...Quality Practices at Nissan Motor Company Management 532 Table of Contents TITLE PAGE………………………………………………………………………..1 TABLE OF CONTENTS…………………………………………………………..2 ABSTRACT………………………………………………………………………….3 CHAPTER I – INTRODUCTION…………………………………………………4 CHAPTER II – PLAN DEVELOPMENT………………………………………..5 CHAPTER III – ANALYSIS……………………………………………………….7 CHAPTER IV – OUTLINING FINDINGS………………………………………..8 CHAPTER V – SUMMARY AND RECOMMENDATIONS…………………..9 REFERENCES…………………………………………………………………….11 Abstract Nissan Motor Company, Limited, is a global corporation with three automotive businesses (Nissan, Datsun and Infiniti) and a marine business (Nissan Marine). Nissan Motor Company and its sub-companies practice quality management using a Field Quality Center concept with 7 seven centers located around the world to serve customers. This group project discusses Nissan Motors Corporation’s history, recent quality downturn and their attempt to “expedite improvements that exceed customer expectations” to regain their lost reputation for quality. We will examine what and how quality practices have been developed and implemented by the Nissan Motor Company in response to these recent trends. In addition, we will determine if adopted quality practices have been successful in fostering a...
Words: 2891 - Pages: 12
...(Nissan automobile manufacturing unit exists in Chennai, India. Following points are written by assuming that Nissan Motors is currently not operating in India.) 1. Background: Nissan Motor Co. Ltd. is a Japanese car manufacturing company established in 1933, manufacturing vehicles in 20 countries and providing services in more than 160 countries. {The present workforce consists of 23,605 workers globally.} 2. Automobile Manufacturing industries in India: In order to effectively establish the Nissan Motors industry we need to do a thorough market study of India Automobile Industry. India is presently, the sixth largest passenger vehicle producing country in the World. We need to identify whether: a. Is it feasible to establish the Nissan Industry in India considering all factors like: current global economy, political scenarios, etc.? b. Who are the major competitors in India? Which other manufacturing industries have firmly established them in India? We also need to study their respective current statistics. c. What quality and price range is required? i. What is the target consumer base for which Nissan is aiming? ii. Once identified, how many units per annum will be manufactured? 3. Obstacles: d. Identifying the operations of Nissan in India: iii. Whether to set up a plant in India iv. Import assembled vehicles in India e. Political permissions/issues : v. We need to do a...
Words: 361 - Pages: 2
...Nissan is one of the world's leading automakers. Jidosha-Seizo Kabushiki-Kaisha("Automobile Manufacturing Co., Ltd." in English) was established in 1933, taking over all the operations for manufacturing Datsun from the automobile division of Tobata Casting Co. LTD, and its company name was changed to Nissan Motor Co., Ltd. in 1934. There were numerous good and bad times the company has faced but it became consistently with the progression of time and now it has turned into one of the main company of making automobiles in the world. The following is a SWOT analysis based on the case study provided of Nissan Motor Co. LTD. Nissan has a number of strengths, one of the most important strength is that it operates globally. After the second world war, Nissan developed steadily, growing its operation internationally. It's got to be particularly fruitful in North America with a lineup of littler gas productive autos and little pickup trucks as well as sports coupe cars. Nissan was extremely remarkable for its advanced engineering and technology innovation, plant productivity, and quality administration. It is because the combination of these strengths the company has held its position over the world. The Nissan company has many strengths, on the other hand it also has weaknesses. One of these is that wrong estimation of customers wants. Customers like stylish, innovative cars, but Nissan thought they preferred good quality cars. As opposed to reinvesting in new product...
Words: 964 - Pages: 4
...Individual Analysis Paper Chairman and CEO of Nissan and Renault – Carlos Ghosn Chao Ru chao.ru@laverne.edu University of La Verne Graduate School of Business BUS 586 – CRN 1354: Leadership for the Future Professor John C. Sivie June 28, 2012 I. Table of Contents I. Table of Contents 2 II. Background and Award of Carlos Ghosn 3 III. Important Contributes for Nissan from Ghosn 4 IV. Doing the Right Things of Carlos Ghosn 5 V. Learn from Carlos Ghosn 7 VI. References 9 Chairman and CEO of Nissan and Renault – Carlos Ghosn II. Background and Awards of Carlos Ghosn Background Information of Carlos Ghosn: Carlos Ghosn is the president and CEO of Nissan Motor Co. Ltd., a global automotive company with 180,000 employees and $83 billion in revenue. He joined to Nissan in June 1999 as its chief operating officer. And then, he became Nissan’s president in June 2000, and also became the chief executive in June 2001. Carlos Ghson is also the president and CEO of Paris-based Renault, SA which was named in May 2005. Both companies together produce more than one in 10 cars sold worldwide. He is also Chairman and CEO of the Renault-Nissan Alliance, the strategic partnership overseeing the two companies through a unique cross-shareholding agreement (Wikipedia, 2012). Currently, he is not only the president and CEO of Nissan and Renault. He also serves on the board of director at Alcoa Automotive, Inc and Closure Systems International, Inc. He serves these...
