Lca of Nissan

In: Business and Management

Submitted By Mini12
Words 1239
Pages 5
Individual Assignment 2: LCA of two products
Life Cycle Assessment of Nissan Cars

*ASR: Automobile Shredder Residue. ASR is what remains after material recycling is done to recover as much ferrous and non-ferrous metallic material as possible from the automobile shredder residue.
Nissan conducted LCAs since the early 1990s, and made quantitative comparisons to understand the environmental impact of materials that were changed in the following parts. * Radiators * Air conditioners * Front-end modules * Back doors
Based on the results of the LCA Project carried out by the LCA Committee of the Japan Automobile Manufacturers Association from October 1997 to March 2001, Nissan reviewed in-house LCA methods and calculated results for major models. * May 2005: Inventory analysis was certified as being in accordance with the LCA method stipulated in JIS Q14040 by the Japan Environmental Management Association for Industry.
Models that have undergone LCA: Skyline (made in Japan), Dualis (made in England)
To develop more environmentally-friendly vehicles, LCAs are also conducted for new technologies that are introduced. These results are used to achieve the goals set out in the Nissan Green Program 2010* and the Nissan QCT-C* management policy, which clarify our environmental efforts. * *Nissan Green Program 2010: An environmental program that establishes activity plans and specific numerical targets for Nissan to achieve by 2010. * *QCT-C: Quality, Cost, Time - CO2. A Nissan management policy that aims to achieve higher quality at reasonable cost, shorter times, and with fewer CO2 emissions.
Life cycle CO2 emissions of Electric Vehicle Nissan LEAF

Nissan LEAF reduced CO2 emissions by approximately 40% compared with a comparable gasoline vehicle on the basis of LCA, as verified by Japan…...

Similar Documents

Nissan Case

...1. To enlist support from the employees, I think a shared vision and a clear strategy is key success factors. One of the fundamental problems when Carlos Ghosn arrived at Nissan was the lack of vision from management. By a restructuring in the organization and the grouping of Cross Functional Teams, I believe that the explaining and communication sharing, hereunder common vision, across the entire company was improved. Next step was the formulation of the new strategy. When formulating a strategy it is very important to choose a strategy that is compatible with the organizational culture. It is my opinion that Carlos Ghosn succeeds with the adaption of strategy into organizational structure, by letting the employees in the CFT’s create the strategy themselves, or at least be a big part of the strategy creation. In order to achieve an effective strategy execution you need to adapt the culture to the selected strategy. By reaching to conclusions of plant closures and employee reductions, I think that the CFT’s managed to adapt the culture to the selected strategy. Overall Carlos Ghosn experienced a willingness of the Nissan employees at all levels to change their mindset and embrace new ideas. In my opinion Carlos succeeded in enlisting different parts of the organization, because he created and communicated a shared vision and included many of the employees in the new strategy and the underlying process. The employees in the Cross Functional Teams and......

Words: 916 - Pages: 4

Nissan in Uae

...Nissan in UAE 1. UAE and Nissan (patrol) UAE and patrol are closely connected with each other. It is said that 49 percent of large SUV cars in UAE is patrol, and even when financial crisis hit the UAE, patrol kept its popularity and was not influenced very much. 2. Identify the purpose the vision and scope of activities of the firm. “Since its founding, our company has been aiming to enrich society through car making. Our goal is to be a "good corporate citizen," constantly winning the trust and respect of the international community. Continuing in the 21st century, we aim for stable long-term growth, while striving for harmony with people, society and the environment. Under Nissan's Guiding Principles, we practice openness and fairness in our corporate activities, strive for cleaner and safer car making, and work to make the earth a better place to live. We would like to thank everyone for their continuing support.” (“Message from Top Management”, Also, “For a country that offers a unique off-road experience, Nissan has an impressive line-up of 4 x4s. From the fun machine Nissan patrol, to the affordable Prado, the mighty Nissan and the all new Fortuner, Nissan continues to lead the way.” (“Nissan in UAE”, 3. Identify the capabilities that enable firm to fulfill its purpose. “Nissan Production System”  Jidoka—......

