98.5% Line Balance 66% 82% Advanced Planning tools allow various Scenarios to be tested to establish detailed performance targets

15 Specified Action Plans (SAP) Goal Objectives Brown August September October November December January Baseline Targets Actual Gap Closure Action Items Who Outline process to be followed for improvement projects Provide necessary training for team members. 1.1 Conduct parallel projects using BP outline for activity. Instruct and guide team members to achieve success No standard process for continuous improvement. Develop standard process for activities. #VALU! Coordinate and guide on parallel line activity L stablish model line activity on two lines utilizing lean and BP techniques. ( line 21 Odyssey / line L8) Instruct in the utilization of O charts and graphs 1.2 nhance visual management to provide better communication, training, and management of performance. Posted information includes basic Add O graphs and performance Idea Tracking Charts to measurables. current displays. Data not lend itself for effective problem solving. #VALU! Develop idea tracking charts for production and project use Display of visual management line side % elimination of all overtime (daily and weekend) avg. for June/July 54.8hrs Increase average daily production from 560 daily to 670 daily or 16.4% 2.1 Improve Operating Rate through the elimination of largest recorded downtime issues % 84.80% Decrease process utilization from 128% to 93% or 27.3% nhance current downtime tracking to better capture specifics on all concerns Improve line balance by 16% (66% to 82%) Reduce work stations from 26 to 21 2 Improve line 21 O from 50.8% to 70.3%. liminating 100% of overtime. 2.2 Improve Performance Rate through better documentation and improved awareness of production targets % 86.80% #RF! Improve PPLH by 16.6% nhance current rework tracking to better capture specifics on all concerns 2.3 Improve Quality Rate by better capture of repair units being removed and introduced to production line %* Base line data did not capture product that was removed from line for repairs. Loss was captured in Performance measurements % Modify system to identify location, time and type of failures in final assembly Modify system to contain failures in L8 and SMT from being sent to final assembly Develop daily process for formal review of concerns Review of Situation Analysis (SA) summary items Use Decision Analysis process to determine best scenario 3 Improve PPLH by 16.6% 3.1 Improved awareness of expectations, using Lean Manufacturing tools to support project. PPLH 10.6 PPLH Determine action plan and schedule to implement improvements

16 Results, with Associate Input O MY Line #21 Downtime O Trend MY Line #21 Downtime Trend MY Line #21 Scrap Scrap 90.0% 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% Target 55.3% 53.5% 52.4% 64.2% 67.8% 76.9% 77.0% 75.0% 50.0% 45.0% 40.0% 35.0% 30.0% 25.0% % 15.0% 10.0% 5.0% 0.0% 32.8% 9.0% 26.4% 18.2% 14.3% 32.7% 12.9% 25.0% Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan- Feb- Mar- Jun-A Jul- Aug- Sep- Oct- Nov- Dec- Jan- Feb- Mar- Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan Implementation of detailed data collection and analysis systems and input from the associates on the production floor yielded excellent results 7.8% 24.1% RecordedDT Trend Target 6.9% 8.5% 7.2% 15.7% 14.2% 16.7% Unrecorde 7.0% 6.0% 5.0% 4.0% 3.0% 1 2.0% 1.0% 0.0% 6.2% 3.9% 3.3% Target 1.9% 1.1% 1.0% 0.7% 1.1%

17 Final Results Measurables Baseline Goals Final Daily Production 463 daily avg 670 daily 730 Overtime Hours 54.8 monthly 0 (zero) 0 Process Utilization 128% 93% 84% O 50.8% 70.3% 76.4% Operating Rate 72.7% 84.8% 83.3% Performance Rate 73.2% 84.2% 92.8% Quality Rate 95.5% 98.5% 98.9% Line Balance 66% 82% 84% *. Output: Direct O/T Indirect O/T -$2,365K -$592K -$2,957K Input: Honda Labor $68K Honda Travel $75K Supplier Labor $18K $161K 18:1 Out/In

