...Bandag Automotive Angela Welsch Walsh University 1. Bandag Auto has experienced continuous growth and should consider creating an HR Department or Unit. All functions relating to this area would be handled by persons qualified and educated to deal with complicated issues. The new HR Manager would need to develop strategies and policies and identify the needs of the organization. Positions created would consist of a HR Manager, Payroll Manager, Loss Prevention, and employment and screening personnel. 2. Analyze and/or modify current procedures to ensure they comply with legal requirements and responsibilities of the company. Administer disciplinary actions, and developing a policies and procedures manual. Plan employee training and orientation, team building and create a pleasant work environment. 3. Henry Jacques was fired for creating a “poisonous relationship” with his co-workers, this has created a potential lawsuit. This will most likely be a claim of discrimination due to the rumors of Henry’s mental illness. If a policy manual had been used to identify the procedure for termination and all steps were handled according to company policy this could give grounds to terminate his employment. Documenting any erratic behavior and complaints by co-workers or supervisors are imperative. I don’t believe that Henry has a legitimate claim against the company due to the organization not having actual knowledge of any health or mental condition. However, the fact is...
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...Running head 1 BMW's Dream Factory & Culture Christian Chenard Strayer University Dr. Theresa J. Bowen Leadership and Organizational Behavior - BUS 520 April 2010 BMW's Dream Factory & Culture 2 How would you describe the culture at BMW? Entrepreneurial culture is rarely the norm in German corporations. Employees at BMW are innovative because management has learned from experience that listening to assembly workers' ideas and customers likes make for a very creative culture. The employees at the plant, to include engineers, assembly line employees and management are known to brainstorm when a problem arises with a car model in production. The task force concept is a powerful tool BMW has learned to use when it needs to either solve a problem or create a new concept of operation for a project. (Hellriegel, D. & /Slocum J, 2007, pp.522-524). Managers came to realize that they don't necessarily have all the right answers. Audi and Toyota are BMW's closest market rivals in Germany and this keeps everyone at BMW thinking from top to bottom. No sooner does an innovation hit the market, people at BMW stay on their toes to see if that is something their clientele might go for in a "Bimmer" or not. Norbert Reithofer, the current CEO at BMW stated "we push change through the organization to ensure its strength. There are always better solutions". (Hellriegel, D, 2007, p522)....
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...Case ANALYSIS to: DR. tommy jamieson from: TEAM 7: Vijay Periasamy, Anjana RAMAn, KATHAN SHAH, SURAJ SHESHADRI, Pooja Soman subject: managing the new PRODUCT DEVELOPMENT process ------------------------------------------------- date: 11/19/2013 Introduction Frog is a global design firm located around the world. They specialize in designing of products and work with clients in a range of industries including retail, entertainment, finance, medical and fashion. They have a very strong client list including Dell, GE, HP, Microsoft and Yahoo. The company is well known for its techno hip style and creating products with an aesthetic appeal. Frog is engaged in three kinds of activities; Evolving i.e. reinvigorating a company's existing asset, Expanding i.e. identifying new products and services for existing and new markets and lastly, Envision i.e. rethinking of the brand. Frog offers a multidisciplinary team for any project including visual designers, business strategists, mechanical and software engineers. Their process is organized in three phases: discover, design and deliver. The problem We have identified few problems. Firstly, frog relies heavily on the potential consumers for design suggestions. It was observed that the consumers are constrained to suggest for modification of the potential product that were more elaborate and detailed models. This can lead to incorrect conclusion of the usability of the products and in turn lead...
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...Innovative Practices in Customer Creation Submitted to : Prof. Mithileshwar Jha On 18th October 2013 In partial fulfillment of the requirements of GMITE-VII By |Name |Registration No. | |Gopakumar Nair |GMITE- 22 | |Jijo Mathew |GMITE | |P G Rajesh Nair |GMITE- 63 | |Name |Registration No. | |Gopakumar Nair |GMITE 22 | |Jijo Mathew |GMI | Name Registration no. Gopakumar Nair GMITE 22 Jijo Mathew Rajesh Nair [pic] Executive Summary From the conception level to the launch of a product/service and then to sustain and enhance market acceptability, each product /service follows certain marketing techniques. Marketing strategies decide the futuresucess of a product, be it services or a new product, it is the strategies adopted to identify the customers, positioning and pricing of the product which determines the life of the product in the market. In this paper we have researched on some of the Innovative strategies successfully employed by automobile companies for new customer creation This document is a study about...
