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Toyota Case Study

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3) Where if at all, does the current routine for handling defective seats deviate from the principles of the Toyota Production Systems? If we look back to the Principles of TPS, basically the general aim is to focus to eliminate waste and achieved cost reduction. It’s directed all of the resources of a production line toward delivering a top-quality product for the customer. TPS provided two principles and guidelines to ease the identification of waste. Before we talks more about the current routine that deviate form TPS’s principles, let’s discuss about all the TPS’s principles first and see how it is implies in the routine works of Toyota production system. First principle is Just in Time (JIT). It is basically means to produce only what is needed, how much is needed, and when is needed. Any extra from true production needs is assumed as waste. The second principle is known as Jidoka which means to make any production problem becomes plain and clear and stops producing whenever problems where detected. It holds on building in quality in the production process and assumes any deviation from value-addition as waste. In Toyota specifically, Jidoka tools are used to instant problem detection and aid visual control. To implement the two TPS principles, the following tools are used. First is Kaizen, which means changing something for the better. Kaizen requires the process to be first standardized and documented in order to evaluate the ideas of improvement objectively. The process of standardization can be achieved in two ways, which are through Kanban and Heijunka. Kanban directly means signboard. It used cards that list all the details of the parts like the suppliers name, delivering time, part number, part name and etc. It is used to control the flow of the production. Next is Heijunka, which means balancing the total mix of model variations required, by consumers in the production sequence during a period of time. Toyota also implanted in good thinking that...