BMW's Health and Safety Practices

This assignment delves into the health and safety practices implemented by BMW. It analyzes the company's forecasting and management strategies, highlighting their impact on customer satisfaction and value. The report includes a review of BMW's health and safety policies and procedures, focusing on methods like inspections, audits, and observations to ensure compliance with standards. Three recommendations are presented to enhance BMW's performance. Finally, a health and safety review conducted by the Royal Society for the Prevention of Accidents (ROSPA) is incorporated into the analysis.

MBAAR

Table of Contents
Introduction......................................................................................................................................1
Task 1...............................................................................................................................................1
1.1 Identification of the 2 core organisational functions of BMW and evaluate its
interrelationship...........................................................................................................................1
1.2 Methodology used to map processes to organisation’s goals and objectives........................2
1.3 Evaluation of the outputs of the process and quality gateway of BMW...............................3
Task 2...............................................................................................................................................5
2.1 Designing a plan which promotes goals and objectives of own responsibility.....................5
2.2 SMART Objectives...............................................................................................................6
2.3 Identify and explain how systems are implemented by BMW to achieve the objectives.....6
2.4 Importance of Project management tools..............................................................................7
Task 3...............................................................................................................................................9
3.1 Design a quality system that can used to manage and monitor quality standards at BMW. .9
3.2 Demonstrate how quality culture is developed....................................................................10
3.3 Recommendations for the improvements for BMW...........................................................10
3.4 Assess the effects and wider implications of proposed changes within BMW...................11
Task 4.............................................................................................................................................11
4.1 Risk assessment...................................................................................................................11
4.2 Identify different laws and regulations................................................................................12
4.3 Review of Health and Safety measures in BMW................................................................13
4.4 Carry out practical application of health and safety policies and procedures.....................13
Conclusion.....................................................................................................................................14
References........................................................................................................................................1

INTRODUCTION
Looking at the present condition of corporate market, it is important for the firms to
manage their activities or operations in suitable manner so that desired aim and objectives can be
achieved. Herein, report focuses on functioning of BMW an automobile company operating all
over the world. In UK, BMW group has been considered as one of the leading and growing
groups in automobile sector. With more than 8000 employee in UK and around 11000 in
different parts of world carrying out operations in effective and efficient manner. Further,
considering the world market of automobile BMW is the fourth largest sales market in the world.
In order to maintain the level of products as per customers’ expectations and requirements BMW
has invested over £1 billion into UK operations since 2000 and around £760 million more in
between 2012 to 2015.
The main purpose behind carrying out this study is to evaluate the effectiveness of
planning and management system of BMW. However, in order to do so various aspects has been
focused upon like significance of business procedures in generating outcomes based on firm’s
aim and purposes, developing suitable strategies to carry out operations, monitoring the systems
and managing the health and safety at workplace.
TASK 1
1.1 Identification of the 2 core organisational functions of BMW and evaluate its
interrelationship
Business function can be defined as the process or operations that are performed on the
regular basis to achieve the corporate aim and objectives of business enterprise. In context to
BMW, the sales process starts with the marketing and production of vehicles, the production
input will also involve in the functioning of company’s supply chain e.g. labour supply, and this
will involve the accounts i.e. handling the invoices (Hammer, Michael and Champy, 2001). This
shows that BMW’s sales process has involved the whole organisation. In BMW, functions are
important because they guarantee that all its operations or activities are executed in the best
possible manner. In this regard, sales and marketing functions are required to achieve targets that
are associated towards entering new marketplaces for BMW cars thereby increasing the number
of cars sold.
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Considering the both the functions it can be said that, finance manager has the duty to
allocate adequate amount of budget for each of the operations, especially to the marketing
department because operating in such competitive market of automobile, promoting products
plays crucial role in attracting customers and enhancing sales (Belcher, Placeand Conole, 2000).
Marketing manager has to prepare the costs of all the activities that are being employed to
promote and market the products so that finance manager of BMW can pass the budget and
accordingly provide the funds to carry out the activities. Therefore, both marketing and sales
department work parallel in order to carry out the operations of business.
1.2 Methodology used to map processes to organisation’s goals and objectives
Business process can be defined as process of structured activities that are employed to
manufacture specific or certain product and service for a defined customer segment or
marketplace. However, the main purpose of business processes is to help management of BMW
in achieving the defined goals and objectives (Ehlers, 2009). This is the way through the means
of which process mapping is associated with the organisational corporate aim and purposes.
While on the other hand, process mapping in general can be defined as the structural analysis of
entire process flow by differentiating the work from usual process to actual process. Along with
this, it ensures that what functions are important for the company to perform and how so as to
generate best possible outcomes.
