Project of Bmw

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CHAPTER - I

1. INTRODUCTION

EARLY HISTORY

Otto-Flugzeugwerke

.GUSTAVOTTO WAS THE SON OFNIKOLASAUGUSTOTTO, THE INVENTOR OF THE FOUR-STROKE INTERNAL

COMBUSTION ENGINE.GUSTAV WAS A PIONEER AVIATOR INBAVARIA.

An Otto B-type pusher biplane, license-built by Pfalz, in front of the Pfalz factory, circa 1914

In 1910, Otto received German aviation license no. 34 and, in the same year, set up a training school and

a aircraft factory, The factory, which was namedOtto-Flugzeugwerke in 1913, was located on

Lerchenauer Strasse, east of the Oberwiesenfeld troop maneuver area in the Milbertshofen district of

Munich. Otto concentrated on building Farman inspired pushers (he had got his own license on an

Aviatik-Farman), and soon became the main supplier for the Bayerische Fliegertruppen (Royal Bavarian

Flying Corps). Neither the Otto-Werke nor his AGO Werke companies, which from 1914 developed

different aircraft, was successful in getting orders from the Prussian military due to unexplained qualityissues. The military urged Otto to revise his production line, but the issues were never resolved. Suffering

financially, the Otto company was purchased by a consortium, which includedMAN AG as well as some

banks, in February 1916. One month later, on this companys premises, the investors established a new

business, Bayerische Flugzeugwerke AG. AGO closed down in 1918, and its facilities were taken over by

AEG.

Rapp Motorenwerke

In 1913 Karl Rapp establishedRapp Motorenwerke near the Oberwiesenfeld in a few wooden buildings

of a former bicycle factory Rapp had chosen the site because it was close to Gustav Otto

Flugmaschinenfabrik, with whom he had contracts to supply his four cylinder aircraft engines.

After the outbreak of World War I, Rapp started to supply aircraft engines to the Austrian army.

However, the engines suffered severe vibration problems, causing the military to decline purchasing the

poorly performing engines . Rapp was sub-contracted byAustro-Daimlerto manufacture theirV12

aircraft engines. Austro-Daimler at the time was unable to meet its own demands to build V12 Aero

engines. The officer supervising aero-engine building at Austro-Daimler on behalf of the Austrian
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government was Franz Josef Popp. When it was decided to produce Austro-Daimler engines at Rapp

Motorenwerke, Popp was delegated to Munich from Vienna to supervise engine quality.

However, Popp did not restrict himself to the role of observer, but became actively involved in the overall

management of the company. On 7 March 1916, Rapp Motorenwerke became Bayerische Motoren

Werke GmbH. Popp was also the person who convinced Karl Rapp to accept the application ofMax Friz,

a young aircraft engine designer and engineer atDaimler. At first Rapp was going to turn down Frizs

request; however, Popp successfully intervened on Frizs behalf, because he recognized that Rapp

Motorenwerke lacked an able designer. In the space of a few weeks he designed a new aircraft engine

which, with an innovative carburettor and a variety of other technical details, was superior to any other

German aero-engine. Later, this engine would gain world renown under the designation BMW IIIa

The recognition that Max Friz gained with his engine made it clear to all the senior managers that up to

now Karl Rapp and his inadequate engine designs had held the company back from success. In Friz they

now had an excellent chief designer on hand and were no longer dependent on Rapp. On 25 July 1917

the partners in the company therefore terminated Karl Rapps contract.

Bayerische Flugzeugwerke (BFW)

In February 1916, the south German engineering companyMAN AG and several banks purchased the

aircraft builder Gustav Otto Flugmaschinenfabrik. On this companys premises the investors established

a new business, Bayerische FlugzeugwerkeAG (BFW). There was no time for development work, so BFW

manufactured aircraft under license from the Albatros Flugzeugwerke of Berlin. This meant that within a

month of being set up, the company was able to supply aircraft to the war ministries ofPrussia and

Bavaria. However, major quality problems were encountered at the start. The German air crews

frequently complained about the serious defects that appeared in the first machines from BFW. The

same thing had happened with the aircraft from the predecessor company run by Gustav Otto. The

reason for these deficiencies was a lack of precision in production. The majority of the workforce had

been taken over by BFW from Otto Flugzeugwerke. It was only organizational changes and moreintensive supervision of the assembly line that succeeded in resolving these problems by the end of 1916.

This done, BFW was able, in the months that followed, to turn out over 100 aircraft per month with a

workforce of around 3,000, and rose to become the largest aircraft manufacturer in Bavaria.

The end of the war hit BFW hard, since military demand for aircraft collapsed. The companys

management were thus forced to look for new products with which to maintain their position in the

market. Since World War I aircraft were largely built from wood to keep their weight down, BFW was

equipped with the very latest joinery plant. What is more, the company still held stocks of materials

sufficient for about 200 aircraft, and worth 4.7 million reichsmarks. It therefore seemed a good idea to

use both the machinery and the materials for the production of furniture and fitted kitchens. In addition,

from 1921 onwards, the company manufactured motorcycles of its own design under the names ofFlinkandHelios.
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ADVERTISEMENT FOR BFW IN 1916

In the autumn of 1921 the Austrian financierCamillo Castiglionifirst announced his interest in

purchasing BFW. While most of the shareholders accepted his offer, MAN AG initially held on to its

shareholding in BFW. But Castiglioni wanted to acquire all the shares. He was supported in this by

BMWs Managing Director Franz Josef Popp who, in a letter to the chairman of MAN, described BFW as a

dead factory, which possesses no plant worth mentioning, and consists very largely of dilapidated and

unsuitable wooden sheds situated in a town that is extremely unfavorable for industrial activities and

whose status continues to give little cause for enthusiasm. Apparently Popp was still in close contact

with Castiglioni and was perhaps even privy to the latters plans for merging BMW with BFW. It was

probably in the spring of 1922 that Castiglioni and Popp persuaded MAN to give up its shares in BFW, sothat now the company belonged exclusively to Castiglioni. Then in May of the same year, when the

Italian-born investor was able to acquire BMWs engine business fromKnorr-Bremse, nothing more stood

in the way of a merger between the aircraft company BFW and the engine builders BMW.

The name Bayerische Flugzeugwerke AG was revived in 1926 when Udet-Flugzeugbau GmbH was

changed into a joint-stock company. In the early stages, BMW AG held a stake in this company and was

represented by Popp, who held a place on the Supervisory Board. In time this company was renamed to

Messerschmitt, an important and leading aircraft company for the Third Reich.

Bayerische Motoren Werke GmbH 1917

The departure of Karl Rapp enabled a fundamental restructuring of BMW GmbH, formerly Rapp

Motorenwerke. While the development side was placed under Max Friz, Franz Josef Popp took over the

post of Managing Director. Popp held this key position until his retirement in 1942, and was instrumental

in shaping the future of BMW.
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BMW LOGO

BMW roundel on a 1939 BMW motorcycle.

Growth

For the small BMW business, the large orders received from the Reichswehrfor the BMW IIIa engine

were overwhelming. Under Karl Rapp only a small number of engines had been produced and the

manufacturing facilities were not in any way adequate to handle the mass production now required. Not

only did BMW lack suitable machine tools but, to a very large degree, skilled manpower as well.

