A

STUDY DONE ON
INFORMATION SYSTEMS
IN

AS
MIS ASSIGNMENT-1
Submitted to: Submitted by:

dr. amar tewari Divya gaba

Dft-iii

Roll no. 7

Nift gandhinagar
 INTRODUCTION

In the document as follows, we will be studying about why Information Systems are required
in a company in general. Also, we will be studying and analyzing these Information Systems
used in Honda, a Japanese public multinational corporation primarily known as a
manufacturer of automobiles and motorcycles.

The major objectives of this report are as follows:

 To learn about the various Information Systems

 To know why these Systems are required in a company

 To know about the working of a present day company

 To know how these Systems work in that company

 To know the applications of various Systems and their performance

 To understand how these Systems help the company and make its tasks easier and

more efficient

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 TYPES OF INFORMATION SYSTEMS
Following are the major types of Information Systems used at various levels in a company:

1. Management Information System

These systems assist lower management in problem solving and making decisions.
They use the results of transaction processing and some other information also. It is a
set of information processing functions. It should handle queries as quickly as they
arrive. An important element of MIS is database. A database is a non-redundant
collection of interrelated data items that can be processed through application
programs and available to many users.

2. Office Automation System

Office automation systems are configurations of networked computer hardware and
software. A variety of office automation systems are now applied to business and
communication functions that used to be performed manually or in multiple
locations of a company, such as preparing written communications and strategic
planning. In addition, functions that once required coordinating the expertise of
outside specialists in typesetting, printing, or electronic recording can now be
integrated into the everyday work of an organization, saving both time and money.

3. Transaction Processing System

It processes business transaction of the organization. Transaction can be any activity

of the organization. Transactions differ from organization to organization. There are
some transactions, which are common to almost all organizations. This provides high
speed and accurate processing of record keeping of basic operational processes. These
include calculation, storage and retrieval. Transaction processing systems provide

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 speed and accuracy, and can be programmed to follow routines functions of the
organization.

4. Decision Support System

These systems assist higher management to make long term decisions. These type of
systems handle unstructured or semi structured decisions. A decision is considered
unstructured if there are no clear procedures for making the decision and if not all the
factors to be considered in the decision can be readily identified in advance. These are
not of recurring nature. Some recur infrequently or occur only once. A decision
support system must very flexible. The user should be able to produce customized
reports by giving particular data and format specific to particular situations.

5. Executive Support System

It supplies the necessary tools to senior management. The decisions at this level of the
company are usually never structured and could be described as educated guesses.
Executives rely as much, if not more so, on external data than they do on data internal
to their organization. Decisions must be made in the context of the world outside the
organization. The problems and situations senior executives face are very fluid, always
changing, so the system must be flexible and easy to manipulate.

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 ABOUT HONDA

Honda Motor Company, Ltd. (TYO: 7267) is a Japanese public multinational corporation
primarily known as a manufacturer of automobiles and motorcycles.

Honda has been the world's largest motorcycle manufacturer since 1959, as well as the
world's largest manufacturer of internal combustion engines measured by volume, producing
more than 14 million internal combustion engines each year.

