Institute of Management Technology

2014-2016










MANAGEMENT INFORMATION
SYSTEMS

PROJECT REPORT



Submitted by: Group 9 (section: B) Submitted to:
LoukikHuilgolkar(140201070) Dr. PoonamGarg
MayankSitlani(140201077)
OmkarPatne(140201089)
Rahul Trehan(140201104)
Ridhima Jain(140201112)


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MERCEDES-BENZ
"Das Besteodernichts"
(English: "The best or nothing")







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ACKNOWLEDGEMENT:

With a deep sense of gratitude, we wish to express our sincere thanks to Dr. Poonam
Garg for her guidance and constant supervision. . I am thankful for her aspiring
guidance, invaluably constructive criticism and friendly advice during the project
work. Our thanks and appreciations also go to our colleagues in developing the
project and people who have willingly helped us out with their truthful and
illuminating views on a number of issues related to the project. We would also like to
thank Institute of Management Technology, Ghaziabad and Institute of Management
Technology, Dubai for giving us an opportunity to work on this project.

























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CONTENT:

TOPIC PAGE NUMBER
Introduction
5
Information System Used
6
GOTIS
WIS
TQM


7
9
12
ERP
13

Conclusion

16
References
17









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INTRODUCTION:MERCEDES-BENZ


Industry Manufacturing
Founded 1926
Founders Karl Benz and Gottlieb Daimler
Headquarters Stuttgart, Germany
Key people Dieter Zetsche, Chairman
Products Automobiles
Trucks
Buses
Internal combustion engines
Luxury vehicles
Owners Daimler AG

The name first appeared in 1926 under Daimler-Benz but traces its origins
to Daimler-Motoren-Gesellschaft's 1901 Mercedes and to Karl Benz's 1886 Benz
Patent Motorwagen, which is widely regarded as the first automobile.Mercedes-Benz
is part of the "German Big 3" luxury automakers, along with Audi and BMW, which
are the best-selling luxury automakers in the world.



BRANDATTITUDE:
Mercedes Benz Brand Attitude is essentially a luxurious one which is a class by itself.
It is considered as a car of the rich and famous. Mercedes Benz Brand Attitude was
first recognized when it came out from the perception of a German car to a car
manufactured by Mercedes. This was initiated through the launch of a Sport Utility
Vehicle, commonly SUV, with the name M-class where M meant Mercedes. Thus it
established itself as a synonym of luxury.



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INFORMATION SYSTEM USED
Information system is a computerized database which stores and processes raw and
related data to produce useful information. This information is used by the managers
to make important decisions, coordinating and controlling various business processes
in any organization. This forms the base for any organization all across the globe. It
acts as a major medium of exchange of information and to handle the millions of data
produced every day.

The information systems in Mercedes are of three types:
GOTIS (Generalized System of Preferences Online Technics Information
System)
WIS (Workshop Information System)
TQM (Total Quality Management)




















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GENERALIZED SYSTEM OF PREFERENCES ONLINE TECHNICS
INFORMATION SYSTEM (GOTIS) :

The GOTIS Information Platform provides access to the Database for Workshop
Equipment. This helps you to find out all about the products and make your
procurement decision easier.

The Workshop Equipment Database lists all the workshop equipment tested and
recommended by Mercedes-Benz, including information on its usage and
procurement sources.

The workshop in a Mercedes-Benz garage forms a prominent visual link with their
marketing image. The workshop is thus a customer contact area, and inspires
confidence by presenting an orderly and inviting atmosphere.

The overall image of the workshop lends expression to the high level of technical
expertise of the companys marque and service support. The information provided in
the workshop is just a guide rather than a set of binding specifications. Frequently an
additional charge is levied for paintwork that deviates from the standard colours.

Features:
GOTIS is purely an information platform, not an ordering platform. For eg.
It gives information about interior colours of a garage combine with the
paintwork colour scheme of the workshop facilities.
Workshop equipment is ordered direct from the manufacturer/supplier.
Special tools can be researched in the Electronic Parts Catalogue EPC in
"Special Tools" mode and procured through the familiar parts logistics process
(ordered via the local ordering system; delivered via the GLC/LC/RLC).
Independent market operators order special tools via Service & Parts net.


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Here is an example of color scheme for workshop equipment under GOTIS
Color schemes for workshop
equipment
For examples see Color
samples
Color scheme
Alternatives in ( )
RAL ......
Alternatives in ( )
2-COLUMN LIFTS
Columns, portal
Support arms
Base frame
(columns as per roof
pillars)
slate gray (gray
aluminum)
slate gray (gray
aluminum)
slate gray (gray
aluminum)

7015 (9007)
7015 (9007)
7015 (9007)
RAMP LIFTS
Columns, scissor arms
Ramps
Drive-on ramps, wheel chocks,
crossmembers, hazardous
areas

slate gray
slate gray
black/golden yellow

7015
7015
1004/9005
And so on..













