At Honda, one tough turnaround

TOKYO -- Takanobu Ito took the helm of a teetering Honda Motor Co. in June 2009 with a curious mixture of pride and angst.

The global financial storm was bearing down hard. And his predecessor, Takeo Fukui, was ruthlessly slashing costs and gutting some of Honda's most promising programs, including the V-8 Acura and NSX sports car, to keep the company in the black.

"Feeling honored was 47 percent of my reaction," President Ito recalled of being tapped for the top job. "Thinking 'this is going to be very tough' was about 53 percent."

Indeed, for most of his tenure, Ito has struggled to right the ship.

But now, after three years in office, the blunt-talking executive who joined Honda because he wanted to work on motorcycles and airplanes is ready to put his recovery plan into action. Sweeping revival plans that he has quietly been slipping into place are taking hold.

The overhauls encompass everything from product planning and design to technology. Ito hopes they will not only recoup lost momentum but deliver record growth.

Little did he know in 2009 how tough the turnaround would be. The yen's climb to record-high, profit-eating exchange rates and then last year's double-punch of natural disasters hammered Honda hard.

And, worse, a company long praised for fleet-footed innovation was flat-footed on new product. Customers and critics snubbed nameplates such as the Honda Insight and CR-Z -- even the once-bulletproof Civic small car. Signs of big-company disease crept in; Honda was chasing numbers but had a tin ear for the market -- something even company leaders admit.

Honda had lost its mojo, and Ito knew it.

"I understand when people say that Honda had not been doing very much for two-and-a-half, three years," Ito, 58, said in a recent interview. "When people looked at it from the outside, they found it difficult to understand what was happening."

Yet behind the public facade of inaction, Ito was busy building a comeback strategy.

Hallmarks of his handiwork:
-- An overhaul of the company's entire drivetrain technology.
-- Global restructuring of product development.
-- New blood in design.
-- Streamlined management aimed at faster decision making.

This fall's high-stakes launch of the redesigned Honda Accord sedan -- marking the U.S. debut of the new powertrain -- will test Ito's efforts.

More changes will follow, including a next-generation Honda Fit small car arriving next year. The Fit will be produced through the company's radically new regionalized product development process. Also in the works is a new design language aimed at spicing up traditionally staid styling.

Motorcycle commuter

Ito took the helm at age 55, relatively young for a Japanese CEO. He was tapped by Fukui, then 64, as a hard-charging, think-outside-the-box upstart from a fresh generation. When asked to describe Ito during a press conference at the handover, Fukui said, "In a word, I would say 'tough.'" A hands-on type known to commute to work on his Honda CB1100 motorbike, Ito likes to be in charge. When becoming president, he famously took on another role as head of Honda's development subsidiary, Honda R&D Co. He has since given up that duty, but it was his second time in that post, speaking to his penchant for being in control. But Honda has a hard climb ahead. It will take several years for the changes to appear in the entire lineup and trickle through the whole company. Meanwhile, rivals have capitalized on Honda's slump to steal U.S. sales and market share, leaving Honda in catch-up mode.

'Losing the brilliance'

"Honda was getting this reputation that we were losing the brilliance we used to have. And that's something we were starting to feel ourselves," says Toshinobu Minami, the new global head of exterior design appointed by Ito in September.

"The company has gotten so large, we were only pursuing efficiency. And probably during that time, we came to lose the uniqueness that the market came to expect from us," he says. "We probably started just thinking, 'Oh, this should do,' and stopped setting high targets or goals for ourselves."

Indeed, Honda's obsession with size manifested itself in the company's monthly sales and production reports. They invariably were headlined: "Honda sets all-time record for auto production."

Chasing record output was a key internal benchmark. So was maintaining healthy profits despite repeated financial blows.

Honda has never suffered a full-year loss, operating or net. But extreme cost-cutting was needed to stay in the black. That led Honda to kill the NSX, quit Formula One racing, cut jobs at home and abroad, drop plans for a minicar factory in Japan and go no-frills on interior design.

