In: People

Submitted By zekfriki
Words 1460
Pages 6
As we can see clearly, the plant had a problem with defective seats in its production of Toyota Camry. The run ratio was down to 85% from 95% in one month. This 10-point drop meant that too many cars had to be made up with overtime and needed off-line operations of one type or another before they could go on to shipping.

Toyota Production System (TPS) has two guiding principles:
1. Just-In-Time (JIT) production
2. Principle of jidoka The plant insisted on “produce only what was needed, only how much was needed, and only when it was needed.” Another concept was "building in quality in the production process and condemned any deviation from value-addition as waste."
This meant that because of the TPS, the plant didn’t have enough inventories to make up the production. The sales company was not getting cars on time as promised.

Another problem was the main key: “during rear side bolster installation, a hook protruding from the back of that part was to be snapped into the ‘eye' of the body, but the hook sometimes broker off."

Here were 3 questions we need to figure out:
1. Why the seat problem went on this long? It was an ongoing problem since the past fall.
2. Why the Tsutsumi factory had not reported the problem as it used the identical engineering drawings for the part?
3. Was it the fault of KFS or the plant itself?

To sum up, if I were Mr. Friesen, the aforementioned there points and the delivery problem was where I would be focusing my attention.

As Mr. Friesen, the measures I would take were as follow:
1. Connect with the KFS, tell them the situation of seat assemblies and arrange an urgent measure to handle the wrong seat problem.
2. Re-estimate the productivity after the adjustment. Notice the staff to work overtime to make up the plan.
3. Call the sales company, explain the situation to come to an understanding. And…...

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