Dissertation代寫輔導參考：Leadership & Operations Management of Audi
Dissertation代寫輔導參考-奧迪領導層與運營管理。本篇內容是本站提供的dissertation代寫輔導參考節選，該篇dissertation是為奧迪董事和高級管理人員編寫的，并應其要求，旨在調查運營管理的不同方法/實踐以及組織的整體績效。奧迪公司的重點是理解運營管理在組織環境中的價值；以及有效的運營效率如何幫助企業成功實現業務目標。Dissertation探討了不同理論和方法/實踐模型在奧迪公司工作環境中的應用；所產生的信息/證據在上下文中是全面的。下面就一起來看一下這篇dissertation代寫輔導參考節選內容。
Organisation: Audi AG, Head Quarters: Ingolstadt, Germany, Chairman of the Board of Management: Prof Rupert Stradler (Audi, 2016)組織：奧迪公司，總部：德國因戈爾施塔特，管理委員會主席：Rupert Stradler教授
This dissertationhas been conducted for and requested by the Directors & Senior Management Personnel of Audi AG, to investigate the different approaches/practices towards Operations Management, the overall performance of the organisation. Key emphasis has been placed upon understanding the value of Operations Management within the organisational context at Audi AG; and how effective operational efficiencies can aid businesses to successfully achieve business objectives. The application of different theories and models of approach/practice towards contrasting situations within the Audi AG working environment has been explored; for the resulting information/evidence to be contextually comprehensive.
Methodology 方法論
The information contained within this Briefing dissertation has been obtained primarily through secondary research techniques including web-based research, academic journal reading and published books and articles. The reasons behind this, are that it is particularly problematic gaining primary research information from Board Level Directors & Senior Managers due to time constraints, thus much of the information is obtained through organisational publications. However, primary research was utilised on occasions where greater depth was needed or the required information was not obtainable through other methods.
本篇dissertation所載信息主要通過二次研究技術獲得，包括網絡研究、學術期刊閱讀以及出版的書籍和文章。這背后的原因是，由于時間限制，從董事會級別的董事和高級經理那里獲得主要研究信息尤其困難，因此大部分信息都是通過組織出版物獲得的。然而，在需要更大深度或無法通過其他方法獲得所需信息的情況下，使用了初步研究。
Results 結果
2.1 Audi AG Organisational Structure 奧迪公司組織結構
Audi AG (Audi) was ‘historically’ established in 1910 by founder August Horch in Zwickau (Central-Eastern Germany). Audi AG operates and distributes cars worldwide, manufacturing cars in 11 Production Facilities across 9 countries in Europe, Asia, North America and South America. Audi AG Group currently employees 84,435 members of staff (November 2016) with a revenue of 58.42 Billion EUR (Full year ended 31 March 2016) & Chairman of the Board of Management is Prof Rupert Stradler (Audi, 2016).
