Toyota Motor Manufacturing

768 Words Dec 1st, 2014 4 Pages
Operations Management
Bonus: Case #5

Toyota Motor Manufacturing, USA, Inc.
Case 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 the Toyota Production System?
4. What is the real problem facing Doug Friesen?

1. In addressing the seat problem as Doug Friesen, I would start by establishing the problem at hand. It is necessary to understand the signs of problems within TMM and how they relate back to the defective seats. This will firstly be established by explaining the low run
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Thus, Friesen should identify the specific processes that need to be improved. He should then gather more information regarding these problems to ultimately figure out gaps between the standards and the current outputs.

2. There are many options that exist for Doug Friesen regarding TMM’s seat problem. One option is to improve the seat assembly team. It is reported that the seats are damaged during the assembly. Furthermore, it is reported that KFS is TMM’s only provider, and there is an increase in number of seat styles from 3 to 18. Thus, I woud recommend TMM to hire multiple suppliers. This will lighten the workload for KFS resulting in fewer defects. In addition, another option is to redesign or improve off-line operations in case Doug Friesen decides to continue correcting seats off-line. A recommendation for this problem would be for TMM to revise their off-line operations. In doing so, they will be able to avoid overtime work. These recommendations will allow TMM to improve sales and focus on maintaining the JIT principle, which aims to produce only what is needed, only how much is needed, and only when it is needed.

3. The current routine for handling defective seats deviates from the two guiding principles of TMM: the Just-In-Time principle and the jidoka principle. Firstly, the current routine deviates from the JIT principle by the way the majority of the defective

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