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Toyota was also forced to pay a total of $66.2 million in fines to the Department of Transportation for failing to handle recalls properly and $25.5 million to Toyota shareholders whose stock lost value due to recalls. Nearly 400 wrongful-death and personal injury cases were also privately settled by Toyota as a result of unintended acceleration.
Sep 26, 2007 – US: 55,000 Toyota Camry and ES 350 cars in "all-weather" floor mat recall. [34]Nov 02, 2009 – US: 3.8 million Toyota and Lexus vehicles again recalled due to floor mat problem, this time for all driver's side mats.
A check engine light or malfunction indicator lamp (MIL), is a tell-tale that a computerized engine-management system uses to indicate a malfunction or problem with the vehicle ranging from minor (such as a loose gas cap) to serious (worn spark plugs, engine problems or a faulty oil valve, etc.).
1988: The California Air Resources Board (CARB) requires that all new vehicles sold in California from 1988 onward have some basic OBD capability (such as detecting problems with fuel metering and Exhaust gas recirculation.) [7] [8] These requirements are generally referred to as "OBD-I", though this name is a retronym applied after the ...
It is a major component of problem-solving training, delivered as part of the induction into the Toyota Production System. The architect of the Toyota Production System, Taiichi Ohno , described the five whys method as "the basis of Toyota's scientific approach by repeating why five times [ 5 ] the nature of the problem as well as its solution ...
Example of a worksheet for structured problem solving and continuous improvement. A3 problem solving is a structured problem-solving and continuous-improvement approach, first employed at Toyota and typically used by lean manufacturing practitioners. [1] It provides a simple and strict procedure that guides problem solving by workers.
The principles of the Toyota Way are divided into the two broad categories of continuous improvement and respect for human resources. [7] [8] [9] The standards for constant improvement include directives to set up a long-term vision, to engage in a step-by-step approach to challenges, to search for the root causes of problems, and to engage in ongoing innovation.