For this discussion, review the case study Toyota Motor Manufacturing, U.S.A., I

Question

For this discussion, review the case study Toyota Motor Manufacturing, U.S.A., Inc. (1995) by Mishina and the article "What Really Happened to Toyota?" by Cole (2011). Then, respond to the following questions: If you were Doug Friesen, manager of assembly at the company's Georgetown, Kentucky, plant, what would you do to address the seat problem? Where would you focus your attention and solution efforts? What options exist? What would you recommend? Why? Where, if at all, does the current routine for handling defective seats deviate from the principles of the Toyota Production System? What is the real problem facing Doug Friesen? What is your plan to solve the seat problem? Is the production in Toyota a lean production? Why?

Explanation / Answer

Placing a QC person to check the seats at final station to identify the defects before sending them to next station.Further rework or sorting of seats offline and then inspecting and finally send to assembly line.But these are not idealistic or permanent solution.

Focus to solve the problem cocompletely

The current routine for handling defective seats deviate from the principles of TPS.Deviations are found in JIT,JIDOKA,KAIZEN.

Real problems faced by Mr.Doug Friesen

Plan to solve the problem

Definitely TPS is a lean production.Reasons are depicted below

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