Rio Bravo IV - Case Analysis
Question 1. Are there both in force(p)ifiable reasons for this response by NUMMI/Toyota people? Or was it just nit-picking?
Yes, there are justifiable reasons. In the Japanese culture, reference is the one of the most important determinates in choosing a supplier. They had particular standards that they developed and applied throughout their entire composition, they expected the same from their supplier (Garbage in - Garbage out premise). They saw scream in Rio Bravo IVs willingness to adapt to these changes and they rose to meet the take exception because they soon realized the benefit of this strong TQM could have in the plant. In fact some concepts spread to Rio Bravo IVs suppliers, much(prenominal) as kanban (JIT?) having just enough products for the order to be shipped that day, and so eliminating works in progress and holding inventory.
Question 2. This practice (restricting the obviate holders) is an application of what concept from this chapter?
This is an example of undercapacity planning. Packard had the exceptional ability of organization through all levels of its production. Everything had order, a specific place, specific sentence plan. Packard originally had a large rack to place spoiled/undesirable products during which a certain period of time would be allotted for reviewing these problems and determining a solution (kaizen).
By cut the size of the rack, fewer defective/undesirable products could be put on the rack, this forced people to develop solutions as they worked on the product. Also in the back of their head they realized that this leftover fewer room for error and variation in products. They up to now applied this process to the drinking water, if water is not in the rack, it is destroyed, there is no room for excess capacity (inventory).
Question 3. In what Rio Bravo IV operations would...
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