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...Operation Management TOYOTA Team P.A.L Minchul Seo, Altanzul Table of Content 1. Introduction 2. Industries and Company Information 3. Explanation of OM Capabilities 4. How Company Uses OM 5. Identify Problems / SWOT analysis 6. Areas to use for improvements of Critical Business activities in Operations Management 7. Provide Multiple Solutions 8. Conclusion Introduction Toyota Motor Corporation is one of the leading automobile manufacturers in the world by not only its models but also its management. We can say that the principles that Toyota Motor Corporation uses are the way to their success. For instance, they do not only want to be successful by themselves but also they respect their partners and suppliers by challenging them and helping them improve. Toyota wants to be reliable to the customers, suppliers and to the organization. For this reason, they use some operating management technologies such as Just In Time (JIT), Quality Management (QM), Total Quality Management (TQM) and so on. Using these technologies they could reduce to time they spent on manufacturing, shipping, ordering, receiving, forecasting and many others. It also affected to their quality and the overall mission to be succeed. They do not try to hide their weakness and problems in the organization so that they can fix them easily by using simple visual indicators to help people determine their problems immediately whether they are in standard condition deviating from...
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...ANALYSIS OF THE INDIAN AUTOMOBILE INDUSTRY SUBMITTED BY : ANIKET SHARMA ROLL NO. 45 PG-C INTRODUCTION The Indian automotive industry has emerged as a 'sunrise sector' in the Indian economy. India is emerging as one of the world's fastest growing passenger car markets and second largest two wheeler manufacturer. It is also home for the largest motor cycle manufacturer and fifth largest commercial vehicle manufacturer. India is emerging as an export hub for sports utility vehicles (SUVs). The global automobile majors are looking to leverage India's cost-competitive manufacturing practices and are assessing opportunities to export SUVs to Europe, South Africa and Southeast Asia. India can emerge as a supply hub to feed the world demand for SUVs. India also has the largest base to export compact cars to Europe. Moreover, hybrid and electronic vehicles are new developments on the automobile canvas and India is one of the key markets for them. Global and Indian manufacturers are focussing their efforts to develop innovative products, technologies and supply chains. The automotive plants of global automakers in India rank among the top across the world in terms of their productivity and quality. Top auto multinational companies (MNCs) like Hyundai, Toyota and Suzuki rank their Indian production facilities right on top of their global pecking order. MAJOR DEVELOPMENTS & INVESTMENTS * Yamaha Motor Co (YMC) has announced to set up its fifth global research and...
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...Ford and the world automobile industry in 2012 At the beginning of 2012, the Chief Financial O cer of Ford Motor Company, Lewis Booth, was reviewing his nancial forecasts for 2012-16. Ford’s turnaround since the crisis of 2007-8 had been remarkable. After a loss of $14.7 billion in 2008, Ford earned net pro ts of $6.6 billion in 2010, and it looked as though Ford’s pro t for 2011 would exceed this. The recovery had been much more rapid than Booth had expected. Ford’s business plan of December 2008 projected that it would not break even until 2011.1 Booth attributed the speed of the turnaround to three factors: rst government measures in North America and Europe to stimulate demand through incentives for scrapping old cars and subsidies for purchasing new, fuel-e cient models; second, the recovery of demand in several major markets including China, India, Brazil and the US; third, Ford’s own restructuring. The “One Ford” transformation plan introduced in 2006 had closed plants, cut Ford’s workforce from 295 000 at the beginning of 2006 to 148 000 at the end of 2011, sold Jaguar, Land Rover and Volvo and a large chunk of Mazda; integrated Ford’s global activities; and accelerated product development including an increasing emphasis on smaller cars. Despite these successes, Booth looked to the future with much trepidation. Ford’s performance over the next ve years would depend on three main factors: Ford’s ability to continuing success with its One Ford strategy, the state of the...
