For Compliance of Operation of Operation Management Assignment
Toyota VS BMW Production System
Eastern VS Western Management
Written by: Ahmad Nugraha Bayu Mukti 09/296024/PEK/14630
Powered By: Magister Management of Gadjah of Gadjah Mada University
Contents 1. Abstract.................................................................................................................................................... Abstract....................................................................................................................................................
1
2. Introduction .............................................................................................................................................
1
2.1. Toyota ...............................................................................................................................................
1
2.2. BMW .................................................................................................................................................
2
3. Theory Base .............................................................................................................................................
3
3.1. Production Line................................................................................................................................. Line .................................................................................................................................
3
3.2. Ford Assembly Line ...........................................................................................................................
3
3.3. Just In Time ......................................................................................................................................
4
4. Development ...........................................................................................................................................
5
4.1. Toyota Development ........................................................................................................................
5
4.2. BMW Development ..........................................................................................................................
6
5. Production System................................................................................................................................... System ...................................................................................................................................
8
‐
‐
5.1. Production System in Toyota manufacturing ................................................................................... 8 5.2. Production System in BMW manufacturing ................................................................................... 12 6. Conclusion.............................................................................................................................................. Conclusion..............................................................................................................................................
20
7. References .............................................................................................................................................
21
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Figures Figure 1.
Model AA Passenger Car.............................................................................................................
1
Figure 2.
The Origin of BMW Logo.............................................................................................................
2
Figure 3.
BMW First Car Dixi 3/15 .............................................................................................................
3
Figure 4.
Doughnut Production Line ..........................................................................................................
3
Figure 5.
Ford Assembly Line ....................................................................................................................
4
Figure 6.
Kaizen Process.............................................................................................................................
5
Figure7.
Toyopet Crown............................................................................................................................
5
Figure 8.
Automaker Market Share ...........................................................................................................
6
Figure 9.
Military Motorcycle.....................................................................................................................
6
Figure 10. The 700 Model ............................................................................................................................
7
Figure 11. Rolls Royce Silver Seraph ............................................................................................................
7
Figure 12. Human Being Build Quality into Product ....................................................................................
8
Figure 1.
Andon Electric Light Board..........................................................................................................
8
Figure 2.
Dingolfing Plant.........................................................................................................................
12
Figure 3.
BMW 7 Series Interior...............................................................................................................
13
Figure 4.
Tool Building .............................................................................................................................
15
Figure 5.
Tools in Press Shop ...................................................................................................................
15
Figure 6.
Robots Used ..............................................................................................................................
15
Figure 7.
Low Weight Alumunium ...........................................................................................................
15
Figure 8.
Painting Technology..................................................................................................................
16
Figure 9.
Powder Clean Paint Technology ...............................................................................................
16
Figure 10. Private Hookup do by People....................................................................................................
16
Figure 11. Ergonomics on the Job..............................................................................................................
16
Figure 12. Custom Seats.............................................................................................................................
17
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Figure 13. Inventory Room ........................................................................................................................
17
Figure 14. Delivery Point of Inventory .......................................................................................................
17
Figure 15. Part of Vehicle...........................................................................................................................
17
Figure 16. Researcher ................................................................................................................................
18
Figure 17. Example of Beautiful Environment ...........................................................................................
18
Figure 18. BMW Logo.................................................................................................................................
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Tables Table 1.
Japanese philosophy terms (TMMK, Inc.)...................................................................................
8
Table 2.
Methods and Objectives in TPS ................................................................................................
11
Table 3.
BMW Production Process .........................................................................................................
15
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1. Abstract Western and Eastern Management is a management complimenting each other year by year. Start by Assembly Line found by Henry Ford in 1908 and modified and become Toyota Production System by Taiichi Ohno in 1948 until 1975 and becoming lean manufacturing method, both of them have represent the growth of western and eastern nation time by time. In Eastern we use Toyota as role model for Eastern manufacture management and in western we use Bayerische Motoren Werke (BMW) as role model for western manufacture management. Its production system mainly affecting to their cost per unit and soon determine their competitive advantage. The competition now is not about between companies but their supply chain management, their production system. Company has the lowest cost will be a company leader in industry.
