Policies, Processes, and Methods of Operations Management at Harley-Davidson Motor Company
Policies, Processes, and Methods of Operations Management at Harley-Davidson Motor Company
September, 2012
Introduction The role of operations management (OM) requires a great deal of responsibility. No matter the size or type of business, the technique and knowledge applied by an operations manager when planning, organizing, staffing, leading and controlling, can make or break a company (Heizer & Render, 2011). Harley-Davidson Motor Company is a prime example of a goods producing organization with a history of unstable performance and successful achievements all affected by OM role. The following paper is an overview pertaining to policies, processes, and methods of OM at Harley-Davidson and acknowledgment of how todays’ OM decisions affect HD’s future as the number one motorcycle manufacturer.
Background
Harley-Davidson was founded in 1903 in Milwaukee, WI, by William Harley and brothers’ Walter, William, and Arthur Davidson. In 1929, 241 U.S. motorcycle manufacturers were in business but the Depression would find only Harley-Davidson and Indian remaining, until Indian closed its doors in 1953 (H-D History, 2012). Harley-Davidson would spend the following decades in aggressive financial struggles, periods of lowly manufacturing, and relentless foreign competition. Today, Harley-Davidson is a worldly traded organization, a cherished icon, and testament to the survival of an American business.
Who is HD?
Harley-Davidson is known for manufacturing heavyweight motorcycles in custom, cruiser and touring models in the U.S. and now with assembly operations in India and Brazil. HD’s domestic plants are; 1) York, PA, maker of Softail models, 2) Tomahawk, WI, for saddlebags and windshields, 3) Kansas City, MO, home of Sportster®, Dyna®, and VSRC™, and 4) Menomonee Falls, WI, an 849,000 square foot powertrain facility (Factory Tours, 2012). Aside from small scale custom cycle shops in the U.S., Harley’s primary competition manufactures
September, 2012
Introduction The role of operations management (OM) requires a great deal of responsibility. No matter the size or type of business, the technique and knowledge applied by an operations manager when planning, organizing, staffing, leading and controlling, can make or break a company (Heizer & Render, 2011). Harley-Davidson Motor Company is a prime example of a goods producing organization with a history of unstable performance and successful achievements all affected by OM role. The following paper is an overview pertaining to policies, processes, and methods of OM at Harley-Davidson and acknowledgment of how todays’ OM decisions affect HD’s future as the number one motorcycle manufacturer.
Background
Harley-Davidson was founded in 1903 in Milwaukee, WI, by William Harley and brothers’ Walter, William, and Arthur Davidson. In 1929, 241 U.S. motorcycle manufacturers were in business but the Depression would find only Harley-Davidson and Indian remaining, until Indian closed its doors in 1953 (H-D History, 2012). Harley-Davidson would spend the following decades in aggressive financial struggles, periods of lowly manufacturing, and relentless foreign competition. Today, Harley-Davidson is a worldly traded organization, a cherished icon, and testament to the survival of an American business.
Who is HD?
Harley-Davidson is known for manufacturing heavyweight motorcycles in custom, cruiser and touring models in the U.S. and now with assembly operations in India and Brazil. HD’s domestic plants are; 1) York, PA, maker of Softail models, 2) Tomahawk, WI, for saddlebags and windshields, 3) Kansas City, MO, home of Sportster®, Dyna®, and VSRC™, and 4) Menomonee Falls, WI, an 849,000 square foot powertrain facility (Factory Tours, 2012). Aside from small scale custom cycle shops in the U.S., Harley’s primary competition manufactures
References: Barrett, R. (2011). At Harley-davidson in york, a whole new way of doing things. Retrieved from http://www.jsonline.com/blogs/business/123454069.html Barrett, R Barrett, R. (2012). Harley-davidson to delay new production system. Retrieved from http://www.jsonline.com/business/harleydavidson-to-delay-new-production-system-3k55jdh-148984215.html Capacity Management Clark, T. (2011). Harley-davidson goes whole hog with customer insight. Retrieved from http://www.forbes.com/sites/sap/2011/06/29/harley-davidson-goes-whole-hog-with-customer-insight/ Factory Tours Guidelines for Successful PPAP Submissions. (2012). Doing business with harley-davidson. Retrieved from https://www.h-dsn.com/genbus/business.jsp H-D Museum Heizer, J. & Render, B. (2011). Operations Management. 2011 Pearson Education, Inc. Kamath, S. (2008, February). Integrated supply chain management – a case study of Harley-Davidson. E-Journal, 2(1/5). Retrieved from http://www.aima-ind.org/ejournal_new/ArticleDetails.aspx?curr=146 Jesse, H Material Forecasting and Replenishment. (2012). Doing business with harley-davidson. Retrieved from https://www.h-dsn.com/genbus/business.jsp Miller, P Moving to lean product development. (2010). Supply & Demand Chain Executive, 11, 8-8. Retrieved from http://search.proquest.com/docview/232430223?accountid=38569 Production Part Approval for Purchased Product Supplier Quality Systems Requirements. (2012). Doing business with harley-davidson. Retrieved from https://www.h-dsn.com/genbus/business.jsp