|Appears in Collections:||Management, Work and Organisation Journal Articles|
|Peer Review Status:||Refereed|
|Title:||A study of Nissan Motor Manufacturing (UK) supplier development team activities|
|Author(s):||Lloyd, Alan R|
|Citation:||Lloyd AR, Dale B & Burnes B (1994) A study of Nissan Motor Manufacturing (UK) supplier development team activities. Proceedings of the Institution of Mechanical Engineers, Part D: Journal of Automobile Engineering, 208 (1), pp. 63-68. https://doi.org/10.1243/PIME_PROC_1994_208_159_02|
|Abstract:||This paper describes a study carried out on the role of the supplier development team (SDT) concept used by Nissan Motor Manufacturing (UK) (NMUK) to assist in the development of its suppliers. Among the major findings are that suppliers found it difficult to distinguish between the changes introduced as a result of SDT assistance and those arising from their overall relationship with NMUK. It was also not easy to quantify the effects of the SDT, although it was possible to identify benefits such as reduced scrap and less work in process arising from improvement activities undertaken with SDT support. The study found that suppliers are seeking to emulate NMUK's approach in a number of ways (for example changing their management structure, improving the role and status of supervisors, introducing team leaders and revising the payment system) and the NMUK approach, even though it was often more exacting, was preferred to that of its competitors.|
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