GM 2007 Year in Review - PowerPoint PPT Presentation

Loading...

PPT – GM 2007 Year in Review PowerPoint presentation | free to view - id: 253614-ZDc1Z



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

GM 2007 Year in Review

Description:

We also played a key role in bringing new common, consistent processes and tools to GM. ... A vehicle can be manufactured in multiple regions using one book per model. ... – PowerPoint PPT presentation

Number of Views:110
Avg rating:3.0/5.0
Slides: 20
Provided by: amygo2
Category:
Tags: common | review | touch | year

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: GM 2007 Year in Review


1
KEEPING IN TOUCH
with GM Clients
2007 YEAR IN REVIEW
Click to begin
2
Welcome! As we have just closed out 2007 and
enter into what looks to be an exciting 2008, I
wanted to share with you some highlights of 2007
and some key areas of focus for the EDS team in
2008. We continue to focus on delivering
standardized work, collaboration and integration
across the enterprise. We believe weve made good
progress, but there is more work to be done.
While our primary focus in 2007 has shifted from
transition to transformation, we did transition
telecom services to ATT, where tools and
processes were developed to be used by many
performing suppliers. We also played a key role
in bringing new common, consistent processes and
tools to GM. A great example of that is the
Global Enterprise Production Information and
Control System (GEPICS) project which is bringing
consistent in-plant order management business
processes to GM manufacturing facilities around
the world. Another example would be the Global
WorldBook which provides a single engineering
book concept, work-sharing the engineering
processes from a global perspective and adjusting
downstream processes and systems to accommodate
one book per vehicle program. This initiative is
enabling GMs flexible strategy. A vehicle can be
manufactured in multiple regions using one book
per model. It is exciting to have the opportunity
to support GM with these global transformation
projects. EDS is absolutely committed to helping
ISS move beyond the 3rd Generation Outsourcing
Model to the 4th Generation. We realize a
real-time, ubiquitous environment that integrates
the personal and business world is vital to GM,
with its interests around the globe. In 2008, we
will continue to focus our efforts to simplify,
standardize and collaborate all of which are
necessary to improve efficiencies. We join ISS
in its endeavors to develop precision
information technology and processes that will
improve the way GM designs, engineers and
manufactures quality cars and trucks. Together,
we are committed to work as one team to
transform GM into a global, digital company. It
is truly an honor to be a part of celebrating
GMs 100 years of service to its customers,
dealers, suppliers and employees around the
world.
Next
3
900
901
902
903
904
905
906
907
908
909
910
4
Back to main menu
GM OnLine Global, Common and Modern
A Technology Roadmap that Focuses on the End-User
Experience A sustained, collaborative effort of
GM and EDS developed a roadmap to move GM OnLine
into technology leadership by 2009, creating a
world-class end-user experience, including
  • Upgraded Look and Feel For MS Office 2007
  • Watch Video on the Desktop
  • Collaborate Instantly with IM
  • Improved Patch Delivery
  • Improved Boot-up Time
  • Automated Data Backup
  • Updated Lotus Notes
  • Additional VPN Hotspot/Broadband Options
  • Reduced Password Prompts

GM OnLine client deployed globally and common in
2008
5
Back to main menu
GLOBAL BUSINESS SERVICESGlobal Finance and
Indirect Materials Solution, General Motors'
Multi-Year Program GBS is on the job
GFIMS stands for Global Finance and Indirect
Materials Solution, General Motors multi-year
program to develop and deploy global, common
financial processes for finance and indirect
materials using SAP as the single solution. EDS
Global Business Services (GBS) 2007 involvement
in the GFIMS Program covered planning, deployment
and sustain activities. GBS is coordinating with
the GFIMS Global Program Management Office and
overseeing a multi-vendor SAP implementation team
called TeamEDS. Significant milestones
achieved by the GFIMS Program in 2007 include
Deployment to eight locations in Europe Two
General Motors Europe (GME) headquarters, three
GME National Sales Centers (NSCs), and three
shared service centers Technical upgrade to
Supplier Relationship Management 5.0 Definition
of global common business processes necessary to
support major manufacturing entities Completion
of local deployment requirements for Canada and
Hungary NSC Overall, GFIMS has been deployed to
a total of 16 sites 15 in GME and one in North
America. As GFIMS is fully deployed it will
enable globalization of GM business processes,
improve controls and compliance, and provide
significant savings annually for General Motors
purchasing, manufacturing and indirect materials
groups.
