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Final Project Submission Comprehensive Case Study Analysis.docx 7-1 Final Project Submi

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Final_Project_Submission_Comprehensive_Case_Study_Analysis.docx 7-1 Final Project Submission: Comprehensive Case Study Analysis Managing Operations: BYD Case Study Analysis QSO-300 Operations Ma ... nagement Managing Operations Case Study. In this case study, œBYD of China: Electrifying the World's Automotive Market, I will discuss the auto industry™s strategic shift to the implementation of electric vehicles. The Chinese company most notably identified as œBuild Your Dreams, aspires to become the world's largest car company. Aligned with their pursuit to produce an environment-friendly electric car, BYD has dreams of expanding their quality battery production, to create an inexpensive electric car. Generating Value: Functions BYD utilizes OM functions centering the focus on the various segments of the company, with the sole purpose of producing a more durable lithium-ion battery- at a less expensive price- for their electric vehicle. The supply chain risk function played an integral part in OM decision-making here. Nonetheless, BYD succeeded in reaching their target. Specifically, there were several OM functions at play in the decision-making areas of planning, organization, personnel, control, and leadership. Design of Goods and Services, Managing Quality, Process and Capacity Design, and Supply Chain Management are areas in which BYD centers their focus for their initiative (Heizer, Render, & Munson, 2020). The production aspect of the OM function is pertinent to the company, in their efforts to create a more durable, longer. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . [Show More]

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