2. Introduction In this paper we will talk about Production System between two automobile companies which are Toyota and Bayerische Motoren Werke (BMW). Before we talk further, we should know what Toyota and BMW are.
2.1. Toyota Sakichi Toyoda was born in 1867 at shizuoka, Japan. Toyoda is known as industrialist and invented a lot of devices. The most famous invention was the automatic power loom which used Jidoka Principle. Jidoka principle, now used in Toyota Production System (TPS), means the system
stop working when problem occurred. Toyoda developed 5 Why’s concepts, ask why five times when problems occur then evaluate and put something to prevent the problem recurring. This concept can improve quality and reduce cost. Sakichi established Toyoda Automatic Loom Work in 1926 as the producer of a series manual and machine powered looms. ‐
Toyota history began from Kiichiro Toyoda, son of Toyoda Automatic Loom Work Founder, traveled to Europe and US in 1929 to investigate automobile production and began researching gasoline power engines in 1930. Kiichiro ‐
encouraged Toyoda Automatic Loom work to develop Figure 1: Model AA Passenger Car
Automobile
production
in
collaboration
with
Japan
government in order to compete with China government. In 1933, Toyoda Automatic Loom Work had 1
enter the automobile industry and the first engine created in 1934, type A, and used in the first model passenger car in May 1935 and G1 truck in August 1935. The production of type AA began since 1936. This initial product had resemblance in some point with Dodge Power Wagon and Chevrolet. After the AA production, Kiichiro established Toyota Motor Co. in 1937 separately from Toyoda Automatic Loom Work. This company used different name because he want to distinguish between private life and work life, Toyota itself has better meaning than Toyoda, eight characters needed to write Toyota in katakana and eight means lucky in Japanese tradition. Toyoda believe that this name can make Toyota’s future brighter. The descendants of Toyoda have long dominated in Toyota history, from Sakichi the company president held by Kiichiro from 1941 1950, Soichiro held this position from 1982 until 1992. ‐
Soichiro’s son, Akio Toyoda, became a chief of contender for the office of president afterward. Toyoda family always has big power in managerial decision even now the family only have 2% of stock (Extreme Toyota).
2.2. BMW BMW
stands
for
Bayerisch
Motoren
Werke
AG
established in 1916 produces Automobiles, motorcycles, and bicycles. The founder, Franz Josef Popp, take over the company from its former owner company, Karl Friedrich Rapp, when the financial crisis strike him. In the same year Rapp Motoren Worke merged with Gustav Flugmaschinefabrik and Figure 2. The origin of BMW logo
became Bayerisch Motoren Werke as we know right now.
BMW product is known for its performance and luxury vehicles. The very first product of BMW is not an automobile but an airplane. The company started to produce motorcycle when the Treaty of Versailles was signed that prohibited BMW to produce airplane. The company Logo introduced in 1920, was inspired by a circular design of aircraft propeller. The white and blue color came from Bavarian Free State, the four inner quadrants signify it was illegal to use national symbol in a commercial trademark. Various logo used but the concept of quadrant in opposed color with BMW letters in the outer ring still maintained.
2
The first BMW motorcycle was R32, created in 1923 producing 8.5 horsepower at 3300 rpm reached a top speed of 59mph (95km/h). The company produced 3090 motorcycle in the first three years. In 1928, the historical car of BMW, Dixi 3/15 DA 1, started the era of BMW’s car. Dixi uses the same model as the US Bantam and the Japanese Datsun under Austin license. Dixi reached top speed for 50 mph (80 km/h) and improved in 1929,
Figure 3. BMW First Car Dixi 3/15 ‐
named DA 2, with all steel body and 4 wheel brakes. Dixi has been produced for 18,976 units. ‐
‐
In 2006, BMW manufactured in 5 countries produced 1,366,838 four wheeled vehicles. But in ‐
2009 it has decline into 258,417 four wheeled vehicles and BMW Motorrad produced 82,631 ‐
motorcycles.
