TQM ASSIGNMENT

BMW

SHUBHAM GAJBHE (157)

MBA (FT) 2018-2020
 INTRODUCTION

Bayerische Motoren Werke AG (BMW), (literally English: Bavarian Motor

Works) 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.

TQM Operation in BMW

For the customer, Premium means exceptional. This added value becomes
tangible through the emotionally appealing cars and motorcycles of the BMW
Group's superior product substance and superior quality. BMW manufacturing is
dedicated to meeting premium quality requirements and deadlines.
Approximately 70,000 employees at 23 locations ensure that every customer
receives their customized vehicle on time–worldwide. This allows the customer
to make the last-minute changes to the equipment and accessories they‘ve ordered
shortly before the vehicle goes to assembly – without delaying the date of
delivery.

Exceptional people: BMW Group's production network's performance capability

depends on its employees ' special commitment, identification, and know-how.
Their staff are the key component in the production of premium products in
relation to future-oriented techniques and the most contemporary machinery. The
systematic linking of internal and external partners and the targeted transfer of
knowledge ensure both today and in the future that the customer will obtain his
dream automobile by the agreed-upon delivery date and in the high quality
expected of all "made by BMW Group" vehicles.
Flexible working hours: The more than 70,000 staff of the global manufacturing
network are united in their common passion for all the cars of the concern, their
quest for the best quality outcomes in all work procedures, and their willingness
to make a important contribution to the achievement of the BMW Group now and
in the future. Innovative ways of job are significant drivers of efficiency,
creativity and gratification in the workplace. The BMW Group uses over 300
successful work-schedule models. These enable the corporation to utilize its
plants flexibly and react to customer as well as market demands – and at the same
time, to respond to the needs of its employees.

Eco Friendly: A precise balance between ecological and economic issues needs
to be sought in order to improve the efficient use of resources (material, energy,
water) by products as well as during production. In addition to the BMW Group's
recycling strategy with its core elements RDZ (German: Recycling und
Demontagezentrum; English: Recycling and Disassembly Center), Design-for-
Recycling, and Material Labeling, the BMW Group focuses primarily on the most
efficient possible use of resources in intelligent systems.

CUSTOMER
SATISFACTION

EMPLOYEE
INVOLVEMENT,
CONTINUOUS
IMPROVEMENT

PRODUCT DESIGN,
PROCESS DESIGN,
PURCHASING,
BENCH-MARKING,
DECISION MAKING
TOOLS
 The Total Qality Management Wheel

According to the wheel, customer satisfaction is the chief target in BMW. In

order to achieve this, the employee must be involved in continuous
improvement (the inner circle) to reach quality.

DESIGN FEATURES(CTQ)

CTQs are the key measurable characteristics of a product or process whose

performance standards or specification limits must be met in order to
satisfy the customer.

PRODUCT/SERVICE DESIGN: Design changes often involve modifications

in techniques, materials, or requirements to reduce the rate of faulty products.
Change constantly increases the risk of mistakes, so stable product and service
designs can help to reduce internal quality issues. BMW attempts to test their
designs closely and redesign them with a focus on simplicity and uniqueness in
order to have a competitive edge. Manufacturers are very worried about the
quality of each and every element used to build a durable, reliable and fuel-
efficient multi-functional car.

PROCESS DESIGN: Process design is a key factor affecting product or

service quality. Concurrent engineering is one of the keys to achieving high
quality, where operations managers and developers work tightly together in the
original stages of product or service design to guarantee synchronization of
manufacturing demands and process capacities.
PURCHASING CONSIDERATIONS: Most companies rely on materials,
services or certain equipment from outside providers. Large firms like BMW
and Toyota have thousands of suppliers from all over the world, some supplying
the same type of parts. Buying poor quality parts can have devastating quality
effects. For example, the Ford Motor Company lost about 2000 cars each day
and had to stop their production of their models named Tempo and Topaz due to
defective engine parts purchased from outside suppliers in four cities in the
United States. It is therefore evident that both the approach of the purchaser and
the management of specifications are key factors in controlling the quality of
the supplier.

BENCHMARKING: This is an ongoing, systematic process that measures

products, services and practices against industry leaders. Companies use this to
understand where they are in the industry and how they can improve their own
operations or achieve a specific goal. Typical benchmarking instruments are:
unit price, unit process time, unit income, investment return, customer retention
rates, etc. Companies such as BMW engaged in continuous improvement rely
on benchmarking to formulate performance objectives and objectives.
Benchmarking's four fundamental steps are:
1. Planning– information collection, process identification and company to
be used for comparison, process efficiency measurement, etc.
2. Analysis– identifying the gap between the current process and the
benchmark, identifying the major causes, etc.
3. Integration– setting objectives, acquiring resources, and managing skills
to achieve objectives.
4. Action– development of action plans, teamwork, progress monitoring,
development of cross-functional teams, improvement.
 QUALITY CONTROL
The Taguchi methodology which may be applied as off-line quality control in
the product design stage or, as on-line quality control during production is
presented. As an off-line quality improvement strategy, it is a preventive
measure at the product or manufacturing systems design stage which has the
capability of making the product design robust. As an on-line quality
improvement strategy, it assists in diagnosing the cause of the variation during
production for the purpose of either eliminating the cause of variation or
redesigning the product/process to make the product robust against the effect of
the variation.

Off-line quality control is related to prevention of failures. Managers try to set

up the production process to limit the number of failures. For example, Mobile
optical 3D coordinate measuring technology is used for quality assurance on the
production line in the BMW Regensburg plant. For the assembly of roof
modules for convertibles, optical measuring equipment is used in process
planning for the machine capability study (MCS) even before the start of serial
production. On the assembly line the photogrammetric system then enables
flexible inspection to be carried out during manufacture. Thus trends and
deviations in production can be detected at an early stage. As result of using
optical metrology rework time is reduced and production costs are cut down
significantly. Also Quality Management can be specifically improved by
means of process capability studies.
In BMW, quality control is more dependent on off-line control.

BMW has developed a new and innovative, fully automated inline measurement
cell for quality control as Industry 4.0 introduces a new era of digitization. The
multiple measurement cell combines a range of industry-leading measurement
solutions for complete geometric inspection of vehicle body parts with Laser
Radar.

In the past, body-in-white measurements had been performed in two phases.

Firstly straight on the production line for monitoring the process with low
precision sensors and secondly in a dedicated metrology space with offline
CMMs and other measuring devices. This is typically very time-consuming and
requires additional manual work to fix and align, resulting in a disjointed
process.
BMW’s new inline multiple measurement cell streamlines this phase by
integrating the measurement process into the production flow and can operate
24/7.. The inline measurement cell features four robots and a range of
innovative measurement methods, including the Laser Radar. The Laser Radar
is used to measure the car body's geometry to ensure that all 300 bolts are
present in just 20 minutes and positioned correctly in the car body floor. The
inline measuring cell method significantly enhances productivity and allows for
a greater quality output.
The goal of the BMW Group Dingolfing plant's quality experts is always to
achieve optimum car quality throughout the entire manufacturing cycle. A
major contribution to this is the multi-purpose cell in the Dingolfinger body
shop. The measuring cell is linked to the respective gap and offset
measurements in the paint shop and assembly integrated into a cross-technology
assessment approach at the site.

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