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There are several methods of business process model that are used by different
organizations according to their suitability. Herein, BMW undertakes Manufacturing and
Shipping Business Process Model. The main purpose of using this model is that it helps cited
firm in carrying out its production process in more effective way (Handy, 1976). Along with this
it ensures that, each and every activity from procurement of raw material to the shipping of
finished cars to the end users is executed in the best possible manner.
1.3 Evaluation of the outputs of the process and quality gateway of BMW
In general, quality gateway refers to the organizational point through which all the
requirements should pass to ensure better quality. However, the main purpose behind having
quality gateway is that it assist in eliminating all the incorrect requirements at the initial or early
stages and only passing those requirements which are necessary for the better and quality of
functioning. This therefore proves that the quality gateway is important for achievement of
organisational goals since it makes sure that good quality products are produced and this
therefore increases the sales and also facilitates customer satisfaction (Foss, Wolland Moilanen,
2012).
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In order to achieve the quality requirements senior authority of BMW undertakes various
measures or steps such as:
 Analysis: In this step, front line manager of each department of BMW analyse the
functioning and accordingly determine whether the requirements or the operations of
business are completed in context to corporate aim and objectives.
 Representation: After analysing the functions, it is the duty of front line managers to
present information to top level management in proper documented way (Hoyle, 2007).
 Elicitation: Under this, market research is conducted by BMW to understand the
expectations and needs of target market so that modifications can be brought
appropriately.
 Validation: This final step for ensuring the quality as in these mangers of cited firm
checks the validity, consistency and accomplishment of activities which ensures that
finished cars are of good quality.
Furthermore, BMW Automobile Company undertakes balance scorecard approach to measure
the business process. Following are the performance measures for BMW:
 Customer satisfaction: By the means of this, management of BMW evaluates that
whether the target audience or consumer are satisfied with the quality of vehicles offered
to them.
 Learning, growth and expansion: On the basis of feedbacks generated from customer
satisfaction, this performance measure helps in evaluating whether BMW is learning and
improving its vehicles to attain future growth and expansion.
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 Financial status: Through the help of this, managers of BMW can easily evaluate that
whether company’s sales have increased or the variance in costs of sales and net profit
(Hareand Cameron, 2012).
 Internal processes: Under this, management focuses on evaluating the competency of
internal processes so that overall quality of manufacturing cars can be improved.
TASK 2
2.1 Designing a plan which promotes goals and objectives of own responsibility
Planning in general can be defined as the basic management activity that consist of
developing detailed plan regarding achieving balance of expectations and needs from the avialble
resources. Being the project manager it is important to carry out each and every activity in
effective and efficient manner there are various responsibilities which are required to be carried
out in appropriate and reliable manner (Baldissin, and et. al, 2013).
Areas of accountability of a project manager: Establishing and justifying necessity of a project. Establishing requirements of projects. Securing funds for project. Creating a plan. Directing and motivating team members of Project. Constant communication with the project stakeholders (Davis, 2012). Assessing and managing the risks.
Objectives Actions Priority Time
schedule
Responsibility Success factor
Communication Attaining
training
sessions
High 1 month I can
communicate
with senior and
subordinate
colleagues in
better manner.
By making my-
self understood
to each and
every one
whom I
communicate.
Conflict
management
skills
Solving
puzzles,
incorporating
High 2 months While carrying
out operations
at BMW I can
By managing
adverse
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in different
situations
resolve the
issues within
my department.
situation.
2.2 SMART Objectives
Management by objectives is a management practice which is aimed at increasing
organisational performance by aligning goals and objectives throughout the organisation.
Furthermore, Efficiency of BMW functioning mainly derived from the input that are employed
to manufacture the quality of output in the form of cars. In general, the lesser input indulged by
management to generate desired output considered to be the efficiency of operations. While on
the other hand, effectiveness of operations can be defined as the degree at which operations are
able to produce desired level of output successfully.
 Specific: The specific aim of BMW is to produce more number of fast cars within the
plants of Goodwood for Rolls Royce and in Oxford plant for MINI so that customers can
offer more speed in luxury and hatchback segment (Schein, 2004).
 Measurable: Objective of producing fast cars can be measured as by increasing monthly
production of cars to 500 units as well as reducing the weight of the care to 1000kg or
less so that new experience can be given to the users.
 Achievable: It can be achieved by increasing the number of skilled and capable
employees as well as through the change of metal weight can also be reduced.
 Result Oriented: Through the means of this, top level management of BMW is planning
to increase the sales by 7% for the Rolls Royce and 3% for the Mini.
