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Quality Nissan

In: Business and Management

Submitted By srisuparni
Words 1403
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Kualitas produk adalah apa yang memungkinkan pelanggan untuk mendorong mobil mereka dalam kenyamanan dan ketenangan pikiran dalam jangka panjang.
Untuk mengaktifkan perbaikan nyata dalam kualitas produk, tidak hanya desain fase dan tahap produksi, tetapi juga melalui kemitraan yang kuat dengan pemasok, Nissan adalah meningkatkan komponen kualitas dengan komponen. Nissan melakukan inspeksi tindak lanjut pada kendaraan yang telah di pasar untuk beberapa tahun untuk mengukur daya tahan mereka.

Memperkuat baik desain dan produksi untuk memotong jumlah cacat yang terjadi dalam waktu tiga bulan pembelian.

kualitas desain upgrade

Mobil memiliki sejumlah besar bagian. Sekitar 65 persen dari mereka memiliki nol cacat di masa lalu, dan dari sisa 35 persen telah menyebabkan masalah. Meningkatkan kualitas desain sebelum produksi dimulai adalah salah satu cara penting untuk meningkatkan persentase produk tanpa masalah ke tingkat maksimum. Meningkatkan presisi komponen dalam diagram desain meningkatkan kualitas orang-orang yang masuk ke produksi massal.
Nissan menggunakan metode yang disebut desain review (DR) untuk mengembangkan kualitas tinggi bagian. Selama proses DR, ahli desain bekerja sama untuk meninjau potensi risiko untuk setiap bagian, dan menemukan cara-cara untuk mencegah masalah secara proaktif.
Nissan telah mengadopsi metode DR baru yang memungkinkan inspeksi desain lebih cepat dan lebih akurat. Ini telah secara luas memperluas wilayah DR, dan didukung pengembangan lebih bagian bebas masalah. personil bersertifikat melakukan sesi-sesi DR cepat. Jumlah orang dengan sertifikasi ini telah secara bertahap meningkat di seluruh dunia, sehingga kita lebih mampu menerapkan DR ke berbagai bagian.

kualitas produksi mendorong lebih tinggi pengujian peralatan presisi merupakan bagian integral dari proses produksi di setiap Nissan tanaman dan lini produksi. teknologi digital, seperti pengukuran laser, digunakan untuk memverifikasi perakitan presisi dan kondisi cat, yang kemudian dievaluasi melalui uji jalan. ruang ujian lingkungan kita secara akurat dapat mereproduksi perbedaan regional halus dalam suhu ekstrim dari dan kondisi jalan. Hal ini memungkinkan kita untuk hati-hati menjaga terhadap masalah yang mengalir keluar dari pabrik.
- Untuk memproduksi komponen bebas masalah, kita melaksanakan inspeksi pada tahap diagram desain.
- Sehingga kita tidak pernah mengabaikan bahkan getaran sedikit pun, setiap bagian yang digunakan dalam setiap model mengalami pengujian langsung
- Vibrator Weatherproof dapat dikalibrasi untuk mensimulasikan berbagai kondisi suhu dan permukaan jalan. Dengan pengujian di sini, kita secara proaktif dapat mencegah kebisingan jalan dan masalah lainnya lingkungan berkendara yang berbeda dapat membuat

Pemotongan tingkat kecacatan dengan ini pemasok pilihan jaringan Nissan bagian pemasok memperluas seluruh dunia. Untuk memastikan bahwa kami selalu menerima bagian kualitas dari mereka, kami menerapkan peringkat ke setiap pemasok dan hanya berurusan dengan orang-orang yang mempertahankan peringkat tertentu. Nissan bekerja sama dengan pemasok ini lebih memilih untuk memotong tingkat cacat.
Melalui kemitraan yang kuat dengan pemasok, Nissan adalah meningkatkan komponen kualitas dengan komponen
Kemampuan untuk konsisten sumber komponen presisi-dibangun mendefinisikan kualitas mobil
Mobil adalah produk yang kompleks terdiri dari sejumlah besar komponen-sebanyak sepuluh ribu dari mereka. Dalam kasus Nissan, pemasok dapat memberikan hingga 70 atau 80 persen dari bagian-bagian. Saat ini, kami sumber komponen dari seluruh lima ribu pemasok. Untuk meningkatkan kualitas produk akhir, kita perlu menjaga kualitas setiap komponen. SQA * kegiatan Nissan memastikan bahwa kami secara konsisten menerima komponen berkualitas tinggi dari pemasok.

* Sebuah pemasok adalah vendor atau perusahaan / produsen yang menyediakan bagian untuk produsen.
* SQA, atau Quality Assurance Supply, mengacu pada protokol rinci Nissan mempekerjakan untuk mempertahankan dan meningkatkan kualitas komponen dari pemasok.
Nissan pemasok dari seluruh dunia berkumpul di konferensi kualitas, di mana kita berkomunikasi standar kualitas Nissan dan bertukar pandangan antara pemasok global.

