TECHNOLOGY BREAKTHROUGH BY OPERATION BREAKTHROUGH

TECHNOLOGY BREAKTHROUGH BY OPERATION BREAKTHROUGH Presented By: Mitsuo Hitomi, Executive Officer Power Train Development Division Mazda Motor Corporation Date: June 3, 2013 1

Contents 1. Introduction of Mazda 2. Challenge for a Breakthrough 3. Mazda s Strategy 4. The Road to Breakthrough 5. The Results? 6. What TOC delivers to us 2

Introduction of Mazda - Company Establishment January 30 th, 1920 -Representative Chairman and CEO Takashi Yamanouchi -Headquarter Fuchu, Aki district, Hiroshima-prefecture -No. of Employees 20,863 (as of March 31 st, 2012) -R&D -Production Site Headquarter R&D Center Yokohama Mazda North American Operations (USA) Mazda Motor Europe (Germany) China Tech Support Center Japan HQ Plant (HQ, Ujina) Hofu Plant (Nishinoura, Nakanoseki) Miyoshi office Overseas USA, China, Taiwan, Thailand Zimbabwe, South Africa Ecuador, Columbia, Malaysia, Russia, Vietnam, Mexico (Planned to start by 4 th quarter of 2013) 3 Mazda HQ Miyoshi Test Station

Introduction of Mazda Corporate Philosophy With the challenger s spirit, the entire Mazda group will work as One Mazda to create a special bond with our customers and become a "premium" brand in their hearts and minds. Vision To create new value, excite and delight our customers through the best automotive products and services. Mission With passion, pride and speed, we actively communicate with our customers to deliver insightful automotive products and services that exceed their expectations. Value We value integrity, customer focus, creativity, and efficient and nimble actions and respect highly motivated people and team spirit. We positively support environmental matters, safety and society. Guided by these values, we provide superior rewards to all people associated with Mazda. 4

Introduction of Mazda Brand commitment zoom-zoom To offer creative and innovative Exhilarating driving to those people who still hold dear the love of motion experienced when a child 5

Introduction of Mazda Development of Rotary Engine 1968 1991 World s first Rotary Engine vehicle Le Mans overall champion 2008 Hydrogen RE vehicle (HyNor) 6

Introduction of Mazda Social Responsibilities We will realize a sustainable future while maintaining domestic production and striving for Monotsukuri (Manufacturing) Innovation. As a company with production bases in Hiroshima and Yamaguchi Prefectures Japan, Mazda believes it has great responsibility for regional economy and employment. Mazda has a plan to raise the ratio of overseas production, from the present 30% to 50% by the end of FY March 2016. However, this will be done by increasing total production volume, with domestic production projected to be 850,000 units. We set this goal because we wish to ensure employment in Japan, so as to give back to the local communities that have supported and fostered our Company's development. To achieve this goal, it is necessary to produce vehicles that are profitable even when manufactured in Japan and exported overseas, assuming an exchange rate of 77 yen to the dollar and 100 yen to the euro. SKYACTIV TECHNOLOGY and Monotsukuri Innovation are the embodiment of what we have pursued in order to realize this goal. Mazda intends to produce positive results and contribute to regional economic growth by continuing to retain a portion of its manufacturing base in Japan and sustaining the 850,000-unit production level there. Thanks to support from local communities, Mazda is marking the 92nd anniversary of its founding. Mazda will continue growing as a company that can live up to the expectations of diverse stakeholders, by realizing a sustainable future and making a contribution to society. Takashi Yamanouchi Representative Director, Chairman of the Board, President and CEO Mazda Motor Corporation 7

Challenge for a Breakthrough History and background behind: TECHNOLOGY BREAKTHROUGH BY OPERATION BREAKTHROUGH 8

Challenge for a Breakthrough CO2/Tightened Fuel Efficiency Requirement Large deficit after Lehman crisis Increase in HEV and EV (Hybrid and Electric Vehicle) in Japan market due to Economical vehicle tax deduction after Lehman crisis Investment ratio decrease by Ford Deficit continues due to earthquake and hyper yen appreciation We have got to do something! 9

Challenge for a Breakthrough Dilemma as a company based in Hiroshima A: The company loved and trusted B: Continually make good vehicle that has Mazda taste D: Invest on Development Focus on innovation in technology Perpetual drive for challenge Strive for the best technology in the world C: Protect Hiroshima s local employment D : Hanging on even in red Patience even with salary decrease Focus on cost reduction together with component suppliers ( Monozukuri manufacturing innovation) Risks to do D: Increased development cost Not sure if the developments are something customers are looking for Development teams will be exhausted Risks to do D Can not make the company which can tolerate with currency exchange fluctuation Lowered motivation Monozukuri innovation no longer delivers innovative results 10

