소개글
[생산관리] 도요타의 TPS 실패 사례(영문)에 대한 자료입니다.
목차
Q1. Problems & Solutions
Q2. Failed principles of TPS
Q3. Real problems
Q4. Recall problems
본문내용
Problem 2. Overflow
A. Too much products were stored
→ could not catch up with the market’s demand
→ consequential loss
Solution: Need to change the Heijunka rule
B. Miscommunication between KFS & TMM,
especially regarding reorder
Solution: Need better communication system
JIT
: inventory is waste!
→ BUT there was a lot of off-line
inventories
(cars stored in a parking lots without seats)
JIDOKA
: stop producing whenever problems were detected!
→ BUT The seat defects were not being corrected immediately upon their detection
Real problems of TMM
1. The problem went on unnoticed till it was detected
by Doug Friesen.
2. None of Toyota’s human resources had clear under-
standing of the problem.
☞ Two main contributors
1. The team leaders were not aware of the problem.
2. Workers have taken the problem for granted and could not
aware of the seriousness.