Bertujuan untuk sama, kemitraan yang kuat
Untuk mengamankan pasokan yang konsisten dari komponen berkualitas tinggi, mitra Nissan dengan pemasok yang kuat dan reputasi. Melalui kegiatan SQA kami, kami memperlakukan pemasok kami sebagai mitra bisnis yang sama untuk mencapai hubungan yang saling menguntungkan. Supplier Quality Assurance Group, yang mempromosikan kegiatan SQA, mempekerjakan pandangan objektif dan netral untuk mengevaluasi kebutuhan Nissan desain, produksi Nissan dan bahwa pemasok kami. Tujuannya adalah untuk secara cepat meningkatkan kualitas komponen bersumber dan memperkuat saling pengertian antara tiga entitas yang berpartisipasi. Menetapkan standar dunia, dengan manajemen yang dilakukan pada basis global
Pada awal sejarahnya, Nissan telah berkomitmen untuk menetapkan standar global untuk kualitas komponen dari basis pemasok '. Dengan Renault Alliance, pembentukan sistem manajemen global umum telah dipercepat dengan basis pasokan Aliansi di seluruh dunia. Akibatnya, meskipun kita memiliki berbagai pemasok di berbagai belahan dunia dengan berbagai standar, budaya dan adat istiadat, komponen mereka menyediakan dijamin untuk memenuhi standar kualitas yang ketat Nissan. proprietary sistem jaminan kualitas produk Nissan menjamin kualitas setiap langkah, dari pemasok untuk proses manufaktur.
Meliputi 53 kriteria dasar dan 387 rinci kriteria untuk evaluasi

Setiap komponen dari pemasok kami merupakan produk akhir dari proses manufaktur yang kompleks - termasuk perencanaan dan validasi pengembangan, mengubah cetak biru desain ke dalam prototipe, pengujian kinerja untuk produksi massal akhir. Integral untuk jaminan pemasok adalah ANPQP *, sebuah sistem untuk pengadaan komponen presisi-dibangun. The ANPQP membutuhkan tes kualitas yang akan dilakukan pada setiap komponen, yang dapat mencakup hingga 387 kriteria tergantung pada komponen. Semakin kompleks komponen, yang lebih dekat Nissan harus bekerja dengan pemasok untuk memastikan standar kualitas terpenuhi.

* ANPQP singkatan Kualitas Aliansi Produk Baru Prosedur. Berdasarkan ISO / TS 16949, yang menentukan standar sistem mutu untuk produk otomotif dan komponen, ANPQP adalah standar mutu internal Nissan untuk memastikan pengiriman komponen berkualitas tinggi dari pemasoknya. Memastikan kualitas adalah sangat penting. Nissan telah menciptakan sistem evaluasi pemasok baru.
Sebuah kemitraan yang kuat harus didasarkan pada saling percaya dan menghormati dan satu di mana kedua pasangan maju bersama. Untuk ANPQP untuk berhasil, kita harus terlebih dahulu menentukan kemampuan pemasok untuk menyediakan dan menanggapi umpan balik.
Nissan telah menciptakan sebuah sistem yang disebut ASES *. Sistem ASES berisi 240 kriteria evaluasi untuk menentukan apakah komponen berperingkat "sempurna" atau "cacat", dan membantu untuk mengidentifikasi masalah segera pada tahap manufaktur. Evaluasi ini kualitas yang ketat dilakukan oleh evaluator khusus terlatih yang telah sah bersertifikat. Melalui penerapan sistem mutu ini, Nissan mampu menjamin kualitas yang konsisten dari komponen bersumber.
* ASES, Aliansi Pemasok Evaluasi Standar, digunakan untuk mengevaluasi apakah vendor memenuhi syarat untuk menjadi pemasok yang cocok. Berdasarkan evaluasi 240 kriteria di lima tahap, kita peringkat vendor potensi sebagai salah A, B, C atau D, dan mengukur mereka terhadap pemasok industri peringkat teratas.
Untuk menjaga konsistensi dalam kualitas, Nissan secara berkala melakukan inspeksi pemasoknya
Setelah pelaksanaan ANPQP itu, Nissan menggunakan sistem pemeriksaan untuk memastikan bahwa pemasok mempertahankan tingkat superior jaminan kualitas. Nissan terus memantau pemasoknya melalui scorecard pemasok yang encompasss pengukuran diagnostik seperti kualitas pengiriman dan kualitas pasar. Langkah lainnya adalah melalui ASAS-P, atau Standar Audit Alliance Supplier di Produksi, yang memerlukan pemeriksaan pabrik pemasok '. sistem inspeksi milik Nissan mencakup 170 kriteria yang dirancang untuk menguji sistem kontrol kualitas di pabrik pemasok dan seberapa baik kerjanya. Kedua pemeriksaan berkala memastikan pemasok kami mematuhi sistem yang secara konsisten memberikan komponen superior, dan mendorong pemasok kami untuk terus meningkatkan kualitas. Pemasok Scorecard
Setiap tahun isu Nissan scorecard penilaian dari semua pemasok, dan secara keseluruhan nilai rata-rata mereka meningkatkan dari tahun ke tahun. Pemasok juga diberitahu tentang peringkat perusahaan mereka saat ini, dan berprestasi dihargai Melalui sistem total manajemen kami, kami memastikan kualitas pemasok secara global dan sampai ke detail terkecil.

