Sustainability drivers for investment and activity · Sustainability drivers for investment and activity ... presentation of an improvement ... (National Tree Day)

© 2015 Toyota Motor Corporation Australia Limited 1

Toyota Business Practices

Sustainability drivers for investment and activity

Andreas Kammel

Environment Policy Manager – Toyota Australia


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

Approx: 1,700

Purchase value: A$1.65 b

TMCA EMPLOYEES

• Total: approx. 4,000

• Nationalities: 60+

DEALERS

Toyota: 210, Lexus: 19

Employees: approx. 12,000

•Townsville •Brisbane

•Sydney •Melbourne

•Adelaide •Darwin

WA Distributor

© 2015 Toyota Motor Corporation Australia Limited 3 © 2015 Toyota Motor Corporation Australia Limited 3

Toyota is Australia’s biggest manufacturer of cars


In 2014 nearly 100,000 Camry, Camry Hybrid and Aurion left our Altona factory.


The Toyota Way

The Toyota Way is the foundation of how

Toyota does business

It focuses on:

•Respect

•Teamwork

•Challenge

•Kaizen

•Genchi Genbutsu


The Toyota Way is in all parts of our operation


Respect – Grow our people

Sustainability requires

engaged employees.

We address this through:

• Empowering employees in

the workplace (Suggestion

Scheme, Andon)

• Quality/environment awards

• Forming and recognising

Environment Teams in key

areas of the business

• Developing employees

(Upskilling, ICT)


Case Study

Activity:

TMCA recently undertook an ‘Energy

Treasure Hunt’

This project involved:

• Promotion through internal

Newsletter

• Forming project teams in each shop

• Providing training and a base

‘checklist’ of potential activities

• Checking non-production, start-up

and normal operations for ideas

Outcome:

• The Treasure hunt identified 332

Kaizen ideas with a saving potential

of 958 MWhr/yr


Teamwork – Collaborate across boundaries

Sustainability requires

partnerships.

TMCA looks to:

• National and International

developments and responses

(TMC)

• Involvement with partners

– Suppliers (local/global)

– Dealers

– Affiliates/Competitors

– Government


TMCA is currently commissioning a new biological waste treatment process.

• Reduces prescribed waste by 60%

• TMCA partnered with supplier and EPA

• Overseas affiliates are now sending several engineers on study visits (2-3 months)

• Local staff got involved through ‘naming contest’ – for “Chester the Digester”

• Now trialling new waste streams

Teamwork – Case Study


Challenge - Hoshin (Breakthrough thinking)

Sustainability requires new ideas

• Hoshin is the philosophy of

challenging the existing Status

quo (i.e. Prius Hybrid)

• Question when someone says

“Its always been done this way”

• Ask ‘Why?” at least 5 times

• Set ambitious targets (50% not

5%)

• Concepts can often be trialled at

a small scale first.


Hoshin – Case Study

TMCA has recently

commissioned its “Solar Roof

PV project”

This project involves 0.5MW PV

installation

• $2 million investment (50%

co funding)

• 5 Year payback

• 2% Reduction in CO2

emissions

• 600,000 tons of CO2 abated

over 20 years

• $200,000 cost reduction per

annum

• Online in April 2014


Kaizen (Continuous improvement) – Be innovative

Sustainability happens

everyday and everywhere

• Get the best out of

mandatory programs

(EREP, etc.)

• Focus on monitoring and

measurement

• Visualisation helps to

maintain performance

• Appropriate responsibilities

and escalation

• Daily/Weekly/Monthly

Management


Kaizen - Case Study

• Detailed analysis of current power

consumption

• Install Inverter to control speed of Fans

• Consult with all stakeholders

Activity – Install Variable Speed Drives:

Outcome:

• Power savings: $23,294

• Gas savings: $28,071 (reduced air flow)

• Maintenance: $2,128 (no need to repair

belts & pulleys on a regular basis)

• Equipment parts cost savings: $3,950

(motors ramped up slowly = less stress)

• Total savings: $57,443 per year

• Implementation cost: $34,700

• Pay back 7 Months


Genchi Genbutsu (Go to the workplace)

Sustainability requires common understanding

• Familiarise yourself with your operations (and operators) at the Genba

• Problems become easily visible

• One visit can save a thousand words

• Our senior management visits the shop floor monthly to review environmental performance

• Visits include a ‘Kaizen’ presentation of an improvement idea

• Builds good relationships between staff and management


Monthly Environment PMRs

review

• 30 minute monthly meeting in

the workplace

• Deviation to targets identified

through visualisation

• Countermeasures developed

and signed off in presence of

management

• Issues readily identified by visit

to actual location

• Representation from other

departments

• Instils a sense of care and

responsibility

Genchi Genbutsu – Case Study


Nemawashi (Building consensus)

Sustainability needs consensus

We want to be part of the businesses

which set future directions within

government and industry by:

• Being a part of government and

business roundtables

• Participating in trials and training

• Helping to develop new Standards

(tailpipe emissions etc)

• Open discussion and analysis of

sustainability issues (i.e. ELV’s)

• Developing future roadmaps for

new products (PHEV, FCV etc)


Sustainability can be exciting

It is important to have a sense of

‘excitement’ in business.

• We want to instil in our

employees and customers a

sense of adventure and fun

• Involvement in driver training

• Sponsoring sports and motor

sports

• Encouraging participation in

CSR activities by employees

(National Tree Day)

Waku – Doki (A fluttering heart)


Toyota – Always better cars

Sustainability drivers for investment and activity · Sustainability drivers for investment and activity ... presentation of an improvement ... (National Tree Day)

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