Toyota Motor Manufacturing, U.S.A., Inc: Amrit Kapoor PGP/21/258 Anshul Aggarwal PGP/21/258 Prashant Tripathi PGP/21/287

Toyota Motor Manufacturing, U.S.A.
, Inc
Lean Systems
Amrit Kapoor PGP/21/258

Anshul Aggarwal PGP/21/258
Prashant Tripathi PGP/21/287
What steps were followed (in sequence) to
establish the TPS in US setting?
One-month long trip to Tsutsumi (from TMM to TMC). Then TMC
.
01 people were sent to TMM to coach TMM supervisory personnel
one-to-one to reinforce TPS basics.
Instilled “good thinking “ in all its employees through senior

.
02 management coaching and internal training programs
03 “5 WHY Exercise” to get to the root cause of the problem
04 Implementing Kaizen at supplier side also and help them in their process
improvement
Sequence of Implementing TPS
01 STEP
02
Implementation of TPS in
Assembly Line
STEP
03 STEP
Implementation in Production
Control
04
STEP
Implementation in Quality
Control
Implementation in Purchasing
Assembly Line Production Control
It was done through Jidoka and Kaizen Tools. Implementing JIT principles in 2 major ways
Visual Control 1. Practice of Heijunka: Evening out (balancing) the total
01 02
• A standardized work chart posted order in daily production sequence.
adjacent to each work station on the line It serves 2 purpose
showing different information • Relieved suppliers of a surge of workload and facilitated
• Coloured tape marked out areas of the STEP STEP their JIT production.
• Synchronized the assembly line with the ultimate sales of
floor to specify
the cars
• Promoted 4S
2. Use of Kanban Cards
• Implementation of Andon cord that • Kanban card included a part code number, its batch
turned on flashing light and lit up the size, its delivery “address,” and other related
workstation number on the Andon information
board. The Andon pulls focused on • Only Kanban triggered the part production
building quality • No. of circulating Kanbans were adjusted by group
leaders for better inventory control
Quality Control
Inspecting every vehicle against tough quality
standards that serves two purpose
03
STEP
04
STEP
Purchasing
• Focus on low cost supplier rather than low
• Instant feedback to direct operations
price
including final assembly
• Encouraging supplier to share their cost data
• Preventing problems from occurring
• Helping suppliers with kaizen experts to
in the first place (Mistake Proofing)
improve their manufacturing process
What is the impact of Jidoka on the overall
production of TMM? Is it economical
Jidoka in Assembly Line
• To Aid immediate problem detection
a) There was a green and red light drawn at right angles to assembly line mark the beginning and the end of each work
station
b) Implementing Andon cord that by puling turned on flashing light , triggered loud music and lit up the work stations
“address number” on the Andon board.
c) Team leader rushed to workstation to see f problem is correctable
I. If correctable, then tam leader turn off light and production continues
II. If not, line segment stop at red line and attracted group leaders attention and stops production till problem
solved `
• Facilitate Visual Control

a) Colored tapr marked out areas of the floor to specify where just about everything in sight belonged
b) This environment visually shows any deviation from normal conditions
Jidoka in Quality Control
It serves as Andon Pull for manager
a) Assembly group diagnose the problem with QC while repairing cars in clinic area.
b) When 8 cars filled up clinic area then assembly line was shut down
c) It prevents problems from occurring in the first place
Yes it is economical
1. It stops production after 8 defected cars. It reduces the cost associated with repairing the car after final assembly.
2. It helps manager to finds effects at early stage and know the source of defect (Mistake Proofing) and hence reduces cost
Challenges for seat problems in various departments
It’s soft part and is prone to damage and by
Most expensive of all purchased
far the bulkiest of all installed parts
parts- costing $750 with fabric
accounting for almost half the figure
Assembly Purchase
Quality
Control OPTION A
It’s a safety item as it has to meet rigorous

standards for the cars crash performance
Its also a sensory item because the feel of
its surface finish has to satisfy customers
What is the real problem here?
.
01 Reduction in run ratio from 95% to 85%
This lead to delay in delivery of cars to sales company as promised.

.
02
03 KFS sending the wrong seat assemblies that leads to the car in the waiting
area to stay there for longer time.
04 KFS sending the wrong seat assemblies that leads to the car in the waiting area to
stay there for longer time.
05 Defected product might get delivered to the buyer that leads to loss of reputation
As Doug Friesen, what would you do to address the seat
problem?
• Since the design of the hook (sharp edge) is working fine at Tsutsumi so it could be resolved using cross training of
TMM employees by the employees from Tsutsumi plant .
• Implementation of Kanban for special delivery of the replacement. When defective pieces were sent back to KFC, a
Kanban card could have been sent along with it. The production and delivery of new seats can be done based on
information mentioned in the Kanban card.
• It is done by implementing more of Kaizen at KFS and helping them in improving their delivery process
Where would you focus your attention and solution efforts?

I would focus attention in making the delivery of seat sets for defective pieces as it is the main reason for delay in
delivery to sales company. If it would have been on time then the defective pieces can be corrected the same day or in
next shift and hence delivering the cars to sales company on time

Toyota Motor Manufacturing, U.S.A., Inc: Amrit Kapoor PGP/21/258 Anshul Aggarwal PGP/21/258 Prashant Tripathi PGP/21/287

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Toyota Motor Manufacturing, U.S.A., Inc: Amrit Kapoor PGP/21/258 Anshul Aggarwal PGP/21/258 Prashant Tripathi PGP/21/287

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Toyota Motor Manufacturing, U.S.A.

Amrit Kapoor PGP/21/258

Instilled “good thinking “ in all its employees through senior

03 “5 WHY Exercise” to get to the root cause of the problem

• Facilitate Visual Control

It’s a safety item as it has to meet rigorous

This lead to delay in delivery of cars to sales company as promised.

Where would you focus your attention and solution efforts?

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