.Theinfluence(Leanthinking)oftheJapanesecarmanufacturershavehadontheorganisationalperformanceofMercedes-BenzThespringof1950,ToyotaconductedastudyforaperiodofthreemonthstoFord,camebackwithTaiichi

Ohno'sproductionanalysis,hequicklyconcluded:Japanisnotsuitableforthemassproductionmode.BecauseJapan'sweakeconomyimpossibletobuildsuchahugeinvestmentinplantandpurchaseequipment.ToyotamustbecombinedwiththeJapanesesituationandembarkonanewpath.Fromthisvision,through20yearsofeffortstoformaleanproduction(Womack,JonesandRoos,2007).4.1LeancommonmanagementtoolsJIT(Just-in-time)methods:Thebasicideais"onlywhennecessary,accordingtotheamountneededtoproducethedesiredproduct."Thecoreofthisproductionistopursueanon-stockproductionsystem,ortostockaminimumofproductionsystems.Carmakers'jobwillbeinstrictaccordancewiththeproductionstandardoperation,accordingtotheneedsofproduction,howmuchwouldsendthenumberofsitematerials,preventabnormalstock(WomackandJones,2003).Kanban:Kanbanisaproductionplantcanbeusedasmeansofcommunicationofmanagementinformation.TheKanbancardcontainsalotofinformationandcanbeusedrepeatedly.TherearetwocommonlyusedKanban:productionKanbananddeliveryKanban.Kanbanisrelativelystraightforwardandobvious,easytomanage(Womack,JonesandRoos,2007).

Factoryinventorymanagement:supplychaininventorymanagementisaring,aringisthemostbasic.Themanufacturingsector,enhanceinventorymanagement,canbeshortenedandthegradualeliminationoftheresidencetimeoftherawmaterials,semi-finishedproducts,reduceineffectiveworkandwaitingtime,topreventshortages,improvethreeelementsof'quality,costanddeliveryperiod'forcustomers'satisfaction.Stockmoreinventorywillbringsomeofourproblems,carmakersneedtomatchdemand(WomackandJones,2003).TotalProductiveMaintenance(TPM):bywayoffullparticipation,tocreatewell-designedequipmentsystems,improvetheutilizationofexistingequipmenttoachievesafetyandquality,topreventafailureoccurs,enablingbusinessestoreducecostsandoverallproductivityincrease.Notonly5Smanagement,moreimportantly,safetyanalysis,safetyproductionmanagement(Purise,2015).Theuseofvaluestreammappingtoidentifywaste:theproductionprocessisfullofamazingwaste,ValueStreamMappingisimplementingleansystems,infrastructureandkeyprocessestoeliminatewaste.Thedatareflectstherelationshipbetweenwasteandefficiency,clearly(Womack,JonesandRoos,2007).KaizenWhenstartingtoaccuratelydeterminethevalueofidentifyingthevaluestream,socreatingvalueforaparticularproducteachstepofacontinuousflowtogether,andletthecustomerpullvaluefromtheenterprise,amiraclewillbegantoappear(WomackandJones,2003).4.2Leanthinking'sillustrationsBasicFeatures:A:Intheproductionprocess,theimplementationofJITpull,toeliminatealllead,excessmanufacturing;toolingwithfastestconversiontechnology;smallerbatchestolargequantitiesofmultiplebatchesofsmallbatchproductionmode;maxlowerlimitsinproducts,increasemarketadaptability.B:thelabourorganization,Toyotacontinuallyimprovesworkers'jobskills.C:Intheproductionstructureandcooperativerelationsorganization,todesignandmanufactureabout70percentofautopartsplantentrustedtothecollaboration,OEMshaveacollaborationplantstake,andtotransportseniormanagementcollaborationplant.Thetransitionbetweenthetwosimpletradingrelationstoacommonkinshipinterests.D:Inproductdevelopment,theuseofthemethod"chiefinspector"systemandconcurrentengineering.Thusgreatlyreducingthedevelopmentcycle,improvethequalityofproductdevelopment(Li,2009).Leanthinkingoriginatedintheconceptofleanproduction,leanthinkingistheuseofavarietyofmodernmanagementmethodsandmeans,basedontheneedsofsociety,inordertogivefullplaytotheroleofpeopleasafundamental,effectiveallocationandrationaluseofresources,andthemaximumforenterprisestoseektheeconomicbenefitsofanewmanagementphilosophy.Leanthinkingapplieddemandisrelativelystable,themarketcanbemeasuredundertheenvironmentandsavealotofresources,improvesprofitmarginsandmarketcompetitiveness(Moles,ParrinoandKidwell,2011).Leanthinkingisbasedonuserrequirementsdefinitionproductionvalue,valuestreamorganisationinaccordancewithallproductionactivitiestobepreserved,andcreatethevalueofeachactivityflowtogether,allowinguserstodemand-pullproduce.Ratherthantheproductofhardpushedtousers,exposingthehiddenvaluestreammuda,continuousimprovement,toachieveperfection(Greasleyetal.2013).Whatismuda(MinimisationofWastes)Source:(Purise,2015).4.3AssessmentofLeanThinkingatMercedes-BenzTheauthorisnotrelatedtoautomobileproductionprofessionals,soknowslessfortheEuropeancarmakersactivityintheEuropeanmarket,sotheauthorchoosesajointventureofMercedes-Benz'sinChina-BeijingBenztoillustratetheinfluence(Leanthinking)oftheJapanesecarmanufacturershavehadontheorganisationalperformanceofMercedes-Benz.BeijingBenzPartycommitteesecretary,SeniorExecutiveVicePresidentMr.ChenHongliangsaid:"Standingonanewstartingpointforadecade,BeijingBenzwillgivefullplaytotheleadingroleofcross-culturalconstruction,totalent-based,leanthinkingasthebasis,withthebestqualityandthemostoutstandingproducts,makepointedstarshinebecauseBeijingBenzmoreshine!"QualityManagement:quality,reflectsthehardpowertoprotectcompetitiveness.AdheringtotheMercedes-Benz"Thebestornothing"brandspiritof"thesamebrand,samequality"principle,BeijingBenzDaimlerthroughtheuseofaglobalqualitymanagementsystem,theintroductionoftheworld'sleadingproductionequipment,tocreateentirelyinlinewiththehighestglobalstandardsofDaimlerproductionlinetoensurethateverycarcanprovideuserswiththeMercedes-Benzbrandvalueofexperience.Currently,theBeijingBenzmanufacturingcapacityhasbeenfullyequippedwithDaimler,sameasGermannativeproductquality.EspeciallyinJune2014,thecylinderblock,cylinderhead,crankshaftthreecorecomponentsmanufacturedbyBeijingBenzengineplantinGermanysuccessfullysoldback,sothat"MadeinChina"toshineontheworldstagefortheluxuryautomotiveindustry(BeijingBenz,2015).Rapidresponsetomarketchanges:adjustmentsmadeMercedes-Benztheconfigurationandprice,inordertoimproveproductcost;launchedlong-wheelbaseE-Class300Lluxury,inordertoimprovethecompetitivenessofproductsE-Classsedan;activelyexpandthemarketingnetwork,andexpandsaleschannels;organizebriefingsandavarietyofproductstestdrivetestrideactivitiestostrengthenproductmarketinfluence.AggressivemarketinginitiativesforBeijingBenzproductsareclosertomarketdemand,morecompetitive(BeijingBenz,2015).Humanselfishness:BeijingBenzactivelyenhancestheirhardpower,whileinBeijingBenzbymanagement,corporatecultureandpersonneltraining,etc.Italsobuiltupasoftpower.Itcanbesaid,bothhardandsoftpower,creatingapowerfulBeijingBenz.Fordecades,onthebasisofthetwosides(GermanandChina)continuetoabsorbadvancedmanagementideasandmanagementexperience,BeijingBenzthroughprocessreengineering,managementimprovementandleanproduction,etc.,toestablishasetofunique,effectivemanagementmodel--Leanmanagement.Atthesametime,inordertoimprovemanagementefficiencyasthegoal,BeijingBenzalsoestablisheda"responsiblemanagement"operatingsystem,combinedwiththeuniquecorporatecultureanddevelopmentgoals,andultimatelytheformationofthe"lineofbusiness,responsiblemanagement,onlythebest,leanmanagement"forthecorecompetitiveness(BeijingBenz,2015).Focusontalent:talentistocreateyetanothersoftpowerelement.Afteradecadeofexploration,BeijingBenznowestablishedbytheprojecttraining,skillstraining,managementtraining,unique,theperfecttrainingsystemconsistingofthreesections.From2008toJuly2015,BeijingBenzdispatchedatotalofnearly1,200peopleinGermanytoparticipateintraining,totalingmorethan1600person-months,andthenforBeijingBenzandtheChineseautoindustryreservesalargenumberofhighlyqualifiedprofessionals(BeijingBenz,2015).Inventorymanagement:BeijingBenzininventorymanagementthroughzoningclassification,cargospacenumber,andperiodicinventorygreatlyimprovedtheefficiencyofinventorymanagement,coupledwiththeabilitytoaccuratelygraspthemarket,BeijingBenzinventoriesremainatverylownumbers(BeijingBenz,2015).5.QualityLeadershipandEnvironmentalSustainabilityLeadershipforCarmakers5.1QualityLeadershipAccordingto'CarmakersoutofCrisis?',Britishcarmanufacturersneedtousequalitymanagementphilosophy,sotheauthorwilldiscussTotalQualityManagementandBeijingBenz'squalityleadershipforqualitymanagementphilosophy.TotalQualityManagement(TQM)isaquality-centricorganization,withfullparticipationbasis,aimedatcustomersatisfactionandbyallmembersoftheorganizationandsocialbenefitandachievelong-termsuccessofthemanagementapproach.TotalQualityManagementfromthestructure,technology,personnelandchangeagents,fourelements,onlythesefouraspectsallinplace,willhaveatotalqualitymanagementofthischange(Greasleyetal.2013).TotalQualityManagementhasthreecorefeatures:thefullparticipationofqualitymanagement,qualitymanagementprocessandcomprehensivequalitymanagement(Li,2009).Fullparticipationinqualitymanagement,whichrequiresallemployees,regardlessofexecutivesorgeneralofficer,staffandworkers,tobeinvolvedinqualityimprovementactivities.Participation"improvethequalityofthecoremanagementmechanism",itisoneofthemainprinciplesoftotalqualitymanagement(Risshoconsultants,2014).Qualitymanagementofthewholeprocessmustbeinmarketresearch,productselection,researchandtest,design,materialsprocurement,manufacturing,testing,storage,sale,installation,useandmaintenanceofallaspectsinregardgoodquality.Amongthem,theproductdesignprocessisthestartingpointfortotalqualitymanagement,importantprocessesrawmaterialprocurement,production,inspectionprocesstoachieveproductquality;andthequalityofthefinalproductisinthemarket,serviceofprocesshasbeenjudgedandrecognized(Greasleyetal.2013).Comprehensivequalitymanagementistotalqualitymanagementwithacomprehensiveapproach.Comprehensiveapproach,includingscientificmanagementmethods,mathematical,statisticalmethods,modernelectronictechnology,communicationtechnologyline.Comprehensivequality,includingproductquality,worksquality,qualityandqualityofservice(Li,2009).TQMinpracticalapplication:First,seriouslyimplementtheISO9000seriesstandards:totalqualitymanagementmustestablishaqualitysystem.Generallyspeaking,anorganizationcanprovideproductsorservicestothecommunity,theorganizationshouldhaveaqualitysystem,butthequalityisusuallyimperfectsystem,therearealotofproblems.Toimprovethissystem,enterprisescanmakefulluseofISO9000seriesstandards,soenterprisescanconductacomprehensivequalitymanagementtoeffectivelyprovideaguarantee.Second,Theestablishmentofaneffectivequalitysystem:Qualitysystemmeanstheorganizationalstructurefortheimplementationofprocedures,processesandresourcesrequiredforqualitymanagement.Enterprisestoachievethequalitypolicyandqualityobjectivesofitsprovisions,wouldneedtobreakdowntheformationofitsproductquality,setupthenecessaryorganizationalstructure,clearresponsibilitysystem,equippedwiththenecessaryequipmentandpersonnel,andtotakeappropriatecontrolmeasures(Li,2009).TQM(qualityleadership)inpracticalapplicationforBeijingBenzBeijingBenzfactoryinaccordancewiththerequirementsoftheGermanDaimlertoglobalstandardsandqualitymanagementsystemforproductionofMercedes-BenzvehiclesinChinesemarket(Pachenetwork,2015).BeijingBenzDaimlerfactoryinfullaccordancewiththequalitymanagementfeedbackloop.Theso-calledfeedbackloopqualitymanagement,thatis,throughfourdifferentlevelsofassessmentandverificationcheckstoensuretheexitofeachnewcar.BeijingBenzisfullyconsistentwiththeMercedes-Benzglobalstandards.First,assemblyworkersintheassemblyofpartsandassembliesforqualitybeforeandaftertheself-testtoconfirm.Second,thequalityinspectorswillconductprofessionalproductqualityinspectionintheproductionline,inordertopreventdefectiveproductsfromenteringthenextstep.Third,qualitymonitoringdepartmentwillprocessproductsforcomprehensivein-depthassessment,forexample,byticktest,CMM,colorassessment,gapsmoothnessmeasurementmethodstoensurethatvehiclesdimensionalaccuracy,corrosionresistance,weldingquality,sealingperformance,