In 2007, the GFIMS Program was able to achieve
several major milestones including the completion
of the Global Common Functional Requirements.
This was in part due to the changes made to the
way we approached the global program structure.
David TischlerGFIMS ISS Program Lead
6
Back to main menu
GLOBAL SALES, SERVICES MARKETING Saab U.S.
Vehicle and Order Management Becomes Integrated
into GMs North America Order Workbench
With many GM dealerships selling numerous types
of GM and Saab vehicles, having common business
processes and the supporting technology that can
easily cross between the GM and Saab brands is
essential to a retail dealers productivity.
GMs goal to standardize and drive common
business processes and systems around the globe
will help the auto manufacturer remain
competitive and surpass their competition. As
part of this goal, there is an initiative to
allow GM dealers to order, track and manage
inventory for GM and Saab vehicles all from one
standard application. The idea is to provide one
workbench or tool belt that enables one stop
shopping for the retail dealers to order, locate
and manage inventory, regardless if its a
Cadillac, a Chevrolet or a Saab. 2007 marked a
key milestone for U.S. Saab dealerships as the
Saab U.S. Vehicle and Order Management functions
were integrated in GMs North America Order
Workbench. The EDS GM Global Sales, Service
Marketing (GSSM) team leveraged the existing
Order Workbench application and updated it to
include the Saab data. Prior to this
enhancement, the Saab dealerships utilized
division specific ordering processes and systems.
Now there is full integration of the Saab U.S.
division into the North America Order Workbench
application. These enhancements were completed
with minimal changes to the existing
infrastructure and existing application
ultimately saving GM substantial costs.
When the Saab release of the Order Workbench
application was designed, the joint GM and EDS
GSSM team accounted for future enhancements so
the design included a process for the importing
of vehicles that are built offshore. The
solution developed was created to be generalized
for use in future projects such as the Canadian
release. The team used the System Delivery
Process and the Global Applications Delivery -
Quality Management System to ensure that quality
was built into the application and that it would
work effectively right out of the gate. EDS
demonstrated a high level of quality, driven from
their depth of business and technical knowledge,
said Derik Goodall, ISS manager, Program
Management. The Order Workbench Saab
implementation was a critical piece of bringing
Saab into common GM processes and systems. The
team worked diligently to ensure a quality
product and played a significant role in the
overall Saab commonization plan and supporting
business case, he added. The next phase of the
North America Order Workbench initiative will be
to add Canadian dealerships into the common
application in the second quarter of 2008.
Ultimately, GMs goal is to drive a global
Order Workbench in their retail dealerships
around the world.
EDS demonstrated a high level of quality, driven
from their depth of business and technical
knowledge. Derik GoodallISS Manager,
Program Management
7
Back to main menu
GLOBAL SERVICE DESKService Desk Implementation
Support of ATT Telecom Services
One of the many Global Service Contracts (GSC)
that General Motors awarded was the global
telecom management contract awarded to ATT. The
GM Global Service Desk (GSD), set-up and managed
by EDS, was engaged to provide Level 1 support
for the telecom services provided to GM by ATT.
