toyota motor manufacturing sectionb groupx

8/3/2019 Toyota Motor Manufacturing SectionB GroupX

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AJAY PRASAD J. (067)BHUSHAN NADONI (078)DWIP SENGUPTA (086)

JAYANTH SUBRAMANIAN (089)PAVAN ABHISHEK (101)RAHUL RAMESH (105)

SHILADITYA SENGUPTA (114)SHUSHANTA GUHA (117)


2/11

$800 mn greenfield plan of Toyota MotorCompany opened in Kentucky in 1985

Production began in July 1988 in Geirorgetown

Annual capacity: 200,000 Camry sedans

In 1992, expected production to increase to 240,000

Midsize family sedan market constitutes one-thirdof American car market

Camry returns 17% pre-tax profit on sticker priceaveraging $18,500


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Aim: Better cars for more people

Cost reduction by eliminating waste

Two guiding principles: JIT: Produce only what was needed, Only how much

was needed and only when it was needed

Jidoka: Make any production problems self-evidentand stop producing whenever problems weredetected


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Human Infrastructure: Good Thinking, Good Products: Coaching by senior

management and internal training

Five Why Approach: Get to the root of the problem Kaizen: Change for the better


5/11

5 mile long conveyor line

353 stations

Line cycle time: 57 seconds 769 team members paid an average of $17 an

hour plus 50% for overtime

4 team member and one team lead per team

Regular shift duration: 525 minutes


6/11

Standardized work chart adjacent to each work stationshowing cycle time and work tasks

Colored tape to mark out area of the floor to specify whereeverything in sight belonged

4S: Sift, Sort, Sweep, Spic-and-Span Hence, any deviations stood out Green line and red line to mark beginning and end of each

station. Yellow line indicates 70% completion Behind schedule while behind yellow line or any issues,

andon chord pulled. If Team lead corrects problem immediately, chord pulled

again, else line segment stops at red line Pulling of chord: 12 times a shift. Production stops: Once a shift


7/11

To feed necessary parts into TMM operations sothat right cars are delivered to sales company

Variations in models: 11 exterior colors, 29 interior

variations, 30 other options. Sedan and wagonmodels

Forecast received from TMC

Heijunka: Distribute volumes and specificationsevenly over a span of production

Kanban: A signboard used for each part whichincluded the part code number, batch size,delivery address and other information


8/11

Instant feedback to direct operations duringassembly Limited clinic space for defected cars.

If 8 cars in clinic area, assembly line shut down

Preventing problems from occuring

Purchasing: Emphasis on Low cost of suppliers

rather than low price offered by them


9/11

Soft part prone to damage Safety item, had to meet rigorous standards Most expensive of all purchased parts $740, fabric

accounting for half the cost Sole supplier: Kentucky Framed Seat (KFS) Requirements for each model were sent using a

transmitter on the cars emerging from the paint linewhich sent information to printers at TMM and KFS.This enabled seats to arrive in the right sequence

(sequential pull system) KFS located close to TMM TMC kaizen experts helped KFS install visual controls,

limit work-in-process inventory and master quickchangeovers


10/11

Mismatch or defect of seat discovered when seatis to be assembled

For defective seats normal assembling is followed after reporting the

defect

From assembly, the car goes to the Clinic

If replacement seats are needed, car moved to

overflow parking and replacement order given toKFS

Car waits for KFS special delivery


11/11

Product variations increasing tremendously.

Run ratio down from 95% to 85% . Shortfall of 45 cars per shift.

Overtime

Cross-threading Could be fixed online by team leaders in 30 seconds (retapping)

Seat defects are common on the shop floor and the workers areused to them.

Hook Sometimes broke off

Modifying the hook would cause KFS $50000

Exceptions made to the TPS

toyota motor manufacturing sectionb groupx

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