DUALIS NISSAN DUALIS Engine 2.0 litre MR20 engine 1.6 litre R9M turbo diesel engine Displacement (cc) Bore x stroke (mm) Compression ratio Max power (kW@rpm) Max torque (Nm@rpm) No. of cylinders‚ configuration Valves per cylinder Emission class (ADR 79/02) Transmission Xtronic Continuously Variable Automatic Transmission (CVT) with Manual Mode (M-Mode) 6-Speed manual Gear ratio 1st (manual/CVT automatic) 2nd (manual) 3rd (manual) 4th (manual) 5th (manual) 6th (manual/CVT automatic) Reverse
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of the future. Carlos Ghosn‚ president and CEO of Renault-Nissan Alliance‚ January 12‚ 2010 INTRODUCTION It had been five months since Nissan sold its first all-electric vehicle‚ the Nissan LEAF‚ in Redwood City‚ California. Carlos Ghosn‚ president and CEO of both Nissan and its Alliance partner Renault‚ was betting big on zero-emission vehicles (ZEVs)‚ to the tune of $5 billion‚ predicting they would be the wave of the future. The LEAF‚ a five-passenger compact car‚ could go up to 100 miles (US
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Nissan Quality http://www.thetimes100.co.uk/case_study.php?cID=64&csID=124 Overview: a case study on Nissan highlighting many of the issues of lean production Learning Objectives to analyse the reasons behind Nissan’s high levels of productivity to understand the importance of Kaizen to analyse the benefits of just-in-time. Planning for quality and productivity Introduction ( 5 minutes) Overview of the lesson: to look at Nissan and examine the reasons for its high levels of
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at approximately 0020 hours‚ a 2003 Nissan 350Z was eastbound on Brandon Parkway at a high rate of speed and entered a sweeping right curve in the roadway. The driver lost control of the Nissan‚ with the rear of the Nissan sliding to the left and starting a clockwise rotation. The driver of the Nissan overcorrected the steering‚ causing the Nissan to begin a rotation in a counterclockwise direction and thereby unable to safely negotiate the curve. The Nissan then drove through the curve and towards
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derive the profile of a technocrat. In addition a technocrat is ‘straightforward‚ rational and comforting’ Ghosn’s ultimate goal is profitability‚ which is straightforward. Ghosn is described by Nissans employees as “very approachable‚he reacts in a open straightforward way” and solely states that if “Nissan failed to post a profit‚ he would quit” categorising him as a technocrat from his actions. A technocrat can also be identified by his performance in terms of strategy. This can be identified through
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101 Generations of Nissan Maxima’s Nissan Maxima’s have been around for centuries; they are manufactured in Japan and are popular worldwide. There are many different model/shape of the Nissan maxima’s and are categorized by the year and the generation for example they range from the fourth generation all the way up to the eighth generation. Since then each car has been developed tremendously. Such as safety features‚ security system‚ anti- theft and crash safety. Nissan has an overall good review
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dimensions‚ it will be important to concentrate on those dimensions which reflect the greatest difference in culture. In our case‚ our group will be examining the 1999 merger between auto manufacturers Nissan and Renault. The merger between Nissan and Renault is significant culturally speaking because Nissan is a Japanese company‚ while Renault is French. Firstly‚ the dimension of “individualism vs. collectivism” will be important to analyse. This is due to the fact that collectivism is high in Japan
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M89472 Submission Date: 18 August 2015 Page 2 of 12 Notes for SWOT analysis of Nissan Strengths • Investment to develop affordable zero-emission vehicles‚ including the Nissan LEAF •We have developed a capacity for responsiveness to crises that our competitors perhaps do not have. •Their diversity within the company automatically allows them to respond to various situations differently. •Strategic Alliance with Renault: Nissan signed a strategic alliance with Renault in order to try and become one of
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NISSAN USA Viewpoint Marvin Runyun – President Time Context Second Quarter of 1983 I. Problem Statement How to effectively manage new employees at the Nissan Smyrna plant? II. Statement of the Objective To adapt US and Japanese corporate cultures at the Nissan Smyrna plant within 6 months III. Areas of Consideration Strengths a. Latest Japanese management techniques and technology for producing vehicles b. Key positions and first line production supervisors are being filled
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The Last Leaf To be perfect short story neatness‚ brevity and a significant incident or an aspect of character or an experience of some psychological moment is essential. Within its short frame work‚ it must have a beginning‚ middle and an end. There must be completeness in its structure. All the elements plot‚ character‚ dialogue‚ descriptions and background must be organically connected with other. Generally a good story has a surprising end which bears a sense of endlessness. All these characteristics
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