THE FORCE PROGRAM
OUR OBJECTIVE: Globalisation through efficiency and flexibility.
OUR DIRECTION: Simply Clever solutions
OUR MOTIVATION: Let´s change our thinking to influence our
← The PPS-4/2 – Concepts for production plants and production strategies,
in collaboration with the PPF and PLL; analysis of anticipated volumes of
produc-tion to find out whether ŠKODA AUTO would be capable to meet
such expecta-tions. Any potential need for increased capacities is discussed
with partners from the VW Group.
ANNUAL PRODUCTION INCREASED
BY 168,000 VEHICLES? A NEW
PAINT SHOP WOULD HELP US.
SUV MODELS IS
HOW TO CREATE AN IDEAL
PRODUCTION CONCEPT AND PLAN
THE CAPACITIES TO BETTER RESPOND TO MARKET CHANGES
he theme of the fourth action field of the FORCE
Program is closely linked to the activities supporting
the 2025 Strategy. The ŠKODA brand has made a sig-nificant contribution to the development of capacities
and products, not only by cost-effective capacity increases within the EU, but also by the INDIA 2.0 Project,
i.e. by creating a new concept of the production plant in
Pune, India. As part of the VW Group, it can better deal
with the volumes of vehicles required by the Sales departments, as well as with the costs of development and
materials, investments and logistics concepts, all in the
effort to find an ideal production plan, which, in the future, may result in the production of similar models of dif-ferent brands in one plant. A great example is the ongoing production of Seat Ateca and ŠKODA KAROQ in
Kvasiny. Furthermore, the capacity planning process is
also influenced by introducing elements of digitalisation
and artificial intelligence. Therefore, the PPS department
has initiated a project focusing on digitalisation of conceptual production planning, known as the CAPATool,
shown to be successful at ŠKODA AUTO and within the
VW Group from the very beginning. It has, for instance,
assisted in identifying bottlenecks earlier than traditional
procedures, so that the PPS now has more space for timely solutions. This new “assistant” only has a temporary name. Can you help us to name it? MICHAL KOBZÁK
What name do you suggest for the CAPATool?
You can send your suggestion(s) to:
Did you know?
In 2007, ŠKODA AUTO produced less than 660,000
cars annually? Whereas, last year it produced
1,300,000 cars. This is nearly a 100 % increase in production, which was achieved, among other things, due to the
increase in production capacity.
ŠKODA MOBIL OCTOBER 2019
HOW DOES THE PLANNING LOOK LIKE?
Every year, the VVP – Sales Planning department
collects information from the markets to define the
volumes of automobiles that may be demanded by
customers within 10 years. Subsequently, the PPS4/2 department further analyses the data and the
ARE OUR CAPACITIES ADEQUATE TO THE
The ŠKODA brand has been strengthening during
recent years. Continuous ef-forts have been made
to increase capacities. While welding and assembly
sections were able to produce more vehicles, there
was a lack of capacity in painting.
IN THE AREA
SHOULD WE USE
THE KAMIQ. WE
Available information and return of
investments in the form of income from additional volumes for the given period are the
most important aspects to be consid-ered by
the decision makers.
WHAT ARE THE ALTERNATIVES?
The production volume will be increased by
capacity-related measures and shift work.
Alternatively, it is possible to utilise unused
capacities in other production plants within the
Group. The team also takes into consideration
transportation and environmental impacts.
In the Past
In the Future
Last year, the VW Group approved
a raise of production flexibility and
capacity for Kvasiny and Mladá
Boleslav plants by 90 cars per day.
Our customers calls for bigger
volumes of our products, so we
are considering increase of our
production lines' capacities.
The team is working hard on
capacity development both in
Europe and abroad.