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Presentation on Toyota Motors

Mr.V.P. Mishra

Supriya Rani Ekta Jindal Sakshi Kundra Harsimran Kaur

Contents

Introduction of Toyota motors History of Toyota auto industry Founder & CEO Toyota business segment Toyota total sales by region Toyota Production System -Goals, Principles Toyotas strategy Non-automotive activities Worldwide Presence and Ranking Results

Introduction

On

Toyota Motors

Toyota is 3rd largest automotive manufacturer Toyota Motor Corporation is headquartered in Toyota City, Aichi Toyota has annual sales of $120 Billion Produces ~5.5 million vehicles per year From 56 manufacturing plants across 6 continents Employs ~200,000 people

Headquarter of Toyota City, Aichi-Japan

History of Toyota auto Industry


Established in 1937 out of Sakichi Toyotas weaving machine company Launched first car (SA Model) in 1947 Toyota Production System formed in 1950 based on just in time principal First global expansion in 1959 at Brazil In 1972, cumulative production >10M units

Founder & CEO

Founder: kiichiro toyoda CEO : Akio toyoda MD: Hiroshi nakagawa

Production History
6000 5000 4000 3000 2000 1000 0 1935 1936 1937 1940 1957 1960 1972 1980 1982 1988 1996 1999
UNITS (thousands)

Domestic Production

Total Production

Business segments

Automotive

Design, manufacture and sales of passenger cars, recreational vehicles, SUVs and related parts Provisions of loans to car buyers and car deales

Financial services

Others

Industrial vehicles (forklifts, etc.)

Toyota Total Sales By Region

The Toyota Production System

Revolutionized manufacturing industry

At its core is lean

a relentless drive to improve efficiency and eliminate waste

Beginnings of TPS were born out of necessity due to lack of resources in post-war Japan.

Toyota Production System Key Main Concepts

SMED

Single Minute Exchange of Dies Promoted flexibility of production runs Just In Time manufacturing Small batches which reduced inventory costs, tightened relationship with suppliers and improved quality control

JIT

GOALS

The main objectives of the TPS are to design out overburden and inconsistency , and to eliminate waste.

Seven kinds of mudas(wastage)


over-production motion (of operator or machine) waiting (of operator or machine) conveyance processing itself inventory (raw material) correction (rework and scrap)

Toyotas Strategy

Increase competitive strength through advanced technology


Environmental technology

fuel consumption, emission, recoverability

Hybrid vehicles and next generation fuel cells Cost-reduction efforts

discontinuation, integration of older models

Increased emphasis on financial services and information communication system

Worldwide Presence

Geographic region
Japan North America Europe Asia Others

Total sales
8,152,884 8,771,495 3,346,013 1,969,957 1,707,742

Ranking

Top 3 Automakers Global, OICA, 2010

Group
Toyota

Unit
8,557,351

%share
11.0

Gm

8,476,192

10.9

Volkswagen

7,341,065

9.4

Principles
1.Continuous Improvement

Challenge (long-term vision, meeting challenges with courage & creativity) Kaizen (continuous improvement)

Genchi Genbutsu (Go to the source to find the facts to make correct decisions.)

2.Respect for People

Respect

Teamwork

3.Long-term philosophy

Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.

4.The right process will produce the right results


Create continuous process flow to bring problems to the surface. Use the "pull" system to avoid overproduction. Level out the workload (Work like the tortoise, not the hare.)

Build a culture of stopping to fix problems, to get quality right from the first. Standardized tasks are the foundation for continuous improvement and employee empowerment.

Use visual control so no problems are hidden.

Use only reliable, thoroughly tested technology that serves your people and processes.

5.Add value to the organization by developing your people and partners

Grow leaders Develop exceptional people and teams Respect your extended network of partners and suppliers by challenging them and helping them.

6.Continuously solving root problems drives organizational learning

Used to thoroughly understand the situation Make decisions slowly by consensus, thoroughly considering all options Become a learning organization through relentless reflection and continuous improvement

Product line

Electric technology- Toyota pirus, Auris, Highlander and Camry Plug- in hybrids all electric vehicles- RAV4 Cars- 70 different models SUVS Luxury type vehicle

Non- Automotive Activities


AEROSPACE

Toyota is a minority shareholder in Mitsubishi Aircraft Corporation

invested US$67.2 million


will produce the Mitsubishi Regional jet. It has also produced aircraft TAA-1 in 2002

Philanthropy

Toyota Municipal Museum of Art in Aichi helping low-income community members for education United Negro College Fund (40 annual scholarships) National Underground Railroad Freedom Centre (US$1 million)

Higher education

Toyota established the Toyota Technological Institute in 1981, as Sakichi Toyoda It founded the Toyota Technological Institute at Chicago in 2003 Supporter of- Toyota Youth for Understanding Summer Exchange Scholarship Program -Toyota Community Scholars -contributed to a number of local education

Robotics

In 2004, Toyota showcased its trumpet-playing robot. developing multitask robots destined for elderly care, manufacturing, and entertainment. Example of Toyota's involvement in robotics for the elderly is the Brain Machine interface

Finance

Toyota Financial Services Corporation provides financing to Toyota customers. Agricultural biotechnology P.T. Toyota Bio Indonesia in Lampung, Indonesia Australian Afforestation Pty. Ltd. in Western Australia and Southern Australia Toyota Roof Garden Corporation in Miyoshi-Cho

Result

Reduction in leadtime and cost using the TPS

This enabled it to become one of the largest companies in the world.

THANK YOU

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