Words: 2957 - Pages: 12
...A Concise Research on Siemens AG and Nissan Contents I. Introduction………….…………………………………………………...…………….….1 II. Finding…………………………………....……………………………...…………...…...2 2.1 A concise background of Siemens AG and Nissan………………..…2 2.2 The high performance culture of Siemens….…………….….…………….........2 2.3 Comparison of organisational structure and culture…………….………………...…..2 2.4 Effectiveness of different leadership styles………………………………………......3 2.5 Approaches to management among Siemens AG and Nissan………………………..4 2.6 Factors influence individual behaviour at work………………………………………5 2.7 Different motivational theories………………………………………………………5 2.8 Nature of groups and group behaviour of Siemens…………………………………..6 2.9 Factors to the development of effective teamwork at Siemens………………………6 III. Conclusion…...……………………….………………………………………..………8 3.1 Structure and culture affect the performance of Siemens…………………………..8 3.2 Explanation of the leadership of Siemens AG……………………………………….8 3.3 Organisational theory influences the practice of management……………………8 3.4 Different leadership styles motivate organisations in periods of change……………9 3.5 The usefulness of motivational theories for managers………………….…………10 3.6 Impact of technology on team functioning within Siemens……………………10 Reference………………………………………………..………………….……….……….12 I. Introduction All my research is about two huge companies: Nissan Motor Company and Siemens AG. One topic has already been set...
Words: 3408 - Pages: 14
...Ejemplo de empresa japonesa Toyota Es un fabricante de automóviles japonés con sede en Toyota (Aichi), Japón. Toyota fue el mayor fabricante de automóviles en 2012 (por producción) por delante del Grupo Volkswagen y General Motors,2 y tuvo ventas mundiales aproximadas de 9,98 millones de vehículos en 2013.3 Es una de las "tres grandes" empresas automovilísticas japonesas desafiando a los fabricantes de automóviles estadounidenses que también incluye Nissan Motors y Honda Motor con gran éxito. Produce automóviles, camiones, autobuses y robots (no para la venta al público); es la quinta empresa más grande del mundo. La sede de la empresa se encuentra en Toyota, Aichi, yBunkyō, Tokio (Japón) con fábricas y oficinas alrededor de todo el mundo. La empresa fue fundada en 1933 por Kiichiro Toyoda. Proporciona servicios financieros a través de su subsidiaria Toyota Financial Services y participa en otras líneas de negocio. Fabrica vehículos vendidos en los Estados Unidos bajo las marcas de Toyota, Scion y Lexus. Toyota también posee grandes inversiones en Daihatsu e Hino, y un 8,7% de Fuji Heavy Industries, que fabrica vehículos Subaru. Toyota tiene una amplia cuota de mercado en los Estados Unidos, Europa y África y es el líder del mercado en Australia. También tiene cuotas de mercado significativas en varios países del Sureste Asiático de alto crecimiento. Conclusión En la cultura japonesa en los negocios, se considera al trabajo como un destino compartido. Todos los empleados...
Words: 264 - Pages: 2
...Why was the former Nissan Management unsuccessful in turning the company around? Why could they not prevent the slide of Nissan’s ranking market share, etc.? The former managers of Nissan had been struggling to turn Nissan into a profitable company for eight years. Nissans major problem were the extremely low margins due to its lack of brand power and the very unprofitable cost structure (especially regarding purchasing costs). Nissan’s organizational and financial structures where very traditional and typical Japanese (e. g. the cross-shareholdings within the kereitsu structures). All previous Nissan CEO’s where Japanese , probably each of them with a long tenure and history in the company. Each CEO was surely skilled and experienced in leading an international company. But it can be speculated that it is much harder for a Japanese CEO to make fundamental changes in Nissan's long-standing operating practices and behavioral norms of Japanese society that are deeply integrated in the corporate structure. The former managers were simply stuck in their Japanese organizational structures and no one wanted to break with their own tradition. In addition, the company advisors, a group of senior managers without line responsibilities, made sure that Japanese business practices were implemented and pursued. Some examples of these country specific, traditional structures are the kereitsu partnerships and the predominant seniority rule: Nissan was consistently strapped for cash and...
