Toyota Motor Manufacturing

Lean Systems - Case Assignment 1

Group 1
PGP/23/348 Prashant Saxena

PGP/23/340 Shubham Patil

PGP/23/409 R K Somesh

PGP/23/361 Solanki Kuldeepsinh

PGP/23/328 Gaurav Meena

PGP/23/037 Prashant Yadav

 What steps were followed (in sequence) to establish the TPS in US setting

 Toyota Motor started producing in USA since July 1988. Its Plant had the total capacity of 2 Lakhs car per year with one new car in
every 57 seconds when running at its full Capacity.

 To implement TPS in US setting, it should keep human infrastructure as its top priority, second being how similar they can design the
line up with the Tsutsumi Plant in Japan and third being training of all internal stakeholder and supplier in TPS while keeping slow
ramp up schedule to manage it.

 It started with coaching of TMM personnel from TMC staff at a one-to one level to strengthen TPS basics to them. Incorporated “good
thinking” to all its employees by the guidance from senior management and internal training curriculum. Engaging 5 Why Exercise to
know the root of the problem as well as implementation of Kaizen at supplier end also to improve their process

1. Implementation in Assembly Line 2. Implementation in Production Control 3. Implementation in Quality Control 4. Implementation in Purchasing

It was done with help of tool like Jidoka
and Kaizen .
A standardized working chart sheet was
posted to show different information
Marking of the floor with coloured tape
Encouragement of 4S
Implementation of Andon card to focus
on building quality
It was done through implementation of
JIT principle in following ways-:
Heijunka implementation- Balance of
total no of order in the regular
production sequence which helps in
reducing workload of supplier and
improve sync of assembly line with sales
Kanban Cards- It helped in part
production and improvement in inventory
control
It was done by inspection of every
vehicle in the production with strong
quality standards -:
It helped in instant feedback to the
operation department which even
includes the final assembly.
Mistake Proofing – Preventing the
mistake/errors to occur in first place
itself
More Inclusion of low-cost supplier
than low price suppliers
Making supplier follow kaizen
principle to improves their
manufacturing process
Receiving cost data from the
supplier by encouraging them to do
so for their benefits.
 Jidoka means autonomation which is formed by
combining human interaction with automation

The motive behind Jidoka is to detect the problem

earlier and giving the authority to the operators to
stop the production line in case of issues

What is Aim is to prevent the production of defective

Jidoka?
products, eliminate overproduction waste

Use of localisation and isolation to identify

problem areas which is then ensured that they do
not reoccur

Insisted on building quality in the production

process itself and Jidoka was seldom used with the
Andon light.
 • Green Light and red green were
present at right angles to mark
the start and end of
workstation
• Implementing Andon cord led
to the team leader to rush to
1)Immediat see if the problem is

Impact of
e problem correctable.
• Correctable problem leads to
detection tagging the car to alert QC.
• If not correctable, then move

Jidoka on
overflow parking area to
replace the seats that is
ordered through KFS’ special
delivery

Assembly
Line 2)Facilitate
visual
• Coloured tapr marked where
everything belonged on the
floor
• Any deviation from normal
Control could easily be detected
 Immediate stop leads to problem solving at that point
of time reducing further defects and losses if detected
after assembly is done

Autonomation requires a huge human capital but due

to the size of the Toyota they already have the labor

Is Jidoka present . Training costs might be incurred but that is

less compared to the benefits of implementing Jidoka

economical? Helps in identifying actual problem areas by

localisation and isolation

Cars are duly tagged as per the defects and were

tagged to be fixed at the clinic area. It helps in
continuous running of the line in case of defects.
What is the real problem here?  As Doug Friesen, what would you do to address the seat
problem?  Where would you focus your attention and solution efforts?
Problems described in the case:

Line Run Ratio down to 85% from 95% which was previously achieved
.
01
01 (this caused a shortfall of 45 cars in a shift)
.

This ratio went down primarily due to seat related issues which crept up and
.
02
02 had to be corrected offline in the clinic area
.

03
03
There were also issues related to threading of seat bolts but with the help of
re-tapping, this issue could be managed on the running line itself

There were also issues related to threading of seat bolts but with the help of
04
04 re-tapping, this issue could be managed on the running line itself

05
Mismatch between is the seat set and car as well as the defective seats would add to
05 the problems
What is the real problem here?  As Doug Friesen, what would you do to address the seat
problem?  Where would you focus your attention and solution efforts?
Real Problem at hand:

Inability of KFS to match the quality requirements of TMM, also because

.
01
01 different seat variants were launched subsequently.
.

Without the supplier being able to implement the Toyota Production System
.
02
02 in such a short span of time, problems are bound to arise.
.

03
03
Exhibit 7 points towards occurrence of loose front and rear seat backboard from
Oct 1991 to April 1992.

Also, there seems to be issue with the systems to capture defects inhouse and no
04
04 measures have been taken to permanently solve this at part level
What is the real problem here?  As Doug Friesen, what would you do to address the seat
problem?  Where would you focus your attention and solution efforts?
Measures to solve the Seat related problems

The QC engineers from TMM should look into the quality issues being
.
01
01 faced by KFS.
.

The system at KFS should be at par with that of TPS and this would reduce the
.
02
02 defects per seat and would lead to best quality seats.
.

03
03
Root-cause analysis at KFS end and also for inhouse defects and taking permanent
measures to resolve the issues found is crucial.

Other measures such as cross-training, inspections, sticking and complying to Jidoka and
04
04 JIT once a timeline is set to resolve issues and placing VMI seats as additional inventory
in the short term to replace defective parts ensuring that fewer parts are taken off the
line
Thank You