汽车品牌分析文档格式.docx

1、Introduction 1Discussion and analysis 2The operations management of Toyota 2The operations management of VW 4The operations management of BMW 6The operations management of Ford 7The operations management of Porsche 8Conclusion 9Reference 10Executive summaryIn order to comprehensively analyze the ope

2、rations 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 management of these enterprises has been evaluated by the

3、 operational performance. The results showed that the operations management of these enterprises could influence their operational performance and the strategies would have both positive and negative impacts on the management of the whole enterprise. IntroductionOperations management is the manageme

4、nt concerning with predicting, designing, managing the process of production and adjusting the business strategies. Jayaram （2010） stated that the operation management could correct the problems, adopt best strategy, link the strategy with operations and enhance the strengths of the operations. Undo

5、ubtedly, 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 management should be enhanced in advance. Currently, th

6、e competition between different automobile manufacturers has become much fiercer （Chen, 2010）. To improve the competitiveness and maintain or improve the markets share, the operations management has been paid much more attentions by some famous international automobile manufacturers, such as Toyota,

7、 VW, BMW, Ford and Porsche. Although the principle aim of the operations managements of different organizations is improving the competitiveness of enterprise. The objectives of the operations managements and the strategies adopted to achieve these objectives are different since the operating enviro

8、nment, 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 manufacturers will be presented. To evaluate the effectiveness

9、 of the overall strategy and operations strategy, the operational performance of these enterprises will be analyzed comprehensively. Discussion and analysisAccording to the research conducted by Sprague （2007）, operations management is the process of managing the resources used in products and servi

10、ce 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 customers with right products at the right time, maintaining the stable suppliers, and enhancing the human resource

11、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 （2010）, the TPS, which is also called a

12、s “TPS”, in Toyota contributes to the success of this enterprise significantly. Lean Management 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. The main purpose of lean management

13、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 automobiles sold by Toyota in the market could be improved. In addition, Toyotas range covers m

14、ost market sectors from family sedans to sports cars, four wheel drives to luxury vehicles and small hatches to small buses. Amasaka （2007） stated that one desired outcome of Toyota is providing the customers with the high-qualified automobiles, at the lowest prices. Therefore, to reduce the costs o

15、f 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 the efficiency of the whole enterp

16、rise has been improved, the stress suffered by the 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 customers has decreased greatly. Se

17、emingly, 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 of its products, the principle

18、s of TPS requires that the production should by pushed by the needs of customers and the enterprise should adjust the production in accordance with the changes in the market （Raab, 2006）. For instance, in 2012, due to some political reasons, the products made by Japan are not favored by the Chinese

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

20、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 employees has been improved by successful

21、 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 （Koplin, 200

22、7）. 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 manufacturer

23、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 threatened in the fiercer environment. Therefore, finding the potential customers and potential markets is an essential sector of VWs operations strateg

24、y 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 decreases in the fiercer competition. In addition, the effective internal management contributes to the success of VW. In the autom

25、obile manufacturing industry, the phenomenon that the employees complain about higher stress levels in the job exists in many enterprises （Whiting, 2011）. Undoubtedly, without reducing the high stress levels suffered by the employees, the working efficiency of the employees and even the competitiven

26、ess of the whole enterprise would be negatively impacted. Unlike some automobile manufacturers using higher salary to encourage the employees to work, VW implemented some rules to improve the work-life balance of the employees and reduce the stress suffered by them. For instance, VW has passed rules

27、 to permit the employees to answer after-hours emails from home immediately. This human resource management is totally different from that of Toyota which requires the employees to focus on the continuous improvement. Although both the two strategies could improve the operations management, the stra

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

29、and has established a close relationship with Porsche, First Automotive Works （FAW） in China, and so on. The cooperation with other enterprises plays an important role in the development of VW. For instance, when VW firstly entered into the Chinas market, instead of competing with the local enterpri

30、ses, such as FAW, VW chose to cooperate with these local enterprises （Jimnez, 2011）. In this way, VW did not need to recruit the employees, establish processing lines and extend the market. Undoubtedly, plenty of capital could be saved and the risks could be avoided in this way. Of course, cooperati

31、ng with the local enterprises does not mean that VW avoids responsibility and has not ambitions. In the period of cooperation, VW tried its best to improve the influence of its brand, improve its popularity in the customers and adopt the most advanced technology. In this way, this brand was accepted

32、 by the most Chinese customers 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 been improved greatly; by reducing the stress suffered by its 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 BMW BMW （Bayerische Motoren Werke）, which was establis