As 1.2 eco toyota dvd 2011

Toyota New Zealand

Thames Vehicle Operations

2007 edition

Toyota Motor Corporation (TMC)

Toyota New Zealand (TNZ)

Thames Vehicle Operations (TVO) Management Structure

Budgets, Key Performance Indicators (KPIs), Reports ,Markets

Certification Process

Corporate Philosophy

Our Mission - Believe

Toyota Way

Toyota Production System (TPS)

Total Quality Management (TQM)

TVO Improvement Structure

Staff Improvement System (SIS)

5 WHYs

Standardisation

International Organization for Standardization ISO

TMC Head Office Nakamura-ku Nagoya Aichi-ken Japan

247m High

40 floors

TOYOTA GLOBAL VISION

Toyota will lead the way to the future of mobility, enriching lives around the world with the safest and most responsible ways of moving people. Through our commitment to quality, constant innovation and respect for the planet, we aim to exceed expectations and be rewarded with a smile.

We will meet challenging goals by engaging the talent and passion of people, who believe there is always a better way.

Statistics TMC Japan

Employees Domestic 67,650

Globally 299,394

Date established August 28, 1937

Total Sales $2.3 Trillion Yen

Vehicle Production 8.9 million

【 Consolidated operating income】 147.5 billion yen

Toyota Group and Suppliers

Toyoda Industries Corporation Manufacture and sales of spinning and weaving machines, industrial vehicles and automobiles

Toyofuji Ships Transportation Service

Toyota Tsusho Corporation Import, export and trading of raw materials and products

Aisin Seiki Co., Ltd. Manufacture and sales of auto parts, household appliances and die- cast parts

Denso Corporation Manufacture and sales of electric auto components and household appliances

Towa Real Estate Co., Ltd. Real estate development, management and rental

Toyota Marine Marine Products and innovations

Fuji Heavy industries Stake holder of Subaru automobile manufacturing as well as aerospace,. industrial product and eco-technology, trains, and housing

Isuzu Motors Diesel engine technology

Hino Motors Truck and Bus manufacturing

Daihatsu Motors Vehicle manufacturing

Toyota New Zealand LimitedToyota New Zealand Limited

Toyota New Zealand Operations

Thames – Vehicle Operations

Year StartedStaff

199966

TFS Auckland

Year StartedStaff

198952

Christchurch

Wellington

Palmerston NorthNational Customer Centre

Year StartedStaff - Direct

- Indirect

19774698 1986

4 7

TNZ AucklandYear StartedStaff - Direct Sales - MTR & Akl wharf

Labour Breakdown

21%

79%

Salary / Waged

Salary / Waged

22%

28%35%

15%

Waged Breakdown

Grade A Grade A2Grade B Tradesman

KPIsOperational/Financial Risks

THAMES VEHICLE OPERATIONS

Certification cost recoveries• Production Results• Cost vs.. budgets by

category NZ New SBT Signature• Certification Cost per unit

trends• Direct Labour Hours • Overtime Hours• TVO Overheads actual vs.

Budget• Certification / POE

Recovery• General factory Expenses

actual vs. Budgets• Outwork Trends• Production Quality Audit • SIS Activity• DPU by Department• Goodwill Analysis• Personnel report• ISO Audits

Management Systems• UV rundown• Signature / SBT Certification

Standards• ISO 9001 : 2000 Business

safety, Environmental & Business Systems Manual

• ISO 14001 Environmental Management system

• Improvement Structure• Purchasing Policy / JDE• Admin / Invoice

verification ./ JDE• NCC TVO Monthly Accounts • Pay Global wage System• License / Permits Register

• Receipt Process• Stevedore tallies• Survey reports• VBats• Car Haulaways Freight TSIP• Electric fences/video/access• Monthly rolling/quarterly

total stock• Monthly Stock Valuations• Monthly FRO/FRNZ

reconciliation

• Vehicle volume • Vehicle quality• Plant Purchasing • Invoice Verification• Direct / Indirect Staff Payroll

