The history of Toyota, or how the Japanese conquered the automotive market. In which countries are Toyota cars produced, factories in Russia Models that are assembled in Russia - factories

17.07.2019

The clichés that marketers painstakingly put into our heads to boost sales of their products are quite varied. Everyone knows that BMW cars are the most manageable, Mercedes-Benz is comfortable, Volvo is safe, and Toyota is reliable. Using the example of a Japanese brand, we will check whether this is actually the case, as they want to assure us.

Recently, the AvtoVzglyad portal published material on the most dangerous on the Russian market, based on data from recall campaigns conducted recently by manufacturers. Representatives of Toyota did not agree that their car was among the "winners" and sent an official refutation of the journalistic "fabrics" to the editor, which we present without cuts.

“On behalf of the company, we would like to point out the incorrect use of terms and misrepresentation of facts in relation to the conduct of Toyota. First of all, we draw the attention of the author and readers to the fact that service campaigns are of a preventive nature. Toyota pays special attention to the quality of its cars. After the sale, the company constantly evaluates how the cars behave during the period of operation. From time to time, there may be a possibility that certain components or characteristics of vehicles may not correspond to the established technical regulations. In such cases, Toyota openly announces a service campaign and diagnoses and repairs customers' cars free of charge.

Secondly, we would like to point out that on 6576 vehicles equipped with a 2.0 liter engine, there is a possibility that if the accelerator pedal is pressed and released at a certain frequency, the exhaust gas recirculation valve (EGR1) may not close entirely due to incorrect engine control unit software, as a result of which exhaust gases can constantly circulate in EGR system, which can lead to unstable idling and only in extremely rare cases to stop the engine while driving. Not a single case related to the situation described above has been recorded in Russia.”

Well, we will not argue with the opinion of the specialists of the Japanese company, although we did not find any examples of “incorrect use of terms and distortion of facts regarding service campaigns” in this text. Moreover, we agree in principle that such promotions are mostly used as an informational occasion - so that the brand is not forgotten. However, in some cases, genuine concern for the client may well be the driving motive. What, by the way, was also written by the AvtoVzglyad portal.

However, regarding the issue of the legendary reliability of Toyota cars, let us doubt that it is head and shoulders above all other brands. To begin with, let's refer to the results of studies conducted by the analytical agency. According to him, as of the beginning of 2016, there were 40,850,000 cars in Russia, of which cars of foreign brands occupied a little more than half, or rather, 58%. At the same time, during this year, our fellow citizens and guests of the country have purchased components worth 834.2 billion rubles for their "iron horses" with foreign pedigree. The undisputed leader in sales of spare parts for passenger cars belongs to Toyota, which accounted for a sixth of the total purchases. Toyota owners spent 134.3 billion rubles on parts for their cars!

At first glance, it may seem that this is a verdict on the reliability of the products of a Japanese company. Moreover, it is final and not subject to appeal. However, her affairs are still not so bad. The fact is that 3,544,099 Toyota cars run across the expanses of our Motherland, which corresponds to 15% of all “foreign cars” that have taken root here. Spare parts for them were sold in the amount of 16.1% of the total number of sold parts for cars of foreign brands. And yet, a comparison of the last two values does not confirm the amazing reliability of Toyota.

On the contrary, they are more reminiscent of the average temperature in the hospital, and with a bias towards a little more “breakability” than in the ordinary case. But let's not run ahead of the steam locomotive and see what other leaders of the Russian fleet show us. Toyota is followed by another Japanese company in terms of the total number of cars sold -. It accounts for 8% of the market and 8.5% of money spent on spare parts. The proportion is about the same, but slightly more in favor of Nissan. They are followed by Korean with 6.6% and 6.1% respectively. Further - French (5.9% and 5.6%) and German (5.7 and 5.5).

background

The company began its development in 1933. Initially, it was just a division specializing in the production of cars in the Toyoda Automatic Loom Works, which was engaged exclusively in the production of automatic looms. The founder of the new department was , who was the eldest son of Sakichi Toyoda, the owner of Toyoda Automatic Loom Works.