However, the most serious drawback was in the small and aging workshops. Nevertheless, under the

state-controlled war economy, officials in the relevant ministries were able to give BMW extensive

practical support. So in a short time BMW got the skilled workers and machinery it needed. In addition,

the Munich Company received a high level of financial assistance, which enabled it to build a completely

new factory from the ground up, in the immediate vicinity of the old workshops. Due to the share capital

being too small, both the building of the new plant and the working capital needed for materials and

wages had to be financed with external funds, i.e. bank loans or state assistance. The war ministries of

Bavaria andPrussia (then both separate kingdoms within the KaisersEmpire) did not, however, wish to

go on supporting BMW with loans and guarantees, and therefore urged the flotation of a public limitedcompany.

BMW is forced to close down

The end of the war in November 1918 had a huge impact on the entire German aircraft industry. Since

1914 the military had been placing lucrative orders with aircraft and aero-engine firms. But now military

demand collapsed completely, from one day to the next. However, civil aviation was still in its infancy,

and no substitute business could be expected from that quarter. The end of the war hit BMW particularly

hard, since the BMW IIIa aero-engine was the only product the company was building in 1918. And

suddenly there was no more demand for aircraft engines. In the years from 1914 to 1918 the German

economy had been placed on a war footing. In order to enable companies to resume civil production asrapidly as possible, a central demobilization office was set up as soon as the war was over, and branches

opened right across Germany. The Commissioner for Demobilization with responsibility for Bavaria

ordered the closure of BMWs Munich plant with effect from 6 December 1918. The employees of the

fledgling company faced locked factory gates and a future that was far from certain. The reason given by

the civil servants for this factory closure was the general shortage of raw materials such as coal and

metals. The small supplies of coal that were still on hand had to be made availablefor the freezing
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population, and such supplies of metals as remained were diverted to consumer industries. As a former

armaments manufacturer, BMW was sent away empty-handed.

First crisis for BMW AGWWI aftermath

BMWs top management was not discouraged by the compulsory closure decreed by the government.When permission was given for the gates to re-open on 1 February 1919, Managing Director Franz Josef

Popp got the design department working constantly in order to have new products ready to sell to the

peacetime market. Engines were designed for boats, cars, trucks and motorcycles. From the outset,

BMW tried to remain an engine manufacturer. At the same time it also supplied industrial customers

with products from its aluminum foundry.

In 1919 BMW was forced to give up building aircraft engines completely, which it had initially continued

on a modest scale. The Allies had banned Germany from building aircraft and aircraft engines, and in

addition had demanded that all aviation assets manufactured up to that date should be handed over or

destroyed. While the new BMW products for civilian use were technically advanced, they could not

provide the company with any long-term security in a highly competitive market. The top managementtherefore began looking for alternatives.

On 18 June 1919, BMW obtained a license agreement for the production of brake assemblies with the

Berlin-based companyKnorr-BremseAG. The contract was to run for ten years and was intended to

provide BMW with employment and profits until 1930. At that time, Knorr-Bremse manufactured state-

of-the-art pneumatic brakes for trains and had the benefit of large, long-term contracts, which it could

not, however, handle at its own factory. For this reason the Berlin Company was looking for a

manufacturer to license and found it in Munich. One advantage BMW had in negotiating the contract

was the announcement by the Bavarian government that they would be prepared to fit Bavarian trains

with Knorr brakes provided they were manufactured in Bavaria.

BMW loses its independence

From the summer of 1919 onward, the manufacture of pneumatic brakes increasingly overshadowed

engine production. The brake business occupied the majority of the BMW workforce, which was once

again being expanded. This reorientation of the BMW product range had an effect on the ownership

structure. As soon as the war ended, most of the BMW shareholders had lost interest in the company.

Only the major shareholder Camillo Castiglioni still believed at first that BMW had a future, and took up

all the company shares himself. However, Castiglioni was not an entrepreneur who took the long view;

he was an astute financier in search of a quick return. The manufacture of railway brakes provided an

opportunity to build up a solid business with sure profits, albeit small ones too small for Castiglioni. InAugust 1920, when the chairman of Knorr-Bremse AG, Johannes Vielmetter, offered to buy all of

Castiglioni's shares in BMW, the Viennese speculator accepted. BMW was now wholly owned by the

Knorr-Bremse company of Berlin. The new proprietors made only minor alterations to the structure of

BMW, since they wished neither to change the management nor to get involved in the production

process.

Aero engines for Russia
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The aircraft engine business with Russia secured BMW's success in the 1920s. Meanwhile the

competition, Junkers in particular, were confounded as to how BMW was managing to pay out such

huge dividends. They conjectured that BMW was the victim of stock market speculation and would soon

face bankruptcy. Others made allegations that the Munich Company was receiving millions of marks in

government subsidies. But all these conjectures were wide of the mark. BMW had merely succeeded insecuring Eastern Europe's biggest customer early on: the air force of the Red Army. However, while BMW

benefited from these business deals with Russia, sole shareholder Castiglioni benefited even more. As an

alleged brokerage fee, ten percent of the gross price of each aircraft engine delivered to Russia was paid,

through shadow companies, to Castiglioni. In 1926, the financier from Vienna had to transfer over his

majority shareholding to Deutsche Bankto resolve financial difficulties, but he continued as a major

shareholder of BMW.

1923The year of decisions

In 1922 BMW had once again become independent, and owed this position to its new major shareholder,

Castiglioni. However, Castiglioni was only interested in making a "quick buck", which he did through the

license agreement with Czechoslovakia, his "commission payments" from Russia, and various other

deals. The long-term future of BMW was secured by the efforts of its employees and senior management

at that time. In particular, the commitment to BMW of chief executive Franz Josef Popp and chief

designer Max Friz established the company as a permanent international player in the building of aircraft

engines and motorcycles.

In this respect, 1923 was a year of great significance, and it can justifiably be called a decisive year for

BMW. While Germany was forced to live through a year of runaway inflation and numerous attempted

coups, the Munich Company made a successful new startfor it was in 1923 that BMW resumed

production of aviation engines. A crucial factor in this was the interest shown by the Soviet Union in

BMW aircraft engines and the solid prospect of large orders. In the years that followed, the Soviet Union

was to become BMWs most important customer. In addition to this, on 28 September 1923, BMW

launched the first motorcycle of its own design, the R32. The R32 was the first in a series of products that

would prove successful and profitable over the following years.

R32 motorcycle

Main article:History of BMW motorcycles
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Automobiles

Austin-licensed BMW Dixi

BMW's first automobile, the BMW Dixi

BMWs automobile history had begun much earlier than 1924, if only in the form of proposals and

prototypes. Correspondence dating back to 1918 shows the first use of the term automobile in BMW

history. But no details, let alone images have come down to us regarding this four wheeled primogenitor.

Subsequently, BMW manufactured various built-in motors with four and two cylinders that powered a

wide variety of agricultural vehicles in the early 1920s. The spectrum of machinery driven across the land

by BMW units ranged from single-track cars to huge farm tractors. Around 1925 two specially hired

BMW designers, Max Friz andGotthilf Drrwchter, both former employees ofDaimler-Benz in Stuttgart,

were commissioned by BMWs Managing DirectorFranz Josef Popp to design a BMW production car.

From this first, demonstrably operational BMW carthough as yet lacking any bodywork, BMW laid the

groundwork for one of the world's most respected manufacturer of automobiles.