 Time bound: Operating in such a competitive market it is important to launch new
products within suitable period of time so that position in the market can be maintained.
Herein, management of BMW is planning to launch both cars with new and attractive
features within a year and half.
2.3 Identify and explain how systems are implemented by BMW to achieve the objectives
In general, business system can be defined as the process or method used as the delivery
mechanism for providing specific goods and services to the end users. Herein, it is essential for
the top level management of BMW to undertake suitable business process so that desired results
and outcomes can be achieved. Further, system implementation can be defined as the process
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based approach through the help of which management can integrate the business requirements
with the functioning capabilities (Handy, 1976). There are several business systems such as lean
production system, accounting system etc.
BMW undertakes lean production system because through the help of this model, senior
authority can easily eliminate the non-value added activities and make sure that enhance quality
of products are delivered to the customers with greater efficiency. Offering luxury cars it
becomes more crucial for BMW to ensure that they avoid waste materials and undertake quality
of raw materials to prepare the cars so that highest quality of product can be delivered to the
customers.
2.4 Importance of Project management tools
In general, project management refers to the discipline of initiating, planning, executing,
controlling and closing the work of a team in order to achieve specific goals and objectives.
Project management is essential in achieving BMW’s goals because it manages and addresses
issues such as the project scope, budget and timeline. This leads to the achievement of project
goals for BMW if all issues are handled correctly and diligently (Davis, 2012). There are several
tools of project management that can be used by the top level management of BMW to make
sure that project are carried out in effective and efficient manner:
 Work Breakdown Structure (WBS): In general it is defined as the chart in which
critical work elements refers to tasks of a specific project and highlighted in their
relationships with each other to carry out a whole project in the best possible manner.
 Gantt chart: It is one of the most important tool of project management which assist in
showing the schedule for a project from start dates to finish dates (Belcher, Place and
Conole, 2000).
 Critical Path Analysis: It is the widely used project management tool that undertakes
network analysis to assist the managers of project in handling complex and time sensitive
activities.
The main purpose of these tools it that they assist in monitoring the activities of the
project in effective way. As with the help of critical path, manager can easily understand the
significant activities that are essential for a project to be conducted (Davis, 2012). While
breakdown structure assist in showing which activities will be followed by whom so that proper
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strategies can be employed at each stage. Following is WBS for BMW’s Management
Information system:
ID Task Name Duration Start Finish Predecessors
1 BMW’s MIS implementation 30 days 18/07/15 02/09/15
2 Start 0 days 18/07/15 18/07/15
3 Obtain estimate for a new
powerful PC and wiring 5 days 18/07/15 24/07/15
4 Office alteration 10 days 25/07/15 07/08/15 3
5 Install internal computer links 2.5 days 08/08/15 12/08/15 4
6 Install new computer 2.5 days 12/08/15 14/08/15 5
7 Internal re-wiring 5 days 08/08/15 14/08/15 4
8 Appointing new staff 10 days 18/07/15 31/07/15
9 Train new staff 10 days 01/08/15 14/08/15 8
10 Test new computer 5 days 15/08/15 21/08/15 7,6,9
11 Arrange computer link with
head office 25 days 18/07/15 21/08/15
12 Test new system 5 days 26/08/15 02/09/15 10,12
13 Finish 0 days 02/09/15 02/09/15
Gantt chart:
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Network Diagram:
Critical
Summary: <Im plem entation of M IS i n J aguar> ID: 1
Duration: 32.5 days Complete: 0%
Start: Fri 18/07/14 Finish: Tue 02/09/14
Noncritical Task: Offi ce alteration ID: 4
Duration: 10 days Complete: 0%
Start: Fri 25/07/14 Finish: Thu 07/08/14
Resources:
Noncritical Task: Install internal compute r l inks ID: 5
Duration: 2.5 days Complete: 0%
Start: Fri 08/08/14 Finish: Tue 12/08/14
Resources:
Noncritical Task: Install new computer ID: 6
Duration: 2.5 days Complete: 0%
Start: Tue 12/08/14 Finish: Thu 14/08/14
Resources:
Noncritical Task: Internal re-wi ri ng ID: 7
Duration: 5 days Complete: 0%
Start: Fri 08/08/14 Finish: Thu 14/08/14
Resources:
Noncritical Task: Appoi nting new staff ID: 8
Duration: 10 days Complete: 0%
Start: Fri 18/07/14 Finish: Thu 31/07/14
Resources:
Noncritical Task: Train new staff ID: 9
Duration: 10 days Complete: 0%
Start: Fri 01/08/14 Finish: Thu 14/08/14
Resources:
Noncritical Task: Test new com puter ID: 10
Duration: 5 days Complete: 0%
Start: Fri 15/08/14 Finish: Thu 21/08/14
Resources:
Critical Task: Arrange computer link with head
