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Tata aims to increase its market share in passenger cars by introducing the affordable Nano model. The document compares the Nano to Maruti Suzuki 800, its top competitor. While the Nano has a lower price, more interior space, and better fuel efficiency, it has less power and a slower top speed than the 800. To compete effectively, the document recommends strategies for Tata such as increasing the Nano's engine size and mileage, introducing diesel and CNG variants, expanding service centers, and enhancing features.
The document is a case study on the Tata Nano automobile. It provides background on the Tata Group, which launched the Tata Nano as an affordable small car for middle and lower class Indian families. The case study traces the history and development of the Tata Nano, compares it to competitors, and analyzes reasons for its failure in the Indian market, such as poor engineering, negative publicity from accidents, and an unappealing image. It also includes a SWOT analysis of the Tata Nano's strengths, weaknesses, opportunities, and threats.
Tata Nano was initially positioned as the world's most affordable car, targeting lower and middle income families in India. However, this price-based positioning led Nano to be perceived as a "poor man's car" and issues like vehicle fires further damaged its reputation for quality. Tata later repositioned Nano with a focus on features, personalization options, and promoting it as a "smart city car" to move away from perceptions of low quality. The case study demonstrates the importance of developing an effective positioning strategy that considers customer perceptions beyond just price. It also shows how positioning can be detrimental if not properly planned and corrected when needed.
The document discusses Tata Nano, the world's cheapest car launched in India in 2009. It provides an overview of the Nano, what makes it affordable, Tata's other products and market share. It then performs a PESTLE, 5 forces, value chain and TOWS analysis of Tata Motors and the Indian automotive industry. A financial analysis compares Tata and Maruti Suzuki from 2008-2012. The document concludes that Tata's vision for the Nano was not fully realized, resulting in value erosion, and they need to ramp up production capacity to address opportunities while minimizing threats from new competition.
- Tata Motors is India's largest automobile company, established in 1945, that has produced over 4 million vehicles for Indian roads and emerged as an international company.
- In 2009, Tata Motors unveiled the Tata Nano Europa at the Geneva Motor Show, intended for future launch in select international markets.
- The Tata Nano is a low-cost, compact car that offers fuel efficiency of 23.6 km/liter and CO2 emissions of 101 gm/km, the lowest for any petrol car in India. It meets Indian safety standards and offers a low starting price to make car ownership more affordable.
Tata Nano and Maruti 800 are compared in the document. While Tata Nano is the more affordable option starting around Rs. 1.56 lakhs, Maruti 800 which has been around for over 25 years dominates the market and is more suitable for city driving with better fuel efficiency of 14.22 km/liter. Both cars have 4 seats and manual transmission but Tata Nano has advantages of higher mileage and more modern features while Maruti 800 is more proven, affordable to maintain and suitable for heavy city traffic.
Tata Motors established the Tata Nano as the world's cheapest car through a collaborative approach. They broke down the car components and outsourced manufacturing to over 100 suppliers, such as Bosch, to reduce costs. This allowed suppliers to innovate and helped Tata Motors produce the Nano for under Rs. 100,000. However, Tata Motors struggled to meet sales targets of the Nano due to production delays from strikes and negative publicity from fires, limiting their ability to capitalize on the initial hype around the affordable "people's car."
The document provides information about a marketing research project conducted on Tata Nano. It discusses the tasks involved in the project such as interviews with experts and focus groups. It outlines the marketing research problems identified related to Nano such as its potential use as taxis and the impact of rising raw material prices. It then describes the hypotheses generated, focus group findings, and survey results. The key findings from the focus groups were that most respondents felt Nano's use as a taxi would not impact sales and rising prices may not negatively impact demand. The survey of 330 individuals found that both men and women across age groups see Nano as affordable transportation over motorcycles and have faith in Tata maintaining the price.
Tata aims to increase its market share in passenger cars by introducing the affordable Nano model. The document compares the Nano to Maruti Suzuki 800, its top competitor. While the Nano has a lower price, more interior space, and better fuel efficiency, it has less power and a slower top speed than the 800. To compete effectively, the document recommends strategies for Tata such as increasing the Nano's engine size and mileage, introducing diesel and CNG variants, expanding service centers, and enhancing features.
The document is a case study on the Tata Nano automobile. It provides background on the Tata Group, which launched the Tata Nano as an affordable small car for middle and lower class Indian families. The case study traces the history and development of the Tata Nano, compares it to competitors, and analyzes reasons for its failure in the Indian market, such as poor engineering, negative publicity from accidents, and an unappealing image. It also includes a SWOT analysis of the Tata Nano's strengths, weaknesses, opportunities, and threats.
Tata Nano was initially positioned as the world's most affordable car, targeting lower and middle income families in India. However, this price-based positioning led Nano to be perceived as a "poor man's car" and issues like vehicle fires further damaged its reputation for quality. Tata later repositioned Nano with a focus on features, personalization options, and promoting it as a "smart city car" to move away from perceptions of low quality. The case study demonstrates the importance of developing an effective positioning strategy that considers customer perceptions beyond just price. It also shows how positioning can be detrimental if not properly planned and corrected when needed.
The document discusses Tata Nano, the world's cheapest car launched in India in 2009. It provides an overview of the Nano, what makes it affordable, Tata's other products and market share. It then performs a PESTLE, 5 forces, value chain and TOWS analysis of Tata Motors and the Indian automotive industry. A financial analysis compares Tata and Maruti Suzuki from 2008-2012. The document concludes that Tata's vision for the Nano was not fully realized, resulting in value erosion, and they need to ramp up production capacity to address opportunities while minimizing threats from new competition.
- Tata Motors is India's largest automobile company, established in 1945, that has produced over 4 million vehicles for Indian roads and emerged as an international company.
- In 2009, Tata Motors unveiled the Tata Nano Europa at the Geneva Motor Show, intended for future launch in select international markets.
- The Tata Nano is a low-cost, compact car that offers fuel efficiency of 23.6 km/liter and CO2 emissions of 101 gm/km, the lowest for any petrol car in India. It meets Indian safety standards and offers a low starting price to make car ownership more affordable.
Tata Nano and Maruti 800 are compared in the document. While Tata Nano is the more affordable option starting around Rs. 1.56 lakhs, Maruti 800 which has been around for over 25 years dominates the market and is more suitable for city driving with better fuel efficiency of 14.22 km/liter. Both cars have 4 seats and manual transmission but Tata Nano has advantages of higher mileage and more modern features while Maruti 800 is more proven, affordable to maintain and suitable for heavy city traffic.
Tata Motors established the Tata Nano as the world's cheapest car through a collaborative approach. They broke down the car components and outsourced manufacturing to over 100 suppliers, such as Bosch, to reduce costs. This allowed suppliers to innovate and helped Tata Motors produce the Nano for under Rs. 100,000. However, Tata Motors struggled to meet sales targets of the Nano due to production delays from strikes and negative publicity from fires, limiting their ability to capitalize on the initial hype around the affordable "people's car."
The document provides information about a marketing research project conducted on Tata Nano. It discusses the tasks involved in the project such as interviews with experts and focus groups. It outlines the marketing research problems identified related to Nano such as its potential use as taxis and the impact of rising raw material prices. It then describes the hypotheses generated, focus group findings, and survey results. The key findings from the focus groups were that most respondents felt Nano's use as a taxi would not impact sales and rising prices may not negatively impact demand. The survey of 330 individuals found that both men and women across age groups see Nano as affordable transportation over motorcycles and have faith in Tata maintaining the price.