18 Supplier Support Model Production Characteristics High Level Purpose: Move entire supply base toward self-directed improvement capability. Stable Suppliers Methodology: Level and type of support varies according to supplier capability. Not a one size fits all approach. Stability Concerns Best Suppliers Self Motivated Benchmark Suppliers Stability Projects Production Characteristics Activity Lean Network Stability Projects Production Characteristics Lean Network R A C T I V Training Teaching Problem Solving Hands On Doing P R O A C T I V Training Teaching Facilitating Strategic Partnering N X T L V L Training Teaching Networking/Showcase Benchmarking Hands-on Assistance Honda Involvement Facilitation Self-Directing

19 Production Characteristic xample Improving Production Characteristics. in Mass Production & New Model Value Stream Mapping 3P: Production Preparation Process Summary of Results

20 Value Stream Mapping Suppliers Milark Honda Trading Berwick Penntecq Wk Forecast Daily Order Production Control Wk Forecast Daily Order Customer Demand ~ 1380 Takt ~ 60 sec Milark 3 / Wk Increase delivery frequency to 1/Day. Setup kanban. liminate deliveries to Warehouse. Milark Pillar Cover Repack 3 / Wk C/T N/A Warehouse C/O N/A deliver to Cairns plant sets 2500 sets Assoc. Milark N/A reduce batch O sizes. N/APack in smaller containers. 7 / Day MAP 1 / Day HDM Berwick 1 / Day Penntecq 1 / Day Setup kanban to supplier. Setup kanban to supplier. Rollform C/T 2.3 C/T 32 C/O 5 min C/O 60 min 1 day Assoc sets Assoc sets O 85% O 88% Bending Setup kanban. Setup kanban. C/T 32 C/O 0 min 1500 sets Assoc sets O 87% Center Hemming Setup kanban. Shipping HDM deliveries direct from Cairns plant. Warehouse 1 / Day W/H Berwick Honda Trading 1 / Wk Setup kanban. 400 Ton Blanking Setup kanban. Laser Weld Setup kanban. C/T 1.5 C/T 13.8 C/T 5 C/T 32 C/T 33 C/O 30 min C/O 50 min C/O 45 min C/O 0 min C/O 0 min 5 days Assoc sets Assoc sets Assoc sets Assoc sets Assoc. 5 O 61% O 83% O 61% O 91% O 91% 1200 sets VSM: Shows 35.8Production sec & 45.8 Information sec flow 5 sec from Customer 32 sec Raw Materials 33 sec Twin Press Inner Pierce 8.9 Days 12.5 Days 6.6 Days 4.3 Days 0.2 Days 0.9 Days Setup kanban. Improve Twin Press quality. Comp Line Van Sheet Lead Time Process Time 33.4 Days Seconds VSM: Shows Production & Information flow from the Customer to Raw Material - Identifies sources of waste and provides a common language

21 Applications: 3P Production Preparation Process The purpose of 3P is to design out waste and simulate the process with a cross functional team to achieve a higher level of safety, quality, productivity and delivery at start-up. - New Products - Design Changes - Changes In Demand - Relocation Of Process - Mass Production Improvements Traditional Method: Low Associate Involvement xcessive Capital Investment Copy of xisting Process No Simulation Parts Presentation Afterthought Objectives: - Use Minimal Resources to Meet Customer Takt Time - liminate Waste Prior to Production Start 3P Method: Cross-functional Involvement Lower Capital Investment Process Innovation Cycle Time Simulation Planned Parts Presentation 1 Week Schedule: Monday Tuesday Wednesday Thursday Friday 3P Methodology: - Clear Objectives (MP ff. WIP, Flr Space) - Cross-functional Team (prod, quality, ms, maint,) - Creativity Before Capital - Quick and Crude vs. Slow and legant - Tight Focus On Time (1 week) AM Situation Appraisal valuate Alternatives Simulate / Kaizen Results Presentation PM 3P / Lean Training Create 7 Alternatives Full Scale Mock-up Documentation

