The document presents a comprehensive overview of the Datsun brand, its historical background, product offerings, and its role within Nissan Motor Company's operations. It highlights quality management practices, the Just-In-Time production approach, and continuous improvement initiatives like Kaizen that underpin Nissan's strategic performance. Additionally, a SWOT analysis indicates both opportunities and threats facing Nissan, including growing demand for environmentally friendly vehicles and intense global competition.

1. Presentation by
kartheek.N
ST.JOSEPH PG COLLEGE,
HYDERABAD

2. DATSUN
An automobile named the DAT car was built in 1914,
by the Kaishinsha Motorcar Works
BEFORE THE BRAND NAME
Kenjiro Den
Rokuro Aoyama
Meitaro Takeuchi
DAT car

3. Datson's original production run began
in 1931
Datson is an automobile brand owned by the Nissan motor company
When Nissan took control of DAT in 1934, the name "Datson" was changed to "Datsun"

4. The Datsun name is most famous for
the 510, Fairlady roadsters,
and later the Fairlady (240Z) coupes.
Nissan phased out the Datsun brand in March 1986.
1966
1960

5. As the brand for low-cost vehicles manufactured for Emerging markets
2012
Nissan phased out the Datsun name but re-launched it in
RUSSAI
INDONESIA
SOUTH AFRICA
Yoshisuke Ayukawa
(Nissian founder)
Katsuji Kawamata
(Nissan president)
The company's global headquarters is located in
Nishi-ku , Yokohama in Japan.

6. DATSUN GO
Launched in
2013 june
Nissan's Datsun relaunch
seen as key to
carmaker's global success

7. Datsun GO D
1198cc Petrol,
Manual,
Datsun GO D1
1198cc Petrol, Manual
Datsun GO A
1198cc Petrol, Manual,
Datsun GO T
1198cc Petrol, Manual

8. In 4 colours
Stylish look
Power engine
Interior
3 cylinder 1200cc
Customer service
67 BHP of peak power @ 5000 RPM
Exterior

9. like
D backs

10. Initiative taken by Nissan for Quality Improvement
Training employees to develop their skills.
Encouraging them to make decisions.
Organizing employees into participative teams.
Developing open-channel, multi-directional communication system
Placing quality at the heart of flow production

11. Quality management is a key feature of Nissans way of working.
It involves making customers satisfaction top priority.
The organization and its people do is focused on creating high quality.
To achieve this, Nissan has to
a) understand customers requirements
b) consider the processes involved in providing quality, not just the end result
c) priorities and standardize tasks to deliver quality .
Quality Management is an on going process ,
a way of thinking and doing that requires an “improvement culture” in which
everyone looks for ways of doing better

12. With a just in time approach, specific vehicles and their
components are produced JIT to meet the demand for them.
Sub-assemblies move into the final assembly plant just as
final assemblers are ready to work on them, component
arrive JIT to be installed and so on.
In this way , the amount of cash tied up in stocks and in
work-in-progress is kept to a minimum, as the amount of
space devoted to costly warehousing rather than to revenue-
generating production.
Just-In-Time
NISSAN’S JUST-IN-TIME PROCESS DEPENDS NOT ON HUMAN FRAILTY
BUT ON MACHINES PRECISION.

13. Nissan is famously associated with “KAIZEN” or continuous quality improvement.
Nissan states
“ We will not be restricted by the existing way of doing things.
We will continuously seek improvements in all our actions. “
 Kaizen can be applied everywhere, any time, any place.
It can involve the smallest change in everyday working practice as well as
a major change in production technology.
 Typically these improvements are initiated by teams of employees sitting
down together and sharing ideas for improvements.
 Small steady changes are maintained to make sure that they actually work.
No improvement is too small.
 Everyone at Nissan is responsible for thinking about the
current way of doing a job and finding a better way of doing thing.