Thekeyqualitycharacteristicsofthevehiclebodyappearance.Finally,inordertoverifycompliancewiththefinalproductdoesDaimlervehiclestandards,BeijingBenzalsorandomlyselectedanewcarofftheassemblylineeverydayfromtwoproductstoDaimlercustomerproductassessment(CPA)standardasthebasisforthevehicledriverandfunctionaltesting,aswellashigh-strengthhighwaydrivingraintest.Thissystemnotonlyensuresthemanufacturingprocessdoesnotdeliveraqualitystepdownadefectiveproduct,butalsotoensurethequalityimprovementring(PDCA)highefficientoperationtoensurethesteadyimprovementofthequalitylevel(Pachenetwork,2015).5.2EnvironmentalSustainabilityLeadershipAccordingto'CarmakersoutofCrisis?',thisarticlepointedoutToyotahasconductedresearchongreentechnology,greentechnologyhasabrightfutureinUK.Greentechnologycomparedtothetraditionalautomobilemanufacturing,notonlyreferstotheuseofelectricityfromtheenergypointofvieworalternativefuelvehicles,butalsoinitsdesign,manufacture,saleandusetorecyclingandotherpost-retirementcourseoftheentirelifecycle,environmentalperformanceandresourceperformanceasatargetandstartingpointforthedesign,andstrivetomakecarsbecomeminimalimpactontheecologicalenvironment,maximumutilizationofresources,thelowestenergyconsumption,producedinspecifictechnicalstandardsofgreenproducts.Greentechnologyproductioncarsetnewenergytechnologies,advancedmaterialstechnology,applicationofelectronictechnology,environmentaltechnology,computertechnology,advancedmanufacturingtechnologyandothermodernhigh-techinone,istoemphasizeenvironmentalprotectioninlinewiththerequirementsofanewtypeofvehicle,reflectingtheenvironmentalprotectionideasandchangesthataffecttheautomobileindustryproducedaninevitableproductoftheevolvingautomotivetechnology(NextGreenCar,2015).BeijingBenz'ssloganis"greenproducts,greenproduction,greenconsumption,greenmarket"fortheenvironmentalvision,adheringtothe"realizationofgreenmanufacturing,andtaketheroadofsustainabledevelopment,"theconceptofenvironmentalprotectionintheproductionandmanagementofthestrictimplementationofenvironmentalprotection"threesimultaneous"selfrequirements.Throughtheintroductionofnewtechnologiesandthetransformationofexistingtechnologyandequipmentupgrades,BeijingBenzandgraduallyformedalow-input,lowconsumption,lowemissionsandsavingandefficientgrowth.Atthesametime,BeijingBenzalsoactivelyexploresnewtechnologies,newareas,newmodel(ChinaDaily·AutomobileGuide,2013).6.ChallengesandpressuresofCarmakers(MercedesBenz)facedduetogloballysourcedsuppliesTheautomotiveindustrysupplychainisautomobilemanufacturingenterprisesasthecore,includingallprocessesfromthesupplyofsparepartstobedeliveredbetweenthevehicleinwhichboththephysicalprocessesoftransport,storage,processingandassembly,vehicledistribution,repairandmaintenance,comprisingthecollection,processingandexchangeofrelatedinformation.Throughthesupplychainofdistributorsandretailers,upstreamsuppliers,manufacturersmidstreamanddownstreamuntilenduserstogetherintoawhole.Now,inlow-costcountries(BRIC,especiallytheworld'slargestautomarket-China),theEuropeancarmanufacturersarefacinghugechallengesandpressuresinthevaluechain.Next,theauthorwillchooseChinesecarmarketasanexampletoillustratechallengesandpressuresofEUCarmakersfacedduetogloballysourcedsupplies.TheWallStreetJournalpointedoutthatcarmanufacturersareexpandingbusinessinChina,inordertomeetrisingconsumerdemand.In2010Chinabecametheworld'slargestcarproductioncomputingmarket,butsalesofluxurycarsintheUnitedStatesisstillmorethanChina.WiththegrowthofthepopulationincomesandtheincreaseinChinesedemandforhigh-endmodels,thesituationmaybewillchange(Xinhuanetwork,2013).IntheeyesofEuropeancarmanufacturersexecutives,theimportanceoftheChinesemarketismuchhigherthanthelevelofimagination.AccordingtomarketresearchfirmIHSAutomotivedatashowedlastyear,theChinesemarketaccountedforaquarterofEuropeancarmanufacturersworldwidesales.AccordingtotheresultsreleasedbyauthoritativeconsultingfirmMcKinseyshowedthatlastyearChinesemarketshareintheglobalautomotivemarketearningsasmuchas40%(Wan,2014).AlthoughtheChinesemarkethadalreadybeenpeggedtoEuropeancarmanufacturers,butthatdoesnotmeantheywillbesuccessfulhere.Theywillmeetmanychallengesandpressuresforsourcedsupplies.Partssuppliers,saidtheChinesemarketwasforcedtosignexclusivesupplieragreementthatvehiclemanufacturersforbidthesupplierstosellpartsdirectlytotheChineseautomotiveaftermarket,butmustinordertoexporttotheChinesemarketbyvehiclemanufacturers.Accordingtotheannualreportof100partssupplierssubmittedtotheEUChamberofCommerceinChinashowedthatcarmanufacturersstrictlylimitedpartssuppliersdirectlytoaftermarketsupplierbehavior,consumersintheindependentaftermarketnotbuypartsonlybycarmanufacturerstocontrolthechannelstobuy.accordingtoChinesegovernmentregulations,carmanufacturersmustbuildwithChinesedomesticautomobilemanufacturerseachaccountedfor50%ofthesharesofenterprisestooperateinChina,butpartssuppliersarenosuchrestrictions,itcanhave100%operatingcompaniesinChinashares.TheChinesegovernmentisinvestigatingallegedmonopolyofcarmakerbehavior,thistimeaccusedofpartssupplierswillfurtherincreasethepressureoncarmanufacturers(Wan,2014).Environmentalprotectionandsustainabledevelopmentofthesupplychainhasformedahugeimpactonthesupplychainhasaskedtobecome"green."Intheimplementationofgreensupplychainmanagementprocess,theautocompaniesshouldbecarefullychosensuppliers,notonlytoconsiderthequality,price,reputationandotherfactors,butalsoconsidertheimplementationofenvironmentalfriendlygreenindustrychain,thecarselectionandprocurementofrawmaterials,productionmarketingecologicaldesign.Sincehazepollutionproblemsareescalating,Chinesegovernmentisincreasingstrictnessfortheenvironmentalproblemsoftheautomobileindustry(Ren,2009).Obviously,Asianneighbors'automobilemanufacturersalsoknowntheimportanceofChinesemarket.JapaneseandKoreancarmakersaremorefamiliarwithChineseautomotiveconsumers'psychology,theytendtoproduceconsumelessgasolineandcheaperproductstoopenthesalesmarketshare.EventuallyChina'sautomarketsupplychainmodelwillbecontrolledbylargermarketshareoftheJapanese,SouthKoreancarmanufacturers(Xinhuanetwork,2013).Europeancarmanufacturerswillfacetremendouspressureinthesupplychainmanagement.7.ConclusionEuropeandebtcrisisandausteritytheuniversalimplementationofEuropeancountriesleadtoadeclineinpublicspendingandconsumerdemand,Europeancarmarketwillhavedirectnegativeimpactofcarsales.SoshrinkingEuropeancarmarket,withtheEuropeancarmanufacturersincrisisareobvious.Europeancarmanufacturersareunderpressurenotonlyfromtheexternalenvironment,butalsoneedtomakemajoradjustmentsintheirproductionandsales.Theymustelectanewandfullofpotentialcarmarket.Thelasttheyshouldproducehigh-endandhavenewtechnologyproducts,butthepriceshouldnotbetoohigh,becauseinthelow-endmarket,theEuropeancarmanufacturershavebeendifficulttosurvive.8.RecommendationFinally,theauthormaketheserecommendations:1.EuropeancarmakersmustuseLeanthinkinginmanagement,Massproductionhasprovedtobeabackwardthinking.2.TotalQualityManagementmustbeimplementedinthequalitymanagement.Ifthereareloopholesinqualitycontrol,carmakerscannotsurviveinanyautomobilemarket.Autocompanieswanttowinmarket,theymustrelyontheirownproductsandthetechnologicalbreakthroughs.3.Automobilemanufacturersmustchooseanappropriatelow-costmarkettofocusonthelayout.OntherecommendationofthismarketisthemainlandChina'smarket,becauseitistheworld'ssecondlargesteconomy,thelargestcarmarketandthelargestdevelopingcountry.AutomobilemanufacturerscanactivelylayoutofthetermsofsalesinChinesemarket,butintermsofproductionshouldbecautious,China'scheaplaborhasgraduallybecomeexpensive.4.Greentechnologyandenvironmentalprotectionmustbevaluedattheproductionandsupplychain.HybridVehicleareanattractiveproject.ForexampleLamborghinilauncheditsfirstplug-inhybridsportscarattheParisMotorShow,BeijingBenzhasalsobeeninvolvedinthedesignoft