office ID: 11
Duration: 25 days Complete: 0%
Start: Fri 18/07/14 Finish: Thu 21/08/14
Resources:
Critical Task: Test new system ID: 13
Duration: 5 days Complete: 0%
Start: Tue 26/08/14 Finish: Tue 02/09/14
Resources:
Critical
Milestone:
Fini sh
Task ID: 14
Date: Tue 02/09/14
Actual Start: NA
Noncritical
Milestone:
Start
Task ID: 2
Date: Fri 18/07/14
Actual Start: NA
Noncritical Task: Obtain estim ate for a new powerful
PC and wiri ng ID: 3
Duration: 5 days Complete: 0%
Start: Fri 18/07/14 Finish: Thu 24/07/14
Resources:
Critical Task: Test computer li nks ID: 12
Duration: 2.5 days Complete: 0%
Start: Fri 22/08/14 Finish: Tue 26/08/14
Resources:
TASK 3
3.1 Design a quality system that can used to manage and monitor quality standards at BMW
In general, quality system can be defined as the aggregate of the organisational activities,
plans, policies, procedures, resources and the responsibilities required in implementing a total
quality management approach. Further, TQM can be defined as the process through the means of
which management ensures quality at each and every level of the business functioning. There are
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several principles of TQM that it produces quality of work, always focuses on customers’ needs
and expectations, undertakes strategic approach for the improvements and constantly enhances
the functioning of business enterprise.
BMW Automobile Company defines quality as:
 Producing the cars with best procedures to mitigate or minimize recalling of cars.
 In order to cut waste, management should simplify its production process.
 Ensuring eco-friendly processes or systems to ensure better relationships with society or
community and the governing regulatory.
Obtaining TQM for BMW:
 Commitments from BMW’s CEO’s and Board of Directors towards constantly focusing
of higher quality of products and services.
 Constantly encourage top level management to innovate and educate themselves with
latest trends.
 Develop team for ensuring quality standards.
3.2 Demonstrate how quality culture is developed
Performance measurement can be defined as the process of gathering, analysing and
reporting the data related to the performance of organisation, department or individual. The main
purpose behind measuring performance for the top level management of BMW is that it assists in
improving the management and delivery of products and services. Constantly monitoring the
performance leads to develop quality culture within the cited firm which directly and indirectly
ensures that all the departments, stakeholders etc. are working in positive manner as well as
generating desired results and outcomes for attaining the corporate aim and objectives (Belcher,
Place and Conole, 2000). Various methods of measuring performance are as follows:
 ISO 9000:2000: Under this technique, BMW can ensure different set of characteristics
that are essential in satisfying the desired requirements.
 Total Quality Management (TQM): It is the most common approach indulged by the
organisations because it ensures quality throughout the business enterprise. The main
purpose of TQM is to enhance quality standards of BMW’s offerings and satisfy the
needs and wants of customers effectively. Following are the principles of TQM:
 Cooperation
 Customer-oriented
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 Training and education
 Strategic planning
 Leadership
 Continuous improvement
 Statistical methods
3.3 Recommendations for the improvements for BMW
According to the present functioning there are three recommendations that can be given
to the senior authority of BMW automobile company:
 Process redesign: Redesigning of process is recommended because with the help of this
engineers of BMW can redesign the engines that will lead to emit less CO2.
 Process Improvement: Operating in such a competitive environment it is important for
BMW to carry out operations in effective and efficient manner. Therefore, indulging
latest technology will assist in reducing of expenditure by minimizing the number of
employees employed in an activity to enhance the efficiency of business functioning.
 Process re-engineering: Motivated employees will generate fruitful and positive results
thus; incorporating remuneration system will assist in bringing efficiency within entire
process.
3.4 Assess the effects and wider implications of proposed changes within BMW
Bringing change is one of the most difficult things for the managerial level people
because they have to modify each and every activity carried out by the firm. Herein, BMW is
recommended to bring three modifications in its functioning so as to generate better results
(Hammer, Michael and Champy, 2001). But there are several effects or implications that may
cause hindrance in bringing the required changes which are as follows:
 Structural Implication
 Customer focus
 Performance measurement
 Empowerment:
 Management attitude.
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TASK 4
4.1 Risk assessment
Risk for a business can be defined as the adverse situation which is affecting the course
of functioning as well as creating hindrance in generating desired results and outcomes.
