PROJECT IPYGO T 1 -2 DESCRIPTION OF

PROJECT IPYGO:

T. 1 -2 DESCRIPTION OF GENERAL DETAILS OF THE FIRM AND ORGANIZATION CHART T. 3 STRATEGY FOLLOWED TO GET A COMETITIVE ADVANTAGE T. 4 -7 QUALITY FUNCTION DEPLOYMENT (QFD) AND PROCESS DESIGN T. 5 DESIGN AND PRODUCTION T. 6 OPERATIONS TECHNOLOGY

PROJECT TASK NUMBER 1 -2 DESCRIPTION OF GENERAL DETAILS OF THE FIRM AND ORGANIZATION CHART

LOCATION: • 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

HISTORY • 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

BUSINESS • 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.

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. . .

PROJECT TASK NUMBER 3 STRATEGY FOLLOWED TO GET A COMETITIVE ADVANTAGE

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

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

1. DIFFERENTIATION INVOLVES MAKING OUR PRODUCT DIFFERENT AND MORE ATTRACTIVE THAN THOSE OF OUR COMPETITORS. FEATURES FUNCTIONALITY SUPPORT DURABILITY BRAND IMAGE THAT OUR CUSTOMERS VALUE

1. DIFFERENTIATION TO MAKE A SUCCESS OF A GENERIC DIFFERENTIATION STRATEGY, WE NEED: 1. Good research, development and innovation. 2. The ability to deliver high-quality products or services. 3. Effective sales and marketing

GLOBALIZE 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 DIFFERENTIATION DRAWBACK: HANDICAP BEING UNIQUE

2. THE COST LEADERSHIP STRATEGY 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. V E R S T I L T Y

3. FOCUS OR STRATEGIC SCOPE u 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. u THE FIRM CAN CHOOSE TO COMPETE IN: u THE MASS MARKET WITH A BROAD SCOPE, u A DEFINED, FOCUSED MARKET SEGMENT WITH A NARROW SCOPE. u MERCEDES BROAD SCOPE

PROJECT TASK NUMBER 4 QUALITY FUNCTION DEPLOYMENT (QFD)

QUALITY FUNCTION DEVELOPMENT (QFD)

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

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

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

Competitors room This room assesses how well we are meeting customers requirements

Tester Room Technical priorities Relationship and importance to customer

The Attic

PROJECT TASK NUMBER 5 About quality cost analysis (http: //www. kaner. com/qualcost. htm)

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

Definition • Quality Cost: - 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.

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

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

Internal 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

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

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

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.

PROJECT TASK NUMBER 6 Operations technology in Mercedes Benz

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

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

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

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)

PROJECT TASK NUMBER 7 DESCRIBE A PROCESS IN OUR FIRM USING ANY OF THE TOOLS FOR PROCESS DESIGN.

PROCESS DESIGN

PROCESS DESIGN