Challenge for a Breakthrough What would happen if we don t change? We cannot keep the employment with red Development resource exhausting which might lose technology development competitive edge Can not make cars with Mazda taste (ZoomZoom) Might lose users With continuous red performance in 4 fiscal years in a row, the stock price went down and forced to issue new share for financing. If 2013 March fiscal performance is red, no way to finance anymore Endangered existence of the company 11

From Users Perspective Hybrid vehicles and EV (HEV) GOOD Good fuel consumption Environmental friendly NO GOOD Expensive Compromising driving pleasure As engineers, the conflict is a chance for breakthrough! Good fuel consumption, and Environmental friendly, and AS WELL AS Affordable cost, and No compromise in driving pleasure These are the things users want in a car And also, must keep the local s employment! 12

We went All Out on our Last Chance Achieve low fuel consumption as good as hybrid engine by internal combustion engine No compromise in the driving pleasure Technology to be affordable for all customers Cut product development duration to half If we illustrate the ultimate potential and the future of internal combustion engine, there are yet large room for technology innovation. With strong confidence, mastering internal combustion technology is the way to take to be environmental friendly. Development of SKYACTIV technology and much much earlier release to the market 13

Mazda s Strategy Sustainable Zoom-Zoom Manifesto 2007 Mar 22 Delivering driving pleasure and outstanding eco-friendly and safety performance to every customer 14 14

Mazda s Strategy Forecast for Cars Demand and Power source Number of Sales(10thousand/year) 12,000 10,000 8,000 6,000 4,000 2,000 EV PHEV HEV ICE 0 2000 2010 2020 2030 Environmental responsibility can not be achieved without improving Internal Combustion Engines!! 15 (CY)

Mazda s Strategy Building Block Strategy Trimmed weight 16

Mazda s Strategy Delivering driving pleasure and outstanding eco-friendly and safety performance to every customer The sky is the limit. We seek to provide blue sky throughout our future and driving pleasure to everyone by exceeding the limit and seeking free ideas and maximum efficiency 17

The Road To Breakthrough After the Japanese Bubble Economy Burst Middle of 1990 s to around 2003 Advanced technology development group of Powertrain: around 30 members Varieties of Technology Developments in each company (HEV, lean burn engine, boosted downsizing, cylinder deactivation, various variable valve actuation technologies ) We cannot deal with all of them 18

The Road To Breakthrough Survival first: None thought of the Future Advanced Development Product Development 2 major constraints -Technology Development= there is nothing we can do with only few people -Product Development=Too busy within themselves 19

The Road To Breakthrough Resolution of the 2 Major Constraints Technology Development= there is nothing we can do with only few people Focus on Technology Development Direction Product Development= Too busy within themselves Development utilizing CAE (not relying on trial and error) CCPM 20

The Road To Breakthrough Focus on a technology development direction Constraint=there is nothing we can do with only few people For example: Do we have the same number of the engine fuel economy improvement technologies as the number of engineers? Lean burn engine Heavy EGR Miller cycle, Atkinson Boosted downsizing Cylinder deactivation Continuous Variable Valve Lift Variable Compression Ratio Have we only been doing the same thing with different actions?? 21

The Road To Breakthrough Focus on a technology development direction Thinking differently Simplification Heat Energy Balance vs. Load 100 Radiation, Misfiring loss Exhaust loss 20 Pumping loss Fuel Economy improvement is nothing more than 4 major loss reduction Heat Energy Balance (%) 80 60 40 0 Cooling loss Mech. friction loss Effective work 20 40 60 80 100 Load (%) 22

The Road To Breakthrough Fuel Economy Improvement=Loss reduction Losses to be reduced Control factors Improve Engine Thermal Efficiency Improve ISFC* *ISFC; Indicated Specific Fuel Consumption Exhaust loss Compression ratio Specific heat ratio Combustion period Cooling loss Combustion timing Heat transfer to wall Improve Mechanical Efficiency Pumping loss Mechanical friction loss Pressure difference between In. & Ex. Mechanical friction Fuel economy improvement technologies are all controlling these 7 factors 23

The Road To Breakthrough Roadmap to ideal by Focus defining Not To DO Control factors current Gasoline engine Far Distance to ideal Close Diesel engine current Compression ratio World highest CR Higher CR World lowest CR Specific heat ratio Combustion period Combustion timing Heat transfer to wall Pressure diff. Btw IN. & Ex. Mechanical friction Miller cycle 1 st step SKYACTIV-G LeanH CCI LeanH CCI friction reductionfurther reduction adiabatic Final Step=Goal adiabatic More homogeneous Having an ideal perspective and determine the control factors, there is nothing to be hesitate, we can do it with few people. We don t need to care about other companies 2 nd step SKYACTIV-G 2 nd step SKYACTIV-D Further reduction 1 st step SKYACTIV-D TDC combustion TDC combustion friction reduction Improving thermal efficiency of ICE is to make these 7 factors closer to ideal 24

