Examine complex problem solving inside of Toyota: A Case Study review
Join skilled lean management practitioners John Shook, senior advisor to the Lean Enterprise Institute, and Lisa Yerian, MD, chief improvement officer at the Cleveland Clinic, for a close examination of Toyota Production System (TPS) principles in action on a vexing problem at the carmaker’s huge assembly plant in Georgetown, KY.
In 1992, a growing number of Camrys, the plant's only product, are being pulled off the assembly line because seats are defective or missing entirely. Although trained in TPS tools and principles, management is struggling to identify the root cause, let alone a solution, beyond authorizing overtime for employees to fix the seats.
You’ll be asked to evaluate and reflect on what management did to analyze and solve the seat setback and whether its actions accorded with TPS philosophy.