( non Salary )• Factory Licenses / Permits

• Tally checks ( AKL POE )• Surveys

• Storage security• Stores / stock control• Vehicle stock takes• Vehicle tracking systems• Stock valuation-

Components - Materials

Reports

THAMES VEHICLE OPERATIONS

• TVO Monthly Accounts

• Certification Cost Per unit

• Certification Recovery Report

• Production Results

• Labour Hours per Unit

• Daily Management Report

• General Ledger Monthly Accounts JDE

• Plant Labour Utilisation Report –Actual

• Personnel Reports – weekly – Monthly

• Purchased or Terminated But not Receipted

• Plant Pre wholesale Priority Vehicles Report

• Local Supply List NV ( LSL )

Budget Reports

Expense Overheads Budget

Used / New Vehicle Standards

Cost Recovery Used / New Vehicles

MANAGEMENT REVIEW

KPIs – Market trends – Previous Trends – Future trends

Dealer network – Target – Overall performance – Dealer Stock

Vehicle Stock – In process – In Transit Japan – Processed stock

Quarterly Review – Strategies

Plant Performance – CPU – Labour costs– Overheads – Recoveries - Capex

New & Used vehicles - Production – Logistics – Operational Reports

Quality – Warranty Stats – Goodwill Costs

Projects - Site Services

Health & Safety – Training – HR -

Regulatory

2011 NV MARKET SHARE22 YEARS Market Leadership

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

0

1000

2000

3000

4000

5000

6000

7000

8000

9000

0 0 0 0 0 0 0 0

T&L 2010

Ford 2010

Total Market Share 2011 YTD

Ind. Volume Toyota Ford Holden Honda Nissan Mazda

Volkswagen Suzuki Hyundai Kia T Last year Ford Last year

21.6%

Market Update

• FRO rego’s down on Jan

• TNZ FRO Toyota market share 5.6% for Jan. 4.5% YTD

• Dealer to Public and P – P CoO both up on Jan

• YTD FRO arrivals not matching registrations

• Total CoO transactions up slightly on 2010

Mar AprMay Jun Jul AugSep Oct NovDec Jan Feb1.5%2.0%2.5%3.0%3.5%4.0%4.5%5.0%5.5%6.0%

TNZ Toyota FRO Market Share

Monthly

12 Mth AV

Mar-1

0

Apr-1

0

May-1

0

Jun-

10

Jul-1

0

Aug-1

0

Sep-

10

Oct-1

0

Nov-1

0

Dec-1

0

Jan-

11

Feb-

114000

5000

6000

7000

8000

9000

10000

RegoArrivals

Reporting Period

February vs J an 2010 vs 2010 YTD

Toyota FRO Registrations 2009 q 2033 -24 -1% 4042 q 3812 +230 6%

Toyota FRO Market Share 30% q 28% 2% 7% 29% q 27% 2% 6%

Total FRO Registrations 6748 q 7286 -538 -7% 14034 q 14072 -38 0%

TNZ Toyota FRO Market Share 5.6% q 3.3% 2.2% 66.7% 4.5% q 3.1% 1.3% 41%

Change of Ownerships P-P 42437 q 40123 +2314 6% 82560 q 82607 -47 -0.1%

Change of Ownerships D-P 15896 q 14319 +1577 11% 30215 q 30018 +197 0.7%

Total CoO transactions 58333 q 54442 +3891 7% 112775 q 112625 +150 0.1%

Total Used Vehicle transactions 65081 q 61728 +3353 5% 126809 q 126697 +112 0.1%

Customs / Arrivals 5559 q 4372 +1187 27% 9931 q 12756 -2825 -22%

NZ

Mark

et

Co

OVs 2010 YTD

Var

Vs Previous month

Var

Imp

ort

s

SUPPLY CHAIN

Certification

Wholesale

Retail

Analysis

Vehicle SelectionJapan

Singapore

New Zealand

CERTIFICATION PROCESS

Ship

Receipt

Mechanical Paint &Assessment

Prime Prep

Wash Bay

!st Stage Compliance

Panelbeat

Service

Mechanical & PIO

Prime

Paint Prep

Paint

Final Compliance

Re-Assembly

Finessing

Quality Assurance

Final Inspection

Waiting allocation

Corporate PhilosophyBusiness: Meeting the motoring needs of New Zealanders with Toyota products and services