3. Theory Base There are some theories we should learn to enhance our discussion, which are;
3.1. Production Line A production line is a set of sequential operations established in a factory whereby materials are put through a refining process to produce an end product that is suitable for onward consumption; ‐
or components are assembled to make a finished article. Typically,
raw
materials
as metal ores or agricultural products
such
such as
foodstuffs
or textile source plants (cotton, flax) require a sequence of treatments to render them useful. For metal, the processes include crushing, smelting and further refining. For plants, the useful material has to be separated from husks or contaminants and then treated for onward sale
Figure 4. Doughnut Production Line
3.2. Ford Assembly Line Assembly line found by Henry Ford is a process in which parts are grouping sequentially using optimally planned logistic to create a finished product. This method has shortens lead time compare
3
to handicraft type methods. Assembly line used in mass ‐
production, reducing labor hours required to produce a single vehicle and increasing production number and part. This invention was creating low price vehicle and affecting the opening of huge potential market. Mass production also turn economies of scale to be exploited, Figure 5. Ford Assembly Line
bootstrapping quality of growth and at last made Ford famous and set an example for other industries.
3.3.Just In Time ‐
‐
Just In Time is an inventory strategy or production system to minimize inventory and at last ‐
‐
reducing carrying cost or even make it to be zero. Just In Time also called Pull system, resulting in ‐
‐
material being produced only when requested and moved to where it is needed just as it is needed. JIT invented by Japanese named Taiichi Ohno in 1948. JIT operation leaves suppliers and consumer open to large supply demands. Ohno saw this as a feature analogue with water level in river. When the water level is low, then we can see stone or other things that impede your flow. So when the inventory level kept as low as possible, we will see which part of production flow was interrupted. It can force every supplier to improve their quality. Toyota production system uses Just In Time as one of its principles. Ohno added JIT to former ‐
‐
style of Production System which is Assembly Line invented by Ford. Ford assembly line is better than handicraft method, but the combination of Ford Assembly Line with JIT made production system more efficient. This strategy uses not only in automobile industry but in every management system such as distribution channels, electronic manufacturers, or even marketing to boost up sales. Nowadays JIT has been used in a lot of things. Companies realize that reduction cost is very important to get more profit margin or to lower it price level. ‐
Main benefits of JIT are: •
Reduced setup time and The flow of goods from warehouse to shelves improves
•
Employees with multiple skills are used more efficiently
•
Production scheduling and work hour consistency synchronized with demand
•
Increased emphasis on supplier relationships
•
Supplies come in at regular intervals throughout the production day 4
4. Development 4.1. Toyota Development After World War II when Japan had economic crisis due to Atomic Bomb in Hirosima and Nagasaki, the company was in the edge of bankruptcy. Honsha Plant begins its production and produces 300 trucks in June 1950. The management announced to reduce wage cost thus the employees went on strike for two months. In the same year, a separate sales company named Toyota Motor Sales Co., was established. The management applied suggestion system, kaizen, where employees given moral boosting for
Figure 6. Kaizen Process
their positive participation. Three stages in kaizen were encouragement, education,
and
efficiency.
Encouragement
gives
employee recognition for every suggestion they give even for the simplest suggestion. Management should give employees education so they can suggest better equipped with analysis problems and environment. On the last stage, after the employees feel interested and more educated, the company can count on economic
Figure 7. Toyopet Crown
impact in every employee suggestion. With kaizen, employees expected become kaizen conscious and make continual improvement for themselves and ‐
the company. In 1955, Toyota launched three types of car which are Toyopet Crown, Toyopet Master and Crown Deluxe. The chain for Toyopet was established a year after and Toyopet became the first Japanese car through Toyota Motor Sales U.S.A., Inc. the first factory outside Japan built in Australia by 1963. Toyota had established a worldwide presence and exported its one millionth unit in the end ‐
of decade. Toyota launched Corolla bundled with Hino Motors Ltd. in 1966 and with Daihatsu Motor Co., Ltd.
