Arugay, Angela Mae, P.

Balisi, Kyla, I.
JUNE Macababbad, Kimberly, N.
2022 Narag, Marianne, C.
Sanchez, Trisha May, E.

OPERATIONS
MANAGEMENT
CASE
STUDY BS ACCOUNTANCY
1A
 CASE

SYNOPSIS:
On May 1, 1992, Doug Friesen, manager of
assembly at the TMM's Georgetown, Kentucky
plant, is concerned about problems with seat
installation and wonders how to best resolve
them and to which he should give highest priority.
With sales approaching plant capacity, it is
crucial he choose the most effective path in light
of Toyota Production System (TPS) and the
realities of plant organization.
QUESTIONS:
1. As Doug Friesen, what would you do to address the seat
problem? Where would you focus your attention and
solution efforts?
2. What options exist? What would you recommend? Why?
3. Where, if at all, does the current routine for handling
defective seats deviate from the principles of TPS?
4. What is the real problem facing Doug Friesen?
 1.
As Doug Friesen, what would you do to address the seat
problem? Where would you focus your attention and
solution efforts?
Being the manager of assembly, Doug Friesen, the problem
needs to be resolved immediately. Hence, determining how the
problem occurred, how it was addressed, and preventing it from
happening again. The issue here is that there is a seat problem, but
the main problem we are facing is how it happened. Thus, the very
first thing to do is to visit and inspect the Toyota Production System
(TPS). 1. Are the principles of TPS followed correctly? 2. Are there any
deviations? 3. How do they address the defects? If this problem
continues, the production level would decrease due that there are
now lesser clients who trust the quality of Toyota. So, proper
discussion and assessment of the problem with TPS can be a big
move to solve this quickly.

Wrong management in seat quality is obvious as there can be

occurring defects like missing or broken parts. This needs to be given
more focus, and so they need to be more meticulous in the quality
check of the materials. Moreover, an inspection of the materials
shipped over by the suppliers is also essential as a check-up of the
output must be observed as well for optimum quality control over the
products. And it is not just about the materials as to why this is
occurring, it can also result from the performance of the workers
that's why equipping more training and orientation for them can be
more effective and efficient in the production. Overall, overlooking all
sides of the problem can fix the problem.
 2.

What options exist? What would you recommend? Why?

Among the various options that are to be considered, the

initial action that Mr. Friesen should take into account to eliminate
the problems would be to administer a discussion between the team
members concerning the different incidents that occurred. He should
assess the reason behind the defective cars being sent out that may
originate from his employees, processes employed, or if there are
implemented changes. These must be reviewed and altered or
improved in what is identified deficient. In some cases, employees
fail to relay minimal defects because they felt it as though it was fine.
However, there are possible instances wherein the seat defect issue
might arise originally from the supplier itself. Therefore, the
alternative solution is either taking up the quality control process
and the production process of KFS or replacement of suppliers with
another who could provide products that match the requisite
standards of quality. Having two or more additional suppliers is more
productive to prevent any unforeseen events. If this isn't the action
taken, it would be most conducive to assembling a quality inspection
team that can check in the suppliers' production area for better
results.
 3.

Where, if at all, does the current routine for handling

defective seats deviate from the principles of TPS?

Toyota's major goal is to build high-quality automobiles while

minimizing waste. TPS unifies Total Quality Control (TQC) standards,
which is a comprehensive system that unites all workers in preventing or
recognizing quality issues at the source.

Toyota's manufacturing of cars with faulty seats, on the other hand,

was inconsistent and wasteful, owing to the company's diversion from
its typical production plan. Their existing routine does not adhere to any
of these notions; instead, they continue to manufacture automobiles
without further resolving or examining the root of the problem,
increasing the amount of effort added to a defective product. They
violated the notion that operators should immediately halt the assembly
line if they notice anything suspicious, to avoid the waste that would
occur from creating a succession of faulty goods. On the other hand, the
major purpose of just-in-time manufacturing is to eliminate unnecessary
expenditures and increase productivity, yet the existing work process
deviates from this goal once again.
 4.

What is the real problem facing Doug Friesen?

The real problem Doug Friesen is facing is the current routine

handling of cars with seat defects which is risky deviating from the
principle of TPS. It appears that the cars with seat defects were sitting in
the overflow way too long. Instead of solving the main problem of the
seat installation, they continued with the production of the car, even
though the installation of the seat would be more problematic afterward.
They are prioritizing production without taking into consideration the
quality control of the process. Hence, determining if the supplier
undergoes quality control or the process of handling the problem. The
defective seats may be from suppliers but the lack of communication in
using the TPS should be addressed by Doug Friesen. This is to prevent any
further future issues.
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