Organization Profile

Bayerische Motoren Werke AG is a German automobile, motorcycle and engine manufacturing company founded in 1916. It also owns and produces the MINI brand, and is the parent company of Rolls-Royce Motor Cars. BMW produces motorcycles under BMW Motorrad and Husqvarna brands. BMW is known for its performance and luxury vehicles, and is the world's largest luxury automobile manufacturer BMW Group activities worldwide are coordinated from corporations head office in Munich. A city landmark, the four cylinder tower at the Olympic park is the nerve centre for an organization which covers over 150 countries To achieve its aims, the company knows how to deploy its strengths with an efficiency that is unmatched in the automobile industry.

Company History
After World War I, BMW was forced to cease aircraft (engine) production by the terms of the Versailles Armistice Treaty. The company consequently shifted to motorcycle production in 1923 once the restrictions of the treaty started to be lifted, followed by automobiles in 192829. BMW's first significant aircraft engine was the BMW IIIa inline-six liquid-cooled engine of 1918, much preferred for its high-altitude performance. With German rearmament in the 1930s, the company again began producing aircraft engines for the Luftwaffe. Among its successful World War II engine designs were the BMW 132 and BMW 801 air-cooled radial engines, and the pioneering BMW 003 axial-flow turbojet, which powered the tiny, 1944-1945-era jet-powered "emergency fighter", the Heinkel He 162 Salamander. The BMW 003 jet engine was tested in the A-1b version of the world's first jet fighter, the Messerschmitt Me 262, but BMW engines failed on takeoff, a major setback for the jet fighter program until successful testing with Junkers engines.

By 1959 the automotive division of BMW was in financial difficulties and a shareholders meeting was held to decide whether to go into liquidation or find a way of carrying on. It was decided to carry on and to try to cash in on the current economy car boom enjoyed so successfully by some of Germany's ex-aircraft manufacturers such as Messerschmitt and Heinkel. The rights to manufacture the Italian Iso Isetta were bought, the tiny cars themselves were to be powered by a modified form of BMW's own motorcycle engine. This was moderately successful and helped the company get back on its feet. The controlling majority shareholder of the BMW Aktiengesellschaft since 1959 is the Quandt family, which owns about 46% of the stock. The rest is in public float. In 1992, BMW acquired a large stake in Californian-based industrial design studio Designworks USA, which they fully acquired in 1995. In 1994, BMW bought the British Rover Group (which at the time consisted of the Rover, Land Rover and MG brands as well as the rights to defunct brands including Austin and Morris), and owned it for six years. By 2000, Rover was making huge losses and BMW decided to sell the combine. The MG and Rover brands were sold to the Phoenix Consortium to form MG Rover, while Land Rover was taken over by Ford. BMW, meanwhile, retained the rights to build the new MINI, which was launched in 2001. Chief designer Chris Bangle announced his departure from BMW in February 2009, after serving on the design team for nearly seventeen years. He was replaced by Adrian van Hooydonk, Bangle's former right hand man. Bangle was famously (or infamously) known for his radical designs such as the 2002 7-Series and the 2002 Z4. In July 2007, the production rights for Husqvarna Motorcycles were purchased by BMW for a reported 93 million euros. BMW Motorrad plans to continue operating Husqvarna Motorcycles as a separate enterprise. All development, sales and production activities,

as well as the current workforce, have remained in place at its present location at Varese.

The Logo The circular blue and white BMW logo or roundel is portrayed by BMW as the movement of an aircraft propeller, to signify the white blades cutting through the blue sky an interpretation that BMW adopted for convenience in 1929, twelve years after the roundel was created. The emblem evolved from the circular Rapp Motorenwerke company logo, from which the BMW company grew, combined with the white and blue colors of the flag of Bavaria, reversed to produce the BMW roundel.

The Top Management of BMW

Norbert Reithofer- Current CEO since September 2006 Frank-Peter Arndt - Reithofer's successor with responsibility for Production. Arndt is currently Head of the BMW Dingolfing plant. Dr. Klaus Draeger Member of the Board of Management of BMW AG with effect from 1 November 2006.

