Presentation on Toyota MotorsPresentation on Toyota Motors

Supriya Rani Ekta Jindal Sakshi Kundra Harsimran Kaur

V.P. Mishra Sir

Agenda

Introduction of Toyota motors History of Toyota auto industry Global auto industry trend Toyota company background

Production history Business segments

Toyota total sales by region Toyota Production System -Goal,Principles Toyota’s strategy List of toyota vehicles 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 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

Global Auto Industry Trends Overcapacity Economic downturn Shifting consumer demands European trade barrier reductions

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)

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 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

GOALS

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

SEVEN KINDS OF MUDAS

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

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

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

Results

Reduction in leadtime and cost using the TPS

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

It is currently as profitable as all the other car companies combined and became the largest car manufacturer in 2007.