© 2013 Toyota Motor Corporation Australia Limited 1 TMCA and the EEO Applying Toyota Business Practices to Energy Efficiency.

© 2013 Toyota Motor Corporation Australia Limited 1

TMCA and the EEO

Applying Toyota Business Practices to Energy Efficiency


Toyota Australia Overview

MELBOURNE

Port Melbourne• Corporate Head Quarters (CHQ)

Altona Manufacturing Plant• Engine, Foundry, Press, Paint and Assembly

SYDNEY• Sales & Marketing

REGIONAL OFFICES =

LOCAL SUPPLIERS 1,794 Purchase value: A$1.65 billion

TMCA EMPLOYEES• Total = 4,184• Nationalities = 60+

DEALERS Toyota: 210, Lexus: 19 Employees: 12,615

•Townsville •Brisbane

•Sydney •Melbourne

•Adelaide •Darwin

WA Distributor

© 2013 Toyota Motor Corporation Australia Limited 3© 2013 Toyota Motor Corporation Australia Limited 3

Toyota is Australia’s biggest manufacturer of cars


In 2012 nearly 100,000 Camry, Camry Hybrid and Aurion left our Altona factory.


Toyota considers Sustainability in all parts of our operation


Carbon Foot Print of a Camry Embedded energy in Materials = 5.98 tonne/car

Parts Manufacture (Suppliers) = 2.64 tonne/car

Vehicle Manufacture = 1.50 tonne/car

Parts and Vehicle Logistics = 0.093 tonne/car

Sales Activities = 0.21 tonne/car

Lifetime use of vehicle = 44 tonne/car

A/c gas= 0.65 tonne

Offices & Warehouses0.13 tonnePer vehicle


EEO as part of the response

The EEO is a part of Toyota Australia’s response strategy to limit the impacts of the Clean Energy Future Scheme

The EEO is used as a management tool in the overall response which also includes:•Toyota’s Guiding Principles•The Toyota Earth Charter•The TMAP Regional Action Plan•Toyota Australia’s Environmental Action Plan•Annual Environmental KPI’s


TMCA Activity – “Axe the Tax”

To encourage Energy Efficiency in manufacturing, TMCA had an ‘Axe the Tax’ campaign in 2012 to:• Implement Actions to

reduce the impact of the CEFS

• Offset additional cost through identified savings

• Encourage all Shops to put forward Energy Efficiency Initiatives


Challenges

The key challenge with using the EEO processes for Toyota Australia is turning a legislative requirement into a useful business tool suitable to our industry.How do we reconcile:•Data vs Information•Legislative vs Company requirements (i.e Payback criteria)•Energy vs Carbon•Toyota systems vs Government systems


EEO and TEMS

• TMCA integrates EEO through our EMS

• Each shop has a multi disciplinary TEMS team

• Each TEMS team has access to support from engineering and Corporate groups

• Each TEMS team is tasked with finding and implementing improvement ideas


The PDCA Cycle

TMCA uses the PDCA process to implement energy efficiency projects• Plan – The TEMS teams look at

identifying new projects and gather all relevant data (including baselines etc).

• Do – The projects are assessed, approved and implemented (taking account of EEO requirements)

• Check – the performance of the project is measured against expectation (daily, weekly, monthly)

• Act – The project is integrated, standardised and shared


Case Study: VSD Drives - Background

• The supply & exhaust fans in cavity wax are connected in direct online configuration

• They have a current 6 times the motor rated current at start-up

• This results in unnecessary energy being consumed.

• During Production time, the fans are running at full capacity and are being left on during non production time thus using excess energy (Gas & Electricity).

• Maintenance regularly have to change and repair motor belts & pulley.

• The conditions of these booths have changed as they are now dry booths.

Before Kaizen:


Case Study: VSD Drives - Activity

• Undertake detailed analysis of current power consumption

• Install Inverter to be able to control speed of Fans

• Consult with all stakeholders regarding• Quality concerns• Maintenance issues• OH&S concerns

Activity – Install Variable Speed Drives:


Case Study: VSD Drives - Results

After Kaizen – Supply Fan:

• Reduced frequency from 50 Hz to 45 Hz and then 40 Hz

• Power reduction from 50kW to 28 kW

50HZ

45HZ

40HZ



After Kaizen – 2 X Exhaust Fan:

• Reduced frequency from 50 Hz to 45 Hz and then 40 Hz

• Power reduction from 17 kW to 9 kW

50HZ

45HZ

40HZ



After Kaizen:

• Power savings: $23,294• Gas savings: $28,071 (reduced air flow)• Maintenance: $2,128 (no need to repair the

belts & pulleys on a regular basis)• Equipment parts cost savings: $3,950

(motors are now ramped up slowly resulting in less stress on belts and pulleys)

• Total savings: $57,443 per year• Implementation cost: $34,700• Pay back 7 Months


Case Study: VSD Drives - Yokoten

Yokoten and Next steps:

• Roll out activity to other fan motors across the Paint Shop

• Identify potential applications in other shops such as:

• Black Out Spray Booth Paint Shop• Torit exhaust system in Body Shop• Weld exhaust system in Press Shop• Emission test Laboratory ventilation

system


Case Study: VSD Drives – Recognition

TMCA acknowledges that the key knowledge about process improvements sits in the TEMS work teams and we hold an annual awards process to recognise their efforts.•In 2013 there were 10 teams competing in the annual TEMS awards•The combined savings of the projects put forward exceeded $1.4 million per year•The 2013 Winner and submission for the Global Eco Award was the Paint Shop Maintenance VSD Drive project

© 2013 Toyota Motor Corporation Australia Limited 1 TMCA and the EEO Applying Toyota Business Practices to Energy Efficiency.

Documents

dealers toyota

hz slide

toyota business practices

toyota earth charter

vehicle slide

energy efficiency slide

operation slide

shared slide