Just-in-time is referred to as the production of goods to meet customers’ demands exactly in quantity, time, and quality depending on customers’ demands. Toyota production system organizes manufacturing and logistics for the automobile manufacturer including interactions with suppliers and customers’. Lean is a systematic way of waste minimization within a manufacturing system without sacrificing productivity. These three theories are related because they deal with the production and manufacturing systems of goods, as well as, the interaction with suppliers and customers. The advantages of Just-in-time technique include saving of resources by streamlining production systems, reducing waiting time and transport costs, and elimination of products defects ( Braag, 2017). Just-in-time can also be useful to the Nissan through the improvement of company’s revenues and production capacity. The disadvantages of this technique include running out of stock and lack of control over time. These drawbacks can prevent Nissan from meeting its production levels, hence, limiting its supply to the customers.
The Toyota production system would provide various advantages to Nissan, and they include provision of high-quality products, less movement of producing labor leading to less time in production, and reduction of waste. Also, the Toyota production system is useful to Nissan because production levels can be checked and run smoothly without mistakes. Its disadvantages are as follows; it is complicated and expensive to implement, difficult to use and has high supply problems. These can hinder Nissan from executing its anticipated production. Lean manufacturing has various advantages which include enhancing stronger relationships with the customers, having limited waste and utilizing fewer infrastructures. This can be useful to Nissan Company because it provides an efficient approach to the customers thus creating a market for their products’. Lean manufacturing can also present disadvantages to the company which include missed deliveries and labor failure. These shortcomings can prevent Nissan Company from achieving customers’ demands.
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The triple bottom line is defined as an accounting framework that incorporates three dimensions of performance which includes social, environmental and economic. Triple bottom line dimension is also called the triple Ps, that is, people, planet, and profits. The approach can be used to enhance operations at Nissan by incorporating the 3 Ps in its procedures. Firstly, planet which stands for the environment seeks to help organizations in the enhancement of recycling of refuse and waste, ensuring that public transport is made more accessible, and improving air quality ( Slaper & Hall, 2011). People, which is the social aspect seeks to provide security and safety to the society by provision of employment, as well as, educational achievement. Profits, which is the economic facet seeks to ensure enhanced organizational revenues and personal income since more people are well paid. This aspect of the triple bottom line strives for decreased unemployment and achievement of competitiveness knowledge. These aspects can make the businesses more sustainable. The triple bottom line would also increase productivity because of heightened employment, as well as, enhancing the branding image of the company because the customer expectations are met.
ISO 14000 is an international standard, which provides guidelines to organizations that seek to manage their responsibilities of the environment they operate in. Nissan motor company is ISO 14000 certified. Consequently, the company’s suppliers have to be accredited to supply products that are not harmful to the environment and the customers. Nissan has also incorporated measures to ensure that its employees are conversant with the ISO 14000 by providing sufficient training, as well as, ascertaining proper documentation. Miles & Covin (2000) echo that having an appropriate environmental marketing strategy helps an organization to enhance its brand image, market segmentation, and increased long-term cost savings. It would be relevant for Nissan to adopt suitable environmental marketing approaches that would improve its performance on the market.
There are different ways in which a company can integrate corporate responsibilities principle into their operation. Some of the ways of implementing the corporate responsibilities principles include implementation of the triple bottom line, fair trading, partnering with other organization, utilizing environmental marketing and standardization ( Keys, Malnight, & Van der Graaf, 2009). In my opinion, I believe that the triple bottom line, partnering with other organizations and standardization are the most effective methods of integrating corporate responsibility principles. The triple bottom line is effective because it incorporates various dimensions of organizational performance which include social, environmental and economic aspects. Standardization is also operational because the company can apply different international such as ISO 14000 and ISO 9001, which would be easily incorporated into the organization’s processes. Lastly, partnering with other organizations would enable Nissan to undertake philanthropic projects, as well as, public-private projects that deliver relevant corporate responsible principles.
References
Braag, S. (2017, December 29). The advantages and disadvantages of just-in-time inventory . Retrieved from https://www.accountingtools.com/articles/the-advantages-and- disadvantages-of-just-in-time-inventory.html
Keys, T., Malnight, T., & Van der Graaf, K. (2009, December). Making the most of corporate social responsibility . Retrieved from https://www.mckinsey.com/featured- insights/leadership/making- the-most-of-corporate-social-responsibility.
Miles, M. P., & Covin, J. G. (2000). Environmental marketing: A source of reputational, competitive, and financial advantage. Journal of business ethics , 23 (3), 299-311.
Slaper, T. F., & Hall, T. J. (2011). The triple bottom line: What is it and how does it work. Indiana business review , 86 (1), 4-8.