EDS task was to onboard the Level 1 support for
Station Services and Voicemail that had been
previously provided by a variety of telecom
suppliers. In addition, Wide Area Network (WAN)
Data Services had to be transitioned from the
existing one-off manual ticket dispatching
process to the global standard ticket dispatch
process utilized by all performing suppliers. The
many challenges encountered during the transition
activity included transitioning the existing
Level 1 services from a large number of providers
to the GSD (which varied by region and business
unit), development and deployment of the
electronic ticket dispatch system to ATT and
developing processes with the many Level 2
service providers subcontracted by ATT. The GM
client was pleased with the way the transition
occurred. The EDS extended service delivery team
did a great job with the many groups associated
with the ATT transition, said Curt Loehr, GM
Service Desk Manager. We appreciated the extra
work and long hours dedicated to getting the
transition approved, he added. To start, the
project team would have to perform due diligence
in order to capture existing support processes.
Several telecom providers around the globe were
contacted in order to conduct knowledge transfer
and job shadow sessions. This effort would
provide data to be used to develop the Level 1
Service Desk procedures. In addition, ATT
provided requirements were incorporated into the
development of the Level 1 procedures.
Along with the need to develop the Level 1
processes, the job shadowing and knowledge
transfer activities helped validate the estimated
call volumes that were being utilized in planning.
Click for more on Global Service Desk
8
Back to main menu
GLOBAL SERVICE DESKService Desk Implementation
Support of ATT Telecom Services
With the development of the Level 1 support
procedures, the agent training material was
developed. Computer Based Training (CBT) was
created to deliver the training to the agent.
The global trainer would work with the trainers
on-site at each GSD location as they would
facilitate agent training at each location, a
train the trainer approach. An additional 12
new resources would have to be hired and trained
to provide an adequate number of resources to
support this activity. The new support service
was rolled out in a phased approach. Six
roll-outs were executed over a three and a half
month period. Activities prior to deployment of
each phase included Level 1 agent testing, system
testing from the GSD to the supplier providing
Level 2 support and a project tollgate with
customer principles from each region or business
unit. During the three month transition, a daily
Transition Command Center (TCC) status meeting
was held. The TCC status meeting would review
current ticket volumes, follow trends that would
develop and track any issues that were reported
by either ATT, EDS or any of the GM regional
leads. Overall the transitions were smooth. EDS
did not incur any major issues during this
deployment. Today the GSD is receiving
approximately 2,300 calls per month for Station
Services and Voicemail support. This support is
provided by 10 GSD locations around the globe.
Roughly 120 agents have been trained to provide
support of this service on a 24x7 basis.
We appreciated the extra work and long hours
dedicated to getting the transition approved.
Curt LoehrGM Service Desk Manager
9
Back to main menu
GLOBAL PURCHASING SUPPLY CHAINGPSC Strong
Links in Ralph Szygendas Top 20
During 2007, the EDS GM Global Purchasing
Supply Chain team made significant progress on
two projects that are part of Ralph Szygendas
Top 20 List. The Global WorldBook initiative
intends to provide a single engineering book
concept across General Motors. This is an
extremely complicated, multi-release project.
Work share, reuse and global Repeatable Digital
Validation (RDV) are enabled by combining the
different book codes at the regional level to a
single book code at the global level. WorldBook
will streamline the engineering processes from a
global perspective. The LAAM Construct through
Close (CtC) Release 1 project eliminated local
projects and changed local systems to the One
Vehicle Assembly Structure solution. Value
provided to GM includes flexible manufacturing,
reduced waste and cost savings. A vehicle can be
manufactured in multiple regions using one book
per model. Deployed in June 2007, the project
did not miss a single milestone during its entire
execution period. The project was implemented on
time and within budget. Customer satisfaction
surveys during the project had an average rate of
4.5 out of a maximum rate of 5. This project was
executed by the EDS Solution Centre from São
Bernardo do Campo, Brazil. EDS was informed in
July that the WorldBook Release 1 was selected
for the 2nd Quarter GM Presidents Award for
ISS. The GME WorldBook Release 2, a very
critical delivery milestone, was implemented in
November. This was by far the largest, riskiest
and most complex of the releases to date.
