BMW Operations Management
. Executive Summary This report will describe a named organisation in terms of a general introduction and background of that organisation. For the organisation described, there will be a detailed account and critique of quality management and capacity management issues within the business. This will then be backed up with relevant academic theory and models; in addition to this there will be a description of their relevance in the business environment, citing examples of their use. The report will then finish with a conclusion and possible recommendations for the chosen organisation in regards to their operational management style and how it could be improved. 2. Introduction 2.1 Background BMW is primarily a German automobile company. It also has operations in aircraft engine production; electronic systems and hardware production; finance; and service. It had revenues of more than $27 billion and net profits of nearly $700 million in 1990, with about 65,000 employees. Bayerische Maschinen Werke GmbH as it is otherwise known was the surviving entity of a merger in 1955 between BMW and Allegemeina Flugzeug Werke (AFW). BMW has a history dating all the way back to the early 1920s when it was founded as a machine shop on the outskirts of Nuremberg. The AFW part of the company was founded in 1910 and was one of the major contributors of military aircraft during the
Operations Management
TABLE OF CONTENT .0 INTRODUCTION 1 2.0 OBJECTIVES 1 3.0 SUPPLY CHAIN 2 4.0 PRINCIPAL PLANNING AND CONTROL 3 4.1 BRANDING AND PUBLIC AWARENESS CAMPAIGN 3 4.2 LOGISTICS 3 4.3 COMMUNICATION 4 4.4 STOCK-LEVEL MAINTENANCE 5 4.5 CAPACITY MANAGEMENT 5 4.6 MATERIAL HANDLING, TRANSPORTATION AND DISTRIBUTION 6 4.7 TRACKING 6 4.8 CONTINGENCY PLANS 7 5.0 END-USER SUPPORT 8 5.1 USERS' MANUALS 8 5.2 CUSTOMER SERVICE HELPLINE 8 5.3 ONLINE HELP AND E-MAIL SERVICES 9 5.4 IN-STORE HELP 10 5.5 RETURN POLICY 11 6.0 QUALITY MANAGEMENT TECHNIQUES 12 6.1 CONTINUOUS IMPROVEMENT 12 6.2 TOTAL QUALITY MANAGEMENT 13 7.0 QUALITY ASSESSMENT TOOLS 14 7.1 CAUSE-EFFECT DIAGRAM 14 7.2 WHY-WHY ANALYSIS 15 7.3 PARETO DIAGRAMS ANALYSIS 16 8.0 REFERENCE 17 9.0 BIBLIOGRAPHY 18 0.0 APPENDICES 19 APPENDIX 1 - MOVEMENT OF MATERIALS AND PRODUCT IN THE SUPPLY CHAIN 19 APPENDIX 2 - INFORMATION FLOW CHANNELS WITHIN THE SUPPLY CHAIN 20 APPENDIX 3 - GROUP LOG 21 .0 INTRODUCTION Ulstar Plc is a Japanese company aiming to create a new concept in mobile computing which it expects to sell in market worldwide. The product, which is a Personal System Unit (PSU), will be about the same size as a PDA and effectively offer the processing power of a Personal Computer powerful enough for day-to-day uses; with the benefit of voice recognition hence no keyboard is needed. By virtue of its forth
Operations Management.
