Some US$23 million was invested in Computer Aided Design (CAD) and
Computer Aided Engineering /Manufacturing (CAE/M) software before the US$255
million development program got underway for the company’s fifth major model
line after the Saga, Wira, Tiara and Perdana. The GX (Waja) platform enables
the housing of various power trains and has spawned several models. To enhance
their design capability, Proton have now invested in a much faster and
cost-effective alternative with the advent of Rapid Prototyping (RP), a
relatively new class of computerized technology used for building physical
prototype parts and tools. RP enables Proton to build prototype parts and tools
directly from 3D CAD data, utilizing state-of-the-art Stereo lithography and
Laminated Object Manufacturing machines. This is an important step in the
process, simply because a rendering of a solid model communicates information
10 times more easily than engineering drawings. In a short period of time and
with excellent detail, finish and accuracy, RP prototype is able to provide
solutions for new design concepts.
Building World-Class
Vendor-Procurement practices of Proton
Local component parts vendors also have
an important role to play. If Proton were to graduate into a global player, so
too must its vendors. By working closely with Proton and taking on more
R&D, design and engineering responsibility themselves, these vendors can
hasten the manufacturing process and improve on product quality whilst allowing
the national car to better utilize its resources. In order to be competitive
and consistent to AFTA challenges, vendors have to ensure every part or
component supplied to Proton is consistently good and reliable in use.
Two main challenges to vendors are cost
reduction and continuous improvement. In order for vendors to be a partner in
product development (design-in), vendors should achieve a certain level of
capability. Generally, Proton could acquire the necessary inputs through three
different activities, which are import, to manufacture in-house, and
outsourcing from local suppliers. However, there are two major choices of
procurement
activities in which Proton could select either to import or to procure
domestically. The decision is not only based on commercial considerations but
also technical competence to be sufficiently competitive. Procurement activity
also could affect the benefits on local vendors. The decision to produce
in-house or outsource will depend on comparative costs and benefits of the
alternatives. Proton outsourced most of its non-body, engine, and transmission
parts domestically from its vendors. Table.1
shows the 3 major items from each group outsourced by Proton domestically.
Table.1: THREE MAJOR PARTS PROCURED DOMESTICALLY BY PROTON
Type of Parts and Components
1. Engine Flywheel, Engine Brake, Water pump
2. Power Transmission Transmission casing
3. Electric & Electronic Starter motor, Alternator, Wire harness
4. Brake Disc brake, Booster, EHCU
5. Suspension & Steering Steering column, Rack & pinion, Steering
wheel
6. Wheels Tire, Steel Wheel, Alloy Rim
7. Body Door sash, Fuel Filler Door, Door Hinges
8. Direct Consumable Sealant, Paint, Grease
9. Accessories, Air Conditioner, Radio, Reverse Sensor
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