Success for BMW in this industry came from an already proven source-the Seven. In 1927 the tinyDixi, anAustin seven produced under license, began production in Eisenach. BMW bought the Dixi Companythe

following year, and this became the company's first car, the BMW 3/15.

BMW designs its own cars

Towards the end of 1930, BMW attempted to introduce a new front axle with independent wheel

suspension for both their models, the BMW 'Dixi' 3/15 DA4 and BMW 'Wartburg' DA3, but this resulted

in accidents with the prototypes because of construction faults. However, as the license with Austin

would end in 1932, BMW decided upon the development of a completely new model and called in the

help of German engineerJosef Ganz. He was hired as a consultant engineer at BMW in July 1931. At first,

Josef Ganz negotiated with BMW about possible manufacture of his innovative rear-enginedMaikferprototype at BMW. However, BMW decided for a different model, more along the lines of the previous

Dixi model. Therefore, with the assistance of Ganz, work started on the development of the BMW AM1

(Automobilkonstruktion Mnchen 1), a small car with a front-mounted engine, rear-wheel drive, and

independent wheel suspension with swing-axles. The BMW AM1 was introduced in the first half of 1932

and quickly became a great success.
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By 1933 BMW was producing cars that could be called truly theirs, offering steadily more advancedI6

sports and saloons (sedans). The pre-war cars culminated in the 327coup and convertible, the 328

roadster, fast2.0 L cars, both very advanced for their time, as well as the upscale 335 luxury sedan.

World War II

The German invasion ofPolandand commencement of hostilities meant that manufacturing facilities in

Germanywere directed by the Naziregime to re-focus on the manufacture of products required to

support the war effort. For BMW, that meant an emphasis on production of aero (airplane) engines.

Josef Popp argued against this, contending that, although financially lucrative, the change in focus would

mean that the BMW AG would be heavily dependent on decisions made by the Naziregime. In June

1940, he wrote to the Chairman of the Supervisory Board, Emil Georg von Stauss, explaining that the

situation could threaten the very existence of BMW AG if there were any setback to aero engine

production. This change in focus did in fact lead to a significant increase in external control from

political and military agencies, weakening the position of the BMW management and eroding the

position of Franz Josef Popp, whose leadership of BMW had been relatively autonomous and autocratic

to that point. Statutes enacted on October 1, 1940 required all subsidiaries to transfer profit and lossresponsibility to BMW AG. Expansion of the aero engine business required several injections of capital to

Flugmotorenbau GmbH, with the total capitalization of BMW AG increasing in stages to RM 100 million

by 1944. Further restructuring was carried out in 1944, with centralization of sales in BMW AG and the

GmbHs acting only as property companies.

Second crisis for BMW AGWWII aftermath

1954 BMW 502 V8 Super

The acclaimed 1956BMW 507
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Third crisis for BMW AGa company for sale

Mnchen, BMW Autowerk, 1968

BMW 5 series (E12)

Rover
http://en.wikipedia.org/wiki/BMW_E12http://en.wikipedia.org/wiki/BMW_E12http://en.wikipedia.org/wiki/BMW_E12http://en.wikipedia.org/wiki/File:Bmw_e12_2_v_sst.jpghttp://en.wikipedia.org/wiki/File:Bundesarchiv_B_145_Bild-F027643-0008,_M%C3%BCnchen,_BMW_Autowerk.jpghttp://en.wikipedia.org/wiki/File:Bmw_02_2_v_sst.jpghttp://en.wikipedia.org/wiki/File:Bmw_e12_2_v_sst.jpghttp://en.wikipedia.org/wiki/File:Bundesarchiv_B_145_Bild-F027643-0008,_M%C3%BCnchen,_BMW_Autowerk.jpghttp://en.wikipedia.org/wiki/File:Bmw_02_2_v_sst.jpghttp://en.wikipedia.org/wiki/File:Bmw_e12_2_v_sst.jpghttp://en.wikipedia.org/wiki/File:Bundesarchiv_B_145_Bild-F027643-0008,_M%C3%BCnchen,_BMW_Autowerk.jpghttp://en.wikipedia.org/wiki/File:Bmw_02_2_v_sst.jpghttp://en.wikipedia.org/wiki/BMW_E12


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TheRover 75, the only new Rover released under BMW

Between 1994 and 2000, under the leadership ofBernd Pischetsrieder, BMW owned the Rover Group in

an attempt to get into mass market production, buying it from British Aerospace. This brought the active

Rover, MiniandLand Roverbrands as well as rights to many dormant marques such as Austin, Morris,

Riley, Triumph andWolseleyunder BMW ownership.

The venture was not successful. For years, Rover tried to rival BMW, if not in product, then in market

positioning and "snob appeal". BMW found it difficult to reposition the English automaker alongside its

own products and the Rover division was faced with endless changes in its marketing strategy. In the six

years under BMW, Rover was positioned as a premium automaker, a mass-market automaker, a division

of BMW and an independent unit. A five partBBCdocumentary, When Rover Met BMW(1996), gave

some insight into the difficulties faced by the two firms.

BMW was more successful with the Mini, MG andLand Roverbrands, which did not have parallels in its

own range at the time.

In 2000, BMW disposed ofRoverafter years of losses, with Rover cars going to the Phoenix Venture

Holdingsfor a nominal 10 and Land Rover going to the Ford Motor Company. The German press

ridiculed the English firm as "The English Patient", after the film. BMW itself, protected by its product

range's image, was largely spared the blame. Even the British press was not particularly sympathetic

towards Rover.

BMW retained the rights to Mini, Triumph and other marques. MINI has been a highly successful

business, though the other names have not been used yet. Following the bankruptcy ofMG Roverin

2005, the Rover name was sold to Ford in 2006 after BMW gave it a first refusal offer in 2000. However,

Ford did not release any Rover-badged cars before selling the name to Tata Group, while the MG brand

has been relaunched byNanjing Automobile ofChina.

COMPANY PROFILE

BMW US Manufacturing Company
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BMW US Manufacturing

Company profileTYPE PRODUCTION FACILITY

INDUSTRY AUTOMOTIVE

FOUNDED 1994

FOUNDER(S) BMW AG(MUNICH,GERMANY)

HEADQUARTERSGREER,SPARTANBURG COUNTY,SOUTH

CAROLINA,UNITED STATES

AREA SERVED WORLDWIDE

KEY PEOPLE JOSEF KERSCHER (PRESIDENT)

PRODUCTS BMW X3, BMWX5, BMW X6

OWNER(S) BMWAG

WEBSITE BMWUSFACTORY.COM

PRODUCTION DEPARTMENT

The BMW US Manufacturing Company in Greer, South Carolina is BMW's only US production facility. It

was built to serve the demand of BMW automobiles directly in the US. Due to the structure of BMW's

production plan, however, the Spartanburg plant does not actually assemble all BMW vehicles sold in the

US market; instead, the plant serves as the only X3 and X6 production site in the world. Hence, all models

of these vehicles exported worldwide originate from BMW Spartanburg.