New global interior design chief Yoshinori Asahi linked the financial crisis to compromises in the "sense of quality or perceived quality" on Honda vehicles.

"That's what took shape in those criticisms from Consumers Reports," he says, referring to the influential U.S. magazine's decision last year to leave the Civic off its list of "recommended" vehicles for the first time in more than a decade.

Tech quest

Yet despite tight purse strings, Ito re-invested in new technology -- especially drivetrain technologies -- to compensate for Honda's lackluster hybrid system and to match the cutting-edge fuel-injection engines offered by rivals.

"We had to improve the fuel economy of our cars," Ito said. "I immediately began laying the preparations necessary to achieve this. We tried to innovate our engines and transmissions while also coming out with a fuller lineup of hybrid models."

What ensued was a suite of six new engines, three transmissions and two hybrid systems known collectively as Earth Dreams. The common thread is the addition of fuel-injection technology and continuously variable transmissions. A 1.6-liter diesel engine is also part of the mix, though there are no plans to bring that to the United States. The goal: to achieve industry-topping fuel efficiency in every vehicle class in three years.

Honda CFO Fumihiko Ike recalled that dropping Formula One racing was a key move in developing the Earth Dreams powertrains: "Previously we allocated between 600 to 800 people for Formula One racing. All those people are now involved with regular r&d."

Ito unveiled the technologies before last year's Tokyo Motor Show. The first U.S. car with the new powertrain, a direct-injection engine mated to a newly developed continuously variable transmission, will be the redesigned Accord.

Ito compares the impact of Earth Dreams to that of the famed CVCC engine project from the 1970s that cemented Honda's image as an engine company first and foremost.

"In talking about the impact on our business, it is as important as CVCC," Ito said. "This is very, very big."

R&D rethink

Yet Earth Dreams is only one piece of the plan.

Ito also blew up the company's traditional Japan-led product development strategy. The new approach empowers regional engineers to tailor cars to local tastes and local procurement.

Global nameplates will be developed in parallel at r&d centers in six operational regions -- Japan, North America, China, Asia-Pacific, South America and Europe. The cars will share certain main components such as engines and bodies, but other parts will differ according to local specifications and regional procurement possibilities.

The first car getting this treatment is the third-generation Fit due next year.

To speed localization, Ito in February named Erik Berkman head of Honda R&D Americas, leading design and product development. He is the first non-Japanese executive in the post.

Ito also entrusted the United States with the production and some development responsibilities for the Acura NSX sports car. Ito, who worked on the original all-aluminum NSX that went on sale in 1990, resurrected the car to inject more excitement into the brand. He picked Ohio as the production site because North America is expected to be its biggest market.

Design do-over

Ito turned next to design, a nagging sore spot. The Acura brand had yet to latch on to an inspiring look, and the interior of the latest Civic was panned as plasticky.

Last September, Ito moved aside Nobuki Ebisawa, 58, after seven years as global design chief to inject younger blood.

Enter Minami, 44, and new interior design chief Asahi, who quickly shook things up.

Work that had previously been handled solely by Ebisawa was split in three. Minami handles exterior design; Asahi, now 48, gets the interior -- and both are freed from matters of budgets, personnel and materials. An administrator now does that.

"The idea is to have an emphasis on speed so we can make quick decisions and reactions," Minami says.
Another big change: No more design evaluation meetings.

The new design chiefs banned them. Instead, Minami and Asahi patrol the studios and make executive decisions on the fly about which sketches should be kicked upstairs to Ito.

"We just said, 'OK, evaluation meetings and report presentation meetings are prohibited,'" Asahi recalls. "You have to prepare so much presentation materials. It was a waste of time."

The two are now working on more expressive design language for Honda and Acura that will debut in full for the 2016 model year. Hints of the more edgy look can be seen in the NSX concept shown at January's Detroit auto show and the sleek Honda AC-X hybrid sedan concept shown at last year's Tokyo show.