The Road To Breakthrough Solution of the 2 Major Constraints Technology Development= there is nothing we can do with only few people Focus on Technology Development Direction The direction was determined by simplification Product Development=Too busy within themselves Development utilizing CAE (not relying on trial and error) CCPM 25

The Road To Breakthrough Development effectively utilizing CAE (not relying on trial and error) Transition on the Advance development Department Personnel Number of engineers 350 300 SKYACTIV Development 250 200 GE,DE,RE,T/ Unit Leading Development 150 Leading Controls New technology tasks 100 50 0 '00/10 '01/4 '01/10 '02/4 '02/10 '03/4 '03/10 '04/4 '04/10 '05/4 '05/10 '06/4 '06/10 '07/4 CAE group Element Technology Increased more resources for CAE starting 2004 26

The Road To Breakthrough Progress of In-Processing 100 First CAE Evaluation Rate Before 1 st Drawing (%) 80 60 40 20 0 2004 2005 2006 2007 2008 2009 Development Based on CAE became Possible 27

The Road To Breakthrough Resolution of the 2 Major Constraints Technology Development= there is nothing we can do with only few people Focus on a technology development direction The direction was determined by simplification Product Development=Too busy within themselves Development utilizing CAE (not relying on trial and error) CCPM 28

The Road To Breakthrough CCPM implementation to product development projects 29

The Road to Breakthrough CCPM implementation history 2007 2008 2009 2010 2011 2012 2013 Step 1 CCPM advocates and the partial trial Step 2 Apply to short-term development project Step 3 Apply to all projects 30 Step 4 POOGI

The Road to Breakthrough Step 1: Build CCPM advocates and started partial trial 31 Not top down dictation but collect volunteers (drive for activity) 2007/Oct Volunteers attend seminars in Nagoya and in Tokyo Utilized CCPM 30 day trial software Start partial trial 2007/Dec Mazda seminar by Mr. Yuji Kishira (about 150 attendees 2008/Feb Holistic Project Management Implemented CCPM software with official server Continue the partial trial 2008/Sept Second Mazda seminar by Mr. Yuji Kishira at Union Hall Thinking Process

The Road to Breakthrough Step 2: Implementation to Product Development Project 2009/Jan Trial with short-term Development Project Aiming for Holistic project management = all project members participated Breakthrough in the Process Was: Management by result using milestones Now: Process management in short cycles (Management takes actions before too late) バッファ 消 費 率 (%) 130 120 110 100 90 80 70 60 50 40 30 20 10 0 プロジェクトバ ッファ 0 10 20 30 40 50 60 70 80 90 100 進 捗 率 (%) Shortened the Development Duration from 2 years to 1 year 32

The Road to Breakthrough Points for Process of CCPM implementation The forced to and want to of CCPM Current Number of CCPM implementation People who want to do will do Given the order to implement CCPM to all projects Forced To Do Want To Do 2007 2009 2012 33

The Road to Breakthrough Process of CCPM Application Step 3: Full implementation to Product Development with SKYACTIV Technology Challenged onto multi-project. Succeeded in all projects 2010 2011 2012 2013 MAZDA2 June 30km/L(JPN) MAZDA3 40MPG(USA) Sept CX-5 Clean DE Feb Regenerative Breaking, MT, 2.5L All projects on time for Job #1 date CCPM stick (common sense) 34 MAZDA6 11 月 34

The Results? We went all out to come with SKYACTIV Was it accepted in the market? Did it save us from crisis? With strong confidence, mastering internal combustion technology is the way to take to be environmental friendly. Achieve low fuel consumption as good as hybrid engine by internal combustion engine No compromise in the driving pleasure Technology to be affordable for all customers Cut product development duration to half 35

The Results? SKYACTIV installed vehicles MAZDA2 MAZDA3 CX-5 MAZDA6 SKYACTIV-G SKYACTIV-DRIVE SKYACTIV-D SKYACTIV-BODY SKYACTIV-CHASSIS 36

The Results? SKYACTIV Winning Various Awards Around the World Has won 73 Awards as of 2013/01/20 Representative Awards: Model Country Title CX-5 Japan Car of the Year Japan 2012/11 CX-5 Malaysia Best SUV of the Year : CX-5 (Malaysia COTY 2012) 2012/12 Mazda6 Switzerland 1st place: Swiss Car of the Year 2013 2012/11 SKYACTIV-D Japan Combustion Society of Japan 2012/12 CX-5 UK Green Awards 2012 - Best SUV 2012/11 CX-5 U.S.A. ''2012 Compact SUV of the Year award (North West Automotive Press Association) 2012/3 37

The Results? CX-5 Car of the Year Award from Japan 38

The Results? CX-5 Most sold car in Japan in 2012 Diesel car has sold three times more than last year s diesel cars sold total in Japan Mazda 3 was sold the most in Australia as an independent vehicle 39

