Toyota Material Handling Europe (TMHE) draws its inspiration from the Toyota Production System (TPS). TPS strives for constant process improvement to benefit staff, customers & production whilst enhancing forklift truck quality, durability & safety.
To read more, visit www.toyota-forklifts.eu
The case focuses on Toyota's first mass-produced hybrid vehicle, the Prius, launched in 1997. The Prius used Toyota's Hybrid System (THS) which combined a gasoline engine and electric motor. It achieved high mileage and low emissions, in line with Toyota's goal of producing environmentally friendly vehicles. The Prius was a commercial success, selling over 100,000 units by 2002 and becoming the best-selling hybrid model worldwide. Toyota introduced improved Prius models in 2000 and 2003 and brought the car to the US market in 2000 after researching consumer preferences. The strategies helped the Prius succeed in the tough US market and establish hybrid vehicles.
Toyota is a large automotive manufacturer that designs, manufactures, and sells automobiles and provides financial services. It markets vehicles in over 170 countries and has major market share in the US and Japan. Fluctuations in exchange rates between the yen and other currencies like the US dollar can significantly impact Toyota's profits. An appreciation of the yen decreases profits, while a weaker yen benefits Japanese automakers.
The Toyota Production System (TPS) is Toyota's management philosophy that focuses on reducing waste and ensuring just-in-time production. The key aspects of TPS are: just-in-time production, jidoka (quality assurance), kaizen (continuous improvement), respect for people, and eliminating waste. TPS aims to produce the right amount of products, at the right time, while maintaining high quality and safety. It emphasizes standardized work, visual management, and empowering employees to stop production lines when quality issues arise.
Toyota has a strong culture shaped by its core values of continuous improvement and respect for people. The company's culture is supported by standardized processes and norms of behavior that emphasize teamwork, problem-solving at all levels, and accountability. Toyota's geographic structure allows it to tailor its approach to different regions while maintaining centralized support functions. However, the rigid hierarchy also contributed to slow responses to safety issues in the past. Overall, Toyota's culture aligns with its strategic priorities of operational excellence, quality, and understanding human motivation.
The Toyota Production System (TPS) is Toyota's management philosophy that focuses on reducing waste and ensuring just-in-time production. The key aspects of TPS are: just-in-time production, jidoka (quality assurance), kaizen (continuous improvement), respect for people, and eliminating waste. TPS aims to produce the right amount of products, at the right time, while minimizing waste and ensuring quality. This allows for efficient, optimized production that meets customer demand.
The document summarizes the Toyota Production System (TPS). Key points:
1. TPS focuses on eliminating waste and improving efficiency through techniques like just-in-time production and lean manufacturing.
2. TPS was developed in the post-war era to address Toyota's limited resources but proved highly successful.
3. Continuous improvement (kaizen) is a core part of Toyota's culture, with all employees involved in seeking incremental improvements daily.
Here is my definition of Toyota Production System based on my 30 years experience working for Toyota Manufacturing and helping companies all over the World with Lean Transformation.
The case focuses on Toyota's first mass-produced hybrid vehicle, the Prius, launched in 1997. The Prius used Toyota's Hybrid System (THS) which combined a gasoline engine and electric motor. It achieved high mileage and low emissions, in line with Toyota's goal of producing environmentally friendly vehicles. The Prius was a commercial success, selling over 100,000 units by 2002 and becoming the best-selling hybrid model worldwide. Toyota introduced improved Prius models in 2000 and 2003 and brought the car to the US market in 2000 after researching consumer preferences. The strategies helped the Prius succeed in the tough US market and establish hybrid vehicles.
Toyota is a large automotive manufacturer that designs, manufactures, and sells automobiles and provides financial services. It markets vehicles in over 170 countries and has major market share in the US and Japan. Fluctuations in exchange rates between the yen and other currencies like the US dollar can significantly impact Toyota's profits. An appreciation of the yen decreases profits, while a weaker yen benefits Japanese automakers.
The Toyota Production System (TPS) is Toyota's management philosophy that focuses on reducing waste and ensuring just-in-time production. The key aspects of TPS are: just-in-time production, jidoka (quality assurance), kaizen (continuous improvement), respect for people, and eliminating waste. TPS aims to produce the right amount of products, at the right time, while maintaining high quality and safety. It emphasizes standardized work, visual management, and empowering employees to stop production lines when quality issues arise.
Toyota has a strong culture shaped by its core values of continuous improvement and respect for people. The company's culture is supported by standardized processes and norms of behavior that emphasize teamwork, problem-solving at all levels, and accountability. Toyota's geographic structure allows it to tailor its approach to different regions while maintaining centralized support functions. However, the rigid hierarchy also contributed to slow responses to safety issues in the past. Overall, Toyota's culture aligns with its strategic priorities of operational excellence, quality, and understanding human motivation.
The Toyota Production System (TPS) is Toyota's management philosophy that focuses on reducing waste and ensuring just-in-time production. The key aspects of TPS are: just-in-time production, jidoka (quality assurance), kaizen (continuous improvement), respect for people, and eliminating waste. TPS aims to produce the right amount of products, at the right time, while minimizing waste and ensuring quality. This allows for efficient, optimized production that meets customer demand.
The document summarizes the Toyota Production System (TPS). Key points:
1. TPS focuses on eliminating waste and improving efficiency through techniques like just-in-time production and lean manufacturing.
2. TPS was developed in the post-war era to address Toyota's limited resources but proved highly successful.
3. Continuous improvement (kaizen) is a core part of Toyota's culture, with all employees involved in seeking incremental improvements daily.
Here is my definition of Toyota Production System based on my 30 years experience working for Toyota Manufacturing and helping companies all over the World with Lean Transformation.
Toyota works hard to develop exceptional people through extensive training. People development is critical to Toyota's success. Toyota selects capable people with problem-solving and teamwork skills, and provides standardized training to develop their fundamental skills. Toyota teaches skills in a generic way initially, then provides job-specific training. Their focus on training develops highly talented employees and allows Toyota to achieve results even with a global workforce.