Words: 880 - Pages: 4

Nissan Electronic Car Strategy

...1. Explain Nissans strategy in EVs including the Alliance? EVs, the electronic vehicle that Nissan brought to the market. This kind of vehicle can use electric energy instead of gas as the power of engine. It is a special new technology which is energy saving. The main strategies include business strategy, global strategy and corporate strategy includeing the alliance. Nissan's business strategy of EVs is differentiation. Because of the feature of Nissan's product is different from most of products in other vehicle company. It's a new technology which is all electric vehicle and zero emission. Unlike several companies, Nissan does not choose to produce hybird vehicles like HEV and PHEV. Instead, Nissan focused on complete electronic vehicle like the model of LEAF. Nissan also has two of its own business models for their EVs. The first one is to sell the car and the battery at one unit, which is same with other auto makers. But the second one is sell the car and leasing the batteries which is unique. In terms of reputation based on social culture, it's all win. Since the LEAF is good for environment and good for public. On the other hand, Nissan does not selling low price as their strategy in order to attract customers. Instead, Nissan focuses more on service. It said that in essence it was selling a car......

Words: 1301 - Pages: 6

Nissan Leaf - Manufacture Costs

...Manufacturing Section Production line The production process for Nissan Leaf vehicles is similar to gasoline-fuelled cars, comprising the following steps: 1. Stamping: Steel sheets in coils or blanks arrive and pass thought a quality control. Then they are conformed in presses up to 3000 tons, programmed with the specific dimensions of the parts that form the vehicle. 2. Body Shop: Mounting car body. 3. Painting 4. Assembly: About 3000 pieces are inserted. Only 10% of this process is robotized. The battery manufacturing happens at the same time as this process, only in a different facility, with a capacity of production of 80,000 units per year. STAMPING BODY SHOP ASSEMBLY PAINTING STAMPING BODY SHOP ASSEMBLY PAINTING BATTERY MANUFACTURE BATTERY MANUFACTURE Costs For the fixed costs, it is considered that there is already a plant of gasoline-fuelled Nissan vehicles where the Nissan Leaf will be produced, since the only difference in the production line is the manufacture of the battery and other electrical components, because the body comes on the same assembly line as the other cars. So the costs building cost is the installation of a facility to make the advanced lithium-ion batteries with a production capacity of 50.000 units/years, which will also serve Nissan’s electric car partner, Renault, making it cheaper. For cost reduction, some components of the car will be outsourced as: wheels, tyres, windows, accessories, etc. In the......

Words: 1018 - Pages: 5

Ghandara Nissan

...Company Performance 2008 Operational Performance: Nissan Diesel PKD series have been the Company's main strength. A new model PKD-411E Euro1 Turbo Charged, 220 HP 4x2 Truck Tractor has been introduced, which has been well received in the market. The overall sale volume of Trucks and Buses has increased from 919 to 1,121 units which is 22% higher than the preceding year. The Company is also planning to introduce CWM-454 - 320-HP Turbo charged 6x4 Truck with inter-cooler Euro-II engine to meet the customers' requirement, this segment is growing, and will help to increase the sales volume and revenue. During the year the Company sold 451 units as against 393 units last year of Passenger Cars and SUVs in CBU condition. The Company imported Nissan Passenger Cars and SUVs on a limited scale. Models which do not fall under the CKD assembly plan will continue to be imported. Under the Contract Assembly Agreements, the Company produced 2,591 units of Land Rover, Chevrolet, Isuzu and Kamaz as against 2,838 units last year. Financial Performance: The financial results of the company for the year ended 30th June 2008 shows that the Net Profit after tax has been Rs.178 million as against Rs.187 million last year. The decline in profit is mainly due to unfavorable exchange rate, despite the fact that sales were higher. Also the Earnings per share also show a decline to Rs.3.96 as against Rs.4.16 HR & Remuneration Performance: The Board in its meeting has approved the......