Changes were made to several applications in both
the Order Fulfillment and Supply Operations
Logistics spaces. This deployment was successful
with no disruption to business or IT. A major
component of the success is due to the GME
program phasing and risk mitigation strategy for
WorldBook.
EDS has made great strides in their global
approach to managing global programs.
Randy BartlettISS Global Supply Operations
Deployment Director
GMDAT Migration and Worldbook are examples of
projects that had excellent execution and
teamwork between EDS and GM. The joint team met
the respective program deliverables on-time and
with high quality. In a year full of challenges
and opportunities, we demonstrated that when we
work cooperatively and cohesively, we get to
success! Adriana Karaboutis Information
Systems Services
Click for more on Global Purchasing Supply
Chain
10
Back to main menu
GLOBAL PURCHASING SUPPLY CHAINGPSC Strong
Links in Ralph Szygendas Top 20
During the 2007 projects, there was a real risk
that the program would fail to meet an important
deadline. Facing this serious challenge, team
members from EDS, GMDAT, GM and other companies
pulled together to achieve a full success,
proving that the program motto, Together, we
will succeed is a critical success factor for
any global program.
Nagesh Sridharan, the GM executive champion for
the Global WorldBook initiative, stated, There
was excellent teamwork between the GM business,
ISS and EDS teams to make these key launches
flawless.The Worldbook journey for other global
launches in the pipeline will continue through
2008 and 2009. We look forward to nothing less
than a repeat. The GM Daewoo Automotive and
Technology initiative (GM DAT) will create a
common suite of systems in South Korea. This
supports GMs buy anywhere, build anywhere, sell
anywhere strategy through integration of GMDATs
systems with GM. Additionally, there are cost
savings by removing excessive cost to operate and
maintain redundant IT services and business
processes and opportunity costs associated with
the inability to optimize supplier capacities,
material inventories and manufacturing
capacity. With work occurring on opposite sides
of the world, managing this global program
requires overcoming challenges in both language
and a 14 hour time zone difference. For example,
meetings are often held during off-hours for team
members, resulting in unconventional work
schedules. In addition, project performance was
accelerated when a new problem resolution process
was adopted, handing off problems or tasks at the
end of each workday from the U.S. to Korea, then
back to U.S. for the next day. Randy Bartlett,
ISS Global Supply Operations deployment director
observed, EDS has made great strides in their
global approach to managing global programs.
Providing native language speakers in key roles,
leveraging the time zone difference and
accommodating the working hours has been
instrumental in maintaining a steady flow of
program results.
There was excellent teamwork between the GM
business, ISS and EDS teams to make these key
launches flawless. Nagesh SridharanGM
Executive Champion for the Global WorldBook
Initiative
11
Back to main menu
GLOBAL MANUFACTURING QUALITYGlobal Standard
Inspection Process Helps to Drive Quality into
GM Vehicles
EDS and GM have worked cooperatively and
flexibly for the last two years to develop GSIP
and launch it on a worldwide basis, said Kevin
VanHowe, GM GMQ GSIP executive. GSIP is an
example of how the creativity and dedication of
both the EDS and GM teams are bringing solutions
to the plants that enable GMs continued global
transformation, he added. GSIP has been
successfully deployed to several locations
throughout North America and GME and is targeted
for deployment at all assembly plants globally.
The development of the GSIP application was
extremely successful and as a result, the joint
GM, ISS and EDS team won GMs first quarter 2007
CIO award.
General Motors goal is to ensure that every car
that rolls off their assembly lines are built
with the highest quality standards, ultimately
removing any doubts that consumers may have about
GMs quality being competitive with that of
Japanese automakers. Along with increasing the
durability specifications on their cars, among
other things, GM has stepped up their focus on
quality inspections in the plant. EDS GMQ is
helping to ensure that this goal is achieved, one
car at a time. The Global Standard Inspection
Process (GSIP) system enables several, key GM-GMS
(GM-Global Manufacturing System) quality
processes which give the plant more timely and
accurate defect, repair and audit information.