This document provides an overview of the Toyota Production System (TPS). It begins with a brief history, noting the origins of key concepts like Jidoka (building quality into processes) in 1902. It describes the goals of TPS as providing high quality to customers while developing employees and reducing costs. The two main pillars are Just-in-Time (producing the right amount at the right time with minimal resources) and Jidoka. Other tools like takt time, kanban, and continuous improvement are discussed. Respect for people is a core part of TPS. The document outlines seven types of waste that TPS aims to eliminate: overproduction, waiting, transportation, processing, inventory, motion, and defects. Quality
Taiichi Ohno helped develop the Toyota Production System (TPS) while working at Toyota from 1932 to 1975. TPS focuses on eliminating waste and lowering costs through just-in-time production, kanban pull systems, continuous improvement (kaizen), and emphasizing quality (jidoka). This lean manufacturing approach gave Toyota major advantages in flexibility, efficiency, and quality over competitors. By the early 2000s, Toyota became one of the largest and most profitable automakers in the world due largely to the success of its production system.
The Toyota Way is based on two categories with five principles: Continuous Improvement (challenge, kaizen, genchi genbutsu) and Respect for People (respect, teamwork, humility). It provides Toyota's philosophy, values, and manufacturing approach. The first principle of challenge is often overlooked but is about working through obstacles to achieve goals through continuous improvement. The Toyota Way teaches employees methods for meeting challenges in a demanding but stimulating way.
The Toyota Way document outlines the principles and philosophy behind Toyota's success. It discusses 14 principles that make up Toyota's philosophy, which is focused on long-term thinking, defining and improving processes to eliminate waste, developing people, and continuously solving problems. The principles guide Toyota's operational excellence and continuous improvement approach known as the Toyota Production System.
14 Principles of the Toyota Production System | Enterprise WiredEnterprise Wired
In this article, we'll explore the intricacies of the Toyota Production System, the principles that underpin it, and how it has become a blueprint for lean manufacturing and operational excellence.
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.
Elegant Solutions: Breaktrough Thinking the Toyota Way (a ChangeThis Manifest...Samuli Pahkala
One million ideas a year. A culture of innovation. An intrinsic belief that good enough never is. Matthew May’s manifesto shows you how Toyota’s principles and practices will help you engage your creative spirit and bring elegant solutions to your work and life.
Toyota implements over one million ideas each year from its associates. This high level of innovation stems from Toyota's mindful approach that requires creativity from all employees. Key to Toyota's success is creating an environment where associates can solve problems with "elegant solutions" - achieving the optimal outcome with minimal effort. Toyota looks for small, continuous improvements rather than large "home runs". Behind Toyota's approach are three principles of innovation: ingenuity in craft, pursuit of perfection, and fit with society. These principles guide associates to focus on meaningful problems and find innovative solutions.
What Makes Toyota a successful company? USF Spring 2016Ahmad Fatayer
Toyota has achieved success through a combination of management philosophies and production systems. The Toyota Production System utilizes techniques like the Kanban system to eliminate waste and optimize production flow. Toyota also follows the "Toyota Way" which consists of four principles: long-term thinking, eliminating waste, respecting people, and continuous improvement. Through organizational changes over time, Toyota has focused on flattening structures, clarifying roles, and increasing decision-making speed. These strategies and philosophies have enabled Toyota to grow operations globally while maintaining high quality and efficiency.
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.
This document provides an overview of Toyota's knowledge management systems. It discusses both tacit and explicit knowledge approaches used by Toyota, including quality circles to share tacit knowledge among production workers. It also describes Toyota's Production System (TPS) and how Toyota establishes a shared network identity through various groups and processes to facilitate knowledge sharing within its supplier network.
People Dynamics Individual Assignment - Case Studyashleyyeap
Toyota emphasizes teamwork throughout the organization. It trains employees to shape team behavior by establishing common rules of conduct and using personality assessments to find people suited to the company culture. Toyota encourages social activities and idea sharing to strengthen teamwork. It also implements recognition programs to reward and celebrate team successes. Toyota has succeeded significantly because of its team-oriented culture, as teamwork is used in all operational processes and has helped the company overcome challenges. Its focus on collaborative efforts among employees has been key to its achievements.
The document discusses Toyota's production system and its key principles. It explains that Toyota views its operations as communities of scientists who test hypotheses through a scientific process. Rule 1 is that every job and action is specified in detail to reduce variations and errors. Toyota also encourages participation from all team members and stimulates continuous learning. The Toyota production system grew organically over decades focused on high quality, flexibility and waste reduction.
Toyota's culture and management behavior is based on Schein's three-level model of culture, which includes artifacts, espoused beliefs and values, and underlying assumptions. Toyota emphasizes teamwork and mutual trust between employees and managers. The Japanese culture that influences Toyota is characterized by collectivism, respect for people, continuous improvement, and long-term thinking. Toyota promotes equality between employees and managers through uniform dress codes and common areas.
The document discusses decoding the DNA of the Toyota Production System through a study of Toyota plants that identified 4 basic rules that guide how work is designed, operated, and improved, including specifying all work processes and requiring improvements be tested scientifically at the lowest levels. It also explains how Toyota uses standardized work processes and job descriptions to specify the content, sequence, timing and outcomes of all activities.
Toyota has a culture that emphasizes investing in people and continuous improvement. However, Toyota faced some human resource issues that contributed to problems. Toyota's reward and recognition, training, and hiring processes did not properly incentivize gathering information about problems. Toyota also lacked awareness of weaknesses in its human resource system. As a result, Toyota restructured its human resources, refocused on its values, and improved its culture of trust and continuous improvement. Recommendations included adopting a more controlled human resources approach to avoid such issues in the future.
Start with why?: how innovators combine ideas to explore new business modelsOsaka University
The document discusses how innovation occurs through new combinations of existing ideas and technologies. It argues that empathy and identifying social problems are important for developing innovations that create value. Successful innovators combine insights into both technology and business models/social values. Academia often focuses only on the technological aspects of innovation without considering how to implement solutions or their value proposition. Developing both business and technology insights is key for creating impactful innovations.