After a while, it was Kiichiro who made the Toyota brand recognizable around the world. As an initial investment required for development new industry, were funds received from the sale of rights to use spinning machines from the manufacturer Platt Brothers.

epic stages

1930s

1935 was marked by the creation of the first passenger car from Toyota, which was called Model A1, was later renamed AA.

It also created the first truck called G1.

In 1936, full-fledged production of the Model AA began, at the same time the first export of cars was organized.

1940s

During World War II, the company only produced trucks for the Japanese army. After the war, namely in 1947, the production of passenger cars began. commercial vehicles SA models.

1950s

A severe financial crisis hits the country, and the company suffers the first and last strike of workers. After it, in 1950, a separate organization was allocated from the former sales department Toyota Motor sales co. Considering that at that time there was a difficult post-war situation in the country, the company was able to quite successfully hold out and suffered not the biggest financial losses.

Intensive development of own technologies began, large-scale research began to be carried out. The company has expanded its product range by releasing Land cruiser

and founded Toyota Motor Sales in the United States of America, which exports Toyota products to the United States. Initially, American market rejected new brand car, but the company quickly analyzed current situation and corrected the situation by conquering a new market for itself.

1960s

In 1962 year Toyota celebrated the release of the millionth car. In this decade, the economic situation in Japan improved markedly, which had a positive impact on the company's sales. At the same time, the active development of the dealer network in other countries of the world began.

In 1965, Toyota became the most popular Japanese car brand in foreign countries.

In 1966, the company developed and launched its most popular car— Corolla.

During these years, the company concludes two important for its further development contracts with Hino (1966) and Daihatsu (1967).

1970s

In the 70s Toyota start active construction of new factories and constantly improved its technical equipment, the company also began to introduce innovations from expensive models to cheaper ones Toyota brands.

Celica was released in 1970.

In 1978, it begins to be produced Toyota Celica XX, now she has Toyota name Supra, she also had the name Toyota Celica Supra.

Sprinter also launched

and the Tercel Mark II, which was Toyota's first front-wheel drive vehicle.

During this period, the company releases the first generation of the Supra, which was based on the Toyota Celica. It was called Selica-Supra.

In subsequent years, they were separated.

The company enters the new decade with overcoming the economic crisis and the release of a new exhaust system corresponding to environmental standards that time.

1980s

In 1982, Toyota Motor merged with Toyota Motor Sales and merged them into a large corporation, Toyota Motor Corporation. At the same time, the Camry model appeared.

Toyota is gaining a leading position among automobile manufacturers in Japan and ranks third in terms of production among other countries.

In 1983, the company enters into a multi-year contract with General Motors, and the next year will start manufacturing cars at their joint facility in the United States. At this time, the construction of the test site begins and continues until 1988. In 1986, Toyota starts Corolla release II, then Corsa

and finally 4Runner.

Toyota opens up a new Lexus division that targets the luxury car market. Previously, Japan was a supplier of economical and inexpensive cars, with the advent of Lexus, the position of the company has changed.

1990s

In 1990, the company opened its own Tokyo Design Center. In the same year, the first service station was opened in the Soviet Union, and branches of the company continued to open and develop around the world.

Supra goes serial sports model companies. Thanks to rear wheel drive, powerful turbocharged engine and futuristic design, it has become iconic car for racers and tuners of all countries for a long time.

The Celica, on the other hand, became a front-wheel drive car and embodied more “civilian”, pseudo-sport characteristics. It has become more popular than the Supra due to the price segment.

