The case study identifies several aspects of the Nissan response that were beneficial. Identify the potential costs and benefits of these actions. What else could Nissan have done to prepare for and respond to the disaster? Articulate the cost and benefits.
• Due to the disaster on the coast of Japan on March 11, 2011 involving several earthquakes, tsunami waves, and nuclear reactor meltdowns, caused a devastating impact for governments, corporations and people around the world. This case particularly talks about Nissan, damage caused to the Company by the earthquake and consequently its response to the disaster. Several protective measures were taken up by the Company post the disaster to gain back the momentum of business operations and
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Such as capacity constraints and dependencies across the Nissan operational network. However, allocating component parts was a critical decision for the Company. Allocation of supplies is another important area of aspect which is to be considered by the Company and seriously looked into. This determines continuity of operations and vigilance. The Company particularly focused on high margin goods for allocating supplies instead of low margin goods. For example, the supply of Integrated Global Positioning System (GPS) was confined to high-end models of cars rather than low-end models. This helps in optimal utilization of scarce resources available, enables manageable supply allocation in different regions and further enhances revenue generation of the Company during the time of such catastrophe. Based on Exhibit 3 in the case study it showed greater revenue likely in the hundreds of millions of Yens, instead of decreasing sales by delaying production of higher cost …show more content…
The well-developed emergency response plan established beforehand helped the Company in making quick decisions after the disaster. Foreseeing situations arising from a major disaster and preparing well for them enabled the Company to take prompt actions when the time came. Management of the Company was empowered to make decisions without any lengthy analysis from a central authority. The Company also used flexible approach by modifying its delegation of authority to speed up critical decision-making process for recovery concerns. One of these decisions includes launching the Global Disaster Control Headquarters after mere 15 minutes of the disaster. The team further, worked upon the situation effectively by assessing damage while overseeing restoration efforts at various facilities. Latest information including details about employees’ safety and damage caused was absorbed and appropriate actions based on this were taken. Hence, the Company used proactive measures post the disaster situations rather than consuming time and delaying decisions which were indispensable. This was possible only through preparing a backup recovery plan well before the disaster, integrating tasks and taking several imperative decisions
As the team compared the different strategies of CarMax and AutoNation, we noticed two different methods of application, each was effective yet differed in application. In a bold move, AutoNation, under new CEO Mike Jackson, followed the CarMax strategy of implementing set prices and eliminating high-pressure sales, (De Wit, & Meyer, 2010). Through creative thinking, AutoNation improved upon their practices by implementing Smart Choice software, which enhanced customer satisfaction by reducing transaction times, (De Wit, & Meyer, 2010). AutoNation captured the competitive edge over CarMax by catering to the automotive manufacturers with a focus on brand versus variety, (De Wit, & Meyer, 2010). The introduction of a new competitor to the market occurred in 2006, called ZAG, (De Wit, & Meyer, 2010).
The National response plan outlines four key actions the disaster coordinator should take. They are gaining and maintaining situational awareness, activate and deploy key resources and capabilities, coordinating response actions and demobilizing. Throughout the response it is essential that responders have access to critical information. During the initial response effort the situation is will change rapidly. Situational awareness starts at the incident site. For this reason it is essential that decision makers have access to the right information at the right time. By establishing an Emergency Operations Center (EOC) all key responders are brought ...
Nissan Canada Inc.’s corporate manager of automobile planning, Dave Richardson (the protagonist), has been approached by the director of ordering for Nissan North America, Eric Caldwell, to examine the new Integrated Customer Order Network as part of the suggested automobile ordering process. This new technology is intended to shift to ordering process from a make –to-stock to a make- to- order system for the Japan and North America operations.
A customer, Sam Monahan, dropped his car off for repair at Cranston Nissan on August 28th, with a quoted repair time of three to four days. The ensuing three weeks consist of a litany of issues involving the repaired vehicle cropping up again and again. It is important to note that none of these issues involved the initial reason for the car being dropped off for servicing. The majority of Sam’s issues were sent to Jim Boyd, the body shop manager. On multiple occasions from September 1st to the 6th, Jim Boyd failed to return the car to Sam in proper working condition, with often one repair creating another issue. After multiple failed attempts and billing issues, Sam began to deal with Ted Simon who is manager of the service department. Ted, as did Jim, promised to make the required repairs and return the car in working order. From September 8th to the 11th, the vehicle was still not returned to a suitable condition and contained delays from ordering parts and poor quality control. Jim had since passed his responsibilities to a worker in named Larry in the shop. Finally, on September 13th the vehicle was returned to Sam but still not fully repaired until the last minute.
I. (Gain Attention and Interest): March 11, 2011. 2:45 pm. Operations at the Fukushima Daiichi Nuclear Power Plant continued as usual. At 2:46 pm a massive 9.0 earthquake strikes the island of Japan. All nuclear reactors on the island shut down automatically as a response to the earthquake. At Fukushima, emergency procedures are automatically enabled to shut down reactors and cool spent nuclear fuel before it melts-down in a catastrophic explosion. The situation seems under control, emergency diesel generators located in the basement of the plant activate and workers breathe a sigh of relief that the reactors are stabilizing. Then 41 minutes later at 3:27 pm the unthinkable occurs. As workers monitored the situation from within the plant, citizens from the adjacent town ran from the coastline as a 49 foot tsunami approached. The tsunami came swiftly and flooded the coastline situated Fukushima plant. Emergency generators were destroyed and cooling systems failed. Within hours, a chain of events led to an explosion of reactor 1 of the plant. One by one in the subsequent days reactors 2, and 3 suffered similar fates as explosions destroyed containment cases and the structures surrounding the reactors (Fukushima Accident). Intense amount...