22 3P liminating waste prior to New Model supply supply L/R Rear Sash Final Weld Cell supply INV. INV. supply NVA VA L/R Front Sash Final Weld Cell supply 40 supply supply VA time = 50.9 supply supply INV. INV. supply Total M/P = 22 for two shifts all 4 parts Pierce Conveyor T/T Conveyor Sealer Conveyor F/I Load BFOR 3P Proposal PPLH WIP FL/SP 32.7 N/A 9100 AFTR 3P NVA VA $AVINGS % IMP AFTR % $450K N/A N/A N/A % $300K VA time = Total M/P = 16 for two shifts all 4 parts. 5 0 Load MIG 1 MIG 2 Unload T/T Spot Hem F/I One Time Savings = $300K Annual Savings = $450K 1 st Yr Savings = $750K

23 Production Characteristics Results Supplier New Model 3P Results PPLH WIP Floorspace # Supplier Title Baseline 3P Result % Improve Baseline 3P Result % Improve Baseline 3P Result % Improve 1 A Rail Sub-Assy % 50 parts 5 parts 90.0% % 2 B Door Liner Assembly % 36 parts 16 parts 57.0% % 3 C Tire Cover Assembly % 3.8 days 0.8 days 79.0% % 4 D Visor Assembly % 3.8 days 3.2 days 16.0% % 5 Tire Mount & Rear Fork Assy No Change 1.75 days 1.01 days 42.3% No Change 6 F Under Cover Injection Molding % No Change % 7 G Rear Knuckle Casting % 560 parts 180 parts 68.0% % 8 H Throttle Body Assy % No Change % 9 I Brake Hose Bracket Weld % No Change No Change 10 J Sash Weld % No Change % 11 K Rear Tray Injection Molding % 5 parts 3 parts 40.0% % 12 L Rear Knuckle Machining % No change % 13 M Trailing Arm Assembly % 1.7 days 1.0 days 41.0% % 14 N Front Knuckle Sub-Assembly % 3.0 days 1.2 days 60.0% % Average % Improvement PPLH: 48.2% WIP: 54.8% Floorspace: 35.4% Supplier Mass Production 3P Results PPLH WIP Floorspace # Supplier Title Baseline 3P Result % Improve Baseline 3P Result % Improve Baseline 3P Result % Improve 1 A ATV Frame Weld % 1.6 days 1.6 days 0.0% % 2 B Door Mirror Assembly % 3245 parts 110 parts 97.0% % 3 C Cat Con Weld % 1600 parts 870 parts 45.6% % 4 D Rail Assembly % No Change % 5 Door Mirror Assembly % % 6 F Seat Sub-Assembly No Change 240 parts 72 parts 70.0% % 7 Average G Radio 3P Assembly Improvement: 5.7 PPLH: %, 21.1% WIP: 58.9%, Floor Space: % 40.2% 8 H Cable Assembly % 35 parts 12 parts 66.0% % 9 I Differential Case Assembly % No Change % 10 J Door Liner Assembly % No Change % 11 K Door Liner Assembly % No Change % 12 L Module Assembly % % % 13 M Pillar Garnish Assembly % % 14 N RS Assembly % 56 pcs 18 pcs 68.0% % 15 O Blower Assembly % 1800 pcs 1800 pcs 0.0% % 16 P Brake Pedal Weld % 56 parts 6 parts 91.0% % 17 Q Blower Assembly % % % 18 R xhaust Pipe Weld % 38 pcs 1 pc 97.0% % 19 S LD Assembly % 1339 pcs 259 pcs 80.6% % 20 T Cable Assembly % No Change % 21 U Rear Tray Injection Molding % 2 pcs 0 pcs 100.0% % 22 V Blower Assembly % % % Average % Improvement PPLH: 43.2% WIP: 62.3% Floorspace: 38.0% In-house (MMP) 3P Results Associate Walking Distance WIP Floorspace # Plant Title Baseline 3P Result % Improve Baseline 3P Result % Improve Baseline 3P Result % Improve 1 MMP Final Repair Area % No Change % 2 MMP AF Sub-Assy Area Layout % No Change % 3 MMP Tank & Rear Fender Assembly % % % 4 MMP ngine Assy % % % 5 MMP Paint - PWC Move (L1 to L3) % % % Average % Improvement Assoc Walking: 44.0% WIP: 47.8% Floorspace: 29.5%