奧迪公司由創始人August Horch于1910年在茨維考（德國中東部）“歷史性”成立。奧迪公司在全球范圍內運營和分銷汽車，在歐洲、亞洲、北美和南美9個國家的11個生產工廠生產汽車。奧迪集團目前擁有84435名員工（2016年11月），收入584.2億歐元（截至2016年3月31日的全年），管理委員會主席為Rupert Stradler教授。
Audi AG is categorised as a large multinational organisation and is a constituent of the Frankfurt Stock Exchange with a current share price as of COP (close of play) on 8th December 2016 at??604.62 EUR (Frankfurt Stock Exchange, 2016). Audi AG has many subsidiary companies including Lamborghini, Italdesign Giugiaro, Audi Brussels and Audi Hungaria Motor Kft; with also an overriding parent organisation of Volkswagen Group sitting above Audi AG in hierarchy. (Audi, 2016)
奧迪公司被歸類為大型跨國組織，是法蘭克福證券交易所的組成部分，截至2016年12月8日COP，其當前股價為604.62歐元。奧迪公司旗下有蘭博基尼、意大利設計公司Giugiaro、奧迪布魯塞爾和奧迪匈牙利汽車公司；此外，大眾汽車集團的上級組織在層級上高于奧迪公司。
2.1.1 Organisational Management Structure 組織管理結構
Audi AG is a vast organisation with a Management Matrix/Structure that consists of many layers across various business functions and geographical prominence. “The corporate management of Audi AG draws on its expertise and leadership to promote the interests of more than 80,000 employees, the Audi shareholders and the Audi customers around the globe. The managers of Audi AG form the basis for responsible corporate management.” (Audi, 2016) Prof Rupert Stradler (Chairman of the Board of Management) is at the summit of the Board of Management and is responsible for the forward planning of the organisation, coupled with the performance of his appointed Board of Management. Beneath the Chairman, the Board of Management consists of Board Members responsible for the performance of specific business functions within the organisation globally; these include: Procurement, Human Resources & Organisation, Finance & IT, Sales & Marketing and Production & Logistics. The full list of Audi AG Board Members is shown in Appendix A. Beneath the Board of Management, Audi AG is dissected depending on Geographical Area within each discipline. For example, European Sales & Marketing Director & North American Production & Logistics Director; these individuals will report up to the relevant Board Member. The regions are once again split up depending on individual plants/locations and the Management Structure continues this trend throughout the organisation. See [Figure 1] Audi AG Company Organogram for further clarification of the Organisational/Management Structure within the organisation. (Audi, 2016)
本篇dissertation認為奧迪公司是一個龐大的組織，其管理矩陣/結構由多個層次組成，涵蓋各種業務職能和地理位置。“奧迪公司的企業管理層利用其專業知識和領導力，促進了全球80000多名員工、奧迪和奧迪客戶的利益。奧迪公司的管理人員是負責任的企業管理的基礎。“Rupert Stradler教授出席了管理委員會的峰會，負責組織的前瞻性規劃，以及他任命的管理委員會的績效。在董事長之下，管理委員會由董事會成員組成，負責在全球范圍內履行組織內的特定業務職能；其中包括：采購、人力資源與組織、財務與IT、銷售與營銷以及生產與物流。奧迪公司董事會成員的完整名單如附錄A所示。在管理委員會之下，奧迪公司根據各專業的地理區域進行了劃分。例如，歐洲銷售與市場總監、北美生產與物流總監；這些人將向相關董事會成員報告。區域再次根據各個工廠/地點進行劃分，管理結構在整個組織中延續了這一趨勢。參見[圖1]奧迪公司組織結構圖，以進一步了解組織內的組織/管理結構。
Author: Jacob Hood. Ref: (Audi AG, 2016)
Organogram Key:組織結構圖鍵
Functional Relationship. Different Departmental Individuals/Functions that work very closely a together to achieve Organisational Objectives.
職能關系。為實現組織目標而緊密合作的不同部門個人/職能部門。
Line Relationship. Organogram structural links indicating hierarchal structure and a subordinates/superiors across departments.
直線關系。表示層級結構和跨部門的下屬/上級的組織結構鏈接。
Functional Relationship. Symbol to indicate the whole department works loosely albeit of lesser importance as with all other business functions. Indicated with a symbol to maintain clarity of [Figure 1].
職能關系。表示整個部門工作松散的符號，盡管與所有其他業務職能相比重要性較小。用符號表示，以保持[圖1]的清晰度。
Lateral Relationship. Different Departmental Individuals/Functions of the same ‘Hierarchal Position’ that a work very closely together to achieve Organisational Objectives.
