Nissan puts guidelines on the net for suppliers_2

Nissan has launched a new strategy for suppliers to achieve global quality levels and improved communication in order to bring all of its European supply businesses into line.
Nissan has launched a new strategy for suppliers to achieve global quality levels and improved communication in order to bring all of its European supply businesses into line.

Based on QS-9000, the automotive quality standard for supply management, the Nissan Europe supplier guide will be available through the Nissan Europe intranet website. Following the carmaker’s established QCDDM (quality, cost, delivery, development and management) framework, it incorporates all seven QS-9000 manuals with Nissan’s additional unique requirements. Launching the guide at the company’s annual supplier award ceremony, Sir Ian Gibson, vice-president of manufacturing, Nissan Europe, said: “The guide will ensure Nissan gains the maximum benefit from QS-9000 while retaining the company’s competitiveness through the inclusion of Nissan’s own needs.” At the ceremony, UK firms achieved a first by picking up all four of the awards given by Nissan’s Sunderland plant to its 208 component and material suppliers. The best suppliers for 1998 were wiring harness manufacturer Lucas SEI Wiring Systems; BTR Automotive Anti-Vibration Systems UK; and piston ring and piston maker Federal Mogul. “Most improved supplier” went to Calsonic Llanelli Radiators. Peter Hill, head of purchasing for Nissan Europe, said communication with suppliers would be increasingly important over the next few months during the introduction of the new Primera and the Almera hatchback. “We are putting more emphasis than ever on good communication between our suppliers and ourselves,” he said. The company’s Cogent programme reached the end of its three years this month. Results of the programme - aimed at improving the design and development skills of first-tier suppliers - will be released shortly. Nissan says the programme will continue in some form.
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