Operations Management Functions and Techniques at Nissan Motor Company
Added on -2019-09-16
This article discusses the operations management functions used by Nissan Motor Company to achieve competitive advantage and value for customers. It also covers the theories and techniques used for project management and risk reduction strategies. The article highlights the significance of decentralized supply structure, diversity as a source of management strategy, and risk and emergent response as crucial functions of operations management. It also discusses the use of PERT and CPM techniques for project management and the steps involved in developing a forecasting system. The article concludes with risk reduction strategies for supply chain disruptions caused by natural disasters.
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QSO 300 Final Project Milestone1.Generating ValueA.The use of operations management functions by Nissan Motor Company has been done by considering the crucial aspects. The decentralized supply structure is significant. The consideration of diversity as a source of management strategy. Risk and emergent response emerges as a crucial function as part of operations management. The production management at Nissan too was increased to the requisite levels (Bromiley, P., & Rau, D., 2016). The stock in transit inventory prevalent at Nissan Motor aided in reduction of the production bottlenecks. B.The company is able to achieve the completive advantage with the deployment of resources in an appropriate manner. The shift is focused towards the demand. With the sales corrective actions taken and various strategies deployed, Nissan was able to achieve the needed level. Nisan prepared itself for the challenges. There were collective actions taken which followed the rapid changing environment for the company. There were consolidations along with terminations and new sale points.C.With the comparison done for the service operations and manufacturing operations at the company, the lowered cost of production of goods and the sales too at lower prices gave it higher sales margins. This was synchronized with the manufacturing operations too at company. The production line was slow with the similar consideration. The creation of mission and vision both by the service operations and manufacturing operations is significant. The contrast in both the service operations and manufacturing operations can be witnessed with the different elements operational in the environment. The planning done from the service operations
involves greater planning to impact the customer mindset. With the efforts taken with the manufacturing operations, the company considered stock in transit as the inventory mode. The operations provide value to the customers with ascertaining the demand and the timeliness improved. Part 2Theories & TechniquesA.While PERT is a technique that has basis of project management, wherein the projects are handled with respect to various activities. CPM is associated as a statistical technique of PM that aids in the management of activities in the project. While CPM is activity oriented, PERT is event oriented (Mazlum, M., & Güneri, A. F., 2015). The PERT over CPM would be favored by the projects - Allocation of supply and managing the production with the inventory strategies in the production. Favoring of CPM over PERT at the company would be restricted to time estimations done for production. Also controlling disasters can be organized.B.The steps to develop forecasting system encompass problem definition, gathering of information and preliminary analysis done. The fourth step is linked to choosing the appropriate fitting model. The last step involves using the evaluation forecastingC.Implementing the forecasting system for the top selling product will render benefits. The production of higher quality levels in cars while keeping the margins also considered. The increase in demand felt for the vehicle is bound to grow too. The major categories of supply chain risk include the supply risk, operational risk, risk
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