When BMW announced in 1992 that it would build a manufacturing facility in the United States to

strengthen its international production system, a new era began. The location: a 1,150-acre (4.7 km2)

site in Spartanburg County, South Carolina, a state with little-known expertise for automotive

production. Among South Carolinas assets: a qualified workforce and additional training through its

Technical Education System; easily accessible transportation facilities, including a deep-water port,

major airport, modern rail and road systems (BMW has a transportation contract with Norfolk Southern

Railway); and strategic location within easy distribution range of a majority of BMWs primary United

States markets.

The now $2.2 billion investment solidly positions BMW Manufacturing as an integral part in thecompanys five-plant production network. Presently employing 7,000 people, unlike many other

automobile factories, all of the manufacturing processes at the plant are under one roof, creating an

open communications environment that enhances the focus on quality.

BMW Manufacturing Co. is a BMW Group company. In addition to the South Carolina manufacturing

facility, BMW's North American companies include sale, marketing, design andfinancial services

operations in the United States, Mexico and Canada, as well as throughout Latin America.
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PRODUCT PROFILE:

X3Sports Activity Vehicle (SAV) (2nd generation was transferred from Austria)

X5Sports Activity Vehicle (SAV) (1st & 2nd generations)

o xDrive30io xDrive48i

o xDrive50i

o xDrive35d (diesel)

o Motorsport

X6Sports Activity Coupe (SAC) (1st generation)

o xDrive35i

o xDrive50i

o Motorsport

o Active Hybrid

Z4(1st generation 2003-2008, 2nd generation production was transferred to Regensburg,Germany in 2008)

o Roadster

o M Roadster

o Coupe

o M Coupe

Z3(19952002)

o Roadster

o M Roadster

o Coupeo M Coupe

318i/318is(19941996, BMW Plant Spartanburg was not the sole producer of this

model)
http://en.wikipedia.org/wiki/BMW_X3http://en.wikipedia.org/wiki/BMW_X3http://en.wikipedia.org/wiki/BMW_X5http://en.wikipedia.org/wiki/BMW_X5http://en.wikipedia.org/wiki/BMW_X6http://en.wikipedia.org/wiki/BMW_X6http://en.wikipedia.org/wiki/BMW_Z4http://en.wikipedia.org/wiki/BMW_Z4http://en.wikipedia.org/wiki/BMW_Z3_(E36/4)http://en.wikipedia.org/wiki/BMW_Z3_(E36/4)http://en.wikipedia.org/wiki/BMW_Compacthttp://en.wikipedia.org/wiki/BMW_Compacthttp://en.wikipedia.org/wiki/BMW_Compacthttp://en.wikipedia.org/wiki/BMW_Z3_(E36/4)http://en.wikipedia.org/wiki/BMW_Z4http://en.wikipedia.org/wiki/BMW_X6http://en.wikipedia.org/wiki/BMW_X5http://en.wikipedia.org/wiki/BMW_X3


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World premiere: 2012 BMW M3CRT Sedan E90
http://www.bmwdrives.com/mcars/bmw-e90-m3-crt.phphttp://www.bmwdrives.com/mcars/bmw-e90-m3-crt.phphttp://www.bmwdrives.com/mcars/bmw-e90-m3-crt.phphttp://www.bmwdrives.com/mcars/bmw-e90-m3-crt.phphttp://www.bmwdrives.com/mcars/bmw-e90-m3-crt.php


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The all-new: BMW M5 Sedan F10

World premiere: 2012 BMW 1Series F20

World premiere: BMW 328Hommage Concept
http://www.bmwdrives.com/mcars/bmw-f10-m5.phphttp://www.bmwdrives.com/bmw_cars/bmw-f20.phphttp://www.bmwdrives.com/bmw_cars/bmw-f20.phphttp://www.bmwdrives.com/bmw_concept_cars/bmw-328-hommage.phphttp://www.bmwdrives.com/bmw_concept_cars/bmw-328-hommage.phphttp://www.bmwdrives.com/bmw_concept_cars/bmw-328-hommage.phphttp://www.bmwdrives.com/bmw_cars/bmw-f20.phphttp://www.bmwdrives.com/mcars/bmw-f10-m5.phphttp://www.bmwdrives.com/bmw_concept_cars/bmw-328-hommage.phphttp://www.bmwdrives.com/bmw_cars/bmw-f20.phphttp://www.bmwdrives.com/mcars/bmw-f10-m5.phphttp://www.bmwdrives.com/bmw_concept_cars/bmw-328-hommage.phphttp://www.bmwdrives.com/bmw_cars/bmw-f20.phphttp://www.bmwdrives.com/mcars/bmw-f10-m5.phphttp://www.bmwdrives.com/bmw_concept_cars/bmw-328-hommage.phphttp://www.bmwdrives.com/bmw_concept_cars/bmw-328-hommage.phphttp://www.bmwdrives.com/bmw_cars/bmw-f20.phphttp://www.bmwdrives.com/bmw_cars/bmw-f20.phphttp://www.bmwdrives.com/mcars/bmw-f10-m5.php


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2006 BMW HARTGE HUNTER X3E83

1936 BMW 329

2011 BMW Concept M5
http://www.bmwdrives.com/bmw_tuners/hartge-hunter-x3-e83.phphttp://www.bmwdrives.com/bmw_tuners/hartge-hunter-x3-e83.phphttp://www.bmwdrives.com/bmw_cars/bmw-329.phphttp://www.bmwdrives.com/bmw_concept_cars/bmw-m5-f10-concept.phphttp://www.bmwdrives.com/bmw_concept_cars/bmw-m5-f10-concept.phphttp://www.bmwdrives.com/bmw_cars/bmw-329.phphttp://www.bmwdrives.com/bmw_tuners/hartge-hunter-x3-e83.phphttp://www.bmwdrives.com/bmw_concept_cars/bmw-m5-f10-concept.phphttp://www.bmwdrives.com/bmw_cars/bmw-329.phphttp://www.bmwdrives.com/bmw_tuners/hartge-hunter-x3-e83.phphttp://www.bmwdrives.com/bmw_concept_cars/bmw-m5-f10-concept.phphttp://www.bmwdrives.com/bmw_cars/bmw-329.phphttp://www.bmwdrives.com/bmw_tuners/hartge-hunter-x3-e83.phphttp://www.bmwdrives.com/bmw_concept_cars/bmw-m5-f10-concept.phphttp://www.bmwdrives.com/bmw_cars/bmw-329.phphttp://www.bmwdrives.com/bmw_tuners/hartge-hunter-x3-e83.phphttp://www.bmwdrives.com/bmw_tuners/hartge-hunter-x3-e83.php


