20-07-2013, 03:17 PM
MANAGEMENT CONTROL SYSTEM
MANAGEMENT CONTROL.docx (Size: 58.57 KB / Downloads: 17)
INTRODUCTION
A management control system (MCS) is a system which gathers and uses information to evaluate the performance of different organizational resources like human, physical, financial and also the organization as a whole considering the organizational strategies. Finally, MCS influences the behavior of organizational resources to implement organizational strategies. MCS might be formal or informal
QUALITY CONTROL AT NISSAN
COMPANY INTRODUCTION
Nissan's footprint in India has been growing steadily since its inception in 2005. Marked by an impressive rise in sales, award-winning quality from locally-built products, an expanding range of innovative cars and a rapidly evolving dealer network the growth underlines the strategic importance of India to Nissan.
Together with its global Alliance partner – Renault, Nissan has made a long-term and large-scale 45 Mn INR investment commitment in a manufacturing plant at Oragadam, Chennai. The Alliance has also invested in a state-of –the-art global R&D center with more than 2000 engineers to support product innovation and customization. NMIPL has appointed Hover Automotive India (HAI) as their sole distributor for India to handle sales and marketing, dealer development, customer relationship management and after sales in India.
Guided by its global Brand commitment "Innovation and Excitement for Everyone" Nissan delivers cutting-edge technology, Innovative design and a rewarding experience to all its customers. In India, Nissan has been constantly expanding innovative and exciting product offerings across hatchback, sports car, SUV and sedan segments. Today, Nissan has strongly positioned three locally produced models – premium hatchback Micra, entry level sedan Sunny and Urban Class Utility Vehicle Evalia. Other existing range of products include the X-Trail (SUV model), the Teana (luxury Sedan) and 370Z (iconic sports car) – all three imported from Japan as CBU (completely built units). NMIPL also commenced exports in September 2010 to more than 100 countries including Europe, Middle East and Africa.
Flow production
Nissan's Sunderland plant is technically highly advanced. It uses sophisticated robotics and computer integrated manufacturing techniques to create a carefully monitored production process that reduces errors to an absolute minimum.
Automated machines can only do so much however; the human element remains vital. Organising an effective flow of production at Nissan has involved developing a way of doing things and an attitude towards work based on giving responsibility to employees at every step. This approach raises employees' morale, and reduces absenteeism, which could severely impact on continuous flow production.
Nissan expects and requires its employees to become multi-skilled decision makers. Most employees also want that for themselves. Reaching that goal involves:
training employees to develop their skills
encouraging them to make decisions
organising employees into participative teams
developing open-channel, multi-directional communication systems
placing quality at the heart of flow production
flexible working practices
providing the employee variety within his/her role.
The open communication policy includes daily face to face meetings between management and employees, a company council, employee surveys, and employees having ready access to the company's intranet system.
The emphasis placed on 'going for quality' means that each employee is responsible both for their own work and the standards of their co-workers. By ensuring management recognises that individuals have this control results in everyone taking the culture on board.
'Going for quality' emphasises 'building good quality in' rather than 'inspecting poor quality out'. Each employee controls quality by checking that the previous job has been done properly.
Total Quality Management
Total Quality Management (TQM) is a key feature of Nissan's way of working. TQM involves making customer satisfaction top priority. Given this goal, everything the organisation and its people do is focused on creating high quality. To achieve this, Nissan has to:
understand customer requirements
consider the processes involved in providing quality, not just the end result
prioritise and standardise tasks to deliver quality
educate all employees to work in this way.
In practical terms TQM involves:
identifying customers and their requirements
establishing and using objectives (targets) for all areas of activity
basing decisions on researched hard facts rather than on hunches
identifying and eliminating the root causes of problems
educating and training employees.
MANAGEMENT CONTROL.docx (Size: 58.57 KB / Downloads: 17)
INTRODUCTION
A management control system (MCS) is a system which gathers and uses information to evaluate the performance of different organizational resources like human, physical, financial and also the organization as a whole considering the organizational strategies. Finally, MCS influences the behavior of organizational resources to implement organizational strategies. MCS might be formal or informal
QUALITY CONTROL AT NISSAN
COMPANY INTRODUCTION
Nissan's footprint in India has been growing steadily since its inception in 2005. Marked by an impressive rise in sales, award-winning quality from locally-built products, an expanding range of innovative cars and a rapidly evolving dealer network the growth underlines the strategic importance of India to Nissan.
Together with its global Alliance partner – Renault, Nissan has made a long-term and large-scale 45 Mn INR investment commitment in a manufacturing plant at Oragadam, Chennai. The Alliance has also invested in a state-of –the-art global R&D center with more than 2000 engineers to support product innovation and customization. NMIPL has appointed Hover Automotive India (HAI) as their sole distributor for India to handle sales and marketing, dealer development, customer relationship management and after sales in India.
Guided by its global Brand commitment "Innovation and Excitement for Everyone" Nissan delivers cutting-edge technology, Innovative design and a rewarding experience to all its customers. In India, Nissan has been constantly expanding innovative and exciting product offerings across hatchback, sports car, SUV and sedan segments. Today, Nissan has strongly positioned three locally produced models – premium hatchback Micra, entry level sedan Sunny and Urban Class Utility Vehicle Evalia. Other existing range of products include the X-Trail (SUV model), the Teana (luxury Sedan) and 370Z (iconic sports car) – all three imported from Japan as CBU (completely built units). NMIPL also commenced exports in September 2010 to more than 100 countries including Europe, Middle East and Africa.
Flow production
Nissan's Sunderland plant is technically highly advanced. It uses sophisticated robotics and computer integrated manufacturing techniques to create a carefully monitored production process that reduces errors to an absolute minimum.
Automated machines can only do so much however; the human element remains vital. Organising an effective flow of production at Nissan has involved developing a way of doing things and an attitude towards work based on giving responsibility to employees at every step. This approach raises employees' morale, and reduces absenteeism, which could severely impact on continuous flow production.
Nissan expects and requires its employees to become multi-skilled decision makers. Most employees also want that for themselves. Reaching that goal involves:
training employees to develop their skills
encouraging them to make decisions
organising employees into participative teams
developing open-channel, multi-directional communication systems
placing quality at the heart of flow production
flexible working practices
providing the employee variety within his/her role.
The open communication policy includes daily face to face meetings between management and employees, a company council, employee surveys, and employees having ready access to the company's intranet system.
The emphasis placed on 'going for quality' means that each employee is responsible both for their own work and the standards of their co-workers. By ensuring management recognises that individuals have this control results in everyone taking the culture on board.
'Going for quality' emphasises 'building good quality in' rather than 'inspecting poor quality out'. Each employee controls quality by checking that the previous job has been done properly.
Total Quality Management
Total Quality Management (TQM) is a key feature of Nissan's way of working. TQM involves making customer satisfaction top priority. Given this goal, everything the organisation and its people do is focused on creating high quality. To achieve this, Nissan has to:
understand customer requirements
consider the processes involved in providing quality, not just the end result
prioritise and standardise tasks to deliver quality
educate all employees to work in this way.
In practical terms TQM involves:
identifying customers and their requirements
establishing and using objectives (targets) for all areas of activity
basing decisions on researched hard facts rather than on hunches
identifying and eliminating the root causes of problems
educating and training employees.