Words: 2177 - Pages: 9
...Article Discussion Title of Article: Ghosn Creating Value across Cultures ___________________________________________________________________ ___ 1. What is the author’s/authors’ purpose in writing this article? The author, presenting the alliance between Renault and Nissan, wants to make perfectly clear that partnering globally is an opportunity. An equal relationship with two winners. He explains the benefits which are produced by the relationship between the two at a corporate level, and the positive effects at the workforce as well. Learning through differences is essential is the send message. Moreover, the author is warning us of the hidden risks. Losing the corporate identity will have as consequence a lack employees’ motivation. Lastly, the author states that motivation is the engine of performance. 2. Name and discuss three major points on which the author(s) focus in their discussion of their primary purpose. Learning through differences: The author describes the different skills of the French, the Japanese and the Americans. The combination of these skills can disentangle difficult situations more easily and multiplies the possibilities of having Eureka Moments. I find this cross cultural consociation remarkable, people from the two edges of the world, coming from different cultures, having different expertise and knowledge, working together, creating a harmonious relationship, allowing to achieve things which differently would need much more time,...
Words: 611 - Pages: 3
...and its reliability charts. Reliability is defined by the magazine as the infrequency of serious problems, which it measures annually by a subscriber survey. The first ranking of the car brands is based on each brand's infrequency of trouble-prone models. This ranking provides a measure of how well each brand's models successfully avoided the bottom end of the model-quality spectrum. The second ranking of the car brands is based on the average of the overall reliability ratings of each brand's models. The second ranking provides a measure of how well a brand's models performed over the entire model-quality spectrum. Brand Quality by Infrequency of Trouble-Prone Models: The Top 10 To form a brand-quality measure from the 1990 list of Used Cars To Avoid, the first step is to count each brand's entries on the list. Each model year of each model is treated as a separate entry. Next, as the number of automobile models sold under a brand name varies greatly from brand to brand, it is necessary to take account of the fact that a brand with more models has a greater opportunity to have more model years of low quality. To compensate for a possibly inflated, or deflated, frequency of trouble-prone model years within a brand, as well as a variability in model data sufficiency, the number of a brand's entries in CR's 1990 Used-Cars-To-Avoid list is divided by the total number of overall reliability ratings for the brand found in the reliability charts of the...
Words: 8396 - Pages: 34
...Nissan case notes Taking on the challenge - Renaults cash injection 5.4 billion us - Renault would get access to North America and Asia - Nissan would get access to Europe and Latin America - Renault would get access to Nissans’ Engineering and Manufacturing expertise - Nissan would get access to Renaults’ Marketing and Design flair - Nissan had posted global losses in six of the previous seven years. - Nissans 4 out of 43 models were profitable - Daimler insiders afraid of Japanese resistance to change - Renaults credibility - referring to the Volvo merger, fueled by cultural problems. - Renault 44% state owned. - An analyst thought that the DaimlerChrysler cultural problems were nothing compared to if RenaultNissan. - Both Renault and Nissan: Nationalistic and Patriotic - News of Renault-Nissan negotiations resulted in a drop in Renault shares. - Nissans’ problems were evident: • Too many plants (some running at 50% capacity) • 25 expensive chassis (compared to volkswagens 4) • Too many suppliers (3000, compared to 300 at ford) • Too many dealers in Japan. • Japanese Culture: - Lifetime employment - Close ties with suppliers - Renaults STAKE: • The power of VETO, meaning that people were afraid of making changes due to the stakes. Building the team - Cross-cultural challenge (mainly French and Japanese) 1 - Ghosn had one condition: He would have full control, and he did not have to seek approval from France. - And he got to handpick 20 or so executives who would accompany...
Words: 2022 - Pages: 9
...Ghosn, born on March 9, 1954 is a French-Lebanese-Brazilian businessman born in Porto Velho, Brazil, who is currently the Chairman and CEO of France-based Renault, a European leading carmaker, and Chairman and CEO of Japan-based Nissan, a Japanese leading Carmaker, and Chairman of Russia-based automobile manufacturer AvtoVAZ. He completed his secondary school studies in Lebanon, at the Jesuit school College Notre-Dame de Jamhour. He then completed his preparatory classes in Paris, at the “College Stanislas” and the “Lycée Saint-Louis”. Carlos Ghosn earned two engineering degrees in Paris, the first from the “École Polytechnique” in 1974, and the second from the “École des Mines de Paris” in 1978. He joined Michelin in 1978 as a management trainee and soon he became a manager of the “Le Puy” plant in France. Then, he became Chief Operating Officer of Michelin’s South American activities based in Brazil before being appointed Chairman and Chief Executive Officer of Michelin North America in 1989. He joined Renault as Executive Vice President in 1996. In addition to supervising Renault activities in Mercosur, he was responsible for research, automobile engineering and development, manufacturing, powertrain operations, and purchasing. Carlos Ghosn joined Nissan Motor as Chief Operating Officer in June 1999 and was named Chief Executive Officer in June 2001 and became a president in May 2005. He was appointed President and CEO of Renault in May, 2009, and reappointed in 2013; the year...