TATA NANO - Brief History and Case Study AnalysisSadat Faruque
Tata Nano aims to create an uncontested market space by offering an affordable car at Rs. 1 lakh that provides value to customers not found in other vehicles. As a potential "Blue Ocean" strategy, the Nano focuses on people with 2-wheelers, concerned parents, and retired people by offering low maintenance and fuel efficiency at an affordable rate. However, there are some drawbacks like limited power and features as well as uncertainty if it will appeal in rural areas. A SWOT analysis finds strengths in Tata's brand name and the Nano's low cost and fuel efficiency, but weaknesses in limited power and not being seen as a status symbol.
This document provides information about Tata Motors' launch of the Tata Nano car in India in 2008. It was intended to be the world's cheapest car and increase car ownership among lower- and middle-income families. While initially successful, winning several awards, sales declined over time as issues arose regarding the car's small size not fitting families and safety issues when some cars caught fire. The launch failed to achieve Tata's long-term vision for making cars accessible to more of the Indian population.
Detail explanation of Ultra low cost car segments.
brief explained with an example of TATA NANO CAR
Global Market study and forecast of Ultra low cost car.
Its product development and Approach.
Challenges and Opportunities of Ultra low cost car segments
Tata launched the Nano car in 2009 with the goal of providing an "ultra low-cost" vehicle priced at Rs. 1 lakh. There were two options considered for positioning the Nano - as a family transport vehicle or for specific usage situations. The automotive industry in India has high growth rates but low per capita vehicle ownership compared to developed countries. The Nano faced competition from other small and low-cost vehicles. Initial bookings were strong but sales declined in late 2010 due to safety issues and rising material costs, which Tata addressed through improvements and an extended warranty.
A project report on tata nano pre launch surveyProjects Kart
Ratan Tata, Chairman of Tata Group, envisioned producing an affordable car for the common people of India. After five years of overcoming financial and technical barriers, Tata Motors unveiled the Tata Nano in 2008, priced at $2,500. The Nano was developed to address India's growing middle class and provide safer transportation than the common motorcycles families used. Tata believed the Nano could spark increased automobile demand both in India by addressing more of the population, and globally if successful and affordable at scale. Details of the Nano's specifications and planned production are provided.
Sushant Gupta completed four projects during his 6-month industrial training at Tata Motors in Lucknow, India. Project 1 involved improving productivity on Assembly Line 3 using MOST tools to identify and remove non-value adding activities. Project 2 involved standardizing processes across six operators. Project 3 involved tracking and improving zone productivity across the six quality gates on the assembly line. Project 4 involved conducting a time study of drivers moving vehicles between inspection areas to identify opportunities to reduce non-value added time and balance takt times.
The document discusses Tata Motors and their Nano vehicle. It provides background on Tata Motors, including that it was formerly called Tata Engineering and Locomotives and is now India's largest automaker. It notes that a key milestone was Tata's acquisition of Jaguar and Land Rover. The objective of the Nano was to create an affordable family car for middle class Indians. It discusses Nano models and pricing, as well as uses a SWOT analysis and Porter's Five Forces model to analyze the Nano's position in the market.
The document provides details on the marketing strategy of the Tata Nano vehicle. It discusses the idea generation and history of Tata Motors, specifications and features of the Nano, its competitive pricing of 100,000 rupees, promotion through publicity and social media, distribution through dealerships, strengths like low price and weaknesses like small size, and post-purchase service plans. The conclusion is that the Nano has the potential to become not just India's future car but a global car if exported successfully.
The document appears to be a project report submitted by Nilanjan Bhaumik to Amity Global Business School in partial fulfillment of an MBA degree. The report focuses on volume growth in small pickup vehicles for Tata Motors. It includes sections on the executive summary, industry profile, company profile, research methodology, findings and conclusions, limitations, recommendations, and references.
Tata Motors presented the Tata Nano car at the 2008 Auto Expo in New Delhi, aiming to create the world's cheapest car for families in India with two-wheeled transport. The Nano plant was established in Singur, West Bengal with an investment of 1500 crore rupees. The Nano has a 623cc rear-engine and rear-wheel drive with a fuel efficiency of 21.97km/ltr in city and 25.5km/ltr on highways. Tata Motors established relationships with 20 major global automotive suppliers to source components for proprietary designs and those designed in-house in order to produce the Nano at a low cost.
The document compares the Maruti 800 and Tata Nano vehicles. It outlines several key benefits of the Maruti 800 over the Tata Nano, including greater stability, reliability due to its tried and tested brand, lower maintenance costs, a larger service network, and greater utility with ample boot space and a safely positioned fuel tank. The Maruti 800 also offers benefits such as a dual fuel option for lower costs, high resale value, and additional services from Maruti Suzuki.
The document provides an overview of the Tata Nano car. It discusses how Ratan Tata envisioned an affordable car for the masses and unveiled the Tata Nano in 2008. The Nano is one of the most affordable cars in the world, starting at $2,500. It has basic features to keep costs low and is expected to boost the Indian economy. However, Tata faced obstacles getting a factory built in West Bengal due to land disputes.
The document analyzes various factors that influenced the success of the Tata Nano, including economic, technological, competition, legal, political, consumer choice, product, price, positioning, distribution, and CRM factors. It notes that the Nano fulfilled the need for affordable transportation for middle class families in India. It was successful due to its low price of 100,000 rupees, support from the government, and Tata's strong brand and distribution network.
WHY DID TATA NANO
Positioning, Branding, psychographic, Tata Nano.
SWOT Analysis
1. Strengths
2. What made the brand weak? Weaknesses
3. Threats in the SWOT analysis of Tata nano.
Factors & Failure
The Positioning Failure
Psychographic Factors
Conclusion
Tata Motors Presentation - Managerial EconomicsKrupesh Shah
Tata Motors is an Indian automotive manufacturing company founded in 1945 with headquarters in Mumbai, India. It is India's largest truck manufacturer and second largest bus manufacturer globally. Key milestones include launching India's first indigenous passenger car in 1991 and people's car (Nano) in 2008. Tata has a global footprint with operations in the UK, South Korea, Thailand and other countries. It acquired Jaguar and Land Rover from Ford in 2008. Despite facing challenges during the global recession, Tata Motors was able to prosper through strategic mergers and ventures such as partnerships with FIAT and acquiring shares in Hispano Carrocera.
The document discusses Tata Nano, India's cheapest car, and performs a SWOT analysis. It provides background on Tata Motors and their mission to create a $2,500 car. The SWOT analysis identifies Tata Nano's strengths as its low price, fuel efficiency, and safety innovations. Weaknesses include a lack of modern features and small size. Opportunities include new variants and markets, while threats include new competitors and rising costs.
Tata Motors is an Indian automotive manufacturing company founded in 1945 and headquartered in Mumbai. It is India's largest vehicle manufacturer, producing passenger cars, trucks, buses, and defense vehicles. In 2008, Tata Motors launched the Tata Nano, the world's cheapest car, and acquired Jaguar Land Rover, the well-known British luxury brands, from Ford. Tata operates automobile manufacturing plants in India and has joint ventures with other vehicle manufacturers around the world.
Tata Motors launched the Nano car to provide affordable transportation to India's growing middle class. However, production issues, a delayed launch, and an increased price led to slow sales. While the Nano was intended to be India's cheapest car, it has become a cautionary tale and drag on Tata Motor's sales and profits. The document discusses Tata Motor's options to either remodel the Nano to make it more appealing to consumers and raise the price, or end its production to save on manufacturing costs and repurpose the plant for other models.
