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Automotive Quality and Engineering

Automotive Quality and Engineering

Written by: Veljko Massimo Plavsic
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Are you involved somehow in the automotive industry?Here are some curious podcasts that you may like ...
Feel free to enjoy and to follow me and my groups also on LinkedIn...https://www.linkedin.com/in/ma...

Become a supporter of this podcast: https://www.spreaker.com/podcast/automotive-quality-and-engineering--6656590/support.Copyright Veljko Massimo Plavsic Economics
Episodes
  • Porsche cutting jobs

    Porsche cutting jobs
    Jul 8 2026
    In response to a fiscal environment defined by severe margin pressure and global volatility, Porsche AG has initiated an aggressive industrial recalibration known as Strategy 2035, executed through the tactical vehicle of Structure Package II. For the student of corporate strategy, this represents a fundamental "rescaling of the company."
    The necessity for this realignment is underscored by stark financial data: while Group revenue reached €36.27 billion, the operating return on sales plummeted to a marginal 1.1%. This decline was exacerbated by €3.9 billion in extraordinary expenses stemming from US tariffs, rising input costs, and the high price of shifting product strategies. To restore its status as a high-margin leader, Porsche’s "leaner and faster" mandate aims to optimize capital allocation and accelerate development cycles.

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    17 mins
  • Clamoroso dietrofront della Ford ...ritorno degli ingegneri

    Clamoroso dietrofront della Ford ...ritorno degli ingegneri
    Jul 2 2026
    Analisi di Caso: Ford e il Paradosso dell'Automazione – Criticità Metodologiche e Lezioni di Leadership
    1. Inquadramento Strategico: Il Fallimento della Governance nell'Era Digitale
    Il caso Ford (2020-2026) non deve essere derubricato a mero incidente di percorso tecnologico; esso rappresenta una profonda crisi di governance e una disfunzione sistemica nella gestione del cambiamento. Il fulcro del fallimento risiede nell'incapacità del Board di supervisionare e auditare i protocolli di knowledge capture durante la transizione verso i sistemi Cyber-Fisici. Questa miopia strategica funge da monito per il settore manifatturiero globale: l'illusione che l'automazione possa prescindere dalla stratificazione dell'esperienza umana conduce inevitabilmente a un collasso dell'eccellenza operativa.Tra il 2020 e il 2024, Ford ha perseguito una strategia di automazione massiva, eliminando circa 5.300 posizioni dedicate al controllo qualità in favore di algoritmi di intelligenza artificiale. Tuttavia, la realtà industriale ha imposto un brusco riposizionamento strategico, culminato nella reintegrazione di 300-350 ingegneri e ispettori qualità senior. Come evidenziato da Charles Poon (VP Hardware Engineering), l'azienda ha operato sotto l'assunto erroneo che l'alimentazione dei sistemi con i soli requisiti tecnici formali fosse sufficiente a garantire la conformità del prodotto. Kumar Galhotra (COO) ha successivamente confermato la necessità di ripristinare il capitale intellettuale umano per intercettare le criticità dei componenti prima della fase di mass production. La discrepanza tra le aspettative algoritmiche e la qualità reale ha evidenziato una falla nel trasferimento della conoscenza, dove la velocità di adozione ha tragicamente superato la capacità di codifica del sapere esperto.

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    23 mins
  • PPAP requirements IATF 16949 Ford CSR June 2026

    PPAP requirements IATF 16949 Ford CSR June 2026
    Jul 1 2026
    Ford’s 2026 Quality Pivot: A Survival Guide to the New PPAP Updates
    The Hook: A New Standard for 2026
    On June 15, 2026, the margin for error in the Ford supply chain effectively evaporates. The release of Ford’s new Customer-Specific Requirements (CSR) for PPAP 4.0 and Service PPAP 1.0 represents more than a documentation refresh; it is a fundamental shift toward the Special Characteristics Communication and Agreement Form (SCCAF) process. If you think this is just another administrative hurdle, you aren't paying attention. This CSR is a mandate for unprecedented transparency and statistical precision.
    For Tier 1 and sub-tier suppliers, surviving this transition requires moving beyond "check-the-box" compliance. From capacity-linked quality triggers to the mandate of advanced statistical modeling, Ford is tightening the noose on variability. If your Quality Lab is still relying on legacy Excel templates for Range-based R&R, you are already behind the 2026 curve.Takeaway 1: Capacity is Now a Quality Trigger
    In a move that caught many Logistics and Purchasing departments off guard, Ford has officially moved capacity verification into the domain of the Supplier Technical Assistance (STA) engineer. Per Page 6 of the CSR, a PPAP submission is now triggered by volume changes alone:
    Revised Ford required capacity exceeding verified supplier capacity
    This is a massive organizational shift. By linking manufacturing logistics directly to formal quality approval in Section 2.2, Ford is essentially giving the STA site engineer "veto power" over production increases. If your quality data cannot support the stress of a higher run-rate, your capacity "uplift" will be denied. Quality and Logistics can no longer operate in silos; a production volume increase is now legally and technically a quality event.

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    40 mins
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