橫向關系。同一“層級職位”的不同部門個人/職能部門密切合作，以實現組織目標。
2.1.2 Overview of Operations Management Within Audi AG 奧迪公司運營管理概述
To gauge an understanding of the Key Operational Functions within Audi AG; an explanation of Operations Management in a broader sense and how the Business Function operates within organisations is critical. Joseph Martinich devised definitions in relation to Operations Management, “Operations management is a discipline and profession that studies (and practices) the process of planning, designing and operating production systems and subsystems to achieve the goals of the organisation.” (Martinich, 1997) It is responsible for all the processes associated with the design, planning, control, and production of the products/services that the organisation offers. Operations Management forms the fundamental groundwork of the production of products within organisations; and an efficient Operations Management Function leads to increased profitability, productivity and a more streamlined product build process. Within Audi AG, the key operations of the organisation involve the production of their various car models across the globe. These vehicles have numerous variations and are broadly bespoke based upon the customer’s desired specifications at the point of order. Some of these include: Different Body Shapes, Chassis, Engine Sizes, Left/Right Hand Drive, Transmission, Interior Specifications, Leather Seats, Carbon Fibre Trims etc. (Audi AG, 2016) These variations field complications to the Operations Management Team due to the fluctuating build times between variation of Model/Specification and requires careful scheduling and planning alongside the engineering and manufacturing processes in place to deliver the finished output/product.
本篇dissertation評估對奧迪公司關鍵運營職能的理解；從更廣泛的意義上解釋運營管理以及業務職能部門如何在組織內運作至關重要。Joseph Martinich設計了與運營管理相關的定義，“運營管理是一門研究（和實踐）規劃、設計和操作生產系統和子系統以實現組織目標的過程的學科和專業。”以及組織提供的產品/服務的生產。運營管理是組織內部產品生產的基礎；高效的運營管理職能提高了盈利能力、生產力和更精簡的產品構建流程。在奧迪公司內部，該組織的主要業務涉及在全球范圍內生產各種車型。這些車輛有許多變體，并根據客戶在訂購時的期望規格進行廣泛定制。其中包括：不同的車身形狀、底盤、發動機尺寸、左/右舵駕駛、變速器、內部規格、真皮座椅、，碳纖維裝飾件等由于型號/規格變化之間的制造時間波動，這些變化給運營管理團隊帶來了復雜性，需要在工程和制造流程的同時仔細安排和規劃，以交付成品/產品。
2.1.3 Key Operations/Operations Functions Within Audi AG 奧迪的主要運營/運營職能
The Operations Management Function, which is known as the Production & Logistics & Procurement Functions within Audi AG are responsible for the design, control and delivery of Audi AG’s Key Operations (Production of Audi Vehicles). The Board of Management Member for the Production & Logistics Function is Dr.-Ing. Hubert Waltl and Procurement Board of Management Member is Dr Bernd Martens. (Audi AG, 2016) The inter-relationship between these two functions is crucial to the success of the Operational Processes at Audi AG especially within the ‘Logistics & Inventory Management’ Aspect of the Manufacturing Process. The Key Operational Functions and how Audi AG dissects these functions into Departments within Audi AG is indicated below. The assumptions below are taken from the Neckarsulm, Mid-South Germany Plant, where the production of Audi A4, A5, A7, A8, R8, RS6 and all the individual variations of such vehicles within the Neckarsulm Production Plant. (Audi AG, 2016)
運營管理職能部門，即奧迪公司的生產、物流和采購職能部門，負責奧迪公司關鍵運營（奧迪汽車生產）的設計、控制和交付。生產和物流職能的管理委員會成員是Ing.Hubert Walterl博士，采購管理委員會成員為Bernd Martens博士。這兩個職能之間的相互關系對于奧迪公司運營流程的成功至關重要，尤其是在制造流程的“物流和庫存管理”方面。關鍵運營職能以及奧迪公司如何將這些職能分解為奧迪公司的各個部門如下所示。以下假設來自德國中南部內卡蘇爾姆工廠，奧迪A4、A5、A7、A8、R8、RS6的生產以及內卡蘇爾姆生產工廠內此類車輛的所有單獨變體。
Scheduling. The Operation Function of ‘Scheduling’ is responsible for the design and allocation of resources and setting up the timetable of when the product/service will be completed, following a customer order. (Management Study, 2017) Within the Organisational Context at Audi AG, they name this departmental function ‘Production Control & Planning’. (Audi AG, 2016) They utilise sophisticated computerised systems to ascertain the duration of time that it takes to fully manufacture the product dependent on current ‘Queue Time’, Model & Bespoke Specifications etc. This is then relayed to the Customer to give them an indication of the anticipated delivery time of their Audi Vehicle. A key aspect of ‘Scheduling’ is devising the algorithms and the systems based upon their research of previous ‘Build Time’ of vehicles to create accurate schedules for various models and variations of those models. Scheduling is also responsible for maximising the efficiency of the Production Line, Streamlining Processes and Eradicating Bottlenecks. For Example, within Audi AG the body and chassis of an Audi A4 takes sufficiently longer than the interior. Therefore, a key improvement to mitigate this issue could be to build in a buffer of excess Audi A4 bodies being manufactured in the night shift. This will then sufficiently mitigate the issue that the Interior aspects of the Manufacturing Process take less time to complete than the Exterior Production. Thus, maximising the number of vehicles that can be manufactured within a given time period.
