FBM- WS13

The weaving machine stops when there is a problem in the fabric

• Strategic

• Reactive

• Planned

• Operational

• Incremental

Answer explanation

The weaving machine stops when there is a problem in the fabric - Operational – planned. Sakichi invents a weaving machine that stops when there is an error in the fabric (in Lean the term used is autonomation = an alignment of people and machines that work together to produce a quality result)

Company’s logo re-design

• Operational

• Reactive

• Strategic

• People-centric

• Planned

Answer explanation

The origin of the current Toyota logo dates back to 1989, and it was introduced to commemorate the 50th year anniversary of the company. ... The emblem was designed to create a strong, stand out visual identity for the brand and announce the arrival of Toyota in many countries outside of Japan. The three ovals in the Toyota logo are linked in a horizontally symmetrical layout – so it is recognisable both head-on and when seen in a rear-view mirror. The inner ovals symbolise the heart of the customer and the heart of the company, overlapping to represent a mutually beneficial relationship and trust between the two, as well as forming a ‘T’ shape for Toyota. The outer oval one signifies the world embracing Toyota. Each oval is drawn with different stroke thicknesses, pointing to Japanese calligraphy art and culture. The space in the background within the logo is meant to exhibit the ‘infinite values’ which Toyota stands for. These are: superb quality, value beyond expectation, the joy of driving, innovation, and integrity in safety, the environment and social responsibility. The logo took 3 years to make

Changing industry from weaving to cars production

• Strategic

• Operational

• Reactive

• People-centric

• Planned

Answer explanation

Changing industry from weaving to cars production - Strategic, planned. All started with an unplanned change that was prompted by the earthquake in Tokyo in 1923 that led American companies in the Tokyo car market as their cars were cheaper. In 1933 Kiichiro established his first car division in the weaving factory, copying and using machines of other car manufacturers. However he did pursue innovation and Toyota’s own design.

Establishing an R&D department

• Incremental

• Planned

• Strategic

• Operational

• People-centric

Answer explanation

Establishing an R&D department - Strategic, planned. A research laboratory is established in Shibaura in 1936.

Changes in the external environment, bring in unexpected orders

• Planned

• Reactive

• Strategic

• Operational

• Incremental

Answer explanation

Changes in the external environment, bring in unexpected orders - Operational, reactive. WWII brings orders for the Japanese military. However, after the war, the company also faces severe demand and production issues

Deciding to offer free repairs and spare parts to a customer problem acknowledged

• Operational

• Planned

• Reactive

• Strategic

Answer explanation

Deciding to offer free repairs and spare parts to a customer problem acknowledged - Operational, planned. This decision is in effect a good example of how operations can support and drive strategy.

As there were many problems with their first model, the company decides to offer free repairs, even change the vehicle. Many of the repairs were completed by their chief mechanic – Kiichiro- himself

Streamline the manufacturing process

• Operational

• Planned

• Reactive

• People-centric

Answer explanation

Streamline the manufacturing process - operational, planned. It can also be a strategic, planned decision if it concerns the whole manufacturing department. The Jidoka approach, changed the way quality was viewed and managed, as they tried to solve problems as they appeared on production line.

Here it would be good to mention – incremental change – as a result of continuous improvement, of which Kaizen (small improvements) and problem solving, to ensure quality and innovation, are key practices

New product materials

• Planned

• Strategic

• Operational

• People-centric

Answer explanation

New product materials - strategic or operational, planned. Production materials like the metal for cars would be a strategic decision but other materials ordered might be an operational decision. All decisions however, need to abide by the standards set by the company (any company).

New technology used to produce products

• Strategic

• Reactive

• Planned

• Incremental

• Operational