GSIP is also driving global and common processes
by standardizing the quality metric calculations
for direct run rate, direct run loss and weighted
defects per vehicle. Prior to GSIP, the quality
calculations guidelines were open to
interpretation by each quality team at the
assembly plants. GSIP drove standard
calculations allowing for more accurate data
when comparing quality measurements from one
assembly plant to another. GSIP has also improved
the quality checks for on-the-line repairs by
forcing a secondary quality inspection and by
ensuring that another problem wasnt created
while the initial problem was being fixed.
Production is halted until the problem is
corrected and the production operator signs-off
in GSIP. A secondary inspection is then
required by a quality team member who validates
that the issue was corrected and that no further
issues were encountered. Production does not
resume until both people have given their
approvals in the GSIP application. And finally,
whenever a production line has to stop, the clock
starts ticking and the dollars start adding up so
it is crucial that the time to make a repair is
as short as possible. GSIP improves repair time
by capturing root causes allowing the repair
operator to quickly and easily find related
issues to a defect based on historical problems.
EDS and GM have worked cooperatively and
flexibly for the last two years to develop GSIP
and launch it on a world wide basis. Kevin
VanHoweGM GMQ GSIP Executive
Click for more on Global Manufacturing Quality
12
Back to main menu
GLOBAL MANUFACTURING QUALITYGlobal Enterprise
Production Information Control System Transforms
In-Plant Order Management for GM
The joint GM and EDS GMQ GEPICS team has been
extremely successful and the team won the 2007 GM
Chairmans Honors Award. The GEPICS deployment
involved incredible planning, execution and
follow through across multiple continents and
countries in order to sustain vehicle
production, said Kirk Gutmann, GM GMQ process
information officer. The scope and complexity
of this project is unprecedented and the results
showcase the dedication of the global General
Motors and EDS Global Manufacturing Quality
teams, he added. The GEPICS deployments will
continue throughout 2008 with implementations in
30 additional locations around the globe,
including three greenfield sites and several
emerging markets locations.
As scores of Chevy Uplanders, Buick Terrazas and
other vehicles roll off General Motors (GM)
assembly lines, the manufacturing process is
getting a boost from the Global Enterprise
Production Information and Control System
(GEPICS) application. The GEPICS tool drives the
common, global business and manufacturing
processes for in-plant order management. The
GEPICS rollout is a significant component in the
GM Manufacturing Business Transformation Plan
enabling a common manufacturing footprint and
increased flexibility. For two years,
approximately 200 GM and EDS Global Manufacturing
Quality (GMQ) employees focused their
attention on GEPICS by developing more than 1.7
million lines of code. 2007 marked the successful
implementation of GEPICS at 10 global plants.
The application is GM-specific, but can be
utilized by GM joint ventures and is currently in
use at the SGM Norsom plant in China. The
GEPICS tool prints manifests and electronically
delivers order data to plant floor automation
systems. In addition, GEPICS has checks to verify
that the correct components are being installed
on each vehicle, and collects as built
information, which is sent to enterprise systems
that relieve inventory and store data for
warranty purposes. The global deployment of
GEPICS provides numerous benefits to GM, such as
reduced sustain costs due to system
commonization standardized computer hardware,
software and infrastructure the enablement of
future commonization of GM business processes
the replacement of aging architecture and
technology prior to obsolescence and improved
business continuity.