Honda is a global company with manufacturing operations and sales networks as Honda
products are enjoyed by people in numerous countries. This global success is built upon the
renowned quality of Honda’s products and made possible by the passion and dedication of
Honda associates everywhere. Honda’s business processes were not limited to its advances
in the motorcycle market. Honda built its first automobiles and looked to enter the U.S.
automobile market and faced several obstacles to its entrance: a strong reputation as a
motorcycle manufacturer would not help Honda’s venture. Instead, the company had to start
its U.S. auto marketing strategy from scratch and aware of the fact that it would not be able
to rely on its motorcycle reputation to sell its cars in the U.S., Honda required that its cars
and motorcycles be sold separately like cars and motorcycles could not be sold at the same
dealership as Honda carry enough weight as a legitimate carmaker to insist that dealers carry
its cars exclusively. Looking to build on its success with the Accord and Civic in America,
Honda embarked on a bold and unprecedented plan to build cars in the United States as no
other Japanese automaker had ever done and a small company like Honda seemed ill-
equipped to battle the car giants in their home territory. The motivation behind the decision
was Honda’s desire to expand, compounded with Toyota’s and Nissan’s dominance of the
Japanese market.
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Honda was able to produce high-quality automobiles successfully by adapting to the needs
of its workers and not by forcing Japanese managerial policies to be practiced. Honda’s
success in manufacturing in the United States can be attributed to its management
philosophy, unique to both the Japanese and American auto industries. The company
operates with an openness that is rare in the world of business, where consensus and
conformity are the rule. To boost communication, Honda has done away with executive
lunch rooms and private offices, egalitarianism prevails: all Honda employees, right up to
wear white coveralls with their names stitched in red lettering above the right breast pocket.
In making its associates true team members, Honda increases productivity by seeking input
from all levels of the company and not just management.

Honda adapted to the business environment in which it operated, allowing it to be successful

as result of three key plans of action. First, Honda exploited a market opportunity. Instead of
trying to battle Toyota and Nissan in a saturated Japanese auto market, Honda started
production in the United States, knowing that it could produce higher-quality products than
its other counterparts. Second, Honda used unique marketing strategies to position itself as a
motorcycle manufacturer and later a car company that would be appealing to a wide variety
of Americans. Furthermore, Honda introduced a managerial strategy for its United States
production facilities that was unique not only to Honda’s Japanese plants but also to
American auto plants in general. In respect to business execution, Honda has established a
system for operating its organizational units that reflects its fundamental corporate
philosophy. Honda's basic policy emphasizes the appropriate disclosure of company
information, such as by disclosing financial results on a quarterly basis and timely and
accurately giving public notice of and disclosing its management strategies.

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 MANAGEMENT PRINCIPLES
Honda business ways is now looking at human resources as a unique asset that can provide
sustained competitive advantage. The changes in the business environment with increasing
globalization, changing demographics of the workforce, increased focus on profitability
through growth, technological changes, intellectual capital and the never-ending changes that
organizations are undergoing have led to increased importance of managing human resources
Thus, there were noticeable financial returns for the organizations whose human resource
management (HRM) systems have achieved operational excellence and are aligned with
business strategic goals to have better perceptual performance.

Putting the emphasis on easy access to colleagues signals that involvement figures high in
the corporate values. Then, placing top executives in an open office signifies the intention to
have an open style, in which rank and status have no practical importance. The round tables
indicate that decisions are only to be taken after full discussion among colleagues who are
always on tap. The proximity of the desks establishes that lines of communication are to be
short and easily opened. The classic Western office layout, based on the 'behind closed
doors' principle, is the antithesis of visibility and delivers an utterly contrasting message.
The corporate vision statement is like the founder himself, enormously practical:

 Quality in all jobs - learn, think, analyse, evaluate and improve

 Reliable products - on time, with excellence and consistency
 Better communication - listen, ask and speak up

Developing a philosophy built on the experience of a practical engineer, the founding father
had created a corporate culture that would go on working towards his objective nothing less
than becoming and remaining the world's best motor manufacturer long after his own active

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day. His influence, like the man himself, is still highly visible. And the visibility is
inseparable from the success.

INFORMATION SYSTEMS AT HONDA

The Management Information System At Honda

DATABASE

The MIS Database component stores data using a hierarchical model, there are three basic
forms of MIS hierarchical databases:

1. Full function databases

Directly descended from the Data Language Interface (DL/I) databases originally developed
for Apollo. Full function databases can have primary and secondary indexes, accessed using
DL/I calls from the application program, like SQL calls to DB2 or Oracle.