日程安排。“調度”的運營職能負責資源的設計和分配，并根據客戶訂單制定產品/服務何時完成的時間表。在奧迪公司的組織背景下，他們將該部門職能命名為“生產控制與規劃”。（他們利用先進的計算機系統，根據當前的“排隊時間”、車型和定制規格等，確定完全生產產品所需的時間。然后將此信息傳達給客戶，以指示其奧迪汽車的預期交付時間。“調度”的一個關鍵方面是根據他們對以前車輛“建造時間”的研究來設計算法和系統，為各種模型和這些模型的變體創建準確的調度。調度還負責最大限度地提高生產線的效率，簡化流程并消除瓶頸。例如，在奧迪公司，奧迪A4的車身和底盤比內飾要長得多。因此，緩解這一問題的一個關鍵改進措施可能是為夜班生產的多余奧迪A4車身建立緩沖區。這將充分緩解制造過程的內部方面比外部生產需要更少的時間來完成的問題。因此，最大限度地增加在給定時間段內可以制造的車輛數量。
Capacity Management. “Capacity Management is concerned with the matching of the capacity of the operating system and the demand placed upon that system.” (Wild, 2002) Capacity Management within Audi AG is part of the ‘Production Control & Planning” Departmental Function with the core objectives being to manage the current level of resources available in relation to the demand placed upon those processes; to deliver efficient and effective mechanisms that successfully meet Business Objectives. Capacity Management must be able to accurately draw upon historical and forecasted data to ascertain whether the current structure and configuration of Human/Non-Human Resources can sufficiently deal with current and prospective consumer demand. (Management Study, 2017) For example within Audi AG, they must be acutely aware of the Micro/Macro Environmental Factors, Sales Forecasts and balance these with a detailed analysis of the Production/Manufacturing Systems and make informed decisions as to whether internal operational adjustments are required. One of Audi AG’s Business Objectives is to work to ensure that the consumer doesn’t have to wait extensive quantities of time to receive their new Audi Vehicle. Short-Term Demand can be dealt with by increasing the forecasted build time from 6 weeks to 8 weeks. However, if there is a prolonged increased demand for a model of Audi Vehicle, whereby Customers must wait over 8 weeks for their new vehicle; it may be necessary to increase the amount of resources available to manufacture more units of that model (More Labour, Machines Etc.), to successfully meet business objectives. It is the role of Capacity Management to monitor the current trends in relation to the processes and make pragmatic strategic decisions based upon this data.
