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PROJECT IPYGO:

PROJECT IPYGO:. DESCRIPTION OF GENERAL DETAILS OF THE FIRM AND ORGANIZATION CHART. Project task number 1-2. Headquarter: Stuttgart, Germany

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PROJECT IPYGO:

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  1. PROJECT IPYGO:

  2. DESCRIPTION OF GENERAL DETAILS OF THE FIRM AND ORGANIZATION CHART Project task number 1-2

  3. Headquarter: Stuttgart, Germany • Production: Argentina, Austria, Bosnia and Herzegovina, Brazil, Canada, Egypt, Ghana, Hungary, India, Indonesia, Iran, Malaysia, Mexico, Nigeria, South Africa, South Korea, Thailand, Turke, United Kingdom USA • Products: Passenger cars, Trucks, Buses and vans, Utility vehicles Location:

  4. 1886 the first car was developed • Foundation: 1887 • Founders: Gottlieb Daimler • Karl Benz • 1894 first serial production • Cooperation of: Mercedes (Daimler) and Benz because of bearing the crisis, until the 1926’s unification. • 1928 the first formula 1 car(“Silber Pfeil”) was built History

  5. Cars for middle and upper class. They try to offer high quality cars at good relation price-quality. Prices vary depending on the model you are to buy. • Their cars are always on the edge from a technological point of view since they have been produced with the best technological tools. Business

  6. COMPETITORS • Their strongest competitors come from the luxurious car’s market. • Mercedes is supposed to be the strongest one in its field. • Main Competitors: - BMW - Audi - VW • other car manufacture companies (Jaguar, Opel (GM) Porsche...

  7. STRATEGY FOLLOWED TO GET A COMETITIVE ADVANTAGE Project task number 3

  8. THE PORTER’S GENERIC STRATEGIES: • THE DIFFERENTITATION STRATEGY (horizontal axis) • THE COST LEADERSHIP STRATEGY (horizontal axis) • STRATEGIC FOCUS AND SCOPE (vertical axis) THE STRATEGY FOLLOWED BY MERCEDES BENZ TO BECAME LEADERS IN THE CAR MARKET ARE: DIFFERENTIATION VERSATILITY BROAD SCOPE

  9. Vertical axis: F O C U S Horizontal axis: DIFFERENTIATION // COST LEADERSHIP

  10. 1. DIFFERENTIATION • INVOLVES MAKING OUR PRODUCT DIFFERENT AND MORE ATTRACTIVE THAN THOSE OF OUR COMPETITORS.

  11. 1. DIFFERENTIATION • TO MAKE A SUCCESS OF A GENERIC DIFFERENTIATION STRATEGY, WE NEED: • Good research, development and innovation. • The ability to deliver high-quality products or services. • Effective sales and marketing

  12. DRAWBACK: • HANDICAP BEING UNIQUE • REASONS: • 1. Reduce costs (labor, taxes, tariffs, etc.) • 2. Improve supply chain • 3. Provide better goods and services • 4. Understand markets • 5. Learn to improve operation • 6. Attract and retain global talent GLOBALIZE DIFFERENTIATION

  13. 2. THE COST LEADERSHIP STRATEGY V E R S T I L T Y • REDUCING ITS ECONOMIC COSTS BELOW ITS COMPETITORS • THE ABILITY OF A VALUABLE COST-LEADERSHIP COMPETITIVE STRATEGY TO GENERATE A SUSTAINTED COMPETITIVE ADVANTAGE DEPENDS ON THAT STRATEGY BEING RARE AND COSTLY TO IMITATE.