Less red tape, more sales?

Outside design, Ito has also tried to cut red tape.

In April 2011, he eliminated a management layer between him and the division chiefs. Now Ito himself is in direct control of Honda's automobile division as its COO, with direct reports from only three unit heads, instead of five.

Ito's overhaul is still a work in progress. The first Earth Dreams technologies reach the market this year only in some models, and the new design language will debut even later.

Despite the benefits of the Earth Dreams drivetrains, the fuel injection and CVT systems are less a leapfrog ahead of the competition than a move to keep pace.

It is also unclear how either will be received. In the past, Honda trumpeted the integrated motor-assist mild hybrid system used in the Insight, CR-Z and Civic hybrids as a game-changer, only to lose the first round of the hybrid battle to Toyota and its Prius.

But Honda has key strengths, too.

It was the first Japanese automaker producing cars in the United States -- at its Marysville, Ohio, factory in 1982. Honda has relatively low exposure to auto exports from Japan. Exports account for only 9 percent of Honda's global sales, far less than at Toyota, Nissan, Subaru, Mazda or Mitsubishi.

As a pioneer in localization, Honda has a deep bench of overseas engineering talent from which to draw.

And it is buoyed by solid earnings in its motorcycle business

Ito's revival plan was delayed by a year; Honda lost most of 2011 rebuilding from the devastating earthquake in Japan and the massive flooding in Thailand.

Now, Ito vows that 2012 is the turning point.

Indeed, despite the unflattering reviews of the latest Civic, the car has been selling well in the United States, racking up its best May sales since 2008. It was the No. 2 selling U.S. car in May and is the third-best seller for the first five months of 2012.

What's more, Honda ranked No. 1 in perceived quality among volume brands in the spring quality survey by ALG, the TrueCar Inc. subsidiary that sets residual values for the auto industry. It has held that spot since 2010.

Insiders say Ito also may unveil a midterm business plan, Honda's first since 2010. Confident that his fixes are taking hold, Ito is forecasting a return to sustainable growth with record global sales of 4.3 million units this fiscal year, which ends March 31, 2013.

"At Honda we need to grow and want to grow," Ito said. "Honda has never recorded global automobile sales exceeding 4 million units. But in the next fiscal year, we definitely want to do that and expand from there."

Source;

http://www.autonews.com/apps/pbcs.dll/article?AID=/20120611/OEM02/306119994#ixzz1xUY1X0Ja

Honda President Ito Forecasts Year of ‘Complete Rebound'

Jan. 27 (Bloomberg) -- Honda Motor Co. President Takanobu Ito forecast that business results at Japan's third-biggest carmaker will climb to the highest in at least five years, led by sales of Accord sedans and Civic compacts in North America.

Business results in the year ending March 2013 will recover to levels achieved before the failure of Lehman Brothers Holdings Inc. roiled global markets, as sales climb above 4 million vehicles for the first time, Ito said in an interview this week. Lehman filed for bankruptcy in September 2008, six months after Honda earned record annual profits.

“It will be the year of the complete rebound,” Ito said at the company's Tokyo headquarters. “Sales in North America will lead the recovery. We'll introduce a fully revamped Accord in the fall, and that will be a big plus to our sales.”

Ito's comments reflect a revival in confidence by Japanese automakers as they recover from a year plagued by natural disasters at home and in Thailand. Toyota Motor Corp., Asia's largest carmaker, said this week annual sales will be 100,000 units higher than it anticipated last month.

“Honda's targets are definitely aggressive, but the U.S. economy seems like it's going to recover to a better-than- expected level this year so it's likely for them to achieve it,” said Mitsushige Akino, who oversees $600 million at Ichiyoshi Investment Management Co. in Tokyo. “They've remodeled their best-selling cars, and we can expect strong sales in North America to help them regain market share.”

Reversal of Fortune
Honda fell 1.9 percent to close at 2,689 yen in Tokyo. It's gained 15 percent this year, the best performer among Japan's three biggest automakers. That's a reversal from 2011, when the stock's 27 percent drop made it the worst performer.

