Interesting Rotary News
11-14-06, 05:14 PM
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Interesting Rotary News
Here is an interesting interview from Mazda CEO. He mentions Mazda is working on the next Generation Rotary.
Mazda CEO leads lean, profitable machine
Los Angeles Times 11/11/06
by John O'Dell
Copyright 2006 The Los Angeles Times
--------------------------------------------------------------------------------
It was little remarked upon outside of Japan when longtime Mazda Motor Corp. insider Hisakazu Imaki became the automaker's president and chief executive in 2003.
But Imaki, the first Japanese to head Mazda since Ford Motor Co. acquired a controlling one-third interest in the company in 1996, has made his presence felt.
The 64-year-old engineer has helped redesign Mazda's manufacturing processes, turning the company into a model of lean efficiency.
Imaki headed Mazda's research and development efforts just as then-company President Mark Fields launched a product-oriented turnaround plan that has been bearing fruit for three years. (Fields is now head of Ford's American automotive operations and is a key architect of the Way Forward turnaround plan intended to reverse the Dearborn, Mich., automaker's tumbling fortunes.)
Since taking over at Mazda, Imaki has overseen the launch of s! everal successful vehicles, including a revised MX-5 roadster (formerly the Miata), the hot-selling Mazda3 sport compact, the Mazda6 sedan, the Mazda5 compact minivan and a pair of car-based crossover utility vehicles, the CX-7 and CX-9, designed for North America.
Their success has helped Mazda achieve record profit in its 2005 fiscal year and again in 2006. Imaki, speaking through an interpreter, discussed his company with The Times during a break from a North American Mazda dealer conference this week in Laguna Beach.
Question: It's hard to start talking about Mazda without asking how Ford's woes have affected you.
Answer: There's not been any particular impact on us. When we intend to carry out some plan of our own, there's no word from Ford countering us.
Q: Mazda's making money, and Ford isn't. Is Dearborn sucking up your profit?
A: No. We had been carrying accumulated losses on our book! s since 1996, so Ford has not said a word about receiving funds from Mazda, and we haven't offered any. Now, because of our recent record profit, we were able to write off all the accumulated losses.
Of the profit we are now earning, we intend to allocate all to product development and future growth. We have many requirements for our funds, and Ford is in agreement that they should be spent developing superb new products.
Q: And those would be what?
A: I cannot talk about specific future products....
Q: Then let's talk in generalities. Small cars are getting big here. Does Mazda have anything to compete with new subcompacts such as Honda Motor Co.'s Fit and Nissan Motor Co.'s Versa?
A: We make many of these small cars in Japan, and modifying them to meet American standards is not such a great deal. But we just introduced the new crossovers in North America and owe it to ourselves to ensure we are doing ! a good job on these before we go to the next step. We can't do all things at once.
Q: How about diesels now that U.S. diesel fuel has been cleaned up?
A: We don't have any plans to be the leader in introducing this type of engine in the U.S., but we do have a fantastic 2-liter turbocharged diesel engine available. We use it in Europe, so it will be possible to bring it here anytime we decide. And we are not stopping with the 2-liter engine; we are developing the next one.
Q: And gasoline-electric hybrids and battery or fuel-cell electric cars?
A: We were developing such vehicles on our own before our relationship with Ford became so close, but now we are collaborating and Ford is taking the lead.
Q: The rotary engine, which you use in the RX-8 sports car, has helped set Mazda apart in the U.S. But it is harder with a rotary to achieve both low emissions and good fuel economy. Is that engine done for?
A! : Oh, no. We do not intend to withdraw from the rotary. In fact, were are now developing the next generation of that engine.
Q: Why doesn't Mazda share Honda's and Toyota Motor Corp.'s reputations for fuel economy?
A: We are not that far off from the competition, but it is no use complaining that this is ignored. It behooves us to keep working on both environmental and safety improvements so our customers will perceive us in a more favorable light.
We must balance our "zoom-zoom" driving dynamics with fuel economy, and we do not want to abandon our performance edge. We have started increasing our efforts in R&D and also the number of engineers to work on these issues.
Q: Mazda has been growing globally, but its market share in the U.S. has remained relatively flat. Looking forward, how important is North America?
A: Its significance hasn't changed at all. It is extremely important, so much so that we ha! ve deferred development of some new products for other markets in order to prioritize development of products like the CX-7 and CX-9 just for North America.
Q: How can Mazda grow here with competitors like Toyota seemingly gobbling up all the market share the domestic carmakers are losing?
