Toyota Motor Manufacturing faces increasing problems with seat supply from its supplier Kentucky Framed Seat. Major defects are being found including material flaws and missing parts. This is impacting Toyota's ability to ramp up production of the Camry Wagon. Various departments at Toyota suggest strategies to address the seat issue such as downward integration, stronger quality control with suppliers, implementing process improvement programs, optimizing inventory management, production scheduling, and developing the suppliers' quality control systems.

1. Welcome
TOYOTA MOTOR MANUFACTURING,
U.S.A. INC

2. Group Members
Name ID No
Rabeya Akter 120318
Arna Banerjee 120324
Sumona Hossain 120336

3. Seat problem of Toyota Motors Manufacturing
 TMM faces increasing problems with its seat supply.
 Kentucky Framed Seat (KFS), is responsible for the major
problems.
 Major encountered defects are material flaws and missing
parts.
 Occurring with an increase in varieties and demand for the
seats.
 TMM must address seat issue to ramp up Camry Wagon
production.

4. Causal Factors
 Seats need to match each particular car.
 The supplier process operates under Just In Time
(JIT)
 KFS cannot readily supply replacements for
defective seats.

5. PURCHASE DEPARTMENT SUGGESTIONS
 Downward Integration: For good control over JIT and save
cost.
 Quality Control: Close collaboration with suppliers to check
quality materials.
 Build a Supplier Chain Development Program: For providing
training to the suppliers. By adopting some techniques-
a) Six Sigma
b) JIT
c) KAIZEN

6. QUALITY CONTROL DEPARTMENT

7.  Procurement schedule should match with production
schedule.
 Seat material would be provided at the time of
procurement of seats.
 When the cars would be finally made, a quality
check would be done.
Direct link between production and operation
department.

8. MANUFACTURING
AND
INSTALLATION

9. The manufacturing and installation time can be reduced by-
 Combined seat installation technique and two separate
systems to install two seats, can be developed so that the seats
are installed in a car simultaneously, and the time would be
saved.
 We can use a better robot, which is much efficient and
quick.

10. INVENTORY
MANAGEMENT
DEPARTMENT

11. Information on Kanban cards for inventory movement
A Kanban Card include-
 A part code number, its batch size, its delivery address and
other related information.
 Cards are used by PC department to determine appropriate
kanban range.
 Assembly group leaders adjust the number of circulating
Kanbans for each part within the set range.
 It will avoid team runs out of every parts.

12. JUST IN TIME.
To feed necessary parts into TMM operating
 PC relied on the extensive forecasting and planning that TMC
performed for worldwide markets.

13. Hijunka practice
By balancing of the total order in daily production sequence
Hijunka practice, the same supplier could stick to a uniform
cycle time throughout the month without creating the waste
of inventory.
Similarly, offsetting cars that required a particular operation
against those that did not prevented any particular work
station from becoming a severe bottleneck or remaining
unreasonably idle. Hijunka also synchronized the assembly
line with the ultimate sales of the cars.

14. SUPPLIERS
HANDLING

15. Based on the principle of
 “long-term stable transaction”,
 “basic control of component transaction”
On this contract Toyota confirms to promote
 long lasting prosperity for both parties
 an ideal quality assurance for customers.
 Hoping that-
 perfect quality control is carried
 basic rules of quality control for identifying defective goods.

16. Develop and assist quality control.
 Various means are available for assisting suppliers in
improving systems of management such as:
 Toyota quality Control Reward
 Guidance of Toyota Production system (Kanban System)
 Mutual development by supplier’s organization and etc.

17. Thank You