The GEPICS deployment involved incredible
planning, execution and follow through across
multiple continents and countries in order to
sustain vehicle production. Kirk GutmannGM
GMQ Process Information Officer
13
Back to main menu
GLOBAL BUSINESS MANAGEMENT Driving Global
Consistency in Back-Office Systems and Processes
Automation and Integration Internal EDS
Catalogs Catalog data in EDS global corporate
back-office request, change and asset systems
must be synchronized so all catalogs contain the
latest information. Before catalog
synchronization was automated, old data
contributed to delays and required EDS to
manually process GM commodity and service
requests throughout the process. By October 26,
2007, EDS had automated integration between its
corporate Requisite (sell-side), SAP,
ServiceCenter and AssetCenter systems. Project
teams built, tested, prepared data, wrote work
instructions, created run-time flows, upgraded
infrastructure, deployed automated
catalog-synchronization routines and held
training. This automation helps EDS provide
accurate information to GM faster. Inconsistent
catalog data is less likely to slow delivery of
services or commodities to GM. The project also
built a solid integrated global catalog
foundation for EDS. Finally, the project enabled
EDS to capture asset management fields up front
from supplier catalogs and pass them
automatically to AssetCenter, increasing the
accuracy of GM asset data for new
procurements. With these projects and others in
2008, EDS will continue supporting efforts to
standardize work to meet EDSs and GMs goals.
General Motors needs global tools to conquer
global competitors. New global back-office
systems and processes from EDS Global Business
Management are transforming isolated
region-specific teams into fewer global teams.
These teams work together reliably, consistently
and globally toward the same goal supporting
standardized work and GMs success. Asset
Inventories Going Common and Global in Systems
and Processes EDS was using two legacy systems in
Europe, BESSy and European Inventory System (EIS)
to store asset information, which prevented
global integration and hindered the consistent
tracking of GM assets computers, software and
licenses. The transition from EIS to AssetCenter,
the common global asset tool, was completed on
November 11. EDS still uses EIS for configuration
management on the GM account in Europe, but the
account no longer uses BESSy. The change will
help EDS integrate asset data from the Systems
Management Server (SMS) into AssetCenter and
streamline creation of asset reports. The change
also deployed new security protections in related
system interfaces, better safeguarding GM asset
data. With this change, GM should see more
consistent asset data and better asset tracking.

Click for more on Global Business Management
14
Back to main menu
GLOBAL BUSINESS MANAGEMENT Driving Global
Consistency in Back-Office Systems and Processes
RTPGAA Blazes Global Asset Management Trail for
GM On May 14, 2007, deployment of the Request to
Pay Global Asset Administration (RTPGAA) tool
provided GM for the first time with a globally
viewable, centralized asset repository made
possible via the BMC Remedy Asset Administration
application. This system replaces the regional
processes and tools previously used by GM for the
administration of asset data, helping to inform
and facilitate decisions around asset procurement
and management. GMs Global Asset Administration
(GAA) lead, Steven A. Kovacs, has called the
launch ...a significant step toward an
environment that will enhance consistency and
control of GMs trackable IT assets. A tool is in
place that is truly global and easy to use, so
cost efficiencies should be realized. Benefits
to GM include globally consistent asset record
maintenance cost savings stemming from
identification and elimination of redundant
tools, duplicate payments and unnecessary
purchases greater control over asset
information global availability and reliability
and ease of use.
...a significant step toward an environment that
will enhance consistency and control of GMs
trackable IT assets. Steven A. KovacsGMs
Global Asset Administration (GAA) Lead
15
Back to main menu
GLOBAL PRODUCT DEVELOPMENTEDS Aids GM
Powertrain in Reaching Their Mission of Building
the Worlds Best Powertrains
At EDS, engineers and consultants with training
in process, methodology and program management
integrate within the GM Powertrain Hybrid Team to
provide development capacity. Over the last six
years EDS has provided approximately 40 percent
of the implementation capacity needed to achieve
the 2008 Hybrid Tahoe Launch. EDS team members
worked side-by-side with GM engineers putting GM
concepts and strategies into control algorithms
for todays vehicles. The EDS team is a
leveraged-deliverables based team that works to
balance workload across the needs of GM while
assisting in maintaining intellectual property
knowledge within GM. EDS has stepped in over the
years to backfill key roles and train replacement
personnel for GMPT engineering. EDSs goal is to
provide stability and support to the GM controls
development teams without creating dependency.