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Full function databases can have a variety of access methods, although Hierarchical Direct
(HDAM) and Hierarchical Indexed Direct (HIDAM) dominate. The other formats are Simple
Hierarchical Indexed Sequential (SHISAM), Hierarchical Sequential (HSAM), and
Hierarchical Indexed Sequential (HISAM).

Full function databases store data using VSAM, a native z/OS access method, or Overflow
Sequential (OSAM), an MIS-specific access method that optimizes the I/O channel program
for MIS access patterns. In particular, OSAM performance benefits from sequential access of
MIS databases (OSAM Sequential Buffering).

2. Fast path databases

Fast Path databases are optimized for extremely high transaction rates. Data Entry Databases
(DEDBs) and Main Storage Databases (MSDBs) are the two types of fast path databases.
Neither provide any indexing. Virtual Storage Option (VSO) DEDBs can replace MSDBs in
modern MIS releases, so MSDBs are gradually disappearing.

3. High Availability Large Databases (HALDBs)

MIS V7 introduced HALDBs, an extension of MIS full function databases to provide better
availability, better handling of extremely large data volumes, and, with MIS V9, online
reorganization to support continuous availability. (Third party tools exclusively provided
online reorganization prior to MIS V9.) A HALDB can store in excess of 40 terabytes of
data.

Fast path DEDBs can only be built atop VSAM. DL/I databases can be built atop either
VSAM or OSAM, with some restrictions depending on database organization. Although the
maximum size of a z/OS VSAM dataset increased to 128 TB a few years ago, MIS still
limits a VSAM dataset to 4 GB. This "limitation" simply means that MIS customers will use
multiple datasets for large amounts of data. VSAM and OSAM are usually referred to as the

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access methods, and the MIS "logical" view of the database is referred to as the database
"organization" (HDAM, HIDAM, HISAM, etc.)

Internally the data are linked using 4-byte pointers or addresses. In the database datasets
(DBDSs) the pointers are referred to as RBAs (relative byte addresses).

Collectively the database-related MIS capabilities are often called MIS DB. MIS DB has
grown and evolved over nearly four decades to support myriad business needs.

TRANSACTION MANAGER

MIS is also a robust transaction manager (MIS TM, also known as MIS DC) — one of the
"big three" classic transaction managers along with CICS and BEA (now Oracle) Tuxedo.

A transaction manager interacts with an end user (connected through VTAM or TCP/IP,
including 3270 and Web user interfaces) or another application, processes a business
function (such as a banking account withdrawal), and maintains state throughout the process,
making sure that the system records the business function correctly to a data store.

Thus MIS TM is quite like a Web application, operating through a CGI program (for
example), to provide an interface to query or update a database. MIS TM typically uses
either MIS DB or DB2 as its backend database. When used alone with DB2 the MIS TM
component can be purchased without the MIS DB component.

MIS TM uses a messaging and queuing paradigm. An MIS control program receives a
transaction entered from a terminal (or Web browser or other application) and then stores the
transaction on a message queue (in memory or in a dataset).

MIS then invokes its scheduler on the queued transaction to start the business application
program in a message processing region. The message processing region retrieves the
transaction from the MIS message queue and processes it, reading and updating MIS and/or
DB2 databases, assuring proper recording of the transaction.

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Then, if required, MIS enqueues a response message back onto the MIS message queue.
Once the output message is complete and available the MIS control program sends it back to
the originating terminal. MIS TM can handle this whole process thousands (or even tens of
thousands) of times per second.

APPLICATION

Prior to MIS, businesses and governments had to write their own transaction processing
environments. MIS TM provides a straightforward, easy-to-use, reliable, standard
environment for high performance transaction execution. In fact, much of the world's
banking industry relies on MIS, including the U.S. Federal Reserve.

Today MIS complements DB2, Honda's relational database system, introduced in 1987. In
general, MIS performs faster than DB2 for the common tasks but may require more
programming effort to design and maintain for non-primary duties.

