Nissan Disaster Response Quiz

What strategy did Nissan adopt for its product line to simplify operations?

• Build-to-stock for all models

• Build-to-order for all models

• Build-to-stock for a few SKUs and build-to-order for the rest

• Just-in-time for all products

Who led the revitalized management team after Nissan's alliance with Renault in 1999?

• Toshiyuki Shiga

• Carlos Ghosn

• Colin Dodge

• Joseph Peter

What was the purpose of Nissan's Global Disaster Headquarters?

• To relocate employees

• To centralize global supply chains permanently

• To oversee damage assessment and restoration efforts

• To increase profitability during disasters

Which approach did Nissan use to manage production during the disaster?

• Increased overtime for bottlenecked operations

• Slowed production in targeted areas

• Moved all operations overseas

• Increased production rates for essential goods

What did Nissan aim to achieve by 2015 in the Americas?

• Fully automated manufacturing

• Localize 90% of its car production

• Eliminate dependency on suppliers

• Reduce production costs by 50%

What type of inventory did Nissan use to buy time for identifying alternative supplies?

• On-demand inventory

• Just-in-time inventory

• In-transit inventory

• Over-stocked inventory

What type of changes did Nissan describe for enhancing its business continuity plans post-2011?

• Fundamental shifts in strategy

• Evolutionary kaizen changes

• Eliminating multi-tier supply chains

• Outsourcing risk management

What challenge did Nissan face in its supply chain after the 2011 earthquake?

• Dependency on single-tier suppliers

• Excess production capacity

• Underutilization of Japanese manufacturing plants

• Lack of disaster simulation training

What critical action did Nissan take within 15 minutes of the earthquake?

• Announced global production halt

• Launched the Global Disaster Control Headquarters

• Declared bankruptcy

• Released a press statement

What was one of the key learnings for Nissan post-2011 disaster?

• Focus only on Tier 1 suppliers for risk management

• Increase localization of production and components

• Avoid global partnerships for components

• Expand the Japanese production footprint