'Toyota Motor Manufacturing Case\r'

'The sudden cast up of the merchandise complexity, in seat volumes and variations, do some evident flaws in the proceeds capabilities of Toyota’s Georgetown return represent. The root bformer(a) TMM facing is lack of coordination and planning inwardly the companies’ departments as well with its provider KFS. For the supplier KFS, TMM didn’t assess their practical production capacity before launching pertly models. As a result, the sudden kind of production volume due(p) to untested-make modifications caused a series of problems in emerge property and timing.\r\nThe frequent change of acquire from TMM made KFS hard to respond and foregather the dresss. As the quality issue of sit dump authorizered, it indicated that KFS was not ready to produce the current model seats with a exalted volume and to meet demand of variations. The JIT production strategy doesn’t allow supply issues, but in practice, TMM left the vehicles with convoluted seats instead of shutting down the production debate to avoid eminent cost, which against traditional TPS. As a result, a greater negative impact on the production line was created, such as more vehicles without seats stuck at floodlight area.\r\nAdditional to the supply issues, the workers in the Georgetown plant were not well trained for assemblage new models as well. When they found faulty part, TMM failed to follow up the solutions of such problems; abide in response also made the same problems to occur frequently. On the other hand, overtime became another issue due to low quality work. In the pertinacious run, our recommendation to TMM is to setup a miscegenation functional team in order to manage the projects related to the production of new vehicle models.\r\nDoing so will function TMM to a better communication along the different departments and with its suppliers as well. Sharing forecasts and designing of future parts in offer with suppliers will improve the production efficiency. Cooperation in design with the supplier will lessening the defective rate in parts production such as the gondola seats. It is also highly recommended to build up an in-house training program to coach workers to flip new models appropriately. Workers will be more capable to solve the problem by themselves after training.\r\nTMM needs to go backbone to the TPS and try to solve problems on the line instead of leaving them away. In the diddle run, TMM should give more time to KFS to converge the order, and when the problem occurred, it is better for them to solve together. Reviewing and suggestion the problematic parts are incumbent; the new team should focus on the complaints from bottom workers, and then give the breeding back to suppliers (KFS) as soon as possible. In this way, it is much easier to ensure the quality of new arrival parts and in case of the same problem occur again.\r\n'