When analysing this problem, we think in Toyota Production System the

following are the primary seat problems that are there:

i) Major causes of seat defects are missing parts, material flaws with
respect to production line which originate with KFS.
ii) Too many seat options for the Toyota vehicles
iii) Seat bolster which is not as glaring as the requirement.
First, Toyota did not alter the production line to a complete (TPS) Toyota
Production System where TPS is a robust system that is practically designed
and failed. According to the seat problem it had to do with material flaws and
missing part, which is over 80% to handle uncertainty and the complexity of
customer’s wants where it did not meet the system requirements like good
balance of safety, quality.
According to the seat problem, problems reported had to do with material
flaws and missing part, which is over 80%. Because KFS is the responsible party
in this situation, it is imperative that the problem is solved at their site. KFS was
using the standard TMC principle where KFS (Kentucky Framed Seat) which
was unable to handle the complexity of the orders and lead to reducing the
seat variety which created a serious problem. KFS is responsible for the
material flaws and missing parts for the major encountered defects where the
seat defects were happening more often as the demand for and variety of seats
increased and in order to solve this problem, there are a few alternatives
which it did not take into consideration and also additionally, they decreased
the number of seat options in order to reduce the likelihood of defected parts
and this decision created a large impact because it seems as though.
There must also be a Lack of close examination of the two TMS areas where
the first take would be to explore the reason for the difference in defect rates
between the shifts and no focus on the reason for the delays in obtaining
replacements parts from Kentucky Framed Seat and they even did not address
the production line which should be stopped to fix a defective seat and the
method of noting the defect and creating a triage to handle the problem
While inspecting the manufacturing and QC process it was at the origination of
the seat problem where KFS can focus on solving the problem at the heart of
the issue. This course of action will most likely result in fewer problems
showing up at the TTM plant that it is not evident as the TMS team deviated
from the principle of Just in Time, but rather it had other problems like- either
supplier issues, process issues, or the JIT information flow which was incorrect
However, the company needs to discerned the root cause of the exceptionally
high volume of defects and did not implement appropriate remedial measures
for the defectives.
Besides, subsequent to recognizing the tricky zones like material stream, seat
reinforces broken and the missing part just as the seat back broken will
demonstrate supportive in tending to these issues. Thusly, Doug Friesen should
keep his consideration and the arrangement endeavors on the back seat
establishment station when contrasted with the front seat establishment and
this may likewise be connected to the planned colleagues who are turned into
the space toward the beginning of April. Notwithstanding, the purpose for
suggesting this methodology depends on the assurance of the main driver of
the imperfection that occurred on the grounds that this will be the solitary way
which will demonstrate advantageous for precisely tending to these issues so
they don't happen again later on.