Arpit Kumar completed a summer training project at Tata Motors in Lucknow from June 21st to July 19th. The project involved process validation of critical and major processes on Trim Line 2. Trim Line 2 assembles cowls and cabs before passing them to assembly lines. Arpit analyzed processes like steering fitment and torque validation to ensure quality and safety. He concluded that the experience provided valuable lessons in teamwork, problem solving, and industry experience to support his future career.
This document provides information about the Kaizen Japan Study Tour organized by Gemba Partner Kaizen Management Consulting. The tour aims to help Western companies learn about the Toyota Production System (TPS) and lean manufacturing techniques used by top Japanese companies. It includes seminars led by former Toyota managers, factory visits, and cultural activities. The sample itinerary shows visits planned at Toyota, Mitsubishi Electric, and other firms, as well as TPS and TPM training workshops. The document provides background on Toyota and Mitsubishi Electric to give context for the planned site visits.
Gemba Partner organizes kaizen training program in Japan including TPS and TPM applications and site visits that achieves to operational excellence level.
TATA NANO - Brief History and Case Study AnalysisSadat Faruque
Tata Nano aims to create an uncontested market space by offering an affordable car at Rs. 1 lakh that provides value to customers not found in other vehicles. As a potential "Blue Ocean" strategy, the Nano focuses on people with 2-wheelers, concerned parents, and retired people by offering low maintenance and fuel efficiency at an affordable rate. However, there are some drawbacks like limited power and features as well as uncertainty if it will appeal in rural areas. A SWOT analysis finds strengths in Tata's brand name and the Nano's low cost and fuel efficiency, but weaknesses in limited power and not being seen as a status symbol.
This document provides information about Tata Motors' launch of the Tata Nano car in India in 2008. It was intended to be the world's cheapest car and increase car ownership among lower- and middle-income families. While initially successful, winning several awards, sales declined over time as issues arose regarding the car's small size not fitting families and safety issues when some cars caught fire. The launch failed to achieve Tata's long-term vision for making cars accessible to more of the Indian population.
Detail explanation of Ultra low cost car segments.
brief explained with an example of TATA NANO CAR
Global Market study and forecast of Ultra low cost car.
Its product development and Approach.
Challenges and Opportunities of Ultra low cost car segments
Tata launched the Nano car in 2009 with the goal of providing an "ultra low-cost" vehicle priced at Rs. 1 lakh. There were two options considered for positioning the Nano - as a family transport vehicle or for specific usage situations. The automotive industry in India has high growth rates but low per capita vehicle ownership compared to developed countries. The Nano faced competition from other small and low-cost vehicles. Initial bookings were strong but sales declined in late 2010 due to safety issues and rising material costs, which Tata addressed through improvements and an extended warranty.
A project report on tata nano pre launch surveyProjects Kart
Ratan Tata, Chairman of Tata Group, envisioned producing an affordable car for the common people of India. After five years of overcoming financial and technical barriers, Tata Motors unveiled the Tata Nano in 2008, priced at $2,500. The Nano was developed to address India's growing middle class and provide safer transportation than the common motorcycles families used. Tata believed the Nano could spark increased automobile demand both in India by addressing more of the population, and globally if successful and affordable at scale. Details of the Nano's specifications and planned production are provided.
Sushant Gupta completed four projects during his 6-month industrial training at Tata Motors in Lucknow, India. Project 1 involved improving productivity on Assembly Line 3 using MOST tools to identify and remove non-value adding activities. Project 2 involved standardizing processes across six operators. Project 3 involved tracking and improving zone productivity across the six quality gates on the assembly line. Project 4 involved conducting a time study of drivers moving vehicles between inspection areas to identify opportunities to reduce non-value added time and balance takt times.
The document discusses Tata Motors and their Nano vehicle. It provides background on Tata Motors, including that it was formerly called Tata Engineering and Locomotives and is now India's largest automaker. It notes that a key milestone was Tata's acquisition of Jaguar and Land Rover. The objective of the Nano was to create an affordable family car for middle class Indians. It discusses Nano models and pricing, as well as uses a SWOT analysis and Porter's Five Forces model to analyze the Nano's position in the market.
The document provides details on the marketing strategy of the Tata Nano vehicle. It discusses the idea generation and history of Tata Motors, specifications and features of the Nano, its competitive pricing of 100,000 rupees, promotion through publicity and social media, distribution through dealerships, strengths like low price and weaknesses like small size, and post-purchase service plans. The conclusion is that the Nano has the potential to become not just India's future car but a global car if exported successfully.
The document appears to be a project report submitted by Nilanjan Bhaumik to Amity Global Business School in partial fulfillment of an MBA degree. The report focuses on volume growth in small pickup vehicles for Tata Motors. It includes sections on the executive summary, industry profile, company profile, research methodology, findings and conclusions, limitations, recommendations, and references.
Tata Motors presented the Tata Nano car at the 2008 Auto Expo in New Delhi, aiming to create the world's cheapest car for families in India with two-wheeled transport. The Nano plant was established in Singur, West Bengal with an investment of 1500 crore rupees. The Nano has a 623cc rear-engine and rear-wheel drive with a fuel efficiency of 21.97km/ltr in city and 25.5km/ltr on highways. Tata Motors established relationships with 20 major global automotive suppliers to source components for proprietary designs and those designed in-house in order to produce the Nano at a low cost.
The document compares the Maruti 800 and Tata Nano vehicles. It outlines several key benefits of the Maruti 800 over the Tata Nano, including greater stability, reliability due to its tried and tested brand, lower maintenance costs, a larger service network, and greater utility with ample boot space and a safely positioned fuel tank. The Maruti 800 also offers benefits such as a dual fuel option for lower costs, high resale value, and additional services from Maruti Suzuki.
The document provides an overview of the Tata Nano car. It discusses how Ratan Tata envisioned an affordable car for the masses and unveiled the Tata Nano in 2008. The Nano is one of the most affordable cars in the world, starting at $2,500. It has basic features to keep costs low and is expected to boost the Indian economy. However, Tata faced obstacles getting a factory built in West Bengal due to land disputes.
The document analyzes various factors that influenced the success of the Tata Nano, including economic, technological, competition, legal, political, consumer choice, product, price, positioning, distribution, and CRM factors. It notes that the Nano fulfilled the need for affordable transportation for middle class families in India. It was successful due to its low price of 100,000 rupees, support from the government, and Tata's strong brand and distribution network.
WHY DID TATA NANO
Positioning, Branding, psychographic, Tata Nano.
SWOT Analysis
1. Strengths
2. What made the brand weak? Weaknesses
3. Threats in the SWOT analysis of Tata nano.
Factors & Failure
The Positioning Failure
Psychographic Factors
Conclusion
Tata Motors Presentation - Managerial EconomicsKrupesh Shah
Tata Motors is an Indian automotive manufacturing company founded in 1945 with headquarters in Mumbai, India. It is India's largest truck manufacturer and second largest bus manufacturer globally. Key milestones include launching India's first indigenous passenger car in 1991 and people's car (Nano) in 2008. Tata has a global footprint with operations in the UK, South Korea, Thailand and other countries. It acquired Jaguar and Land Rover from Ford in 2008. Despite facing challenges during the global recession, Tata Motors was able to prosper through strategic mergers and ventures such as partnerships with FIAT and acquiring shares in Hispano Carrocera.
