1) Nissan Motor Manufacturing UK Limited (NMUL) is UK’s largest car manufacturing plant which is located near Sunderland in 1986. It has been Europe’s most productive car plant for the past seven years, cars produced include the Almera, Micra and Primera. Over 70% of output is exported to 55 markets worldwide. The landscaped NMUK site incorporates conservation areas, such as ponds, lakes and woodland and currently has 10 onsite wind turbines, producing up to 10% of the energy, required for the plant. The site is located 5 miles from Port of Tyne where international distribution is based. As well as NMUK, Nissan operates four other UK sites. The factory is adjacent to the UK Nissan Distribution Centre (NDS) and has a number of on-site suppliers.
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Continuous flow: is an approach to discrete manufacturing that contrasts with batch production. It is associated with a just-in-time and kanban production approach, and calls for an ongoing examination and improvement efforts which ultimately requires integration of all elements of the production system. The goal is an optimally balanced production line with little waste, the lowest possible cost, on-time and defect-free production.
Lean Management: it is an approach to running an organization that supports the concept of continuous improvement, a long-term approach to work that systematically seeks to achieve small, incremental changes in processes in order to improve efficiency and …show more content…
So NMUK’s training department conducted a training needs analysis to assess individual employee needs and to organize training programmes. They trained employees to develop their skills, encouraged them to make decisions, organized employees into participative teams, developed open-channel, multi directional communication systems, people&technical development, understanding processes, computer skills… to reach their goal. NMUK has a strong Training department and offers a wide range of on and off the job training. Each of the key areas of training helped Nissan to be more productive, technical development gives employees greater technical skills enabling them to work more skillfully and make fewer mistakes. People development improved the ability of an employee to work in a team, to communicate with others, etc.
Achieving high quality enables Nissan to be an efficient and profitable car manufacturer, and of course, quality is not just about meeting the requirements of the end consumer. Creating high quality therefore means making sure that internal and external customers are continually supplied with quality outputs and products. In the quality area, Nissan internalized “going for quality”, so quality&production increased because of each employee controls quality by checking that the
Continuous flow: is an approach to discrete manufacturing that contrasts with batch production. It is associated with a just-in-time and kanban production approach, and calls for an ongoing examination and improvement efforts which ultimately requires integration of all elements of the production system. The goal is an optimally balanced production line with little waste, the lowest possible cost, on-time and defect-free production.
Lean Management: it is an approach to running an organization that supports the concept of continuous improvement, a long-term approach to work that systematically seeks to achieve small, incremental changes in processes in order to improve efficiency and …show more content…
So NMUK’s training department conducted a training needs analysis to assess individual employee needs and to organize training programmes. They trained employees to develop their skills, encouraged them to make decisions, organized employees into participative teams, developed open-channel, multi directional communication systems, people&technical development, understanding processes, computer skills… to reach their goal. NMUK has a strong Training department and offers a wide range of on and off the job training. Each of the key areas of training helped Nissan to be more productive, technical development gives employees greater technical skills enabling them to work more skillfully and make fewer mistakes. People development improved the ability of an employee to work in a team, to communicate with others, etc.
Achieving high quality enables Nissan to be an efficient and profitable car manufacturer, and of course, quality is not just about meeting the requirements of the end consumer. Creating high quality therefore means making sure that internal and external customers are continually supplied with quality outputs and products. In the quality area, Nissan internalized “going for quality”, so quality&production increased because of each employee controls quality by checking that the