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2011 BMW M3 Pickup Concept

1972 BMW Turbo Concept

2011 G-POWER BMW X6 MTyphoon S E71
http://www.bmwdrives.com/bmw_concept_cars/bmw-m3-pickup-concept.phphttp://www.bmwdrives.com/bmw_concept_cars/bmw-turbo-concept.phphttp://www.bmwdrives.com/bmw_tuners/gpower-x6m-e71-typhoon-s.phphttp://www.bmwdrives.com/bmw_tuners/gpower-x6m-e71-typhoon-s.phphttp://www.bmwdrives.com/bmw_tuners/gpower-x6m-e71-typhoon-s.phphttp://www.bmwdrives.com/bmw_concept_cars/bmw-turbo-concept.phphttp://www.bmwdrives.com/bmw_concept_cars/bmw-m3-pickup-concept.phphttp://www.bmwdrives.com/bmw_tuners/gpower-x6m-e71-typhoon-s.phphttp://www.bmwdrives.com/bmw_concept_cars/bmw-turbo-concept.phphttp://www.bmwdrives.com/bmw_concept_cars/bmw-m3-pickup-concept.phphttp://www.bmwdrives.com/bmw_tuners/gpower-x6m-e71-typhoon-s.phphttp://www.bmwdrives.com/bmw_concept_cars/bmw-turbo-concept.phphttp://www.bmwdrives.com/bmw_concept_cars/bmw-m3-pickup-concept.phphttp://www.bmwdrives.com/bmw_tuners/gpower-x6m-e71-typhoon-s.phphttp://www.bmwdrives.com/bmw_tuners/gpower-x6m-e71-typhoon-s.phphttp://www.bmwdrives.com/bmw_concept_cars/bmw-turbo-concept.phphttp://www.bmwdrives.com/bmw_concept_cars/bmw-m3-pickup-concept.php


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HUMAN RESOURCE DEPARTMENT

BMW Constructors Human Resources Department is responsible for recruiting the non-signatory,

General & Administrative staff for the subsidiary companies, which include BMW Constructors, Inc. and

BMW Constructors, Inc. HR is also responsible for managing employee benefits for the same operating

companies.

Mitch Prunty is the Recruiting Manager, based in our Munster, IN office. HR administrative support and

benefits administration is provided by Diane Prosser in Indianapolis.

In academic terms, the human resource can be described as follows:

Getting people

Preparing people

Keeping people

LABOR WELFARE FACILITIES

Labour Welfare Welfare includes anything that is done for the comfort and improvement of employees

and is provided over and above the wages. Welfare helps in keeping the morale and motivation of the

employees high so as to retain the employees for longer duration. The welfare measures need not be in

monetary terms only but in any kind/forms. Employee welfare includes monitoring of working

conditions, creation of industrial harmony through infrastructure for health, industrial relations and

insurance against disease, accident and unemployment for the workers and their families. Labor welfare

entails all those activities of employer, which are directed towards providing the employees with certain

facilities and services in addition to wages or salaries.

Labor welfare has the following objectives:

1. To provide better life and health to the workers

2. To make the workers happy and satisfied

3. To relieve workers from industrial fatigue and to improve intellectual, cultural and material conditions

of living of the workers.

The basic features of labor welfare measures are as follows:

1. Labor welfare includes various facilities, services and amenities provided to workers for improving

their health, efficiency, economic betterment and social status.

2. Welfare measures are in addition to regular wages and other economic benefits available to workers


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due to legal provisions and collective bargaining

3. Labor welfare schemes are flexible and ever-changing. New welfare measures are added to the

existing ones from time to time.

4. Welfare measures may be introduced by the employers, government, employees or by any social or

charitable agency.

5. The purpose of labor welfare is to bring about the development of the whole personality of the

workers to make a better workforce. The very logic behind providing welfare schemes is to create

efficient, healthy, loyal and satisfied labor force for the organization. The purpose of providing such

facilities is to make their work life better and also to raise their standard of living.

The important benefits of welfare measures can be summarized as follows: They provide better physical

and mental health to workers and thus promote a healthy work environment Facilities like housing

schemes, medical benefits, and education and recreation facilities for workers' families help in raising

their standards of living. This makes workers to pay more attention towards work and thus increases

their productivity.

Employers get stable labor force by providing welfare facilities. Workers take active interest in their jobs

and work with a feeling of involvement and participation.

Employee welfare measures increase the productivity of organization and promote healthy industrial

relations thereby maintaining industrial peace. The social evils prevalent among the labors such as

substance abuse, etc are reduced to a greater extent by the welfare policies.

Organizations provide welfare facilities to their employees to keep their motivation levels high. The

employee welfare schemes can be classified into two categories viz. statutory and non-statutory welfare

schemes. The statutory schemes are those schemes that are compulsory to provide by an organization

as compliance to the laws governing employee health and safety. These include provisions provided in

industrial acts like Factories Act 1948, Dock Workers Act (safety, health and welfare) 1986, Mines Act

1962. The non statutory schemes differ from organization to organization and from industry to industry.

STATUTORY WELFARE SCHEMESThe statutory welfare schemes include the following provisions:

1. Drinking Water: At all the working places safe hygienic drinking water should be provided.

2. Facilities for sitting: In every organization, especially factories, suitable seating arrangements are to be

provided.

3. First aid appliances: First aid appliances are to be provided and should be readily assessable so that in


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case of any minor accident initial medication can be provided to the needed employee.

4. Latrines and Urinals: A sufficient number of latrines and urinals are to be provided in the office and

factory premises and are also to be maintained in a neat and clean condition.

5. Canteen facilities: Cafeteria or canteens are to be provided by the employer so as to provide hygienic

and nutritious food to the employees.

6. Spittoons: In every work place, such as ware houses, store places, in the dock area and office

premises spittoons are to be provided in convenient places and same are to be maintained in a hygienic

condition.

7. Lighting: Proper and sufficient lights are to be provided for employees so that they can work safely

during the night shifts.

8. Washing places: Adequate washing places such as bathrooms, wash basins with tap and tap on the

stand pipe are provided in the port area in the vicinity of the work places.

9. Changing rooms: Adequate changing rooms are to be provided for workers to change their cloth in

the factory area and office premises. Adequate lockers are also provided to the workers to keep their

clothes and belongings.

10. Rest rooms: Adequate numbers of restrooms are provided to the workers with provisions of water

supply, wash basins, toilets, bathrooms, etc.

FINANCIAL STATEMENT

/w EPDw ULLTEz /w EWBALYlY+r

Annual Interim

2010 2009 2008 2007 2006

Period End Date 12/31/2010 12/31/2009 12/31/2008 12/31/2007 12/31/2006

Period Length 12 Months 12 Months 12 Months 12 Months 12 Months

Stmt Source ARS ARS ARS ARS ARS

Stmt Source Date 03/15/2011 03/17/2010 03/17/2010 03/18/2008 03/18/2008

Stmt Update Type Updated Updated Reclassified Updated Reclassified

Revenue 60,477.0 50,681.0 53,197.0 56,018.0 48,999.0

Total Revenue 60,477.0 50,681.0 53,197.0 56,018.0 48,999.0


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Cost of Revenue, Total 49,562.0 45,356.0 47,148.0 43,832.0 37,660.0