Identifying Core-Competencies of a Corporation: Learning from ToyotaANSHUL GUPTA
This document discusses identifying and developing core competencies of corporations by learning from Toyota's strategies. It begins with defining the criteria for something to be considered a core competency. It then explains five strategies adopted by Toyota to become a leading carmaker: continuous improvement (Kaizen), Just-In-Time production, suggestion systems, Kanban pull system, and customer focus. The document discusses how companies like Tata Motors and Titan have implemented some of these strategies. It provides a framework for developing core competencies and applies this to the Management Development Institute to identify areas of focus. The document concludes by emphasizing the importance of defining the right core competencies based on evidence rather than intuition.
The presentation is about Management Control System at Toyota. The presentation briefly covers the various techniques developed by Toyota with reference to the "Toyota House Diagram".
This document announces a competition hosted by Toyota Logistics to improve airport baggage handling systems. Students and graduates are challenged to submit proposals to either improve a specific aspect of baggage handling or develop a solution for the entire system. The top three entries will receive cash prizes up to €5,000 and finalists will be invited to attend an award ceremony in Sweden. All winners will also be eligible for a paid internship at Toyota's design center. The deadline for submissions is October 22, 2019.
At every step of the way, Toyota Material Handling Europe(TMHE) makes safety the focus of its workplace environments. This presentation highlights three main principles where safety takes an active role: leadership, products & solutions, and training.
As part of leadership, Toyota Material Handling Europe has a strong commitment and actively engages to increase the health and safety of its employees and customers. This is why we have been an official partner of EU-OSHA since 2010 and continue to campaign for 'Healthy Workplaces Manage Stress'.
TMHE's products and solutions follow a high standard of safety and set the bar for future innovations. A few key highlights are: ergonomics, automation, SpotMe, and the SAS system. For training, TMHE provides operator training, continuous education, and forklift simulation.
To learn more about our safety-minded solutions, view our products: http://products.toyota-forklifts.eu/
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Toyota works hard to develop exceptional people through extensive training. People development is critical to Toyota's success. Toyota selects capable people with problem-solving and teamwork skills, and provides standardized training to develop their fundamental skills. Toyota teaches skills in a generic way initially, then provides job-specific training. Their focus on training develops highly talented employees and allows Toyota to achieve results even with a global workforce.
This document provides an overview of the Toyota Production System (TPS). It begins with a brief history, noting the origins of key concepts like Jidoka (building quality into processes) in 1902. It describes the goals of TPS as providing high quality to customers while developing employees and reducing costs. The two main pillars are Just-in-Time (producing the right amount at the right time with minimal resources) and Jidoka. Other tools like takt time, kanban, and continuous improvement are discussed. Respect for people is a core part of TPS. The document outlines seven types of waste that TPS aims to eliminate: overproduction, waiting, transportation, processing, inventory, motion, and defects. Quality
Taiichi Ohno helped develop the Toyota Production System (TPS) while working at Toyota from 1932 to 1975. TPS focuses on eliminating waste and lowering costs through just-in-time production, kanban pull systems, continuous improvement (kaizen), and emphasizing quality (jidoka). This lean manufacturing approach gave Toyota major advantages in flexibility, efficiency, and quality over competitors. By the early 2000s, Toyota became one of the largest and most profitable automakers in the world due largely to the success of its production system.
The Toyota Way is based on two categories with five principles: Continuous Improvement (challenge, kaizen, genchi genbutsu) and Respect for People (respect, teamwork, humility). It provides Toyota's philosophy, values, and manufacturing approach. The first principle of challenge is often overlooked but is about working through obstacles to achieve goals through continuous improvement. The Toyota Way teaches employees methods for meeting challenges in a demanding but stimulating way.
The Toyota Way document outlines the principles and philosophy behind Toyota's success. It discusses 14 principles that make up Toyota's philosophy, which is focused on long-term thinking, defining and improving processes to eliminate waste, developing people, and continuously solving problems. The principles guide Toyota's operational excellence and continuous improvement approach known as the Toyota Production System.
14 Principles of the Toyota Production System | Enterprise WiredEnterprise Wired
In this article, we'll explore the intricacies of the Toyota Production System, the principles that underpin it, and how it has become a blueprint for lean manufacturing and operational excellence.
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.
Elegant Solutions: Breaktrough Thinking the Toyota Way (a ChangeThis Manifest...Samuli Pahkala
One million ideas a year. A culture of innovation. An intrinsic belief that good enough never is. Matthew May’s manifesto shows you how Toyota’s principles and practices will help you engage your creative spirit and bring elegant solutions to your work and life.
Toyota implements over one million ideas each year from its associates. This high level of innovation stems from Toyota's mindful approach that requires creativity from all employees. Key to Toyota's success is creating an environment where associates can solve problems with "elegant solutions" - achieving the optimal outcome with minimal effort. Toyota looks for small, continuous improvements rather than large "home runs". Behind Toyota's approach are three principles of innovation: ingenuity in craft, pursuit of perfection, and fit with society. These principles guide associates to focus on meaningful problems and find innovative solutions.
What Makes Toyota a successful company? USF Spring 2016Ahmad Fatayer
Toyota has achieved success through a combination of management philosophies and production systems. The Toyota Production System utilizes techniques like the Kanban system to eliminate waste and optimize production flow. Toyota also follows the "Toyota Way" which consists of four principles: long-term thinking, eliminating waste, respecting people, and continuous improvement. Through organizational changes over time, Toyota has focused on flattening structures, clarifying roles, and increasing decision-making speed. These strategies and philosophies have enabled Toyota to grow operations globally while maintaining high quality and efficiency.
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.
This document provides an overview of Toyota's knowledge management systems. It discusses both tacit and explicit knowledge approaches used by Toyota, including quality circles to share tacit knowledge among production workers. It also describes Toyota's Production System (TPS) and how Toyota establishes a shared network identity through various groups and processes to facilitate knowledge sharing within its supplier network.
People Dynamics Individual Assignment - Case Studyashleyyeap
Toyota emphasizes teamwork throughout the organization. It trains employees to shape team behavior by establishing common rules of conduct and using personality assessments to find people suited to the company culture. Toyota encourages social activities and idea sharing to strengthen teamwork. It also implements recognition programs to reward and celebrate team successes. Toyota has succeeded significantly because of its team-oriented culture, as teamwork is used in all operational processes and has helped the company overcome challenges. Its focus on collaborative efforts among employees has been key to its achievements.