  14. 3. FOCUS OR STRATEGIC SCOPE • THIS DIMENSION IS NOT A SEPARATE STRATEGY PER SE, BUT DESCRIBES THE SCOPE OVER WHICH THE COMPANY SHOULD COMPETE BASED ON COST LEADERSHIP OR DIFFERENTIATION. • THE FIRM CAN CHOOSE TO COMPETE IN: • THE MASS MARKET WITH A BROAD SCOPE, • A DEFINED, FOCUSED MARKET SEGMENT WITH A NARROW SCOPE. • MERCEDES BROAD SCOPE

  15. QUALITY FUNCTION DEPLOYMENT (QFD) Project task number 4

  16. Quality Function Development(QFD)

  17. Customer Room (What customers want) • This is the “voice of the customer” • Done With focus groups • Must be what customers want and not what builder wants

  18. Engineering Room • This is the HOW room, How can each customer attribute be measured and evaluated by the company.

  19. Integrator room • These are the What's’ in rows and How's in columns • This s the relationship room • Described in 3 ways: • Strong moderate and weak

  20. Competitors room • This room assesses how well we are meeting customers requirements

  21. Tester Room • Technical priorities • Relationship and importance to customer

  22. The Attic

  23. About quality cost analysis (http://www.kaner.com/qualcost.htm) Project task number 5

  24. Content • Definition quality cost • Different types of Quality cost analysis • Prevention costs • Appraisal costs • Internal failure costs • External failure costs • Benefits by analysis cost of quality • Risks by analysis cost of quality

  25. Definition • QualityCost: - It is represented by the costs encountered in: - preventing - finding - correcting the defective work • They represent in general a significant amount • It is affected (reduced) by Total Quality Control.

  26. Prevention costs The costs encountered in the activities preventing poor quality. Examples: • Staff training • Early Prototyping/Requirements analysis • Clear Specification/unambiguous documentation • Evaluation of the development tools that will be used • Coding errors • Design errors • Mistakes in the user manuals • Dadly documented or unmaintainably complex code

  27. Appraisal Costs: • The Costs encountered in the activities aimed at revealing quality problems. • Examples: • Design review • Testing the raw materials • Quality control • Training testers • Test automation • Usability testing • Pre-release out-of-box testing by customer service staff

  28. Internal Failure • Failure costs are Costs that result from poor quality: • Bug fixes • Regression testing • Wasted in-house user time • Wasted tester time • Wasted writer time • Wasted marketer time • Wasted advertisements • Direct cost of late shipment • Opportunity cost of late shipment

  29. External Failure Costs • Customer service costs • Cost of patching a released product distributing the patch • Examples are: • Lost sales • Lost customer goodwill • Discounts to resellers to encourage them to keep selling the product • Warranty costs • Preparation of support answer books • Investigation of customer complaints • Refunds and recalls • Coding / testing of interim bug fix releases • Shipping of updated product

  30. Risks • Implementation Risks • Not being realistic and trying to achieve too much too soon. • Controversial costs should be left aside, especially the first few times the company is trying to implement the quality-costs analysis • Other risks: • Looking only from the point of view of the company, not looking at the customer’s costs • Might result in other types of risk: • Customer Dissatisfaction • Litigation

  31. Benefits • The goal is to reach minimum quality costs at the desired outgoing quality level. • It’s a feed-back mechanism: quality costs data is used by the management to make decisions that will impact the quality costs. • Applications of Quality Costs • Measurement Tool: • Quality costs provide comparative measurements for evaluating quality programs • Process-Quality Analysis Tool • Quality costs can serve effectively as an analysis tool and point out where the problems are • Programming Tool • Quality costs determine how the available resources to be divided • Predictive Tool • Quality costs can also be used to evaluate and assure performance in relation to the goals and objectives of the organization.

  32. Operations technology in Mercedes Benz Project task number 6

  33. Operations technology in Mercedes Benz • Products Technologically innovators • Technology used to manufacture these products

  34. CAD in Mercedes Benz • Two kinds of software • Mechanical and engineering orientated software • Design in itself software

  35. Production Technology • The cad design has to be integrated in the machine. Numerical controled Robots

  36. Internet & more corporative Software • Web page informing aabout their services, new releases and news. www.mercedes-benz.com • In 1995 they firmed aa contract with IBM to support all the corporative software. (accounting, net, design)

  37. DESCRIBE A PROCESS IN OUR FIRM USING ANY OF THE TOOLS FOR PROCESS DESIGN. Project task number 7

  38. PROCESS DESIGN

  39. PROCESS DESIGN

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