TOYOTA QUALITY ASSURANCE SYSTEM
1.Quality Target
TMMT Project was planned and realized for producing and marketing same quality level vehicles as Japan Production Plants. Toyota Turkey members were carefully selected for this purpose and detail training were given in Japan and Turkey. Plant investment and equipments, were established with same concept.
TMMT has started production in 1994, quality targets were achieved and it has been a leading company in Turkey and among all Toyota Plants in a short time. |
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Today TMMT is one of the global production bases of Toyota with the models produced only in Turkey and by exporting approximately 95% of its production to Europe.
2. Toyota Production System
Toyota Production System (TPS) is also known as "lean production system" and it is adopted by some other companies to improve quality and productivity.
"Built-in Quality concept"
One of main principles of TPS is 'built-in quality'. According to this principle for each process/operator next step is a customer. So everybody is responsible to send the product with zero defect.
Every member strives to do his/her best. |
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Operator prevents to transfer his/her problems or other problems to the following process.
Every member can stop the line if necessary. Mechanical systems are used in some processes which recognize and prevent the defective product to pass to the following process.
Standardization
Every operation is planned and checked after trials to provide built-in quality. After the best operation method is determined, it is carried out for each vehicle as a standard. Standardization of each step mean, same quality level product. Besides, standardization makes easy to determine variables for analysis.
Kaizen (Continuous Improvement)
Standard work is not monotonous in Toyota, it is a dynamic concept. Plan-Do-Check-Action is applied continuously. Operation is done according to standards, but kaizen points are always looked for. For this purpose, feedback from following stages, inspection and customers is continuously followed. Improvement activities are also done to prevent potential problems. All members are supported for participation to kaizen activities. "Creative Suggestion System" and "Kaizen Circles" have been carried out with success since 1995.
Quality of working area effects work and product quality. Therefore 5S (seiri-classification, seiton-arrangement, seiketsu-tidiness, seiso-cleaning, shitsuke-discipline) is very important in TPS.
All workers are responsible from their working area arrangement. Tools and equipments are arranged to prevent wrong usage. Working area cleaning is important for correct working of equipment, no damage on product, and increasing of motivation. Discipline, provides loyalty to standard operations. Tidiness, which requires attention to details, is an indispensable parameter for proper work and kaizen.
3.Supplier Quality Assurance System
Toyota considers suppliers as a part of the family, because parts/materials quality directly affects vehicle quality. Therefore Toyota supports all suppliers for their continuous improvement activities.
Toyota does not make a concession from quality targets. The parts can be localized, only if local suppliers produce parts as same as Japan quality level. Supplier's quality, technical capacity, cost and supply capabilities are evaluated before selection. |
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Toyota establishes long term cooperation and mutual trust with suppliers and supports for good quality parts/materials. Toyota expects suppliers to work according to Toyota Supplier Quality Assurance Manual, which is part of the agreement. This manual explains minimum requirements from suppliers about quality system. Purpose of this system is to assure parts and materials quality at supplier. Supplier is responsible to send good quality parts according to this manual. Toyota implements receiving inspection of the materials/parts according to their characteristics, quality level and supplier's quality system sufficiency.
4.Customer Satisfaction
European market has a lot of variation regarding road and climate conditions, economical situation and individual preferences.
TMMT members are directly involved in new model preparation activities from design stages in Japan and Europe.
Feedback from customers and international surveys such as JD Power are continuously monitored, and used for kaizen and new model activities in detail.
Our company's target is always to be No. 1 in Customer Satisfaction in Turkey and Europe.
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