Professional Documents
Culture Documents
Globalization
Geographic expansion (Russia, India, Morocco, etc.)
()
UK
Spain
Morocco
Zhengzhou
KyushuTochigi
Oppama
Xiangfan
India Guangzhou Hiratsuka
Iran
Egypt
Taiwan
Thailand
Philippines
Kenya
Malaysia
Indonesia
Russia
Smyrna
Canton
Aguascalientes
Cuernavaca
South
Africa
Renault de
Brazil
Vehicle plant
KD: Knock Down plant
Vehicle
Vehicle assembly
assembly plant
plant(incl.
(incl.KD)
KD):: 26
26
Powertrain
Powertrain plant
plant :: 25
25
Globalization
Overview
Aim
Efficient
global production
Flexibility
Issue
Measures
Minimum investment
Standardization
of hardware
(NIMS)
All-out
waste elimination
Douki-seisan
(synchronized
production)
Global production
preparation activities
(4G)
New development
process (V3P)
Plant
competitiveness
improvement
Benchmarking
activity
Information sharing
through intranet
Global No.1
challenge activity
UK
Spain
China
North America
Japan
Pathfinder
Thailand
Taiwan
Mexico
Altima
Navara
Malaysia
Indonesia
South Africa
Plant with NIMS introduced
Global strategy of Nissan Production Way
Basic constitution
improvement
4G
Strategies
Global
Training
Center
Start of production
Prototype quality
improvement
Launching support
Global
Production
Engineering
Center
Global
Launching
Expert
Global
Package
Design
Center
Global strategy of Nissan Production Way
Engineering trial
GPEC
Start of production
Data transfer
Know-how
<Digital process>
<Physical process>
Plant A
Plant B
Plant C
Digital process
Digital packaging
design
Start of production
Physical confirmation
Vibration test
Control indicator
Design Standard Volume: Part volume * part pilling property
Design Standard Volume Ratio Actual packaging style/DSV
Trial, production
preparation support
Kaizen improvements
Initial quality
control support
Solve problems
Site organization
Press
Body
Final
Genba Kanri
Function
847 of
registrant
(as of FY07)
Quality analysis
Quality variance
Vehicle QA
Part QA
Equipment reliability
SCM/logistics
10
V3P
Die design
Finishing
Processing
NC data creation
Completion
Simultaneous
engineering
with design
Forming simulation
Knowledge management
Measurement
Completion
44% reduction
Processing
Accomplishment
report of Oppama Challenge
11
V3P
Study of early production start by utilizing digitalization
Production trial
Engineering trial
Plastic
Conventionally,
evaluate with actual
equipment & prototype
Press
Plastic
T&C
Engine
T&C
Paint
Body
Paint
Body
Press
Start of production
Engine
Current:
evaluate virtually
Global strategy of Nissan Production Way
12
e-room
(global information sharing area)
Company intranet
Mexico:
Aguascalientes plant
Affiliates
13
Plant
Title
Oppama
plant
Tochigi
plant
Kyushu
plant
Yokohama
plant
Iwaki plant
Aim
Oppama Challenge
C: Cost challenge
Q: Quality challenge
Kyushu Plant
Challenge
T: Douki-seisan challenge
Yokohama Challenge
VQ Challenge
14
<Future>
Production capability
QCT
A
B
<Current>
D
D
C
C
B
C
E
A B
E
D
A
a
Opp
E C
E
B
C
C
D
a
Opp
ma
ma
C
HHCCC
C
LLCCC
15
16
350
300
Export
Domestic
250
200
150
100
50
0
92
93
94
95
96
97
98
99
'00
'01
'02
'03
'04
05
'06
'07
17
Oppama Challenge is :
Worlds top Monozukuri
a survival strategy for the Oppama plant to regain production
volume.
It aims to the worlds top plant in quality, cost & time by quickly
reforming Monozukuri through benchmarking with mini cars and
LCC companies and strengthening collaboration between genba
(manufacturing shop floor) and engineering.
Internal related departments and our partners (suppliers & logistics
companies, etc.) cooperatively spearhead reformation and promote
quick horizontal deployment to plants in and out of Japan.
Through this reformation, all questions about Japanese plant cost
competitiveness should be cast aside. It will greatly contribute to
Nissan to improve the level of Monozukuri.
With the worlds top Monozukuri, global cars should be
introduced so as to break away from a plant exclusive for the
domestic market.
Global strategy of Nissan Production Way
18
19
20
- 7
Oppama Challenge
454 kaizen items
Next generation
model
Current model
Global strategy of Nissan Production Way
21
Return on investment
+57%
157
100
Conventional
iFA
22
15
25
Manpower
19
75
81
Low/non value added operation
Value added operation
Low value added:
carrying parts, temporary parts placement, etc.
Non value added: squatting, bending, etc.
Conventional
iFA
23
2Q
3Q
4Q
06/1Q
2Q
3Q
4Q
07/1Q
2Q
3Q
4Q
(Jan. 08 result)
24
UK: 63 people
US: 63 people
Spain: 44 people
Mexico: 21 people
25
26
What is iFA?
integrated Factory Automation
Integration
9
9
9
Integration of process
27
What is iFA?
Smooth material flow & low cost automation
28
Assembly operation
Select/identify parts
Walk to pick up parts
Return empty boxes
Waste
Look
Look into
into material
material flow
flow
Global strategy of Nissan Production Way
29
30
<Oppama plant>
UK
MFG Sec.
Spain
Facilities
Maintenance
Sec.
MFG Dept.
General Mgr
China
Mexico
Kyushu
plant
Tochigi
plant
US
iFA
Project Team
Engineering
Sec.
Global strategy of Nissan Production Way
Production
Control Sec.
Nissan
Shatai
Production
Engineering
31
32
Transition of adopting
in-house press parts
Study of corrugation
through forming simulation
95%
74%
Current
Next
generation
Global strategy of Nissan Production Way
33
SNP=2 (0.038m3/unit)
Current model
SNP=16 (0.004m3/unit)
Next generation
34
Current
Devanning
Tier1 Plant
Port
Honmoku
Container
NCIC
Devanning
Devanning
Devanning
Port
Tier2 Plant
Tier1
Devanning
Container
Port
Other
company
Oppama plant
Logistics
responsibility
NISSAN
Supplier
Global strategy of Nissan Production Way
35
Container
Port
NCIC
Devanning
Port
PLC
Near/On/In
site
Tier1 Plant
Port
Oppama plant
Logistics
responsibility
NISSAN
36