5
Currently Toyota industries are active in five sectors of business which are: automotive, materials handling, electronics, logistics and textile machinery (Wikipedia). Toyota market share in US is shown in diagram below.
Figure 8. Automaker Market share
During 2007 in U.S. and in the world Toyota gained the 2nd market share after GM but in Europe Toyota is in 7th grade after VW, PSA, Ford, GM, Renault, and Fiat. From 1995 until 2005 auto industry grow more than 30% but in 2008 because of economic crisis, the vehicles produce decline by 3%. Corolla and Camry sedans demand keeps Toyota sales risen 9.2%. Financial crisis in 2008 hit Toyota and experienced financial lost for the first time since 70 years. All of Japanese plants announced to be close for 11 days to reduce output and stock of unsold vehicles.
4.2. BMW development Since the beginning in 1916, BMW turn the sector from aircraft into automobile due to Treaty of Versailles after the 1st World War. Political situation affect a lot in BMW condition. In 1941 when World War II occurs, BMW automobile stopped operating and focused into military motorcycles and small amount of rocket engines. Munich plant destroyed because of air Figure 9. Military Motorcycle
raids, BMW rebuild this plant but for some “rocket” reason Munich plan imposed three years ban on production. First BMW bicycle produced in 1945 when BMW got the permission to repair US ARMY automobiles in Allach and make sparepart for farming machinery and bicycles. The US military order dismantling BMW plants in Munich and Allach in October 1945. Almost all machinery is removed and shipped as reparations all over the world. There was no activity for BMW in following years. 6
The first car introduced to market in 1951 after World War II was V8 equipped 501 luxury sedans. This project was poor idea because of the lack of purchase power from consumer offered with premium class of car. BMW back on show when launch The Isetta 250 in 1955. This car built under license from Italian manufacturer and used Figure 10. The 700 Model
motorcycle engine. In 1959, Financier Herbert
Quandt acquires a large number of stocks and become the majority stockholder. Quandt contribute a lot to BMW as a company of global importance. Daimler Benz offering merger when BMW had ‐
financial losses in limousine sector. Board chairman Kurt Golda and the workforce of labor union convince Quandt that BMW has a bright future. Quandt rejected merger offering at the last minute. The 700 model bring BMW back on its own power. In early 1990s BMW began its joint venture with Rolls Royce Motors and producing Rolls Royce Silver Seraph and Bentley Arnage. Rolls Royce Silver Seraph was produced in 1998 until 2002 using BMW engines. In 1998, BMW and Volkswagen try to acquire Rolls Royce but finally VW overbid the price and bought it but BMW had a right to use Rolls Royce and RR logo on cars. BMW markets its car in every way so we as consumer realize for its existence and quality. Every car MW made is a high quality and high prestige. BMW contributing in Formula One race championship since 2006 and won 20 races until 2009 when it resigned at Figure 11. Rolls Royce Silver Seraph
2009 season. In another racing BMW got the champion
title in sports car racing, Touring car, and Rally. Marketing event is one of its marketing ways, based on figure 6 BMW market share in 2007 reach 2.1% one level below Daimler Benz worldwide and ‐
reach 5% one level above Daimler Benz in Europe Market. But the production system is one which ‐
make BMW can compete with another automobile company.
7
5. Production System 5.1. Production System in Toyota manufacturing Toyota has developed an integrated system which manages equipment, materials, and people in the most efficient manner while ensuring a healthy and safe work environment, producing world
‐
class product, quality automobiles at competitive price levels. The system named “Toyota Production System”. This system built on two main principles: “Just in Time” and “Jidoka”. The main goal of TPS is cost reduction. But in achieving this goal we should consider another three sub objectives which are: a.
Quality Control, enabling system to adapt daily and monthly fluctuations in demand in terms of quantities and variety.
b.
Quality assurances, assuring that each process will supply only good unit to the subsequent process.
c.