Following scientific and technical progress Toyota opens its own research companies. The company's policy is actively fighting for the ecology of the environment, plans are being developed to protect it, thematic books are being published. In 1997, a new Prius model with a hybrid engine was developed. Following the new model hybrid engines appear in RAV4

and Coaster

During the 1990s, Toyota opened a Training Center in Moscow and Vladivostok, produced its 100 millionth car, entered into dealer agreements with global manufacturers such as Audi and Volkswagen, became the owner of the majority of Daihatsu shares, and signed a share distribution agreement with Hino and Daihatsu , begins production of new VVT-i engines and launches a new global business plan. In 1997, the production of the Raum model began.

and next year Avensis appeared

and Land Cruiser 100

2000s

In 2000, the release of the new RAV4 began.

All this time, there has been a big increase in sales of Prius and Camry.

In 2000, the VVTL engine was first used on the Toyota Celica, an improved version of the VVT-i has variable valve timing and valve lift.
In 2002, Toyota broke new ground by entering Formula 1.

After General Motors announced its intention to develop an electric vehicle called the Chevrolet Volt, Toyota put forward a response statement on the creation of an analogue and began testing the Toyota Plug-in HV in a number of largest countries peace. Toyota is of the opinion that an electric car is not as detrimental to the environment as a hybrid car (Toyota Prius) does.

The company logo was officially introduced in 1989. It consists of three ovals: two ovals perpendicular to each other, located in the center of the emblem, symbolize the strong relationship between the client and the company. These ovals represent the letter "T", the capital letter of the Toyota brand name. The third oval, which acts as a background, carries the idea of the inexhaustible potential of the company.

In 2004, the sign was improved and acquired three-dimensional outlines. Such changes were made in order to express the main promise of the company - perfect quality. The brand name is done in red to indicate its affiliation with the brand.

Company

The head office of the company is located in the city of Toyota.

The Toyota car factory is a national treasure in Japan. The company's concern, in addition to the production workshop, is equipped with an exhibition hall and a museum of history famous brand. Toyota opens its factories around the world: in the Czech Republic, Britain, Russia, China and other countries.

Since 2002, a plant in St. Petersburg has been operating in Russia.

Toyota is really a huge company. By 1957, the small village of Koromo, in which the company's first plant was located, had grown to the size of a real city, a year later it was renamed Toyota City. The population of the city is 400 thousand people, it houses the headquarters of the automaker, 7 Toyota plants and the main technical center of the company.

The company also manufactures trucks and buses under the Toyota and Lexus brands, as well as Hino, Scion and Daihatsu.

Current position in the global market

Today Toyota is one of the most major manufacturers vehicles worldwide and the largest national automaker. average speed production is one car every six seconds. Toyota is an association of many companies involved in different industries.

Toyota sold about 9.7 million vehicles on the world market in 2012, thereby exceeding 2011 sales by 22%, which fell due to natural disaster that hit Japan. In the new year, the company plans to increase sales to 9.9 million cars through the release of restyled models.

In addition to the automotive industry, the main achievement under the auspices of trademark Toyota is an achievement in robotics: the robot partner. Its creation was the result of close cooperation between the company and the Tokyo University of Technology. This project has already presented 10 of its robots to the public and is not going to stop there.

Sports achivments

Since 2002, the Toyota team has been actively involved in Formula 1 competitions. The Toyota Team Europe racing team was located in the German city of Cologne. The company invested heavily in its new project, but the results never lived up to expectations.

2009 was the last season for Toyota team pilots. On November 4, the company announced the termination of participation in Formula 1.

The Toyota Celica ST165 rally car brought the company's first victory in the Finnish Formula 1 round driven by Juha Kankkunen. She became the car that brought Carlos Sainz victory in the 1990 World Championship.

Toyota Celica ST185 brought five wins in the 1992 season, success in 1993 and 1994. She was the number one car in the rally.

The 1994 Toyota Celica ST205 had too many flaws to replicate the success of its predecessors.

Toyota Celica ST165

Sport Team

Toyota Racing is the company's Formula 1 racing team. Among the team's drivers in 2007 were Ralf Schumacher and Jarno Trulli, in 2008 Timo Glock appeared, replacing Schumacher.