The document discusses Tata Nano, India's cheapest car, and performs a SWOT analysis. It provides background on Tata Motors and their mission to create a $2,500 car. The SWOT analysis identifies Tata Nano's strengths as its low price, fuel efficiency, and safety innovations. Weaknesses include a lack of modern features and small size. Opportunities include new variants and markets, while threats include new competitors and rising costs.
Tata Motors is an Indian automotive manufacturing company founded in 1945 and headquartered in Mumbai. It is India's largest vehicle manufacturer, producing passenger cars, trucks, buses, and defense vehicles. In 2008, Tata Motors launched the Tata Nano, the world's cheapest car, and acquired Jaguar Land Rover, the well-known British luxury brands, from Ford. Tata operates automobile manufacturing plants in India and has joint ventures with other vehicle manufacturers around the world.
Tata Motors launched the Nano car to provide affordable transportation to India's growing middle class. However, production issues, a delayed launch, and an increased price led to slow sales. While the Nano was intended to be India's cheapest car, it has become a cautionary tale and drag on Tata Motor's sales and profits. The document discusses Tata Motor's options to either remodel the Nano to make it more appealing to consumers and raise the price, or end its production to save on manufacturing costs and repurpose the plant for other models.
Arpit Kumar completed a summer training project at Tata Motors in Lucknow from June 21st to July 19th. The project involved process validation of critical and major processes on Trim Line 2. Trim Line 2 assembles cowls and cabs before passing them to assembly lines. Arpit analyzed processes like steering fitment and torque validation to ensure quality and safety. He concluded that the experience provided valuable lessons in teamwork, problem solving, and industry experience to support his future career.
This document provides information about the Kaizen Japan Study Tour organized by Gemba Partner Kaizen Management Consulting. The tour aims to help Western companies learn about the Toyota Production System (TPS) and lean manufacturing techniques used by top Japanese companies. It includes seminars led by former Toyota managers, factory visits, and cultural activities. The sample itinerary shows visits planned at Toyota, Mitsubishi Electric, and other firms, as well as TPS and TPM training workshops. The document provides background on Toyota and Mitsubishi Electric to give context for the planned site visits.
Gemba Partner organizes kaizen training program in Japan including TPS and TPM applications and site visits that achieves to operational excellence level.
Value chain and competitive advantage of pt toyota ppt (task)stmt trisakti
Toyota has developed an integrated lean manufacturing system called the Toyota Production System (TPS) to improve quality and productivity. TPS focuses on just-in-time production, continuous flow, and stopping production to fix problems. Toyota also focuses on cost leadership through lean supply chain management and reducing inventory levels. Other competitive advantages include their strong company culture developed around the Toyota Way principles, human resource practices, and segmentation of customers.
Toyota Motors is the third largest automotive manufacturer in the world based on annual vehicle sales. Some key points:
- Toyota was founded in 1937 and is headquartered in Toyota City, Japan. It employs around 200,000 people worldwide.
- Toyota pioneered the Toyota Production System which emphasizes just-in-time manufacturing and continuous improvement. This revolutionized the automotive industry.
- In addition to automotive manufacturing and sales, Toyota engages in financial services, industrial vehicles, and robotics research among other activities.
- Through utilizing lean manufacturing principles and relentless improvement, Toyota has been able to significantly reduce costs and become a highly successful global company.
Manufacturing industry represents Japanese superior character. Even now, leading Japanese market fundamental, gaining competitiveness on the global business stage. On the high volatility market condition, it had been considering the best way to produce most comfortable experience for the driver. From this chapter, we’ll show you the trace of Japanese automobile industry.
Toyota is one of the world's largest automakers, selling over 9 million vehicles globally in 2006. The company was founded in Japan in the 1930s by Kiichiro Toyoda and traces its origins to Sakichi Toyoda's automatic loom company from the 1920s. Toyota is known for its Toyota Production System that emphasizes just-in-time manufacturing and quality control. The system aims to eliminate waste and produce vehicles as demanded to minimize inventory. Toyota also focuses on continuous improvement and flexibility to quickly adapt to market changes.
Fex 141029 - innovation in a global environment - bron - bas bonnier mitsub...Flevum
Spreker: Bas Bonnier, General Manager Turbocharger Division at Mitsubishi Turbocharger and Engine
Hoewel de crisis ons eventjes wakker leek te schudden zijn de huidige economische modellen nog steeds gebaseerd op groei. Dit resulteert in verregaande globalisatie en consolidatie van organisaties wat weer zijn effect heeft op het innoverend vermogen van deze organisaties. Werknemers zijn deel van een organisatie en deel van een proces.
Om zeker te stellen dat werknemers in deze grote multinationale organisaties aan alle wet en regelgeving voldoen zijn deze ‘moderne organisaties’ risicomijdend en procedure gedreven. Daarnaast hebben fouten, door schaalgrootte en margereductie, reusachtige invloed. Dus ook om deze complexe processen te beheersen is men risicomijdend en procedure gedreven geworden. Automatisering, work-flows, poka-yoke’s en andere ‘denk-niet-meer-zelf’ tools zijn geïntroduceerd.
Werknemers worden gedwongen om in een keurslijf te lopen. De efficiëntie en de kwaliteit lijkt op korte termijn omhoog te gaan maar wat doet het met de innovatie voor de langere termijn?....Graag gaan wij tijdens deze innovatie bijeenkomst met u in discussie over uw visie over dit onderwerp.
Mitsubishi Turbocharger and Engine Europe b.v.
Mitsubishi Turbocharger and Engine Europe b.v. (MTEE) in Almere is een 100% dochter van het Japanse Mitsubishi Heavy Industries (MHI). MHI produceert wereldwijd 750 verschillende hoogwaardige technologische producten onder het motto: “Our Technology, Your Tomorrow”. In de fabriek in Almere worden turbochargers voor de Europese auto-industrie geproduceerd. Er zullen dit jaar een kleine 3 miljoen turbochargers voor o.a. BMW, VW, Renault, Peugeot en FIAT worden vervaardigd. Er werken 750 medewerkers in MTEE Almere welke een omzet van EUR 600 miljoen genereren.
The document provides background information on Toyota, the world's largest automaker. It discusses Toyota's origins in Australia in 1958 and its growth over 50 years to become a major automotive company in Australia. The document also includes a layout diagram of the Toyota Production System and explains some key aspects of Toyota's process management including Just-in-Time, standardization, continuous flow, and kaizen (continuous improvement). It provides an example job analysis for a Utilities Engineer role.
Toyota was established in 1937 as an independent company in Japan. Its history began in 1933 under the direction of Kiichiro Toyoda. Toyota is now best known for its cars but remains in other businesses like textiles. Its vision is to lead mobility innovation and enrich lives around the world through safety, quality, constant innovation and environmental responsibility. Toyota's mission is to supply high quality, good value vehicles and parts to markets it serves. It focuses on lean manufacturing, quality, and continual process improvement. Toyota outsources over 70% of its vehicles and operates with transparency.
Value chain & competitive advantage of toyotastmt trisakti
PT. Toyota Motor Manufacturing Indonesia has established a competitive advantage through its value chain and production system. It focuses on efficient operations and just-in-time production to minimize costs. It also emphasizes quality control and customer satisfaction through initiatives like total quality management. Toyota aims to deliver high quality vehicles at low prices by continuously improving its production processes and reducing waste.