Respect for humanity, it must be cultivated while the system utilizes the human resource to attain its cost objectives.
Figure 12. Human Being Build Quality into Product
It should be considered that those goals could not be achieved separately and independently without affecting each other. All of these goals are output for the same system. Toyota production system strives to realize each of this goal for which it has been designed. To understand Toyota Production System, we should know some terms used in TPS as part of Japanese culture. Table 1. Japanese philosophy terms (TMMK, Inc.)
A type of visual control that displays the current state of work (i.e.,
Andon
abnormal
conditions,
instructions,
and
job
work progress
information). It is one of the main tools of Jidoka Figure 13. Andon Electric Light Board
Genchi Genbutsu
Go see the problem. This is the belief that practical experience is valued over theoretical knowledge. You must see the problem to know the problem.
8
The overall leveling, in the production schedule, of the volume and variety of Heijunka
items produced in given time periods. Heijunka is a pre requisite for Just in ‐
‐
‐
time delivery. Goals (with targets) and means for achieving it to address business priorities to move the organization to a new level of performance; variable from year
‐
Hoshin
to year; could also be multi year; and is developed by executive ‐
‐
management. One of the two main pillars of TPS. It refers to the ability to stop production lines, by man or machine, in the event of problems such as equipment Jidoka
malfunction, quality issues, or late work. Jidoka helps prevent the passing of defects, helps identify and correct problem areas using localization and isolation, and makes it possible to “build” quality at the production process. Management driven kaizen activity where management members identify
Jishuken
areas in need of continuous improvement and spread information through the organization to stimulate kaizen activity. One of the two main pillars of TPS. It refers to the manufacturing and conveyance of only “what is needed, when it is needed, and in the amount
Just In Time ‐
needed.” It is built upon three basic principles:
‐
1.
The Pull System
2.
Continuous Flow Processing
3.
Takt time
A small sign that is the key control for the Just In Time production; ‐
‐
it serves as: Kanban
1.
Instruction for production and conveyance
2.
Visual control tool to check for over production and to detect irregular processing speeds
3.
Tool to perform kaizen
A system of continuous improvement in which instances of Muda (waste) are Kaizen
eliminated one by one at minimal cost. This is performed by all employees ‐
‐
rather than by specialists.
9
Non value added. Muda is translated as waste. There are seven types of ‐
Muda
muda: (Overproduction, waiting, conveyance, processing, inventory, motion, corrections). Preliminary work to involve other sections/departments in discussions to seek
Nemawashi
input, information and/or support for a proposal or change (policy, etc.) that would affect them.
Pokayoke
Low cost, highly reliable devices, used in the jidoka system that will stop processes in order to prevent the production of defective parts. The Toyota Production System organizes all jobs around human motion and creates an efficient production sequence without any "Muda." Work organized in such a way is called standardized work. It consists of three elements: Takt Time, Working Sequence, and Standard In Process Stock. ‐
‐
Takt Time ‐
"Takt Time" is the time which should be taken to produce a component on ‐
one vehicle. This timing mechanism is based on the monthly production schedule. Daily total operating time is figured on the basis of all machinery operating at 100% efficiency during regular working hours. The takt time allows us to produce many parts of many different types for use in vehicles on the production schedule and to supply those parts to each process on Standardized work
the assembly line at the proper time. This keeps production on schedule and permits flexible response to change in sales.
Takt Time =
Straight Time Work Time (Seconds) Required Number of Production based on Demand
Working Sequence Working Sequence refers to the sequence of operations in a single process which leads a floor worker to produce quality goods efficiently and in a manner which reduces overburden and minimizes the threat of injury or illness. 10
Standard In Process Stock ‐
This is the minimum quantity of parts always on hand for processing on and between sub processes. It allows the worker to do his job continuously in a ‐
set sequence of sub processes, repeating the same operation over and over ‐
in the same order. Across everywhere. (Plant related activities and/or countermeasures that are
Yokoten
communicated plant wide and with other company affiliates.