Gross Profit 10,915.0 5,325.0 6,049.0 12,186.0 11,339.0

Selling/General/Administrative Expenses,

Total

5,529.0 5,040.0 5,369.0 5,254.0 4,972.0

Research & Development 0.0 0.0 0.0 2,920.0 2,544.0

Depreciation/Amortization 0.0 0.0 0.0 0.0 0.0

Interest Expense (Income), Net Operating 0.0 0.0 0.0 0.0 0.0

Unusual Expense (Income) 166.0 -9.0 123.0 55.0 -32.0

Other Operating Expenses, Total 305.0 11.0 -235.0 -200.0 -1,261.0

Operating Income 4,915.0 283.0 792.0 4,157.0 5,116.0

Interest Income (Expense), Net Non-

Operating

0.0 0.0 0.0 0.0 0.0

Gain (Loss) on Sale of Assets 0.0 0.0 0.0 0.0 0.0

Other, Net 453.0 513.0 -81.0 177.0 630.0

Income Before Tax 4,836.0 413.0 351.0 3,873.0 5,222.0

Income Tax - Total 1,602.0 203.0 21.0 739.0 1,250.0

Income After Tax 3,234.0 210.0 330.0 3,134.0 3,972.0

Minority Interest -16.0 -6.0 -6.0 -8.0 -6.0

Equity In Affiliates 0.0 0.0 0.0 0.0 0.0

U.S. GAAP Adjustment 0.0 0.0 0.0 0.0 0.0

Net Income Before Extra. Items 3,218.0 204.0 324.0 3,126.0 3,966.0

Total Extraordinary Items 0.0 0.0 0.0 0.0 0.0

Net Income 3,218.0 204.0 324.0 3,126.0 3,966.0

Total Adjustments to Net Income 0.0 0.0 0.0 0.0 0.0

Preferred Dividends

General Partners' Distributions

Basic Weighted Average Shares 654.66 653.83 653.29 653.53 653.97


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Basic EPS Excluding Extraordinary Items 4.92 0.31 0.5 4.78 6.06

Basic EPS Including Extraordinary Items 4.92 0.31 0.5 4.78 6.06

Diluted Weighted Average Shares 654.66 653.83 653.29 653.53 653.97

Diluted EPS Excluding Extraordinary Items 4.92 0.31 0.5 4.78 6.06Diluted EPS Including Extraordinary Items 4.92 0.31 0.5 4.78 6.06

Dividends per Share - Common Stock Primary

Issue

1.3 0.3 0.3 1.06 0.7

Dividends per Share - Common Stock Issue 2 1.32 0.32 0.32 1.08 0.72

Gross Dividends - Common Stock 852.0 197.0 197.0 694.0 458.0

Interest Expense, Supplemental 251.0 364.0 161.0 225.0 319.0

Depreciation, Supplemental 2,303.0 2,260.0 2,375.0 2,471.0 2,313.0

Normalized EBITDA 8,763.0 3,874.0 4,585.0 7,895.0 8,356.0

Normalized EBIT 5,081.0 274.0 915.0 4,212.0 5,084.0

Normalized Income Before Tax 5,002.0 404.0 474.0 3,928.0 5,190.0

Normalized Income After Taxes 3,345.01 205.42 445.64 3,178.51 3,947.66

Normalized Income Available to Common 3,329.01 199.42 439.64 3,170.51 3,941.66

Basic Normalized EPS 5.09 0.31 0.67 4.85 6.03

Diluted Normalized EPS 5.09 0.31 0.67 4.85 6.03

Amortization of Intangibles 1,379.0 1,340.0 1,295.0 1,212.0 959.0

TURN OVER

FRANKFURT (Market Watch) -- Germany's BMW AG (BMW.XE) said Friday revenue in 2009

declined 4.7% year-on-year to EUR50.68 billion, reflecting the woes luxury car makers faced as demand

for their vehicles contracted sharply amid the economic downturn and tightening credit markets, but itstill hit its targets.

"Despite the ongoing worldwide financial and economic crisis, the BMW group has, from today's

perspective, achieved the objectives for 2009," the Munich-based company said in a statement.


23/66

The company expects to post a pretax profit for the year, as planned. BMW Chief Executive Norbert

Reithofer attributed that profit to cost management and other measures aimed at improving

profitability.

BMW previously had said it could avoid a loss even if sales slumped by up to 15%. Sales in 2009 fell

10.4% on the year to 1.29 million cars, but BMW retained the crown as the world's best-selling premium

car maker ahead of Daimler AG's Mercedes-Benz brand and Volkswagen AG's (VOW.XE) Audi AG

(NSU.XE) unit.

BMW is expected to release detailed earnings figures for the fourth quarter and full year on March 17.

For 2010, the company expects a slight increase in vehicle sales, namely a single-digit percentage rise to

1.3 million cars. Growth is expected in Brazil, China and India, emerging markets where BMW also saw

increased sales in 2009. The car maker also targets sales growth in Germany in 2010 and in the U.S.

market as well.

The company last year was particularly hard-hit by the U.S. market downturn as North America has been

the company's largest sales region until recently.

BMW currently is expanding annual production capacity at its U.S. plant in Spartanburg to around

240,000 cars from about 160,000 vehicles previously, mainly to reduce its exposure to currency

fluctuations, which have been a major concern in recent years.

Although the economic crisis will continue to affect car makers in 2010, BMW said it will grow profitably

this year due to the gradual economic recovery and a slate of new models.

"The BMW group can start the new year with a certain amount of optimism," Reithofer said, adding the

company will remain the leading provider of premium vehicles.

As previously reported, car sales at the company's core BMW brand were down 11.1% in 2009 at 1.07

million vehicles. BMW's compact Mini brand posted a 6.8% decline year-on-year to 216,538 vehicles.

BMW expects the new X1 and 5-Series Gran Turismo will foster sales momentum, with demand fueled

further between 2010 and 2012when the new versions of the fast-selling models are set to hit

showrooms.


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PRODUCTION PROCESS

To this point in the process, BMW team members have worked meticulously to prepare the

canvas. Now begins the work of our finish team to fill the vehicle with a unique combination ofcomponents, options, and luxuries that will make this BMW as distinctive as its owner. This is Assembly,

where it all comes together.

The body formed, painted, and protected waits in the stacker, arranged in order. Sequenced parts

such as instrument panel, front end, and power train are at the ready in other areas of the plant. What

follows is a careful and intricate performance involving the flow of parts and precisely-timed processes.

From this point on, every vehicle has a name.

All computers and controls in Assembly are linked together by nearly 16,000 miles of

communications cables.

Ergonomics are very important in the Tilt area. Carriers position the car so associates can installparts on the underbody.

Doors are removed from the car body and travel via an overhead conveyor to a separate door

assembly line.

On the door line, the glass, water seals, mirrors, airbags, speakers and other trim pieces are

installed.

The doors then travel on an overhead conveyor back to the main line and are reunited with the

same car body.

The Wiring Harness is the nervous system of the cars electronics.

The contents of the Wiring Harness bag are heated to about 100 degrees, which makes the thick

wiring harness pieces more flexible and easier to install.

The Wiring Harness is routed throughout the cabin, trunk, and engine area and fastened to the

car body with clips and wire ties.

A transponder is on every hood. This device helps track the car throughout the Assembly

process.

The paper taped to the car is the Build Sheet. Digit codes tell associates which part goes on the

car.

About 8,000 parts are installed on every BMW X5 and X6.

Powertrain is a separate assembly area. The engine, transmission, front/rear axles, and other

parts are assembled here.

We get our six and eight cylinder gas and diesel engines for the X5 and X6 from Steyr, Austria.

Our Motorsport engines for the X5 M and X6 M come from Munich.

A floor transport system is used to move the powertrain to the Marriage area.

Engine Marriage is where every car becomes a BMW. The entire power train is raised as the carbody is lowered.

Robots tighten ten primary bolts that hold the engine and power train in place.

Fluid Fill: Most all fluids (radiator, brake, power steering, coolant, gas) are added here.

We use a special gas that has additional cleaning agents and lubricants to help with the first car

start-up.

Roll Booth: The car is driven on rollers at speeds up to 85 mph, giving the engine and

transmission its first good test.


