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23/02/2022 Supplier Annual Conference 2022 Mr. Ratthakiat Sarageng Director, Thai Summit PK Group March 4th, 2022 My Quality Declaration “We will not Receive, Make and Deliver the Defected product” “เราจะไม่รบั ไมท่ าํ และไม่ส่ง ของเสยี ” 1 Supplier Annual Conference 2022 Agenda 1. Manufacturing Strategy 2. V5 Business plan of Factory 2 1

23/02/2022 1. Manufacturing Strategy 1. Manufacturing Strategy S : Safety Must = “0” Accident : Internal and External : Incoming-Internal-Customer Q : Quality First = “0” Defected : Incoming-Internal-Customer : Reduce Cost of Poor Quality D : Delivery = 100% : Improvement Activity C : Cost Competitiveness Basis required by : 1. Raising awareness(SQDC) for employee all levels 2. Good Communication Everything must be start 3. Keep all Customer’s Requirements and Training to all levels by Management level 4. Emphasize “Work discipline” and “3S” 4 2

23/02/2022 1. Manufacturing Strategy S: Safety Must = “0” Accident  KYT for every working day and shift.  Near missed and TSPK safety way.  Safety of each plant meeting once a month by safety and plant Mgr.  Safety of group meeting and sharing once a month by Safety and EVP.  Incase has an accident occurred will be immediately reporting to Top management and sharing to all BU. These activities we have implemented and request supplier to implement in activity for achieve the Safety Target 5 1. Manufacturing Strategy Customers Satisfaction Target : Quality Target (PPM) Unit : PPM 6 5 4 3 2 5 4.2 3.7 1.9 2018 2019 1.8 2021 4 2020 5.1 2 0 2017 6 3

23/02/2022 1. Manufacturing Strategy Q: Quality First = “0” Defected  Strong control to enable employees to work according to established procedures.  I Do I Check activity.  Strong controlling for 4 M changed .  Quality Layer Audit activity ( Plant Mgr., Mgr., Staff & LD).  Poka-Yoke and apply to use automation system.  Strong to achieved to all customer’s requirements. These activities we have implemented and request supplier to implement in activity for achieve the Quality Target 7 1. Manufacturing Strategy Unit : % 100% Customers satisfaction Target : Delivery target (%) 2021 100.0% 99.98% 99.85% 99.97% 100% 98.0% 2017 2018 2019 2020 96.0% 94.0% 92.0% 90.0% 88.0% 86.0% 84.0% 82.0% 80.0% 4

23/02/2022 1. Manufacturing Strategy D: Delivery = 100%  Efficient communication to suppliers.  Team meeting for 2 shift every day. (SD,PC,PL,PD,QC&MT)  Production dashboard for Mgr. monitoring by real time.  Daily production performance control >95%  Keep FG stock > 3 day for all products and models.  Install QR code system to check the correct frame before delivery. These activities we have implemented and request supplier to implement in activity for achieve the Delivery Target 1. Manufacturing Strategy C: Cost Competitiveness  Challenge plan for CR activity from all departments.  Labor and OH cost will control by each section and share best practice.  Group activity. - Waste walk ( 7 waste, 16 losses, 0 accident) by President 3 month. - CI walk by K J.Sakultorn EVP. 3 month a time. - QCC , Inhouse-defected reduction. - Show and share among TSPK-G and TS-G.  Automation for new project and balancing C/T for current model. These activities we have implemented and request supplier to implement in activity for achieve the Cost Target 5

23/02/2022 1. Manufacturing Strategy KPIs Target FY2022 TSPK-G TSPK TSPK-L TSPK-BP No KPI Evaluation Method Target Score Target Score Target Score Target Score 1 Financial perspective MAFR ≤ 81.1% 8 ≤ 79.6% 8 ≤ 84.3% 8 ≤ 78.4% 8 1.1 Cost of good sold MAFR ≤ 13.1% 6 ≤ 13.2% 6 ≤ 12.0% 6 ≤ 14.6 % 6 1.2 Sale & admin cost Official Claim ≤ 1.9 PPM 6 ≤ 1.7 PPM 6 ≤ 2.8 PPM 6 ≤ 1.2 PPM 6 2 Customer perspective Official Result 100 % 6 100 % 6 100 % 6 100 % 6 2.1 Customer claim Official Result 3 4 1 4 L1 4 L1 4 2.2 Delivery rate 2.3 Customer Awards Actual Result ≤ 40 PPM 5 ≤ 40 PPM 5 ≤ 31 PPM 5 ≤ 37 PPM 5 Actual Result 0 5 0 5 0 5 0 5 3 Internal process Refer to Master plan 5 5 5 5 3.1 Internal defect 100 % 100 % 100 % 100 % 3.2 Safety (Serious + Fire) 3 3 3 3 3.3 Master plan & Activity improvement Actual result vs Plan 100 % 2 100 % 2 100 % 2 100 % 2 Actual result vs Plan 100 % 100 % 100 % 100 % 4 Training 4.1 Competency 4.2 Functional 1. Manufacturing Strategy Challenge Plan TSPK TSPK-L TSPK-BP No Item Evaluation 2022 2021 2022 2021 2022 2021 1 Cost Saving Actual Result 40 M 20 M 20 M 2 Inventory Actual Result < 7.5 D 10.6 D <7D 5.5 D <7.5 D 11.4 D 3 Award from Customer Actual Result 1 2 L1 L3 L1 L1 4 QCC Award Actual Result 1 1 1 2 1 1 5 Eng. Day & KS Award 2 3 6 Actual Result 2 6 2 1 VMI Full Automation, OEE Reporting from Dashboard and E Documentation 6

