汽车品牌分析.docx

1、汽车品牌分析Table content.1.1.2 .3.4.6.7 .8 .9 .1.0.Executive summary Introduction Discussion and analysis The operations management of Toyot.a The operations management of VW The operations management of BMW The operations management of Ford The operations management of Porsche Conclusion Reference Execu

2、tive summaryIn order to comprehensively analyze the operations management, which concerns with the prediction, design and management in the operation of business, of the enterprise of the automotive industry, in this research, five famous automobile manufacturers have been studied. The operations ma

3、nagement of these enterprises has been evaluated by the operational performance. The results showed that the operations managementof these enterprises could influence their operational performance and the strategies would have both positive and negative impacts on the managementof the whole enterpri

4、se.IntroductionOperations management is the managementconcerning with predicting, designing, managing the process of production and adjusting the business strategies. Jayaram(2010) stated that the operation managementcould correct the problems, adopt best strategy, link the strategy with operations

5、and enhance the strengths of the operations.Undoubtedly, the operations management could influence the competitiveness of enterprises in the market and the efficiency in the organization significantly . To improve the competitiveness and enhance the operation of the enterprise, the operations manage

6、ment should be enhanced in advance.Currently, the competition between different automobile manufacturers has become much fiercer (Chen, 2010). To improve the competitiveness andmaintain or improve the markets share, the operations management has been paid much more attentions by some famous internat

7、ional automobile manufacturers, such as Toyota, VW, BMW,Ford and Porsche. Although the principle aim of the operations managementsof different organizations is improving the competitiveness of enterprise. The objectives of the operations managements and the strategies adoptetdo achieve these objecti

8、ves are different since the operating environment, capacities of employees, targets customers, types of products of the five automobile manufacturers might be different in some extent. In this report, the overall strategy, especially the operations strategy, of the five automobile manufacturerswill

9、be presented. To evaluate the effectiveness of the overall strategy and operations strategy, the operational performance of these enterprises will be analyzed comprehensively.Discussion and analysisAccording to the researchconducted by Sprague (2007), operations managementis the processof managing t

10、he resources used in products and service and delivery of products and service. In general, there are four aspects in the operations management, namely offering high-qualified products with lower costs, providing the right customerswith right products at the right time, maintaining the stable suppli

11、ers, and enhancing the human resource management.The operations management of ToyotaAs the largest automobile manufacturer in 2010 by production, Toyota has adopted excellent strategies and focused on the operation management of the whole enterprise.According to the research conducted by Jayaram (20

12、10), the TPS, which is also called as 卡PS , in Toyota con tributes to the successof this enterp rise sig nifica ntly. Lea nManagement is a sort of philosophy derived from the Toyota Production System (TPS), which was firstly proposed by Sugimori et al. (1977), and was identified as Lean during 1990s

13、. The main purpose of lean management or TPS is to eliminate or reduce the waste in the production, delivery, transportation and so forth. Through eliminating the wastes, the costs could be reduced significantly and the competitiveness of the automobilessold by Toyota in the market could be improved

14、.In addition, Toyotas range covers most market sectors from family sedansto sports cars, four wheel drives to luxury vehicles and small hatches to small buses. Amasaka (2007) stated that one desired outcome of Toyotais providing the customerswith the high-qualified automobiles, at the lowest prices.

