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