In 2005, Jarno Trulli took second place, while Schumacher brought the team two third places. In addition to Formula 1, Toyota participates in such races as NASCAR, Super GT, Formula Nippon.

Irina Krokhmal - Head of the Production System Development Department of OJSC KAMAZ-Metallurgy

Basic principles of T - TPS:
. JIDOUKA(Jidoka) - Combined processes, quality (previously used the definition of "Autonomization")
. JIT (Just in time) - Right on time
. cost down - Cost reduction
. Motivation
. KAIZEN- Continuous improvements

T-TPS is an important part of the integrated TMS system, which also includes sales and service maintenance Toyota concern.
TMS - Toyota Management System
T-TPS-Total Toyota Production System
TDS - Toyota Development System
TSS - Toyota Sales System
TPS - Toyota Production System

Total Toyota Production System effect

Until 1980, Toyota was managed on a top-down basis or Top-dovun Management. A top-level manager came to the production site and recommended to eliminate the shortcomings, instructions were given to subordinates what exactly to do, and failure to comply was punished. This approach led to overtime work, exhaustion to eliminate comments. Everyone worked ahead of waiting for the next top check. The workers even created an unspoken warning system, and where the inspection intended to arrive, the workers scattered. I had to think and change the approach to production management.

Since 1980, a method has been proposed for production management self-study problems (Jichuken). This formed the core of the Toyota Production System:

Independent analysis and ranking of problems;
Deep study of the causes of problems;
Independent development of events;
Improvement of the production site;
High level of motivation.

This approach required the main thing - the activation of the company's personnel. As the field of activity of the production personnel expands, Toyota pays a lot of attention to the education and training of workers. Workers are also entrusted with functions that are very important for the built-in quality process and the process of continuous improvement. Therefore, an important condition for building management by the Jichuken method is the training and development of workers.

When creating T-TPS and managing the Jichuken method, logistics and quality departments were subordinated to production, and workers are trained and perform the functions of controllers and forwarders: they competently work with the parameters of good products and manage kanban cards. At present, there are no QCD posts at Toyota; control is not needed at all at the finishing operations, because built-in quality is created in production, executed and guaranteed by production. And the quality department performs the functions of continuous monitoring of parameters for evaluating operations, develops, implements and monitors measures to improve the quality of the product. All these changes made it possible to have 5-6 defective items from the total number of nomenclature per 1,000,000 items. Under the previous management, there were 3-4 defective units per 1000 units. Toyota's goal is 0 defective units and they are constantly working on it. Production workers at Toyota are the strongest link.

Differences between the old TPS system (Old TPS) and T - TPS


Emphasis on motivation and kaizen	Modeling of lines and flows	Activation of personnel, continuous improvement of the process (kaizen)
Interaction between management and workers	Management through the instructions of the head	Management through independent thinking
Promotion of management approaches through motivation	Control and direction from above	Everyone participates in kaizen
Guaranteed quality	Autonomization	Combined processes
Significant effect	Any improvements	Think and earn
Cost reduction	Active Flow Modeling	Process engineering from line design

Power of Compani (Strength or power of the company)

Toyota experts evaluate the strength of the company by the level of strength of the company's personnel. To do this, use the formula

n
Company success =( P personality)*( A bility)*( M)
i=1 i i i

n= Works+Staff
Where
. P- personal qualities of the employee of the company (character)
. A- skills, professionalism of the employee
. M- level of employee motivation
This determines the Toyota success of the company, that is, profit and quality.

The role of the leader, manager of any level of the company is to constantly work to raise the level of skills and motivation of the staff, in other words, to activate the employees of sections, departments and office employees. Toyota's management does not consider itself outstanding, but this principle, which the company implements, gives results and distinguishes it by its main strength, Toyota has very skillful and highly motivated people.