23/02/2022 2. V5 Business plan of Factory 2. V5 Business plan of Factory V5 Policy (FY2022 – 2025) : Key Target & Strategy “We are the World Class Manufacturer of Chassis Frame and Axle for Pick-up Truck” Quality Management System Financial Customer Productivity Human Engineering Target Satisfaction Target and Capital Strategy Strategy Target & Target Strategy 5S , TPM , Core activity Teamwork & Continuous Improvement Spirit 14 7

23/02/2022 2. V5 Business plan of Factory V5 Policy (FY2022 – 2025) : Customer Satisfaction Target (Quality & Delivery) TSPK-G Customer Claim 2017 - 2021 (Unit ; PPM) TSPK-G Customer Satisfaction 2017 - 2021 (Unit ; %) 5.1 4.2 3.7 99.83 99.99 99.93 100 100 100 100 100 100 1.8 1.9 2 2 2 2 2017 2018 2019 2020 2021 2022 2023 2024 2025 2017 2018 2019 2020 2021 2022 2023 2024 2025 V4 V5 V4 V5 Quality Policy Delivery Policy 1. Claim limit each plant less than 2 PPM (Y 2022-2025)  TSPK < 1.9 PPM ( 20 Pcs.) 1. Delivery target 100 % (On time delivery and meet customer requirement)  TSPK-L < 1.7 PPM ( 4 Pcs.)  TSPK-BP < 1.1 PPM ( 1 Pc. ) 2. Setup delivery team to analytical & improve delivery performance 2. Internal quality defect limit (Y 2022-2025) 3. Smart factory  TSPK < 50 PPM  TSPK-L < 50 PPM  MRP( Material Requirement Planning)  TSPK-BP < 50 PPM  QR code & Barcodes implement 100% 3. Setup quality team  To build up quality personnel (Skill, Awareness, Mindset)  Realtime traceability system : Customer order & FG stock control  To achieve and maintain quality performance by systemic improvement  To be smart quality system (High accuracy & precision and Traceability) 15 2. V5 Business plan of Factory Defects Analysis FY2017-2021 ( Unit : % ) Incoming In process Customer Metal chip 0.4% Wrong part ass'y 0.3% Torque Down 1.1% Paint peeling 0.5% Dimension NG 1.2% Functional NG 0.2% Mix model 0.5% Skip process NG, 8.1% Spot cold weld, 1.2% Spatter 2.5% Burr 0.1% Wrong part Delivery 3.2% Metal chip 0.5% Appearance NG Missing part 0.1% Wrong part Ass'y 3.2% 10.4% Supplier part Supplier part Dimension Dimension NG, 0.04% 4.3% NG 27.7% Appearance, Welding 19.7% 17.3% Defects Missing parts Welding Wrong Weld Defects 15.4% Defects Assembly, 84.8% 11.7% 21.4% Functional NG Spatter 24.3% 13.3% 11.7% Appearance NG 14.9% TSPK-G Supplier score target Y2021 => 99 point Actual are 98.97 point. Almost supplier not achieve the target are the same 6-7 supplier. Then we will collaboration with STA team for implement development activities with them to achieve our target in 2024. 16 8

23/02/2022 Customer Satisfaction (Quality & Delivery) Delivery performance 2017-2021 (Unit ; %) Problem : Delivery TSPK PM fail 99.83 99.99 99.93 100 100 Forklift Down time 2021 10% Parts shortage 2017 2018 2019 2020 100 Skip process Lower Stock 100 TSPK-L 2021 (Unit ; %) Mixed Part 30% Skip process 100 10% 2021 Missing check 17 Difficult check Packaging 10% 100 99.98 100 2017 2018 2019 2020 Communication Wrong Delivery 100 TSPK-BP 10% 20% (Unit ; %) Wrong Planning Missed communication 10% 99.98 99.99 100 FG stock not matching with inventory data. 2017 2018 2019 2020 2. V5 Business plan of Factory V5 Policy (FY2022 – 2025) : Productivity Target & Strategy 2.3 Productivity Item 2.1 Target (Unit ;MB) P 1. Productivity Up R 2. RECS (ECRS) Factory Countermeasure Target O 3. OEE C 4. Core Activity Plant 2022 2023 2024 2025 E 5. Energy Saving S 6. Smart Factory TSPK 40 100 80 10 S 7. Smart Engineering TSPK-L 20 90 60 10 TSPK-BP 20 65 50 10 TSPK-E 5 10 9 2 TSPK-G 85 265 199 32 2.2 Productivity Policy 2.2.1 Achieve operation EBIT ≥ 6% 2.2.2 Productivity up 7% to countermeasure increase expense each year 2.2.3 New project achieve target COGS ≤ 80% 2.2.4 Smart factory by applying innovation for optimizing benefits organization 18 9

23/02/2022 We are Good Teamwork with Continuous Improvement Spirit 10