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Toyotafinalpresentation1 190127071123
Toyotafinalpresentation1 190127071123
CURRENT
TOYOTA : HEADQUARTERS
TOYOTA, AICHI PREFECTURE,JAPAN
Most valuable brands within the automotive sector worldwide
as of 2017, by brand value (in billion U.S. Dollars)
History From the Very Beginning ......
• Began as a textile company in 1926(Toyoda
Automatic Loom Works)
KIICHIRO TOYODA
TOYOTA'S FOUNDER
• Toyota has become the largest vehicle
manufacturer in Japan with over 40% market
share
VOLUME OF OUTPUT
VARIETY
VARIATION
VISIBILITY
Quality Management
• Toyota adopts a flexible capacity production
approach in its TPS to achieve efficiency across
its supply chain.
• This is considered to be a global methodology
benchmark of efficiency.
• This method is based on the concepts of
Jidoka and JIT.
• Both are focused upon meeting demand
through perfect quality while lowering
inventories and waste elimination.
• Toyota uses TQM for improving the quality of
work and processes and to support people
working for the organization
• Toyota’s quality control in production ensures
that right materials and parts are used and also
ensures that parts are fitted with precision and
accuracy.
• This effort is combined with many other
rigorous inspections which are performed by
team members in the production process.
Experiencing extreme heat and cold in a day
• With eight line segments, the plant still has less than
Kyushu in 1992 (eleven segments), but more than in the
1994 renovation (six segments) and much more than
before 1994 (three to four segments).
• Job depth refers to the freedom of the job holders to plan and
organize their own work.
How Toyota can maintain employee's satisfaction
and low employee's turnover
• HR Development
• Career Development
• Motivation
HR DEVELOPMENT
• Skills and knowledge of staff is crucial for Toyota's
innovation process. Most of the innovation ideas
are come through the employees of the Toyota
Motor.
• But the time is changing so quickly that every
technology and change becomes obsolete in no
time.
• It is important for the Toyota that its employees
remain up-to-date with the knowledge and
changes to compete in the industry
CAREER DEVELOPMENT
• It is the duty of the Toyota's management to
provide the growth opportunities to its
employees. It is also the responsibility of the
Toyota's employee himself to think about his
career development.
• Toyota also helps, guide and provides
opportunities to its employees.
MOTIVATION
• Motivation is a feeling of satisfaction and
commitment towards its goals and objectives.
• This is an internal psychological state which
determines the action of the person. Toyota
enhances its employee's motivation through
two basic ways:
1. Financial: salary system, bonuses, and
allowances etc.
2. Non- financial: honors, self respect
SUPPLY CHAIN MANAGEMENT
• Supply-chain management at Toyota is an element of
company’s operations strategy which is thoroughly
based on the Toyota Production System (TPS).
• It was developed in the 1940’s by Shigeo Shingo and
Taiichi Ohno.
• The principles of which is expressed by the term of
“lean manufacturing”
• Lean Concept” Lean philosophy aims to elimination of
all waste, superior customer care and Lean is based on
pull system where the elimination of waste seen as a
primary objective.
LEAN MANUFACTURING
The concept of lean manufacturing originates in the Toyota Motor
Corporations; resulted from scarcity of resources and intense
domestic competition in automobile market in Japan.
The lean philosophy incorporated the JIT production system and
the Kanban method of pull production
• Studies show that lean manufacturing reduces
human effort by 50% along with the manufacturing
space, tool inventory and improved financial
performance
INFORMATION:
Parts and master database is maintained for part
name, supplier, lot size information. 13 week
forecasting is given to suppliers to provide them with
guidance.
SUPPLY CHAIN OVERVIEW
SUPPLIERS :
• Suppliers provide thousands of parts and components that go into the
vehicle.
• Toyota organized its suppliers into functional tiers.
• The first tier suppliers worked together in a product development team
and the second tier suppliers made individual parts.
• The first tier suppliers were highly co-operative. There is a high degree
of co-operation and information exchange between them.