Toyota constantly ranks itself in the Global Benchmarking (GBM) with a focus on T-TPS on a five-point scale. This helps to determine the company's place on a global level. Toyota specialists were invited to evaluate other world companies in the USA, Korea, China, and Japan using this system. If the score reaches 3 points, the company is considered competitive in the world. Currently, only Toyota has a score of 5 points. Most companies in the US, Korea have 2-3 points and do not have 4-5 ratings, in China so far only 1-2 points.

The score is built on a hexagon diagram, each of the corners means the score parameter, and the level from the center - points (from one to five).

Production sites and personnel
. standardization
. staff training
. level of logistics
. equipment
. quality (to what extent can the quality be guaranteed)

As already mentioned, people with multifunctionality distinguish Toyota from other companies. This is an important advantage and it is fully provided and supported. Be sure to each production site there is a matrix with a list of jobs (operations) and a list of workers in this area, in which the filled sectors of the circles reflect the main indicators of the employee (skills).
1 - completed training
2 - know how to perform the operation
3 - I can do quality work
4 - can teach another

This way of assessing the job site and visualizing skills is important. If you need to increase the takt time, the amount of work, and the staff is not very trained, then it is unlikely that the work will accelerate and the task will be completed. The more advanced the multifunction, the easier it is to change the takt time and the production volume. Toyota changes the tact time once a month. If qualifications allow, it is also useful to rotate employees.

Training at Toyota is systematized. People learn from the moment they enter. As workers learn, they are assigned skill ranks. The highest rank is S, very few have it. Basic ranks A, B, C…. The ranks of workers are also visualized, hung out in the workshop at the sites. Training is carried out one-time, the theory is read and then you can proceed to implementation. In the course of training, workers have to grasp everything on the fly, because. theory is taught only once. But in the course of building T - TPS, this knowledge must be put into practice, so there are trainings, they are carried out several times. In the course of trainings, skills are acquired on how to properly perform in practice. After listening to the information once, it is not possible to remember everything. Therefore, the training step is important: to memorize the movements on a specific working operation without errors with the body. Don't waste time repeating information - that's visualization. This method helps both the worker and the manager. Important: convey information and consolidate it.

The main tool for activating working production sites are "Quality Circles". This form exists on an ongoing basis, its participants are members of the site team. The main purpose of the "quality circle" is an independent analysis of the identified problems in the production operations of the site, improving the quality of the product and seeking to reduce the cost of production.

Between the sections of the enterprise (“quality circles”) there is a competition in the quality of work performed and in solving production problems. The results are summed up once a month at the general meeting of "quality circles". The best work is awarded. It is important. At the sites, the level of skills is growing, the level of knowledge and motivation is increasing.

In addition to the basic technological requirements for the performance of work operations, the main requirement of Toyota is the requirement not to make a marriage, not to transfer the marriage. In this direction, Toyota uses the ANDON tool in the production process. Any worker is given the right to stop the production line if 60 seconds after the manufacturing quality deviation is detected, the issues are not resolved. As a rule, a stop happens extremely rarely.

Andon - public address system

Toyota is never punished for an admitted marriage. On the contrary, if it happens that for some reason a marriage is made, discovered and presented, this is encouraged. Each worker of the site performs the role of a quality controller. If a worker detects a deviation in the production process and this can lead to a marriage, he immediately acts: gives a signal using a button or a cord, after which it lights up signal lamp for the manager. The Andon scoreboard has each plot. This electronic scoreboard, which reflects all the work activities of the site. At the same time, it is a warning system for all working areas. Immediately, at the signal of the yellow lamp, the head of the section approaches the problem area. He has 60 seconds to solve and usually solves the problem in 60 seconds. If they do not decide, then after 60 seconds the red lamp will light up - this is a signal for everyone to stop the line. It is important.

Toyota attaches great importance to visualization. Visualization is a way to prevent and control an abnormal situation. Visualization is a reminder of important information, it is a form to consolidate the acquired knowledge for a specific operation.

