[생산관리] Toyota Motor Manufacturing USA, Inc(도요타 미국 현지공장 사례)
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- 2012.03.19 / 2019.12.24
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Q2. Where, if at all, does the current routine for handling defective seats deviate from the principles of the Toyota Production System?
Q1. As Doug Friesen, what would you do to address the seat problem? Where would you focus your attention and solution efforts? What options exist? What would be recommended? Why?
In order to address the seat problem, we came up with three creative options: Outsourcing, quality assistant program and inventory management team.
Q3. What are the causes of recall problems of Toyota in 2010-2011? What would be recommended?
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Hiring suppliers other than KFS will solve the overload problem. With more outsourcing companies Toyota would be able to produce higher quality products with less defects. First, seat colors are not the key point when people purchase cars. So Toyota doesn't need to focus on the seat colors as much. With the TMC marketing team, TMM will have to reduce the number of seat colors in order of popularity. Current variety of seat colors lowers efficiency. For example, if the company decreases the number of colors from 15 to 7~8, they can hire 3-4 companies for seat production. This way, each supplier will be in charge of only 1-2 types of seats, minimizing errors. They only have to make certain portion of seats so they less burden. If we hire too many outsourcing companies, the cost may increase but the benefits of outsourcing still outweighs the costs.
If Toyota has too many outsourcing companies there may be a lack of uniformity in product quality. We are also going to improve the quality by sending quality assistants to every subcontractor. For the subcontractors, the most important factors are profit maximization and cost reduction, which sacrifice the product quality. This problem can be solved with our quality assistants who force all the subcontractors to meet TMM’s strict quality standards. The assistants also have the right to reject the products that do not meet the criteria. It will guarantee high-quality.
There is an example of QA in Korea. GS shop adopted this system. Before selling products, their quality assistant goes to the vendor and examines their product quality according to GS standards. If the quality does not meet the standard, the vendor has to improve the product until they get approval. GS shop thinks the QA system is their main source of competitiveness.
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