manufacturing, improve the production time as well as boost the quality management of a firm. The section below discusses the steps of the theory of constraints with regards to Nissan Motors. Identification of Constraints-This is the initial step whereby Nissan has to pinpoint both manufacturing and assembly processes which limit the firm from reaching a level of efficiency.
NISSAN ANALYSIS 9 Plan-The second step involves the development of a plan whose role will be to deal with the identified constraints. In this, Nissan Motors can ensure that they collectively bring together human resource aspects such as managers or even staff. These can come up with ideas to help in the implementation of the plan. Direct Resources-The third step complements the second step. In this, it involves the identification of resources as well as assigning each t each level at the firm. Reduction of Effects-in this fourth step, the firm can minimize the negative effects of the various constraints through either the expansion of their capabilities or even offloading tasks. It is critical to have all those implementing the plan to identify each constraint comprehensively. Repetition-The final step stresses on repetition. Nissan Motors should go back to the initial step once the current set of constraints has been dealt with. Using insights from the initial constraints, the whole process can always be streamlined farther. Total Quality Management Total Quality Management Principles are used in operations management to boost different areas in a firm. Bastas & Liyanage (2018) state that the role of Total Quality Management tools is to ensure that any given firm operates optimally. In Nissan Motor’s case, it would be ideal to utilize the Six Sigma Quality techniques in the manufacturing processes. When combined with factors like the empowerment of employees and statistical process control charts, Nissan can end up boosting the quality aspect in its products.
NISSAN ANALYSIS 10 Additionally, Nissan can make use of Deming's 14 management disciplines. Deming's 14 is a leadership model whose strength is on investing in the emotional well-being of employees. In this, Nissan can check at things such as barriers that exist between staff locations as well as fostering self-improvement courses. Moreover, this model advises leaders to avoid the use of slogans or even the dependence on audits to cultivate quality standards at the firm. Bartošová & Hrašková (2015) note that the encouragement of a culture where the human resource is supported to improve themselves results to better teams and hence achievement of goals-both at the individual and the firm level. Data Analysis of Nissan Motors Cause and Effect The case study highlights a period where Nissan Motors underwent the 2011 earthquake in Japan and the consequent response from the firm. As such, the cause and effect analysis shows how the 2012 product line was impacted by the disaster. There were struggles with some of the core suppliers in Japan. The causes involve things such as nature, shipping, and plant technology.
- Winter '16
- Professor Obura Oluoch