An Overview of Quality at Toyota Motor Manufacturing Alabama

An Overview of Quality at Toyota Motor Manufacturing Alabama

Mark BrazealManufacturing Support General ManagerToyota Motor Manufacturing Alabama, Inc.

Agenda1. TMMAL Company Overview2. Toyota Way Overview3. How Does Toyota think of Quality4. Becoming More Quality Focused

▪ Customer First Mindset▪ JKK (Built in Quality with Ownership)

5. Quality Management Systems

TMMAL Company Overview• Broke Ground 2001• 4-cylinder, V6 and V8 engines• 4 expansions • $970M invested• 1.1M Sq. Ft. • 1,400 team members• 675,000 engines in 2016

ProductsTMMAL builds engines for 5 of the 11 Toyota vehicles built in North America

TacomaRAV4 TundraHighlander Sequoia

TMMAL Company Overview

Customers

TMMKTMMI

TMMALTMMBC TMMTX

TMMC

TMMAL produces engines for 5 of Toyota’s 6 North American Assembly Plants

TMMAL Company Overview

TOYOTA WAY OverviewCore Set of Values That Act as the Driving Force for Continuous Improvement and Human Development

Respect for People

Respect

Teamwork

Challenge

KaizenGenchi Genbutsu

Continuous Improvement

TOYOTA WAY OverviewRespect: We respect others, make every effort to understand each other, take responsibility and do our best to build mutual trust.

Teamwork : We stimulate personal and professional growth, share the opportunities of development and maximize individual and team performance.

Respect for People

TOYOTA WAY Overview

Respect for PeopleContinuous

Improvement

Challenge: We form a long-term vision, meeting challenges with courage and creativity….

Kaizen: Improve our business operations continuously, always driving for innovation and evolution.

Genchi Genbutsu: Go to the source to find the facts to make correct decisions, build consensus, & achieve goals.

How Does Toyota think of Quality

Becoming More Quality Focused


Team Member Commitment to Customer

Top Leadership Engagement


Team Member Skills Competitions

1 Million Miles3/28/07

Hear Customer’s Voice

Becoming More Quality FocusedAssembly Point Management System:• Create a Quality Assurance Structure to prevent defects• Ensure that abnormalities in Processes and Equipment

can be detected easily and early so countermeasures can be implemented quickly

• Ensure strong Change Point Management• Promote Human Resource Development• Create a continuous PDCA cycle to eliminate defects


• The APM audit sheet is broken down into 6 sections. Each section audits different aspects of the system to ensure success

Management Requirements Evaluation Sheet

GL Control Board Management QA Network Process Control & Maintenance Change Point Human Resource Development Activity Results


Purpose: Systems and methods are utilized to confirm the conditions of QA Assurance tightening elements and the equipment used to maintain their integrity.

Process Control/Maintenance <Tightening>

GOAL: Prevent problems while controlling tightening torque

EXA

MPL

ES

NUTRUNNERS QL/FL WRENCHTORQUE CONTROL IMPACT WRENCH


Process Control/Maintenance <Tightening>Key Point: To ensure Quality, each type of <Tightening> equipment must have clear control methods including an Inspection Control List, tracking:Evidence:Checksheet for each type of <Tightening> equipment and the

Controls required to maintain them.

NUTRUNNERSCONTROL/CONTROLLER CHECKSHEET

Compare Checksheetsand Controls to verify equipment standards are met.

Stop, Call & Wait if the Tightening tools don’t meet the required standard.


Key Point: To ensure Quality, each type of QA Assurance<Equipment> must have clear control methods including an Inspection Control List, tracking:

JIGS/TOOLS/PALLETSTESTERS/DETECTORS POKAYOKE FUNCTIONS

Control/Maintenance <Equipment>



EQUIPMENT INSPECTIONCHECKSHEETTESTERS/DETECTORS



JIG/TOOL/PALLET PALLET MAINTENANCE SCHEDULE & CHECKSHEET



POKAYOKE LAYOUT MAP

POKAYOKE PROCESS CONFIRMATION KAMISHIBAI

Are our Machines capable of

preventing outflow?

Is this enough to ensure

0 Defects?

Becoming More Quality FocusedStandardized Work Management System:Key Activity: Improve Quality “Through execution and revision of STW” through PDCAActivity philosophy → “Through strong PDCA cycle of STW we can achieve 0 Human related Defects”

① GOOD “ELEMENTAL INSTRUCTION SHEET”

② GOOD “TRAINING” (with 4steps how to teach)

③ GOOD “STW OBSERVATION” (with check sheet)

④ GOOD “STW FOLLOWING” Kaizen Activity

Becoming More Quality FocusedStandardized Work Management System:

１．List Up all jobs・Process Job・Off line Job（Repair , Back Up…)

２．STW・Making・Revision＊３chart, EIS

PDC

A C

ycle


PDC

A C

ycle 1. List Up all jobs

・Process Job・Off line Job（Repair , Back Up…)

2. STW・Making・Revision＊３chart, EIS

3. STW Training


Can we see at a glance our training status/ gaps & plan to address those gaps?Training Matrix Training Plan

Do we have a training plan? Is it followed? Is it adequate for our needs?

