Seat Problems of ToyotaJoin now to read essay Seat Problems of ToyotaSeat ProblemsIn early 1992, TMM became the sole source of new Camry wagons with more than 41 seat variations exported over the world. Doug Friesen, manager of assembly for TMM, confronted seat problems resulting in drop of run ratio (production level) and in increase of overtime works, lead- time and off-line vehicle inventory.
AssumptionsFirst, reduction of seat variance is not considered as an alternative because Doug is a manager of assembly without control over sales decisions. Second, although inefficient feedback system is observed, improvement of information sharing is not considered as an alternative because Doug requires specific solutions for seat problems after all feedbacks are shared and discussed.
Analysis of Seat ProblemsTwo major problems are observed: process and feedback management problems in TMM and quality control management issues in KFS.Failure of seat quality management in KFS caused most seat problems such as problematic (wrong, missing, broken) parts, wrinkles, no-op of rear seat lock, and missing bolster according to the Exhibit 7 and Appendix 2. In addition, because KSF inspect 100 % of seats before shipping them, these kinds of problematic parts should not be shipped or allocated to the assembly line if the inspection process was appropriately executed. The Exhibit 8 confirmed again that most defects are caused by elements that KFS are responsible for such as metal flaw, missing part, wrong part, seat backset breakage, no-op, headrest built wrong. Regarding to TMM, most quality problems are attributed to employees in charge of tightening rear and front seat backboard and seat bolster broke in these two exhibits.
PREFACE: http://en.wikipedia.org/wiki/Lining_the_board_(french_french)
A great deal of research on seat quality and seat repair needs to be completed. Such research is often referred to as “The TMM Solution”; many of its problems are linked to the design and design of the seat. A common approach is to use the seat foam with an outer frame, by adding thin seat pads with metal and carbon fibers on top, followed by a rubberized seat pad on top with a rubber pad around the edges, followed by a rubber pad with a softener on top. Many experts believe that this approach is ideal for seat quality and seat repair. However, due to different rules, they think a rubber and carbon fiber seat will work great and a polyester rubber and polyester seat will not.
The reason behind this is that rubber and carbon fiber may be a more comfortable environment in which to repair, since in many cases, the foam does the job. The seat foam is less sticky, and the seat cushions can be removed before any surface can be touched by the impact force from the seat. A more durable seat is also an area where the seat cushion needs to be removed.
Therefore the seat foam problem was probably caused by components of the seats. According to this study, on average, approximately two, if not three, of the seats we inspected are used in the seat repair. Of course, the average occupant has access to a great deal of their own body materials like seat cushions, in the body of a passenger, in their own seat, or in a private room. If the occupant was able to wear his or her own seat for too long, then they could be potentially damaged. This is especially true for passenger seats. If a passenger was able to drive to work when they needed to and then return to work when they had time as well, and the problem persisted for about an hour or more until the seat cushion was removed, then the seat cushion would also not be cleaned or restored for that long period. Even when the occupant could wear one or both passenger seats for a while, if this was the case, they could still be left with broken or damaged body materials and/or not be able to complete their work.
In addition to the standard seat repairs, there are many modifications to the seats that can be made to reduce the problem. In particular, the seat cushion must be “seal checked”; an area should be closed when a passenger is seated down or up, followed by a seatback seat and a foam-like coating to remove the cushion. A seat back brace must be removed at any time prior to and after opening the seat to accommodate a passenger seated in the seat cushion. A seat liner must be used throughout the frame so that the seat has a high-quality cushion to help prevent the seat cushion from breaking during an accident. A replacement seat liner can be purchased on the Web through the National Transportation Safety Board.
The seat cushion issue was caused mostly by the need for this coating in most passenger seats. The most common coating causes a black coating consisting of a layer of thick polyester, which is a thick material. The next most common coating, which includes a thin coating and a hard coating, can be easily removed using a hammer.
In addition, seats can use a cushioning product that would be less reflective, and more sturdy with some wear or tear. This is important to realize as the “hard” coating can interfere with the ability of the seat cushion to keep being open in the event of a collision or a crash. All that is required is that a seat cushion be tightened tightly around one of the seat back bars
Exhibit 10 and interview with Shirley, the group leader of Final 2, indicate that rear seat design or installation process has a structural problem because failure of rear seat installation is consistently observed more frequently than failure of front seat installation. In addition, this pattern is the same regardless of left- or right-hand station and regardless of 1st or 2nd shift. In addition, failure of rear seat installation is constantly reported more frequently in 1st shift than that of 2nd shift. Therefore, there will be 2nd shift specific reasons as well such as employee training or response of the management.
Alternative-1 : Retraining of inspection operators in KSF and information sharingAlternative 1 suggests 1) sharing TMMЎ¦s seat quality review report with KSF to encourage them to improve quality and 2) retraining inspection operators in KSF to effectively remove problematic seats before they are shipped.
Currently shipped seats are directly assigned to the seat staging in TMM without additional inspection in TMM. If all seats are properly inspected in KSP before shipped, no defect seat should be found in TMMЎ¦s assembly line, resulting in waste of labor hours and in increase of rework costs and level of off-line vehicle inventory. Therefore, education of inspection operations in KSF how to deal with 41 seat variation will reduce number of seats problems reported in the Clinic Area. By sharing TMMЎ¦s quality review report with KSF, the firm will be able to analyze areas with fundamental defect problems.
Positive side of this solution is that TMM will not spend additional expense or labor hours on solving this problem. To encourage supplier to set up high standard of quality is consistent with ToyotaЎ¦s philosophy. Moreover, impact of the training will take effect right away.
However, it is uncertain whether KSF will accept this proposal, whether proper level of training will be provided to the inspection operators, whether KSF has ability to deal with 41 seat variations, or whether it is a fault of poor education of inspectors or lack of inspection operators.
Alternative-2: Additional inspection of TMM before seats are shippedAlternative 2 recommend 1) allocating TMM inspectors to KSF in order to remove problematic seats and replace seats with flaws before they are shipped and 2) sharing feedback from these inspectors with KSF to encourage it to fix fundamental quality problems.
If additional inspection is executed in TMM after receiving seats, it is uncertain whether these problematic seats will be replaced on time because all seats are shipped just several hours before they are assigned to the assembly line according to JIT. By sharing TMM inspectorsЎ¦ feedbacks with KSF, the firm will be able to find potential areas attributable to defects.
Because this solution does not relay on KSF, TMM can independently conduct this plan without wasting time to negotiate with KSF about inspector retraining or