Origin International Inc.

Chinese EV SECRETS revealed by Japan! Chinese EV manufacturers are achieving notable cost efficiencies by streamlining production processes and parts usage, as highlighted during the recent electric vehicle disassembly exhibition attended by Japanese auto parts manufacturers. By integrating multiple components into single, multifunctional parts, Chinese automakers reduce complexity and assembly time, which not only keeps production costs lower but also makes repair and maintenance more straightforward. See EVinfo.net's article: https://lnkd.in/gZ2pnmeb For Japanese manufacturers, renowned for their advanced automotive parts production, these insights underscore the competitive advantage Chinese automakers have established in EV manufacturing. In October, Japanese auto parts manufacturers from central Japan’s Chubu region attended a Chinese electric vehicle disassembly exhibition. The exhibition organized by Sanyo Trading provided Japanese auto parts manufacturers with an in-depth look at the cost-effective design strategies employed by Chinese EV makers, exemplified by models like the BYD Atto 3. Priced at approximately $20,000, the Atto 3 showcases how hyper-integration of components drives down manufacturing costs and reduces vehicle weight. The e-axle electric drive, which consolidates eight key parts—including the motor, inverter, gearbox, charger, and AC converter—into a single unit, was particularly impressive to the 70 Japanese component manufacturers in attendance. “I was shocked how few parts there are in BYD electric cars. We want to use the experience gained by the Chinese to advance in the electric vehicle sector,” said a representative of Nissin Precision Machines. “Chinese manufacturers prioritize cost reduction as much as possible. They have a different attitude to quality than Japanese manufacturers,” commented a representative of Sanyo Trading. Integrated parts, mass production, component sharing, and a comprehensive vertically integrated supply chain helps China keep EV prices down. Lower cost of labor, intense domestic competition, and significant subsidies are also a part of the equation. Bloomberg reported that China’s EV makers got $231 Billion in aid over fifteen years, ending last year. The availability of a low-cost, hardworking labor force in China is a crucial factor in maintaining the cost efficiency that allows Chinese brands to produce increasingly affordable EVs. Can the US catch up? @evinfo.net thinks so. Our higher cost of labor will ensure that our prices are never as low. However, other innovations such as vertical integration of batteries is under way at nearly every OEM. EVinfo.net is an EV-influencer led publication, offering sponsored articles, interviews and more to the EV industry: https://lnkd.in/gH5Gdqb7 Sign up for the EVinfo.net e-news, coming in 2025: https://lnkd.in/gHq6iA2p #electricvehicles

A mother lode of valuable insights from Lockheed Martin about their #MBD/MBE strategy: ➡ MBE practices allow for 2-3x faster design and engineering work. ➡ Using models throughout the supply chain reduce machine and inspection programming by up to 90%. ➡ LM has started transitioning to MBE with a planned completion by 2028. ➡ Suppliers embracing MBE will have a business advantage with new programs levying MBE practices. Read the full PDF: https://lnkd.in/dBKru3TS

Uh oh, the 'Pilot Purgatory' card has been played at your company. What is your next move? When 'Pilot Purgatory' traps your team in a cycle of indecision, it’s time to lay down a winning hand. Here’s the strategic four-card combo to play next, turning the tables in your favor: 𝐂𝐚𝐫𝐝 𝟏: 𝐕𝐢𝐬𝐢𝐨𝐧𝐚𝐫𝐲 𝐌𝐚𝐩 Effect: Realigns all initiatives with the ultimate quest – your business goals. Use this card to filter out distractions and focus your resources on paths that lead to victory. 𝐂𝐚𝐫𝐝 𝟐: 𝐂𝐨𝐚𝐥𝐢𝐭𝐢𝐨𝐧 𝐨𝐟 𝐂𝐡𝐚𝐦𝐩𝐢𝐨𝐧𝐬 Effect: Summons a cross-functional team of stakeholders, each bringing unique abilities to the table. This card fosters collaboration and ensures that every project advances your collective quest. 𝐂𝐚𝐫𝐝 𝟑: 𝐀𝐠𝐢𝐥𝐞 𝐀𝐫𝐬𝐞𝐧𝐚𝐥 Effect: Grants you the power to adapt swiftly to the changing terrain of the business landscape. This card encourages iterative progress, allowing for quick pivots and continuous delivery of value. 𝐂𝐚𝐫𝐝 𝟒: 𝐌𝐞𝐭𝐫𝐢𝐜𝐬 𝐌𝐚𝐬𝐭𝐞𝐫𝐲 Effect: Empowers you to track progress with precision. Play this card to set clear success indicators for each initiative, ensuring that your advancements are measurable and meaningful. With this combo in play, you’re set to break free from 'Pilot Purgatory' and charge ahead towards digital dominance. Each card represents an essential strategy in your playbook, guiding you to a win in the grand game of business transformation. Did anyone else grow up playing Magic The Gathering and find this relatable? 😇  ******************************************* • Visit www.jeffwinterinsights.com for access to all my content and to stay current on Industry 4.0 and other cool tech trends • Ring the 🔔 for notifications!

