Justia Opinion Summary Plaintiffs filed a class action suit against Ford, alleging that Ford breached implied and express warranties and committed fraud in the sale of Ford Focus vehicles containing rear suspension defects. The court concluded that the district court's order granting summary judgment as to the Song-Beverly Consumer Warranty Act, Cal. Codeclaims of plaintiffs is reversed in light of Mexia v. The court reversed the district court's order granting summary judgment as to the express warranty claims of plaintiffs given the ambiguous terms of Ford's express warranty.
At Highland Park, MI, in he married consistently interchangeable parts with standard work and moving conveyance to create what he called flow production. The public grasped this in the dramatic form of the moving assembly line, but from the standpoint of the manufacturing engineer the breakthroughs actually went much further.
This was a truly revolutionary break from the shop practices of the American System that consisted of general-purpose machines grouped by process, which made parts that eventually found their way into finished products after a good bit of tinkering fitting in subassembly and final assembly.
He was able to turn the inventories of the entire company every few days. Rather it was his inability to provide variety.
The Model T was not just limited to one color.
It was also limited to one specification so that all Model T chassis were essentially identical up through the end of production in The customer did have a choice of four or five body styles, a drop-on feature from outside suppliers added at the very end of the production line.
Indeed, it appears that practically every machine in the Ford Motor Company worked on a single part number, and there were essentially no changeovers.
When the world wanted variety, including model cycles shorter than the 19 years for the Model T, Ford seemed to lose his way. Other automakers responded to the need for many models, each with many options, but with production systems whose design and fabrication steps regressed toward process areas with much longer throughput times.
Over time they populated their fabrication shops with larger and larger machines that ran faster and faster, apparently lowering costs per process step, but continually increasing throughput times and inventories except in the rare case—like engine machining lines—where all of the process steps could be linked and automated.
Even worse, the time lags between process steps and the complex part routings required ever more sophisticated information management systems culminating in computerized Materials Requirements Planning MRP systems.
As Kiichiro Toyoda, Taiichi Ohno, and others at Toyota looked at this situation in the s, and more intensely just after World War II, it occurred to them that a series of simple innovations might make it more possible to provide both continuity in process flow and a wide variety in product offerings.
This system in essence shifted the focus of the manufacturing engineer from individual machines and their utilization, to the flow of the product through the total process. Toyota concluded that by right-sizing machines for the actual volume needed, introducing self-monitoring machines to ensure quality, lining the machines up in process sequence, pioneering quick setups so each machine could make small volumes of many part numbers, and having each process step notify the previous step of its current needs for materials, it would be possible to obtain low cost, high variety, high quality, and very rapid throughput times to respond to changing customer desires.
Also, information management could be made much simpler and more accurate. Womack, Daniel Roos, and Daniel T.
In a subsequent volume, Lean ThinkingJames P. Womack and Daniel T. Jones distilled these lean principles even further to five: Specify the value desired by the customer Identify the value stream for each product providing that value and challenge all of the wasted steps generally nine out of ten currently necessary to provide it Make the product flow continuously through the remaining value-added steps Introduce pull between all steps where continuous flow is possible Manage toward perfection so that the number of steps and the amount of time and information needed to serve the customer continually falls Lean Today As these words are written, Toyota, the leading lean exemplar in the world, stands poised to become the largest automaker in the world in terms of overall sales.
Its dominant success in everything from rising sales and market shares in every global market, not to mention a clear lead in hybrid technology, stands as the strongest proof of the power of lean enterprise.A summary and case brief of Toyota Motor Manufacturing, Kentucky, Inc.
v. Williams, including the facts, issue, rule of law, holding and reasoning, key terms, and concurrences and dissents. Toyota Motor Manufacturing, Kentucky, Inc.
v. Williams Case Brief - Quimbee. Toyota Motor Manufacturing, Kentucky, Inc. v.
Williams, U.S. (), was a case in which the Supreme Court of the United States interpreted the meaning of the phrase "substantially impairs" as used in the Americans with Disabilities Act of Toyota Motor Manufacturing, USA, Inc Case Analysis * Main and sub ideas of the webkandii.com main topic of the case was the problems caused by defective or damaged seats.
TMM USA's seat problem was threefold. The first was the actual defects with the hooks and the damaged caused by cross threading by employees when installing the seats. Japan-based Toyota Motor Corporation was the leader in global motor vehicle production, with a total of 8,, vehicles, followed by the U.S.-based General Motors Company (GM) at 8,, In Toyota Motor Corp.
v. Gregory, S.W.3 35 (Ky. ), the Kentucky Supreme Court held that proof of design defect liability in a crashworthiness case requires proof of a feasible alternative design. Glover, 88 U.S. , () (tolling the statute of limitations period because the defendant’s fraudulent concealment of assets during bankruptcy proceedings prevented the plainti ff from discovering the injury incurred by that.