Profile of the CEO Born: 1956, Penzberg, Germany Education: 1980: Engineering degree from the University of Applied Science of Munich. 1982: Doctorate from the Technical University of Munich. Career: 1987: Joined BMW as Head of Maintenance Planning. 1989: Promoted to Director of Control Technologies. 1991: Promoted to the Director of the Body-in-White production division. 1994: Appointed Technical Director of South African operations. 1997: President of Manufacturing Corporation in South Carolina. 2000-2006: Appointed as Director of Production. 2006: Appointed CEO of BMW.

About BMW India

Headquartered in Chennai, BMW India is a 100% subsidiary of the BMW. The initial investment in India is 1.1 billion Indian Rupees.

The wide range of BMW activities in India include the establishment of a production plant in Chennai (Tamil Nadu) and development of a dealer organization across major metropolitan centers of the country. In medium term, BMW India has employed around 200 people; up to 600 additional jobs have been created in the dealer and service network. On 29 March 2007, BMW India officially opened its production plant in Chennai. The BMW Plant Chennai produces the BMW 3 Series and BMW 5 Series Sedans in petrol and diesel variants and has a capacity to produce 3,000 units per year on a single shift basis BMW entered the Indian Market by setting up the following a. National Sales company : Delhi b. Parts Warehouse ; Mumbai c. Vehicle Distribution Center : Chennai d. Local Production Training Centre : Chennai Reasons for entry into Indian Market The luxury segment is puny in India, accounting for no more than 0.03% of the market. Nevertheless, high-end carmakers see it as crucial to build a presence here due to the market's anticipated growth. In 2000, only five in every 1,000 Indians owned a car; by 2010, the number is expected to have risen to 11 per 1,000. By 2010 there could be 13 million cars on India's already crowded roads, up from just 5 million in 2000. "We want to benefit from this growth potential, but we also want to make an active contribution to this growth," said Norbert Reithofer, chairman of BMW's board of management. "Our plant here in Chennai is a clear commitment to India as a business location," said Mr Reithofer.

 "Chennai has a developed infrastructure and it benefits from having parts suppliers nearby," added Frank-Peter Arndt, BMW board member in charge of production. 13 potential production locations were analyzed for setting up the production plant in India. Chennai was chosen as the most feasible option because of the following reasons: a. Automobile manufacturers b. Automotive suppliers c. Qualified labor d. Cost balance for production location e. Infrastructure International Airport, Sea Port, Road Network Basic principles followed by BMW 1. Responsibility 2. Customer orientation 3. Peak performance 4. Effectiveness 5. Adaptability 6. Dissent 7. Respect, trust, fairness 8. Leading by example 9. Sustainability 10. Society 11. Independence 12. Associates

Sales and Service Network

BMW India is present at 16 locations in the Indian market; BMW Studio (New Delhi), Deutschen Motoren (New Delhi), Deutschen Motoren (West Delhi), Bird Automotive

(Gurgaon, NCR), Navnit Motors (Mumbai), Infinity Cars (South Mumbai), Krishna Automobiles (Chandigarh), Navnit Motors (Bangalore), Kun Exclusive (Hyderabad), Kun Exclusive (Chennai), Bavaria Motors (Pune), OSL Prestige (Kolkata), Parsoli Motors (Ahmedabad), Platino Classic (Kochi), Kun Exclusive (Coimbatore) and Sanghi Classic (Jaipur).

Organization chart

Managing Director General Manager- IT and Logistics Team LeaderPhysical Logistics SpecialistCustoms Clearance Specialistclaims mgt Specialistmaterial SpecialistPPC Manager IT SpecialistVDC
Manager Product Quality Technical officerproduct audit Manager quality info

