Activity Instruction
For this discussion, review the case study Toyota Motor Manufacturing, U.S.A., Inc. (1995) by Mishina and the article “What Really Happened to Toyota?” by Cole (2011). Then, respond to the following questions:
•If you were Doug Friesen, manager of assembly at the company’s Georgetown, Kentucky, plant, what would you do to address the seat problem? Where would you focus your attention and solution efforts?
•What options exist? What would you recommend? Why?
•Where, if at all, does the current routine for handling defective seats deviate from the principles of the Toyota Production System?
•What is the real problem facing Doug Friesen?
•What is your plan to solve the seat problem?
•Is the production in Toyota a lean production? Why?
Discussion Participation Grading Rubric
Criteria
Non-performance
Basic
Proficient
Distinguished
Applies relevant course concepts, theories, or materials correctly.
Does not explain relevant course concepts, theories, or materials. Explains relevant course concepts, theories, or materials. Applies relevant course concepts, theories, or materials correctly. Analyzes course concepts, theories, or materials correctly, using examples or supporting evidence.
Collaborates with fellow learners, relating the discussion to relevant course concepts.
Does not collaborate with fellow learners. Collaborates with fellow learners without relating discussion to the relevant course concepts. Collaborates with fellow learners, relating the discussion to relevant course concepts. Collaborates with fellow learners, relating the discussion to relevant course concepts and extending the dialogue.
Applies relevant professional, personal, or other real-world experiences.
Does not contribute professional, personal, or other real-world experiences. Contributes professional, personal, or other real-world experiences, but lacks relevance. Applies relevant professional, personal, or other real-world experiences. Applies relevant professional, personal, or other real-world experiences to extend the dialogue.
Supports position with applicable knowledge.
Does not establish relevant position. Establishes relevant position. Supports position with applicable knowledge. Validates position with applicable knowledge.