2007 Interactive Registration Document - Renault

MANUFACTURING
Renault and Nissan have actively exchanged know-how and implemented
best practices in the area of manufacturing. Both are now jointly working on
new steps for further improvement of the Renault Production Way/Système de
Production Renault (SPR) and the Nissan Production Way (NPW).
Exchange of know-how and implementation of associated best practices in
manufacturing processes: Renault has upgraded its SPR by introducing shop
fl oor management with the support of Nissan experts, such as standardization
at the workstation, implementation of TPM (Total Productive Maintenance), QC
(Quality Control), JIT (Just In Time) and sequenced production, etc.
In parallel, Renault’s ideas introduced at Nissan include standards and analysis
tools for workstation ergonomics and cost-control methods.
Through the above-mentioned activities, Renault and Nissan found opportunities
and jointly worked on activities that more directly contribute to the improvement
of manufacturing performance based on KPI monitoring. Common KPIs have
been selected and reported to ABM in order to stimulate progress and accelerate
best practices through internal benchmarking activities.
Improving the two production systems by learning from each other will further
enhance the manufacturing performance of both companies. In particular , the
new Chennai plant in India or the Morocco project are considered as perfect
opportunities to go further in mutual exchange and mutual support.
Cross-Production
Thanks to the Alliance, Renault is boosting capacity utilization at its existing
production facilities. An Industrial Strategy FTT is organized to maximize
production effi ciency, minimize investment and production preparation lead
time by utilizing both companies ’ production sites for both companies ’ models
so as to maximize the effect of the Alliance by cutting production, purchasing
and other costs.
The fi rst joint manufacturing operation in the Alliance was the Renault Scenic a t
Nissan’s Cuernavaca plant in Mexico from December 2000, and then followed
by the Clio built at the Aguascalientes plant from 2001.
The Renault Master, Nissan Frontier and Nissan Xterra (Frontier/Xterra also
built at Nissan Smyrna, Tennessee) are built at Renault Curitiba LCV plant in
Brazil.
In Spain, Renault Trafi c/Nissan Frontier/Opel (Vauxhall) Vivaro are manufactured
in Nissan’s Barcelona plant.
The Renault Sa msung plant in Busan, Korea, is producing vehicles for export
to Russia and other countries under the Nissan name.
A Renault subsidiary in Chile and Renault do Brasil respectively produce
gearboxes and engines for Nissan Mexico, while stampings from the facility
in Flins (France) are used in the production of the Micra by Nissan UK.
< TABLE OF CONTENTS >
RENAULT AND THE GROUP 01
THE RENAULT-NISSAN ALLIANCE
LOGISTICS
The Logistics CCT was created to capitalise on the geographical fi t between the
Alliance production facilities worldwide. The Logistics CTT is also tasked with
forecasting the Alliance’s fast-growing international business.
For parts transport, synergies include joint call for tenders since 2001 on
container sea freight, and the establishment of common logistics platforms
in Europe (France, Spain). A global study is on going to make cross-use of
Renault-Nissan import/export logistics platforms, especially to support the
development of new projects and the sourcing of parts in LCC (Leading
Competitive Countries).
The implementation of a common approach to the design of new packaging
has reduced both costs and development times and has generated new
opportunities for synergy through the consolidation of purchased volumes of
future common packaging.
Since 2002, for vehicle transport, a sea shuttle between Santander (Spain) and
Newcastle (United Kingdom), via Le Havre (France) and Zeebrugge (Belgium),
has been transporting Renault vehicles from the plants in Spain and France
northwards, and carrying Nissan vehicles manufactured in the Sunderland plant
(UK) southwards. Since 2005, Renault-Nissan call for joint tenders on sea freight
for overseas vehicle and further studies are on going to consolidate vehicles
fl ows in the future, along with the Alliance expansion on new markets.
1.3.3.2 TRENDS IN REGIONAL
COOPERATION
Renault and Nissan are highly complementary in terms of markets, products and
know-how, leveraging their presence in nearly all the major global automotive
markets. Each can thus move into new markets at a lower cost, relying either
on the other partner’s distribution network or manufacturing facilities or both.
This close fi t also enables the Groups to round out their respective product and
service offers. Moreover, Renault and Nissan each benefi t from exchanging
know-how in research and development, processes and marketing. Generally,
the partners will pursue separate sales and marketing strategies but share
back-offi ce functions, including fi nance and consumer credit solutions.
1.3.3.3 HUMAN RESOURCES
IN THE ALLIANCE
Human resources management in the Alliance covers staff exchanges between
the two Groups and the Alliance Business Way Program, a training scheme
specially developed to promote mutual understanding and enable staff to work
together effectively and effi ciently.
✦ Global Reporting Initiative (GRI) Directives Registration Document Renault 2007 33
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