Just a few pics of Anne-Laure, Javier, and myself in the project room.

That's Peter and I in front of the posters which we developed for the effective and efficient meeting initiative.

Nissan, the Team

We had one task force from Nissan during the 2 projects, Peter B (picture above). He was a very good guy and lived in Northamtpon. He knew the company pretty well and helped us installing our new management tools rather swiftly.

In the first project my consultant was Anne-Laure, and in the second one Javier.

Each project lasted for about 4 months.

The main issue was, Nissan was riddled with "cultural differences". There were the Spanish employees in the 2 sites in Spain, the British ones in Milton Keynes, and there were myriads of Japanese employees who were in Europe for a certain amount of time and also included in the project.

I do remember problems with the Japanese. They were language barriers and also no interest at all in any European project, as they were all very focused on directives from Japan.

Nissan Research and Development

One of my last projects with Proudfoot was the one at Nissan R&D in the UK, but with further 2 locations in Spain.

The project was about raising personal efficiencies of R&D directors, and in a second follow-up project a similar approach was rolled down to the supervisors.

The core product was to eliminate non-value added time and add more creativity to the European R&D department.

We did that through coaching, implementing a new "efficient meeting format" and e-mail etiquette. Each meeting was to be fedback and coaching to the chairmen given. The new e-mail formats ensured unity in writing e-mail across the European sites.

In special vision workshops we introduced them to the idea of new creativity at the workplace.