容量管理。“產能管理涉及操作系統的產能與系統需求的匹配。”奧迪公司的產能管理是“生產控制與規劃”部門職能的一部分，其核心目標是管理與這些流程需求相關的當前可用資源水平；提供高效有效的機制，成功實現業務目標。能力管理必須能夠準確地利用歷史和預測數據，以確定人力/非人力資源的當前結構和配置是否能夠充分滿足當前和未來的消費者需求。例如，在奧迪公司內部，他們必須敏銳地意識到微觀/宏觀環境因素、銷售預測，并通過對生產/制造系統的詳細分析來平衡這些因素，并就是否需要內部運營調整做出明智的決定。奧迪公司的業務目標之一是努力確保消費者不必等待很長時間才能收到他們的奧迪新車。短期需求可以通過將預測的構建時間從6周增加到8周來處理。但是，如果對奧迪車型的需求長期增長，客戶必須等待8周以上才能買到新車；可能有必要增加可用于制造該型號的更多單元的資源量（更多的勞動力、機器等），以成功地實現商業目標。能力管理的職責是監測與流程相關的當前趨勢，并根據這些數據做出務實的戰略決策。
Transformation Process. The Transformation Process is the Operational Function that addresses the process of taking ‘Inputs’ which include ‘Transforming Resources’ (Staff, Machinery) and ‘Transformable Resources’ (Raw Materials) and turns these resources/materials into finished ‘Outputs’ that are ready to distribute to the consumer. (Pearson, 2016, p.567) See Appendix A for the Transformation Process Model in a visual format. Within the Situational Context at Audi AG, the Transforming Resources include: Production Line Workforce, Machinery and Individual Plants. The Transformable Resources include: Raw Materials such as ‘Vehicle Body/Chassis’, ‘Engines’, ‘Leather Interior’, ‘Electronic Chips’ etc. The Output is the finished Audi Model Vehicle that is distributed to the customer, For Example ‘Audi TT.’ The Transforming Resources assist to construct/transform the Transformable Resources into the final output product. (Pearson, 2016, p.567) At Audi AG, there are a couple of functions responsible for implementing the Transformation Process efficiently and effectively, these being ‘Production Engineering’ and ‘Maintenance Engineering’ and ‘Quality Management’. Production Engineering is responsible for devising innovative processes that can streamline the Transformation Process of producing an Audi Vehicle, thus saving significant costs if these can be implemented effectively. Maintenance Engineering is responsible for the continued operations of seeing through the existing Engineering Processes attributed to building Audi’s vehicles. This needs to be done effectively to ensure that quality products are being produced to the correct schedule set out by the ‘Scheduling’ Function. Quality Management is responsible for the checking and vetting of the finished outputs to ensure it is to Audi AG’s quality specifications. This is crucial to offer a consistent quality of product and ensure customers are happy with the products they receive. (Audi AG, 2016)
轉型過程。轉化過程是指處理“輸入”過程的運營職能，包括“轉化資源”（員工、機械）和“可轉化資源””（原材料），并將這些資源/材料轉化為成品“輸出”，準備分配給消費者。可視化格式的轉換過程模型見附錄A。在奧迪公司的情境背景下，轉型資源包括：生產線勞動力、機械和個體工廠。可轉換資源包括：原材料，如“車身/底盤”、“發動機”、“皮革內飾”、“電子芯片”等。輸出是分配給客戶的成品奧迪車型，例如“奧迪TT”。轉換資源有助于將可轉換資源構建/轉換為最終輸出產品。在奧迪公司，有幾個職能部門負責高效實施轉型過程，即“生產工程”、“維護工程”和“質量管理”。生產工程部負責設計創新流程，以簡化奧迪汽車的生產轉型流程，從而在有效實施這些流程的情況下節省大量成本。維修工程部負責對奧迪車輛制造的現有工程流程進行持續操作。需要有效地做到這一點，以確保按照“調度”職能部門制定的正確時間表生產高質量的產品。質量管理部門負責檢查和審查成品，以確保其符合奧迪公司的質量規范。這對于提供始終如一的產品質量并確保客戶對他們收到的產品感到滿意至關重要。
