This recent InsideEVs article posed an interesting question, “What Does the Tesla Model 3 Have in Common With a Cheap Toyota Etios?”
According to InsideEVs, apart from the combustion engine and the motors, the Model 3 differs essentially from the Etios. While the latter was meant to be affordable, the Tesla is seen as a luxury car sedan, facing the likes of BMW 3 Series and Mercedes-Benz C-Class.
So how are they similar?
According to InsideEVs, they both get no paint in some areas because nobody can see it. Like the Etios, the Model 3 has only been fully painted where Tesla decided to do so.
InsideEVs reached out to Munro & Associates’ Al Steier, director of the benchmarking innovation center, for some Model 3 paint insight.
According to Steier, “We borrowed a coatings thickness instrument and took readings in various parts of the car including the strut tower for you. For your information, there is one slide where we captured the rear quarter panel. Looking at the picture, it is hard to tell as there was a lot of background reflections in it.”
You can check out Steier’s slides – which reveal the exact points in the body that lack a base coat – in the following gallery: https://insideevs.com/photo/4481339/see-the-munro-associates-measurements-of-the-tesla-model-3-paint-thickness/
Just over a year ago Manufacturing Engineering Magazine published the article “Kaikaku: Manufacturing Re-imagined”, which turns out was one of the most widely read articles of 2012 and one of the most discussed. Since this time I have fielded many questions and had several conversations on this article and the full Kaikaku process which is much too involved to get into here. That being said, for those of you who missed it, below is a short excerpt from the original article with a link going to the original. Also, in the months to come we will focus on more Kaikaku related topics.
“Unlike kaizen, which is continuous improvement/incremental minor change, Kaikaku means radical change or a great reform to the system. While both Kaizen and Kaikaku can be applied to production, Kaikaku goes beyond production to break the existing paradigm and create a breakthrough using a new system or model.
There are many ways to create change within a company. TPS or lean manufacturing improvement on an incremental basis tends to come from middle management choice, identifying traditional wastes (seven wastes) from the production system and encouraging the day-to-day regular amount of placeholder or quota change that companies may require from their “lean” leaders.
There is a fundamental limitation with this in a typical western company, however. Most managers only feel comfortable meeting internal demands by removing low hanging fruit, which is generally accepted and does not require a larger cost. Fundamental change, or that which requires executive approval, could possibly land the manager in a compromising position (jeopardizing their job or ability to advance within the company). Therefore, Kaikaku has to be a “top down” change. In fact, just as Kaizen is fundamental to the Toyota Production System, Kaikaku is the fundamental concept to the little talked about (or understood) executive system used at Toyota.
One of the biggest struggles for many manufacturing companies is getting executives to truly understand the vital importance of not only how much manufacturing details and systems can change profitability, but moreover, how they can impede it.
This comes down to one of the basic principles discussed in the book “Good to Great.” As Jim Collins wrote, it is all about having “the right people on the bus.” And this is particularly true at the executive level as they tend to influence culture within the company the most.”
For the full downloadable .pdf of the article just follow the link here.