Toyota Motor Manufacturing, U.S.A., Inc. Which principle of the Toyota Production System did Toyota violate in the way they handled the seat problem described in the case study? A. Jidoka: make any production problems instantly self-evident and stop production whenever problems are detected B. Pokemon: got to catch them all. C. Heijunka: even out (balance) the total order in the daily production sequence D. Just-In-Time production: produce only what is needed, only how much is needed, and only when it is needed. Kaizen: change for the better