Name: Abir Hossain

Id: 1811687030

2. It was clear from the start that outside help would be required until Aisin was able to reclaim its
former skills. At the time, it was decided to ask enterprises both within and outside the Toyota group to
set up additional P-valve production facilities as soon as possible. Because new machines, drills, fixtures,
and gauges had to be procured to replace those lost in the fire, some 150 additional companies were
involved in the recovery work, including seventy machine-tool manufacturers.

The suppliers' cooperation was critical to the recovery effort's success; undoubtedly, many hoped to
increase sales to Toyota in the future. Toyota decided not to put pressure on Aisin to prioritize its own
models over those of Aisin's other customers. Manufacturing was entrusted to the division in charge of
experimental prototype production and machinery maintenance in Honsha, whose engineers and
operators had significant expertise setting up machines for new models and planning the transfer to
volume production. Toyota's production control department was tasked with managing in-house P-valve
production and providing direct support to Aisin.

There are so Many outside commentators at the time thought the Aisin event demonstrated the
vulnerability of JIT environments, claiming that any unplanned failure would bring the system down
immediately. Regardless, none of the companies we spoke with, including Toyota, were planning to quit
JIT. With approximately 30,000 elements in each car, maintaining security buffers for each component is
simply too expensive; in reality, any production system is vulnerable to unanticipated catastrophes like
as a plant fire. While the incident highlights the dangers of single-sourcing in a JIT environment, the
chances of it occurring again are slim.

Furthermore, large-scale coordinated reactions like the ones detailed here are uncommon, with the
exception of natural disasters or fires. Strikes provide unique challenges because the establishment of
alternate sites at other enterprises would be considered as interference by trade unions and would be
largely unwelcome. Despite its inherent fragility, companies value JIT for its role in building problem-
solving and continuous improvement capabilities. The Aisin incident shows that these networks are
capable of not only self-organizing, flexible crisis responses, but also ordinary issue resolution that leads
to incremental improvements in business and group performance. Although crises cannot be predicted,
the qualities needed to deal with them successfully and quickly can be built ahead of time.