Bmw's Operation Management
BAD 429
Operation Management
Project: BMW
By:
Rodolphe Beyrouthy
Presented to:
Table of contents:
Executive summary................................................................................................3
Charts ……………………………………………………………………………..4 - 6
Introduction………………………………………………………………………..7
History…………………………………………………………………….………..7 – 10
Design of goods and services…………………………………………………..…10 - 11
Managing quality………………………………………………………………... 11 - 12
Process and capacity design………………………………………………..…… 12
Location strategy…………………………………………………………………13 - 14
Layout strategy…………………………………………………………..……… 14
Human resource and job design…………………………………………..…….15
Supply-chain management……………………………………………………... 15 - 16
Inventory, material requirements planning, and JIT (just-in-Time) .…..…… 16-17 Maintenance……………………………………………………..……………… 18
Conclusions and recommendations ………………………………………..……19 – 20
References …………………………………………………..……...………...….. 21
Executive summary:
BMW is a company that manufactures cars, motorcycles and engines by implementing the ten operations management decisions. The design of cars is usually made by the designers and the company uses an interesting technique in which they put the designers of interior and exterior against each other in a friendly competition, then the head designer of the specific series chooses the best design of this series. After choosing, he then builds a clay model of the car and enhances its visuals to see how it would actually look like. Then managers from all departments come to examine the prototype and check for faults and mistakes and if everything checks out, the design will be send to the executives to check its relevance. The quality control procedures that BMW operates within, is achieved through a system of quality audits at the stages of production of parts, and at the stages of the components and in the assembly plants. BMW Group established common policies on flexibility reserves to make
Operation Management
Project: BMW
By:
Rodolphe Beyrouthy
Presented to:
Table of contents:
Executive summary................................................................................................3
Charts ……………………………………………………………………………..4 - 6
Introduction………………………………………………………………………..7
History…………………………………………………………………….………..7 – 10
Design of goods and services…………………………………………………..…10 - 11
Managing quality………………………………………………………………... 11 - 12
Process and capacity design………………………………………………..…… 12
Location strategy…………………………………………………………………13 - 14
Layout strategy…………………………………………………………..……… 14
Human resource and job design…………………………………………..…….15
Supply-chain management……………………………………………………... 15 - 16
Inventory, material requirements planning, and JIT (just-in-Time) .…..…… 16-17 Maintenance……………………………………………………..……………… 18
Conclusions and recommendations ………………………………………..……19 – 20
References …………………………………………………..……...………...….. 21
Executive summary:
BMW is a company that manufactures cars, motorcycles and engines by implementing the ten operations management decisions. The design of cars is usually made by the designers and the company uses an interesting technique in which they put the designers of interior and exterior against each other in a friendly competition, then the head designer of the specific series chooses the best design of this series. After choosing, he then builds a clay model of the car and enhances its visuals to see how it would actually look like. Then managers from all departments come to examine the prototype and check for faults and mistakes and if everything checks out, the design will be send to the executives to check its relevance. The quality control procedures that BMW operates within, is achieved through a system of quality audits at the stages of production of parts, and at the stages of the components and in the assembly plants. BMW Group established common policies on flexibility reserves to make