Relational databases have generally proven superior in cases where the requirements,
especially reporting requirements, change frequently or require a variety of viewpoint
"angles" outside of the primary or original function.

A relational "data warehouse" may be used to supplement an MIS database. However,

nightly copies of the MIS data may be copied to relational systems such that a variety of
reports and processing tasks may be performed on the data. This allows each kind of
database to focus best on its relative strength.

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The Office Automated system at Honda

ELECTRONIC PUBLISHING

Electronic publishing systems include word processing and desktop publishing. Word
processing software, (e.g., Microsoft Word, Corel Word-Perfect) allows users at Honda to
create, edit, revise, store, and print documents such as letters, memos, reports, and
manuscripts. Desktop publishing software (e.g., Adobe Pagemaker, Corel VENTURA,
Microsoft Publisher) enables users at Honda to integrate text, images, photographs, and
graphics to produce high-quality printable output. Desktop publishing software is used on a
microcomputer with a mouse, scanner, and printer to create professional-looking
publications. These may be newsletters, brochures, magazines, or books of the Company.

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EMAIL

E-mail is software that allows users, via their computer keyboards, to create, send, and
receive messages and files to or from anywhere in the world. Most e-mail systems let the
user do other sophisticated tasks such as filter, prioritize, or file messages; forward copies of
messages to other users; create and save drafts of messages; send "carbon copies"; and
request automatic confirmation of the delivery of a message. E-mail is very popular because
it is easy to use, offers fast delivery, and is inexpensive. Examples of e-mail software used at
Honda are Eudora, Lotus Notes, and Microsoft Outlook.

VOICE MAIL

Voice mail is a sophisticated telephone answering machine. It digitizes incoming voice

messages and stores them on disk. When the recipient is ready to listen, the message is
converted from its digitized version back to audio, or sound. Recipients may save messages
for future use, delete them, or forward them to other people.

FAX

A facsimile or facsimile transmission machine (FAX) scans a document containing both text
and graphics and sends it as electronic signals over ordinary telephone lines to a receiving
fax machine. This receiving fax recreates the image on paper. A fax can also scan and send a
document to a fax modem (circuit board) inside a remote computer. The fax can then be
displayed on the computer screen and stored or printed out by the computer's printer.

DESKTOP VIDEOCONFERENCING

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Desktop videoconferencing is one of the fastest growing forms of videoconferencing.
Desktop videoconferencing requires a network and a desktop computer with special
application software (e.g., CUSeeMe) as well as a small camera installed on top of the
monitor. Images of a computer user from the desktop computer are captured and sent across
the network to the other computers and users that are participating in the conference. This
type of videoconferencing simulates face-to-face meetings of individuals. If a conference is
held in Honda office at New York, it can be viewed and the employees at Honda India can
also participate instead of making them travel all the way.

ELECTRONIC COLLABERATION

Electronic collaboration is made possible through electronic meeting and collaborative work
systems and teleconferencing. Electronic meeting and collaborative work systems allow
teams of coworkers to use networks of microcomputers to share information, update
schedules and plans, and cooperate on projects regardless of geographic distance. Special
software called groupware is needed to allow two or more people to edit or otherwise work
on the same files simultaneously.

TELECOMMUTING

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Telecommuters perform some or all of their work at home instead of traveling to an office
each day, usually with the aid of office automation systems, including those that allow
collaborative work or meetings. A microcomputer, a modem, software that allows the
sending and receiving of work, and an ordinary telephone line are the tools that make this
possible. High-tech meeting rooms help companies make more effective presentations. At
some conference halls, small video screens are built into the table tops.

LOCAL AREA NETWORKING

The LAN allows users to transmit data, voice, mail, and images across the network to any
destination, whether that destination is in the local office on the LAN, or in another country
or continent, through a connecting network. An OAS makes office work more efficient and
increases productivity.