JIDOUKA (Jidoka) - Combined processes, quality (previously used the definition of "Autonomization")
Built-in quality. Principle: only the production of good. Do not produce a marriage, prevent the appearance of a marriage, do not transfer a marriage.

Product quality management is a stop and alert system in case of defects. The quality control process is supported by inexpensive instruments and cheap control methods. Controllers within the process are the production workers who perform work operations. The entire responsibility for quality rests with the production department. A suitable product is made at each site and only a suitable product is transferred from site to site. Therefore, it is customary to talk about combined processes or a combination of processes, and not autonomization, as was previously accepted.

There is a control matrix for a thorough assessment of control. In traditional control schemes, it is difficult to assess where a defect occurs, a lot of time is lost, as a result, a defect stock is created! At most enterprises, data on marriage is taken from a personal computer and rely too much on unreliable information. The PC displays only a small part of reality, so it is customary in Toyota to detect defects at each redistribution. If the cause of the marriage is found, then measures (kaizen) are immediately implemented. First of all, you need to perform an analysis of the problem on the spot. Or as they say in Toyota: a crime is investigated at the scene of the crime, the weapon used to commit the crime.

All helpful information for marriage is placed in the "Quality Corner" at each site. A sample of marriage and documents for this marriage are required. This supports the production department, not the quality control department. Built-in quality is created by those who produce, guarantee and ensure quality. The quality control department has been assigned the function of supporting the production department. QCD performs various timing and time measurements.

There are tools to detect marriage:
. When married STOP!
. Marriage is not to be accepted or transferred!
. Quality control card with 5 levels: poor quality (FAIL), slightly better, tolerable, good, very good.

The level of defective products is represented by a matrix. Such a matrix is completed for each section. There are operations in the area. All of them are written in the matrix. Operations are rated on a 5-point scale.

Table for approximate example

(a) - assessment that the details of the desired parameters and ease of execution
(b) - assessment by checking the technical conditions of the operation

The parameters and characteristics of the required quality are included in the developed matrix in relation to a specific site. For all low scores of the matrix, urgent measures (kaizen) are carried out. This improvement allowed to significantly raise the level of quality.

Now at Toyota, this quality report is also used in auxiliary production to improve processes at each workplace. In recognition for the revealed marriage, people are encouraged, the problem is urgently sorted out and the causes eliminated.

Cost Down - Cost Reduction

Every day at Toyota, everyone thinks about reducing the cost of a product. It is important not to overdo anything! Do not create excess inventory, do not do work that no one ordered. They are engaged in cost reduction with the involvement of all personnel, starting with the design of new products. Production is actively engaged in cost reduction. Cost control is carried out by a dedicated foreman. It controls the cost of raw materials and materials, energy costs, labor costs.

Previously, cost information for Toyota was closed, but today cost information is transferred to the production departments in order to reduce it. Each specialist in the production department should think about the cost and look for ways to reduce it. With the previous approach in management, it was: the heads of departments and workshops controlled the work processes and gave instructions. Now, plus the requirement to reduce costs, to be in contact with workers, to engage in the activation of workers, instill skills to implement improvements, train staff, increase productivity and quality.

An important tool in achieving cost reduction are improvements (kaizen)
. 5 S =4 S +1 S (improvement)
. Visualization
. Execution of STANDARD operations
The effect is in the activation of employees and a high level of motivation.

5 S score: conscious and subconscious

Toyota believes that it is necessary to put estimates on each job site. It is necessary to evaluate the effect of 5 S unequivocally - this is the activation of employees and sites. Grades increase the level of skills and motivation. Toyota is constantly working to improve the level of workers' skills and motivation. As a rule, a group of people works at each site. The goals set by the group are achievable. If the group achieves the goal, then the participants are happy. It is important to maintain an atmosphere of joy. Scientists have concluded that the brain perceives joy as an addiction and seeks to repeat it. Toyota built the concept of 5 S estimates on these dependencies. It is important to constantly influence the group of the site and move the group up to the real goal. There is no need to stabilize grades 2 and 3. This leads to a decrease in the result, the level of motivation decreases. Any score can be good, but it can also improve. The leader must know the specifics of working with the group well and be sure to praise the workers even for minor improvements. It is especially necessary and important to promote improvements.

