Automobile, Alliance Renault-Nissan, theory of Hofstede, cultural frontiers, methods of production, shareholders communication, alliance, cultural clash, identity crisis, méthode Kaizen
On March 27, 1999 Louis Schweitzer and Yoshikazu Hanawa signed the Alliance between Renault and Nissan in Tokyo: it was the first to involve a Japanese and a French company. Both were linked through cross-shareholding: Renault took a 36.8% stake (shares and voting rights) in Nissan while Nissan took a 15.2 per cent stake (non-voting) in Renault. In 2002 as expected, Renault increased its stake in Nissan to 44 per cent.
[...] The five foundation elements of Kaizen 1. Teamwork Personal discipline Improved morale Quality circles Suggestions for improvement. Out of this foundation, three key factors in Kaizen arise Elimination of waste (muda) and inefficiency. The Kaizen five-S framework for good housekeeping. 1. Seiri - tidiness 2. Seiton - orderliness 3. Seiso - cleanliness 4. Seiketsu - standardized clean-up 5. [...]
[...] Renault-Nissan now has a totally new organisation but sometimes it can be a problem. In fact, Luc Hovan told us that under pressure both conception of life tended to overcome this new organisation and could sometimes cause problems. It is not always very easy for occidental people to control their emotions whereas Japanese people never show their emotions A separate company culture Renault and Nissan employees all have a very high opinion of their firm and always had a very strong company culture. [...]
[...] Since 1999, Nissan and Renault have proved their ability to work together with a common strategy and respecting the identities. A charter, signed in 1999, defines the principles of the common ambitious and the mutual trust between the groups. Renault and Nissan aims at establishing a new culture based on trust and respect, which could develop a company spirit and an opening to the world. When Carlos Ghosn reorganised the employees, it was important not to counter the functioning modes of the two cultures but build a new and different spirit company. [...]
[...] Les salariés français ont-ils été sensibilisés à la culture japonaise ? - Au début de l'alliance, des manifestations tendant à présenter les diverses facettes de la culture japonaise ont été organisées. Des stages de sensibilisation à la culture japonaise sont organisés pour les futurs expatriés vers le Japon. Existe-t-il une culture d'entreprise chez Renault ? - Il existe une forte culture d'entreprise chez Renault. Je ne pense pas que l'alliance avec NISSAN ait modifié quoi que ce soit. Peut-être la fierté d'appartenir à présent à un ensemble plus grand qui vient challenger les plus "gros" constructeurs ? [...]
[...] Conclusion To conclude the Alliance seems to be a real economic success. Thus today Renault and Nissan represent more than of the worldwide market ( for Nissan & for the Renault group) with sales of 3,597,748 (Nissan) and 2,531,500 (Renault Group), placing the alliance 4th after GM, Toyota & Ford. What's more each company benefits from the other: Nissan has benefited greatly from having access to Renault's dCi engines, while Renault could tap its partner for larger petrol engines than it builds itself. [...]
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