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At Final Inspection, associates closely inspect the interior and exterior. Then the car is driven off

the line.

BMW Manufacturing exports about 70% of its cars to more than 130 markets throughout the

world. Charleston, SC, is our primary port.

QUALITY CONTROL AND QUALITY ASSURANCEEvents

o GOM Events

GOM Inspect Introduction Seminars

GOM Workshop CD - Injection Molding 2011

o Exhibitions

o History

Review GOM Events

Exhibition History

Metrology Systems

o 3D Coordinate Measuring

o 3D Scanner

o Automated Quality Control

o Large Scale CMM

o Tactile Measurement

o Material & Component Testing

o Digital Image Correlation

o 3D Motion Analysis

o Sheet Metal Formingo Static Deformation

o System Overview

ARAMIS

ARGUS

ATOS
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ATOS Inspection Cell

GOM Touch Probe

PONTOS

TRITOP

TRITOP Deformation

3D Software

o GOM Inspect

Features

Download

o GOM Inspect Professional

o ATOS Professional

o TRITOP CMM Software

o TRITOP Deformation Software

o ARAMIS Software

o PONTOS Software

o PONTOS Viewer

o ARGUS Software

o Open Data Formats

o Download

Industries

o Automotive

Automotive Design

Material Testing & Simulation

Press and Body Shop

Power Train

Plastic Components

Test Stands & Component Testing

Assembly

o Aerospace

Aero structure

Fuselage & Cabin
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Propulsion

o Power Generation - Turbines

Gas- & Steam turbines

Hydropower

Wind Energy

Propulsion

o Transportation

Railway Engineering

Shipbuilding

Utility Vehicles

o Medical Technology

Biomechanics

Forensics

Dental

o Sheet Metal Forming

Material Properties/FLC

Tool Manufacture

Tool Try-Out

FEA / Simulation Verification

Tool Maintenance

Sheet Metal Parts

Automated Quality Control

Application Engineer / Technician

C++ Software Developer

Electrical / Mechanical technician for Robotics

Electrical or IT Engineer

ERP System Administrator

Lotus Notes Administrator

Management Assistant

Software Testing Engineer

Support Engineer or Technician
http://www.gom.com/industries/aerospace/fuselage-cabin.htmlhttp://www.gom.com/industries/aerospace/fuselage-cabin.htmlhttp://www.gom.com/industries/aerospace/fuselage-cabin.htmlhttp://www.gom.com/industries/aerospace/propulsion.htmlhttp://www.gom.com/industries/aerospace/propulsion.htmlhttp://www.gom.com/industries/power-generation-turbines.htmlhttp://www.gom.com/industries/power-generation-turbines.htmlhttp://www.gom.com/industries/power-generation-turbines/gas-steamturbines.htmlhttp://www.gom.com/industries/power-generation-turbines/gas-steamturbines.htmlhttp://www.gom.com/industries/power-generation-turbines/hydropower.htmlhttp://www.gom.com/industries/power-generation-turbines/hydropower.htmlhttp://www.gom.com/industries/power-generation-turbines/wind-energy.htmlhttp://www.gom.com/industries/power-generation-turbines/wind-energy.htmlhttp://www.gom.com/industries/power-generation-turbines/propulsion.htmlhttp://www.gom.com/industries/power-generation-turbines/propulsion.htmlhttp://www.gom.com/industries/transportation.htmlhttp://www.gom.com/industries/transportation.htmlhttp://www.gom.com/industries/transportation/railway-engineering.htmlhttp://www.gom.com/industries/transportation/railway-engineering.htmlhttp://www.gom.com/industries/transportation/shipbuilding.htmlhttp://www.gom.com/industries/transportation/shipbuilding.htmlhttp://www.gom.com/industries/transportation/utility-vehicles.htmlhttp://www.gom.com/industries/transportation/utility-vehicles.htmlhttp://www.gom.com/industries/medical-technology.htmlhttp://www.gom.com/industries/medical-technology.htmlhttp://www.gom.com/industries/medical-technology/biomechanics.htmlhttp://www.gom.com/industries/medical-technology/biomechanics.htmlhttp://www.gom.com/industries/medical-technology/forensics.htmlhttp://www.gom.com/industries/medical-technology/forensics.htmlhttp://www.gom.com/industries/medical-technology/dental.htmlhttp://www.gom.com/industries/medical-technology/dental.htmlhttp://www.gom.com/industries/sheet-metal-forming.htmlhttp://www.gom.com/industries/sheet-metal-forming.htmlhttp://www.gom.com/industries/sheet-metal-forming/material-propertiesflc.htmlhttp://www.gom.com/industries/sheet-metal-forming/material-propertiesflc.htmlhttp://www.gom.com/industries/sheet-metal-forming/tool-manufacture.htmlhttp://www.gom.com/industries/sheet-metal-forming/tool-manufacture.htmlhttp://www.gom.com/industries/sheet-metal-forming/tool-try-out.htmlhttp://www.gom.com/industries/sheet-metal-forming/tool-try-out.htmlhttp://www.gom.com/industries/sheet-metal-forming/fea-simulation-verification.htmlhttp://www.gom.com/industries/sheet-metal-forming/fea-simulation-verification.htmlhttp://www.gom.com/industries/sheet-metal-forming/tool-maintenance.htmlhttp://www.gom.com/industries/sheet-metal-forming/tool-maintenance.htmlhttp://www.gom.com/industries/sheet-metal-forming/sheet-metal-parts.htmlhttp://www.gom.com/industries/sheet-metal-forming/sheet-metal-parts.htmlhttp://www.gom.com/industries/sheet-metal-forming/automated-quality-control.htmlhttp://www.gom.com/industries/sheet-metal-forming/automated-quality-control.htmlhttp://www.gom.com/company/jobs/application-engineer-technician.htmlhttp://www.gom.com/company/jobs/application-engineer-technician.htmlhttp://www.gom.com/company/jobs/c-software-developer.htmlhttp://www.gom.com/company/jobs/c-software-developer.htmlhttp://www.gom.com/company/jobs/electrical-mechanical-technician-for-robotics.htmlhttp://www.gom.com/company/jobs/electrical-mechanical-technician-for-robotics.htmlhttp://www.gom.com/company/jobs/electrical-or-it-engineer.htmlhttp://www.gom.com/company/jobs/electrical-or-it-engineer.htmlhttp://www.gom.com/company/jobs/erp-system-administrator.htmlhttp://www.gom.com/company/jobs/erp-system-administrator.htmlhttp://www.gom.com/company/jobs/lotus-notes-administrator.htmlhttp://www.gom.com/company/jobs/lotus-notes-administrator.htmlhttp://www.gom.com/company/jobs/management-assistant.htmlhttp://www.gom.com/company/jobs/management-assistant.htmlhttp://www.gom.com/company/jobs/software-testing-engineer.htmlhttp://www.gom.com/company/jobs/software-testing-engineer.htmlhttp://www.gom.com/company/jobs/support-engineer-or-technician.htmlhttp://www.gom.com/company/jobs/support-engineer-or-technician.htmlhttp://www.gom.com/company/jobs/support-engineer-or-technician.htmlhttp://www.gom.com/company/jobs/software-testing-engineer.htmlhttp://www.gom.com/company/jobs/management-assistant.htmlhttp://www.gom.com/company/jobs/lotus-notes-administrator.htmlhttp://www.gom.com/company/jobs/erp-system-administrator.htmlhttp://www.gom.com/company/jobs/electrical-or-it-engineer.htmlhttp://www.gom.com/company/jobs/electrical-mechanical-technician-for-robotics.htmlhttp://www.gom.com/company/jobs/c-software-developer.htmlhttp://www.gom.com/company/jobs/application-engineer-technician.htmlhttp://www.gom.com/industries/sheet-metal-forming/automated-quality-control.htmlhttp://www.gom.com/industries/sheet-metal-forming/sheet-metal-parts.htmlhttp://www.gom.com/industries/sheet-metal-forming/tool-maintenance.htmlhttp://www.gom.com/industries/sheet-metal-forming/fea-simulation-verification.htmlhttp://www.gom.com/industries/sheet-metal-forming/tool-try-out.htmlhttp://www.gom.com/industries/sheet-metal-forming/tool-manufacture.htmlhttp://www.gom.com/industries/sheet-metal-forming/material-propertiesflc.htmlhttp://www.gom.com/industries/sheet-metal-forming.htmlhttp://www.gom.com/industries/medical-technology/dental.htmlhttp://www.gom.com/industries/medical-technology/forensics.htmlhttp://www.gom.com/industries/medical-technology/biomechanics.htmlhttp://www.gom.com/industries/medical-technology.htmlhttp://www.gom.com/industries/transportation/utility-vehicles.htmlhttp://www.gom.com/industries/transportation/shipbuilding.htmlhttp://www.gom.com/industries/transportation/railway-engineering.htmlhttp://www.gom.com/industries/transportation.htmlhttp://www.gom.com/industries/power-generation-turbines/propulsion.htmlhttp://www.gom.com/industries/power-generation-turbines/wind-energy.htmlhttp://www.gom.com/industries/power-generation-turbines/hydropower.htmlhttp://www.gom.com/industries/power-generation-turbines/gas-steamturbines.htmlhttp://www.gom.com/industries/power-generation-turbines.htmlhttp://www.gom.com/industries/aerospace/propulsion.html


