This study examines the production organization and plant layout of an automotive plant in Kenya that assembles cars for Toyota, focusing on how production systems are adapted to a low-volume production environment in Kenya. The study also explores the distinction between completely knocked-down and semi knocked-down assembly models, highlighting how each influences labor intensity, production cycle times, and local value addition. The research employs a case study methodology, incorporating direct plant observations and semi-structured interviews with key personnel from the public relations and manufacturing engineering departments. The findings reveal that unlike high-volume plants in developed markets that rely on advanced automation, synchronized supply chains, and just-in-time production systems, the Kenyan plant operates under a hybrid production approach, blending job shop methods for flexibility with assembly line techniques for efficiency and while it maintains Toyota’s quality standards, it faces challenges related to underutilized production capacity, reliance on imported components, and the dominance of second-hand vehicle imports in the Kenyan market.
Mihail Marinov (Tue,) studied this question.