The effective reorganization of BMW Group applied to the New MINI

The effective reorganization of BMW Group applied to the New MINI

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Inhaltsangabe:Abstract: The story of the automobile manufacturer production can not be told without the story of Henry Ford, who was one of the pioneers constructing his first horseless carriage in 1896. He incorporated the Ford Motor Company in 1903, proclaiming I will build a car for the great multitude . As predicted he did so in 1908 offering a Model T for $ 950. This model heralds the beginning of the motor age. The car evolved from a former luxury item for the well-to-do to essential transportation for the ordinary man. Ford also revolutionized automobile manufacturing, in 1914 the Ford plant used innovation production techniques and was able to turn out a complete chassis every 95 minutes. That was a revolution in the automobile manufacturing at the time, because the former production time took about 730 minutes to turn out a complete chassis! Ford achieved that fast production time by using a constantly moving assembly line, subdivision of labor, careful coordination of operations and he began to pay nearly double the wages offered by their competitors. His innovations made him an international celebrity in the industrial revolution and he was one of the first who thought about effective organization to achieve a higher productivity. Ford s methods that changed the automobile production were perhaps not mainly the introduction of the assembly line, his goal was also to constantly standardizing the use of craftsmen. That firstly resulted in a high product variety despite in fact that they had been made using the same drawing. Secondly a lot of time was spent in fitting the parts together. These facts influenced major loss in productivity and under such circumstances a real mass-production was not possible. But by standardizing components and developing work routines was the first scope for an assembly line approach. The target of our case study is to present and analyze the changes in companies organizations, applied to the example of BMW. The opening part will summarize the history of the working and organizing techniques in general. The middle part will focus on the changes in production organization in the automotive industry, followed by the last part analyzing new strategies in Sales a Marketing regarding the rebirth of MINI by the BMW Group. Zusammenfassung: Die vorliegende englischsprachige Projektarbeit behandelt das Thema effektive Reorganisation in Produktion, Vertrieb und Marketing in der Automobilindustrie am Beispiel der MarkteinfA¼hrung des neuen MINI durch die BMW AG. Nach der gescheiterten Aœbernahme der Rover Group trennte sich BMW im Jahr 2000 von allen Rover-Marken, mit Ausnahme des Mini. WAchrend Land Rover an Ford und Rover Cars an das Phoenix Konsortium verkauft wurde, sollte der Mini vApllig neu A¼berarbeitet und international in das Segment der Premium-Kleinwagen eingefA¼hrt werden. Ziel der Arbeit ist es, die Zielvorgaben und die betriebswirtschaftlichen Auswirkungen von Reorganisationen und Produkterneuerungen durch Anwendung neuer Strategien und EinfA¼hrung neuer Produkte in den Bereichen Produktion, Vertrieb und Marketing am Beispiel des MINI aufzuzeigen. Die Arbeit ist in 4 Teile untergliedert. Im 1. Teil wird die Entwicklung der Arbeits- und Produktionstheorien von der Industrialisierung bis zur heutigen Massenproduktion beleuchtet. AnschlieAŸend werden im 2. Teil moderne Methoden aus der Produktion wie z.B. Lean Production und Total Quality Management skizziert und im 3. Teil auf den aktuellen Stand der Produktions- und Verkaufsorganisation bei BMW erweitert. Der 4. Teil behandelt den Relaunch des neuen MINI innerhalb der Premium-Markenstrategie im BMW-Produkt- und Markenportfolio sowie die MaAŸnahmen der betrieblichen Reorganisation innerhalb des BMW Konzerns nach dem Verkauf von Rover. Untersucht werden insbesondere die Chancen und Risiken des Eintritts BMWs in das Kleinwagensegment, der Markenaufbau und die MarkteinfA¼hrung des neuen MINI. Besonderer Bedeutung kommt dabei der zielgruppenspezifischen Dialogkampagnen vor und wAchrend der MarkteinfA¼hrung sowie der Reorganisation des HAcndlernetzwerks zu. Table of Contents: 1.Introduction: From Fordism to Taylorism and mass production4 2.The new trend in the automobile production: lean production6 2.1Relationships with subcontractors, dealerships and customers8 2.2Total Quality Management8 2.3Lean production and the embedding of the Just-in-time processes10 2.4Lean production and its organization of work13 2.5Technological practice16 2.6Some critical voices about lean production17 2.7Summery and outlook19 3.The BMW manufacturing organization22 3.1The network25 3.1.1Flexible network26 3.1.2Product Lifecycle Management (PLM)28 3.1.3External factors in and on the production28 3.2New trends in automotive manufacturing30 3.2.1Employing the right people31 3.2.3Master Performance in Logistics32 3.2.4Principles of lean production.33 3.2.5Just-in-time production36 3.2.6Kanban system36 3.2.7Autonamation37 3.2.8Working by Hand38 3.3Customer Oriented Sales and Production process39 3.3.1Online Ordering System39 3.3.2Consumer orientated40 3.4Pioneering on environmental issues41 3.5Summary42 4.Effective reorganization by introducing the New MINI into market44 4.1The Rover and MINI history44 4.1.1Honda and Rover in the 1980's45 4.1.2BMW and Rover in the 1990's47 4.2BMW's reorganization measures50 4.3BMW establishing in the premium small-size car segment52 4.3.1Chances in the automobile economic environment52 4.3.2Risks in the small- and micro-size car segment54 4.3.3BMW's approach: Quality vehicle in the small-size car segment55 4.3.4Summary55 4.4The MINI brand as a part of a multi-premium-brand strategy56 4.4.1Target groups of the MINI57 4.4.2Presenting new MINI57 4.4.3Selling the new MINI58 4.5 ARE YOU MINI? - brand image campaign and sales promotion60 4.5.1Brand building and brand communication in the internet60 4.5.2Rebirth of the MINI brand62 of the MINI brand identity62 new MINI pre-launch-dialog campaign63 of the new MINI brand introduction campaign67 4.5.3Sales organization of the new MINI68 a b2c eBusiness-Strategie68 of the sales network69 4.6Summary and Outlook70 Bibliography72It is easier to apply a just-in-time method when there is a question of order- controlled production, which is the case in the automobile sector, but there will be more problems if products are, for example, radios, televisions or householdanbsp;...

Title:The effective reorganization of BMW Group applied to the New MINI
Author:Johannes-Cornelius Adari, Henrik Thrane, Pascale Taube - 2004-08-10


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