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Nissan Key Points LOM

Nissan Motor Parts Center (MPC) in Amsterdam is the distribution center for auto parts in Europe. It follows the Kaizen principle of continuous incremental improvement that was developed by Nissan's Japanese parent company. Employees are encouraged to submit improvement projects to increase productivity, quality, and safety. The winning team each year is determined by management based on a presentation of their analysis, actions, and results. Nissan has various global strategies to standardize best practices including the Nissan Production Way (NPW) and the Oppama Challenge project to make one of their Japan plants a leader in quality, cost, and production speed through processes like adopting common auto parts and streamlining logistics.

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Chintoo Kalyanadurgam
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103 views4 pages

Nissan Key Points LOM

Nissan Motor Parts Center (MPC) in Amsterdam is the distribution center for auto parts in Europe. It follows the Kaizen principle of continuous incremental improvement that was developed by Nissan's Japanese parent company. Employees are encouraged to submit improvement projects to increase productivity, quality, and safety. The winning team each year is determined by management based on a presentation of their analysis, actions, and results. Nissan has various global strategies to standardize best practices including the Nissan Production Way (NPW) and the Oppama Challenge project to make one of their Japan plants a leader in quality, cost, and production speed through processes like adopting common auto parts and streamlining logistics.

Uploaded by

Chintoo Kalyanadurgam
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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Nissan

Nissan Motor Parts Center (MPC) in Amsterdam is the distribution center for auto parts. The influence of
the Japanese parent company is clearly recognizable.

 One of the pillars of the company is the Kaizen principle: every employee – from top to bottom –
is supposed to think about incremental improvement of the operations. The result: higher
productivity, more safety and quality.
  there is a Kaizen competition, For improvement projects teams can score points and the winner is
the team that has the highest average at the end of the year. The scores are determined by the
management on the basis of a Kaizen activity report that was completed by the team. This is a
poster with the analysis of the problem, the explanation of the action taken and the results so far.
This method forces the team to address the matter in a structured way. These improvements lead
to immediate results for productivity, safety, ergonomics, quality and cost.

NIMS - Nissan’s Integrated Manufacturing system.

4G strategy of NIMS –

G – Global training center – 400 global master trainers within the end of FY07

Communicate proper procedures and key points through visualized manuals in


Japanese, English, Spanish, Thai and Chinese.

G – Global Production Engineering Center

Know – how

Engineering trial -> production trail -> start of production


G – Global Launching Expert

G – Global Package design center


V3P (Value Up Innovation of Product, Process and Program)
Japan takes the lead in Monozukuri (means manufacturing in Production)
Oppama Challenge –
a “survival strategy” for the Oppama plant to regain production volume. It aims to the world’s top plant
in quality, cost & time by quickly “reforming Monozukuri” through benchmarking with mini cars and LCC
companies and strengthening collaboration between genba (manufacturing shop floor) and engineering.
Internal related departments and our partners (suppliers & logistics companies, etc.) cooperatively
spearhead reformation and promote quick horizontal deployment to plants in and out of Japan. Through
this reformation, all questions about Japanese plant cost competitiveness should be cast aside. It will
greatly contribute to Nissan to improve the level of Monozukuri. With the “world’s top Monozukuri,”
global cars should be introduced so as to break away from a plant exclusive for the domestic market.
NPW – Nissans Production Way

Global strategy of NPW is Oppama Challenge.

Accomplishment of Oppama Challenge –

 7% of cost reduction from current vehicle


 iFA improves returns on investment by 57%
 iFA reduces manpower by 15%
 Strengthen global organization for iFA (288 people)

iFA – Integrated Factory automation


Activities of Oppama Challenge

 Cost reduction by adopting general automobile steel


 Total cost (purchasing, in-bound logistics & in-house costs) reduction
 Cost reduction by logistics sharing and direct delivery

https://www.nissan-
global.com/EN/DOCUMENT/PDF/IREVENT/PRESEN/2008/080228_Oppama_Pre
sentationE.pdf

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