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...Case Study 2.2: The Failed Merger between Renault and Volvo In 1993, merger talks finally broke down between Renault and Volvo. A merger between the two companies had seemed the inevitable consequence of a number of years of collaboration and the plans seemed well set. Cooperation between the two firms had begun in 1990 when Renault took a 25 per cent share in Volvo cars and a 45 per cent share in their truck division. Volvo, for its part, took a 20 per cent share in Renault. The early collaboration took the form of an exchange of engines, the joint purchasing of components and joint developments in quality control. The cooperative arrangements between the two companies were a constant source of internal criticism, which focused on the highly bureaucratic procedures that had been established. In this sense, a full merger was seen by both parties as the more favourable option. The strategic fit between Renault and Volvo seemed ripe for merger. Volvo had strengths in the large car market, where Renault had consistently failed to make an impact. Renault’s strengths lay in the manufacture of small cars and in diesel technology. In terms of market, Volvo was stronger in Northern Europe and especially North America and Renault had a larger market share in Southern Europe and South America. Both companies were probably too small to survive in a globally competitive volume car market. In Europe and the USA, merger was a route for survival, particularly in the face of increasing...
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...- Lessons in Post-Merger Integration - Jan Daniel Laufhütte 2304958 Individual Written Case Study Report in Strategic Management IHS-3-422 London South Bank University 17/12/2003 Table of Contents List of Figures................................................................................. i Introduction ................................................................................... 1 1. The changing world automobile industry .............................. 1 2. Reasons for mergers and acquisitions .................................. 3 2.1. 2.2. Daimler-Benzs’ motives..................................................................... 3 Chryslers’ motives ............................................................................. 5 3. The Post-Merger Integration Structure................................... 7 3.1. 3.2. 3.3. Preparations for the merger .............................................................. 7 Integration Structure of DaimlerChrysler......................................... 7 Expected Synergies ........................................................................... 8 4. Cultural Issues ......................................................................... 9 4.1. 4.2. 4.3. Daimler-Benz’s Culture...................................................................... 9 Chrysler’s Culture ............................................................................ 10 Key Integration Problems and Post-Merger Business Culture ....
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... | | Case Study: ‘The OSCar Project – Cars to save the world’ Question 1 – IT took Hugo about 6 years to secure funding for the LIFEcar project whilst at the same time he was keen to develop the Hyrban city-car as a parallel project. Comment on the creation, development and management of the two projects. Where they indeed separate, as presented? The creation of the LIFEcar project was based on opportunities that had been generated by the current practices of the automotive industry. In times were combating global warming is a big issue Hugo identified that the long term future of the automotive industry was uncertain as it relied heavily on finite fossil fuels. Hugo identified a market opportunity that would take advantage of the current issues the automotive industry had by proposing a vehicle that did not depend entirely on the consumption of finite fossil fuels. The creation of the LIFEcar project was Hugo’s answer to clean transport and it seemed to be the way forward and future of automotive technology. With the concept of the LIFEcar project underway Hugo identified another potential market for Hydrogen fuel cell Car, one which he believed seemed to be a more ideological market and moved away from the development of a HFC sports car. Hugo identified that a more promising early market would be for HFC city-cars, this lead to the development of a second project the Hyrban city-car. The Hyrban city-car had similar technological aspects to those that were introduced...
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...\ Weekly Case Analysis #1 Auto Industry This article describes the situation of the global auto industry in 2009. The industry was facing new challenges brought on in large part by the housing market collapse. The collapse of the housing market left many people scared to invest and scared to spend. Trust had been lost in banking institutions and no one was ready to take on new loans at this time. This meant demand for high priced items, such as automobiles was down in the United States of America. The United States and the global automobile industry were suffering big losses. United States auto sales were down eighteen percent from 2007 to 2008, while France’s automobile sales were down 15.8 percent from the previous year. The Big Three automobile companies in the United States, Ford, General Motors, and Chrysler, had dominated the market up to this point, but was starting to lose an edge to many foreign automobile manufacturers. Many foreign automobile companies, like Honda and Kia, were moving in on this gap that had been left by Ford, General Motors, and Chrysler. These foreign companies were able to continue to profit while Ford, General Motors, and Chrysler suffered losses because they were not stuck in an old business model like the older companies. They were able to find out what the consumer wanted and what would be most sustainable long term. Ford, Chrysler, and General Motors got caught up in doing what had always been successful and did not look at changing...