Automotive Intelligence for Professionals: The Thailand AutoBook includes company profiles of OEM car makers, multinational and local automotive parts suppliers as well as organizations, media and exhibitions.
It also includes detailed statistics about Automotive sales, market share and OEM capacities.
The Thailand AutoBook helps you to identify new customers in the Automotive industry and provides key contact information.
- Toyota New Zealand operates vehicle certification and manufacturing facilities in Thames.
- The document outlines Toyota's global and New Zealand operations, management structures, production systems, quality processes, and key performance indicators monitored at Thames Vehicle Operations.
- Toyota's production philosophy is based on continuous improvement, respect for people, eliminating waste, and building quality into all processes.
This document is a summer training report submitted by Abhikant Yadav from their time working at Sekisui DLJM Molding Pvt. Ltd. It provides an overview of Sekisui DLJM and its parent company Sekisui Chemical. Sekisui DLJM is an Indian joint venture between Sekisui Chemical and Dipty Lal Judge Mal Pvt. Ltd focused on plastic injection molding for automotive parts. The report details Sekisui Chemical's history and principles, the vision and quality policy of Sekisui DLJM, and Abhikant Yadav's experiences during their summer training.
The document provides an overview of Azbil Corporation and the azbil Group. It discusses the group's philosophy of human-centered automation and its businesses in building automation, advanced automation, and life automation based on measurement and control technology. It also outlines the group's history, leadership, global network of subsidiaries and production/service sites, research and development centers, and initiatives to achieve sustainability goals through reducing CO2 emissions.
Toyota Motor Corporation is a Japanese automotive manufacturer founded in 1937. It is currently the 13th largest company in the world by revenue and was the largest automobile manufacturer in 2012. Toyota operates several brands and has manufacturing facilities around the world. Toyota Kirloskar Motor Pvt Ltd is Toyota's subsidiary in India, established in 1997 as a joint venture between Toyota and Kirloskar Group. The company manufactures and sells Toyota vehicles in India and is currently the 4th largest car maker in the country.
Motorcycle Manufacturing and Spare Parts 2015Uli Kaiser
This document summarizes a conference on motorcycle manufacturing and spare parts to be held in Bangkok, Thailand from January 28-29, 2015. The global motorcycle market has grown significantly in recent years and is expected to continue rising, especially in Asia. The conference will bring together industry experts and professionals to discuss opportunities and challenges in the motorcycle industry, including innovative technologies, cost efficiency, supply chain management, and regulatory compliance. It aims to help companies identify new markets and maximize revenue. Key speakers will present on topics like the global motorcycle market, selecting materials, expanding production capacity, and driving growth through new products.
Prabhat Tiwari completed a summer training project at India Yamaha Motor Pvt. Ltd. in Faridabad, India. The report details Yamaha's history beginning in 1887 producing reed organs. It established a motorcycle division in 1954. In India, Yamaha entered a joint venture in 1996 before becoming a wholly owned subsidiary in 2001. The Faridabad plant manufactures parts for motorcycles including gears, axles, cylinders, cranks, and camshafts through processes like casting, machining, welding, heat treatment, and painting. Quality control testing ensures motorcycles meet performance and safety standards before release.
The document provides an overview of Thai Summit Autoparts India Private Limited. It discusses the company's history, vision, mission and quality policy. The company was established in 2015 as a joint venture with Thai Summit Group, a leading auto parts manufacturer in Thailand. It manufactures structural steel parts for cars, scooters and motorbikes in India. The company aims to be a leader in two-wheeler and automotive parts manufacturing through excellence in systems and activities.
The document discusses various documents required for export and import transactions. It defines documentation and its objectives, which include reducing non-completion, foreign exchange, and financing risks. Key export documents discussed are the GR form, export license, inspection certificate, consular/legalized invoices, and certificate of origin. These regulatory documents must be submitted to comply with exporting country and importing country regulations. Operational documents like the shipping bill are also required for customs verification and record purposes.
Toyota focused on quality, reliability, and efficiency through its operations strategy and Toyota Production System (TPS). TPS emphasized just-in-time production, continuous improvement (kaizen), eliminating waste, and employee involvement. Toyota also invested heavily in research and development to create innovative, fuel efficient vehicles. However, Toyota faced several recalls due to manufacturing defects affecting transmission and electronics that damaged its quality reputation and cost millions. Toyota addressed this by identifying root causes, implementing corrective actions, and regaining customer trust in its ability to produce safe, high-quality vehicles.
Bạn có gặp những vấn đề sau khi hằng ngày tiến hành hoạt động cải tiến tại hiện trường nhà máy. Các lãnh đạo và nhân viên tại hiện trường dù có ý thức về cải tiến, nhưng không biết bắt đầu từ đâu và cách thực hiện như thế nào. Bạn mong muốn loại bỏ các "Lãng phí" dễ dàng nhận ra tại hiện trường, nhưng kết quả không như mong đợi. Không có cơ hội để tham gia các khóa học tập trung về kiến thức và các công cụ hữu ích cho hoạt động cải tiến. Hãy tham gia khoá học "7 Công Cụ IE Để Cải Tiến Hiện Trường Sản Xuất" sẽ giúp bạn giải quyết những khó khăn trên. Sau khi hoàn thành khoá học các học viên sẽ:
- Hiểu kiến thức cơ bản và cách dùng các công cụ IE
- Có khả năng áp dụng IE tại hiện trường
- Có thể tiến hành các hoạt động cải tiến hiệu quả thông qua việc ứng dụng các công cụ IE
Đối Tượng Tham Gia
Quản lý sơ cấp và trung cấp tại hiện trường (Trưởng phòng, Quản đốc, Giám sát,...) thuộc bộ phận QLSX & liên quan đến hoạt động cải tiến
--------------------
Công ty Hirayama Việt Nam
Địa chỉ: Tầng 5 - Phòng 508 - Tòa Nhà Thời Báo Kinh Tế (V.E.T Building) - 98 Hoàng Quốc Việt - Cầu Giấy - Hà Nội.
Tel: (+84)4 3959 0247 -Fax: (+84)4 3959 0246
Website : http://hirayamavietnam.com.vn
Cải tiến các vấn từ quan điểm của khách hàng, từ quan điểm của nhà tư vấn để tạo nên một nhà máy có khả năng cạnh tranh trên phương diện kỹ thuật, chất lượng, chi phí, và giá thành. Đó là công việc của chúng tôi. Hirayama Việt Nam cung cấp dịch vụ tư vấn cải tiến nhà máy hiệu quả cao dựa trên phương thức sản xuất TPS (TOYOTA Production System) chúng tôi áp dụng các giải pháp đồng bộ với sự chỉ đạo của các chuyên gia tư vấn giàu kinh nghiệm đến từ Nhật Bản, và trong nước.
MỤC ĐÍCH :
①Đặt mình vào vị trí của người đứng đầu nhà máy, nắm bắt toàn bộ động thái của doanh nghiệp.
②Trải nghiệm và nâng cao khả năng suy nghĩ và nhìn nhận những vấn đề mang tính chiến lược cần cho hoạt động kinh doanh.
③Hiểu sâu hơn về những con số trong kinh doanh, và bản chất cấu thành lợi nhuận.
Mục đích :
①Tạo cơ hội để mỗi thành viên nhìn nhận lại cách làm việc, xác nhận lại tầm quan trọng và mức độ hình thành phong cách & ý thức làm việc.