Words: 1323 - Pages: 6

Renault-Nissan Alliance

...Renault-Nissan Alliance is a strategic Franco-Japanese partnership between automobile manufacturers Renault, based in Paris, France, and Nissan, based in Yokohama, Japan, which together sell more than 10% cars worldwide.[1] The companies, which have been strategic partners since 1999, have nearly 350,000 employees and control six major brands: Renault, Nissan, Infiniti, Renault Samsung Motors, Dacia and Lada.[2] The car group sold 8.1 million cars worldwide in 2012, behind Toyota, General Motors and Volkswagen for total volume.[3] The strategic partnership between Renault and Nissan is not a merger or an acquisition. The two companies are joined together through a cross-shareholding agreement. The structure was unique in the auto industry during the 1990s consolidation trend and later served as a model for General Motors and PSA Peugeot Citroën,[4] PSA Peugeot Citroën and Mitsubishi, and Volkswagen and Suzuki,[5] though the later combination failed.[6] The Alliance itself has broadened its scope substantially, forming additional partnerships with automakers including Germany's Daimler, China's Dongfeng Motor, and Russia's AvtoVAZ. Corporate Structure and Strategy The Alliance is a strategic partnership based on the rationale that, due to substantial cross-shareholding investments, each company acts in the financial interest of the other—while maintaining individual brand identities and independent corporate cultures. Renault currently has a 44.4 percent stake in Nissan,......

Words: 1383 - Pages: 6

Nissan Renault

...Renault/Nissan: The Making of a Global Alliance Prepared By: Jason Park & Isaac Hattem Why is Renault seeking a strategic partner? What are Renault’s strengths and weaknesses in seeking a partner? The most successful strategic alliances are between companies with complementary strengths and weaknesses. Renault has been building cars since it was started under the name Socié Renault Frè té res. Louis Renault, his brothers Marcel and Fernand, and his friends Thomas Evert and Julian Wyer founded it in 1899. Since the beginning they have been an industry leader in small car designs, combining functionality with style. In 1998 Renault was the world‟s ninth-largest car manufacturer with 4.3% of the market. During the 90‟s globalization was occurring in all industries including the automobile industry. Major manufactures were seeking strategic alliances and mergers as ways to increase market share, reduce costs, and improve productivity. Renault has been an established French automaker since it started producing cars in 1897. Like many other companies Renault has been looking to expand into the Asia for its large potential market. They felt that the best way to do this was through a strategic alliance. Renault has been looking for another automobile manufacturer to peruse a possible alliance with since the early 90‟s. From February 1990 to December 1993 Renault attempted a merger with Swedish car manufacturer, Volvo. It was expected that the merger would go through, than in......

Words: 8119 - Pages: 33

Nissan Motors Lean Leap

...| Nissan Motor Company | Revival Plan Review | | ) | | In 1987 Japan’s economic expansion was driven by the inflation of stock prices and real estate values. As consumer confidence increased, so did the population’s appetite for luxury goods. In response to this national trend in consumer spending, Nissan Motor Company (Nissan) launched an aggressive expansion plan to meet the demands of the marketplace. The organization invested heavily in new manufacturing facilities and upgraded their distribution network. Nissan’s debt grew from $11.8B to $32.7B. Japan’s bubble economy collapsed in the early 1990s and Nissan’s profits deteriorated in parallel (Wiki – 2011). In response to a dire operating situation, Nissan formed a partnership with Renault in 1999. While the injection of capital was much needed by the Japanese car manufacturer, the most important asset exchanged in the strategic alliance turned out to be Carlos Ghosn, the Renault Executive Vice President appointed to turn around Nissan. The following analysis focuses on Carlos Ghosn’s leadership and the Nissan Revival Plan (NRP). The NRP saved Nissan and its roots seem to have originated from the Lean Action Plan framework. Get Started (First Six Months) Find a change agent (Score - 5 of 5) The Lean Thinking textbook places a considerable amount of emphasis on starting the Lean Leap. While it may seem basic in nature, kicking off the process is not easy, and it requires an organization to have an......

Words: 3060 - Pages: 13

Lca Paper Towels

...Ian Carlson Envs 102 Field Activities Components of the LCA: First Draft September 8, 2015 The issue between the use of electrical hand dryers and old fashioned paper towels is an issue worth arguing about. Our landfills are filling up with waste and of that waste, 31% is paper waste. 34 million tons of paper is thrown away every year. Think about how many trees that is a year, just for our paper products. Deforestation has been a problem that has been on the rise for many years now, and if we don’t stop using so many of our trees or we don’t recycle, the trees and our environment are going to slowly deplete. I am a strong believer when it comes to recycling and limiting the amount of wastes we produce. If we don’t start to do something as a community to limit our wastes and if we keep lacking in recycling, we will start to see a dramatic change in the way our earth is. The use of electrical hand dryers opposed to the use of paper towels is a very big issue with trying to sustain our resources. Many of the hand drying systems have the same basic structure and materials inside them. The metals used in a Bradley 2902 Aerix High Efficiency hand dryer include: Stainless steel which contains iron ore, chromium, silicon, nickel, carbon, nitrogen, and manganese. Properties of the final alloy are tailored by different amounts of these elements. Other resources in hand dryers include aluminum which is derived from the ore bauxite, which is then put into a smelter to......

