Professional Documents
Culture Documents
Prepared By Ashwin Mehta 313 Pratik Mehta 314 Ishaan Parekh 315 Ankit shah 317 Dishank Shah 318 Fenil Shah - 319
Agenda
y Current Scenario y Problems Faced y Analysis y Suggestions and recommendations y Risks and contingencies
Current Scenario
Toyota Motors Manufacturing (TMM) faces increasing
for TMM.
KFS is responsible for the material flaws and missing
Problems Faced
Product proliferation problems with defective seats. Companys deviation from its normal production plan and lack of
a recovery system.
Run ratio dropped from 95% to 85%. This means 45 less cars were being produced per shift. This translated in overtime of workers. Too many cars needed off-line operations of one type or the
Questions Raised
Will the sales company get cars on time as promised? What does it mean to implement JIT and Jidoka
Analysis
The Problem
damaging 85%.
y Decrease in per-shift production is close to 50 cars. y Producing the missing cars via overtime capacity
Stations Employees Wage/Hour Overtime Cycle Time Shift Length 'Productive' Minutes Run Ratio 100% 95% 85% 'Lost' Cars Per Shift (95% to 85%) Cost per Hour of Production Overtime Time Required to Produce Add'l Cars Cost to Produce Additional Cars
353 769 $ 17.00 $ 25.50 1.05 Cars/Min 525 Minutes 450 473 449 402 47 $ 19,610 50 Minutes $ 16,215
The Reason
y Product proliferation y From 3 styles x 4 colors, to 36 different seat styles.
y Seats need to match each particular car, therefore stock
response time for KFS to come up with the next seat is minimal
did not have the TPS implementation to respond to the product proliferation. not the underlying philosophy.
but just tagging it for storage in the rework area is a gross violation of the jidoka concept.
don t stop the line at once. 353 workstations would slow down to a halt depending upon time taken for rectification.
y KFS is blamed for the seat defects without going for the Five
Suggestions
Given that 88% of seat defects is from KFS, TMM needs to participate in KFS s QC Process, perhaps by placing its own personnel Defective items need to be fixed on assembly line and not postponed Design review needs to be done to see if so many different seat styles are actually necessary Heijunka system may be avoided given the wide variety. This would ensure that a replacement is at hand within 1 minute A drum-buffer-rope model of intimating KFS of replacement stock as soon as it is discovered needs to be installed. A contingency kanban may be designed.
Suggestions (Contd.)
Seat spec recvd at KFS Seat setup as per spec on KFS Assy Line Seat inspected by TMM QC person at KFS Seat despatched to TMM Seat recvd at TMM (different dock for replacement)
Seat is rechecked.
Legend
Normal flow
Implementation
TMM should immediately implement the following measures:
y Assign an employee to manage seat correction and replacement
y Designated area should be available for the vehicles with the seat
defective seats.
response to problems.
Recommendations
y TMM should consider the following long-term solutions:y Close relationship should be maintained between KFS,
reduced.
KFS might not be able to react to the increased
demand
KFS could refuse to adopt TMM and TPS procedures