Honda's operating income, or sales minus the cost of goods sold and administrative expenses, will probably double to 586.6 billion yen ($7.6 billion) next fiscal year after shrinking 52 percent, according to the average of 24 analyst estimates compiled by Bloomberg. Earnings reached 953.1 billion yen, 851.9 billion yen and 868.9 billion yen, respectively, in the years before Lehman's bankruptcy.

Ito, 58, is counting on the U.S. market to drive growth.

Redesigned Accord
The redesigned Accord sedan, the Civic and CR-V sport- utility vehicle will help Honda increase U.S. sales 24 percent to 1.43 million units in 2012, Ito said. Sales in the market, Honda's largest, declined 6.8 percent last year, led by a 17 percent drop in deliveries of the Accord. The Accord is Honda's best-selling U.S. model, followed by the Civic.

Ito ruled out any major overhaul of the Civic after the current version of the sedan, which failed to receive the “recommended” status its predecessors had from Consumer Reports magazine, was the best-selling model in the compact-car segment in the last three months of the year.

Honda's new models will give it an edge in the U.S. over South Korea's Hyundai Motor Co., which is producing close to full-capacity, said Kota Yuzawa, a Tokyo-based analyst at Goldman Sachs Group Inc. That puts Honda in “good position” to regain lost market share, he said.

Honda may not be alone. Japan's three biggest carmakers are poised to gain market share this year at the expense of U.S. producers led by General Motors Co. and Ford Motor Co., according to five analysts surveyed by Bloomberg.

‘Unstoppable' Motorization
In China, the world's largest auto market, Honda expects its sales to rise more than 20 percent to 750,000 units in 2012 after they shrank for the first time in 2011 in a slowing market, Ito said. The company plans to introduce three gas- electric hybrid models in the country this year, he said.

“China is still strong,” Ito said. “Once motorization captures a market, it's unstoppable.”

China's total vehicle sales -- including cars, trucks and buses -- grew 2.5 percent to 18.5 million units last year, according to the China Association of Automobile Manufacturers, trailing growth in the U.S. for the first time in at least 14 years. Honda expects the market to expand to 20 million this year, or “just above” China's economic growth, he said.

In Thailand, where the country's worst floods in almost 70 years disrupted assembly plants and supply of components in 2011, Honda plans to resume production starting in April, Ito said. Damages stemming from Thailand forced the company to scrap this fiscal year's profit forecast.

Reorganizing Factories
As part of Honda's strategy of producing cars where they are sold, the company plans to reorganize its Japanese factories so they focus on production of minicars, a growing category that makes up about 40 percent of the nation's auto demand, Ito said. Orders for the N Box minicar in Japan reached 27,000 units in its first month of sales, more than double Honda's original target.

Minicars, defined as vehicles no longer than 3.4 meters (11 feet) in length, will account for 40 percent of Honda's Japan sales, compared with 25 percent now, Ito said.

Honda joins Toyota and Nissan in reorganizing operations as the yen, which has gained against the world's 16 most-traded currencies for two straight years, erodes the value of exports. Honda plans to boost the portion of vehicles sold in the same region they're built to as high as 80 percent, Ito said. In 2010, Honda sold about two out of three Japan-built cars in the country.

Officials at Toyota and Nissan this month have also echoed plans to increase their portion of vehicles sold in the region where they're assembled.

“Minicars will be key for us in Japan in the next five years,” Ito said.

Source;
http://news.businessweek.com/article.asp?documentKey=1376-LYALB80UQVI901-3I262TT8I3HDDBE46BK1GAN789

Honda President Sees Limited Role for Electric Cars

Very interesting read....
By Brad Berman
onda’s display at the 2011 Tokyo Auto Show is full of electric car concepts. Earlier this week, international journalists were given the opportunity to drive its impressive Fit EV pure battery electric car. So, when given the opportunity to ask a single question at yesterday’s press conference with Honda President Takanobu Ito at the Tokyo show, I tried to determine if the company’s man at the top has a vision for electric cars.

