Toyota electric motor manufacturing united states

Supply Chain and Operations Management Week 5 Toyota Motor Developing USA Couch Problem Made by: Rod Water wells Student IDENTIFICATION: 21514178 1 . As Doug Friesen, what would you carry out to address it problem? Where you might focus your attention and solution attempts? Why? Answer: Address the situation: Doug needs to bring together his production staff leaders to go over the issue and gather input as to all their thoughts on the basis cause. He needs to give a staff leader to solely accept this problem as his single responsibility until it is solved.

Firstly a route cause analysis must be undertaken. If this is using a fish cuboid 5Y evaluation or a Inability mode analysis etc will not really subject as long as one of the most plausible cause is determined. To undertake this research usually the product quality team places up a sub panel to focus on this job. Once almost all plausible root causes will be identified, a weighting product is applied to every single cause to look for the opportunity to resolve the root triggers with all connected costs captured. Focus & Solutions: I might focus the attention firstly on the seat company (KFS).

Evidently before the Camry model transform there were certainly not the quality issues that are evident now with the excess proliferation (including export). Conversations need to be had with the KFS management group and get them involved with the 5Y option process. Second of all, Doug must go back to TMC in Asia and decide whether they really do have issues with the connect design. From my experience dealing with vehicle OEM’s they have a tendency to hide their particular issues! Finally, from the 5Y analysis it may be determined which the TMM chair team in Kentucky maybe (mistakenly) damaging the chairs (hinted in the case) the moment fitting all of them.

This may need a process style change to the fitment process. Again, major for this concern will be identify via the root cause analysis which will then generate the expected solution process. 2 . What options are present? What do you recommend? How come? Answer: The alternatives were mentioned above showcased 1, even so to follow about from question 1, I would suggest that the next options will be as follows: a) Complete 5Y analysis to determine all conceivable root triggers for quality issues? a. Possible triggers: i. Poor hook design i. Issues with improves in growth iii. Deficiency of input by seat distributor with embrace proliferation 4. Is tack time satisfactory for chair installation (now that growth has increased) v. Identify why improves are being damaged Before the 5Y examination is carried out the solutions cannot be defined. Refer to problem 1 for further info. several. Where, if, does the current routine intended for handling substandard seats deviate from the rules of the Toyota Production System? Answer

The seat problem is presently not fixed through the standard TPS program via the Jidoka principle. The modified malfunctioning seat routine was made an exception to the standard practice of investigating problems on the line, also at the price of turning down the line, for 3 reasons, initially, the final set up people currently knew with the problem, second, it was possible to finish building the car with out seat devices, third, it was felt that stopping the line was too expensive presented how long it took to obtain the replacement seat. 5.

What is the true problem facing Doug Friesen? I think the actual problem is TMM still aiming to adjust to the Japanese TPS program. The TPS system got decades intended for Toyota to implement effectively with many refinements over the years. In Japan, the OEM as well as the Tier 1 are considered included in the same friends and family. This lifestyle is international in the United States (as well while Australia). TMC has large demands around the TMM Kentucky team with high costs of finished product. In my opinion the extra growth undertaken due to export program has induced the issues facing Doug Friesen!