Every disaster incident that occurs, varies in size and complexity based upon on the elements involved. However, through effective planning and use of the Incident Command System (ICS), agencies involved can coordinate a unified response to address all-hazards. One example incident which used ICS was the Duke Energy Diesel Spill of August 19th, 2014. First, to become familiar of with ICS, a brief history of its inception and how it is utilized to address any hazards will be provided. Then, a summary of the Duke Energy Diesel Spill incident will be provided. Afterward, an examination will be conducted into the utilization of ICS during the Duke Energy Diesel Spill. Overall, by better understanding the utilization of ICS, agencies can be better
...s begun taking active roles in numerous ways. The culmination of these events have severely altered the way Japanese people view their government, nuclear energy, and the status of their nation. The future of nuclear power, at this point, is going to steadily decline in Japan due to the disaster and its major lack of support. If the Japanese government chooses to follow the desires of its citizens and break away from this large use of nuclear power, Japan’s security and energy policies will transform immensely. Japan’s means for energy will no longer be manipulated and under the control of large businesses profiting or the influence of other countries in the global sphere. Additionally, the country will have to decide whether to rely environmentally unhealthy and risky nuclear power and imported resources, or to delve into alternative green energy sources.
March 11, 2011 rocked the peace and brought the world to its knees while witnessing one of the largest energy disasters in history, the Fukushima Accident. This disaster occurred because of a tsunami that resulted from a magnitude 9.0 earthquake. Failed safety protocol for tsunami resistance led to the meltdown of three of the six nuclear reactors resulting in the emission of a substantial amount of radioactive material. In response to this grave incident, President Barack Obama addressed his “Speech on Japan” to the Americans and Japanese affected by this horrific event. Obama delivered this speech in hopes of implanting the idea of safety within the mindsets of his listeners and reassuring success for the future. Barack Obama behests a hopeful atmosphere through demonstrating careful consolation of the people affected and explicating confidence in the recovery of Japan.
The principle of Best Position entails improvement of Honda’s global competitiveness. For Honda and their suppliers to improve in global competitiveness, they need to have a plan. Modine and most U.S. firms need further development in the process of planning. Instead of
Disaster Recovery Planning is the critical factor that can prevent headaches or nightmares experienced by an organization in times of disaster. Having a disaster recovery plan marks the difference between organizations that can successfully manage crises with minimal cost, effort and with maximum speed, and those organizations that cannot. By having back-up plans, not only for equipment and network recovery, but also detailed disaster recovery plans that precisely outline what steps each person involved in recovery efforts should undertake, an organization can improve their recovery time and minimize the disrupted time for their normal business functions. Thus it is essential that disaster recovery plans are carefully laid out and carefully updated regularly. Part of the plan should include a system where regular training occurs for network engineers and managers. In the disaster recovery process extra attention should also be paid to training any new employees who will have a critical role in this function. Also, the plan should require having the appropriate people actually practice what they would do to help recover business function should a disaster occur. Some organizations find it helpful to do this on a quarterly or semi-annual basis so that the plan stays current with the organization’s needs.
and other buildings have been totally or partially destroyed or damaged. The negative effects of the earthquake and tsunami are being founded by the continuing crisis at the Fukushima nuclear reactors and the resulting radioactive contamination and shortages of electricity. The continuing aftershocks caused extensive damage to infrastructure, homes, manufacturing plants, and other buildings. In addition, the damage in the agricultural and marine resources were tremendously huge. Japanese not only lost the income from exporting and trading, but they also lost the ability to self sustain.
On the Friday, 11 march of 2011, Japan was struck by a massive Tsunami and a 9.0 magnitude earthquake off the coast of Tōhoku. The destruction caused by this mammoth natural disaster was indescribable, the cost of the damage done was estimated to about tens of billions of US dollars, coastal settlements were wrecked inhabitable and businesses as well as infrastructures are also put out of business. It was one of the largest crisis japan has seen on its own land in the century. Moments after the great disaster, appeared Japan’s underworld, the Yakuza. They were the first responders on the scene (faster than the NPA, National Police Agency), even aid agencies took days to arrive on scene, handing out water and food supplies to survivors.
The company experienced a natural disaster that resulted in six production facilities and about 50 of its critical suppliers being impaired on March 11, 2011 (Schmidt, 2013). What helped maintain their value and success, was being prepared for this tragic 9.0 earthquake a year prior to the tragic event (Schmidt, 2013). The company had implemented an earthquake emergency response plan. This was implemented, so they would be able to rebuild, resume and provide the service, which customers had grown to know, while maintaining their competitive edge. They took a bottom-up approach to implement the necessary changes, by getting two employees from each facility to discuss daily operation, processes, warehouse, inventory and address any operational concerns that were present or may arise from all stakeholders.(William Schmidt, 2013). This allowed them to get all the information they would need to make an emergency response plan that ensured their survival through collaboration.
The death toll climbs to over 10,000 and is still rising (Branigan 2). The disaster in Japan began without warning on Friday March 11, 2011 at 2:46pm with a 9.0 magnitude earthquake, the strongest ever recorded in the country (Fackler 3). A massive thirty-three foot high tsunami, generated by the earthquake, swept over lands in northern Japan, taking objects and debris with it. To make matters worse, the tsunami caused the cooling systems at several nuclear power plants to fail. The disaster in Japan was a tragic event, and it had a plethora of causes and effects.
The government must keep an eye on all the disasters that occurs in the particular area and the officials in that area should be given all the powers for the efficient delivery of their duties. The interaction mechanism between the people and officials should be transparent. Every individual in the area should have a complete idea on the things that are to be followed in case of emergency situation.