The Production System of Toyota is called TPS (Toyota Production System). It is an acclimatized socio-specialized framework created by Toyota itself. This framework includes the practices and the administration rationality of Toyota. Jjidoka, without a moment to spare (JIT), heijunka, kanban and kaizen are a portion of the principle ideas utilized as a part of TPS. The TPS systematizes strategic and also fabricating forms for Toyota that incorporates communication with every one of the providers and clients. The TPS is really a noteworthy antecedent of the more standard 'incline producing framework'. This Toyota Motor Manufacturing U.S.A. contextual analysis examines the TPS framework in detail and dissects a seat issue that was managed by the administration. In the passages underneath, a detail investigation of the contextual analysis is given by giving responses to the particular inquiries.
1. Consider the following terms mentioned in the case, jidoka, just-in-time, heijunka, kanban, kaizen. What role does each of these concepts play in the Toyota production system, and how do these concepts support/enable each other?
2. Does Toyota respond just-in-time to customer orders? What does it do justin-time?
3. We’ve talked a lot about inventory during the last two classes, particularly the factors affecting how much inventory we should hold. Lean production focuses on keeping inventory levels low. In light of what we have discussed about inventory (and queuing and process analysis, for that matter), what things are Toyota doing to make this possible.
4. As Doug Friesen, what would you do to address the seat program? Where would you focus your attention and solution efforts.
5. Where, if at all, does the current procedure for handling defective seats deviate from TPS principle?