Thinking works with theory, it is important to build a transition from planning to action. For what reason do we not proceed to action, if we know everything well? It requires an impact on the conscious and subconscious, and in particular, to raise motivation. Often the subconscious is not ready, even if the consciousness determines the need for action. In order to transfer information from consciousness to the subconscious, it is necessary to raise motivation. Part of the brain is responsible for motivation. Managers must understand how to influence the spiritual state of a person and be able to raise motivation.

All the activities of the former Toyota production system were aimed at reducing inventory, reducing costs, improving quality, that is, the management did not think about the happiness of employees and the company. Total - TPS aims to achieve the level of happiness of each employee and thereby increase their level through 5 S, "quality circles", TPM and other tools.

If the goal of TPS was to reduce workers, then today in T-TPS this is not the case. It is necessary to start building a production system with the activation of personnel and increasing motivation.

Statistics also show that in the course of daily work, workers know and understand the causes of equipment failure better. The workers themselves make proposals for improving the maintenance of equipment and improving the process with the use of equipment. Essential workers perform supportive maintenance work on operating equipment: know how to perform maintenance and perform inspection, cleaning, minor repairs. This is done everywhere at Toyota, which is why this practice is called universal maintenance of TPM equipment. But major repairs and scheduled maintenance are carried out by service units.

Work site teams regularly participate in TPM evaluation meetings. Such meetings are called Boo-ay. Boo-ay is evaluated by all teams (for example, at 2 factories, 100 teams each, 7 people in a team). During the evaluation, a list of 200 brigades is compiled (from the best to the least good). Boo-eye meetings reveal which teams are more active and which are less. The meetings are attended by workers and management of factories. The assessment affects crew salaries starting from the next month. That is, it can change every month depending on the evaluation of the boo-eye. Such a system creates healthy competition and a constant desire to work on process improvement. Meetings are very much needed and a positive tool for Toyota.

JIT (Just in time) - Just in time

An important element of the Toyota production system is organized internal and external logistics.

Traffic is prohibited in Toyota production buildings diesel forklifts. Only the movement of an electric car with trailers is allowed. For the movement of electric vehicles and people, the lanes are marked: red for electric cars and carts, green for workers. Along the movement of the supply route, tape is glued with symbols as clues. The "agevi" system works (trolleys and movable structures, such structures are developed by the workers themselves). All Toyota employees think about cost reduction and impeccably perform standard work and cost reduction measures, including in logistics. Workers do not make unnecessary movements and do not perform work that does not bring value. Racks for Toyota with a height of no more than 1.5 meters, the level of the racks tilts, allows you to visually view products, flows, traffic and does not block contact with managers.

An important achievement at Toyota is the elimination of inter-operational inventory. In order not to create inventories of work in progress, much attention is paid to logistics and the KANBAN tool with kanban cards (quantity information for delivering components to an operation). The layout of the equipment is handled by the manufacturers. They optimally arrange jobs and draw up routes for the delivery of components. The logistics department is also part of the production. This allows you to optimize logistics schemes.

The entire production process is visualized by an electronic scoreboard. It necessarily shows the sections and processes, takt time, plan, fact, deviation,% of equipment use.

Along the movement of the conveyor there is a markup that allows you to evaluate the actions performed in 12 seconds. IN preparatory operations use a set of modifications for the main process, following the required sequence. Parts diagrams are used. Previously, assembled components lay on racks next to workplaces, but now they are constantly delivered. Stocks with wheels are only multiples of the takt time of the operation. In fact, there are no stocks. The pull system works. In order to build the work in this way, it is necessary to constantly work with the plan and make timely adjustments. If the production sites do not follow the rhythm of the plan, then problems arise, confusion is created in the accounting at the processing stages. The KANBAN system works from the last section and does not create inventory, because the previous section does not do what the next one does not need.

