Nissan 2010 Annual Report Download - page 42

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2) Countermeasures for Production Continuity Risk
Nissan production division has dealt with various risks
related to production activity. Countermeasures were
taken by 3 elements of production as listed on below
chart. In FY2009, they worked on developing recovery
manual in order to shorten recovery time after EQ, in
addition to continuous prevention countermeasures to
hardware (reinforcement of buildings and machinery).
They also developed response manual for pandemic
based on actual experience of new type flu. broken out in
May 2009.
From a business continuity perspective, not only
responding direct damage to production resources such
as mentioned above, it is absolutely important to manage
production resources in response to fluctuation in
demand. From the middle of FY2009, demand for
automobiles recovered rapidly thanks to economic
stimulus incentives in each country. In order to response
this high production demand, they utilized backup
workers from other Nissan plants, accepted backup
workers from other industries and finally, reopened the
employment of short term employees. As the result,
ORGANIZATION FOR DISASTER RECOVERY (EARTHQUAKE)
Chart
04
:
< Global Disaster Headquarters >
< First Response Team >
• EXAF (Control Center)
• HR
• COM
• MFG
• PURCH
• M&S
Chief
Decision maker for important issues
Secretariat
Secretariat
Deputy Chief
Responsible for supportive action
Deputy Chief
Responsible for recovery action
< Regional Disaster Headquarters > Chief
Deputy Chief
MFGHREXAF
Decision / Instruction
Report
Decision / Instruction
Decision / Instruction
ReportReport
Information flow
Decision / InstructionDecision / Instruction
Report damage situationReport damage situation
Communication Production Control
External & Government Affairs
Human Resources
Asset Management
Treasury
Supply Chain Management
Production Engineering
Manufacturing HR
Purchasing
Information System
R&D Administration
Market & Sales
Forklift
Affiliated Companies Administration
• Reinforcement of office buildings
(Completed)
• Development of response
manual, Implementation of
evacuation drill (once/year)
• Activity to improve registration
ratio to employees safety
confirmation system
• Assessment of preparedness
of major suppliers located in high
risk area of (FY08)
• Planning to adopt damage
reporting system on web base
(FY10)
• Reinforcement of buildings &
machinery (continued)
• Improvement of facility recovery
manual (FY09)
• Risk assessment based on F-PES
(Fire Prevention Evaluation
System) (once/year)
• Same as on the left • Same as on the left
• Revision of equipment standard
based on the assessment result
• Risk assessment based on SES
(Safety Evaluation System)
(once/year)
• Assessment for health & safety
management system (once/year)
• Same as on the left • Same as on the left
• Development of flu response
manual (FY09)
• Requested suppliers to develop
response manual coordinated with
Nissan
• Backup from other Nissan plants
(as needed)
• Backup from other companies (as
needed)
• Employment of short term
employees (as needed)
• Regular check of demand
projection and supply capacity.
Implementation of measures
• Installation of flexible
manufacturing system (completed)
• Regular check of demand
projection and production capacity.
Implementation of measures
• Development of complementary
production system for main power
trains
• Share past experiences of incident
and reflect them to preventive
maintenance
• Reflect them to equipment
standard
—• Assessment of “monozukuri” ability
before supplier sourcing and
support for improvement activity
after sourcing
• Quality assessment at production
preparation phase
• Quality check at mass production
phase (action “Gate1-3”)
• Plan to rebuilt of HR development
System (FY10)