Toyota Motor Manufacturing Case

The sudden increase of the production complexity, in seat volumes and variations, make some translucent flaws in the production capabilities of Toyotas Georgetown production plant. The root problem TMM facing is lack of coordination and planning inwardly the companies departments as well with its supplier KFS. For the supplier KFS, TMM didnt assess their practical production capacity in the lead launching in the altogether models. As a result, the sudden change of production volume due to naked modifications caused a series of problems in supply timberland and timing.The frequent change of demand from TMM made KFS troublesome to respond and fulfill the requests. As the quality issue of seats leadred, it indicated that KFS was not ready to produce the new model seats with a high volume and to meet demand of variations. The JIT production st prizegy doesnt allow supply issues, but in practice, TMM left the vehicles with problematic seats instead of shutting downward the produ ction identify to avoid high cost, which against traditional TPS. As a result, a greater controvert impact on the production line was created, such as more vehicles without seats stuck at photoflood area.Additional to the supply issues, the workers in the Georgetown plant were not well trained for assembling new models as well. When they found defective parts, TMM failed to follow up the solutions of such problems delay 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 long run, our recommendation to TMM is to setup a cross functional team in order to manage the projects related to the production of new vehicle models.Doing so will lead TMM to a stop communication along the different departments and with its suppliers as well. Sharing forecasts and design of future parts in appear with suppliers will improve the production efficiency. Cooperation in design with the supplier will decrease the defective rate in parts production such as the car seats. It is also highly recommended to build up an in-house training program to coach workers to assemble new models appropriately. Workers will be more capable to shed light on the problem by themselves after training.TMM needs to go back to the TPS and try to solve problems on the line instead of leaving them away. In the short run, TMM should give more time to KFS to fulfill the order, and when the problem occurred, it is transgress for them to solve together. Reviewing and tracing the problematic parts are necessary the new team should focus on the complaints from bottom workers, and then give the information back to suppliers (KFS) as soon as possible. In this way, it is untold easier to ensure the quality of new arrival parts and in case of the same problem occur again.