Business Objectives To assert leadership in Customer

Satisfaction to ensure “Customers for Life”

To provide products and services of Superior Quality and Best Overall Value

To play a leading role in New Zealand’s vehicle market

To generate Prosperity for the Company’s shareholders, staff and dealers

Guiding Principles Foster a corporate culture that

values people and honours individuality while promoting teamwork

Meet the needs of customers in partnership with TFNZ and an independently owned dealer network

Focus on putting the customer at the centre of the business

Conduct operations with innovation, efficiency and integrity

Be a leading contributor to the New Zealand community under the ‘Moving forward’ umbrella.

Atta

ch

men

t 3A

The Toyota Way

Challenge

Kaizen

Genchi Genbutsu

Continuous Improvement

Respect

Teamwork

Respect for People

Thames Vehicle Operation Systems

TOYOTA WAY

Health &

Safety

Personal Develop

ment

ISOTPS / TQM

Company

Systems

"OUR MISSION""To Develop the full potential of all Staff to

enable them to gain maximum job satisfaction and contribute to theirs and the companies

long term security, using the principles of the Total Quality Management and the Toyota

Production System"

MUDAInventory

MaterialMovement

Motion

Over-Production

Processing

Waiting

Rework

We must never stand still. Where others might rest, Toyota will move forward and seek out the opportunity to do even better. Toyota products and services will represent the finest in quality and value, to improve life for our customers, while respecting the earth's limited resources. Our efforts will be guided by two principals: Continuous Improvement and Respect for People. This simply means that : We honour our customers as welcome guests and serve them in the manner they desire. We respect the time and priorities of our customers and colleagues. We practice the belief that "there is no best, only better." Together, we will bring this commitment to life at every opportunity, for every customer

Our promise…

TOYOTA Promise

The Toyota Way and Believe Continuous Improvement

Respect For People

ChallengeWe believe that if you can dream it you can

do it.We believe a better tomorrow starts today.

KaizenWe believe everyday's a opportunity to

improve.We believe good things stand the test of

time.

Genchi GenbutsuWe believe in going the extra mile.

RespectWe believe in respecting others.We believe in trying to make a difference.

TeamworkWe believe in working together.

We believe:

" In our department we cons istent ly carry out

our work to meet the required qua l i ty

standards to sat is fy our customer at the next

processes."

TOYOTA Believe

Prime Prep Department

Toyota Production System Philosophy

• Quality must be built in.

• The internal / external customer relationship.

• The next process is the Customer.

• The Customer always comes first.

• Focus on the Continuous Improvement of every Process.

• Focus on Eliminating Suffering Problems

Do it right first time

Reducing costs, improving quality, more efficient ways of doing a process

SIS

TOTAL QUALITY MANAGEMENT

T.Q.M ( Total Quality Management ) is an operating philosophythat is totally committed to quality and focuses on achieving thisthrough the continuous improvement of every process and system

EVERYTHING A PROCESS

IMPROVE THE PROCESS

UNIVERSAL PARTICIPATION

TEAM AS WELL AS INDIVIDUAL

EVERYONE EVERYWHERE

CUSTOMER STATISFACTION

CONTINUOUS PROCESSIMPROVEMENT

QUALITY IS

“BUILT IN”

AT EVERY PROCESS

Customer First

The Next Process is the Customer

Never Pass on Defects

Quality Must be Built in

Do it right First Time

Staff Improvement System

The Staff Improvement System is designed to assist staff eliminate suffering problems

in their working environment. It enables them to put forward ideas for improvement in

any area of employment activity. It also allows staff to identify problems with or without a Countermeasure or Improvement idea.

