"We will strive to meet customer's expectations by providing worldclass products and services through total employee commitment and continuous improvement
BASIC CONCEPT OF QUALITY ASSURANCE
Toyota purchases components from as many as two hundred suppliers it is very difficult to conduct detailed acceptance inspection. Therefore, inorder to secure quality of the components it relies on the manufacturing and assembling process of these components for excellent process capability.
Toyota has achieved a reputation for the production of very high quality vehicles in all countries around the world. This has been achieved by an approach to quality control and quality assurance. Customer satisfaction is at the heart of allToyota activities. In order to satisfy customer needs Toyota includes all Members in quality control activities
Toyota’s approach to quality
quality relies on the flexibility and teamwork of its Members. Careful selection and continuous structured training has resulted in a workforce which is multi-skilled, flexible and highly motivated; committed to maintaining and improving theCompany performance.
How Toyota motors implemented TQM?
TQM comprises four process steps Focuses on Continuous Process Improvement, to make processes visible, repeatable and measureable Focuses on intangible effects on processes and ways to optimize and reduce their effects Examining the way the user applies the product leads to improvement in the product itself Broadens management concern beyond the immediate product
TQM requires that the company maintain this quality standard in all aspects of its business. This requires ensuring that things are done right the first time and that defects and waste are eliminated from operations.
14 Toyota-Way Principles Section I – Long-term philosophy
1: Base your management decisions on a long-termphilosophy, even at the expense of shortterm financial goals.
Section II – The Right processes will produce the right results Principle 2: Create continuous process flow to bring problem to the surface. Principle 3: Use “pull” system to avoid overproduction. Principle 4: Level out the workload (heijunka). (work like a tortoise not the hare.) Principle 5: Build the culture of stopping tofix problems to get quality right the first time.
6: Standardize tasks are the foundation for continuous improvement and employee empowerment. Principle 7: Use visual control so no problems are hidden. Principle 8: Use only reliable, thoroughly tested technology that serves your people and processes. Section III – Add value to the organization by developing your people andpartners Principle 9: Grow leaders who thoroughly understand the work, live the philosophy, and teach it to ot
10: Develop exceptional people and teams who follow your company’s philosophy. Principle 11: Respect your extended network of partners and suppliers by challenging them and helping them improve. Section IV – Principle 12: Go and see for yourself to thoroughlyunderstand the situation. Principle 13: Make decisions slowly by consensus, thoroughly considering all options, implement decisions rapidly.
14: Become a learning organization through relentless reflection and continuous improvement (kaizen).
“Flow where you can, pull where you must”
Toyota Production System
The Toyota Production System is a paradox. On the one hand,every activity, connection, and production flow in a Toyota factory is rigidly scripted. Yet at the same time, Toyota's operations are enormously flexible and responsive to customer demand.
Toyota Production System
Just-in- time production –
It was thought out to convert this ideal state into practical one everywhere, between each operation, each process, each line and...