Toyota Motors

Group 8 Ayush Agrawal Swati Jain Ankit Dubey

U. an increased amount of waste will continue to be incurred and customer value will be threatened. (TMM) is deviating from the standard assembly line principle of jidoka in an attempt to avoid expenses incurred from stopping the production line for seat quality defects. This deviation has contributed to the inability to identify the root cause of the problem. which has led to decreased run ratios on the line and an excess of defective automobiles in the overflow lot for multiple days.A.Main problem: Toyota Motor Manufacturing. If this problem isn t fixed quickly.S. .

and that it states the andon card is not replaced until the problem is fixed often resulting in a stop of the line. Friesen is passionate about TPS ways of achieving lean manufacturing by staying focused on achieving cost reduction by thoroughly eliminating waste. Even after all the alarming red flags in front of him that indicate this deviation might not be working. he felt this problem was different. only how much is needed. He believed this would allow him to save money by not having idle machines. understanding processes are put in place to make any production problems instantly self-evident through visual deviations from normal conditions. He knows that just in time (JIT) production is implemented to insure plants produce only what is needed. and therefore an alternate process was acceptable.Analysis: Friesen is truly struggling to find a way to have his cake and eat it too . He has been thoroughly trained in jidoka principles. Friesen still wonders if the problem can be fixed off the line. and only when it is needed. and within the quality control (QC) team. . He believed it was possible to deviate from some of the core jidoda principles by fixing the quality problem off the production line. He also understands the value of the andon pull. However.

Friesen. . This situation is creating exceptions in the Toyota Production System.At Toyota Motor Manufacturing in Georgetown. 2) it was possible to finish assembly of the car without the seat. The problem with the seat installation seemed to occur after the number of seat variations increased from three to 18. There are options for Friesen to consider implementing. group leader] drew Friesen's attention to an ongoing problem since the past fall: during rear side bolster installation. a hook protruding from the back of that part was to be snapped into the eye' of the body. the plant is having a problem with defective seats in its production of Toyota Camry's. This meant a shortage of 45 cars per shift. which has served the plant so well in the past that the plant manufactures cars for worldwide markets. If I were Mr. a manufacturing system that was developed in Toyota plants in Japan and was based around the whole concept of "building in quality in the production process and condemned any deviation from value-addition as waste. the number of suppliers needs to be increased. This seat problem had tremendous consequences as production quotas were down to 85% from 95%. she [Shirley Sargent. The three exceptions being created are: 1) assembly operators already knew of the problem." This is the problem Friesen needs to focus his attention on in order to solve this problem. and 3) it was the general feeling that halting the line was too expensive given how long it took to obtain the replacement seat." Doug Friesen. this is where I would be focusing my attention. Kentucky. which had to be made up with expensive overtime hours. was told of the specific problem as told in the case: "Regarding the seat. First. The plant has had success in implementing TPS (Toyota Production System). assembly manager at the plant. but the hook sometimes broker off.

In 1992 Toyota Motor Manufacturing USA. This problem stemmed from a couple of major deviations from Toyota s standardized production system (TPS). . (TMM) saw significant problems with defective seats that resulted in a compromise of Toyota s lean manufacturing system. Inc.

CAUSES This problem was initially caused by a change in world market demand for variations of seats and TMM s facility being made the sole manufacturer of the Toyota Camry Wagon. This change resulted in 45 less cars being produced per shift. This was a change from the previous number of 8 variations. more off-line attention for the cars and decreased levels profit and employee morale. It translated into more overtime for the workers. In April 1992. This result was against everything Toyota valued in its lean manufacturing process. Toyota s run ratio dropped from 95% to 85%. This manufacturing problem had significant impact on many processes within the plant. Toyota s production facility quickly amassed a total of over 30 variations of seats. This ratio represented the amount of cars that potentially could have been produced by Toyota under ideal circumstances. Toyota faced significant production issues in the wake of the proliferation of these seats. .

when a defect was found in a car part the andon was pulled. If the problem could be solved the line was re-started. An important principle of Jidoka was to make any production problems instantly self-evident and to stop producing until the solution was discovered . This triggered an alarm that stopped the manufacturing line and called for the group leader to come and assess the situation. the main culprits in this production weakness were seat defects.As mentioned. Under normal production rules. Toyota had established a principle called jidoka within their production standards. It was during this quality control process that TMM began to deviate from normal production standards.

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