BMW

1. A presentation on
Production management
Prepared By:
ROLL NO. 11 to 20
F.Y.BBA (A)
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2. STUDENTS PARTICIATED IN
THE ASSIGNMENT
ROLL NO. STUDENT NAME
11 AJMERA KRINESH
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13 AMRUTIYA RAJ
14 ANSARI HUMA
15 ARVADIA DEV
16 ATTAL YOGITA
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18 BAMBHANIYA JAYDEEP
19 BARBER JIGNESH
20 BHADANI VIREN
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3. FLOW OF REPORT
 INTRODUCTION OF COMPANY
 AUTOMATION
 USE OF AUTOMATION IN BMW
 PLANTLOCATION
 PLANTLAYOUT
 KAIZEN
 JUST IN TIME
 JIT IN BMW
 KANBAN
 KANBAN IN BMW
 WASTE MANAGEMENT
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4. INTRODUCTION OF
COMPANY
 BMW AG originated with three other manufacturing
companies, RappMotorenwerke and BayerischeFlugzeugwerke (BF
w) in Bavaria,and FahrzeugfabrikEisenach in Thuringia. The
company is now known as BMW or BayerischeMotorenWerke.
Aircraft engine manufacturer Rapp Motorenwerke
became BayerischeMotorenwerke in 1916.
 The engine manufacturer, which built proprietary industrial engines
after World War I, was then bought by the owner of BFw who then
merged BFw into BMW and moved the engine works onto BFw's
premises. BFw's motorcycle sideline was improved upon by BMW
and became an integral part of their business.
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5. AUTOMATION
 High volume production falls under mass and flow production
categories. As volume increases we must have some strategy in
production method so as to reduce high cost and manufacture lead
time. This give rise to use of Automation Process.
 An automated flow line is production system that comprises a set of
machines (or workstation) and material/work handling device which
are linked together so as to perform operation and move from one
machine to another
 Innovative automation and state-of-the-art assistance systems offer
great potential for workstations, says BMW.As a result, the
company says it will be possible to further reduce ergonomically
unfavourable and strenuous tasks, giving workers an opportunity to
apply their unique cognitive skills to the best effect
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6. USE OF AUTOMATION IN
BMW
 Purposeful application of assistance systems and
lightweight robots
 The allocation of roles between workers and available tools is
clear: their high level of expertise, creative and cognitive skills
make humans ideally suited for tasks that focus on actual value
creation, specific precision work and quality management.
 Assistance systems, on the other hand, support people in
carrying out strenuous and repetitive tasks that constitute a
stereotypical strain. In production, lightweight robots do not
require any additional fixed points and are relatively mobile in
where they can be applied.Moreover, they can work directly with
people. As a rule, the application of assistance systems is about
finding reasonable solutions for the respective purpose, always
with the focus on the specific benefit to be achieved.
 Man and machine bringing together their respective
 Due to the high forces required in the screw bonding process,
this particular task cannot be assigned to a lightweight robot.
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7. PLANT LOCATION
 BMW IN INDIA:BMW India is a subsidiary of the BMW
Group and is based in India. Its headquarters are located
in Gurgaon (National Capital Region). Facilities include a
manufacturing plant in Chennai, a parts warehouse in Mumbai, and a
training center in Gurgaon NCR and a network of dealerships.
Products offered include BMW, MINI and BMW Motorrad.
 PLANT LOCATION: BMW Plant Chennai started operations on 29
March 2007. The BMW Plant Chennai locally produces the BMW 3
Series, the BMW 3 Series Gran Truismo,[3] the BMW 5 Series, the
BMW 7 Series, the BMW X1, the BMW X3 and the BMW X5[4].
BMW Plant Chennai will begin the local production of the BMW 6
Series Gran Turismo in 2018.
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8. PLANT LAYOUT
 Plant layout is the most effective physical arrangement, either existing
or in plans of industrial facilities i.e. arrangement of machines,
processing equipment and service departments to achieve greatest co-
ordination and efficiency of 4 M’s (Men, Materials, Machines and
Methods) in a plant.
