Nissan not only optimized productions but was also

Nissan changed its
product line in order to be more competitive in the market, the company also
implemented a new model called ” build-to-stock” or build-to-order model that
also simplified its production while contributing significantly to a sale increase. This model offers the best
of both world to the customers from custom
offers to regular line up which resulted
in satisfied customers. Due to the companies
near bankruptcy scare in 1999, the company implemented a risk management strategy that allowed them to focus on early
detection of financial performance while being productive with action items in place.

The company’s diversity is an added strength to its operation management functions
and success because it allowed them to compete in a diverse market with a focus on unique opportunities that are
presented.

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How has Nissan achieved
a competitive advantage using operations management?

Nissan was able to
achieve success with four actionable plan

1.     
Sharing Information

A.   
In the event of a disaster such as the 2011 earthquake
or tsunami, the company’s strategy is to have members from different regions
present to address concerns this proactive approach enabled the company to
address the needs and concerns of stakeholders in a timely manner. 

2.     
Allocating supply

B.    
After any disaster supplies are always limited,
Nissan’s sales, marketing, and regional
supply chain management were able to globally distribute supplies that focused
on marginal goods.

3.     
Managing production

C.    
The company was able to make key adjustments in their production management in various departments in order to
determine the best solutions for productivity during disasters without costly overtime.
By having a planned system in place they were able to not only implement supply
alternatives but also mitigate the reduction of in-transit stocks.

4.     
Empowering action

D.   
Nissan allowed infield
management to make necessary decisions in the best interest of the company
without going through the lengthy and tedious chain management/authority. This
action not only optimized productions but
was also critical in making recovery-related
decisions in a time of disaster.