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WORKSHOP INFORMATION SYSTEM (WIS):

One of the main information systems used by Mercedes to keep track of the workshop
documentation and the parts available in the workshop is the Workshop Information
System (WIS). WIS also includes everything one needs for making mechanical
repairs, including TSBs, wiring diagrams, diagnostic training, hardware and
performance specifications.
The WIS 2012 contains all the information of maintenance and repair of vehicles
Mercedes Benz manufactured from 1985 to 2012. WIS is used in performing
maintenance and repair work. It improves the electronic availability and usefulness of
the workshop documentation (e.g. repair, maintenance, basic data, wiring diagrams
Mercedes and in part also documentation organization) of Mercedes-Benz workshops
and smart products by optimizing access and presentation. This information system is
used in all official Mercedes workshops.
But WIS is now available for the private use of all vehicle owners of the brand who
want insight into procedures that will repair and proper maintenance. Any user can
purchase and download the WIS online. It is more advanced and offers technical
descriptions necessary to carry out repairs and maintenance of the vehicle by the user.
WIS also offers integration to neighboring task areas such as e.g. definition of work
units and flat rates using ASRA, and
damage coding on one workstation.


WIS provides detailed information of
Check and repair work.
Maintenance and conservation.
Circuit diagrams of systems electrical, hydraulic and pneumatic.
Measures and instructions.
Mounts and transformations.
Test values and adjustment.
Tightening.
Filling amount.
Requirements for fuels and lubricants


ELECTRONIC PARTS CATALOGUE (EPC)
This software helps determine the volume of pieces in an optimal way. Due to its
modern search and navigation functions one can find the required parts in a very short
time. Hence waiting time for the workshop personnel is less. EPC contains the
information about the various parts used in every model manufactured by Mercedes.
It gives a list of model-wise use of parts.


Advantages of WIS:

Simplification of document search.
Simple system operation.
Vehicle specific documentation finding.
Damage coding (for warranty settlement).
Increased productivity and speed during the documentation search.
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Shorter waiting times for the workshop personnel.
Automated documentation search.
Call of the vehicle datacard from the EPC system with code identification
written in full.



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SCREENSHOT OF MERCEDES WIS


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TOTAL QUALITY MANAGEMENT (TQM) :

A TQM system has a responsibility to plan, monitor and promote the
quality of the products and processes in all the departments of the
company.

This can be categorized into the following fields:
o Quality Planning
o Quality controlling
o Quality Promotion

TQM aims to direct the countless overlapping activities which exist within
a corporate system toward the targeted goal of comprehensive
quality.Marketing focuses on observing the influences that lie outside the
company and in the marketplace, while TQM concentrates more on those
influences that occur within the company and in the cooperative work
between departments.

The corporate strategy of Mercedes Benz is focused on enhanced quality
and reliability of its products and services by stressing on The best or
nothing strategy of Mercedes.

Mercedes have been experiencing quality control problems due to its
batteries, alternators and brakes integrated in its several models made
since 2001, that were quiet obvious especially after the biggest product
recalls in 2005, indicating that the company is exceedingly losing its loyal
consumer base. The company has introduced technologically
sophisticated gadgetry in its S-class cars range in parallel to its pledge for
being the market leader in terms of quality and reliability however;
several business analysts have identified the electronic gremlins might
further impair companys image by alienating its existing consumer base
(Mercedes Annual Report 2007). With respect to its marketing strategy,
Mercedes is focused on Ambition to lead by particularly emphasizing on
6Ps of marketing i.e. product, price, promotion, place, people and process.
Massive improvements have been observed in its product designs and
technologies especially in E and S class ranges by introducing higher-rate
springs, stabilizer audio, navigation, trip computer and telephone
consoled steering wheels.







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IMPLEMENTATION OF ERP IN MERCEDES
Mercedes-Benz Company use the three categories of the information system the
Departmental information system which connect between the different
department of the Mercedes-Benz Company like the supply department ,human
resources department and finance and accounting department also all other
department its Combine all under the enterprise resources planning system
(ERP) which include all internal and external management information across an
entire organization and it work to make the business and planning inside the
organization become easier and more efficient using the network that make the
flow of information inside the company more effective , and make working with
business activity more faster and reliable because the operating works at the
real time like for example dealing with customer car order , also bill of the
material used of producing the cars ,supply chain planning and the company
receivable .
ERP systems integrate internal and external management information across an
entire organization, embracing finance/accounting, manufacturing, sales and
service, customer relationship management, etc.
The purpose of ERP is to facilitate the flow of information between all business
functions inside the boundaries of the organization and manage the connections
to outside stakeholders.

