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1 Atlas Copco Group – Product Development Atlas Copco Capital Markets Day, November 19, 2009 Ronnie Leten, President and CEO Atlas Copco Capital Markets Day, November 19, 2009 2 Why Product Development? New products and solutions, a driving force in organic growth Increase customer value Long-term strategic importance Stay ahead of competition Support profitability and pricing Stay ahead of trends and regulations Atlas Copco Capital Markets Day, November 19, 2009 3 External Drivers for Product Development Safety Emissions Noise Vibration levels Energy efficiency Enhanced productivity Design and ergonomics Intelligent product concept Set the benchmark
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Page 1: Atlas Copco Group – Product Development · Atlas Copco Group – Product Development Atlas Copco Capital Markets Day, November 19, 2009 Ronnie Leten, President and CEO 2 Atlas Copco

1

Atlas Copco Group – Product Development

Atlas Copco Capital Markets Day, November 19, 2009

Ronnie Leten, President and CEO

Atlas Copco Capital Markets Day, November 19, 20092

Why Product Development?

� New products and solutions, a driving force in organic growth

� Increase customer value

� Long-term strategic importance– Stay ahead of competition

– Support profitability and pricing

– Stay ahead of trends and regulations

Atlas Copco Capital Markets Day, November 19, 20093

External Drivers for Product Development

� Safety

� Emissions

� Noise

� Vibration levels

� Energy efficiency

� Enhanced productivity

� Design and ergonomics

� Intelligent product concept

� Set the benchmark

Page 2: Atlas Copco Group – Product Development · Atlas Copco Group – Product Development Atlas Copco Capital Markets Day, November 19, 2009 Ronnie Leten, President and CEO 2 Atlas Copco

2

Atlas Copco Capital Markets Day, November 19, 20094

Innovation Steps

Atlas Copco Capital Markets Day, November 19, 20095

Incremental Steps

Atlas Copco Capital Markets Day, November 19, 20096

Core Process

Define the feasabilityFeasibility

Define product specificationsDesign

Define processesPilot batch

Define the conceptsDevelopment

Define customer acceptanceField follow-up

� Project Team– Marketing

– Engineering

– Process engineering

– Purchasing

– Aftermarket

Page 3: Atlas Copco Group – Product Development · Atlas Copco Group – Product Development Atlas Copco Capital Markets Day, November 19, 2009 Ronnie Leten, President and CEO 2 Atlas Copco

3

Atlas Copco Capital Markets Day, November 19, 20097

Financial Committment

0 200

400 600 800

1 000

1 2001 4001 600

1 8002 000

2005 2006 2007 2008 Sep.2009

0

1

2

3

4

5

R&D expenses (excluding amortization of capitalized expenditures)

in % of revenues

MSEK %

Atlas Copco Capital Markets Day, November 19, 20098

Vitality of the Product PortfolioShare of revenues and product age

38%19%

41%

46%

33%

24%

15%

48%35%

CompressorTechnique

Construction andMining Technique

IndustrialTechnique

> 6years

3-6years

< 3years

Atlas Copco Capital Markets Day, November 19, 20099

Leverage Product Development – Result in Greater Presence

Best ChannelBest Product Brand Promise Presence

Countries

10

30

150

50

The Air That powers your business

A technology you can trust

Vehicle ServiceLight Industry

Fluid Service Specialist Industry

Semi-Pro Professional Traders OEM

Light Industry Service

Distribution

Compressed Air, available anywhere

Driven by technology, Made by experience

& Associates

Local brand Affiliates

Page 4: Atlas Copco Group – Product Development · Atlas Copco Group – Product Development Atlas Copco Capital Markets Day, November 19, 2009 Ronnie Leten, President and CEO 2 Atlas Copco

4

Atlas Copco Capital Markets Day, November 19, 200910

Leverage Product Development – Result in Greater Productivity

Atlas Copco Capital Markets Day, November 19, 200911

Leverage Product Development – Result in Greater Energy Efficiency

Evolution of Specific Energy Requirement for CT products

88,0

90,0

92,0

94,0

96,0

98,0

100,0

102,0

104,0

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009

Year

% (

ref.

2002

)

Atlas Copco Capital Markets Day, November 19, 200912

Leverage Product Development – Result in Lower Cost

-14%-16%Weight reduction

+4% +2%Capacity increase

Page 5: Atlas Copco Group – Product Development · Atlas Copco Group – Product Development Atlas Copco Capital Markets Day, November 19, 2009 Ronnie Leten, President and CEO 2 Atlas Copco

5

Atlas Copco Capital Markets Day, November 19, 200913

Leverage Product Development – Result in Greater Safety

� Roofex Rock Bolts

Atlas Copco Capital Markets Day, November 19, 200914

Leverage Product Development – Result in Greater Ergonomics

� Tensor Revo– 50% lighter

– 41% shorter

– 30% faster

Comparison: ETP ST101-1000-25 vs. ETP S9-1000-25

6 kg

364 mm

Atlas Copco Capital Markets Day, November 19, 200915

Leverage Product Development – Result in Greater Customer Value

Page 6: Atlas Copco Group – Product Development · Atlas Copco Group – Product Development Atlas Copco Capital Markets Day, November 19, 2009 Ronnie Leten, President and CEO 2 Atlas Copco

6

Atlas Copco Capital Markets Day, November 19, 200916

Summary

� Product development – a key to success– Core process

– High focus

– Increase investments

Atlas Copco Capital Markets Day, November 19, 200917

Atlas Copco Capital Markets Day, November 19, 200918

Cautionary Statement

“Some statements herein are forward-looking and the actual outcome could be materially different. In addition to the factors explicitly commented upon, the actual outcome could be materially and adversely affected by other factors such as the effect of economic conditions, exchange-rate and interest-rate movements, political risks, the impact of competing products and their pricing, product development, commercialization and technological difficulties, supply disturbances, and major customer credit losses.”


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