Mercedes Benz Operations Management
Table of Contents
Table of Contents i
Executive Summary 1
Part (A) 2
A-I: Operations Management at Daimler Mercedes-Benz 2
Quality & Material Management 2
Speed 4
Dependability and Flexibility 6
Cost 6
A-II: Process Management at Daimler Mercedes-Benz 7
Types of Daimler Mercedes-Benz customers 7
Advanced Design Process 8
The Body and paint Shop (Raw Materials and Workers job commitment) 9
The Assembly Line 10
Customer Service Strategy 11
Inventory Management 13
Purchasing and Supply Chain Management 14
The Process Chart 15
A-III: Lean Management in Mercedes Benz 16
Part (B) Capacity Management in Mercedes Benz 19
Part (C) Conclusion and Recommendations 22
Reference List 24
Executive Summary
Daimler Mercedes-Benz is one of the most valuable companies around the world; it is ranked number ten out of 100 leading brands worldwide (Bestglobalbrands.com, 2014), Mercedes-Benz is part of Daimler AG which is one of the best leaders in automobiles brands. The Daimler AG brand aims to deliver services, value and premium quality to its customers. The company has 14 sub-companies that produce cars, vans, trucks, and financial services. It has more than 100 vehicle models in over 200 countries worldwide, offering high quality products is the company’s strategy and goal. Daimler Mercedes-Benz cars have sold 1,565,563 million unit with revenues of over 64,307 million euros; with over 274,000 thousand employees in 2013, the company has also invested in plants and equipment worth over 3,751 billion euros (Daimler AG, 2013).
This management report includes an in-depth study of the operations management inside the company, by covering the most important parts of the company such as manufacture, assembly line and warehouses management. The aim of this report is to study current issues as well as the status of the company and how changes in demand can be handled. At the end of this report, the conclusion and recommendations offer the company solutions to prevent any issues
Table of Contents i
Executive Summary 1
Part (A) 2
A-I: Operations Management at Daimler Mercedes-Benz 2
Quality & Material Management 2
Speed 4
Dependability and Flexibility 6
Cost 6
A-II: Process Management at Daimler Mercedes-Benz 7
Types of Daimler Mercedes-Benz customers 7
Advanced Design Process 8
The Body and paint Shop (Raw Materials and Workers job commitment) 9
The Assembly Line 10
Customer Service Strategy 11
Inventory Management 13
Purchasing and Supply Chain Management 14
The Process Chart 15
A-III: Lean Management in Mercedes Benz 16
Part (B) Capacity Management in Mercedes Benz 19
Part (C) Conclusion and Recommendations 22
Reference List 24
Executive Summary
Daimler Mercedes-Benz is one of the most valuable companies around the world; it is ranked number ten out of 100 leading brands worldwide (Bestglobalbrands.com, 2014), Mercedes-Benz is part of Daimler AG which is one of the best leaders in automobiles brands. The Daimler AG brand aims to deliver services, value and premium quality to its customers. The company has 14 sub-companies that produce cars, vans, trucks, and financial services. It has more than 100 vehicle models in over 200 countries worldwide, offering high quality products is the company’s strategy and goal. Daimler Mercedes-Benz cars have sold 1,565,563 million unit with revenues of over 64,307 million euros; with over 274,000 thousand employees in 2013, the company has also invested in plants and equipment worth over 3,751 billion euros (Daimler AG, 2013).
This management report includes an in-depth study of the operations management inside the company, by covering the most important parts of the company such as manufacture, assembly line and warehouses management. The aim of this report is to study current issues as well as the status of the company and how changes in demand can be handled. At the end of this report, the conclusion and recommendations offer the company solutions to prevent any issues