Analysing the Nissan Motor Case Study

Theories and Techniques
Just in time is an inventory strategy employed to increase efficiency and decrease wastes by receiving goods only when they are needed in the production process. Toyota Production System (TPS) is a production system that provides the best quality, lowest cost, and shortest lead time by eliminating waste (Chiarini & Vagnoni, 2015). TPS comprises of two pillars, namely just in time and jidoka. Lean production is a systematic method of minimizing waste within a manufacturing system without having to sacrifice on productivity. These three concepts are related in that they are all aimed towards the reduction and elimination of waste within the production system. The three concepts are mainly employed by manufacturing companies to improve their productivity. The advantages that Nissan gained from using the just in time strategy is that the company was able to rapidly increase its production and exports. The disadvantage of just in time to Nissan is that there were no spares available for meeting any unexpected demand. The advantage of using the TPS system at Nissan is that the company could have a close supply chain control ensuring that problems are identified easily and earlier. The disadvantage of TPS is that it is costly to implement the system and requires the dismantling of the existing systems. Lean production offered Nissan an advantage of reduced warehouse needs thus saving on space and allowing the company to add new product lines.
Sustainability
The triple bottom line measures the company's degree of social responsibility, its environmental impact, and its economic value. Social responsibility refers to the fair treatment of employees, as well as having favorable practices in the communities where the company conducts its business. This component would ensure the company is responsible for its employees and the community. Environmental responsibility ensures that a company employs sustainable practices and reduces its impact on the environment. Nissan should ensure that it has proactive recycling initiatives and manufactures vehicles that have minimal effect on the environment. Economic value refers to the company's financial bottom. Demonstrating that it is socially and environmentally responsible would give the company a positive image and people would be willing to purchase its products.
ISO 14000 comprises a series of environmental management standards that have been developed as guidelines for companies that want to systematize and improve on their environmental management efforts (Wiengarten, Pagell, & Fynes, 2013). Integrating ISO 14000 would begin with the implementation of an environmental management system (EMS). The system would allow the company to monitor its environmental impact and issues within the company. Management would begin by accessing how the current operation of the company are affecting the environment, comply with the applicable laws, and regulations, and then continually improve upon the company's environmental impact. Implementing this in its manufacturing plants will ensure that Nissan is able to produce environmentally friendly vehicles and the facilities would have a reduced impact on the environment.
Nissan can integrate corporate responsibility principles into its operations by creating awareness through campaigns on corporate social responsibility. These campaigns would be targeted towards the benefits of CSR and how employees and other stakeholders could benefit from CSR. The company could also sensitize the employees and stakeholders on CSR principles, create penalties for employees and stakeholders who go against the laid-out requirements. Rewards could also be used to motivate and encourage the employees to participate in CSR activities. The company's structure, strategies, and policies should also be aligned to CSR. The most effective one would be aligning structure, strategies, and policies of the company to CSR because it would ensure that the company adheres to the laid-out CSR principles, and it also makes it easy for the company to follow the principles.


References
Chiarini, A., & Vagnoni, E. (2015). World-class manufacturing by Fiat. Comparison with Toyota production system from a strategic management, management accounting, operations management and performance measurement dimension. International Journal of Production Research, 53(2), 590-606.
Wiengarten, F., Pagell, M., & Fynes, B. (2013). ISO 14000 certification and investments in environmental supply chain management practices: identifying differences in motivation and adoption levels between Western European and North American companies. Journal of Cleaner Production, 56, 18-28.