Necessary Skills List

Example:- Torque Wrench- Sight Measurement

Example:- Torque Wrench: able to read and perform torque check- Sight Measurement: able to sight proper distance between placement of parts (i.e. hose clipmust be 3mm from end of hose

ProcessesProcesses


1. List Up all jobs・Process Job・Off line Job（Repair , Back Up…)


3. STW Training 4. STW ObservationPDC

A C

ycle

Becoming More Quality FocusedManagement Requirements Evaluation Sheet

• The STW audit sheet is broken down into 6 sections. Each section audits different aspects of the system to ensure success GL Control Board Management Thorough execution and deployment of Standardized Work Revision of STW Change Points Control Human Resource Development Safety Activity (Rank Down)


Observe the work thoroughly:Grasp Work Procedure, Work Time

Waste, Overburden, Fluctuation,Difficult to do “knack” elements

The point of the activity is not the audit…. the point is:

Generate Findings & Improve STW


Key Points・It’s important to follow activity sequence（①→②→③→④）＊We can’t do Good Training

without Good EIS・Through completion of whole PDCA , we also complete each activity PDCA

①

Ｐ

ＤＣ

Ａ

②③

④

ＰＤＣ

Ａ

Ｐ

ＤＣ

ＡＰ

ＤＣ

Ａ

Ｐ

ＤＣ

Ａ

Standardized Work Management System:


6.List Up issues・4. From STW Obs・5. From TM input

5.Encourage eachteam member’s input・Difficult Job・Kaizen Ideas

7.Kaizen ActivityIssues List

・QC circle・Jishuken・GL, TL Problem Reports

１．List Up all jobs・Process Job・Off line Job（Repair , Back Up…)

２．STW・Making・Revision＊３chart, EIS

３．STW Training ４．STW Observation By Group Leader and Team Leader

From Subject Expert

Becoming More Quality FocusedImage of Standardized Work + Assembly Point Management Systems:

1. Feet at a 45 deg angle pointed out2. More than shoulder width apart3. Knock arrow on string4. With left hand gripping bow5. Two fingers around knock6. Extend left arm all the way out and pull

string past right elbow7. Point bow at target8. Release two fingers

STW of ancient bow and arrow


Chances of hitting target if we followed STW?

Bullseye represents perfect execution of STW…

What can go wrong?

What if we improved our method, equipment….would that increase our chances?


Pokayoke –ensure accuracy

Jig – arrow holderJig – improved

release and ergonomics

Jig – rest for stable arrowSafety device –

allows safe method

Tool – improved visibility

String Condition Check and Preventive Maintenance

If all Jigs, Tools, and Pokayokes are managed…..combined with Good Standardized

Work….accuracy rate will increase and performance will be sustained.


PDC

A C

ycle 1. List Up all jobs

・Process Job・Off line Job（Repair , Back Up…)


3. STW Training

1. List Up all jobs・Process Job・Off line Job（Repair , Back Up…)


Becoming More Quality FocusedEngine Repair STW Management System:

Video Manual EIS

Std Tools

Certified TL/TMRepair Area

Std List of Repairs

Becoming More Quality FocusedEquipment Fault Recovery STW System:

Becoming More Quality FocusedManagement Requirements Evaluation Sheet

• The STW audit sheet is broken down into 6 sections. Each section audits different aspects of the system to ensure success GL Control Board Management Thorough execution and deployment of Standardized Work Revision of STW Change Points Control Human Resource Development Safety Activity (Rank Down)

Becoming More Quality FocusedChange Points Control①Control rules (4M)

are clear and understood

-1 Change points control is implemented following the rule

-2 Change points control are recorded

Change points risk reduction is implemented (pre-training, training etc.)

②Problems caused by change point are grasped C/Ms are taken according to the risk priority

①

② -1

-2

Becoming More Quality FocusedChange Points Control

Change Point Rules

4Ms

C/P Training Record

C/P History

We must demonstrate an active,

comprehensive Change Point

Management System

C/P Map Current History

①Control rules (4M) are clear and understood

Becoming More Quality FocusedChange Points Control ② Problems caused by change point

are grasped

We must demonstrate

we understand past mistakes & have CMs in

place

CPM Teaching Plan


Positive Feedback for Stop, Call, Wait

Team Members Team Members are recognized with Picture & Description of

Kaizen

Safety Winners

Quality Winners

Becoming More Quality FocusedBenefits of JKK# 1 No Defective Products; No Re-work

I Can Judge Good or No Good on the spotI Can Judge Good or No Good on the spot# 3 Increased TM Confidence

The Product Can Move to the Next Process with Certainty

# 2 Increased TM Capability

I Can Enjoy my Work

Quality Management Systems –Warranty Audit System designed to Engage

Production and QC TMs in Defect Recurrence Prevention


Warranty Management System Board

Audit Cards by Product Line

Audit Sheets to Document Findings

Audit Schedule and Result Evaluation

Countermeasure Sheet for No Good Audit

Product Line Process Maps

Continually Reinforce and Strengthen the Foundation (Quality Culture/Systems)

Broaden scope of “Quality” to match ever-changing customer expectations

In Summary

More Customer Smiles

An Overview of Quality at Toyota Motor Manufacturing Alabama

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