Presentation on toyota_motors[1]

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Presentation on toyota_motors[1]

  1. 1. Presentation on Toyota Motors <ul><li>Supriya Rani </li></ul><ul><li>Ekta Jindal </li></ul><ul><li>Sakshi Kundra </li></ul><ul><li>Harsimran Kaur </li></ul>PRESENTED BY <ul><li>V.P. Mishra Sir </li></ul>PRESENTED TO
  2. 2. Agenda <ul><li>Introduction of Toyota motors </li></ul><ul><li>History of Toyota auto industry </li></ul><ul><li>Global auto industry trend </li></ul><ul><li>Toyota company background </li></ul><ul><ul><li>Production history </li></ul></ul><ul><ul><li>Business segments </li></ul></ul><ul><li>Toyota total sales by region </li></ul><ul><li>Toyota Production System </li></ul><ul><li>-Goal,Principles </li></ul><ul><li>Toyota’s strategy </li></ul><ul><li>List of toyota vehicles </li></ul><ul><li>Non-automotive activities </li></ul><ul><li>Worldwide Presence and Ranking </li></ul><ul><li>Results </li></ul>
  3. 3. Introduction On Toyota Motors <ul><li>Toyota is 3 rd largest automotive manufacturer </li></ul><ul><li>Toyota Motor Corporation is headquartered in Toyota City, Aichi </li></ul><ul><li>Toyota has annual sales of $120 Billion </li></ul><ul><li>Produces ~5.5 million vehicles per year </li></ul><ul><li>From 56 manufacturing plants across 6 continents </li></ul><ul><li>Employs ~200,000 people </li></ul><ul><li>Headquarter of Toyota City, Aichi-Japan </li></ul>
  4. 4. History of Toyota auto Industry <ul><li>Established in 1937 out of Sakichi Toyota’s weaving machine company </li></ul><ul><li>Launched first car (SA Model) in 1947 </li></ul><ul><li>“ Toyota Production System” formed in 1950 based on just in time principal </li></ul><ul><li>First global expansion in 1959 at Brazil </li></ul><ul><li>In 1972, cumulative production >10M units </li></ul>
  5. 5. Global Auto Industry Trends <ul><li>Overcapacity </li></ul><ul><li>Economic downturn </li></ul><ul><li>Shifting consumer demands </li></ul><ul><li>European trade barrier reductions </li></ul>
  6. 6. Production History
  7. 7. Business segments <ul><li>Automotive </li></ul><ul><ul><li>Design, manufacture and sales of passenger cars, recreational vehicles, SUVs and related parts </li></ul></ul><ul><li>Financial services </li></ul><ul><ul><li>Provisions of loans to car buyers and car deales </li></ul></ul><ul><li>Others </li></ul><ul><ul><li>Industrial vehicles (forklifts, etc. ) </li></ul></ul>
  8. 8. Toyota Total Sales By Region
  9. 9. The Toyota Production System <ul><li>Revolutionized manufacturing industry </li></ul><ul><li>At its core is “lean” </li></ul><ul><ul><li>a relentless drive to improve efficiency and eliminate waste </li></ul></ul><ul><li>Beginnings of TPS were born out of necessity due to lack of resources in post-war Japan. </li></ul>
  10. 10. Toyota Production System Key Main Concepts <ul><li>SMED </li></ul><ul><ul><li>Single Minute Exchange of Dies </li></ul></ul><ul><ul><li>Promoted flexibility of production runs </li></ul></ul><ul><li>JIT </li></ul><ul><ul><li>Just In Time manufacturing </li></ul></ul><ul><ul><li>Small batches which reduced inventory costs, tightened relationship with suppliers and improved quality control </li></ul></ul>
  11. 11. GOALS <ul><li>The main objectives of the TPS are to design out overburden and inconsistency , and to eliminate waste. </li></ul>
  12. 12. SEVEN KINDS OF MUDAS <ul><li>over-production </li></ul><ul><li>motion (of operator or machine) </li></ul><ul><li>waiting (of operator or machine) </li></ul><ul><li>conveyance </li></ul><ul><li>processing itself </li></ul><ul><li>inventory (raw material) </li></ul><ul><li>correction (rework and scrap) </li></ul>
  13. 13. Toyota’s Strategy <ul><li>Increase competitive strength through advanced technology </li></ul><ul><li>Environmental technology </li></ul><ul><ul><li>fuel consumption, emission, recoverability </li></ul></ul><ul><li>Hybrid vehicles and next generation fuel cells </li></ul><ul><li>Cost-reduction efforts </li></ul><ul><ul><li>discontinuation, integration of older models </li></ul></ul><ul><li>Increased emphasis on financial services and information communication system </li></ul>
  14. 14. Worldwide Presence <ul><li>Geographic region Total sales </li></ul><ul><li>Japan 8,152,884 </li></ul><ul><li>North America 8,771,495 </li></ul><ul><li>Europe 3,346,013 </li></ul><ul><li>Asia 1,969,957 </li></ul><ul><li>Others 1,707,742 </li></ul>
  15. 15. Ranking <ul><li>Top 3 Automakers Global, OICA, 2010 </li></ul>Group Unit %share Toyota 8,557,351 11.0 Gm 8,476,192 10.9 Volkswagen 7,341,065 9.4
  16. 16. Principles <ul><li>1.Continuous Improvement </li></ul><ul><li>Challenge (long-term vision, meeting challenges with courage & creativity) </li></ul><ul><li>Kaizen (continuous improvement) </li></ul><ul><li>Genchi Genbutsu (Go to the source to find the facts to make correct decisions.) </li></ul>
  17. 17. <ul><li>2.Respect for People </li></ul><ul><li>Respect </li></ul><ul><li>Teamwork </li></ul>
  18. 18. <ul><li>3.Long-term philosophy </li></ul><ul><li>Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals. </li></ul>
  19. 19. <ul><li>4.The right process will produce the right results </li></ul><ul><li>Create continuous process flow to bring problems to the surface. </li></ul><ul><li>Use the &quot;pull&quot; system to avoid overproduction. </li></ul><ul><li>Level out the workload </li></ul><ul><li>(Work like the tortoise, not the hare.) </li></ul>
  20. 20. <ul><li>Build a culture of stopping to fix problems, to get quality right from the first. </li></ul><ul><li>Standardized tasks are the foundation for continuous improvement and employee empowerment. </li></ul>
  21. 21. <ul><li>Use visual control so no problems are hidden. </li></ul><ul><li>Use only reliable, thoroughly tested technology that serves your people and processes. </li></ul>
  22. 22. <ul><li>5.Add value to the organization by developing your people and partners </li></ul><ul><li>Grow leaders </li></ul><ul><li>Develop exceptional people and teams </li></ul><ul><li>Respect your extended network of partners and suppliers by challenging them and helping them. </li></ul>
  23. 23. <ul><li>6.Continuously solving root problems drives organizational learning </li></ul><ul><li>Used to thoroughly understand the situation </li></ul><ul><li>Make decisions slowly by consensus, thoroughly considering all options </li></ul><ul><li>Become a learning organization through relentless reflection and continuous improvement </li></ul>
  24. 24. Results <ul><li>Reduction in leadtime and cost using the TPS </li></ul><ul><li>This enabled it to become one of the ten largest companies in the world. </li></ul><ul><li>It is currently as profitable as all the other car companies combined and became the largest car manufacturer in 2007. </li></ul>

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