The document discusses Toyota's production system and its key principles. It explains that Toyota views its operations as communities of scientists who test hypotheses through a scientific process. Rule 1 is that every job and action is specified in detail to reduce variations and errors. Toyota also encourages participation from all team members and stimulates continuous learning. The Toyota production system grew organically over decades focused on high quality, flexibility and waste reduction.
Toyota's culture and management behavior is based on Schein's three-level model of culture, which includes artifacts, espoused beliefs and values, and underlying assumptions. Toyota emphasizes teamwork and mutual trust between employees and managers. The Japanese culture that influences Toyota is characterized by collectivism, respect for people, continuous improvement, and long-term thinking. Toyota promotes equality between employees and managers through uniform dress codes and common areas.
The document discusses decoding the DNA of the Toyota Production System through a study of Toyota plants that identified 4 basic rules that guide how work is designed, operated, and improved, including specifying all work processes and requiring improvements be tested scientifically at the lowest levels. It also explains how Toyota uses standardized work processes and job descriptions to specify the content, sequence, timing and outcomes of all activities.
Toyota has a culture that emphasizes investing in people and continuous improvement. However, Toyota faced some human resource issues that contributed to problems. Toyota's reward and recognition, training, and hiring processes did not properly incentivize gathering information about problems. Toyota also lacked awareness of weaknesses in its human resource system. As a result, Toyota restructured its human resources, refocused on its values, and improved its culture of trust and continuous improvement. Recommendations included adopting a more controlled human resources approach to avoid such issues in the future.
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The document discusses how innovation occurs through new combinations of existing ideas and technologies. It argues that empathy and identifying social problems are important for developing innovations that create value. Successful innovators combine insights into both technology and business models/social values. Academia often focuses only on the technological aspects of innovation without considering how to implement solutions or their value proposition. Developing both business and technology insights is key for creating impactful innovations.
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This document discusses identifying and developing core competencies of corporations by learning from Toyota's strategies. It begins with defining the criteria for something to be considered a core competency. It then explains five strategies adopted by Toyota to become a leading carmaker: continuous improvement (Kaizen), Just-In-Time production, suggestion systems, Kanban pull system, and customer focus. The document discusses how companies like Tata Motors and Titan have implemented some of these strategies. It provides a framework for developing core competencies and applies this to the Management Development Institute to identify areas of focus. The document concludes by emphasizing the importance of defining the right core competencies based on evidence rather than intuition.
The presentation is about Management Control System at Toyota. The presentation briefly covers the various techniques developed by Toyota with reference to the "Toyota House Diagram".
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This document announces a competition hosted by Toyota Logistics to improve airport baggage handling systems. Students and graduates are challenged to submit proposals to either improve a specific aspect of baggage handling or develop a solution for the entire system. The top three entries will receive cash prizes up to €5,000 and finalists will be invited to attend an award ceremony in Sweden. All winners will also be eligible for a paid internship at Toyota's design center. The deadline for submissions is October 22, 2019.
At every step of the way, Toyota Material Handling Europe(TMHE) makes safety the focus of its workplace environments. This presentation highlights three main principles where safety takes an active role: leadership, products & solutions, and training.
As part of leadership, Toyota Material Handling Europe has a strong commitment and actively engages to increase the health and safety of its employees and customers. This is why we have been an official partner of EU-OSHA since 2010 and continue to campaign for 'Healthy Workplaces Manage Stress'.
TMHE's products and solutions follow a high standard of safety and set the bar for future innovations. A few key highlights are: ergonomics, automation, SpotMe, and the SAS system. For training, TMHE provides operator training, continuous education, and forklift simulation.
To learn more about our safety-minded solutions, view our products: http://products.toyota-forklifts.eu/
Lindab Ventilation in Sweden uses Toyota’s automated forklift trucks to supply the building sector in Northern Europe. The strong collaboration with Toyota Material Handling Europe (TMHE) dates back since 1988.
Lindab Ventilation has chosen to work with Toyota trucks over other brands for their proven benefits in terms of productivity, reliability, cost-reduction and safety.
Toyota Traigo 80 – winner of the International Forklift Truck of the Year (IFOY) 2014 - is no doubt more productive, safer and more energy efficient than ever. This was confirmed by the IFOY jury, who were impressed with Traigo 80’s blend of cutting edge technology, stability, robustness, high performance and its 20% increased energy efficiency. Fast through the aisles, perfectly handling heavy loads with the right balance in tight corners, Traigo 80 has all the award-winning qualities your operation deserves.
Find out more about Traigo 80: http://tmh.eu/19elCOS
The document introduces the new BT Levio P-Series powered pallet truck from Toyota Material Handling Europe. It describes the truck as compact for maneuverability, with outstanding acceleration and speed up to 12.5 km/h for efficiency. It is also highlighted as extra strong and safe with features like speed control when cornering, soft driving mode, and full operator protection. The truck is designed to be smart with an available fleet management system, creating efficient material handling.
Covering material handling applications as diverse as order picking, loading and unloading, horizontal pallet transportation, the BT Levio series deliver exceptional efficiency. We offer customers and prospects a wide choice of fast, safe, user-friendly and reliable powered pallet trucks, no matter your business requirements or preference.
Find out more: http://www.toyota-forklifts.eu/en/Products/powered-pallet-trucks/Pages/Default.aspx
Working at height has never been easier! Toyota Material Handling Europe (TMHE) provides a wide choice of reach trucks with exceptional features. They ensure safe, precise, smooth and highly effective material handling, whether indoors or outdoors. Have a look at the full range and select the one that best fits your business.
Find out more: http://tmh.eu/1jj2NkB
Our European Toyota Logistic Design Competition 2014 has received international attention. Magnus Oliveira Andersson, Head of Design at Toyota Material Handling Europe (TMHE) introduces the top three winners and talks about how inspiring the proposals were. The 2014 competition with the theme “Tow Tractors: Industrial Machines in Need of a Makeover” focused on making the tow tractors innovative and stylish. Toyota also aimed at promoting industrial design among students in the material handling area.
