Semiconductor Failure Analysis in Automotive Industry at BMW: from X-Ray Microscopy to ToF-SIMS Measurements on a STEM Lamella

Considering the growing need for the use of semiconductors in the automotive industry, this paper aims to describe the analyzing process from an automotive manufacturer point of view. The use of X-Ray Microscopy and a combination of ToF-SIMS and FIB are shown.

Transformation of the Turkish Automotive Sector

As an experienced automotive manufacturer, Turkey is following the global trend of the EV transition and on an enthusiastic start. A government-led action group for EV production called TOGG was initiated in 2018. Automotive sector in Turkey yields (but is not limited to) the following titles at the same time: a strength, a public revenue source, a trade dilemma, an (national) ambition. To tackle power grid problems due to increasing demand, renewable energy usage seems both challenging and necessary. There is a potentially favorable demand for EVs. Promoting the EVs for the customers requires strong infrastructure which seems lacking in Turkey. The EVCSs have been scarce against large land area of the country. On the contrary, consumers in Turkey buy too much BEVs against PHEVs compared to the EU which needs to be directed by the government accordingly to make a healthy transition in the future.

Performance Management Reform at Toyota Motor North America

Toyota’s entire competitive landscape is beginning to shift. Toyota is no longer just an automotive manufacturer; it is transforming into a mobility company. As the company embarks on this transformation, it is critical to have agile programs and processes in place that will facilitate this growth and transformation for the organization and team members. This chapter discusses the impetus for performance management (PM) reform at Toyota; this involves how the company’s PM process was carefully studied and reviewed in order to glean insights and pain points. Process design and piloting of Toyota’s new PM process are discussed, followed by implementation, lessons learned, and potential future directions for PM at Toyota.

Framing and Tropes in Organizational Change Practice

There are two main parts to this reflective case history of evidence-based OCD practice. The first involves the use of framing in enhancing meaning and provoking action from the client, an automotive manufacturer in Malaysia. The second part, largely drawn from organizational change experience in Australia, is a reflection on the use of tropes in change project teams and with clients to facilitate communications and invoke new ways of thinking. Both “evidence” and experience play an important role in the two stories. Through reflection, insights and lessons learned are presented that may help organizational change and development practitioners.