Applying Six Sigma to Toyota Motor Manufacturing, U.S.A., Inc. (an Operations Management Commentary)

The Toyota Motor Manufacturing, U. S. A. , Inc. (TMM) case involves a scenario where as a result of deviating from Toyota output System (TPS) practices. TMM found itself faced with feel issues (i. e. , a hook segment in the car screwing would break during installation) that created a bottleneck in the production appendage, a pile-up of cars with quality issues waiting to be addressed at the clinic and overflow parking areas of the Kentucky plant and therefore failed to avoid some of the wastes (i. e. wastes of time, poppycock and production utility as a result of defective products) that the TPS philosophy in itself was designed to eliminate. In the context of a customer value-driven approach path, this meant the seat problem gave issues to the final assembly team (e. g. , being bulky and abandoned to damage, it was likely time-consuming to install), the QC team (e. g. , in congenator to crash-test performance, and also in terms of not being broken or defective), the ult imate customer (i. e. , in terms of surface finish).The goal of the half dozen Sigma strategy is to modify the quality of process outputs by addressing errors through minimizing variability in the manufacturing process i. e. , the production process can statistically be expected to be free of errors or defects at the sextet Sigma confidence level (effectively but 3. 4 defects per million). In the case of a manufacturing entity like TMM, Six Sigma could be implemented through the so-called DMAIC methodology, which involves defining the problem, measuring and analysing relevant info (i. e. statistical data), improving or optimizing based on the data analysis, and compulsory and monitor the implemented improvements to address any deviations from the optimized process. TPS and Six Sigma philosophies both call process-based (as opposed to a functional) approaches to process optimization and improving quality. However, the Six Sigma approach takes this to another level by putting problem solving in the context of reducing risks of deviation from the norm. Six Sigma calls for the use of verifiable numerical data i. e. , statistical data and analysis as root word for conniving or optimizing a process (i. e. attempting to eliminate risk of variation), and quantitatively monitoring compliance (or deviations) from these targets. In the case of TMMs seat hook problem, TPS would ideally have called for production to stop at the first sign of problem, and boring d receive to the source of the problem through techniques such as the 5 Whys. A statistical approach, however, such as ascertain the number of defects in relation to the entire production lot, and in relation to conjunction standards, and subsequently monitoring whether the improvements to address the problems are operating as designed could have provided a more rationalized solution.Six Sigma could also eudaimonia TMM through improving the value of the providers, by helping them improve their cons ume processes and products. For example, if the 5 Whys pointed to a problem in KFS own production process, TMM could work with KFS to obtain statistical data as basis for comparing production output with quality standards (e. g. , defect rate, or by chance even compliance with existing manufacturing tolerance levels), identify deviations/ problems, and monitor potence of solutions.By using a Six Sigma approach as ahead of time as the supplier level, TMM should, theoretically, be able to expect a high quality level in the production inputs that it receives, which invariably, should also translate into a higher quality level the finished product. Six Sigma could also be used to optimize the boilersuit efficiency of the production process. Six Sigma could be used to determine standards for production efficiency, like task times, cycle times and throughput times, and if monitored properly, deviations from the standard should easily be detected.When combined with other TPS technique s such as the 5 Whys, the problem once identified and be properly could be addressed immediately, and Six Sigma approach (i. e. , DMAIC) should again touchstone the effectiveness of new solutions. From the broader perspective, Six Sigma as a philosophy benefits the unions stakeholders by adding value to TMM as a whole the effrontery of being able to produce quality products with virtually zero defects raises the overall perception of TMM and its products.Likewise, on the micro perspective, with each process being viewed as a customer of the preceding one, Six Sigma adds value to the predecessor (i. e. , supplier, or preceding production task) by providing assurance over the quality of the production inputs. Nonetheless, the success of any such philosophy whether TPS, or Six Sigma, or a combination of both really depends on the batch tasked with implementing the philosophy. Six Sigma approach at TMM may still be ill-fated without a corresponding improvement in the culture and mindset of pile attempting to employ the philosophy.References -Kazuhiro Mishina, Toyota Motor Manufacturing, U. S. A. , Inc. (Business Case), HBS Premier Business Case Collection, September 8, 1992 -De Feo, Joseph A. Barnard, William (2005). JURAN Institutes Six Sigma Breakthrough and Beyond Quality Performance Breakthrough Methods. Tata McGraw-Hill Publishing Company Limited. -Tennant, Geoff (2001). SIX SIGMA SPC and TQM in Manufacturing and Services. Gower Publishing, Ltd.. p. 6. ISBN 0566083744.