Toyota Management Develops the New Camry

Posted on August 17, 2006 by John Hunter

Toyota’s Globalization Takes Shape through the Camry, speech by Gary Convis:

So, even though I accept Mr. Friedman’s point that our world is quickly changing, I also believe many of our age-old principles will continue to apply. Principles like quality… value… trust in products… and running your business with innovation… teamwork… and continuous improvement.

So true, see: New Rules for Management? No!. The desire to act as if we have new watersheds every year is misguided and is an ineffective view for managers. Managers should understand that the “new ideas” presented in magazines and books are very rarely new, see: (Quality and Innovation). Managers should study the great amount of excellent thought on management that has existed for decades and continues to be the best guidance. New twists on old ideas are worthwhile and the rare new good ideas are also great. But managers are better off if they understand the best old ideas and the they can incorporate new twists instead of just accepting a new superficial fad.

Imagine this. Until recently, team members building Camrys and Avalons had to choose between 24 variations of sun visors. Twenty-four! And this is just one example of hundreds of variations we deal with.

We knew there had to be a better way. So, we developed a process we call “kitting.” With kitting, we sort parts into a tray and place the tray in the vehicle as it heads down the line.

Now there are no visor choices to make. The correct part travels down the line with the vehicle in a kit.

This allows the team member to focus on ensuring perfect quality for installation – and improves efficiency.

This is just one example. But if you’re working on our production line and trying to produce some 60 high quality cars every hour – believe me, simplifying things is a very big deal.

An example of the application of long held principles.

There are two advantages in doing this type of on-line quiet inspection. First, we can identify potential problems before the vehicle leaves the plant. But equally important, we can go back to the initial processes and strengthen them, or, if necessary, improve the design quickly to eliminate the chances of repeat occurrences.

The results from this new initiative have been dramatic. In the six months since we introduced the quiet tunnels, we have reduced improper noises and rattles by over 90 percent.

The importance taking what you learn to improve the system has been stressed for quite some time but still so often it is not done. The difference between inspecting to fix the product before you ship it and inspecting to improve your system is huge.

via: A Speech by Toyota’s Gary Convis

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