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Analysisoftheproductionsystemofmercedes 151012005215 Lva1 App6891 PDF
Analysisoftheproductionsystemofmercedes 151012005215 Lva1 App6891 PDF
Course Instructor:
Academic Task No.: 2 Academic Task Title: Analysis of the production system of
Mercedes-Benz
Evaluation Parameters:
Learning Outcomes:
Declaration:
I declare that this Assignment is my individual work. I have not copied it from any other student’s work or from
any other source except where due acknowledgements made explicitly in the text, nor has any part been written
from by any other person.
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History
Mercedes-Benz traces its origins to Karl Benz's creation of the first petrol-powered car, the Benz
Patent Motorwagen financed by Bertha Benz patented in January 1886 and Gottlieb Daimler and
engineer Wilhelm Maybach's conversion of a stagecoach by the addition of a petrol engine later
that year. The Mercedes automobile was first marketed in 1901 by Daimler-Motoren-
Gesellschaft. The first Mercedes-Benz brand name vehicles were produced in 1926 following the
merger of Karl Benz's and Gottlieb Daimler's companies into the Daimler-Benz company.
Throughout the 1930s, Mercedes-Benz produced the 770 model, a car that was popular during
Germany's Nazi period. Adolf Hitler was known to have driven these cars during his time in
power with bulletproof windshields. Most of the surviving models have been sold at auctions to
private buyers. One of them is currently on display at the War Museum in Ottawa, Ontario.
Mercedes-Benz has introduced many technological and safety innovations that later became
common in other vehicles. Mercedes-Benz is one of the best known and established automotive
brands in the world and is also one of the world's oldest automotive brand still in existence today
in 2014 having produced the first petrol-powered car.
Company-specific standardization: Mercedes Production system (MPS)
The Mercedes-Benz Production system is a five step program which focusses on five areas:
It is a production system which is a tool kit of best practices with 5 subsystems and 15
production principles.
Mercedes-Benz Production System
The five subsystems are the five areas mentioned earlier and the principles are the components of
the five subsystems followed by Mercedes-Benz. The five subsystems and their principles are
supported by 92 detailed MPS methods and tools. The principles of subsystems are as follows:
Leadership:
The first principle is leadership. In this, the company has formed groups and appointed
leaders for each group who will be responsible for the activities of the group.
Clear tasks and roles:
The roles and tasks given to the workers are clear and understandable. The workers are
communicated in such a way that they are able to identify what needs to be done to
complete the tasks.
Involving and developing personnel:
The employees are involved in the activities of the organization and proper training is
given to the employees for developing their skills and to motivate them.
Group work structures:
The group work structures are not complex and the workers know about how to work in
groups and whom to report first and whom to report second.
Industrial safety and environmental awareness:
The workplace safety has been ensured so that no worker should get harmed and they are
given proper information about how to keep environment clean and safe for work.
Standardization
Just in time (JIT) is a production strategy that strives to improve a company’s return on
investment by reducing in-process inventory and associated carrying costs. Just in time is a type
of operations management approach which was originated in Japan in the 1950s and Mercedes-
Benz has adopted it as a part of their production system.
Production Smoothing:
The first principle of JIT is production smoothing. It means the production should not be
having any breakdowns because of inventory shortage. JIT in MPS ensures that the
production is going on continuously and the materials required are placed just before they
are needed for smoothening the processes.
Pull Production:
Mercedes-Benz uses pull production technique in which it produces the vehicles only
when there is demand of the same by the customer. In this, the dealers places orders to
the company and then the company starts producing the vehicles and deliver them to the
dealers thereby using pull production and not push production. It also reduces extra
inventory levels thereby reducing costs.
Flow production:
Mercedes-Benz uses flow production which involves a continuous movement of items
through the production process. This means that when one task is finished, then the next
task starts immediately. Therefore, the time taken on each task is same.
Takt production:
Mercedes-Benz uses Takt production. Firstly, the Takt time which is derived from the
German word ‘Taktzeit’ is the average unit production time needed to meet customer
demand. In Mercedes-Benz, if the customer wants to buy 10 units per week, the average
time to build a unit is 4 hours (or less) as the units are built during a 40 hour work week.
The production cycle time in MPS is less than Takt time. The cycle time to complete
work on each station is often less than the takt time in order to ensure that the customer is
never short of product. Although, the company tries to match cycle time to takt time to
avoid building inventories and over-sizing equipment but the reality is that demand is
dynamic and never precisely known and also process disruptions such as unplanned
downtime can occur.
Conclusion
In the end, we can say that the production system used by Mercedes-Benz Cars (MBC) has a
long tradition and has become one of the driving factors behind the success of the premium
Mercedes- Benz brand with a pronounced focus on technology, innovation, quality, safety and
sustainability. In 2000, this system was made a closed system for the first time – the Mercedes-
Benz Production System (MPS) by leveraging different developments in the company. They
adopted the philosophy and practices of the Japanese manufacturer ‘Toyota’ by forming a
company-specific production system resembling the Toyota Production System (TPS). They
embraced the TPS according to their work culture and transformed the company into a different
and an improved organization. The techniques like JIT helped Mercedes-Benz to be a lean and
profitable producer of high-end automobiles. The adoption of the system contributed in its
success of becoming one of the top three German automakers in luxury segment.
References
Anon., 2002. Company-specific standardization: the case of the Mercedes Benz Production System, s.l.:
s.n.
Anon., 2005. Mercedes-Benz Production System. In: Global Production: A Handbook for Strategy and
Implementation. s.l.:s.n.
Follmann, J., Laack, S., Schütt, H. & Uhl, A., 2005. Lean Transformation at Mercedes-Benz, s.l.: s.n.
Mokti, M. I. B. M., 2012. Evaluate the elements that contribute to the success of Kaizen implementation
in manufacturing sector, Malasyia: s.n.
Murphy, T., 1998. Close Enough to Perfect In the push for quality, Six Sigma leaves no stone unturned.
[Online]
Available at: http://wardsauto.com/news-amp-analysis/close-enough-perfect-push-quality-six-sigma-
leaves-no-stone-unturned