Logistics & Inventory Management. “Inventory Management supervises the flow of goods from manufacturers to warehouses and from these facilities to point of sale.” (Manufacturing Tech, 2017) Within the Organisational Context at Audi AG, the Operations Management Function of Inventory Management is incorporated within the Logistics Department. Inventory Management is responsible for supervising the process of managing inventory at various degrees/levels of completion/processing of those materials from Raw Materials through to Finished Products. Inventory Management’s primary objective is to minimise the amount of excess capital that is expended on surplus inventory; the storage, transport and management of such inventory is very costly to organisations. Other reasons behind the implementation of this process is to be able to successfully meet seasonal demand, variation in production demand, ability to take advantage of quantity discounts, highlight quality/other issues in the Production Line and to streamline the Production Process and reduce costs. (Management Study, 2017) Within Audi AG, the Logistics Function must ensure to manage their inventory of Raw Materials (Engine Parts, Interior Materials, Chassis Etc.) so that they do not have excess Inventory costing the business money through unnecessary storage of such materials. Audi AG implement an Operational Approach called Just-In-Time (JIT) which will be explored in detail below, however broadly speaking it ensures the delivery of materials from Suppliers at precisely the time at when they are required in the Production Line. This program is devised in association with the Scheduling Function and mitigates the risk of unnecessary Raw Materials Inventory. Audi AG also must contend with the matter of ‘Finished Goods Inventory’ (Completed Vehicles). The approach within Audi AG is to ensure to sell such stock as quickly as possible while the vehicles are worth the most money, often through promotions on certain models and incentives to purchase the Models/Variations whereby there is excess ‘Finished Goods Inventory’. (Management Study, 2017) Audi also removes this form of inventory through offering the vehicles as Company Cars or through Employee Centred Incentive Schemes. (Audi AG, 2017) It is the role of Inventory Management to also prevent these occurrences from happening and analysing Sales Trends & Forecasts to minimise excess ‘Finished Goods Inventory’; as the costs to store and the depreciation of the vehicles reduces the profitability of the organisation.
物流和庫存管理。“庫存管理監督貨物從制造商到倉庫以及從這些設施到銷售點的流動。”在奧迪公司的組織背景下，庫存管理的運營管理職能并入物流部。庫存管理負責監督從原材料到成品的各種完工/加工程度/水平的庫存管理過程。庫存管理的主要目標是最大限度地減少用于剩余庫存的超額資本；此類庫存的儲存、運輸和管理對組織來說成本高昂。實施該流程的其他原因是能夠成功滿足季節性需求、生產需求的變化、利用數量折扣的能力、突出生產線中的質量/其他問題，以及簡化生產流程和降低成本。在奧迪公司內部，物流職能部門必須確保管理其原材料庫存（發動機零件、內飾材料、底盤等），以免因不必要的材料儲存而產生多余的庫存成本。奧迪公司實施了一種稱為適時制的運營方法，下文將對此進行詳細探討，但從廣義上講，它確保供應商在生產線需要材料的時候準確交付材料。該程序是與計劃功能相關聯設計的，可降低不必要的原材料庫存風險。奧迪公司還必須處理“成品庫存”（整車）問題。奧迪公司的方法是確保在車輛價值最高的情況下盡快出售此類庫存，通常是通過對某些車型的促銷和購買存在過量“成品庫存”的車型/變體的激勵措施。奧迪還通過將車輛作為公司汽車或以員工為中心的激勵計劃來消除這種形式的庫存。庫存管理的職責是防止此類事件的發生，并分析銷售趨勢和預測，以最大限度地減少過剩的“成品庫存”；因為儲存成本和車輛折舊降低了組織的盈利能力。
2.2 Key Operational Approaches To Operations Management 運營管理的關鍵運營方法
2.2.1 Just-In-Time Philosophy/Theory 適時制原理/理論
