TMM
TMM
PRESENTED BY:
Akash Lohi (181304)
Atul Beniwal (181313)
Devdatt Kulkarni (181316)
Mohit Pathak (181334)
Sunny Harsoda (171356)
CASE FACTS
Toyota Motors Manufacturing (TMM) were facing problems of seat supply due to large number of
models, more and more cars were sitting with damaged or with no seats at all
Kentucky Framed Seat (KFS) was the only supplier which was working on the Sequential pull system
Run ratio decreased from 95% to 85% leading to a shortfall of 45 cars per shift
Competitive Advantage: Replacing the Japanese imports of this model also took over 1/3rd of total American
car market.
Expected supply: In 1992 supply was expected to be of 240,000 sedans due to Sales increase by 20% in
1991
Use of JIT: Keeping flow of information very close to the physical flow of parts.
Parts were pulled based on actual usage and not a pre-planned schedule
promptly and systematically. For this there were initiatives like senior
Performed along 353 stations on a conveyor, over 5 miles in length and consisting of
several connected line segments: trim lines, chassis lines and final assembly line
Line currently operated on a line cycle time of 57 seconds, down from 60 at the startup
Every station on assembly line embodied jidoka and kaizen tools
Standardized work chart was posted adjacent to each work station on the line, showing
the cycle time of that station, the sequence of work tasks and the timing to perform them
within one cycle
Production Control
The mission of production control department was to feed necessary parts into TMM
operations so that the right number of cars in the right mix could be delivered to the sales
company just in time
The planning process reflected JIT principles in two major ways. First, the practice of
heijunka called for evening out (balancing) the total order in the daily production sequence
The second JIT principle was reflected in the use of Kanban cards. The PC department
monitored the circulation of kanbans closely both to determine the appropriate Kanban
range and to feed information back to parts ordering for even better inventory control
Quality Control
Purchasing
Main task is managing the cost
Estimating the supplier’s manufacturing cost and help them improve
SEAT : MANUFACTURING AND INSTALLATION
A Camry Seat-Specifications that must be considered:
To final assembly: Bulkiest of all installed part and prone to damage
To QC: Safety item to stand for car crash performance
To Customer: Sensory item because of the feel
To Purchasing: most expensive part
Manufacturing and Installation:
Kentucky Framed Seat (KFS): The only supplier of seat for TMM
Operated on System Sequential Pull
Every 57 seconds exact match of the seat with the car is popped up on final assembly line
SEAT : MANUFACTURING AND INSTALLATION
System Sequential Pull:
The atomization is achieved with transmitter sending information from paint line, to both TMM
and KFS
Real time information of exact sequence of cars in first of assembly line, final entire assembly
sequence for TMM and KFS is achieved
KFS Working Line:
All matching pieces are merged at the end of KFS lines and strapped together
100% inspection is done
58 seats= sets arrive at TMM in half hour from KFS factory
Unloaded at receiving dock and hoisted on overhead conveyer as required in sequence
SEAT : MANUFACTURING AND INSTALLATION
Installation Process
Final 1: Rear seat loading work station
A team member unstraps seat set and places all rear seat pieces
Final 2: Rear seat pieces are bolted
Front Seats : Assembled few work stations downstream the final assembly line
THE SUPPLIER
TMM’S sole seat supplier was KFS( Kentucky Framed Seat).
They were the rare exception to Toyota’s multi vendor policy.
Relationship with KFS meant a departure from the traditional industry practice whereby
automakers assembled seats themselves from purchased components like foam ,metal frames,
fabric covers, etc.
KFS’s ability to keep up with sequential pull system was marveled and appreciated at
TMM.
FACTORS TO SUCCESS
Learning and applications from TMC’ Japanese seat suppliers.
Efforts by the managers in TMM like Kevin Smith to spread TPS and thus maintain good
relations with KFS.
Help from TMC’s kaizen expert to install visual controls, slash WIP inventory, reduce labor
content and many more.
TMM’s slow ramp up schedule enabled KFS and TMM to send Quality control troubleshooters
back and forth which helped up in substantial progress .
Proximity of TMM and KFS helped them to pull off sequential pull system.
CHALLENGES AT KFS
Model change in 1991,which lead to many challenges.
They had to run the sequential pull system until the last day of old model
production.
They had only 10 days to change over its process and 10 weeks to build up
to full capacity for the new model.
SIGNS OF PROBLEMS
The old model had only three styles and four colors, while the new model had three seat colors
but had five styles.
TMM’s launch of Camry Wagons, and becoming the sole source of these cars for the first time in
Toyota worldwide.
Wagons models added eight seat variations while wagons destined for Europe added 10
variations while for Japan, Middle East it added another 18 variations.
Drop of run ration from 95% to 85 % in a month.
High level of off-line inventory. Leading to delay in delivery.
TMM’S SOLUTION TO SEAT PROBLEM:
A team member should pull the andon cord to report the problem to team leader
before installing the defective seat.
Tagging of car to alert the Quality control inspectors of the seat problem.
Passing of the car through the assembly line as usual with the defective seat in it.
At line off , taking the car to the code 1 clinic to see if the problem was correctable
there.
If not taking the car to the overflow parking area and wait for the special delivery
of seat from KFS.
PROBLEMS DISCUSSED ON MEETING HELD ON
MAY 1,1992
Late deliveries of car.
Wrong seat assemblies by KFS that didn’t matched with any of the cars in waiting
area.
At initial stages the problem arising from the seat were very trivial and could be
solved by the team leader in 30 seconds.
Unfixed problem of the hook which was changed from metal to plastic and
sometimes broke off.
This problem was not reported by Tsutsumi with identical engineering drawings for
the part.
RECOMMENDATIONS
Send TMM Quality Control (QC) people to KFS to identify and correct the source of the problem.
Place a QC person at the seat arrival dock to check for defects before sending seats to the line.
Continue fixing seat defects off line. It is too expensive to stop the line.
Assign employees to be responsible that correct replacement seats are procured in a timely manner.
LONG TERM
Improve internal communication within Toyota, specifically between the Japanese design engineers and
US manufacturing.
Decrease seat variety.
Implement TPS processes at the KFS factory.