②Không chỉ tiếp nhận kiến thức, khóa học phát huy năng lực Hành động, giúp học viên nâng cao kỹ năng làm việc và thêm nhiệt huyết hứng thú làm tốt hơn công việc của mình.
Cải tiến các vấn từ quan điểm của khách hàng, từ quan điểm của nhà tư vấn để tạo nên một nhà máy có khả năng cạnh tranh trên phương diện kỹ thuật, chất lượng, chi phí, và giá thành. Đó là công việc của chúng tôi. Hirayama Việt Nam cung cấp dịch vụ tư vấn cải tiến nhà máy hiệu quả cao dựa trên phương thức sản xuất TPS (TOYOTA Production System) chúng tôi áp dụng các giải pháp đồng bộ với sự chỉ đạo của các chuyên gia tư vấn giàu kinh nghiệm đến từ Nhật Bản, và trong nước.
Sở hữu trong tay nguồn nhân lực dồi dào cả về số lượng và chất lượng với các chuyên gia, các kỹ thuật viên hàng đầu tại Nhật Bản và thế giới, Công ty Hirayama Việt Nam luôn tự tin để chủ động hỗ trợ, đóng góp cả tri thức và kinh nghiệm cho sự phát triển của ngành công nghiệp sản xuất tại Việt Nam thông qua các lĩnh vực dịch vụ như: Tư vấn cải tiến sản xuất; Tư vấn quản lý nhân lực; Đào tạo nhân viên; Out – Sourcing và Hỗ trợ xúc tiến Việt Nhật.
Ra đời cách đây 60 năm tại thị trường Nhật Bản, Hirayama nhanh chóng trở thành Công ty hàng đầu trong các lĩnh vực tư vấn sản xuất, đào tạo, cung cấp nguồn nhân lực và lĩnh vực Service… Kinh nghiệm, tài chính và nhân lực là hành trang mang theo của Hirayama Nhật Bản khi đến Việt Nam với mong muốn: “Mang những gì tốt đẹp nhất từ Hirayama Nhật Bản để hỗ trợ, tạo bước phát triển mới cho ngành công nghiệp sản xuất của Việt Nam
Assessment and Planning in Educational technology.pptxKavitha Krishnan
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
1. Copyright (C) 2015 HIRAYAMA Co.,Ltd. All Rights Reserved. URL http://www.genbakaizen.com
HIRAYAMA Consulting
The Japan Kaizen Tour
Mansion
Page 1
2. HIRAYAMA – The Japan Kaizen Tour
The Toyota Production System is considered to be the final production control method, which has led Toyota Motors to be the
most competitive motor company in the world. Every company in the world today is interested in whether to implement the
Toyota Production System to their system. We organized, "The Japan Kaizen Tour", to see the current status of its place of birth,
at Toyota Motors. We offer seminars, on-site Kaizen training, and what's more, a factory tour at the world-leading facility for
structure and management of the Toyota Production System.
Why Does "The Japan Kaizen Tour" Work for You?
Characteristics of "The Japan Kaizen Tour"
Training by Consultants with a Toyota Motors Background
Seminars and Kaizen Training
Case Examples
A Factory Tour
Small-Group Tours of under 20 Participants to Lead to Substantial Output
Objectives of "The Japan Kaizen Tour"
To Study the Background and Structure of Toyota Production System
To Analyze and Solve any Problems Participant's May have Together
To Have a Tour of The World's Highest Level Factory
To Learn About Japanese Culture and the Background of the Toyota Production System
To Allow for Communication Between Fellow Seminar Members
Copyright (C) 2015 HIRAYAMA Co.,Ltd. All Rights Reserved. URL http://www.genbakaizen.com
Page 2
3. Day 1
1st Sun
Day 2
2nd Mon
Day 3
3rd Tue
Day 4
4th Wed
Day 5
5th Thu
Day 6
6th Fri
Breakfast
Pick up at Nagoya
airport
Breakfast Breakfast Breakfast Breakfast Breakfast
Plant Tour
Debriefing in
Nagoya
(Nagoya Castle )
TPS Dojo
Workshop 1
Toyota Motors Mirai Industry Omron
Leave hotel for
Osaka Airport
Depart for
Vietnam
Study Topic
Basic concept of
TPS. Standardized
work in TPS
Final Assembly line,
Welding by Robot
(Center of TPS –
JIT, Jidoka)
5S, TPS, Kaizen
Activity
5S, TPS, Kaizen
Activity
Lunch Lunch Lunch Lunch Lunch Lunch
Plant Tour
・Toyota Techno
Museum
・Check in hotel &
Free
TPS Dojo
Workshop 2
Mitsubishi
Electronics
Daifuku
Debriefing in Kyoto
Shopping
Study Topic
Spinning and
Weaving Technology
Automobile
Technology and
Industry
Detect waste &
Kaizen method
Energy & Electric
Systems, Industrial
Automation System,
etc
QC Circle ,
5S,Visual
Management,
Kaizen Activity
The Japan Kaizen Tour Schedule (6days – 5nights)
Copyright (C) 2015HIRAYAMA Co.,Ltd. All Rights Reserved. URL http://www.genbakaizen.com
1st 24/05 ~ 29/05/2015 2nd 16/08 ~ 21/08/2015 3rd 15/11 ~ 20/11/2015
Page 3
4. Day 1
1st Sun
Day 2
2nd Mon
Day 3
3rd Tue
Day 4
4th Wed
Day 5
5th Thu
Day 6
6th Fri
Day 7
7th Sat
Breakfast
Pick up at
Nagoya airport
Breakfast Breakfast Breakfast Breakfast Breakfast Breakfast
Plant Tour
Debriefing in
Nagoya
(Nagoya Castle )
TPS Dojo
Workshop 1
Toyota Motors
Toyota
Techno
Museum
AVEX
Omron
Leave hotel
for Osaka
Airport
Depart for
Vietnam
Study
Topic
Basic concept of
TPS.
Standardized
work in TPS
Final Assembly
line, Welding by
Robot
(Center of TPS –
JIT, Jidoka)
Spinning and
Weaving
Technology
Automobile
Technology
and Industry
5S, TPS, Kaizen
Activity
5S, TPS, Kaizen
Activity
Lunch Lunch Lunch Lunch Lunch Lunch Lunch
Plant Tour
・Check in hotel
・Free
TPS Dojo
Workshop 2
Mitsubishi
Electronics Mirai Industry
Daifuku
Debriefing in
Kyoto
Shopping
Study
Topic
Detect waste &
Kaizen method
Energy & Electric
Systems,
Industrial
Automation
System, etc
5S, TPS, Kaizen
Activity
QC Circle ,
5S,Visual
Management,
Kaizen Activity
The Japan Kaizen Tour Schedule (7days – 6nights)
Copyright (C) 2015HIRAYAMA Co.,Ltd. All Rights Reserved. URL http://www.genbakaizen.com
1st Aug 23~Aug 29, 2015 2nd Nov 22~Nov 28, 2015
Page 4
5. The Japan Kaizen Tour – Company Profiles
TOYOTA Techno Museum
The Museum was founded in a cooperation of 13 companies of Toyota Group, and uses the location
and buildings of Toyota Bouseki’s main office, the origin place of TOYOTA. The museum's mission is
to systematically introduce the history of Japanese manufacturing technology to those who will be
responsible for its future development and the evolving world of automobile engineering.