This 80-volt forklift from Toyota Material Handling Europe (TMHE) has been purposefully designed to enhance customers’ productivity. Using powerful motors and controllers, but easy to use both indoors and outdoors, it is made to last in long-operating hours. Fast in material handling, safe and energy efficient, the Traigo 80 reduces the cost of ownership, while productivity is increased. These forklift models are the optimal choice for modern material handling.
http://www.toyota-forklifts.eu/En/Products/electric-counterbalanced-trucks/toyota-traigo-80/Pages/Default.aspx
The document describes the new Toyota Traigo 80 forklift. It notes that the Traigo 80 is more productive than its predecessor with outstanding acceleration, brake and lift performance. It is compact and maneuverable, allowing easy use in tight spaces. The Traigo 80 also has 20% higher energy efficiency than previous models, with motors and controllers that maximize performance and regenerate energy from braking. It offers multiple battery and energy management options to support increased productivity over multiple shifts.
The electric counterbalanced Toyota Traigo 80 forklift has what it takes to support dynamic businesses.
Designed with the driver in mind, it optimises comfort and gives easy access from both sides of the vehicle through a low step-in and large step size. Driveability is further enhanced by the multifunction display built into the dashboard.
Visit our website to find out more: http://www.toyota-forklifts.eu/En/Products/electric-counterbalanced-trucks/toyota-traigo-80/Pages/Default.aspx
Toyota Material Handling Europe (TMHE) and EU-OSHA recently explored the meaning of an organisational health and safety culture together during a benchmark event on 5th and 6th June 2013.
Peter Carlsson, Vice President Production Powered Trucks at TMHE, and Dave Mason, Head of Global Health and Safety at Electrocomponents, define the main points that make a company’s culture and the roles that the Toyota Production System (TPS) and employee engagement play in it.
Visit our website to find out more about our efforts to improve health and safety: http://www.toyota-forklifts.eu/en/company/osha/Pages/default.aspx
TMHE’s first Logistic Design Competition is now open to students and 2013 graduates.
The competition runs on a theme; ‘Tow Tractors: Industrial Machines in Need of a Makeover’. The challenge is to design a tow tractor that not only reflects Toyota’s core values of safety, productivity, durability, driveability and simplicity, but is also modern and stylish.
The competition will be judged by a jury of industry leaders and experts, and the winner will receive a prize of 4,000 EUR.
Visit the website to sign up for the competition: http://www.toyota-forklifts.eu/en/company/designcenter/Pages/design-competition.aspx
In 2012, TMHE received the iF gold award for its BT Optio L-series. This follows two other forklift trucks winning the iF label for quality design in 2009: the BT Levio and the Toyota Traigo 48. As a result, TMHE’s Design team has been included in the recently released BEST CREATiFES book 2013.
The book honours the companies, people and products that are part of the iF ranking, and allows them to introduce themselves and their working philosophies. TMHE explains how it creates forklifts that are safe, durable, productive, driveable, and simple for customers to use.
Find out more about this special privilege:
http://www.toyota-forklifts.eu/en/News/news/Pages/TMHEs-Design-Solutions-Listed-in-the-BEST-CREATiFES-Book-2013-.aspx
Find out more about the Toyota I-Site: http://isite.toyota-forklifts.eu/
As a company with great awareness for environmental sustainability, Toyota Material Handling Europe (TMHE) was delighted to assist logistic provider Rudolph in optimising Alnatura’s material handling process.
Alnatura is a German chain store specialising in organic foods. Its logistics centre is located in Lorsch, Germany. Rudolph was looking for a more efficient solution to their picking process, so they contacted TMHE for a solution.
A fleet of BT forklifts, including the BT Optio series and the BT Staxio series, now assists in the process, while the Toyota I_Site helps to reduce energy consumption and improve safety.
A goods supplier giant in Switzerland, COOP, has recently invested in the semi-automated order picking system Pick-n-Go from Material Handling Europe (TMHE). Ever since, COOP has noticed a major increase in their productivity as well as warehouse safety.
The employees benefit from improved ergonomics thanks to the trucks’ automatic fork height adjustment and ‘pick-by-voice’ control.
Learn how the autopilot trucks help COOP drive down material handling costs:
http://www.youtube.com/watch?v=6WvD6k0CHNw&list=UUkiwvb3jwfEsWUSfq7lAUxQ&index=1
This document discusses rental solutions from Toyota Material Handling Europe. It offers three rental plans: core fleet rental for longer term needs up to 7 years, short term rental for flexibility, and payback rental to purchase an existing fleet. Renting provides operational benefits like guaranteed uptime and financial benefits like preserving capital and matching costs to revenue. Customers benefit from Toyota's quality trucks and service across Europe.
To create safer warehouses for customers and employees, Toyota Material Handling Europe (TMHE) introduces its new risk prevention initiative: the SpotMe warning system.
Specifically designed to decrease traffic accidents in warehouses, SpotMe is equipped with infra-red sensors that capture the presence of forklifts and pedestrians at crossroads. Its prominent alternating flashing lights warn both forklift drivers and workers that there is danger of potential collision round the corner.
Being alerted of one another’s presence enables them to take the necessary measures of precaution in time. As a result, workers, goods and forklifts are protected and daily business runs safer and smoother.
SpotMe is easy to use and simply fixes to walls.
Learn more about the benefits of having SpotMe installed in your warehouse: http://www.toyota-forklifts.eu/en/products/innovations/pages/innovation-spotme.aspx
This document provides 25 tips for safely operating forklift trucks. Some key points covered include only allowing authorized and trained operators, inspecting the forklift before use, driving only in designated areas, maintaining a safe distance from loading areas, securing abnormal loads properly, wearing a seatbelt if the forklift has an open cab, and not overloading the forklift. The poster encourages following the tips to reduce accidents and injuries from incorrect forklift use.
Toyota Material Handling Europe (TMHE) places health and safety as one of its utmost priorities, but it’s an unfortunate fact that accidents can still happen.
The BT Staxio forklift is designed to abide by health and safety regulations, reducing the risk of accidents and physical injury. However, drivers should always remember to follow safety guidelines when operating forklifts in order to further prevent mishaps.
With this in mind, TMHE presents our poster for stacker trucks to remind forklift operators how to operate stackers safely.
