Presentation on Toyota Motors

Supriya Rani
Ekta Jindal
Sakshi Kundra
Harsimran Kaur
Mr.V.P. Mishra

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


Contents
Introduction On Toyota Motors

Toyota is 3
rd
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
0
1000
2000
3000
4000
5000
6000
1935 1936 1937 1940 1957 1960 1972 1980 1982 1988 1996 1999
Domestic Production Total Production
UNITS
(thousands)
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.)

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
JIT
Just In Time manufacturing
Small batches which reduced inventory costs, tightened
relationship with suppliers and improved quality
control
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 Total sales
Japan 8,152,884
North America 8,771,495
Europe 3,346,013
Asia 1,969,957
Others 1,707,742

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
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

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

Product line
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.



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