"Supplier queries commitment, and Toyota demonstrates dedication: Toyota's staunch approach towards collaboratively implementing Toyota Production System"

In a bid to streamline the complex process of digital meter development, Toyota and its supplier Denso have embarked on a Kaizen project. The focus of this project is to improve cooperation among various fields and departments, addressing the increased complexity in digital meter development due to the need to show warnings and guidance to users.

The heart of the Kaizen project lies in the use of diagrams. These diagrams, unlike traditional ones, identify potential issues by indicating the actual work done by the person in charge, rather than the work that usually exists. This approach allows for the swift identification and resolution of problems, thereby speeding up the development process.

Denso, a key player in this collaboration, sees the need to promote Toyota's Production System (TPS) training program within their organisation and among other suppliers. The goal is to spread TPS extensively throughout every aspect of their relationship with Toyota. Denso views TPS as a concept that has become firmly established in all parts of Toyota, and they strive to implement Kaizen in their respective processes.

Toyota launched its company-wide TPS training program for office staff in August 2020, and Denso's participation was seen as a positive step due to Toyota's whole-company involvement and the establishment of a dedicated team to implement TPS measures.

The development of digital meters inside vehicle cockpits involves four main stages: upstream procedures, development, testing, and downstream procedures. In this project, the training program members worked on Kaizen in procedures (2) and (3), while Denso handled the downstream procedure.

The Kaizen efforts made by Toyota focused on standardizing downstream procedures based on the amount and type of materials and information needed by Denso. This move aims to eliminate inconsistencies and ensure quality during the production process.

The Vehicle Development Center at Toyota has conducted Kaizen activities on "meter development" since the launch of the TPS training program. The goal of this project is to speed up development and further bolster the added-value of software.

Toyota's Vehicle Development Center implemented changes in producing complex digital meters by incorporating a restyled instrument panel and digital meter displays, improving user interface and functionality. These updates included using a 12.3-inch touchscreen and redesigned center console elements to address previous limitations in display and integration, as exemplified in the new Lexus IS models.

The Kaizen project also aimed to eliminate two types of waste: waste from waiting and waste stemming from defects and having to make corrections. Material and information flow diagrams are used as a vital tool for putting TPS into practice in the Vehicle Development Center. These diagrams enable visualisation of the work, identification of procedural problems, and shortening overall lead time.

Denso, in light of their participation in the TPS training program, is already beginning to think about operations further downstream. They see the major effect that TPS brings as the attitude of the people involved and how they further influence others around them.

The TPS training program is also fostering an attitude of listening to the issues of downstream workers, and it presents a potential for wider application in the supply chain. President Toyoda's message about addressing structural issues in the automotive industry, including the 5.5 million people involved, and the need to promote the TPS training program based on the same idea, further reinforces this initiative.

The Kaizen project has already shown significant results. For instance, the 120-day lead time required for the process of issuing a requirement specifications document has been shortened to 35 days.

In conclusion, the collaboration between Toyota and Denso in the Kaizen project is a testament to their commitment to continuous improvement and lean manufacturing. By embracing TPS, they aim to create a more efficient and effective process in digital meter development, ultimately benefiting both companies and their customers.