The Just-In-Time Philosophy (JIT) is primarily used within Manufacturing/Retail focused organisations, however the theory can be applied across a range of different market sectors. Just-In-Time (JIT) refers to the process of the supply of materials, either from external suppliers or from other areas within the organisation, delivering the items to the relevant department/area of the business at precisely the time that they need it. The main objective being to achieve reduction and mitigation of surplus ‘raw materials’ within the organisation with a view to increasing productivity, (Toyota Global, 2017) “The art of ‘just-in-time’ production consists of keeping intermediate stock levels down to an absolute minimum, yet none the less having each part arrive at the predetermined point at precisely the right time.” (Audi, 2017) JIT is a Production Model where items are manufactured/created to meet demand, not created in surplus/advance of need. (Tech Target, 2017) Within the Organisational Context at Audi AG, implementing Just-In-Time within the Procurement Process can significantly streamline the Production-Line Process and lead to increased productivity. For Example, within Production Line A at Audi Neckarsulm Plant, Germany the Scheduling and Logistics Department will utilise sophisticated computer systems to ascertain the quantity of each product is required to produce a given number of cars per day i.e. (500 Michelin & 750 Continental Tyres Per Day). The suppliers for these tyres will then be allocated a precise time slot to deliver the items ‘Just-In-Time’ for when they are required in the Production Line Process. This can assist to eliminate waste, inconsistencies, unreasonable requirements thus resulting in increased productivity in the line. (Toyota Global, 2017)
本篇dissertation解釋了適時制原理主要用于以制造業/零售業為重點的組織，但該理論可以應用于一系列不同的市場部門。適時制是指從外部供應商或組織內其他領域供應材料的過程，在他們需要的時候將物品交付給相關的業務部門/區域。主要目標是在組織內減少和緩解過剩的“原材料”，以提高生產力，“‘及時’生產的藝術包括將中間庫存水平保持在絕對最低水平，但也要讓每個零件在正確的時間到達預定的點。“JIT是一種生產模式，生產/創造物品是為了滿足需求，而不是在過剩/提前需求的情況下創造。在奧迪公司的組織背景下，在采購流程中實施適時制可以顯著簡化生產線流程，提高生產力。例如，在德國奧迪內卡蘇姆工廠的生產線A內，調度和物流部將利用復雜的計算機系統來確定每天生產給定數量的汽車所需的每種產品的數量，即。然后，這些輪胎的供應商將被分配一個精確的時間段，以便在生產線流程中需要時“及時”交付物品。這有助于消除浪費、不一致和不合理的要求，從而提高生產線的生產率。
2.2.1.1 Advantages of Applying Just-In-Time Philosophy (JIT)應用適時制的優勢
– Lower Stock/Raw Materials Inventory results in a significant reduction in storage space which saves capital in rental and insurance costs. (Tutor2U, 2017)較低的庫存/原材料庫存會顯著減少存儲空間，從而節省租金和保險成本。
– As stock is only purchased when orders are placed, it results less working capital tied up in stock, which can be invested elsewhere in/outside the business. (Tutor2U, 2017)由于只有在下訂單時才購買股票，這會減少庫存中的營運資金，這些資金可以投資于企業內外的其他地方。
– Mitigates the issue of un-sold finished stock being produced due to sudden & non-forecasted increases in demand and prevents the risk of stock perishing due to it only arriving when it is needed to be used. This can increase Profitability within Audi AG due to unnecessary capital not being expended on wasted materials/stock. (Tutor2U, 2017)緩解了由于需求的突然和未預測的增長而產生的未售出成品庫存問題，并防止了由于庫存只在需要使用時到達而導致庫存死亡的風險。這可以提高奧迪公司的盈利能力，因為不必要的資本沒有花在浪費的材料/庫存上。
-Drives higher standards on the Production Line and with Suppliers due to there being little room for error with Minimal Stock retained to account for errors on the Production Line and very precise Delivery Slots can ensure Supplier Standards are maintained, thus increasing Productivity of these aspects within Audi AG. (Tutor2U, 2017)在生產線和供應商中推動更高的標準，因為保留最低庫存以解決生產線錯誤的空間很小，而且非常精確的交貨時段可以確保保持供應商標準，從而提高奧迪公司這些方面的生產力。