Words: 612 - Pages: 3

Nissan Case Bulletpoints

...Nissan case notes Taking on the challenge - Renaults cash injection 5.4 billion us - Renault would get access to North America and Asia - Nissan would get access to Europe and Latin America - Renault would get access to Nissans’ Engineering and Manufacturing expertise - Nissan would get access to Renaults’ Marketing and Design flair - Nissan had posted global losses in six of the previous seven years. - Nissans 4 out of 43 models were profitable - Daimler insiders afraid of Japanese resistance to change - Renaults credibility - referring to the Volvo merger, fueled by cultural problems. - Renault 44% state owned. - An analyst thought that the DaimlerChrysler cultural problems were nothing compared to if RenaultNissan. - Both Renault and Nissan: Nationalistic and Patriotic - News of Renault-Nissan negotiations resulted in a drop in Renault shares. - Nissans’ problems were evident: • Too many plants (some running at 50% capacity) • 25 expensive chassis (compared to volkswagens 4) • Too many suppliers (3000, compared to 300 at ford) • Too many dealers in Japan. • Japanese Culture: - Lifetime employment - Close ties with suppliers - Renaults STAKE: • The power of VETO, meaning that people were afraid of making changes due to the stakes. Building the team - Cross-cultural challenge (mainly French and Japanese) 1 - Ghosn had one condition: He would have full control, and he did not have to seek approval from France. - And he got to handpick 20 or so executives who would......

Words: 2022 - Pages: 9


...Nissan  Leaf   Is  the  Future  of  Transporta0on  really  Fuel   free  with  100%  Renewable  energy?   Fossil  Fuel  consump1on   •  •  •  Oil  accounts  for  33  %  of  all   the  energy  consumed  in  the   world   The  table  below  shows  the   total  consump1on  by  country     Many  experts  project  that   annual  oil  produc1on  will  fall   short  of  consump1on  as  early   as  the  middle  of  the  next   decade.     Rank   Country   Total  (BPD)   Per  Capita     (Lts.  per  year)   1   18,840,000   3,490   2   United  States  of   America   China   9,790,000   425   3   Japan   4,464,000   2,048   4   India   3,292,000   161   5   Russia   3,196,000   1,301   Fuel  consumpNon  rise  increases  the  risk  of  global  climate  change   Carbon  emission  is  the  main  factor  for  rise  in  global  temperatures   Carbon  emission  was  nearly  three  Nmes  in  2014  as  compared  to  1960   Fossil  fuel  dependency  is  very  high  and  sustainability  is  a ......

Words: 477 - Pages: 2

Quality Nissan

...mendorong mobil mereka dalam kenyamanan dan ketenangan pikiran dalam jangka panjang. Untuk mengaktifkan perbaikan nyata dalam kualitas produk, tidak hanya desain fase dan tahap produksi, tetapi juga melalui kemitraan yang kuat dengan pemasok, Nissan adalah meningkatkan komponen kualitas dengan komponen. Nissan melakukan inspeksi tindak lanjut pada kendaraan yang telah di pasar untuk beberapa tahun untuk mengukur daya tahan mereka. Memperkuat baik desain dan produksi untuk memotong jumlah cacat yang terjadi dalam waktu tiga bulan pembelian. kualitas desain upgrade Mobil memiliki sejumlah besar bagian. Sekitar 65 persen dari mereka memiliki nol cacat di masa lalu, dan dari sisa 35 persen telah menyebabkan masalah. Meningkatkan kualitas desain sebelum produksi dimulai adalah salah satu cara penting untuk meningkatkan persentase produk tanpa masalah ke tingkat maksimum. Meningkatkan presisi komponen dalam diagram desain meningkatkan kualitas orang-orang yang masuk ke produksi massal. Nissan menggunakan metode yang disebut desain review (DR) untuk mengembangkan kualitas tinggi bagian. Selama proses DR, ahli desain bekerja sama untuk meninjau potensi risiko untuk setiap bagian, dan menemukan cara-cara untuk mencegah masalah secara proaktif. Nissan telah mengadopsi metode DR baru yang memungkinkan inspeksi desain lebih cepat dan lebih akurat. Ini telah secara luas memperluas wilayah DR, dan didukung pengembangan lebih bagian bebas masalah. personil bersertifikat......