The first fall roadshow is a wrap 🤘 14 visits in 6 days with leaders in Phoenix, San Jose, Detroit and Montreal. The common themes of the discussions: 1. The pressure OEMs feel from the market and then suppliers feel from OEMs has reached an all-time high - every team is pulling their smartest people together to think outside the box on how to make a step change improvement in speed, quality, cost and innovation given the circumstances. 2. Engineering teams are all keen to learn about AI, but are generally unsure where to start and worried about data security/quality. They see the opportunity as transformational if it can be done practically. 3. Everyone is in planning mode for 2025 and the impact of better design review on product decision making is becoming a strategic lever for more and more teams overall plans. 4. Teams are burnt out from failed digital initiatives and need solutions that can quickly and reliably deliver high probability ROI - leaders are not willing to risk their jobs when the CFO comes knocking for results. This roadshow is one of six we have planned for this fall. We will be in Quebec, Michigan, Ohio, Boston, Illinois, UK, Germany, Switzerland and a few other locations over the next 6 weeks. If you'd like to join us for an event or meet with your engineering leaders, shoot me a DM and we will set something up! Below are a few highlights from this roadshow: 1. Chance to catch up with some great engineering leaders in Detroit like Ken Minicuci and Natalie Burzynski, MBA! 2. Beautiful Detroit Fall Day. 3. Chiefs vs 49ers with Riley in between customer visits. 4. Driverless car in PHX. 5. Dinner and brainstorming with Taylor Young and Jeremy Andrews in Montreal. #CustomerSuccess #Partnerships #Innovation #Roadshows

90% of engineering leaders agree: supplier feedback comes in too late during product development. 👉 84% of supplier feedback comes too late during NPD 👉 Another 6% of supplier feedback comes *after* NPI I've been hearing this same sentiment in 1:1 conversations for years. The way engineering teams interact with suppliers is at a breaking point. When 90% of supplier feedback comes so late that it causes moderate-to-significant rework or has to wait until a completely new NPD cycle is not only inefficient, it's demotivating for your engineering team. Companies track waste in manufacturing at nearly every level of the manufacturing process. Rework is waste in the engineering process. And not just any kind of waste -- one of the most avoidable waste metrics in product development. The fact that 90% of engineering leaders agree that late supplier feedback causes rework means two important things: 1. Supplier feedback is necessary. This is evidenced by the acknowledgement of the problem. 2. Supplier feedback is a critical, missing component in the product development cycle today. Some companies are choosing to solve the problem and turn it into a competitive advantage. They are the pioneers of the new way of working with suppliers that we call supplier codesign. Mainspring Energy doubled product development speed, reduced BOM costs by 50% and released 300 production drawings to suppliers without a single error. Ford Pro is bringing hundreds of converter partners into design and reducing time-to-market by 30%. This isn't some minor KPI in the corporate report. The way these companies are bringing suppliers and partners into design will change the way engineering teams do product development. The only question is: Are you a pioneer or a late-comer?

We are looking for a principal and a senior engineer with the experience to guide our customers as they transition from 2D drawings to intelligent Model-Based Definition (MBD). Please check out the two postings below! Model-Based Enterprise Principal Engineer: https://lnkd.in/e2KzTjzE Model-Based Enterprise Senior Engineer: https://lnkd.in/ekEe4eW6

One of the top things we heard at #GPDIS this week? Go faster! But do manufacturers want to be like Ricky Bobby?! Or is there a better way? YUP! And nope! Let's unpack this a bit. Manufacturers need to go faster. True. Competitive pressure, customer demand, and supply chain challenges are all driving this. Companies that are able to harness the full power of their engineering product data, teams and expertise go faster and accelerate innovation. However, manufacturers cannot drive recklessly and sacrifice quality, or scrap their car (See what we did there with scrap?) What causes a errors, scrap and car wrecks? Typically a lack of in-context communication that keeps everyone on the same page. Bottom line, for manufacturers to go faster with quality, it requires engineering high fidelity product data exchange, cross-functional team collaboration, and closed-loop feedback for complete traceability. Bring everyone together. Come up with a plan. Race your race. Go faster. Win! #engineering #manufacturing #supplychain #suppliercollaboration #customercollaboration #GoFaster