The Decision Support System at Honda

Decision Support System: A decision support system is an information system application

that assists decision-making. DSS tends to be used in planning, analyzing alternatives

andtrial and error search solutions. They incorporate a variety of decision-making models
andthus area capable of performing what-if analysis.

Putting the emphasis on easy access to colleagues signals that involvement figures high in
the corporate values. Then, placing top executives in an open office signifies the intention to
have an open style, in which rank and status have no practical importance. The round tables
indicate that decisions are only to be taken after full discussion among colleagues who are
always on tap. The proximity of the desks establishes that lines of communication are to be
short and easily opened. The classic Western office layout, based on the 'behind closed
doors' principle, is the antithesis of visibility and delivers an utterly contrasting message. The
corporate vision statement is like the founder himself, enormously practical:

  Quality in all jobs - learn, think, analyse, evaluate and improve

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   Reliable products - on time, with excellence and consistency
  Better communication - listen, ask and speak up

Developing a philosophy built on the experience of a practical engineer, the founding father
had created a corporate culture that would go on working towards his objective nothing less
than becoming and remaining the world's best motor manufacturer long after his own active
day. His influence, like the man himself, is still highly visible. And the visibility is
inseparable from the success.

The Executive Support System at Honda

Honda’s achievement levels and importance levels of HRM subjects contained

in each factor are noted. The correlation between the achievement of each factor is
determined. These critical HRM factors are then used to determine the HRM patterns of the
sample firms vs. their associated productivity indices.HR managers usually endeavor to find
efficient methods to perform their HR activities in supporting the organization's HRM
strategic initiatives as effective management of critical HR factors is the key for business
sustaining competitiveness. The management ways and style of Honda is evident  that will
likely continue to increase if the economic downturn continues in Honda's major markets
worldwide, leading to further increase pressure within Honda's competitiveness, which will
over time affect its results.

Honda will continue raising its level of transparency in the future. Honda
promotes an environment where customer’s opportunities are analyzed and maximized by
implementing business practices that increase loyalty, satisfaction and retain customer’s
business over their lifetimes. Identifying and meeting customer needs is key to Honda’s
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continued business success listening to customers is what determines its business strategies
and drives Honda’s culture in creating and managing the customer relationship that can be a
company-wide task.

The company as a whole defines and clearly communicates to every employee what it
wants to be the basis of the customer relationship like acquiring and updating knowledge
about customer needs, motivation and behavior drive Honda’s approach toward customer
excellence. Honda adheres in fostering an environment where highly motivated, action-
oriented employees work together to continuously create and deliver high-quality,
innovative products and services.

Honda believes that a high quality players will help us maintain our
leadership position and ensure that we remain one of the best places to work and
innovative in the context of an ever-changing market environment. The management relies
on teamwork by providing a collaborative environment that thrives on working across
geographical and organizational boundaries, sharing information and finding new and
better ways to support each other and its valued customers in continuing business success.
Good communications both internally and with our customers and partners directly affects
customer success.

No matter how good Honda is – the one thing that can bring the company
down is getting too far away from loyal customers as it gives emphasis on the success
factors in fully realizing the company’s potential to influence the entire industry.

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The Knowledge Management system at Honda

Knowledge management is emerging as a key concern of organizations, particularly those

who have already redesigned their business processes and embedded a total quality approach
into their practices. Major consulting firms are now gearing up to add knowledge
management to their lines of business.

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. Integral to the implementation of knowledge management is understanding the
organization's information flows and implementing organizational learning practices which
make explicit key aspects of its knowledge base. Knowledge management is not about
managing or organizing books or journals, searching the Internet for clients or arranging for
the circulation of materials.

Knowledge management is about enhancing the use of organizational knowledge through

sound practices of information management and organizational learning. The purpose is to
deliver value to the business. Figure 1 shows the relationship between these four
components, indicating that knowledge management is more than managing information
flows.

It rests on two foundations: utilizing and exploiting the organization's information (which
needs to be managed for this to occur); and second, the application of peoples' competencies,
skills, talents, thoughts, ideas, intuitions, commitments, motivations, and imaginations5.

