Problem Identification
The major problem is the increasing seat configurations for Camry cars that are becoming more complex and diverse because of product diversification. The addition of wagon models and market variations for the 1992 Camry has significantly increased the seat variants as well as colors. This change is creating production problems, a decrease in the run ratio, and an increase in off-line vehicle inventories (Mishina, & Takeda, 1992). s. However, the standard response to defective seats cannot provide an appropriate ongoing recovery action because of the inefficiency with growing challenges and the lack of a systematic approach.
Recommendation
To solve the seat issue, an all-around solution is needed. A systematic Recovery Approach can be introduced by developing a systematic recovery plan for dealing with seat-related problems. This includes the identification of root causes for defects, simplification in communication between TMM and KFS as well as measures that ensure the right seat sets to cars. Additionally, improve the quality controls at various production and installation stages to detect any defects to eliminate them before the seats enter into the final assembly. This might include additional inspections, better training for the employees working on the assembly line, and also teamwork with KFS to resolve any generic design issues. Evaluate and enhance the offline process of handling defective chairs. Although it is very essential to keep the production process smooth, you should consider using different methods of addressing any seat flaws on the line without jeopardizing the quality. It may require a reconsideration of the exception made for the defective seats and also alternatives within TPS. Moreover, build a strong partnership with the KFS to address their struggles and seek joint strategies. This may involve regular joint problem-solving sessions, sharing of the best practices, and continuous improvement efforts to ensure that both TMM as well as KFS processes are in sync.
Doug Friesen’s Actions
Doug Friesen should focus on addressing the root causes of seat-related defects and improving the coordination with KFS. He should lead a cross-functional team to investigate seat problems, particularly the rear side bolster hook issue. In the short term, Friesen should work on implementing immediate corrective actions to stabilize seat production (Mishina, & Takeda, 1992). s. Simultaneously, he should develop a long-term strategy to handle the increasing product variations and prevent similar issues in the future.
Options and Recommendations
Short-term solutions may include increased quality controls and real-time communication with KFS to rectify seat mismatches promptly. Long-term strategies involve collaborating with KFS to enhance their production processes and possibly reconsidering the seat design for robustness. Implementing visual controls, standardized work, and continuous training can help align the current routine with TPS principles, ensuring that defects are promptly addressed on the line without compromising production efficiency(Mishina, & Takeda, 1992). s.
Real Problem Facing Doug Friesen
The real problem is the impact of product proliferation on the seat assembly process. The growing number of seat variations is causing disruptions in production, affecting the run ratio and increasing off-line vehicle inventory, ultimately jeopardizing the production schedule and customer commitments.
Kanban System
The Kanban system relies on visual signals to trigger production. If a worker pulls the Kanban cord, it indicates a problem or a need for more parts. The production line would not come to a halt, but it would prompt a response to resolve the issue and maintain a smooth workflow.
Daily Production Calculations
To calculate daily production, we need information on the throughput time, lead time, and production capacity utilization rate. Unfortunately, this specific data is not provided in the text. Additionally, the average price of a Camry in 1992 is not mentioned(Mishina, & Takeda, 1992). s. To answer these questions, assumptions about production rates, lead times, and pricing would be necessary, with justification based on industry norms and reasonable estimates.
Reference
Mishina, K., & Takeda, K. (1992). Toyota Motor Manufacturing, USA, Inc. Harvard Business School.
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