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...Case Study – Chrysler-Fiat Strategic Alliance 1. What are your views of the 2009 Chrysler-Fiat strategic alliance and its future prospects in the auto industry? * According to me, the alliance is good both for Chrysler and fiat. Fiat can take care of the technology of Chrysler. It can have fiats well-developed distribution network in European market. Fiat will have the advantage of North American market. Combined production capacity will bring profits. * They also have problems in many aspects. Different corporate culture Mismatch of brands Regulatory issues 2. Analyze and evaluate Chrysler and Fiat’s strengths and weaknesses before and after their 2009 strategic alliance (see Table II and III). Fiat | Strengths | Weakness | Before Alliance | * Fiat acquires Lancia and 50% of Italian icon Ferrari. * Fiat became the largest automaker in Europe by acquiring Alfa Romeo from the Italian government. * Fiat hires Sergio Marchionne to become its CEO * Fiat was the largest automaker in Europe. | * Fiat had labor strikes and assembly line problems. * Took off jobs of many employees. | AfterAlliance | * Fiat have the advantage of getting new technology * Large distribution network in Europe and North America. | * Labor union problems * Ownership problems | Chrysler | Strengths | Weakness | Before Alliance | * Chrysler had a market share of 12.5% in U.S in 2008. * The company was a big player in North America in mini...
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...Trident University International Module 2 Case Assignment Fall 2011 QMT 401 – Introduction to Total Quality Management Dr. Jill Johnson 29 Oct 2011 When it comes to automobile designing, manufacturing, marketing and purchasing the selections offered to the consumer can be absolutely confusing and frustrating because this is a major purchase and it needs to be the right one. I believe it is also safe to say that in these times of economic downturn a majority of new car buyers are looking for a “quality” product that will last them through the life cycle of the vehicle while meeting their purchase demands. The automobile industry knows of this demand which is why you see ads and commercials claiming that their product is the best buy with the highest “quality” within its class. So when it comes to quality in the automobile industry whose job is it to uphold this promise – everyone’s right? Let’s take a look at the automobile manufacturing processes and the various jobs and responsibilities for quality beginning with the customer. Customer: As we learned in our background readings the customer is responsible for determining what they want and need thus influencing the demand on the market place. However, it shouldn’t stop there, once a customer purchases there new vehicle they should provide the manufacturer with both positive and negative feedback on the product. This allows the manufacturer to make the necessary adjustments needed to satisfy the consumer market...
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...Tata Motors with their Ace Based on EMPI-Indian Express Indian Innovation Award Wining Entry by Tata Motors Registered Office: Bombay House, 24, Homi Modi Street, Mumbai Abstract: Tata Motors, India's largest integrated automobile manufacturer today, designed the country's first indigenously developed mini-truck for both rural and urban use. The versatile, high performance and efficient mini-truck, ACE. Key words: Indigaeanous Development, Innovative Organsiation, Mini Trck, Rural Transport 1. Introduction Development of road infrastructure has led to an increase in the distribution of goods across the country, based on the hub and spoke model. The ACE is powered by a unique twin cylinder 16bhp IDI 700cc diesel engine and with its launch the Company introduces a new category in the commercial vehicle segment. Tata Motors recognized the growing trend as well as the need for a last mile distribution vehicle. Keeping that in mind they developed a pick-up vehicle designed to carry larger and heavier payloads in the sub-2 ton category. Simultaneously, anticipated an opportunity in the sub-1 ton payload segment Tata Motors has indigenously developed a reliable and cost effective 4-wheeler for this segment with a water-cooled, twin cylinder diesel engine, making the ACE among the few mini-trucks in the world to be powered by a diesel engine. The Ace is ideal for short, narrow village roads as well as long highway hauls; for small bulky loads as well as large heavy ones. The small...
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...EKONOMICKÁ UNIVERZITA V BRATISLAVE NÁRODOHOSPODÁRSKA FAKULTA MEGATRENDS OF QUALITY OF LIVE (Seminar work) 2013 Bc. Peter Moravčík Introduction Identifying and defining a Mega trend is one of the most controversial parts of the entire process, but also one of the most important. Without an accurate definition, but run the risk of over or under defining our starting point, which automatically puts us in the wrong position to launch. We would like to try in first chapter of this seminar work. In second chapter of this seminar work we describe one of new Mega trend – smart product. Smart products by industry advocates assumes that new product features such as anticipating and optimizing for future events after the product measures and scans the relevant conditions will be welcomed and valued by consumers. Further, many companies have built business and service plans that assume smart products will command premium prices and build recurring revenue streams, creating competitive advantage. However, the smart product value proposition for consumers is complex. In some cases industry for embedded intelligence is no grounded in an understanding of the many challenges presented by smart products and their evolving ecosystems. There are numerous examples of smart products that never captured the consumer market or that fell out of favour when lower-cost, more generic offerings came along. Consumers also have...
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