toyata presentation alok raj
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TOYATA
PRESENTED BYALOK RANJANGROUP NO.4
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Headquartered in Japanda in 1937
Founded by Kiichiro Toyda Revenues 18.9 trillion Yen in 2010 71,116 employees Operations in North America, Latin
America, Europe, Africa, Asia, Oceania and Middle East
Toyota Motor Corporation
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Step 1: PREPARE WORKER
Step 4: FOLLOW UP
Step 3: TRY OUT PERFORMANCE
Step 2: PRESENTOPERATION
Plan
DoCheck
Action
Major Steps
Key Points
Reasons
The Four Steps of TJI
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Top Down Directive that this is the new way. Bottom-up involvement in concrete projects
with clear results. Develop internal experts through learning by
doing. Expert sensei to guide the process and teach. Learning philosophy: every project, activity, is
a chance to learn. Start with value stream transformation
projects. Build on successes to transform broader
organization and culture over time---YEARS!
TOYATA LEARNING
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Establish a local sales
network and launch brand
promotion
Build Auto parts
manufacturing bases
Establish JVs with local players and
build automobiles
there
Steps involved in Globalization
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TOYATA GLOBAL CARS
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During the almost 50 years since they first began exports, Toyota vehicles have found their way to over 170 countries and regions throughout the world
Currently there are 52 bases in 27 different countries and regions.
In addition, there are design and R&D bases in seven locations overseas
Globalization and Localization Manufacturing
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T
1 2 3
8
4
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5
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12 13 14STOP BUTTON(STOP THE L INE AUTHOR ITY)
STOP BUTTON(STOP THE L INE AUTHOR ITY)
AbnormalityStation 5
Team Leader
45
HR PRACTICES
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ORGANIGATION STRUCTURE OF TOYATA HRORGANIGATION STRUCTURE OF TOYATA HR
Team Member
Team Leader
Group Leader
Asst. Manager
Manager
{ 5 - 8 }
{ 3 - 4 }
{ 5 - 8 }
{ 4 - 10 }
Source: Bill Costantino, former group leader, Toyota, Georgetown.
Team Size
Kaizen
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Job Instruction Training is designed to teachpeople how to do a particular job by:
Hearing (what to do) Seeing (how it is done) Using (what was learned) Saying (what was learned) Doing (the task)
Job Instruction Training is designed to teachpeople how to do a particular job by:
Hearing (what to do) Seeing (how it is done) Using (what was learned) Saying (what was learned) Doing (the task)
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Simplified Pull System
Customer Plant
ABCDEFGH
NeededComponents + kanban
Empties + withdrawalkanban
PULLNew product
Empties +production kanban
Supplier Plant
Downstream prTTTTTTocesses TTKKFNESADNFTTTTwithdraw what they need when they need it.
Preceding processes replenish what is taken away.
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Manager Level Focus on Shop Floor and Systems Improvement. Tools: Visual Factory & TBPT
TBP
Team Leader and Group Leader Manage Standardized Work, Process Improvement and Develop Problem
Solving Skills. Tools: FMDS, TBP & OJD
Team Member Focus on Fundamental Skills & Standardized Work
Tools: Skills Training, Job Instruction, Standardized Work and 5-S
General Manager and VP Level Concentrate on Business Planning and Policy Improvement. Tools: Hoshin Planning & TBP
Roles and Responsibilities
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Jumping from “problem” to “solution” without clear understanding and analysis
Most common mistake
PROBLEM
SOLUTION
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Learning from the Toyota Way
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THANK YOU