Learn more about Toyota and BT forklifts: http://products.toyota-forklifts.eu/
To find out about TMHE’s commitment to safety, visit our website: http://safety.toyota-forklifts.eu/
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Introduction
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3. T O Y O T A P R O D U C T I O N S Y S T E M
Table of Contents
Toyota Way 4
Toyota Production System Definition 5
TPS History 6
Just-in-Time 8
Jidoka 10
Kaizen 12
The Environment 14
Health and Safety 15
What TPS Means for your Business 16
Glossary 18
4. T O Y O T A P R O D U C T I O N S Y S T E M
The Toyota Way
The Toyota Production System is an expression of The Toyota Way.
The five core values of The Toyota Way are shared and practised by Toyota
employees at every level in their daily work and relations with others. This is
how Toyota is able to deliver sustainable customer satisfaction.
Continuous Respect
Improvement for People
CHALLENGE RESPECT
“To maintain a long-term “Toyota respects others,
vision and meet all challenges makes every effort to
with the courage and understand others, accepts
creativity needed to realise responsibility and does its
that vision.” best to build mutual trust.”
KAIZEN TEAMWORK
“Continuous improvement. “Toyota stimulates personal
As no process can ever and professional growth,
be declared perfect, shares opportunities for
there is always room for development and maximises
improvement.” individual and team
performance.”
GENCHI GENBUTSU
“Going to the source to find
the facts to make correct
decisions, build consensus
and achieve goals.”
4
5. T O Y O T A P R O D U C T I O N S Y S T E M
Toyota Production System Definition
The Toyota Production System empowers team members to optimise quality
by constantly improving processes and eliminating unnecessary waste in
natural, human and corporate resources. TPS influences every aspect of Toyota’s
organisation and includes a common set of values, knowledge and procedures.
It entrusts employees with well-defined responsibilities in each production step
and encourages every team member to strive for overall improvement.
5
6. T O Y O T A P R O D U C T I O N S Y S T E M
TPS History
Sakichi Toyoda founded the Toyoda Spinning and Weaving
Company in 1918. He developed the first steam-powered loom
that could detect a broken thread and stop itself automatically.
This innovation led to the wider principle of jidoka, or automation
with a human touch – later to become one of the two pillars
of TPS.
Some years later in 1937, Sakichi’s son Kiichiro founded the
Toyota Motor Corporation. Kiichiro took his father’s concept of
jidoka and developed his own complementary philosophy – just-
in-time – which would become the other pillar of TPS. He visited
Ford’s mass production plants in Michigan to study their use of Taiichi Ohno
assembly lines. After World War II, the need to be able to manufacture vehicles
efficiently was greater than ever. Kiichiro’s younger cousin,
Eiji – later to become president and chairman of Toyota Motor
Manufacturing – tasked one of Toyota’s young engineers, Taiichi
Ohno, with the job of increasing productivity.
6
7. T O Y O T A P R O D U C T I O N S Y S T E M
Ohno’s achievement was to marry the just-in-time concept with
the principle of jidoka. In 1953, Ohno also visited the USA to study
Ford’s production methods, but he was much more inspired by
American supermarkets. He noticed how customers would take
from the shelves only what they needed at that time, and how
those stocks were quickly and precisely replenished. Ohno had the
insight that a supermarket was essentially a well-run warehouse,
with ‘goods-in’ closely matching ‘goods-out’, and no space for
long-term storage. On his return to Japan, Ohno developed the
same idea into the kanban concept. Ohno also learnt from the
American pioneer of quality control, Dr. W. Edwards Deming.
The aim of Deming’s method was to improve quality at every
stage of a business, from product design, through manufacturing,
to aftersales service. Deming taught that each stage in a
manufacturing process should be thought of as the previous
stage’s customer, which fitted very well with Kiichiro’s just-in-time
philosophy, and the principle of kaizen. Today, Ohno is considered
the true architect of TPS, having developed it into a practical
method and, crucially, having made it work on the shop floor.
The Toyota Production System as it is today has been developed
and refined over several decades. However, the benefits that can
be derived from the techniques and management processes at
its heart can equally be applied to other types of business as we
progress further into the 21st century.
TPS has been implemented throughout Toyota, giving tangible
benefits in the quality and reliability of Toyota’s products
and services.
The Toyota Production System has established a global reputation
as a leading business philosophy that delivers measurable benefits
in terms of efficiency and quality in manufacturing. Many
manufacturers have aimed to adopt TPS principles, and academics
and management consultants worldwide have developed
strategies and business improvement programmes based on TPS.
7
8. T O Y O T A P R O D U C T I O N S Y S T E M
Just-in-Time – smooth, continuous, optimised workflows
The Toyota Production System fulfils customer demand efficiently
and promptly by linking all production activity to real marketplace
demand. Just-in-time production relies on finely tuned processes
in the assembly sequence using only the quantities of items
required, only when they are needed.
Imagine a process designed to produce six different types of
product, where the total weekly demand for the range of products
varies up and down by 25%, and the daily mix of product types is
continuously changing.
A planning challenge, but also a typical scenario in many types
of business in which the process (manufacturing or otherwise)
has to continuously respond to demand. TPS has responded to
this reality of life by developing an approach that can meet the
challenge in an efficient, cost-effective way.
HEIJUNKA – LEVELLING THE FLOW With heijunka a process is designed to switch products easily,
The term heijunka describes the foundation of the TPS approach producing what is needed when it is needed, and relying on
to just-in-time processes – ones in which inventory costs are production. Any variations in volumes are accommodated by
minimised by having the parts required arrive at their point of establishing a level-average demand rate.
use only as they are needed.
The practice of heijunka also eliminates muri – overburden or
Unevenness in workload is known as mura. Heijunka is the strenuous work that can also lead to safety and quality problems.
elimination of mura by levelling the volumes to allow a smooth, Both mura and muri are thought of as types of muda, or waste,
continuous and efficient flow. It is the opposite of mass- and should be eliminated.
production series, in which high volumes of a single product are
produced, often significantly unrelated to demand.