A: Our aim is to do a good job in product development, a good job in manufacturing efficiency and quality, and a good job in sales. If we do all these well, we think then that we have the potential to grow
Mazda CEO leads lean, profitable machine
Los Angeles Times 11/11/06
by John O'Dell
Copyright 2006 The Los Angeles Times
--------------------------------------------------------------------------------
It was little remarked upon outside of Japan when longtime Mazda Motor Corp. insider Hisakazu Imaki became the automaker's president and chief executive in 2003.
But Imaki, the first Japanese to head Mazda since Ford Motor Co. acquired a controlling one-third interest in the company in 1996, has made his presence felt.
The 64-year-old engineer has helped redesign Mazda's manufacturing processes, turning the company into a model of lean efficiency.
Imaki headed Mazda's research and development efforts just as then-company President Mark Fields launched a product-oriented turnaround plan that has been bearing fruit for three years. (Fields is now head of Ford's American automotive operations and is a key architect of the Way Forward turnaround plan intended to reverse the Dearborn, Mich., automaker's tumbling fortunes.)
Since taking over at Mazda, Imaki has overseen the launch of s! everal successful vehicles, including a revised MX-5 roadster (formerly the Miata), the hot-selling Mazda3 sport compact, the Mazda6 sedan, the Mazda5 compact minivan and a pair of car-based crossover utility vehicles, the CX-7 and CX-9, designed for North America.
Their success has helped Mazda achieve record profit in its 2005 fiscal year and again in 2006. Imaki, speaking through an interpreter, discussed his company with The Times during a break from a North American Mazda dealer conference this week in Laguna Beach.
Question: It's hard to start talking about Mazda without asking how Ford's woes have affected you.
Answer: There's not been any particular impact on us. When we intend to carry out some plan of our own, there's no word from Ford countering us.
Q: Mazda's making money, and Ford isn't. Is Dearborn sucking up your profit?
A: No. We had been carrying accumulated losses on our book! s since 1996, so Ford has not said a word about receiving funds from Mazda, and we haven't offered any. Now, because of our recent record profit, we were able to write off all the accumulated losses.
Of the profit we are now earning, we intend to allocate all to product development and future growth. We have many requirements for our funds, and Ford is in agreement that they should be spent developing superb new products.
Q: And those would be what?
A: I cannot talk about specific future products....
Q: Then let's talk in generalities. Small cars are getting big here. Does Mazda have anything to compete with new subcompacts such as Honda Motor Co.'s Fit and Nissan Motor Co.'s Versa?
A: We make many of these small cars in Japan, and modifying them to meet American standards is not such a great deal. But we just introduced the new crossovers in North America and owe it to ourselves to ensure we are doing ! a good job on these before we go to the next step. We can't do all things at once.
Q: How about diesels now that U.S. diesel fuel has been cleaned up?
A: We don't have any plans to be the leader in introducing this type of engine in the U.S., but we do have a fantastic 2-liter turbocharged diesel engine available. We use it in Europe, so it will be possible to bring it here anytime we decide. And we are not stopping with the 2-liter engine; we are developing the next one.
Q: And gasoline-electric hybrids and battery or fuel-cell electric cars?
A: We were developing such vehicles on our own before our relationship with Ford became so close, but now we are collaborating and Ford is taking the lead.
Q: The rotary engine, which you use in the RX-8 sports car, has helped set Mazda apart in the U.S. But it is harder with a rotary to achieve both low emissions and good fuel economy. Is that engine done for?
A! : Oh, no. We do not intend to withdraw from the rotary. In fact, were are now developing the next generation of that engine.
Q: Why doesn't Mazda share Honda's and Toyota Motor Corp.'s reputations for fuel economy?
A: We are not that far off from the competition, but it is no use complaining that this is ignored. It behooves us to keep working on both environmental and safety improvements so our customers will perceive us in a more favorable light.
We must balance our "zoom-zoom" driving dynamics with fuel economy, and we do not want to abandon our performance edge. We have started increasing our efforts in R&D and also the number of engineers to work on these issues.
Q: Mazda has been growing globally, but its market share in the U.S. has remained relatively flat. Looking forward, how important is North America?
A: Its significance hasn't changed at all. It is extremely important, so much so that we ha! ve deferred development of some new products for other markets in order to prioritize development of products like the CX-7 and CX-9 just for North America.
Q: How can Mazda grow here with competitors like Toyota seemingly gobbling up all the market share the domestic carmakers are losing?
A: Our aim is to do a good job in product development, a good job in manufacturing efficiency and quality, and a good job in sales. If we do all these well, we think then that we have the potential to grow
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