The paper “ BMW - Operations Strategy, Design Operations, Role of Supply Chain, and Quality Management” is a forceful example of the case study on management. BMW is an automobile company that whose first manufacturing operations began in 1923 in Germany. The group manufactures products based on three brands: BMW, MINI, and Rolls-Royce Motor cars. Being a worldwide organization, BMW has a long and established heritage of premium product manufacturing. In the UK, BMW began its operations in 1980 where it currently employs more than 8,000 personnel. It is in the UK only that the group manufactures all its three brands (BMW, MINI, and Rolls-Royce).
As the automobile industry can be very volatile and any mistake in the process of making a decision may lead to extreme costs. The group has proved that through careful management, there can be a great reduction in the number of errors. The operational management of the group is of a high standard. Its production system is designed to allow the production of new parts in small amounts and results in moderate costs only (Telegraph Media Group, 2011). The group took a new strategic decision in 2007 where up to 2020, it intends to strengthen its position in regard to the global motor vehicle market by increasing the sales of its automobiles to more than 2 million annually.
In addition, it intends to develop new as well as profitable areas of activity. At the same time, it will invest in new vehicle concepts, future technologies, and pioneering drive systems. Its new strategy referred to as Number ONE stands for ‘ New Opportunities’ and ‘ New Efficiencies’ , meaning becoming more efficient as well as making the best use of new opportunities to ensure a competitive advantage and active shaping of the future of the company.
In regard to operations and production, a great number of associates are employed in the group to ensure that the customers get the best quality products and services (Telegraph Media Group, 2011). Every organization is involved in the transformation process in some way. The organization takes inputs such as capital among others and turns them into outputs such as products and services. In most situations, the out is a combination of goods and services.
The main aim of the transformation process is to add value. That is, creating outputs, which are worth more than inputs.
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