Many EDS team members have collaborated with GM
engineers to assist with the development of the
hundreds of patents submitted to protect GM
hybrid technology. The 2008 Tahoe is the second
production hybrid vehicle EDS has played a part
in taking to market. EDS team members
contributed across almost every functional area
of the hybrid system and led much of the
validation and verification of the diagnostic and
safety test plans. Both teams have won the GM
Chairmans award and EDS is proud to be a part of
these successes. Tom Stephens, group vice
president of Global Powertrain and Global Quality
states, Youd be hard-pressed to name another
industry and another automaker making such a
massive investment of human and financial capital
to get away from petroleum and reduce its
environmental footprint. Now, when your friends
and neighbors ask you what GM is doing about gas
prices and reducing C02, youll know what to tell
them.
EDS is proud to be a supporter of GMs investment
in our world. In addition to the 2008 full-size
hybrid program, EDS has collaborated with GM at
the Hybrid Development Center (HDC) where BMW,
Chrysler, Daimler and GM are developing hybrid
systems based on GM technology. EDS support at
the HDC includes technical, program management
and business development activities. EDS is
assisting GMPT in its growth as a tier 1
supplier within the automotive industry for
hybrid powertrains.
Click for more on Global Product Development
Now, when your friends and neighbors ask you
what GM is doing about gas prices and reducing
C02, youll know what to tell them. Tom
StephensGroup Vice President of Global
Powertrain and Global Quality
16
Back to main menu
GLOBAL PRODUCT DEVELOPMENTEDS Contributes to
Fuel Cell Vehicle Development
As GM looks to advanced technologies and
alternative energy sources in its quest to
develop sustainable transportation products, it
has identified hydrogen fuel cell technology as
the best long-term solution for reducing
dependency on oil. As proof of the progress GM is
making on this front, the company first unveiled
its Sequel fuel cell concept vehicle to the
worldwide press in September 2006. Eight months
later the vehicle made history when it not only
traveled 300 miles on a single tank of hydrogen,
but did so in real-world conditions, on public
roads, producing zero emissions the first
electrically driven fuel cell vehicle to do such
a thing. In a well-documented journey,
researchers drove the Sequel from GMs fuel cell
research facility in Honeoye Falls (near
Rochester), New York, all the way to Tarrytown in
Westchester County, New York, without stopping
once to refuel. The Sequel integrates a host of
technically advanced features, including
steer-and-brake-by-wire controls,
propulsion-by-wire controls, wheel hub motors, a
lithium-ion high voltage battery and a
lightweight aluminum structure. EDS took on the
task of providing GM with verification and
validation services for the Sequel fuel cell
vehicle by wire control systems in December 2004.
The propulsion-by-wire control system was
designed and developed by a core GM RD team. EDS
created a test plan for the control system and
performed tests at GMs Milford (Michigan)
Proving Grounds. An EDS team captured, analyzed
and documented the test data and provided GM with
recommendations for improvement. Later, EDS
personnel supported numerous executive and media
demonstration drives of Sequel vehicles. GMs
goal continues to be to design and validate a
fuel cell propulsion system by 2010 that can
compete with current combustion systems in the
areas of durability and performance, and that
ultimately can be built at scale affordably.
The Chevrolet Sequel engineering support team (L
to R) Jeff Wolak (GM), Jay Sattler (EDS), David
Beaulieu (EDS), Tom Zebehazy (GM), Brian
Daugherty (Visteon), Chris Borroni-Bird (GM),
Mohsen Shabana (GM), Stefan Anger (PBR), Hong
Tran (GM). Photo courtesy of GM.
