Topics: Lean manufacturing, Value added, Toyota Production System Pages: 3 (865 words) Published: August 3, 2015

TMM Case Analysis


Taylor Abrams

Dr. Frederick Chen

As Doug Friesen, what would you do to address the seat problem? Where would you focus your attention and solution efforts? There are many possibly issues and variables that could be causing the seat problem. As Doug Friesen I would first try to establish what the problem is and where it is coming from. Is it a procedural problem on the line, is it an engineering problem in relation to the seats design or is it a defect problem originating from the supplier. Once I gathered my initial facts I would consult my counterparts at the Tsutsumi plant and, see if they could help me trouble shoot the issue. It is important that we not lose sight of the fact that the plant is still adjusting to the TPS system, although it did well with the initial ramp up, the seat variations in the new Camry model and the additional responsibility of becoming the sole supplier of the Camry Wagon could prove to be a problem for a relatively new plant. Once I was done gather my facts I would take a two pronged approach, first I would go to all of my team leaders and share with them my findings to see if what they are experiencing on the line backs up my information, secondly I would institute the 5 why’s and try to determine a root cause to the issue.

What options exist? What would you recommend? Why?
Many options exist but, it is important that we pin point the issue and deal with it in a manner that does not affect line utilization. First we must recognize that our current method for fixing the problem is not working, it is a direct deviation from Jidoka and, a plant that is still relatively young like the Georgetown plant must strictly adhere to the TPS. It is critical that TMM stick with the proven method that is TPS especially considering the added challenges they are facing with the new model introduction and, the responsibility of...
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