I’ll let Mr. Ito speak for himself in this unedited transcript of my question and his answer.
In your earlier comments, you identified the need for Honda to be ahead of your competitors on technology, especially hybrid and electric. Nissan is projecting to have 1.5 million cumulative sales of electric cars by 2015. What do you think of this forecast, and Honda’s ability to compete with pure electric vehicles?

First of all, just because Nissan is saying it’s going to sell some 1.5 million pure EVs, Honda is not going to say that [we are] as well. Instead, our way of thinking is, for us to contribute to sustainable society, we have to think about total sales of Honda vehicles, and thereby through our products, contribute to society.

With this in mind, compared to the year 2000, we need to reduce our CO2 emissions by 2020 by 30 percent. Pure battery EVs, of course, would be one means of trying to reduce CO2. I think there is no mistake about that.

I think the way people use cars is not the same across the board in all countries, so I cannot generalize. If you think about the concept EVs introduced by Honda at this Tokyo Motor Show, you see that electric cars are important. I will not deny that. But when you consider the performance of batteries, the charging times, plus the cost of batteries, I think pure EVs would be best for compact, very small cars.

I feel confident in saying that they could be a fit for very small vehicles. That is why last year we launched the motorcycle EV. We think we should expand on this and for mini-vehicles, an even smaller size category—the commuter car we introduced at the Tokyo Motor Show, which would be well suited for a pure EV.

Will this be acceptable in the United States? This is a question. Therefore, we are thinking of the Fit EV for the United States. But for Japan, Europe, and other parts of Asia—especially the urban areas, we think the smaller category would be an option that could be considered, if it could be easily charged and has good maneuverability. In this category, pure EVs would be appropriate.

So, we’ll start with the very small cars for the pure battery EVs. But when you think about other segments—compact cars and large vehicles—in order to contribute to sustainable society, fuel economy and reduction of CO2, I believe hybrids would be the best.

When I say hybrids, there are different types of hybrids. Honda has to think about what would be best for each of the categories. For example, we have strength in the one-motor system—a very simple IMA (Integrated Motor Assist). This is one thing that we feel is fit for this purpose. We think we can increase the number of sales, and we are preparing the next version of the IMA, trying to improve the performance.

For vehicles in the United States, say the Accord class, we have to secure sufficient motor performance. We have to further work on this to generate enough power during the driving. For this, we have to have a separate dedicated system for the Accord class and above.

If you’re talking about high-end expensive vehicles, fuel economy is not enough. It also has to be fun to drive. For that we have the SH-AWD [Honda’s new hybrid system primarily dedicated to enhancing driving dynamics]. For each class of car, there are different types of hybrids. We believe we already have the technology in our hands, and for the next 10 to 20 years, I think in order to reduce CO2, we would have to use these different technologies, of which pure battery cars are one. But proportion-wise, I think hybrids will be the largest.

What Gets His Motor Going
In the final question of the session, an American journalist followed up on the idea of Honda adding “more fun” to its vehicles—a notion that was frequently discussed in presentations to journalists in the past few days in Tokyo. The journalist mentioned Honda’s electric sports car concept on display.

“I would love to have an electric sports car, but I live in an apartment complex, so I’d have to run an extension cord across my parking lot in order to recharge it,” he said. “[Honda] used to have affordable sports coupes that were iconic around the world, the CRX, the Integra, Prelude, those cars that every man could afford that actually ran on gas. Is a car like that on the table, or does every future sports car need to have some sort of advanced powertrain. It seems like a gas powertrain might be more affordable to the masses.”

Mr. Ito broke into a smile and, for the first time in the one-hour conference, delivered his response in English—a single line: “I completely agree with you.”

Source;
http://www.plugincars.com/honda-president-sees-limited-role-electric-cars-110639.html

Honda CEO Interview