Case Study : Nissan Motors And The Japanese Automotive Industry At The Timeghosn

Toyota Motor Manufacturing (TMM), USA Inc. is formed by Toyota Motor Corp (TMC) in 1985 by investing $800 million to build a Plant at Kentucky, USA which will starts production in 1988 of around 200,000 units of Camry Sedan car. The purpose of building a plant is to compete in US market in midsize car which is comprise of one third of total US car market. TMM producing the cars on the same philosophy, methodology and technology, which TMC used to produce cars at their best quality and lowest cost in Japan.

The Aautomobile industry is famous for the cut throat competition from numerous companies all over the world, all trying to outdo each other on numerous platforms. The tThree main competitor industries are the Japanese automobile manufacturers, the German Car makers, and the All American automobile companies. All these companies have plants and facilities in numerous countries all over the world to provide its vast user base easy and ready availability of its cars. Toyota and Honda are the Japanese automobile companies that most American auto company by production and parts. The presence of seven most sold, and in demand vehicles in one of the most advanced countries of the world are not American, at all, is a surprising factor. This statistic is a testament to the cut throat competition that industries have to face from all over the world in order to sustain their position, even in their own local markets. The Japanese vehicles are considered the best of the best, leading the overall market share from all over the world.

This recession hits home with the automobile industry. During this current recession GM is facing the possibility of bankruptcy, but is hoping to be helped out by the government. History

This is a case study analysis on Nissan Canada Inc. (NCI) and its plan to move from a “make to stock” to a “make to order” process and the implementation of NCI’s Integrated Customer Ordering Network (ICON). Involved in the implementation of ICON, NCI is faced with several challenges in the conversion of its outdated ordering process to Manugistics, an Enterprise Resource Planning (ERP) system. (Hunter, 2007)

Chung Ju-yung founded Hyundai Motors in 1967. The main headquarters of this company is based in South Korea. The main area it specializes is automobile industry. They first started with assembling cars and trucks for Ford. The first car they launched was Hyundai Cortina in 1975, which was in tie-up with Ford Company. Just in 2 years period of time they were the 13th largest in the world with the share of 2% in the global retail market.

This paper is reference to provide a draft of a complete research project. So, I provide details for car industry, specifically Al-Futtaim organization. I will analysis the SWOT for Al-Futtaim Company and I will show in issues and challenges. For that, I can found Suggestion for the research. Moreover, I will identify at least three relevant CLOs from semester 7 and 8. My organization for my research is Al-Futtaim Company. The company founder is Majid Al-Futtaim; he has many companies and projects like City Centers, hotels, Emirates Mall, Carrefour and others. I will talk about Al-Futtaim Company which is for cars. It is a big company in the UAE and they have many branches in GCC and Greater Middle East, Australasia, Africa, South East and North Asia and Europe. They established in 1930 until now and they are famous organization.

After the 2011 Earthquake and Tsunami that hit Japan, Nissan was able to recover faster than other leading automobile manufactures, such as Toyota and Honda. Nissan was able to recover so quickly because the company had a crisis plan already in place, which involved international connections, relationships and deals with suppliers. In this essay, Nissan’s operation management functions will be discussed, in addition to the critical path method (CPM) and the program evaluation and review technique (PERT) and how these methods can be fused with the company’s project management.

It has a division organization structure in each industry that it operates viz. agriculture, construction, forestry, turf care, parts, power system, and financial services. Due to its expansion policy, it follows a global operating model wherein it has a global platform service organization structure at the broad level. This report discusses the advantages and disadvantages of the management structure, quality of the board members and the shareholder pattern followed by the organization. The human resource, which is the key element in the fast paced progress of the organization, suggest care and nurture of all the stakeholder viz. employees, suppliers, dealers, and business partners. The Company has a long standing in the industry and hence has a strong brand recognition that suggests reliability, approachability and efficiency in its products and services. The report analyses its value chain and uses Michael Porters five forces to understand its standing in the farm economy as well as in other heavy machinery industry. Finally, the Company has performed well even during recession in the past and current declining farm economy. Although it shows a fall in its net revenue, there has been considerable investment in the past year. Overall, it has impacted the farm economy and aided in the industrialization of many developing countries world over.

Toyota Motor Manufacturing, U.S.A. (TMM) is deviating from the standard assembly line principle of jidoka in an attempt to avoid expenses incurred from stopping the production line for seat quality defects. This deviation has contributed to the inability to identify the root cause of the problem, which has led to decreased run ratios on the line and an excess of defective automobiles in the overflow lot for multiple days. If this problem isn’t fixed quickly, an increased amount of waste will continue to be incurred and customer value will be threatened.

There are different methods to analyse the micro environment of the company but two only three of them are used in this report to analysis the micro element which affect the strategy of the company. The three analysis techniques used to study micro elements affecting the strategy of Mercedes Benz include

• Mission: General Motors is committed to be a leader in providing transportation products and services of such quality that its customers will receive superior value, its employees and business partners will share their success and their shareholders will receive a sustained return on their investment.

In order to evaluate if there is a fit and a possibility of synergy creation between the two companies, Renault and Nissan, we compared the strengths and weaknesses from each

The Mitsubishi Group of Companies is a Japanese conglomerate consisting of a range of autonomous business which shares the Mitsubishi brand, trademark and legacy. The Mitsubishi Company was first established as a shipping firm by Yataro Iwasaki in 1870. The Company bought into coal mining in 1881 by acquiring the Takashima mine and Hashima Island in 1890, using the production to fuel their extensive steamship fleet. They also diversified into shipbuilding, banking, insurance, warehousing and trade. Later diversification carried the organization into such sectors as paper, steel, glass, electric equipment, aircraft, oil, and real estate. As Mitsubishi built a broadly based

Along with other Japanese manufacturers, Nissan was successfully competing on quality, reliability and fuel efficiency. By 1991, Nissan was operating very profitably, producing four of the top ten cars in the world.Nissan management throughout the 1990s, however, had displayed a tendency to emphasize short term market share growth, rather than profitability or long-term strategic success. Nissan was very well known for its advanced engineering and technology, plant productivity, and quality management. During the previous decade, Nissan’s designs had not reflected customer opinion because they assumed that most customers preferred to buy good quality cars rather than stylish, innovative cars. Instead of reinvesting in new product designs as other competitors did, Nissan managers seemed content to continue to harvest the success of proven designs. They tended to put retained earnings into equity of other companies, often suppliers, and into real-estate investments, as part of the Japanese business custom of keiretsu investing. Through these equity stakes in other companies, Ghosn’s predecessors (and Japanese business leaders in general) believed that loyalty and cooperation were fostered between members of the value chain within their keiretsu.

Orientation is a process of introducing a new employee to his or her job & to the organization. There are two types of orientation. Work unit orientation familiarizes the employee the goals of the work unit, clarifies how his or her job contributes to the unit¡¦s goals, & includes an introduction to his / her new co-workers. Organization orientation informs the new employee about the organization¡¦s objectives, history, philosophy, procedures & rules. This should include relevant human resources policies & benefits such as work hours, pay procedures, over time requirements, and fringe benefits. In addition, a tour of the organization¡¦s work facilities is often part of the organization orientation.