Case Study : Nissan Motor Company Ltd

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Milestone #1 – Managing Operations Jonathan Wronski Southern New Hampshire University QSO-300 April 23, 2016 Using the case study titled Nissan Motor Company Ltd.: Building Operational Resiliency (Schmidt, Simchi-Levi, 2013), the goal of this paper is to evaluate how Nissan uses operations management functions to provide products and generate value for its customers and achieve a competitive advantage, and will compare and contrast service operations and manufacturing operations. This paper will also compare and contrast the project management techniques of PERT and CPM at Nissan, explain the steps used to develop a forecasting system, and list the major categories of supply chain risk. Operations management is the set of activities that creates value in the form of goods or services by transforming inputs into outputs (Heizer, Render, n.d.). Operations managers use the processes of planning, organizing, staffing, leading, and controlling in making decisions in the operations management function. Nissan used these processes during the recovery from the 9.0 magnitude earthquake that struck off of the coast of Japan on March 11, 2011. Nissan had an earthquake emergency-response plan in place prior to the 2011 earthquake which included a priority based on human life, prevention of follow-on disasters, rapid disaster recovery, and business continuity and created a designated Global Disaster Headquarters, headed by its chief operating officer, that was responsible
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