Another principles use in TPS is Shojinka means varying the number of workers to demand changes, and Soikufu means creative thinking or inventive ideas. To realize these four concepts, Toyota has established the following systems and methods as diagram shown below: Table 2. Methods and Objectives in TPS
Methods Kanban System Production Smoothing Shortening of set up time Standardization Machine layout and the multi function worker Improvement activities by small groups and the suggestion system Visual control system Functional Management system ‐
‐
Objectives Maintain Just in time production Adapt to demand changes Reducing the production lead time Attain line balancing Flexible work force Reduce the work force and increase the worker's morale Achieve the Jidoka concept Promote company wide quality control ‐
‐
‐
Kanban organized as card control system in order to maintain Just In Time. Kanban can also ‐
‐
detect irregular process in system and help to achieve continuous improvement. Kanban system is supported by Reduction Set up time, Standardization of jobs, improvement activities and ‐
Autonamation. TPS is based on a “pull” manufacturing system. Teruyuki Minou, Senior Managing Director, said that under a 'push' system, there is little opportunity for workers to gain wisdom because they just produce according to the instructions they are given. In contrast, a 'pull' system asks the worker to use his or her head to come up with a manufacturing process where he or she alone must decide what needs to be made and how quickly it needs to be made." In TPS, T also means “Thinking”. Pull system characteristic are using local decision making, emphasis on smooth flow, and cooperative problem solving.
11
TPS main objective is to break off overburden (muri ), inconsistency (mura) and to eliminate waste (muda). Muri and Mura will lead to Muda, thus the practical problem analyze by looking at the Muda. There are seven kinds of Muda addressed in TPS: •
Overproduction
•
Motion (of operator or machine)
•
Waiting (of operator or machine)
•
Conveyance
•
Processing itself
•
Inventory (raw material)
•
Correction (rework and scrap)
At last, Toyota Production System has gives positive impact to reduce cost, shorten lead time, increases efficiency level in production. Toyota Production System is not only a method but also a spirit. Applying this method without knowing the meaning behind will not give maximum impact. Toyota Production System has been used in a lot of industry, adapting in many factory from west until east companies.
5.2. Production System in BMW manufacturing BMW biggest production plant is in Dingolfing, approximately more than 21,000 employees and manufacture up to 1,300 units per day or 280,000 automobiles a year. It operates since 1973 and produces all 5, 6, 7, and 8 series and again 3 series depending on the market demand. The uniqueness of Dingolfing plant is its flexibility in layout to meet Figure 14. Dingolfing Plant
the demand of its highly diversified production.
Dingolfing can produce four different car series in one single assembly line. Only Dingolfing plant can do that. In addition of BMW series, Dingolfing also produce painted body of the Z8 Roadster. It has known for its excellent job of processing alumunium, which is essential in the manufacturer of complete alumunium bodies.
12
More benefit from this plant is the reputation of quality reviewed by American market researchers "J. D. Power and Associates" with the bestowal of the renowned J. D. Power Plant Awards. Meanwhile this award for amazing quality has been given four times in a row. Dr. Nobert Reithofer, member of the BMW’s board of Management, who is in charge of production, says “There is no other consumer goods which are as complex as the automobile. Its production involves the complicated and perfect interaction between thousands of people and components – a fascinating aspect of production”.
Flexibility Automobile construction entering the new era when BMW 7 series is launched as the mass customization and become a standard in the industry for luxury performance segment constitutes an enormous challenge as far as production in concerned. Each unit is made based on customer request with respect to the engine, color, interior trim and model version. The complex task of the production plant make BMW engineer and production specialist confronted with several hundred times a day which they master perfectly. The possibilities of variation in BMW 7 series model amount to 1017, which is an incredibly high number. With this method, employees play a vital role in the production processes supported by state of the art ‐
‐
‐
facilities. Dr. Nobert emphasizes efficiency and consistency to develop technology and process further because business is people.