24 Supplier Support Model Lean Network High Level Purpose: Move entire supply base toward self-directed improvement capability. Stable Suppliers Methodology: Level and type of support varies according to supplier capability. Not a one size fits all approach. Stability Concerns Best Suppliers Self Motivated Benchmark Suppliers Stability Projects Production Characteristics Activity Lean Network Stability Projects Production Characteristics Lean Network R A C T I V Training Teaching Problem Solving Hands On Doing P R O A C T I V Training Teaching Facilitating Strategic Partnering N X T L V L Training Teaching Networking/Showcase Benchmarking Hands-on Assistance Honda Involvement Facilitation Self-Directing

25 Supplier Challenges: Supplier Lean Network Lean Manufacturing Methods are the keys to meeting these challenges 5% Non-value added Outstanding Quality Global Competition Flexibility Global Sourcing Value added Typically 95% of Total Lead Time is Non-Value Added!!! 1. Overproduction 2. xcess inventory 3. Defects 4. Non-value added processing 5. Waiting 6. xcess motion 7. Transportation 8. Underutilized people stablish a Lean Network Comprised of 40+ Supplier Partners Lead by Steering Committee 9 Supplier & 2 Honda members Facilitated by Honda Coordinate meetings & communicate to members Arrange Benchmarking visits Share Best Practices Coordinate Lean Workshops & Lean Training Stabilize Network & position for growth Showcase Lean Implementations at annual Lean Network Conference

26 Supplier Lean Network Lean Supplier Network Mission Statement Through a diversified network of suppliers, guide the development, implementation, and measurement of Lean manufacturing practices by information sharing, best practices, and active participation Lean Principles & Best Practices To Improve QCD Selection of Suppliers Nonstable Suppliers Stable Suppliers Initial Focus Benchmark Network Provides Benchmarking Project Support Workshops (VSM, Kanban, 5S) Training (Mat l Flow, TPM, rgo) Quarterly meetings Monthly Steering Cmte Meetings Team atmosphere for mutual learning, assistance & improvement within the Supplier base (networking)

27 Lean Network Workshop History Workshops provided by Network members VSM (Value Stream Mapping Set Up Reduction Pull / Kanban Systems Cellular Mfg Yokoten Maintenance TPM Quick Changeover Material Flow rgonomics & Safety MOST & Standardized Work O Labeling & Traceability 5S nergy Cost Reduction Safety Suggestion Systems Attendance since 80Ki = 719 Supp Assoc Training provided by Honda Lean Overview VSM (Value Stream Mapping) Lean Simulation Pull / Kanban Systems 5S Visual Workplace Mgmt O 3P (Prod. Prep. Process Ki FY 04 FY 05 FY 06 Totals Classes Attendees ,828 Over 2,500 Supplier Associates trained by Honda and Network Members since FY 04

28 xpectations & Results Must have top management support. No layoffs as a result of improvement activity. Methods learned are applied at your facility. Results of Projects are showcased for the benefit of the network. At Quarterly Meetings At Fall Lean Network Conference Lean Network Results Manpower fficiency -Sq. -Sq. Feet Feet Inventory Reduction Total Total Savings +8.1% -447,000 -$30.7M -$97.1M

29 North America Purchasing Vision We will develop and manage a competitive and stable supply base to support all of Honda s North American Manufacturing facilities with world class Quality, Cost, Delivery, and Development. Develop supplier capabilities to meet QCDD (Quality, Cost, Delivery & Development) requirements Develop and manage material flow to meet plant requirements with optimum inventory levels at competitive logistics cost. Manage purchased parts cost to achieve globally competitive costs and support Honda Motors competitiveness. Understand future direction of the industry and develop strategies and systems to enable Honda Motors and our suppliers to adapt to changes and gain competitive advantage. Build a world class purchasing organization through development of associates and business practices