Words: 3121 - Pages: 13
...| Nissan Motor Company | Revival Plan Review | | ) | | In 1987 Japan’s economic expansion was driven by the inflation of stock prices and real estate values. As consumer confidence increased, so did the population’s appetite for luxury goods. In response to this national trend in consumer spending, Nissan Motor Company (Nissan) launched an aggressive expansion plan to meet the demands of the marketplace. The organization invested heavily in new manufacturing facilities and upgraded their distribution network. Nissan’s debt grew from $11.8B to $32.7B. Japan’s bubble economy collapsed in the early 1990s and Nissan’s profits deteriorated in parallel (Wiki – 2011). In response to a dire operating situation, Nissan formed a partnership with Renault in 1999. While the injection of capital was much needed by the Japanese car manufacturer, the most important asset exchanged in the strategic alliance turned out to be Carlos Ghosn, the Renault Executive Vice President appointed to turn around Nissan. The following analysis focuses on Carlos Ghosn’s leadership and the Nissan Revival Plan (NRP). The NRP saved Nissan and its roots seem to have originated from the Lean Action Plan framework. Get Started (First Six Months) Find a change agent (Score - 5 of 5) The Lean Thinking textbook places a considerable amount of emphasis on starting the Lean Leap. While it may seem basic in nature, kicking off the process is not easy, and it requires an organization to have an executive...
Words: 3060 - Pages: 13
...ANSWER TO QUESTIONS: 1. How would a consumer’s level of involvement, need for cognition, and level of information search affect the purchase of a new car? THEORY: The consumer buying decision process is a five-stage purchase decision process which includes problem recognition, information search, evaluation of alternatives, purchase, and post-purchase evaluation. The problem recognition occurs when a buyer becomes aware of a difference between a desired state and an actual condition.After the consumer becomes aware of the problem or need, he or she searches for information about products that will help resolve the problem or satisfy the need. Repetition, a technique well known to advertisers, increases consumers’ learning. Repetition eventually may cause wear-out, meaning consumers pay less attention to the commercial and respond to it lessfavourably than they did at first. A successful information search within a product category yields a consideration set (aka evoked set), which is a group of brands that the buyer views as possible alternatives.Purchase selection is based on the outcome of the evaluation stage and other dimensions.After purchase, the buyer begins to evaluate the product to ascertain if the actual performance meets expected levels. Cognitive dissonance is a buyer’s doubts that arise shortly after a purchase about whether it was the right decision. REALISTIC: During the daily using a car or a public transportation, he will realize if he need to buy a new...
Words: 3561 - Pages: 15
...collected personal information if the company goes out of business or is sold to another company (list these provisions, if any)? Close your report with one paragraph in which you evaluate the overall clarity of the privacy statement. Answer Exercise 2 Companies that do business online can find themselves in legal trouble if they commit a crime, breach a contract, or engage in a tortious action. In about 200 words, provide an online business example of each offense. As part of your answer, explain why you believe each action you describe is either a crime, a breach of contract, or a tort. Answer Case 1. Nissan.com The Nissan Motor Company of Japan had sold its cars in the United States under the brand name Datsun for many years. In the late 1980s, the company changed its branding policy and began selling cars in the U.S. market with the name of Nissan. However, the company did not realize that the Web would become an important...
Words: 5450 - Pages: 22
...ETP28 MULTICULTURAL SESSION COURSE SYLLABUS (Joint session with WNLP) |A) 22nd February |Strategy and cross cultural management: by JJ Ikegami | | |Interactive lecture on global management and strategy | |Case study 1 |LAFARGE: From a French Cement Company to a Global Leader | | |1, what does globalization mean for Lafarge and how can it globalize effectively? | | | | | |Globalization means to be present in every strategic market by acquiring one or more of the local cement | | |producers. | | | | | |What does the nature of industry play in the globalization process? | | | ...
Words: 585 - Pages: 3