SAS – cockpit systems with expertise

Founded in 1996 SAS operates 20 plants all over the world. Sound technical knowledge and strict quality standards form the basis of our efficient processes and reliable services. These factors made it possible for us to establish ourselves as an important main player in the constantly growing global automotive industry.

Since January 30th 2020 SAS is a wholly owned subsidiary of Faurecia.

Quality and innovation

Working with efficiency

Since being founded in 1996, SAS has represented safety, stability and the greatest efficiency, which at the same time are the fundamental key requirements of our products. Our non-proprietary cockpit concepts are set apart by their outstanding technical quality in the areas of mechanics, technology and electronics. This also reflects our long-term experience in the field of automotive accessories.

SAS specialises in the assembly, logistics and development of modules for motor vehicles and trucks. We deliver high quality as well as innovative and customer-specific modules precisely when the customer needs them, down to the second. SAS is a leader in quality, performance and reliability for both people and the environment. When developing profitable innovations we place emphasis on cutting edge technology and modern standards.

Apart from cockpit modules, SAS has also become a competent partner for further innovative interior and front-end modules such as centre consoles in the last ten years.

Competencies - © galileo-webagentur / Yvonne Guhl

Comprehensive service from one source

As an international partner for the automotive industry, we are present with our works at over 20 locations in more than 13 countries across the world. We plan, test and realise innovative prototypes and our efficient assembly techniques in our five development centres.

We supply strong solutions and perfectly co-ordinated logistics which help us to supply more than 5.2 million cockpits per year. This means that SAS is among the most important main players in the constantly changing and growing global automotive industry.

We supply our national and international customers with the highest quality and comprehensive service: from planning and developing customer-specific solutions to assembly on our highly standardised assembly lines and our split-second co-ordinated logistics – SAS is the perfect partner.

Strategic commitments and goals

SAS' strategic commitments and goals form the fundamental framework which should be used by the assembly plants as a basis for all technical and logistical planning. The starting point is the group strategy to lead the company to success through purposeful and efficient actions.

Our vision

  • We are the global market leader for automotive cockpits.
  • We offer versatile and innovative customer solutions.
  • Our highly motivated and committed employees and also our outstanding quality set new standards compared to the competition.
  • All leading automobile manufacturers are customers of ours.
  • We excel at profitable growth.
  • SAS is a prime employer.

     

Our mission

  • We produce high-quality cockpit modules and provide flawless products.
  • We distinguish ourselves with our outstanding service and our flexible processes. We thus strengthen the competitiveness of our customers and improve added value for employees and shareholders.
  • We offer high-quality modules at a competitive cost level.
  • We provide outstanding and flexible full service solutions.
  • SAS consists of a highly capable and magnificent team.

Our competence

  • We specialise in development, assembly and logistics for automotive cockpits.
  • We distinguish ourselves with leading technology and specialised tools as well as our practical experience and extensive sector knowledge.

Our strategy

  • Our CES quality management system is the main basis for our high standard and our continuous improvement process.
  • We act purposefully and efficiently.

Efficiency for our success

Concrete specifications in relation to aspects of efficiency can be derived from this. Our ultimate aim is to work with a minimum of process costs. Accordingly, all principles are to be examined for total process costs and a decision made on this basis. Lean concepts are only used where they serve the aim of minimising process costs:

  • Investments are made with a view to fast amortisation. This means an ongoing series of investments within 12 months. The amortisation period is agreed with the project manager in project phases in which the entire product lifecycle can still be influenced.
  • SAS does not invest in buildings: they are leased.
  • Standard means of production in accordance with the factory toolbox are provided.
  • Buffers are only accepted where they are unavoidable. They are only designed as large as they need to be.
  • The throughput time on the assembly line is kept as short as possible. Value-adding assembly activities are integrated into the main line as far as possible.
  • Non-value-adding tasks are performed outside of the assembly line as far as possible.
  • Increasing significance of process reliability for internal logistics as well.
  • Areas close to the assembly line should be kept free of fork lifts.

Beyond this, quality, environmental and health and safety aspects must also be taken into account. When designing processes, this vision must be kept in mind: Timing, one-piece flow, pull principle, zero errors principle along the lines of the Toyota production system.