Push-system
TPS pull-system
8
9. T O Y O T A P R O D U C T I O N S Y S T E M
ELIMINATION OF WASTE – MUDA
Waste – defined as anything that does not add value – includes
things that might not normally be considered as waste such as
overproduction, holding too great an inventory, the need for
rework, and unnecessary movement, processing and waiting.
TAKT TIME – THE HEARTBEAT OF PRODUCTION
Time planning is central to TPS. Takt is the rate of customer
demand – essentially, what the market is requiring be produced.
Takt time is the term given to a work-cycle that fulfils each
customer’s demand. The key is that the work-cycle should be
synchronised with demand to avoid under- or overproduction.
Takt time determines the flow-rate and allows the calculation of
how much work can be accomplished. Optimisation of takt time
reduces waste and inefficiency by eliminating the risk of time
delays, or excess production, throughout the process.
Takt time and heijunka mean having the ability to be flexible
according to demand and ensuring the process is smooth,
continuous and measurable.
Kanban card
KANBAN CARD
In order to have flexibility and efficient, smooth workflows, it is
necessary to have the right things at the right place at the right
time. In TPS it means having just the right components to build
the product.
The kanban card is the simple, highly-visible device that TPS uses
to call-up components as they are required. This means only a
minimum stock of components is held in the assembly area.
Before stocks need replenishing, a kanban card instruction from
the operator ensures a just-in-time delivery. The process is based
on a ‘pull’ principle – with items called only as they are required,
as opposed to a ‘push’ principle that may not take account of
actual need.
… and what it means for business
A smooth, continuous and optimised workflow, with
carefully planned and measured work-cycle times and
on-demand movement of goods, reduces the cost of
wasted time, materials and capacity. Team members
can concentrate on their tasks without interruption,
which leads to better quality, timely delivery, and
peace-of-mind for Toyota’s customers.
9
10. T O Y O T A P R O D U C T I O N S Y S T E M
Jidoka – building in quality
When it comes to quality, there is no room for compromise in
the Toyota Production System. The TPS principle of jidoka builds
quality checks into each step of the production process. By
ensuring that all processes are visible, jidoka helps ensure that
abnormalities are made visible and addressed immediately.
GENCHI GENBUTSU – GOING TO THE SOURCE
Improvements are often made as a result of discovering problems.
Therefore, problems need to be properly understood through
genchi genbutsu, which means ‘going to the source’ of the
problem and assessing it for yourself rather than relying on
information supplied by others, in order to gain a complete and
accurate understanding.
ANDON BOARD
The andon board is a simple but highly-visible electronic sign
displaying the status of production lines. It notifies management
immediately if a worker has identified a fault, precisely identifying
its location. Workers take responsibility for production quality, with
the power to stop the production line as required.
The production line will not be restarted until the reason for
the fault has been resolved.
Andon board STANDARDISATION
Another key element for quality assurance is a focus on
Jidoka translates as “autonomation” and can be described as standardisation. Developing and relying on standardised work
“automation with a human touch”. Quality is monitored tasks not only ensures consistently high levels of quality, but also
throughout, with each team member being responsible for maintains production pace and provides a benchmark for
performing quality checks before delivering the goods-in-process implementing continuous improvement.
to the next point in the production line. If a defect or error is
identified it is addressed immediately – even if this means
temporarily stopping production.
10
11. T O Y O T A P R O D U C T I O N S Y S T E M
MISTAKE-PROOFING AND LABELLING … and what it means for business
Devices that make it difficult or impossible for a worker to make
typical errors at his or her workstation are a common sight on Maintaining quality throughout the production
Toyota production lines. Known as poka-yoke, this principle is a
process has helped to build its reputation for quality.
simple but creative and reliable way to reduce errors and maintain
TPS empowers each Toyota team member to check
quality. Furthermore, all commonly used items are clearly labelled
so that they can be found and used by everyone with the
for quality, to point out and fix any inconsistencies
same ease. or defects, and to prevent inferior quality products
from being passed on to the customer. And the TPS
advantage does not end when the customer takes
delivery. Toyota’s high-quality products mean
customers benefit from better productivity, less
downtime and a greater return on their investment.
11
12. T O Y O T A P R O D U C T I O N S Y S T E M
Kaizen – improvement is a continuous process
In many organisations the process of change can be challenging. TPS – THE ‘THINKING PEOPLE SYSTEM’
At Toyota change is a way of life, thanks to the company’s In TPS, team members are invited to think about the process and
fundamental philosophy of continuous improvement known as make timely decisions in order to keep it running smoothly, rather
kaizen. Kaizen means that all team members throughout the than merely operating like machines. This involvement creates
organisation are continuously looking for ways to improve responsibility for the success of the process, increasing both
operations, and people at all levels in the company support this morale and quality. This is also essential for the success of kaizen.
process of improvement. Every morning an asa-ichi meeting is held to discuss quality
deviations and eliminate their causes.
Kaizen also requires clarity in terms of what is to be achieved –
setting clear objectives and targets for improvement. It is very Kaizen is not just based on improvements only being developed
much a matter of positive attitude, with the focus on what should and implemented by experts or management. Instead, it involves
be done rather than what can be done. everybody, relying on the extensive knowledge, skills and
experience of the people working directly in the process.
For example, at Toyota Material Handling Europe’s production
sites about 3,000 proposals for improvements are made in a
typical year.
TESTING THE LOGIC – ‘5 WHYS?’
Kaizen requires the logic and benefit of all improvements to be
carefully evaluated before implementation. The concept of ‘5 whys?’
is employed to achieve this. Every planned improvement needs
to be tested by questioning ‘why?’ at five levels to ensure that
the logic and value of the improvement is clear. This reduces
the risk of making changes without sufficient justification.
12
13. T O Y O T A P R O D U C T I O N S Y S T E M
A CULTURE OF CONTINUOUS IMPROVEMENT – ‘5S’ … and what it means for business
The Toyota Production System goes beyond principles that are
purely related to production processes. It also extends to the Kaizen is one of the foundations of the Toyota
whole organisation – sales and marketing, administration, product
Production System – not only a process but also an
development and management.
attitude. Toyota’s constant striving for improvement
Every employee, regardless of position, receives the same
ensures that its customers will always enjoy excellent
treatment. Toyota takes care to nurture a sense of pride and products that use the most advanced and reliable
efficiency in the workplace. This is supported by ‘5S’: technologies. Toyota also works with its customers
to achieve improvements in its services to them,
• SEIRI – Sifting to optimise their investment in Toyota products.
