Business Development: Case Study Analysis of Nissan's V-3P Program

This case study analyzes Nissan's V-3P program, a system leveraging Siemens PLM Software to enhance product and process innovation. The analysis explores the program's goals, implementation, and impact on the company's performance. It examines the role of the Know-How-CAD system and the importance of employee feedback and training. The study also addresses the use of Teamcenter for record-keeping and the methods for measuring the system's effectiveness, including tracking product quality and user feedback. The case study underscores the significance of the V-3P program in bringing new vehicles to market faster and improving product quality within the automotive industry.

Running head: CASE STUDY ANALYSIS
CASE STUDY ANALYSIS
Name of the Student
Name of the University
Author Note

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CASE STUDY ANALYSIS
Response to Question 1
Nissan utilises a program known as V-3P which is value up for product, process and
program innovation, which has enabled them to win against their automobile competitors.
The V-3P follows two goals which are firstly to bring new vehicles in the market at a faster
rate and secondly to make sure that the quality of the product is increased.
Response to Question 2
The V-3P program is the founded from the Product Lifecycle management technology
from Siemens PLM Software (Edge 2016). This software is based on the Know-How-CAD
system which means that knowledge is captured and reused by the company and involves the
entire team and all the individuals in the company, to make them efficient and innovative,
ranging from design engineers to suppliers.
Response to Question 3
To ensure that the system is implemented properly, daily feedbacks from the team has
to be taken to understand the work progress and also to suggest any changes that might be
needed in the system.
It is mandatory that the employees produce the products on time and of good quality,
but it should also be informed that cost efficient products are made so that the company can
incur savings.
Response to Question 4
Nissan should bring their products quicker into the market with the help of the new
software that they have adopted and also ensure that no extra pressure is given to the
employees in doing so. Nissan should make full use of the software so that good quality
products are delivered into the market.

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CASE STUDY ANALYSIS
Response to Question 5
The company would give proper training sessions about the new software to its
employees so that they can understand how to properly use it and hence make good use of it
in the improvement process and to bring new and quick innovative products into the market.
Response to Question 6
Proper follow-up should be done to measure the performance level of the system and
the employees using the system. The follow-up and feedbacks from the employees would
help in understanding the drawbacks that comes with this system so that it can be rectified for
future use. Another way the system can be measured is by noting the number of problems
that would be reported by the vehicle users after it has been released in the market.
Response to Question 7
Nissan will manage the records and information of the system through the software
which is Teamcenter (Krastyaninov and Khusainov 2016). This software consists of all the
updated information and data about the vehicles which can be derived from a single source.
The software Teamcenter helps the company to make the information of the vehicles
available to all teams if the company for recordkeeping.

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CASE STUDY ANALYSIS
References:
Edge, O.S., 2016. Siemens PLM Software. Siemens Global Website, pp.1996-2013.
Krastyaninov, P.M. and Khusainov, R.M., 2016, June. Selection of equipment for machining
processing of parts using NX and TEAMCENTER programs. In IOP Conference Series:
Materials Science and Engineering (Vol. 134, No. 1, p. 012041). IOP Publishing.