Do you think this system is indeed revolutionary? Why or Why not?
Toyota New Global Architecture (TNGA) is a revolutionary way of designing and
manufacturing vehicles in a more streamlined flow. TNGA is focused on building vehicles using
less cost, time, energy, and space (Reynolds, 2015). For Toyota, the concept of lean
manufacturing is not new but with TNGA they extend this concept to a new height. TNGA is
about precision, efficiency, and integration of manufacturing operations. TNGA allows its
engineers to be more creative by providing a platform that allows flexibility (Hans, 2021).
TNGA can be seen as an advanced form of a modular platform where there is a strategic sharing
of parts and powertrain elements that will reduce cost and speed up the production process
(Hans, 2021). However, this is not just a cost-saving approach it will also enhance performance
and efficiency. The newly designed vehicles have a lower center of gravity of powertrain
components, have reduced weight, and increased overall body rigidity (Hans, 2021). In short,
TNGA is the way Toyota can build new production lines that can accommodate large production
with efficiency while being flexible to meet different manufacturing requirements.
Do you think this new approach for manufacturing is driving a change in the quality
strategy of the company?
The main focus of TNGA is to maintain growth and market share by improving the saleability of
their vehicles. They define saleability as something that integrates better design, driver
experience, fuel efficiency, quality, and overall cost reduction (Bredenberg, 2013).
Consequently, quality is at the center of this concept and it is achieved by the integration of
platforms, components, and supply chain. A quality strategy of any company is born from the
corporate objectives values and mission. For Toyota finding the balance between growth and
maintaining high quality has been a challenge. Toyota has acknowledged that the focus on
growth had taken priority over the company's traditional focus on quality (Massachusetts
Institute of Technology, 2011).
The quality challenge for Toyota was not only the rapid growth other issues include product
complexity, more challenging competition, and sustainability. Additionally, the idea of quality is
constantly changing as customers' preferences and choices are evolving as well. One major input
of TNGA is the standardization of components and products that will enhance the quality control
Toyota New Global Architecture (TNGA) is a revolutionary way of designing and
manufacturing vehicles in a more streamlined flow. TNGA is focused on building vehicles using
less cost, time, energy, and space (Reynolds, 2015). For Toyota, the concept of lean
manufacturing is not new but with TNGA they extend this concept to a new height. TNGA is
about precision, efficiency, and integration of manufacturing operations. TNGA allows its
engineers to be more creative by providing a platform that allows flexibility (Hans, 2021).
TNGA can be seen as an advanced form of a modular platform where there is a strategic sharing
of parts and powertrain elements that will reduce cost and speed up the production process
(Hans, 2021). However, this is not just a cost-saving approach it will also enhance performance
and efficiency. The newly designed vehicles have a lower center of gravity of powertrain
components, have reduced weight, and increased overall body rigidity (Hans, 2021). In short,
TNGA is the way Toyota can build new production lines that can accommodate large production
with efficiency while being flexible to meet different manufacturing requirements.
Do you think this new approach for manufacturing is driving a change in the quality
strategy of the company?
The main focus of TNGA is to maintain growth and market share by improving the saleability of
their vehicles. They define saleability as something that integrates better design, driver
experience, fuel efficiency, quality, and overall cost reduction (Bredenberg, 2013).
Consequently, quality is at the center of this concept and it is achieved by the integration of
platforms, components, and supply chain. A quality strategy of any company is born from the
corporate objectives values and mission. For Toyota finding the balance between growth and
maintaining high quality has been a challenge. Toyota has acknowledged that the focus on
growth had taken priority over the company's traditional focus on quality (Massachusetts
Institute of Technology, 2011).
The quality challenge for Toyota was not only the rapid growth other issues include product
complexity, more challenging competition, and sustainability. Additionally, the idea of quality is
constantly changing as customers' preferences and choices are evolving as well. One major input
of TNGA is the standardization of components and products that will enhance the quality control
