to measure production times and delivery of orders in addition to required raw

To measure production times and delivery of orders in

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to measure production times and delivery of orders in addition to required raw material from its suppliers. Part B PERT and CPM are controls utilized in monitoring the development of projects. Despite having similar goals, PERT is more comprehensive and uses three-time approximation with regards to all aspects of a project while CPM outlines that unrelated aspects of a project should be acknowledged though they may not be subject to deviations. For example, Nissan may be contracted to produce a unique car model in a satellite facility within Japan. Since this project
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NISSAN ANAYSIS 4 differs from normal operations, PERT is ideal since it enables the scrutiny of the entire project from start to rolling off vehicles. This methodology gives managers the tools required to plan all stages the production process (time requirements, budget allocations, and resources) to guarantee efficiency, minimize time wasted, and produce affordable quality cars ( Hill, 2017). In contrast, CPM can be used in the manufacture of car models that were successful. The methodology does not require close supervision of project phases, which can help Nissan reduce workforce time thereby generating more profit. Part C First come first served is the leading priority rule in job sequencing. This rule mostly benefits customers who make their orders promptly but is disadvantageous because it results in long lead times for clients in case they are unable to make timely orders. The subsequent rule, shortest processing times, advocates the prioritization of takes that require short times to process. The main advantage is that small and simple orders are processed fast while big and complicated orders may require longer times to process ( Buckley & Ghauri, 2015). Earliest due dates, the third rule, focuses on the allocation of tasks that come in early. This rule prioritizes orders with expedited due dates but is disadvantageous to customers who make orders but fail to request expedited services. The final rule is longest processing time. This rule prioritizes orders with long times to process, which advantages big and complex orders at the expense of basic and small orders. Part D The constraints theory is a model, which deals with issues that may limit a firm’s capacity to meet its objectives. Nissan can adopt this framework in its production process to guarantee that it has vital materials for creating its cars. Applying this concept to an issue such as failure of
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NISSAN ANAYSIS 5 a supplier to deliver goods can help Nissan minimize down times thereby warranting stable revenue inflows. The first step in process entails identifying the constraint whereby Nissan realizes that a supplier of its X-Trail body parts is unable to deliver parts due to a tsunami. The second part, developing a plan, would necessitate Nissan to order similar parts from another supplier who is not affected by the tsunami. The third phase, focusing resources to achieve step two, would require Nissan to arrange for the new delivery based on its manufacturing schedules ( Toma & Marinescu, 2013). The subsequent step involves minimizing the effects of the problem by notifying affected units to ensure that production is slowed until the delivery is made. When
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  • Fall '15
  • Mr. Njoroge
  • Ford Motor Company, Nissan Motors, Nissan Motor, NISSAN ANAYSIS

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