17
Back to main menu
EDS/GMEDS Giving Back to Our Community
2007 GM Account Community Affairs Known for
delivering excellent service to clients around
the world, EDS employees apply that same level of
commitment and compassion to giving back to the
communities in which they live and work. In
2007, EDS supported the non-profit community by
directing funding and volunteer efforts to
health, human services, education, arts and civic
agencies, with a consistent focus on aligning the
community interests of both our employees and
clients. Detroit International River Days
Festival The Detroit International Riverfront was
spotlighted with its first six-day festival along
Detroits new river walk. Detroit International
River Days kicked off on June 22 and culminated
with one of Detroits greatest traditions, the
49th Annual Target Fireworks on June 27. The
Detroit Riverfront Conservancy, Parade Company
and GM organized the event. With 1,400 EDS
employees located at the GM Renaissance Center
which overlooks the Detroit River Walk, a
co-sponsorship was a natural fit for EDS. As the
main stage sponsor, EDS received premier logo
placement on signage throughout the festival, as
well as local media coverage. A variety of acts
performed on the EDS Stage including the Detroit
Symphony Orchestra, Ohio Players and Joan Jett
and the Blackhearts. WWJ-AM Radio broadcasted
live from the River Days Festival and featured an
interview with Mark Collins, vice president EDS
GM Services Delivery. Collins said, Watching
the downtown and riverfront being developed over
the past four years has been amazing. From the
Renaissance Center, our employees can look out
and see the newly developed riverfront. Hats off
to all of the sponsors and individual
participants for their years of work which has
turned the riverfront into a showplace.
On opening day, approximately 1,000 EDS employees
attended a luncheon party atop Beaubien Garage
and viewed the festival action below. Throughout
the week, many employees and their families
attended live musical performances, interactive
games, exhibitions, carnival elements and
activities involving metro Detroits fishing and
boating community, including a Venetian Night on
the Detroit River.
Click for more on EDS/GM Giving Back
Hats off to all of the sponsors and individual
participants for their years of work which has
turned the riverfront into a showplace.
Mark CollinsVice President EDS GM Services
Delivery
18
Back to main menu
EDS/GMEDS Giving Back to Our Community
American Heart Association (AHA) GM held the
title sponsorship for the April 2007 Heart Ball
in Detroit, Michigan. Ralph Szygenda, GM group
vice president and CIO, chaired the annual event
and invited EDS to co-sponsor this gala
fundraiser. EDS proudly enrolled as a platinum
sponsor and both EDS leaders Jeff Kelly and Mike
OHair joined Ralph Szygenda as members of the
executive leadership committee. EDS also
supported the needs of the Auction Committee.
Through sponsor fees and money raised from the
event auctions, the 2007 Detroit Heart Ball
raised 2,145,000, becoming the benchmark for
more than 200 Heart Balls across the country.
Being the most successful fundraiser in AHA
history, raising 1 million more than the
previous year, Ralph Szygenda was asked to visit
the AHA headquarters in Dallas, Texas and present
his model of a successful fundraising event. I
credit the success of this years Metro Detroit
Heart Ball to the organizations and individuals
that supported this event. Beyond the platinum
and gold sponsors there are so many in this
community that provided financial support or
donated live or silent auction items to assure
the success of this very worthy cause. This event
served two very important purposes to raise
awareness of heart disease as well as to raise
funds for lifesaving cardiovascular research and
community education programs, said Ralph
Szygenda.
This event served two very important purposes
to raise awareness of heart disease as well as to
raise funds for lifesaving cardiovascular
research and community education programs.
Ralph SzygendaGM Group Vice President and CIO
19
KEEPING IN TOUCH
with GM Clients
2007 YEAR IN REVIEW
In 2008, we will continue to focus our efforts to
simplify, standardize and collaborate all of
which are necessary to improve efficiencies.
Together, we are committed to work as one team to
transform GM into a global, digital company.
About PowerShow.com