Words: 1403 - Pages: 6

Myproject Nissan

...[pic] Nissan LEAF Ace* Advertising I. SITUATION ANALYSIS • CURRENT USER Since Renault-Nissan is introducing “Leaf” for the first time in Singapore, there are no current users for the product in market. • PRODUCT EVALUATION The Nissan LEAF (Leading, Environmentally friendly, Affordable, Family car) is a fully electric, zero emission, 5-door hatch back car that was introduced in 1999 by Nissan. It was first launched in Japan and United States in December 2010 further in Europe and since then it sold more than 27000 units worldwide. Nissan plans to launch LEAF by September 2012 with an on road price of close to SGD 90,000 after a substantial deduction in COE (Certificate of Entitlement) and other taxes based on TIDE Plus scheme by Singapore Energy Market Authority and Land Transport Authority. • COMPETITIVE ANALYSIS Though the Nissan LEAF has many market competitors in Singapore, its main rivals are the Mitsubishi I-MiEV from the electric vehicles segment and the Toyota Prius C from Hybrid segment. The following is the competitive analysis between these two major brands and Nissan LEAF: |Name/ Specifications |Nissan LEAF |Mitsubishi i-MiEV |Toyota Prius C | |Engine |80 kW, 280 Nm Torque |47 kW, 180Nm Torque |HSD Electric motor~40 kW,......

Words: 2406 - Pages: 10

Renault & Nissan

...The Renault and Nissan alliance Renault, the oldest automaker in France, had been nationalized by Charles de Gaulle in 1945. In the late 1990s, its financial performance had been buoyed by a strong European car market, several popular new models, and extensive cost-cutting. So it was time for Renault to find the partners again since merging with Swedish automaker Volvo had failed due to not match objective; internationalization. In 1997, the Asian financial crisis was like the opportunity for Renault. At that time, Nissan, a Japanese company with a famous bureaucratic management style, was a company on the verge of collapse. It faced with the loss of market share and poor returns. For worse, it was in debt and was under the pressure from the bank. These brought Renault and Nissan to ‘The Renault-Nissan Alliance’ in March 1999. The objectives of Renault are to improve the quality and internationalization. Nissan’s objectives are reduce the cost and the debt. In practice, they formed cross-company teams to study and realize synergies across the major functional areas of both firms since the alliance. They combined two nations together. CCTs had to prepare a report on their progress to the Alliance Coordination Bureau (CB) which functions were providing specialized technical advice, trying to resolve companywide policy issues that went beyond a single CCT, and trying to resolve specific conflicts within the CCTs in a given area. CB must make sure decisions are being taken on......

Words: 987 - Pages: 4

Nissan Strategic Analyssis

...Nissan Company: Abstract * Nissan is one of the world’s largest automobiles company, * Manufacturing locations in 18 nations and serving in around 160 locations. * In year 2007, Nissan’s Executive Vice President, Tadao Takahashi mentioned its strategy of moving to transnational from multi-domestic so at present Nissan has increased its focus on emerging markets like India and Russia. This presentation aims to evaluate Nissan’s “Go-Global” strategy. In this analysis, we will try to assess the various imperatives that ……… * Company has to operate at multiple locations, * How it chooses among various locations * How it goes about implementing the expansion plan. * Studying Nissan’s global strategy and focusing on its moves specifically in India and Russia. This analysis will conducted by using various analysis tools like porter 5 forces, SWOT analysis, and PESTEL analysis as well value chain and after analysis will suggest the better strategy for betterment of company and for future prospects. Introduction With the increasing trend of globalization and heightened competition, most of the companies at some point of time think of expanding to new locations because of different imperatives ranging from efficiency, growth, competition, knowledge or mix of few. Each company decides its own parameters while making strategic choices of a market or a country NISSAN at a glance: * Nissan is a multinational automaker headquartered in Yokohama,...

Words: 2686 - Pages: 11

Michelle Rodriguez | Val Kilmer | Autobiography of a Yogi [DOWNLOAD] View more