Coursework of Operations Management MSc in Management Summary In this article, three operations management related cases are studied and analysed. The writer compares and contrasts similarities and differences in these cases in the following aspects: the transformation process model, types of operations, the objectives of operations. By looking into more detailed problems in each case, those more complex items such as quality improvement, process planning, capacity planning, scheduling/loading, are also illustrated. And finally, some key factors concerned with operations improvement and strategy are given to the cases. Operations management is the term used for the activities, decisions and responsibilities of operations managers who manage the production and delivery of products and services. Because the functions, characteristics are different in various companies, operations management themes will not always be the same in those societies. In the cases we studied, for example, Executive Holloware and London Zoo have to tackle the biggest problem of quality, while Oilpartz Ltd (in the case of I'll phone you back) is mostly concentrating on the capacity planning. Before we go deeper into those problems, let's first look at the basic similarities and differences in those companies. The transformation process model All operations conform a general model of
Operations Management Case Studies
OPERATIONS MANAGEMENT CASE STUDIES TOPICS COVERED LONDON ZOO: NOTES FROM CASE STUDY Objectives: Recognise need to increase visitor numbers yet provide high quality of service. Need to know what they're doing right and wrong. Need a way measure quality of service that they provide. Need to organise operations to maximise their experience. View that zoos are one of the problems rather than solution of animal conservation. Measure if they're giving customers what they want. To ensure service is as wanted and expected; or exceeds expectations - halo effect - spread positive reputation, resultant increase in visitors. Info: Good view of Regents Park. Can see visitors arriving and walking to main entrance from car park or tube station. Started off small; then expanded rapidly to reach present size of 36 acres. Collection expanded as did mass building work from 1830 - 1930. Listed buildings can't be demolished and must be renovated within strict guidelines. Severe lack of capital investment in infrastructure in 1960 - 1970. Children's & Petting Zoo rebuilt late 1980s (society) Awarded £2m, to build an education centre (society) Wildlife attractions showed lowest consistent absolute growth, fall in percentage terms. Decreasing market size, increasing number of new entrants and competitors, other visitor attractions expanded rapidly. Last 25 years lack of
Operations Management - Outsourcing
Operations Management OUTSOURCING INTRODUCTION Production and Operations Management is concerned with the problems of developing, producing, and delivering goods and services. Researchers focus on how to combine concepts, models, and data to help managers develop better systems and make better decisions concerning operations. Recent research in the area has focused on inventory, international operations, forecasting, information systems, logistics, purchasing contracts, outsourcing, and more. Today's highly competitive world business environment is forcing management to aggressively pursue ways to achieve efficiencies, improve customer service and save money. In their frantic search for new ways to streamline company operations, the concept of outsourcing "non-core" business processes and activities is a tempting new way to improve operations and costs. Management has become intrigued with the idea that they should be focusing on managing and controlling those key "core" business processes and activities that their organizations are best at doing and that represent the mainstay of the business instead of trying to dilute precious efforts in some of the business activities that do not represent the essence of the activities of the company. WHAT IS OUTSOURCING? Outsourcing is hiring someone whose expertise can perform a business function or activity better, more cost
Operations Management
Strategic Operations Management PS4H01 07235569 6/24/2008 Summary Quality is a part of the organisation operational activity. It revolves around the analysis if the processes performed to add value are working efficiently and effectively. There have been evolution of different techniques to resolve the problems the organisations are facing to achieve efficient and cost effective production for example Total Quality Management, Just in time, Lean Manufacturing, Manufacturing resource planning I and II, Six Sigma, Enterprise Resource Planning. Maintaining the level of quality and improving it is a challenge for every organisation. The report talks about how has quality been applied in the company and also how they can work towards getting the ISO 14000 certification to their organisation. The company The Nutan Mumbai Tiffin Box Suppliers Trust delivers lunch boxes containing cooked food for people at work. The food is cooked by one of their family members. The error rate that the company maintains is one in 16 million transactions, which is Six Sigma performance. The process followed by them is simple and efficient. The company is looking at expanding their business to different parts of the country and not able to sustain their business due to the infrastructure, social problems in those cities. Action plan for the organisation is to slowly move towards other cities
Operations Management.