General ManagerAssembly and Quality Section Manager Manager E/E

Manager Maintenance Manager Process Planning

Plant Controller Specialist accounting Officerfinance Officer Indirect Taxation

General ManagerPurchase Deputy ManagerPurchase Senior OfficerPurchase

General ManagerHuman Resources Deputy Manager-HR Partner HR

Facility Mgr Team leaders Specialist QMS

Following its vision to become most successful premium manufacturer in the car industry, BMW provides its employees training on quality aspect. The training topics relating to this domain are: 1. Quality Management System overview 2. ISO-9000 requirements 3. ISO/ TS 16949 Requirements 4. Group VA and Local VA 5. Work Instruction relevant to job function 6. Product Development Process 7. Measurement System Analysis 8. Failure Mode and Effect Analysis (FMEA) 9. Statistical Process Control 10. Control Chart for Process Monitoring 11. Process Capability Study for Process Monitoring 12. 7 QC Tools for quality improvements 13. Design of experiment 14. 8 Disciplines for Problem Solving 15. FISH 16. Mistake Proofing (POKA YOKE) 17. 6 Sigma 18. KAIZEN 19. TQM 20. ISO-9001

The 5S Concept 5S is the name of a workplace organization methodology that uses a list of five Japanese words which are seiri, seiton, seiso, seiketsu and shitsuke. Translated into English, they all start with the letter S. The list describes how items are stored and how the new order is maintained. a. Sorting: Eliminate all unnecessary tools, parts, instructions. Go through all tools, materials, etc., in the plant and work area. Keep only essential items. Everything else is stored or discarded b. Setting in Order: There should be a place for everything and everything should be in its place. The place for each item should be clearly labeled or demarcated. Items should be arranged in a manner that promotes efficient work flow. This phase can also be referred to as Simplifying c. Shining: Keep the workplace tidy and organized. At the end of each shift, clean the work area and be sure everything is restored to its place. This makes it easy to know what goes where and ensures that everything is where it belongs. d. Standardizing: Work practices should be consistent and standardized. Everyone should know exactly what his or her responsibilities are for adhering to the first 3 S's e. Sustaining: Maintain focus on the new way and do not allow gradual decline back to the old way. When an issue arises such as a suggested improvement, a new way of working, a new tool or a new output requirement, review the first 4 S's and make changes as appropriate

List of Training provided Domain Company overview Training provided Plant Overview, Vision, Mission, Policy, Target Agreement

Human Resources

HR

Policies,

Training

Management, Effective Effective Making

Performance Meeting, Time

Evaluation, Management, Decision

Presentation,

Techniques, Risk Management, Project Management, Employee Communication, Conflict Motivation, Change Management, Effective Management,

Team Skill, Supervisory Skill, Coaching and Counselling, Language, (KPIs), Skills, Cross English Key Language, Performance Benchmarking, Interview, Skill,

German Indicators

Negotiation Controlling, Personality Skills,

Effective

Cultural

Development, Skills,

Interpersonal Management

Behavioral

Skills, Stress Management Skill, Multi Skill Training, Flexibility Training

Quality

QMS, ISO 9000 Requirements, ISO/ TS 16949 Development Requirements, Process, Product Measurement

System Analysis, Failure Mode and effect analysis, Statistical Process Control, 7 QC Tools, 8 Disciplines for Problem Solving,

FISH, Mistake Proofing, KAIZEN, 6 Sigma, POKA YOKE

Environmental

EMS Awareness, Emergency Response Awareness, Environmental Regulations

Review, Spill Response Training

Health and Safety

OHSAS Awareness, Work Safety, General Safety, Evacuation, Fire Fighting, First Aid, Defensive Driving, Emergency Control and Power material Lockout, Handling hazardous

Productivity and Production

5S Training, KANBAN, Time Study, Tools Handling Training, TPM, Trouble Shooting, Rework Vehicle Procedure, Handling Defects Handling, Materials

Functions,

Planning, Legal Requirement

IT

SAP, PQM, Intranet, Outlook, Homepage, Project Management

Benefits provided to the employees are as follows Benefits

Canteen Transport

Details
Vegetarian and Non Vegetarian, overtime food Air conditioned cabs, tempo travel, BMW Car travel provided to the General Managers and Managing Director

Leave

10 statutory holidays, CL 12, EL 20 , compensatory leave

Work wear

Shirts, pants, socks, belts , shoes, t-shirts, stitching provided by the company

Celebrations Employee birthday Diwali and Ayudh Pooja Insurance Health

Family day Cake, card Sweets Accident cover, life cover Free medical check up, First Aid, Vaccination provided on WHO Recommendation