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Presentation on Toyota MotorsPresentation on Toyota Motors
Supriya Rani Ekta Jindal Sakshi Kundra Harsimran Kaur
Mr.V.P. Mishra
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Introduction of Toyota motors History of Toyota auto industry Founder & CEO Toyota business segment Toyota total sales by region Toyota Production System -Goals, Principles Toyota’s strategy Non-automotive activities Worldwide Presence and Ranking Results
Contents
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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
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History of Toyota auto Industry Established in 1937 out of Sakichi Toyota’s 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
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Founder & CEO
Founder: kiichiro toyoda
CEO : Akio toyoda
MD: Hiroshi nakagawa
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Production History
0
1000
2000
3000
4000
5000
6000
1935 1936 1937 1940 1957 1960 1972 1980 1982 1988 1996 1999
Domestic Production Total ProductionUNITS
(thousands)
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Business segments
Automotive Design, manufacture and sales of passenger cars,
recreational vehicles, SUVs and related parts
Financial services Provisions of loans to car buyers and car deales
Others Industrial vehicles (forklifts, etc.)
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Toyota Total Sales By Region
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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.
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Toyota Production SystemKey Main Concepts
SMED Single Minute Exchange of Dies Promoted flexibility of production runs
JIT Just In Time manufacturing Small batches which reduced inventory costs, tightened
relationship with suppliers and improved quality control
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GOALS
The main objectives of the TPS are to design out overburden and inconsistency , and to eliminate waste.
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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)
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Toyota’s 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
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Worldwide Presence
Geographic region Total sales Japan 8,152,884 North America 8,771,495 Europe 3,346,013 Asia 1,969,957 Others 1,707,742
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Ranking
Top 3 Automakers Global, OICA, 2010
Group Unit %share
Toyota 8,557,351 11.0
Gm 8,476,192 10.9
Volkswagen
7,341,065 9.4
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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.)
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2.Respect for People
Respect
Teamwork
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3.Long-term philosophy
Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.
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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.)
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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.
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Use visual control so no problems are hidden.
Use only reliable, thoroughly tested technology that serves your people and processes.
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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.
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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
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• Electric technology- Toyota pirus, Auris, Highlander and Camry • Plug- in hybrids• all electric vehicles- RAV4• Cars- 70 different models• SUV’S• Luxury type vehicle
Product line
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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
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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)
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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
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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
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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
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Result
Reduction in leadtime and cost using the TPS
This enabled it to become one of the largest companies in the world.
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THANK YOU …