Figure 15. BMW 7 Series Interior
World Wide Network The BMW group’s worldwide network of production and development ensures that expert knowledge and know how is used consistently throughout all plants. Network can optimize resource ‐
using and take advantage of synergy effects. This powerful network allows BMW to react quickly and 13
most flexibility to the changeable customer demand and development on the market. These locations are: •
Munich
•
Dingolfing
•
Landshut
•
Regensburg
•
Berlin
•
Leipzig (from 2005)
•
Steyr (Austria)
•
Spartanburg (USA)
•
Rosslyn (South Africa)
•
Oxford and Hams Hall (Great Britain) All those plant have uniform standard as to quality, safety and processes within the network
makes possible the worldwide production of supreme quality, which is products “Made by BMW”, or to put it simply: “Premium production of premium products”.
Sustain Production BMW group sustained production not only as part of entrepreneurial philosophy and adhered to theory but also put into practice. Sustained production of a careful of resources is an integral part of all decision making processes. Dr. Norbert said that societal and ecological environment is most important for us as is the adherence to supreme quality standards. The BMW group was the first automobile manufacture that has its production plants certified with regard to environmental capability. This fact clarify that BMW group has not only followed the right path but also advanced in this respect.
Process Here we take Dingolfing as a role model plant because Dingolfing plant has highest uniqueness in manufacturing automobiles compare to others plant. In process of manufacturing, Dingolfing uses some sub process for certain function in order to make automobile perfectly.
14
Table 3. BMW Production Process
Tool Building Quality start with the tool you use Precise machining of tools and facilities is ensured by the most advanced and sophisticated lathes, milling machines, grinders, and erosion units. Figure 16. Tool Building
Press Shop Keeping in perfect Shape BMW's Dingolfing Press Shop is indeed the largest operation of its kind within the BMW Group's production network, supplying other locations with perfectly pressed parts and components Suction Bar Press the suction bar press at BMW's Dingolfing Plant is the largest transfer press worldwide in a car production plant Bodyshop Precise and straightforward: the ideal body Boasting more than 1,500 industrial robots, the Bodyshop has the highest degree of automation throughout the entire process chain Supreme Competence in the use of alumunium The body of every car must fulfil specific demands and requirements, being not only stiff, easy to paint and fully resistant to corrosion, but also light and, accordingly, economical in terms of enhanced fuel efficiency thanks to low weight
Figure 17. Tools in Press Shop
Figure 18. Robots Used
Figure 19. Low Weight Alumunium
15
Paint shop A World of Brilliant Color The processes applied in the Paintshop are so flexible that the paint application system is able to perfectly finish car bodies of different models made of different materials on one and the same production line in up to 300 different colors. Powder clear paint technology The big advantage of this technology is that it makes the paint even more brilliant and glossy, while at the same time providing even better and more effective protection from environmental factors than conventional clear paint.
Figure 20. Painting Technology
Figure 21. Powder Clean Paint Technology
Assembly A Dream Become Reality Thousands of parts items are fitted to one another in Assembly to build a complete car complying in every respect with the customer's wishes. Considering the wide range of different engines, the large number of features and items of equipment, and the many national variants, it is fair to say that no two cars in succession on the assembly line are ever identical with one another. Ergonomics on the Job Improving the job environment was another important step in establishing ergonomic job structures. Consistent, anti dazzle illumination by modern lights and illumination elements, together with light floor covers, provides a friendly atmosphere at work. Flexible ventilation control, in turn, allows individual adjustment of fresh air and heat supply.
Figure 22. Private Hookup do by People
‐
Figure 23. Ergonomics on the Job
16
Seats/Equipment Individual Style All the Way The objective of the Seats/Equipment Division is to meet all customer requests in every respect, also when it comes to the "inner values" of the car
Figure 24. Custom Seats
Logistics Right Place, Right Time Having the right parts available in the right quality and at the right volume at the right time and at the right place – and doing all this at economically feasible cost Suppliers The BMW Group cooperates closely with numerous partners in the supplier industry in the production of cars. In addition, some 580 external suppliers from all over the world deliver parts and components to the Plant in Dingolfing, meaning that a well functioning supplier system is absolutely essential for smooth production of cars without the slightest friction.