 Layout problems are fundamental to every type of
organization/enterprise and are experienced in all kinds of
concerns/undertakings. The adequacy of layout affects the efficiency
of subsequent operations.
 It is an important pre-requisite for efficient operations and also has a
great deal in common with many problems. Once the site of the plant
has been decided, the next important problem before the management
of the enterprise is to plan suitable layout for the plant.
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9. PICTURE OF BMW’S PLAN
LAYOUT
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10.  KAIZEN
 "Kaizen" involves improving processes. Instead of focusing on the
product, the idea is to improve the way it's made.
KAIZEN IN BMW
 BMW improves its production process by bringing automation in the
process. Moreover by 2021 BMW is launching its new plan in which
the driverless car is possible.. BMW takes initiatives to improve the
quality of the car by adding value to it.
 BMW Manufacturing Co. produces some of the most advanced
vehicles on the road. But from that production process comes
inevitable waste materials. That’s where the factory’s waste reduction
program comes into effect. Through careful management of waste
materials, the factory is pushing toward a green policy with a number
of recycling and reuse plans. Plans focus on everything from
cardboard to scrapped bodies
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11. JUST-IN-TIME
 Just-in-time (JIT) is an inventory strategy companies employ to
increase efficiency and decrease waste by receiving goods only
as they are needed in the production process, thereby reducing
inventory costs. This method requires producers to forecast
demand accurately.
 This inventory supply system represents a shift away from the
older just-in-case strategy, in which producers carried large
inventories in case higher demand had to be met.
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12. JUST-IN-TIME IN BMW
 BMW operates with very low inventory levels, relying on
its supply chain to deliver the parts it needs to build cars. The
parts needed to manufacture the cars do not arrive before or
after they are needed; instead, they arrive just as they are
needed.
 Just-in-time inventory control has several advantages over
traditional models. Production runs remain short, which
means manufacturers can move from one type of product to
another very easily. This method reduces costs by eliminating
warehouse storage needs. Companies also spend less money
on raw materials because they buy just enough to make the
products and no more.
 Car manufacturing is complex and BMW typically relies on
“just-in-time” production, meaning that it only orders parts
when it needs them.
 It is a system of signals that is used through the value stream
to pull product from customer demand back to raw materials.
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13. Kanban
 Kanban is a visual method for controlling production as
part of Just in Time (JIT) and Lean Manufacturing. As part
of a pull system it controls what is produced, in what
quantity, and when. Its purpose is to ensure that you only
produce what the customer is asking for and nothing
more. It is a system of signals that is used through the
value stream to pull product from customer demand back
to raw materials.
 It is literal meaning is that of a flag or sign, when you see
that flag you know that it is time to manufacture the next
part. Kanbans can take many forms but in most production
facilities they will use Kanban cards or bins to control the
process, although there are no limits to how you can
control and design kanbans; only your imagination.
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14.  Kanban in BMW
 BMW also adopts kanban system as it is a support to JIT
system. Without kanban, JIT is not possible.
 BMW has very good arrangements which signals when
the parts or materials are in shortage.
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15. WASTE MANAGEMENT
 Waste management is the “generation, prevention, characterization
,monitoring ,treatment ,handling ,reuse and residual disposition of
solid wastes”.
 Waste management or waste disposal are al type the activities and
actions required to manage waste from its inception to final
disposal.
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16. WASTE MANAGEMENT IN
BMW
 Office recycling
 A production campus as big and as busy as they has the potential to
generate a significant amount of waste. Led in large part by their
associates, they’ve adopted an aggressive recycling program that forces
them to think about everything from how they use paper to the
Styrofoam cups that hold the morning coffee.
 Bottles and Cans
With about 8,000 people working on site, the factory goes through a
good number of aluminum cans and plastic drinking bottles. The factory
compresses and bales these items and sells them to recycling groups.
 Packing Materials
Working together, BMW and suppliers have designed returnable
shipping containers. This little innovation has allowed us to reduce the
cardboard, wood and other packaging waste per vehicle. As more and
more BMW suppliers sign on to participate in the program, the
environmental impact is being felt far beyond our plant grounds
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