• Since Toyota relies on JIT it has fewer but reliable tier 1 suppliers. Eg :
Denso, Bridgestone etc
INBOUND LOGISTICS :
• Company establish partnership with third party logistic providers
• Company organizes many of its suppliers into clusters based on
geographic location.
• Parts are picked up from those suppliers by trucks on a milk route and
delivered to regional cross dock
• At cross dock, parts are unloaded and staged for each
assembly plant and then loaded to trucks which take
parts directly to each plant.
• After the parts are unloaded, the truck is reloaded
with the corresponding empty returnable
containers.
• Returnable containers flow in reverse route
Dealers :
• responsible for selling the vehicles
produced by the manufacturer to the
retail customers.
• Toyota s sales model is designed so
that a high percentage of vehicles is
sold from a relatively low level of dealer
stock.
JIDOKA(MEANING ‘AUTONOMATION’)-
• Jidoka (meaning ‘autonomation’)-a term used in Lean
manufacturing meaning "automation with a human touch."
• Toyota has deployed the “Semi Automation” Jidoka that
maintains a balance between the machines and humans.
• The automation in this production system is in line complies
with the continuous improvement paradigm that constantly
identities and eliminates any problems in the production
process.
• This is more economical and makes the production process,
more flexible.
• The lean approach for automation includes low cost
equipment and tools that are reused for new models
JUST-IN-TIME (JIT) INVENTORY
MANAGEMENT
• Just In Time is a management strategy based
on planned elimination of all waste and
continuous improvement of productivity. That
is “the right material, at the right time, at
the right place, and in the exact amount”.
• A production process is said to be Just-In-
Time when it uses the raw materials to make
the good or service after the product has been
ordered.
• Actually it is pioneered by Toyota. In fact, a
Toyota engineer coined the term itself.
JUST-IN-TIME BENEFITS
• This strategy helps companies lower their inventory carrying
costs, increase efficiency and decrease waste.
• Employees who possess multiple skills are utilized more
efficiently.
• Total Quality Management, elimination of waste,
• Reducing inventory through involving suppliers in planning
process,
• continuous improvement, improving machinery and focusing on
co-operation.
• The JIT systems become more efficient and used the Kanban as
an information exchange tool for different production lines
• In 1959 Toyota dramatically increased its productivity and
produced 100,000 cars for the first time
KANBAN
• Kanban “sign board" or “bill board," is a concept
related to lean and just in time (JIT) production.
• Kanban is not an inventory control system; it is a
scheduling system that helps determine what to
produce, when to produce it, and how much to
produce.
• The need to maintain a high rate of improvement
led Toyota to devise the Kanban system.
• Kanban became an effective tool to support the
running of the production system as a whole.
Kanban System
• The Kanban system uses simple cards or signals to
strictly control production .Kanban each part travels
with a card.
• New stock will only be required when that part has
been used, the card is removed, using signals to re-
stock this part.
• Kanban is well integrated in Toyota’s production
system, because in Toyota there are limited number of
parts with stable demand for them.
• The Kanban system ensues that there is no waste of
overproduction and the inventory costs are reduced
• https://www.youtube.com/watch?v=FkVJ5no4
UlA
TOYOTA PRODUCTION SCHEDULING
• The production schedule is created once a month
from the sales order and forecast.
• sales divisions submit a rolling three-month order
and forecast each month.
• The Production Control division must create a daily
production plan to execute the agreed-upon
schedule.
SCHEDULING PROCESS
• The first step in creating the production
schedule is to use the sales order and forecast
data to create individual records for each
vehicle and assign a unique reference number.
• This step is necessary because each vehicle
has to be assigned to a production slot.
• The Vehicle Identification Number (VIN) can
be used to identify a unique vehicle, the VIN is
not assigned until the vehicle is started in the
body shop.
• Therefore, a Unique Reference Number (URN)
is assigned to identify vehicles prior to
production line-off.
HEIJUNKA (OR SMOOTHING)