Figure 25. Inventory Room
‐
Figure 26. Delivery Point of Inventory
Chassis / Drivetrain Components Dynamic Performance The Easy Way Cars built in Dingolfing guarantee that Sheer Driving Pleasure so typical and characteristic of BMW Internal High Pressure Molding In 1995 the BMW Plant in Dingolfing became the first car production facility in the world to introduce the innovative internal high pressure moulding process for the production of the rear axle ‐
Figure 27. Part of Vehicle
‐
17
Laboratory Technology Safety From The Lab The Laboratory Technology Department performs a wide range of specific tasks in the production process. Laboratory technicians, engineers and scientists offer all kinds of services and deal with all kinds of challenges extending from the inspection of components through the analysis of processes all the way to the examination of a part's service life Environmental Protection Energy A plant building more than 1,200 cars a day requires a lot of energy, with electric power, natural gas and light fuel oil giving the BMW Dingolfing Plant all the supplies and resources required. The focus, naturally, is on the economical and highly efficient use of energy
Figure 28. Researcher
Figure 29. Example of Beautiful Environment
Water and Effluent The BMW Group is aware of its responsibility for resources and the environment Waste and Recycling Appropriate disposal and ongoing treatment, finally, being ensured in all cases by BMW's Waste Managers Production Network The BMW Dingolfing Plant as Part of BMW's Production Network BMW's Dingolfing Plant is an integral part of BMW's production network. Indeed, it is BMW's largest and most flexible production plant building the 5, 6, and 7 Series and at the same time supplying other BMW Plants the world over with tools, facilities, pressings, as well as chassis components
Figure 30. BMW Logo
18
Premium Production Worldwide Dynamic performance, aesthetic design, and innovative technology – precisely these values shape the character of BMW, making both the brand and the Company unique and unmistakable
Dingolfing with all facilitation has become the biggest plant BMW ever have, thus it has big contribution in BMW automobile manufacture. What we see in Dingolfing could represent BMW manufacture as a whole.
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6. Conclusion Toyota with its Production System called Toyota Production System has leads the market after Daimler Benz. TPS was a production system modified from Ford Assembly Line with Just in Time ‐
system and Japanese spirit of work made TPS become the most efficient and effective system in automobile manufacture or even in Operation Management. TPS objectives are to break off overburden (muri ), inconsistency (mura) and to eliminate waste (muda). The impact of this system are reducing cost in each unit, shorten lead time and increases efficiency level in production. With all of the positive impact, TPS become a Toyota Competitive advantage to compete with other automobile company. This system also used by another automobile company. TPS is combination of Practical ways and Japanese spirit, using this system should use the spirit itself. BMW is a dynamic automobile company from German which had through few times crisis during World War I and II, and the 3rd crisis almost made BMW acquired by Daimler Benz. Its production ‐
system made up by Ford Assembly Line with some modifications. In Dingolfing Plant, BMW can produce four series of car in one Assembly line. Series 7 in the other hand is made custom based on customer wants. All the features made without reducing its lead time. This plant has become the major plant of BMW in producing cars and parts for another plant. With this system, BMW can sustain in automobile market.
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7. References http://www.bmw plant dingolfing.com/dingolfing/htdocs/lowband/com/en/index.html ‐
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http://www.toyotageorgetown.com/terms.asp http://en.wikipedia.org/wiki/Toyota_Production_System http://en.wikipedia.org/wiki/History_of_Toyota http://en.wikipedia.org/wiki/History_of_BMW http://en.wikipedia.org/wiki/Assembly_line http://www.dig.bris.ac.uk/teaching/m_o_i/studen10.htm Osono, E. Shimizu, N. Takeuchi, H. Dorton, J.K., Extreme Toyota: Kontradiksi Radikal yang Memotori Kesuksesan di Pabrikan Terbaik Dunia. PT BHUANA ILMU POPULER. 2008
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