2.2.1.2 Disadvantages of Applying Just-In-Time Philosophy (JIT)應用適時制的缺點
– Little/No Room for Error. This is a big contributing disadvantage to the system for both the Production-Line. Minimal stock is kept for re-working faulty products due to the implementation of this process, therefore a lot of pressure is placed on the Production-Line to get things right first time. (Tutor2U, 2017)幾乎沒有犯錯的余地。這對兩條生產線的系統都是一個很大的不利因素。由于該流程的實施，重新加工有缺陷的產品的庫存保持在最低限度，因此生產線面臨著第一時間做好工作的巨大壓力。
-Heavily Reliant on Suppliers. Suppliers are allocated a small-time slot to deliver the correct amount of the product that is specified by the Scheduling and Procurement Functions. If they miss their slot, deliver incorrect quantity/type of materials this can cause the Production Line to falter, meaning less vehicles are made, productivity is decreased and in-turn profitability. (Tutor2U, 2017)嚴重依賴供應商。供應商被分配了一個小的時間段來交付計劃和采購職能部門指定的正確數量的產品。如果他們錯過了時間，交付的材料數量/類型不正確，這可能會導致生產線出現故障，這意味著制造的車輛數量減少，生產力下降，進而導致盈利能力下降。
-There is no spare finished stock to cater for unexpected increases in demand, however the flexibility of the system means that it can react quickly to demand changes. Albeit this will not be as rapid for the consumer as having finished stock ready to be distributed. (Tutor2U, 2017)沒有多余的成品庫存來滿足需求的意外增長，但系統的靈活性意味著它可以對需求變化做出快速反應。盡管這對消費者來說不會像成品庫存準備好分發那樣迅速。
2.2.2Six Sigma 六西格瑪管理
Six Sigma is a widely used Operational Approach towards Operations Management and is frequently applied within Manufacturing Businesses, however the fundamental processes also apply within businesses operating within the Service Industry. “The Purpose of Six Sigma is to reduce process variation so that virtually all the products or services provided meet or exceed customer expectations.” (DTI, 2017) Six Sigma adopts a very data driven, disciplined method for eliminating defects within processes and promoting business improvement within organisations. (iSixSigma, 2017) Within Audi AG, this could mean the Manufacture of a Car Model or the Service offered to customers throughout the Sales Process. (Audi AG, 2016) “Six Sigma is able to show quantitatively how a process is performing and to achieve ‘Six Sigma Status’, a process must not produce more than 3.4 defects per million opportunities.” (iSixSigma, 2017) Six Sigma is dissected into three core elements including: Process Improvement, Process Design/Re-Design & Process Management and will be explored below.
六西格瑪是一種廣泛使用的運營管理方法，經常應用于制造業企業，但基本流程也適用于服務業企業。“六西格瑪的目的是減少流程變化，使提供的幾乎所有產品或服務都能達到或超過客戶的期望。”六西格瑪采用了一種非常數據驅動、嚴格的方法來消除流程中的缺陷，并促進組織內的業務改進。在奧迪公司內部，這可能意味著在整個銷售過程中制造車型或為客戶提供服務。“六西格瑪能夠定量地展示一個過程是如何執行的，為了實現‘六西格瑪狀態’，一個過程每百萬次機會中產生的缺陷不得超過3.4個。”六西格瑪分為三個核心要素，包括：過程改進、過程設計/重新設計和過程管理，并將在下文中進行探討。
2.2.2.1Process Improvement 過程改進
The Process Improvement aspect of the Six Sigma Model addresses the concept of improving existing processes with the ultimate objective of increasing the quality of product/service that the consumer receives and attainment of ‘Six Sigma Status’
六西格瑪模型的過程改進方面涉及改進現有過程的概念，最終目標是提高消費者獲得的產品/服務質量并達到“六西格瑪狀態”
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