15、 Therefore, to reduce the costs of operation and improve the performance in the market, the integration of the products, service, management and delivery has been focused on by Toyota while the individualization, especially the individualization of employees, has been neglected by Toyota. Although t

16、he efficiency of the whole enterprise has been improved, the stress suffered bythe employees has increased. Sometimes,this management system leads to serious results (Shim, 2012). Since 2009, Toyota has recalled the cars with potential risks for several times and the reputation of Toyota in the cust

17、omers has decreased greatly. Seemingly, the fact that there are potential risks and problems in the products only has relation with the level of technology. However, in some extent, this serious phenomenon was caused by the rigid management system.Although Toyota takes measures to promote the sales

18、of its products, the principles ofTPS requires thatthe production should by pushed by theneeds of customers and the enterprise should adjustthe production in accordance with the changesin the market (Raab, 2006). For instance,in 2012, due to some political reasons, the productsmade by Japan are not

19、favored by the Chinese customers, Toyota decided to close its industries in China immediately and monitor the changesin the needs of the Chinese customers.In this way, the waste caused by the decrease ofneeds could be reduced.Undoubtedly, adjusting the strategies in accordance with the needs of cust

20、omers improves the strengths of Toyota significantly.The operations management of VWCompared with other automobile manufacturers, VW, one famous German automobile manufacturer,could find more potential market and potential customers.In addition, the work-life balance of the employeeshas beenimproved

21、 by successful operations management (Stowell, 2010). Finally, VW could improve the relation with its cooperators.In the first place, the potential markets and customers could be found by VW in advance. In this way, the competitiveness of it in certain market is stronger than that of its competitors

22、 (Koplin, 2007). For instance, several decades ago, when the purchasing powers of the Chinese are not so great, VW chose China as its target market and begun to enter into this potential market while other automobile manufacturers did not hope to invest in China. So VW became the leading automobile

23、manufacturer in China easily and had great reputation in Chinas customers. That is the main reason why until now the great influence of VW in China has not been threatenedin the fiercer environment. Therefore, finding the potential customers and potential markets is an essential sector of VW s opera

24、tions strategy although this action sometimes might have negative results. In general, the performance of VW in the market is extremely excellent although currently its market share decreasesin thefiercer competition.In addition, the effective internal managementcontributes to the successof VW. Inth

25、e automobile manufacturing industry, the phenomenon that the employees complainabout higher stress levels in the job exists in many enterprises (Whiting, 2011).Undoubtedly, without reducing the high stress levels suffered by the employees, theworking efficiency of the employees and even the competit

26、iveness of the wholeenterprise would be negatively impacted. Unlike some automobile manufacturersusing higher salary to encourage the employees to work, VW implemented some rulesto improve the work-life balance of the employees and reduce the stresssuffered bythem. For instance, VW has passed rules

27、to permit the employees to answerafter-hours emails from home immediately. This human resource management istotally different from that of Toyota which requires the employees to focus onthecontinuous improvement. Although both the two strategies could improvetheoperations management, the strategy ad

28、opted by VW is highly appreciated bytheexperts and employees since this human resource strategy is much better tothesustainable development of people.Finally, unlike many other enterprises who always hope to defeat the competitors,Volkswagen is extremely good at cooperating with others and has estab

29、lished a closerelationship with Porsche, First Automotive Works (FAW) in China, and so on. Thecooperation with other enterprises plays animportant role in the development of VW.For instance, when VW firstly entered into the Chinas market, instead of competingwith the local enterprises, such as FAW,

30、VW chose to cooperate with these localenterprisesJim nez, 2011).In this way, VW did not need to recruit the empioyees.establish processing lines and extend the market. Undoubted,lyplenty of capital couldbe saved and the risks couid be avoidedin this way. Of course, cooperating with theiocai enterpri

31、ses doesnot mean that VW avoids responsibiiity and has not ambitions.In the period of cooperation, VW tried its best to improve the infiuence of its brand,improve its popuiarity in the customers and adopt the most advanced technoiogy. Inthis way, this brand was accepted by the most Chinese customers

32、 and VW became the leading automobile manufacturer in China.In summary, by investing in the potential market, the competitiveness of VW in some regions has beenimproved greatly; by reducing the stress suffered byits employees, the efficiency of VW has been increased; by cooperating with some other manufacturers, instead of competing with them, the strengths of VW have been enhanced. Therefore, the operations strategy adopted by VW makes great contribution to its success.The operations management of BM