To appreciate the challenges of knowledge management, we need to understand what

knowledge is and how it gets transmitted. A useful way to think about knowledge is as
enriched information with insights into Honda.

Honda is a large transnational firm with automotive design and manufacturing teams in
multiple locations, trying to balance pressures of greater localization and globalization of its
operationsl5. Honda provides an example of the linkages between many business processes
and the recognition of the importance of human communication in managing knowledge.
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Honda has taken a two-pronged approach to increasing both its turnover and profitability:
each region has clear strategies within a firm-wide context, and is heading towards self
reliance in production capabilities; at the same time, Honda is improving its already strong
research and development (R&D) capacity and implementing lower cost development
strategies in its two major locations--Wako-shi (Tokyo) and Los Angeles--to enhance its
competitiveness. Essential to Honda's approach has been the development of multi
disciplinary redesign teams and the supporting infrastructure which enables those teams to
quickly capture, convey and share their knowledge and development work utilizing
sophisticated communications networks, particularly between Wako-shi and Los Angeles.

Honda's competes largely through product leadership. "We like to challenge the spirit with
originality and creativity," stated the General Manager of Honda's worldwide Systems
Division. "We are putting more emphasis on R&D in major locations around the world, but
with strong links for checking and testing specification and mutual learning with our Japan-
based R&D."

Increasingly, Honda has recognized the need for greater localization, particularly in styling,
but in the context of sharing expertise and the learning in a firm committed to globalization
of its operations. Honda has gone through several phases in its international business
operations and refers to its current directions as glocalization. This refers to global
operations which are increasingly self-reliant and able to source locally or from other
regions, depending on the most efficient and effective arrangement.

Honda's long term strategies focus on innovation in automobile development and production
technologies, exploiting new markets, expediting global operations and stabilizing the
business against currency fluctuations. Honda's business maxims reflect these strategies and
the commitment to glocalization and include:

 Continuous innovation and originality in creating and developing new products

 Rapid creation and adaptation of products for major regional markets

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  Expediting global operations through maximizing the synergies of production and
operations in many countries

 Continuing focus on reducing the cycle time from R&D through production and
marketing

 Staff of the highest caliber who excel in working together

 Commitment to minimizing cost in all areas within the context and constraints of the
above maxims

These business maxims, with their emphasis on product leadership, R&D, and cost
minimization result in information and technology principles which stress information
consistency, accessibility, and the importance of communication networks. These principles
include:

 Information flow throughout Honda should allow all parts of the company to more
easily and quickly spot trends and use these to Honda's advantage

 Honda R&D staff in different parts of the world need ready access to each other to be
able to communicate their ideas and output to their colleagues

 Communication systems must facilitate high quality person-to-person interaction

amongst R&D staff and between R&D, production, operations and marketing
personnel

 Communication systems must support the transfer of sophisticated design concepts,

data, and documentation in a high quality and cost-efficient manner

This selection of Honda's business, information and technology objectives shows the links
between the importance to Honda of managing its knowledge base and the expertise to
speed development processes. Honda's infrastructure capability includes a full-service
communication network and the management of selected databases (sales, finance, and part

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ordering) on a global basis. In each of these areas, there are considerable synergies and the
systems are required for the effective sharing of information.

Honda's approach to infrastructure investments is highlighted in the efforts made to establish

and then upgrade Honda's international network system (INS-III) in the past four years. The
network, now named Pentaccord, was developed with three basic functions:

 International telephone/fax communication between Japan and major overseas sites

using an extension number

 International high-speed LAN-to-LAN communication using standard international

protocols (TCP/IP)

 International high-speed HOST-to-HOST communications (HONDA SNA)

Honda's sharing of expertise, rapid exchange of R&D knowledge, and technical and human
communications capabilities reflects the structures and processes of a learning organization
concerned with managing its knowledge and expertise base for competitive advantage. The
successful implementation of such an approach assumes that the firm actively encourages the
free flow of relevant information between key individuals and groups. However, this is often
not the case and in discussing knowledge management a caveat is essential: know the
information politics of your organization before embarking on a knowledge management
program. We traverse the important issue of information politics in the final part of this
paper.