It follows the Plan,Do,Check, Action cycle and the procedure is as follows.

1. Staff member/s get an Improvement idea/or identify a problem.

2.They can discuss/brainstorm solutions and countermeasures.

3. Fill out details on a SIS form. Sample attached. 4. Hand the SIS form to their Team Captain/Supervisor. 5.Team Captain Actions or refers to relevant Improvement

Group. 6. Improvement is adopted or modified 7. Improvement is implemented or trialed 8. Improvement is monitored and confirmed or further

modified. 9. Originator to be informed on completion of S.I.S

STAFF IMPROVEMENT SYSTEM

ISO 43

• Cost Reduction (Labour, Materials etc)• Environmental (Better for the Environment)• Health and Safety (Staff)• ISO 9001:2000 ( Product Quality)• ISO 14001 (Environmental)

• Micro Paint System (MPS)• Environmentally • Cost Reduction• Health & Safety

New Paint Ovens• Environmental• Cost Reduction• Health & Safety• ISO 9001:2000

Dust Extraction System• ISO 9001:2000• Health & Safety• Environmental

Towbar Lifter• Health & Safety• Cost Reduction

Examples of Investments in Technology & Staff Empowerment

Cause

Cause

Cause

Cause

Visible Problem

Real Cause

Problem Analysis ToolsFishbone Diagram

Flowcharts – Process Charts

5 Why’s

Cause & Analysis Charts

Parato Charts

Scatter diagrams

STANDARDISATION

STANDARDISATION IS THE FIRST STEP TOWARDS IMPROVEMENT

WE must know EXACTLY what the process involves in order to be able to improve it

21. Replace and support shock assembly in vehicle.

22. Replace 3 upper support nuts. Replace stiffener plate if fitted.

23. Replace 2 bottom bolts and nuts.

24. Replace brake hose. Replace ABS sensor wire if fitted.

25. Tighten and torque bottom nuts. See TMC Repair Manual fortorque settings.

26. Replace road wheel.

27. Lower hoist. Observe safety procedures.

28. Tighten and torque top nuts. See TMC Repair Manual fortorque settings.

29. Replace upper support cap.

TOYOTA NEW ZEALAND LTD - THAMES VEHICLE OPERATIONS PLANT

STANDARD OPERATION CHART (VEHICLE SAFETY)

Ref. No. T / 7-6 Process Description : Replace Front Shock Absorber Insulator (3)

Date : 29/09/05 Department / Station : MechanicalApproval Plant : Date:

S

QL.T.S.A. Date:

OPERATION STEP KEY POINTSNo.

R

RFor more detailed instructions or torque settings refer to the model’sT.M.C. Repair Manual.

R

S

R

Use designated 4s bins to dispose of old parts and waste for recycling.

First Aid Nos 6905-7/14. Emergency No 6899.

March 2004 Thames awarded ISO 9001 – 2000

Quality Management System

November 2005 - Thames awarded

ISO 14001 Environmental

Management System

International

Organization for

Standardization

Customer Focus. Leadership. Involvement of people. Process Approach. System Approach to

Management. Continual Improvement. Factual Decision making. Mutually beneficial supplier

relations.

ISO 9001-2000 Accreditation

ISO, the International Organization for Standardization is a worldwide federation of national standards bodies

Internationally recognised benchmark

TNZ Thames Vehicle Operation is the first in the world in this type of operation with ISO

CERTIFICATION PROCESS

Ship

Receipt

Mechanical Paint &Assessment

Prime Prep

Wash Bay

!st Stage Compliance

Panelbeat

Service

Mechanical & PIO

Prime

Paint Prep

Paint

Final Compliance

Re-Assembly

Finessing

Quality Assurance

Final Inspection

Waiting allocation

PLANT TOUR