Summary of the exhibition facilities:
1. Textile Machinery Pavilion – Spinning and Weaving Technology
2. Automobile Pavilion – Automobile Technology and Industry
Automobile Mechanisms and Component Parts, development of
automobile and production technology
Material laboratory, prototyping plant
Address: 4-1-35, Noritake Shinmachi, Nishi-Ku, Nagoya City
Web URL: http://www.tcmit.org
Copyright (C) 2015 HIRAYAMA Co.,Ltd. All Rights Reserved. URL http://www.genbakaizen.com
Page 5
6. The Japan Kaizen Tour – Company Profiles
HIRAYAMA Training Center – TPS Dojo
This course will
① acquire the ability as managers & supervisors to execute Kaizen by yourself
② acquire TPS fundamental knowledge
③ execute Genchi, Genbutsu principle and see actual work site of skills to detect MUDA, MURA and MURI
④ experience and master Kaizen technique by executing motion analysis using the model production line.
<Schedule> Workshop Training
9:00- 10:30 Introduction of TPS and Kaizen in Toyota way
10:40- 12:00 Explanation of Standard work sheet & Combination chart
12:00- 13:00 Lunch
13:00- 14:00 Finding problems from radiator assembly line
14:00- 15:00 Detection of MUDA, MURA, MURI and group discussion
15:10- 16:10 Rebuilding and implementation of the line
16:15- 17:00 Summary, Q & A Session
Web URL : http://www.genbakaizen.com
Copyright (C) 2015 HIRAYAMA Co.,Ltd. All Rights Reserved. URL http://www.genbakaizen.com
Page 6
7. The Japan Kaizen Tour – Company Profiles
TOYOTA Motor Corporation
Toyota Motor Corporation, Japan`s carmaker creates cars, pickups, minivans, and SUVs which include
such models as Camry, Corolla, 4Runner, Land Cruiser, Sienna, the luxury Lexus line, the Scion brand,
and the hybrid brand. Toyota sells its vehicles in more than 170 countries and regions worldwide.
Toyota`s primary markets for its automobiles are Japan, North America, Europe and Asia.
Toyota also makes forklifts and manufactured housing, and offers consumer financial services.
They have a driving ambition to become greener. The company makes a hybrid-powered (gas & electric)
sedan-the Prius- that is being snapped up in US and European markets.
The company recorded revenues of $221 billion during the fiscal year of 2013, a increase of 18.7% over 2012
and Net profit $14 Billion, a increase of 224.3% over previous year.
<Tour Schedule>
09:30-10:45 Visit Toyota motors (Assembly line & Welding by robot assembly)
10:45-11:45 Visit Toyota Kaikan (Exhibition Hall)
Date of Establishment : August, 1937
Number of Employees : 69,478 employees
Products : Automobile, Housing, Finance/Banking, etc
Web URL : http://www.toyota.co.jp
Copyright (C) 2015 HIRAYAMA Co.,Ltd. All Rights Reserved. URL http://www.genbakaizen.com
Page 7
8. The Japan Kaizen Tour – Company Profiles
Mitsubishi Electric Corporation
The Mitsubishi Electric Group operates on the corporate principle of contributing to creating a
vibrant and affluent society by enhancing its technologies, services, and creative powers, as a leader
in the manufacture and sales of electric and electronic equipment used in energy and electric
systems, industrial automation, information and communication systems, electronic devices, and
home appliances.
Mitsubishi Electric Corporation’s Nagoya Plant is the company’s principal facility for automation
equipment production, ensuring supplies of key parts to Mitsubishi Electric’s factory automation
lines worldwide.
Production of: heavy electric machinery systems, industrial mechatronics, information and
telecommunications systems, electronic devices, manufacturing and sales of home electric
appliances, etc.
■Overview of the Company
Company name: Mitsubishi Electric Group
Founded: January , 1921
Employees: 117,314 (Group total), 1,970 (Nagoya works)
Annual turnover: 3,639.4 billion Yen
(USD 44.4 Billion in a rate of 1USD= 82 JPY)
URL: http://www.mitsubishielectric.co.jp/
Copyright (C) 2015 HIRAYAMA Co.,Ltd. All Rights Reserved. URL http://www.genbakaizen.com
Page 8
9. The Japan Kaizen Tour – Company Profiles
Mirai Industry
The company is an electric installation equipment manufacturer and well-known as unique management
by CEO Akio Yamada. More than 10, 000 kaizen improvement ideas per year submitted from employees
and very popular for employee welfare policy, mandatory retirement at the age of 70, no layoff, 140
holidays
a year, overseas travel for all employees every 5 years, no night overtime, 3 years maternity leave, 10 days
off at the year-end holidays and highest salary in the local area. Mirai has a heaven-like working
environment
for employees.
Copyright (C) 2015 HIRAYAMA Co.,Ltd. All Rights Reserved. URL http://www.genbakaizen.com
■Overview of the Company
Name Mirai Industry Co., Ltd.
Founded August, 1965
Capital 7,068 Million
Consolidated Net Sales 21,900 Million
Employees: 780 employees
Business lines Electrical equipment materials, Plumbing
sanitary materials, water supply & drainage and gas equipment, etc
URL: http://mirai.co.jp
Page 9
10. Copyright (C) 2015 HIRAYAMA Co., Ltd. All Rights Reserved. URL http://www.genbakaizen.com
DAIFUKU CORPORATION (Shiga Plant)
Since 1937, Daifuku has focused on material handling – the movement of finished goods and work in progress.
Daifuku’s world-class systems lead the industry by combining conveying, storage, sorting, picking and controls;
products serve customers in a range of industries and countries.
Daifuku's roots lie in automotive factory automation (AFA) with chain conveyers during the advent of motorization.
AFA operations, factory and distribution automation (FADA), cleanroom factory automation for semiconductor and
flat panel displays (eFA), and airport baggage handling (ABH) represent Daifuku's four core business divisions. In
addition, Daifuku has developed car wash machines and unique equipment to improve communities. Daifuku
subsidiary Contec, which is listed on the Second Section of Tokyo Stock Exchange, supplies electronics.
As a leading material handling manufacturer, Daifuku's mission is to develop unique cutting-edge systems for each
customer. Daifuku’s recent achievements include the creation of a distribution center compatible with supply chain
management and transport systems in cleanrooms for manufacturing semiconductors and flat panel displays.
Daifuku assists customers from planning to proposal, design, manufacturing, installation, after-sales service and
facility retrofits.
Daifuku is a global company with non-Japanese sales accounting for 60% of total sales. By strategically locating
production and procurement operations world-wide and by collaborating closely with global network of affiliate
companies and branch offices, provides complete customer support on a global scale.
Date of Establishment : May 20, 1937
Number of Employees : 7,349 (as of March 31, 2014)
Business : Material Handling,
Employing Comprehensive Capabilities – Consulting to Service
URL : http://www.daifuku.com/
The Japan Kaizen Tour– Company Profile Page 10
11. OMRON Kyoto Taiyo
Omron Kyoto Taiyo with a partnership with Japan Sun Industries have promoted job opportunities
for the disabled under the motto of `No Charity, But a Chance`, by creating supportive working
environment in which the disabled are able to create more chances for socially satisfying lives.
The main philosophy is to derive the underlying potential of the disable and maximizing their
capability by providing mechanical aids including unique supportive jigs and kaizen improvement in
their working environment.