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PREPARING FOR THE FUTURE
As for the global economy, the U.S. and Asian economies are expected to grow
steadily, and Japan and Europe are also expected to maintain their moderate economic
recovery. However, the global environment in which Honda's management operates still
lacks transparency because of global political and economic uncertainty, fluctuations in oil
and raw material prices, and currency movements. It is under these circumstances that
Honda will strengthen its corporate structure quickly and flexibly to meet the requirements
of our customers and society and the changes in its business environment. Also, in order to
improve the competitiveness of its products, Honda will endeavor to enhance its R&D,
production and sales ability.

Furthermore, Honda will continue striving to earn even more trust and
understanding from society through Companywide activities. Along with efforts to develop
even more effective safety and environmental technologies, Honda will enhance the
creativity in its advanced technology and products, and will create and swiftly introduce new
value-added products that meet specific needs in various markets around the world. Honda
will also continue efforts in the research of future technologies, including the advancement
of advanced humanoid robots and compact business jets and their engines. Honda will
establish efficient and flexible production systems and expand production capacity at its
global production bases, with the aim of increasing its capability of supplying high-quality
products. Honda will continue to make efforts to expand product lines through the
innovative use of IT and to upgrade sales and service structure, in order to further satisfy its
customers. Responding to increasing consumer demand, Honda will upgrade its quality
control through enhancing the functions of and coordination among the development,
purchasing, production, sales and service departments.

 Honda will develop safety technologies for accident prediction and prevention,
technologies to reduce injuries to passengers and pedestrians from car accidents, and
technologies for reducing aggressively, as well as expand its line-up of products
incorporating such technologies. Honda intends to enhance its contribution to traffic safety
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in motorized societies, including Asian countries. Honda also intends to remain active in a
variety of traffic safety programs, including advanced driving and motorcycling training
schemes provided by local dealerships.

Honda will step up its efforts to create better, clean, fuel-efficient engine
technologies and to improve further the recyclables throughout its product lines. In addition
to continuing to provide products incorporating Honda's advanced safety and environmental
technologies, Honda will continue striving to earn even more trust and understanding from
society by, among other things, undertaking activities for corporate governance, compliance,
and risk management and contributing to society.

Honda: a name that conjures images of high quality as the benchmark incorporates as the
truth that Honda is really best-selling car in America being the highest resale value in its
class as made with regularity concerning the Honda Accord – a vehicle that is always on the
short list of the most popular cars in this country. (2001) Honda, as of now sitting
comfortably at the top of the U.S. passenger car market, was not always in this successful
position. As of the present, Honda is a model of such car companies such as General Motors
as the car company try to emulate in order to increase their own sales.  The themes have
contributed to Honda’s success in the United States: the company has seized on
opportunities in the U.S. market and it has also tailored its practices to fit American culture
as Honda is a benchmark by which other automakers are now measured to run its American
operations.

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 CONCLUSION
The scope of this document was to understand the reasons behind the need of MIS in Honda.
We will develop knowledge of what information is needed on a regular basis for decision
making purposes and how it is sought and used by Honda with the help of MIS.

It also helped us in analyzing the business needs of the organization, key challenges or
desired functional requirements of the MIS, the IT solution that is currently implemented and
the outcome of such a system.

Honda requires MIS to map internal processes and interaction with the external

environment to the technology and ensure the solution delivers real benefits to the business.

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 BIBLIOGRAPHY
 www.world.honda.com

 www.unilibrary-nairobi.org

 www.wikipedia.com

 www.scribd.com

 www.referenceforbusiness.com

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