The Results? Turning the company black from continuous 4 fiscal year red Hundreds million yen 1000 Net Income/(Loss) 500 0 FY2009 FY2010 FY2011 FY2012 FY2013 (500) (1000) (1500) 40

What TOC delivers to us Increase Development Capacity and Productivity (Comparison of Number of Man-hours) -38% -32% Old New Old New Base Model A 41 Base Model B

What TOC delivers to us What Got Better Through CCPM Able to create effective plan People s Growth Younger members grow Can entrust work to younger members Connections between organization Teamwork will develop Proxy evaluation (gain other group necessary data along with this evaluation Adjust Development automobile (use efficiently Create evaluation template (by the 2 nd development) Project members realization (used to be just tasks to get done) Related GR will be hard working Communication with other Gr Can organize procedures Get the habit of risk management Clear the communication with related Group Things to do are clarified End to front plan 42

What TOC delivers to us What Got Better Through CCPM Successful project (avoided delay) Eliminate reworks Prevent collapses Prioritize work Increased motivation Can sequentially check problem presentation assumptions Will not be oblivious to other events Will not forget work Surprises will be discovered within a week Decisions and choices will be made on the spot Can take preemptive steps by thinking ahead Share uncertain information Possible changes in FGR) Understand the integrity of the schedule and share it Periodically check status 43

What TOC delivers to us What Got Better Through CCPM Able to increase the number of test cars Management Efficient use of resources Able to revise the overall schedule (flexible mile stone) Faster decision making by management Powerful involvement from management Escalation to upper-level management Can resolve the critical problem Can understand the impact to overall the schedule Can clarify what needs to be addressed for earlier delivery Understand what is critical Manage with project buffers, easily identify risks at glance 44

What TOC delivers to us Paradigm shift in Development Planning and its execution management Development Planning From Mainly Project Leaders and division managers Develop shorten plans from past experience and actual results Management Involvement When the problem comes up Progress Report Milestone basis for management review (management by result) 45 To Mainly actual Developers Develop Logical task networks Before starting project Weekly Report Take actions before too late by management (Process management)

What TOC delivers to us Led by TOC Illustrate Ideal picture Strengthen CAE Model base development Development Technicians CCPM Drive pleasure Fuel efficiency -Successful Products -Effective development -Vitalized organization (communication, collaboration with confidence) Absolutely POSSIBLE! 46

There Is No Limitation The potential of Internal Combustion Engines Well-to-Wheel CO2 g-co2/km Demio 13MC 150 ICE HEV EV Demio SKYACTIV-G1.3 JC08 25.0km/L 100 50 JC08 20.5km/L Calculated the Co2 emission unit by electric component ratio from the electric generation life cycle Co2 from Central Research Institute of Electric Power Industry(2010) (including vehicle improvement) 1 st step 2 nd step Final step 0% 37% B-car (1180kg) 100Wh/km Thermal Electric Power Generator 100% Non-Thermal electric Power generator Mazda2 EV 100Wh/km Maximum Actual of 2010 Minimum It is possible to attain the same CO2 level of EV with Internal Combustion! If we protect the Engine, local industry can be protected. 47

Lesson learned Delivering driving pleasure and outstanding eco-friendly and safety performance to every customer The sky is the limit We seek to provide blue sky throughout our future and driving pleasure to everyone by exceeding the limit and seeking free ideas and maximum efficiency There is no limit to Technology Breakthrough There is no limit to Operational Breakthrough either EVEN THE SKY IS NOT THE LIMIT! 48

ADE BY TOC Thank you for your attention 49 49

About Mitsuo Hitomi Mitsuo Hitomi, Executive Officer Mazda Motor Corporation Joined Mazda Motor Corporation in 1979, was engaged in research at the Technical Research Center until 1994, and then has moved to the Powertrain Development Division. After worked on technology development on boosted engines as well as technology development for emission regulation compliance and served as a testing & research leader for the engine jointly developed with Ford, became the leader for development of SKYACTIV engine project which started from 2007. The majority of the career was spent in the advanced development field, and about 20 years out of which were dedicated for technology development for a boosted down-sized engine that is now the mainstream in the EU market. For the SKYACTIV development direction, however, selected not a boosted down-sized engine s but the direction of a naturally aspirated engine with high compression ratio. Some people around him voiced doubts about this unique approach, but he believes in the SKYACTIV engine because what really counts for customers as well as environment is not fuel economy consumption values in catalogues but real-world fuel economy, and in that regard, a naturally-aspirated, big displacement SKYACTIV engine has a dominant advantage, and also, SKYACTIV is better suited for zoom-zoom that Mazda is pursuing for. Has an ultimate vision for an internal combustion engine, and is currently devoting all his energy to its realization. 50