• SEITON – Sorting
• SEISO – Sweeping and cleaning
• SEIKETSU – Spic-and-span
• SHITSUKE – Sustain
These principles ensure that every team member is actively
involved in keeping processes as effective and efficient as possible.
13
14. T O Y O T A P R O D U C T I O N S Y S T E M
The Environment – Toyota’s commitment
Throughout its wide range of activities Toyota always considers
the environment as part of its daily operations. Its policy is to
analyse the effects of every stage in its products’ lives: development,
manufacturing, operation, and recycling.
TPS philosophy also includes the 3Rs – reduce, reuse, recycle.
With respect to manufacturing, the reduction of waste (muda) is
one of the key principles and, therefore, benefits of TPS. Reduction
of waste in processing, inventory, conveyance, overproduction,
motion, waiting, and manufacturing defects delivers direct
environmental benefits.
At a lower level, waste sorting has long been practised at Toyota
Material Handling Europe’s manufacturing plants. TMHE’s
manufacturing sites have all achieved ISO 14001 certification.
… and what it means for business
Toyota has a policy in place to reduce CO2 emissions,
use resources more efficiently, and reduce environmental
risk factors. Considering the environment at all four
stages of a product’s life is the responsible approach
and leads to real environmental benefits for Toyota’s
customers with respect to their responsibilities towards
environmental issues.
14
15. T O Y O T A P R O D U C T I O N S Y S T E M
TPS is concerned with Health and Safety
Safety is always the focus in all of the complementary philosophies … and what it means for business
and practices that make up TPS. Not just a priority but a necessity.
The tireless effort to do things in the best possible way could Toyota maintains health and safety for its team members
never progress if safety were to be compromised by apparent
so they can concentrate on their jobs delivering the best
efficiencies. When processes are improved to increase quality,
quality products and be more efficient.
safety is also improved.
Manufacturing sites have achieved OHSAS 18001 certification –
the international standard for occupational health and safety
management. They work to anticipate and reduce potential risks
factors efficiently and strive to prevent workplace accidents.
The maintenance or improvement of health, safety and ergonomy
are essential when processes are revised or new equipment is
considered.
This is not new, however. TPS has always used automation and
process improvement to protect workers. The flexibility required
of team members in TPS helps them to be alert and better focused
as their tasks change. In all cases, workstations are designed to be
easy-to-use, making work quick, comfortable and efficient.
As with kaizen, all team members, from management to the shop
floor, participate in safety training and in making suggestions for
improvements in safety across all processes.
15
16. T O Y O T A P R O D U C T I O N S Y S T E M
What TPS Means for your Business
TPS is an essential part of what makes Toyota different and makes
Toyota’s products a profitable investment for its customers’
businesses. Toyota’s customers know what to expect when they
buy from Toyota – a business partner with the strength and
flexibility to meet the needs of a changing market.
• Quality inherent in Toyota’s products, thanks to the
company’s constant striving for improvement, has direct
benefits for their customers…
• Costs are kept to a minimum thanks to a good return on
investment based on the productivity and reliability of
Toyota’s products…
• Delivery is on time, and to the expected standard, allowing
Toyota’s customers to plan and maintain their operations
successfully…
• Environmental concerns are shared by Toyota and its
The Toyota Production System – a proven world-class system
customers, from manufacturing through to recycling at
– benefiting all of Toyota’s products – and all of its clients.
end-of-life. Choosing Toyota products is a good choice for
the environment…
TPS – A World-Class System
• Safety is Toyota’s constant concern – both for its employees
and for those of its customers. Toyota’s processes and
products have safety built-in, with clear benefits for
productivity and cost
16
17. T O Y O T A P R O D U C T I O N S Y S T E M
17
18. T O Y O T A P R O D U C T I O N S Y S T E M
Glossary
• Andon Board – The facility for workers to signal problems to • Kanban Card – An instruction in the process that parts need
supervisors for immediate remedy, stopping the production to be replenished for production to continue uninterrupted.
process if necessary. Workstations along the production line • Muda – Waste in all its forms (things that do not add value
can activate a warning on an illuminated central display to the final product): overproduction, surplus inventory,
board, which constantly displays productivity levels. rework/correction, motion, processing, waiting and
• Asa-ichi Meeting – A meeting held every morning in Toyota conveyance.
plants to discuss quality deviations and eliminate their • Mura – Unevenness (in workload). Heijunka eliminates
causes. An essential part of the practice of kaizen. mura, muri and muda.
• Genchi Genbutsu – Going to the source to find the facts to • Muri – Overburden or strenuous work, leading to safety and
make correct decisions, build consensus and achieve goals. quality problems – more waste.
• Heijunka – Levelling the production schedule in both • Poka-Yoke – Mistake-proofing – devices that make it difficult
volume and variety. A precondition for just-in-time and or impossible for a worker to make common errors at his or
elimination of mura, muri and muda. her workstation. A simple but creative and reliable way to
• Jidoka – Making problems visible so that they can be reduce errors and maintain quality.
immediately addressed. • Pull-System – Items called only as they are needed, as
• Just-in-Time – Making only what is needed, when it is opposed to a ‘push-system’ that may not take account of
needed, and in the amount needed, delivered just as they actual need.
are needed (a continuous ‘pulling’ flow of standardised • Takt Time – The rate of customer demand – producing only
operations). what the market requires, and thereby achieving the
• Kaizen – Continuous improvement. As no process can ever optimum duration of the work-cycle that fulfils each
be declared perfect, there is always room for improvement. customer’s demand.
18
19.
20. TOYOTA MATERIAL HANDLING EUROPE, MANAGING THE TOYOTA AND BT MATERIALS HANDLING BRANDS IN EUROPE.
Paper originated from responsibly managed forests. Due to photography and printing, colour may vary from this brochure.
Some pictures have been computer enhanced. Dentsu Brussels Group – April 2010 – n° 1/720/010/0562.