Toyota Motor Manufacturing (TMM)

Presented by Click to edit Master subtitle style Group No # 06 Bhushan Borgaonkar (111109) Kapil Mandloi (111125) Lekha Shah (111126)Ppriyanka Gupta (111139)

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History:
Toyota Motor Corporation planned to open an $800m plant in Kentucky, North America in 1985 As a result, Toyota Motor Manufacturing (TMM), USA began to operate in Georgetown, in 1988 Annual capacity of plant 200,000 Toyota Camry Sedans Camry midsize family sedans market constituted one- third of total American car market.

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Toyota Camry 1992 and 2007

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Toyota Production System:

Toyota s objective : Better car for more people Post World War 2, people could not afford cars and low productivity of labor in Japan So need to cut cost dramatically, still satisfy customers TPS came into picture, aimed at elimination of WASTE

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Guiding Principles to facilitate TPS:

1)

JIT Production: Produce only what was needed, only how much was needed and only when it was needed. Deviation from true production needs was considered as waste.

2) Jidoka: Making production problems self evident and instantly stop the production as soon as the problem is detected. Deviation from value addition was considered as waste.
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Prerequisites for TPS:

1) For JIT : Creating a FLOWING PRODUCTION PROCESS 2) For Jidoka : Standardizing the process and documenting the standard 3) Depends on human infrastructure 4) Kaizen : Continuous improvement in the standard way of doing a job

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The Georgetown Ramp Up

In 1992, the plant employed 4000 people Assistance from the skilled people coming from already operating plant in Japan. Hiring and training program Trainers and coach from Japan to Georgetown plant One to one coaching, emphasis on TPS basics Trainers/Coordinators remain in Kentucky for a few years Aim at Isolate problems from people, thereby enabling people to focus on solving problems

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To Cincinnati

Toyota Georgetown Plant

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To Dallas

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Georgetown Plant

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Operations

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Assembly

Conveyor line comprised of 353 stations.

Line cycle time of 57 seconds. Standardized work chart on each station.

Colored tape marked out area.

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Production control

Involved coordination with sales company, TMC and local suppliers.

Production planning order. Conducive to just in time concept. Planning process practiced were 1.Heijunka: balancing order in
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Quality control

Tough quality control guidelines. 20 petrol inspectors on every shift. Provides instant feedback to direct operations.

Shutting down the assembly line under Code 1.

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Purchasing

Low cost suppliers. Improving the quality of the supplies. Cost data sharing. Providing the help to suppliers from kaizen experts.
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Problems
Product Proliferation Old Model 3 Style, 4 Colors New Model 5 Styles, 3 Colors Too Many Variations at TMM for Seats A run ratio of 85%: Number assembled actually / Number could be Assembled Master subtitle style Cars per shift Click to edit Shortfall of 45 Line is stopped due to defectives by pulling an andon cord

Defective car-seat combinations sent downstream

Too often or too rare?

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Continue to violate Jidoka?

Costs of line stoppage Stopping for 1 cycle of 57 seconds Loss of revenue by one car Loss of profit Overtime results in higher cost and comparatively less production Ikko-nagashi couples work centers: Stopping one is stopping all.
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Issues with

Crowing in Clinic Area & Overflow Parking Area Assembly Area Supplier Problem with Front Seats: Cross Threading Problem with Rear Seats
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Solutions

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Thank You
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Questions???
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2020