Date of Establishment : 1985
Number of Employees : 19 employees + Handicapped workers
Products : Switches, Socket, Sensor, Battery
Web URL : http://www.kyoto-taiyo.omron.co.jp
The Japan Kaizen Tour – Company Profiles
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Under the motto: “The development of a company starts with the development of human resources,”
AVEX trains engineers who can machine and grind components on a micron scale.
Their high skills enable AVEX to operate an integrated system to produce everything from prototypes
to mass-produced products.
In fiscal 2006, AVEX was selected as one of the “A Selection of 300 of Japan's Monozukuri
(Manufacturing) SMEs”.
Hydraulic control valves for automotive automatic transmission systems require extremely high precision
to ensure their accurate sliding movement in the systems. The valve outer diameter tolerance must be
within just +/-0.0008 mm. The smooth acceleration and deceleration of automatic cars depends on
our technologies embodied in these valves that are almost the same size as a finger.
<Tour Schedule>
09:30-10:00 Company Introduction
10:00-11:00 Plant Tour
11:00-11:30 Discussion, Q&A
with Chairman
Date of Establishment : June, 1953
Number of Employees : 140 employees
Products : Automotive Parts (A/T valves, Breaks, Engine Parts, etc.)
Web URL : http://www.avex-inc.co.jp
AVEX
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City Information – Nagoya
Food: Nagoya is famous for its miso sauce cuisine and tebasaki . Famous plates are
kishimen noodle, miso-katsu cutlet, and tebasaki fried chicken wingtips.
Nagoya City, located at the center of Japan, is capital of Aichi Prefecture in Chubu Region and one of the three major
metropolitan regions (Tokyo, Osaka, and Nagoya).
Greater Nagoya, centralized in Nagoya City, is the hub of Japanese manufacturing industries, producing over 40% of major
manufacturing categories such as automobiles, automobile parts, machine tools and aircraft parts, and exerts its role as a
strong leader in the Japanese economy.
Population: 2,263,907 inhabitants
Economy: Greater Nagoya GDP(459 billion USD) is placed 18th comparing with
the world's countries.
Access: By road (Expressway) - Tokyo, 325 km / Osaka, 183 km
By bullet train (each 10 min) - Tokyo, 95 minutes / Osaka, 50 minutes
By air - Central Japan International Airport (domestic and international lines )
By sea - Nagoya Port (Japan‘s largest port)
Tourist Spots: Nagoya Station Area (business area and modern buildings) , Nagoya Castle
Area (government and public offices ) , Sakae Area (Shopping, fashion and night life),
Shirakabe (the most powerful Shogun family “Tokugawa” origin)
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City Information – Kyoto
Food: Kyoto has its own culinary culture. Located far from the ocean, it was difficult to
get fresh seafood. That's why in the Kyo-ryori (Kyoto cousin) they use dry food,
vegetables and soya bean products. To savor and enjoy these ingredients, various
cooking methods and techniques were invented and in Japanese traditional
restaurants, it became the height of sophistication, creating delicious dishes that
show the seasonal beauty of nature on a plate almost like a work of art.
Kyoto, “Japan’s heartland”, is a city that over a period of 1000 years, dating from the decision to move the capital to Kyoto in 794,
nurtured a unique kind of culture and came to be considered the mother of culture and Japan’s foremost travel destination.
Kyoto was the capital of Japan and the Emperor’s place of residence till the capital was shifted to Tokyo in 1868. Kyoto is a
breathtaking city that offers historical sites, beautiful nature scenes and friendly locals.
Population: 1,473,746 inhabitants
Economy: Information Technology (Nintendo, Omrom, Kyocera),
Tourism and handcrafts
Access: 73 minutes from Kansai Airport by JR "Haruka" Kansai Airport Limited Express
2 h and 22 min from Tokyo Station (Bullet Train)
Tourist Spots: the all city is a touristic spot with dozens of temples and historical sites.
Here are some of them: Kyoto Tower , Kiyomizu-dera Temple, Nijo Castle, Kinkakuji Temple ,
Gion Town, Tetsugaku no michi.
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Other basic Information
Electricity: The voltage used throughout Japan is uniformly 100 volts, A.C. There are two kinds of
frequencies in use; 50 Hertz in eastern Japan and 60 Hertz in western Japan (including Nagoya, Kyoto and
Osaka). There are no columnar-shaped plugs or 3-pin plugs used in Japan but 2-flat-pin plugs are used
instead. It is therefore advised to purchase a plug adapter beforehand.
Money : The Japanese currency is named YEN. There are coins 1, 5, 10, 50, 100 and 500 yen and notes of
1,000, 2,000, 5,000 and 10,000 yen. You can buy yen at foreign exchange banks and other authorized
money exchangers. There is no relevant differences in rates between money exchangers.
International credit cards and Travelers Checks are accepted by leading banks, hotels and stores in major
cities. However, credit card are not always convenient so obtaining some cash beforehand is
recommended.
ATMs: There are Post Office ATMs in Japan which display stickers indicating which cards are accepted.
Seven Bank ATMs are placed at 7-Eleven convenience stores and the service will be given 24 hours a day in
English, Korean, Chinese and Portuguese Guidance.
Japan has a 5% consumption tax which is levied on all goods and services purchased in Japan, including
food. In addition to the consumption tax, a 10-15% service charge is added to the bill at most hotels and
first-class restaurants.
Domestic/International Calls: Public telephones accept 10 yen and 100 yen coins and/or telephone cards.
A local call costs 10 yen per minute. If you put in two 10-yen coins and speak for less than one minute, one
of the coins will be returned to you. No change is given for partial use of a 100 yen coin. Prepaid telephone
cards cost 1,000 yen from kiosks at train stations and convenience stores. Charges for inter-city calls vary
according to the distance. A direct overseas call can be made from a public telephone displaying an
International and Domestic Telephone sign. These phones are not widespread, but can be found at airports,
hotels, and other key facilities. Direct dial calls can be made via a telephone company using the company's
access number.
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Study Tour Details
Participation Fee :
6days – 5nights: 1,700 USD/per
Vietnamese tours having a minimum of 10 persons.
7days – 6nights: 1,800 USD/per
※ A person can join
※ Joining together with Malaysia Group or Singapore Group,…
The fee includes :
Hotel Accommodation for 5 nights
Lunch and dinner for 5 days (except dinner on Wednesday)
Breakfast at the hotel
Welcome party on Sunday and farewell party on Thursday
Arrangements for factory visits escorted by Hirayama Staff
Transportation during the tour, including company visits and sightseeing
Education materials and text books
Interpreter’s fee during the training program and factory visits
Hirayama Staff assistance and cultural technical inputs during the tour
The fee excludes :
Travel to and from Japan (Airfare)
Travel insurance and alcohol drinks during meals or elsewhere
Incidentals (telephone calls, additional drinks, laundry, etc.)
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17. Organization
HIRAYAMA VIETNAM CO.,LTD
R703. VET Building, 98 Hoang Quoc Viet Str,
Cau Giay Dist, Hanoi, Vietnam
TEL:+84-4-3959-0247
FAX:+84-4-3959-0246
www.hirayamavietnam.com.vn
Study Tour Manager
1. Phung Thai Ha(Ms.)
Cellar phone: +84-(0)974-525-943
haptt@hirayamavietnam.com.vn
2. Dam Thu Phuong(Ms.)
Cellar phone: +84-(0)974-590-470
phuongdt@hirayamavietnam.com.vn
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Mansion of Prosperity
The Japan Kaizen Tour – Contact
Please feel free to contact us for further questions.
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