BMW 2003 Annual Report Download - page 170
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34
Utilising resources efficiently
Flexible work time models underpin investments. More than 300 different work
time models currently in place provide the BMW Group with an effective instru-
ment to de-link operating times from individual work times. Both the Company
and its associates benefit from these work time models. For example, operating
times in BMW’s new Leipzig plant are continuously variable within a corridor
ranging from 60 to 140 hours a week. By combining varying work time concepts
with working time modules the Company achieves outstanding flexibility, safe-
guarding its competitiveness.
For the associates, work time models mean job security and a locally com-
petitive income, regardless of market influences. Moreover, individual work time
enables associates to organise their free time more effectively and thus to attain
abalance between professional and private life. This aspect plays an important
role in the BMW Group’s human resources policy and may also help to explain
why the Company is regarded as one of the world’s most attractive employers.
Production follows the market. For the BMW Group, production also plays a
decisive role in the development of new markets. Where a market offers poten-
tial, the BMW Group applies the principle “Production follows the market” and
underpins its entry into the market by setting up its own production facilities in
the region concerned.The United States is a prime example of the scope of oppor-
tunities
offered by market development from the inside in conjunction with local
production: starting with around 65,000 vehicles in 1992, the BMW Group’s car
Fitting headlights to the MINI
Cooper S on the rotary sling.
All MINI models have been
produced at the Oxford plant
since 2001.The introduction
of work time accounts,
together with a shift system
designed to meet the plant’s
special requirements, ensures
operation up to seven days
aweek.