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Sunday, January 31, 2010

Toyota is in trouble. Is lean the cause?

Toyota, the father of lean manufacturing is facing a critical issue. As most of you may know they are recalling large number of vehicles across the word due to a problem with their accelerator. According to the media, the faulty accelerator or the gas pedal has a tendency of sticking. Obviously this is risky. I certainly do not want to drive at full speed all the time :)

A wall street journal article on this regard caught my attention. This article focuses not only on Toyota’s recent issues but also issues faced by other manufacturers like Ford, Sony etc. It is true to say we have been hearing about problems of this nature in the recent past a lot. But what is the cause?

According to this WSJ article, it is the risk of using common parts across models. For an example, you may use the same sensor across few car models, unlike early days where you may have several unique sensors for each model. Using common items across models has its advantages. But according to this article in WSJ, it increases the risk. I agree to a certain extend. When you use the same sensor in ten models as opposed to just one model, if that sensor fails, it will affect all the ten models not just one model. So you will have a bigger problem. This is common sense isn’t it? But why manufacturers are taking such a risk, sometimes a risk which can cost them few Billion dollars?

Using standard parts reduces the cost of manufacturing. This is one of the main advantages of using common parts. It is easy and less costly to produce one design than manufacturing ten designs in small quantities. It is that simple. On the other hand using common parts makes it easier to design stuff. It also reduces the lead time in manufacturing the part and the overall lead time of the vehicle. It will make it easier to have spares available in the market in long term. Reduced number of parts makes it easy to rationalize the supplier base, which is one of the aims of lean manufacturing.

This seems like a problem with lean isn’t it? Yes it certainly looks like.

So the problem is with using common parts, then the solution is not having common parts. Isn’t it? Let’s think in that line for a moment.

When you have unique designs of the same product for each model this will increase the cost of manufacturing. This is simple enough to understand. Having too many models will lead to additional amount of testing. So your testing resources will be shared among many models. This will reduce the focus on one single model and will increase the risk of passing a defective product. Having too many products and suppliers will complicate the logistics handling. This will make it required to have a complex systems and large amounts of resources to handle this system.

This for me is a net increase of cost and risk. But even if the risk is higher per model it will only affect one model at a time. So the recalls will be frequent but not in large quantities. This will prevent huge media attention and hence will happen behind the scene. So my gas paddle might stick to the floor, but nobody will know.

My conclusion is using common parts reduces risks from the users point of view. User gets better product for a better price. Even if there is a problem there is a higher chance of taking it to the spotlight.

9 comments:

Sundarasubramanian.N said...

As a lean practitioner i definitely deny this suggestion that lean is the problem behind Toyota. Lean is a philosophy to reduce wastages in Value stream and implementing it real time requires careful analysis of pros and cons in every situation. If you take history, even before lean implementation lot of recalls have been made by companies. So i firmly believe that your inference is not correct.

Nelson DAmico said...

From my point of view, we should ask Why Toyota was not able to detect the problem early?.
The issue of reusing common parts has long existed and we all know the benefits associated. With economies (both, scope and scale), where many identical instances of successful designs are produced and complemented with copies of each prototype. In fact the fundamental basis of this is the systematic reuse of components. Therefore I don't think that the reuse of components is causing the problem, but obviously it have an associated risk which perhaps was not evaluated enough (or assumed?).
If we simplify the automobile industry in two key processes: the Development and Manufacturing, the savings come in the Manufacturing process, but is in the other one where the product (cars) is designed. It is also in Development which defines the systematic approach in the reuse of components and parts, namely the design of models through composition with subcomponents (chassis, body, interior, etc), the identification of problems and risks in these “composited” models and integrated design that solve the problems identified.
Lean is driven in the manufacturing side rather than in the design one. But it is in manufacturing where reuse must provide a return (ROI). In order to provide ROI, reusable components must be reused enough to more than recover the cost of their development, either directly through cost reductions, or indirectly, through risk reductions, time-to-market reductions, or quality improvements.
So my guess is, Lean is being used to ensure the ROI of reuse but not in the Design process where the use of components should be preceded by an evaluation about: the costs, the schedule, performance, risk and possible modifications to achieve better product requirement. The questions I ask myself are: We can use Lean to detect problems or defects in the design process? Is practical? Can we blame it? but, Why not evaluate the subcomponents and assembled product before shipment? It isn’t a waste.
N.D Amico

Anonymous said...

Toyota has taken their eye off of quality. Not only the accelerator pedal issue and the fact that it took them so long to respond after seening the problen in Europe, but the software issue with the brakes on the Prius now surfacing. There are a ton of other issues that have not been highlighted by the mainstream media. Toyota has a buy back program for hundreds of thousands of Tacoma pick up trucks with rotting frames (1995-2000 model year) and things like the Lexus RX350 falling from a consumer reports recommended buy because of quality issues with a series of vendior supplied electronic components.
Toyota has slipped by not catching these problems sooner (and in the case of the Tacoma frame problem, putting cost above quality).
They definitiely need to review their supplier quality system and their system of reported defect response to catch these kind of issues quicker.

Anonymous said...

It is too early to conclude the Common Parts Theory. That is too quick Root Cause finding. I anticipate Toyota with its long history of problem solving will emerge with right and lasting solution for its problems. As TPS prescribes it is premature to jump to conclusions.

Anonymous said...

Disappointed when I heard the news about Toyota recall. Obviously this is one of the lean tech/principle is to standard your spare parts to reduce manufacturing cost, but in this occasion I think Toyota just made a huge manufacture mistake of their time. I think Lean is a great Tools but if you're applying without doing a proper risk managment correctly or validation your processes properly then you may miss a improtant point of all then one day it comes and bit you which what happening to Toyota. To me this is one of their engineering failure and not LEAN.

zulfi said...

Lean is like a knife which a chef uses to prepare fine dishes and if he is careless while using the knife it cuts his own finger,,,here we dont blame the knife for the mistake of chef likewise Lean is a set of tools which if carelessly used leads to disaster like the One toyota experienced recently.


Zulfikar,INDIA

Anonymous said...

going back to orignal post, is this a flaw with the use of standardisation of parts. Did the Jidoka and Poke-yoke system let toyota down?

Viral said...

According to me standardization is good tool to implement, because its ultimate aim is to give customer with optimum prize,But before implementing standardization there should enough analysis, Like Design failure mode analysis, Even though if it is not caught during the analysis, it can be raised through this kind of complaints, but there will be enough assurity that complaint will have enough attention and it will be get solved as it is standardized part, so ultimately it is good for the customer only. Thats why we cannot say that standardization should not be done or it is a problem,
As a part of lean tools it is also providing benefit to customer by providing product at optimum cost. We should keep doing standardization.

simon arputharaj said...

I would say that too much LEAN thinking caused the 'defect' to escape and manifest itself as 'failure' during field application.This is because LEAN defines testing/inspection as 'waste' .Due to lack of proper inspection/reliability testing during manufacturing , the defects have been 'allowed' to 'escape'. Also LEAN calls for quickfix via trystorming/trial & error << this causes further complications.as for fixing rootcause/defect LEAN tools are totally hopeless. What Toyota need is 6-Sigma which they have always rejected.Hope they learn their lesson now and swallow their pride.

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