CHALLENGES FACED BEFORE WITH OTHER SYSTEMS
For the implementation of ERP, the maintenance and the information systems
team of the Mercedes was in the dilemma as not doing so and staying on the 4.6C
version, the SAP maintenance would become costlier and unfeasible. The
application environment of the Mercedes was also complex, as it used to run on
more than 160 SAP applications at the same time which made the system slow.
This could only have been simplified by the ERP 6.0 NetWeaver architecture.
The later system would also have made them completely web-enabled as
compared to the previous old ITS infrastructure. The 4.5/4.6C versions of SAP
also had multiple applications around AP that created the complex environment.
Also the previous upgrades utilized outside service providers which created a
margin of error and thus there was the requirement for the totally in-house
system. This also enabled them with more efficient upgrade process.
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SOLUTION
The information system that catered all the above mentioned problems and also
with the upgraded versions was Panaya, an ERP 6.0 NetWeaver . The system was
tested on its ability to streamline the testing cycle by identifying application and
interface problems, without manually setting all the codes. The previous version
did not allow the automatic execution of the adjusting codes and because of this
if the program did not run because of any erroe, the developer had to review
the complete program again to rectify a small error. Using ERP, the developers
are able to now specify the ten to fifteen percent of the codes to be looked upon
for rectification.


IMPLEMENTATION
Due to the absence of on premise software installed, Panaya was easily installed.
The next task was to train the users to use the new system which did not take
long time as the user interface was more user friendly than previous versions.
After uploading of a new update, the run time to begin the simulation was less
than two days.
The new system also helped to reduce the development and testing time. This
system also saved the initial phases of the project managers work by significant
amount.
With Panayas ERP web based interface, the greatest benefit was that it managed
everything on a single platform. The tool itself assigned, recorded and reported
the tasks. This was a huge benefit as it saved time and thus increased the
efficiency. Everyone in the department was able to update his own information,
by logging it into Panaya without waiting for others and thus it saved a lot of
time.





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RESULTS ACHIEVED
Compared to past upgrades, Panayas solution saved the fifty percent of the time
during development and testing phases. This was achieved by focusing the team
on most important problems first that would most impact their upgrade and
address them prior to the unit testing phase. This approach saved a significant
amount of manual "shot in the dark" code testing. Also in the past upgrades, an
offshore service was used with full time developers, saving money and time both
now, as the development issues and areas are now focused.
Because of the success of the development phase, the testing phase went much
more smoothly: unit testing was reduced to just one iterative cycle, down from
as much as three testing cycles in previous upgrades. By the time the unit
reaches testing, they already have addressed the high level issues during the
development phase. Eighty to ninety percent of the issues were taken care of
with the Panayas tool.













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CONCLUSION
ERP acts as the backbone application for the information systems in the automobile
industries like Mercedes.ERP systems integrate internal and external management
information across an entire organization, embracing finance/accounting,
manufacturing, sales and service, customer relationship management. ERP facilitates
the flow of information between all business functions inside the boundaries of the
organization and manage the connections to outside stakeholders.
Enterprise Resource Planning (ERP) implementation is a massive undertaking for any
company. Due to the magnitude of an ERP implementation and the frequency
of ERP failures, companies have greater incentives to proactively identify and
mitigate the various risks associated with the implementation process. If an ERP
implementation fails, it is a loss to the company in terms of money as well as
information and resources.Implementing ERP can be challenging and demands
sustained commitment from top executive levels.
Many businesses underestimate the complexity and resources necessary to implement
an effective ERP system. Therefore, they fail to adequately plan for unpredictable
contingencies that push back schedules and deliverables. This is further increased by
the interdependencies associated with ERP. That is, as one area of
the ERP implementation process experiences a setback the other areas are also
affected and the problem is compounded. This compounding effect is what causes
huge losses in terms of money and resources, as one failed upgrade can lead to a
complete failure of entire ERP implementation process.
Mercedes was aware of these problems that might occur during the ERP
implementation. But it was necessary to upgrade its software due to complex structure
and difficult maintenance of older versions. Mercedes was earlier using SAP 4.6,
which it later upgraded to SAP 6.0. This ERP implementation was done via Panaya.
Panaya, an Israeli firm has over 150 SAP customers. Although Mercedes still had to
pay SAP the annual maintenance fees, the upgrade process used by Panaya was
completely re-engineered. Panaya used a cloud-based sandbox to test the upgrades on
a virtual version of the production software used at Mercedes. They could identify
which patches worked well and areas that needed investigation were also pointed out.
This helped the company to control cost and also prevent any chances of a failed
upgrade.
The risks with ERP implementation were outweighed by benefits, and by choosing
Panaya the implementation and upgrade process did not witness any problems,
failures. It helped in enhancing the competitive position of Mercedes.









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REFERENCES


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Brian Ballou, Richard Tabor, Mustafa Uzumeri. (2012). case in strategic
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