Seperti kita membangun kemitraan sejati dengan pemasok, kualitas pemasok berkembang dan membaik.

* Untuk membangun kemitraan yang kuat dengan pemasok, perlu ada sistem manajemen, yang memungkinkan untuk komunikasi dua arah, di mana Nissan dapat menentukan kebutuhan kita dan pemasok juga dapat memberikan umpan balik mereka. Untuk mempromosikan komunikasi meningkat, Nissan secara berkala menyelenggarakan konferensi kualitas dengan pemasok kami di seluruh dunia. Konferensi ini mempertemukan manajemen puncak pemasok kami dari Eropa, Amerika Utara dan Jepang, untuk memberikan gambaran global kualitas rantai pasokan. konferensi pemasok seperti mempromosikan pertukaran ide-ide baru, mendiskusikan isu-isu yang berkaitan dengan kualitas dan membangun sistem manajemen mutu yang lebih baik.

* Pertemuan kualitas pemasok global * Memastikan kualitas dari komponen terkecil untuk menciptakan sistem manajemen mutu yang lebih komprehensif dalam kemitraan dengan pemasok

Sebuah mobil berisi sekitar sepuluh ribu komponen. Ambil salah satu komponen terpisah, bagaimanapun, dan Anda akan merasa terdiri dari banyak komponen yang lebih kecil. Kita harus menyadari bahwa kualitas bagian-bagian yang sangat kecil dapat menentukan kualitas keseluruhan mobil.

Merakit komponen tunggal sering melibatkan beberapa produsen, dan sebagian besar pemasok sering mendapatkan bagian dari produsen lain. Nissan mempertahankan komponen grafik rantai pasokan untuk memantau pasokan-rute masing-masing komponen, terutama komponen-komponen penting.

* Sebuah sub-pemasok adalah perusahaan yang memasok berbagai komponen kecil atau memberikan kerjasama teknis khusus dengan pemasok. Komponen Supply Chain Bagan
Ini menunjukkan bagaimana kita memastikan kualitas produk sepanjang rantai pasokan untuk setiap pemasok dan sub-pemasok.…...

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...The Renault and Nissan alliance Renault, the oldest automaker in France, had been nationalized by Charles de Gaulle in 1945. In the late 1990s, its financial performance had been buoyed by a strong European car market, several popular new models, and extensive cost-cutting. So it was time for Renault to find the partners again since merging with Swedish automaker Volvo had failed due to not match objective; internationalization. In 1997, the Asian financial crisis was like the opportunity for Renault. At that time, Nissan, a Japanese company with a famous bureaucratic management style, was a company on the verge of collapse. It faced with the loss of market share and poor returns. For worse, it was in debt and was under the pressure from the bank. These brought Renault and Nissan to ‘The Renault-Nissan Alliance’ in March 1999. The objectives of Renault are to improve the quality and internationalization. Nissan’s objectives are reduce the cost and the debt. In practice, they formed cross-company teams to study and realize synergies across the major functional areas of both firms since the alliance. They combined two nations together. CCTs had to prepare a report on their progress to the Alliance Coordination Bureau (CB) which functions were providing specialized technical advice, trying to resolve companywide policy issues that went beyond a single CCT, and trying to resolve specific conflicts within the CCTs in a given area. CB must make sure decisions are being taken on......

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Nissan Strategic Analyssis

...Nissan Company: Abstract * Nissan is one of the world’s largest automobiles company, * Manufacturing locations in 18 nations and serving in around 160 locations. * In year 2007, Nissan’s Executive Vice President, Tadao Takahashi mentioned its strategy of moving to transnational from multi-domestic so at present Nissan has increased its focus on emerging markets like India and Russia. This presentation aims to evaluate Nissan’s “Go-Global” strategy. In this analysis, we will try to assess the various imperatives that ……… * Company has to operate at multiple locations, * How it chooses among various locations * How it goes about implementing the expansion plan. * Studying Nissan’s global strategy and focusing on its moves specifically in India and Russia. This analysis will conducted by using various analysis tools like porter 5 forces, SWOT analysis, and PESTEL analysis as well value chain and after analysis will suggest the better strategy for betterment of company and for future prospects. Introduction With the increasing trend of globalization and heightened competition, most of the companies at some point of time think of expanding to new locations because of different imperatives ranging from efficiency, growth, competition, knowledge or mix of few. Each company decides its own parameters while making strategic choices of a market or a country NISSAN at a glance: * Nissan is a multinational automaker headquartered in Yokohama,...

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