Diploma in Management Studies Module: Operations Management Assignment: This report reviews and evaluates the operations management of carrying out programmed food hygiene / health and safety inspections of commercial premises within Cherwell District Council. The report also aims to: - . Analyse the type of operations and operating processes in place for commercial premises inspection. 2. Identify and evaluate some of the major strengths and weaknesses of the Operations Functions. 3. Review the extent to which the Operation Functions supports the broader Business Strategy of the Department. 4. Make recommendations to address some of the shortfalls identified. Student: Shamsul Islam (Word count: 2,410) Contents .0 Introduction 2.0 Corporate Strategy 3.0 Operations Manager's Task 4.0 The Operations Process 5.0 Performance Objectives 6.0 Quality Management 7.0 The Cost of Quality 8.0 Resource Management and Planning 9.0 Conclusion 0.0 Recommendations .0 Introduction Cherwell District Council's Environmental Services Department (ESD) delivers a wide range of diverse services ranging from offering advice to closing and prosecuting businesses for failing to comply with environmental health legislation. There are around 3745 commercial premises within Cherwell District Council of which 1218 will require an inspection between 1st April 2003 and 31st March
Operations Management and Ethics
Operations Management and Ethics Rajesh Chug MGT 554 - Operations Management Feb 07, 2005 Operations management is about the way organizations produce goods and services. The function itself can engage up to 80 per cent of an organization's resources, including labor, equipment and capital needs. In an era where the success of an organization is dependent upon the efficient and effective use of its resources, one can appreciate the need for everyone within an organization to have a sound understanding of the principles of operations management and the manner in which competitive advantage can be sustained through the superior application of them. This definition reflects the essential nature of Operations Management: it is a central activity in organizing things. Another way of looking is to consider Operations are a transformation process: they convert a set of resources (INPUTS) into services and goods (OUTPUTS). These resources may be raw materials, information, or the customer itself. These resources are transformed into the final goods or services by way of other 'transforming' resources - the facilities and staff of the operation. (Twigg, 2004, p1) Operation Management aspect is grouped into six broad areas: (i) product/service design, (ii) product/service process design, (iii) planning of operations, (iv) facilities management and planning, (v) operations
"Japanese forms of operations management are inappropriate to Western organisations." Critically evaluate this statement.
"Japanese forms of operations management are inappropriate to Western organisations." Critically evaluate this statement. I would like to start by pointing out that I strongly disagree with the statement above. In this essay, I am going to give evidences to support my view. I will define some major Japanese forms of operations management and discuss their advantages and disadvantages to organisations in order to give a brief idea about the Japanese forms of operations management. I will also examine the main reasons why Japanese operations management is appropriate to Western organisations along with some examples. Moreover, I will talk about drawbacks from applying Japanese operations management to Western organisations. There are many forms of Japanese operations management, the first one I would like to discuss is lean production. Lean production is an approach to production developed in Japan. Toyota, the Japanese car manufacturer, was the first company to adopt this approach. Its aim is to reduce the quantity of resources used up in production. Lean producers use less of everything, including factory space, materials, stocks, suppliers, labour, capital and time. As a result, lean producers are also able to design new products quicker and can offer customers a wider range of products to choose from. Lean production involves using a range of practices designed to reduce
International operations management strategy of ArcelorMittal
International operations management strategy of ArcelorMittal Introduction 'Globalization' causes an inevitable international competition between the companies all over the world. Establishing a competitive international business strategy as well as international operations management strategy is a company's foremost priority. Mayer and Moore (1983) define manufacturing strategy as "a plan that describes the way to produce and distribute the product", and "the choice of process technology, degree of vertical integration, the number and location of facilities, factory focus and the manufacturing infrastructure". When the operational strategy comes to a global level, it means "global manufacturing", which is a coordinated resources management, production and logistics system, providing the best mix of inputs from worldwide locations along the value-added chain (Fawcett 1992). This assignment will first examine the current international operations management strategy of ArcelorMittal, and then discussed whether its international operations management strategy remains appropriate over the next years. Current international operations management strategy of ArcelorMittal International operations management strategy is a phenomenon of combining the concept of international operation strategy and business strategy. Toni, Filippini and Forza (1992) discussed the relationship