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Student Assistants

Technical Writer

New Application: Quality assurance on BMW convertibles

09/2009Mobile optical 3D coordinate measuring technology is used for quality assurance on the

production line in the BMW Regensburg plant. 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.

Measuring Systems: TRITOP

Keywords: Process optimization in production line, Quality assurance in production, Validation of

fitting dimensions, Calibration stability of assembly jigs, MCS, PCS

TRAINING AND DEVELOPMENT
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Training and

DevelopmentBMW Constructors believes that educating our employees is a critical necessity to remain

competitive, enhance morale, increase productivity, and recruit/retain the best in our industry.

Learning is a Lifelong ProcessBMW Constructors, Inc. does not expect employees to show up to work knowing everything

they need to know. Why? Its because the best employees are students willing and able tolearn new skillsand the best employers are prepared to be teachers. Our belief is that the goalmust be on restructuring employee education efforts to change the focus from training to

learning; that is, to acutely focus on individual employees, and allow them to take responsibility

for their own learning with the guided support from our Training & Development Team. BMWConstructors has committed to this process for every employee, recognizing that everyone learns

at their own pace and not everybody learns in the same way.

Every year, BMW Constructors dedicates thousands of hours of training to our co-workers at all

levels of the organization. This formalized training may occur in the office, on the jobsite, at off-

site seminars, at the local union hall or in conjunction with major universities across the country.

As a core value of our companies, this can only be actualized through talented people who sharea passion for our industry and for personal excellence. Our employees are diverse,

knowledgeable, confident, and caring (best in the industry) with an attention to the details that

relate our clients needs to the training we seek. We believe in life-long learning. We encourageour employees to stay current on trends and practices affecting our industry. Each employee has

a development plan in place with the companys financial support to continue to grow and

develop.

MISSION STATEMENT


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"To become most successful premium manufacturer in the car industry.

VISSION STATEMENT

Uniqueness through diversity, Leadership, taking Risk, courteous.

SCOPE OF SERVICES

What is CBS?Conditional Based Service (CBS) is an evolution of BMWs standard service indicator system (SIA)

previously fitted across the model range. It was first introduced in 2002 when the new 7 series modelwas launched and is now a standard feature on most new models.

Benefits of CBSThe concept of CBS was to create a flexible yet economical maintenance schedule for serviceable items

fitted to a vehicle. Unlike its predecessor (SIA) which used fixed time and distance service schedules

(days and m/kms) the innovative CBS system goes one step further. This intelligent system constantly

gathers information from modules and sensors fitted around the vehicle which allows flexible intervals

to be created preventing unnecessary replacement of components which still have substantial service

life left. In essence there is an aim to lengthen service intervals and maximize the use of serviceable

components.

Components supported by CBSThe type of CBS components supported on a particular model will vary depending on specification and

engine type. Items fall into 2 main groups:

1) Sensor based items

These items are monitored by physical and virtual sensors with some reference being made to variables

such as vehicle mileage, driving styles and temperature. Items included in this group are:

-Engine oil Monitored by the DME/DDE engine control module

-Micro filter/Pollen filter Monitored by the IHKA climate control module

-Front brake pads Monitored by the DSC stability control module

-Rear brake pads Monitored by the DSC stability control module

-Diesel Particulate filter - Monitored by the DME/DDE engine control module

2) Internally calculated items

Certain items monitored by the CBS system do not require physical sensors. These serviceable items still

operate under fixed intervals with remaining service life calculated by the instrument cluster based on

time and distance. Items included in this group are:

-Brake fluid

-Spark plugs


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-User interface

-Instrument cluster

The instrument cluster gives advanced notification of any pending service requirements via information

displayed on the LCD. This is displayed in the form on a SERVICE warning followed by information

relevant to the component requiring maintenance. BMW aim to give approximately four weeks

advanced notification of any maintenance requirements to prevent drivers accidently running over

service schedules.

i-DriveFurther information can be accessed via the i-Drive system. By navigating through the i-Drive menu into

the Service Menu, it is possible to check the current state and remaining serviceable life of all CBS

monitored components. Each item will be highlighted in either Green, Yellow or Red and display a

percentage value indicating remaining serviceable life.

Green item = No service required at present

-Yellow item = Service life nearing its end

-Red item = Service deadline has been passed

Resetting CBS service indicatorsInevitably this extra complexity demands more advanced reset procedures. The first noticeable

requirement is the need to set the on-board time and date prior to making any resets. This is taken as

the reference point for any time dependant CBS items such as Brake fluid

Resetting manually

It is possible to carry out the reset of CBS items manually by following specific procedures relevant to

supported vehicles. These procedures will NOT work if:

- The remaining percentage is greater than 80%

- The time and date have not been set

Resetting using diagnostic equipment

By using suitable diagnostic equipment connected to the vehicle diagnostic connector it is possible to

reset CBS service schedules at any time. By selecting the CBS option, the diagnostic equipment will

gather information regarding the current state of CBS items from their relevant modules on the CAN

network.

Manual Reset Procedure

Step 1

Insert key into slot

Step 2

Press start/stop button without depressing clutch/brake and wait for the service reminder to disappear.

Step 3

Immediately after service reminder goes out, press and hold

Documents

Project of Bmw