Therefore, it is important for the managers to undertake risk assessment which is defined as the
process of evaluating the potential risks that are associated with the functioning of business
enterprise. Following are the five steps for assessing the risk at BMW:
 Identify the hazards: In this phase, department manager can walk around and determine
the expected risks and its causes. Along with this, managers can also look back at the
accident and ill-health records which are appropriate sources of identify the less obvious
hazards (Davis, 2012).
 Decide who might harm: In this, it is the duty of senior manager of BMW to make sure
that he/she is clear about the fact that who might be harmed with the derived hazard.
Therefore, with the help of this the best possible measure can be employed to mitigate or
avoid the risk.
 Evaluate the risks and decide on precautions: Switch to a less hazardous chemical -keep
escape routes unblocked as well as provide proper c lothing, footwear, gloves, goggles,
e tc. to the workers in the production area so that they can be secured of accidents (Neill,
2013).
 Record findings for future implementation: few cheap or easy improvements that cane
done quickly, perhaps as a temporary solution until more reliable controls are in place.
 Review risk assessment: Constantly reviewing the risk assessment will assist in bringing
proper modifications within the work which leads to generation of better results and
outcomes.
4.2 Identify different laws and regulations
There are several laws and regulations that senior authority of BMW has to undertake
that are as follows:
 Health and Safety at Work Act 1974: The main purpose of abiding this act is that it
assists BMW in ensuring better health and safety measures within the firm, especially at
the production and junkyard areas where engineers and other staff members carry out
their work.
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 Health and Safety (First Aid) regulations 1981: This act provides the guidance on
managing the provision of first aid such as having first aid kit, equipment’s and rooms
etc. so that people working at BMW can quickly get the temporary treatment until major
steps are not made (General safety measures, 2012).
 The Workplace Regulations 1992: The main purpose of this act is that it covers wide
range of health, safety and welfare related issues so that better environment can be
provided to the employees.
4.3 Review of Health and Safety measures in BMW
According to the Royal Society for the Prevention of Accidents (ROSPA), the process of
reviewing organizational health and safety policies and procedures includes the following:
 Carrying out assessment of all the policies and procedures which are employed currently
 Assessing the effectiveness of currently employed safety measures and its management
system (Schein, 2004)
 Identifying the areas which still lack in legal requirements.
 For identification of risk, making in-depth analysis of certain areas or activities.
 Analysing the need of training and development for further betterment.
 Recommendations and an action plan prioritising next steps.
4.4 Carry out practical application of health and safety policies and procedures
The confirmation of the practical application of health and safety policies and procedures
is through the process of verification (General safety measures, 2012). Verification in general
can be defined as the procedure with the help of which legal authority can make sure that health
and safety policies and procedures are working as per the standards and principles. Following are
the methods that are employed by the management of BMW in order to conduct the practical
application of health and safety policies and procedures:
 Health and safety inspection
 Health safety audit
 Observation
CONCLUSION
In conclusion to the above report it has been evaluated that, forecasting and managing the
activities of BMW are important for the management in order to satisfy the needs and wants of
customers as well as ensuring higher value for money for the customers. Further, on the basis of
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current performance of BMW three recommendation has been presented to the management in
order to generate better results and outcomes. Lastly, with the help of Royal Society for the
Prevention of Accidents (ROSPA) health and safety review has been made within the BMW.
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REFERENCES
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and Corporate Strategy Success. J. Ross Publishing.
Ehlers, D. U., 2009. Understanding quality culture. Quality Assurance in Education. 17(4). pp.
343 – 363.
Foss, P., Woll, M. and Moilanen, J., 2012. Creativity and implementations of new ideas: Do
organisational structure, work environment and gender matter. International Journal of
Gender and Entrepreneurship. 5(3). pp. 298 – 322.
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Revolution. HarperCollins Publishers.
Handy, Ch., 1976. Understanding Organizations. University Press.
Hare, B. and Cameron, I., 2012. Health and safety gateways for construction project planning.
Engineering, Construction and Architectural Management. 19(2). pp. 192 – 204.
Hoyle, D., 2007.Quality Management Essentials. Elsevier Ltd.
Schein, E. H. 2004. Organizational culture and leadership (3rd.). Jossey-Bass Publishers.
Online
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<http://www.bmw.co.uk/en_GB/footer/publications-links/aboutus.html [Accessed on 23th
January, 2016].
General safety measures, 2012. [Online] Available Through:
<https://osha.europa.eu/en/sector/construction/general_safety>. [Accessed on 23th
January, 2016].
Neill, O. S., 2013. Issues in the measurement and reporting of work health and safety
performance: a review. [PDF] Available Through:
<http://www.safeworkaustralia.gov.au/sites/SWA/about/Publications/Documents/834/
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