14. a) Money
b) Time
c) Materials
d) Labour effort
As well as improving quality, safety, job satisfaction, and productivity.
Kaizen improvements can save:
Strengths
Strong financial performance
Strategic partnerships
Innovative culture
Growing brand reputation
Weaknesses
Product recalls
Opportunities
Growing global demand for environment
friendly vehicles
Growth through acquisitions
Threats
Global competition in automotive industry
Rising raw material prices
Natural disasters
Appreciating yen exchange rates
NISSAN
SWOT
Analysis

15. Datsun has five models under development, and should be
offered in more than four countries by 2016
THANK YOU

16. Japanese car maker Nissan today reported over two-fold
increase in sales at 5,021 units in India for the month of May
mainly driven by the newly launched brand Datsun GO which
contributed 1,992 units.
The company had sold 2,080 vehicles in May, Nissan Group of
India said in a statement.
Commenting on the sales performance, Nissan Group of
IndiaPresident Kenichiro Yomura said:
"Our sales performance has been
encouraging since the start of 2014 and our aim is to continue
to remain progressive on our performance."
He further said: "Our business imperatives are being fine-
tuned by expanding our dealer and service reach, enhancing
our after-sales operations and introducing new, exciting
products."
While Terrano and Datsun GO are performance drivers, the
new Sunny and Datsun GO+ are on the anvil, he added.

17. Modern design and aesthetics
Peppy engine
Lots of interior space
Large boot space
Stable at high speeds
Confident inspiring handling
Good braking performance
Many segment first features
High on value for money
What i like.

18. We miss internally adjustable outside mirrors
A keyhole or knob to open the boot door would make
it more convenient to use the boot, it can only be
opened by lever on car’s floor on the driver
A standard audio system option would be better for
buyers who want to opt for a regular system.

19. Strong financial performance. Nissan’s revenue has been growing
over the last few years from 7,517,277 billion yens in 2010 to 9,409,026 B yens in 2012.
Firm’s net operating income and net profit increased as well.
Due to such strong financial performance, Nissan was able to achieve at least
temporary competitive advantage over its competitors.
Strategic partnerships. Nissan has established more than
one strategic alliances and partnerships with other companies.
The most successful was an alliance with Renault, which was established in 1999 and
continues to date while benefiting both partners.
Another notable partnership was created with Daimler AG.
Nissan has acquired some very important technologies from this partnership and
is working further to create even more synergies with both Renault and Daimler.
Innovative culture. The business invests 4.5% of its revenue to R&D.
This strategy helped Nissan to develop currently the most popular electric vehicle (LEAF)
and some important innovations in production process.
Nissan’s R&D capabilities are one of the sources of its competitive advantage.
NISSAN SWOT analysis

20. Weaknesses
Product recalls. Over 2011 and 2012, Nissan has recalled at least several hundred
thousands of various model cars. Although Nissan recalls comparably less cars than
its competitors do, such situation still hurts firm’s brand reputation and customers
loyalty.
Opportunities
Growing global demand for environment friendly vehicles. Vehicles have
been a major factor in intensifying greenhouse effect by emitting large quantities
of CO2 and heavily polluting air. Consumers are more aware of this negative impact and
are more likely to buy environmentally friendly vehicles that emit much less CO2 and
are fuel-efficient.
Growth through strategic partnerships. Nissan has great experience in creating
strategic partnerships that bring synergy, new capabilities and technologies to
the firm. In the current situation, where many firms seek ways to cut costs,
Nissan should try to establish many more partnerships and alliances and benefit from
the advantages that come with them.
Growing brand reputation. Nissan’s brand was the fastest
growing automotive brand in 2012, according to Interbrand.
It’s value rose by 30% to nearly $5 B and became the 73rd most valuable brand in the
World. Although modest position compared with other automotive companies,
Nissan’s brand value growth proves significant improvement in quality,
reliability, innovation and growing customer reach.

21. Threats
Global competition in automotive industry. The competition
between Nissan and other automotive companies will intensify in the
future. GM, Toyota, Hyundai, Ford and other corporations will have to
introduce new models faster and compete more on the price rather than
differentiation, which lowers the profits and damages the results of the
companies.
Rising raw material prices. Rising prices for raw metals will lift the
costs for auto manufacturers and result in squeezed profits