Kanban is also the movement of information. A kanban card is a record. Toyota does not do anything if there is no confirmed information. The plan must be managed. As a tool, visual kanban cards are used at the border of the parcels. In Toyota manufacturing, 90% of operations are organized using kanban cards, and the kanban card is considered the most successful tool for adjusting production planning. Each previous section serves the next one. The container has a multiplicity of packing places for the required order quantity. The card received with the container is transferred to the box and sent with information to the previous operation: delivery time, quantity (min, max), if necessary, other clarifications. Red and green cards are used. Red for transportation, green for production order (for manufacturing). If manufactured parts are waiting for delivery, they have a green card, and before transportation, the green card is replaced with a red one. There are also

Kanban, it is used to manage batches. If the supplier is in a remote area, then an electronic kanban is used, the supplier prints it, executes it and sticks it in a container with the delivery of the ordered cargo.

To implement work with kanban cards, serious training is required for both workers and managers. If you miss this, then kanban does not work.

Toyota made $20 billion in 2007

Toyota lost $5 billion in 2008

Toyota concluded that the reason was not the financial crisis, but the company stopped giving special attention to inventory control. Any company on an ongoing basis needs to work with inventory management activities.

To reduce inventory levels, Toyota uses multiple delivery: the more often we deliver, the better. Transport delivering goods should be completed taking into account the production cycle time, various necessary inventory items from different suppliers. It is important that inventory does not create redundant warehousing and intermediate storage. If we compare the cost of transport and storage operations and excess stocks, then it is more profitable to transport more often. When ordering from a supplier, the order is delivered in the order in which it is needed for production.

If the level of stocks of components and materials in production falls to a minimum, then the system operates by analogy with ANDON, it is triggered after an automatic signal is sent to the supply service. This is how the pull system works. As for small parts, there is a place for them next to the operation (a storage rack with hardware, washers, rivets, plugs ...).

As a result, when working with supplies, a matrix for providing components, raw materials and materials is also created.

The level of logistics at Toyota is the highest in the world. And this level is provided by Toyota people. System JIT(Just in time) "Just in time" works at the expense of high level motivation, skillful management of plans and well-trained staff.

KAIZEN - Continuous improvement

Kaizen in Toyota is a consequence of any analysis and study of the causes of problems. Staff activation is key. Much attention is paid to production processes, improvement is an endless process. The principles of T-TPS lead Toyota to the development stage with a focus on improvement (kaizen) in the design of new lines before the release of products. Toyota's new approach to driving is all kaizen. Previously, Toyota evaluated both the submission and implementation of proposals. Now they only pay for the implementation.

An article about Toyota cars - how they compare favorably with other brands. Car Features Japanese brand. At the end of the article - interesting video about Toyota cars.

The content of the article:

Automotive giant Toyota is not only a Japanese economic miracle, not only a cutting-edge developer high technology, but some special world with its deep philosophy, special approach to personnel and thoughtful attitude to each of its creations. That is why their cars are so different from all other world brands.

1. Conservative

The quality of Toyota cars, elevated to the rank of "legendary", is largely due to a certain conservatism of Japanese engineers. It's strange to hear that, given how cutting-edge research the company is doing. Nevertheless, it is technical innovations that Toyota uses almost later than all other automakers. So it was, for example, with an aluminum cylinder block, on which engineers all over the world rushed to replace heavy cast iron ones. And Toyota specialists preliminarily weighed all the pros and cons:

the engine becomes 30 kg lighter;
fundamentally the total weight of the car aluminum block does not reduce;
certain operational nuances appear, such as a stronger overheating of the block compared to cast iron.

As a result, Toyota engineers learned how to produce and use such blocks, but were in no hurry to actively apply them on their models.
A similar situation is with the vacuum sensor, which is responsible for the air flow in the motor control system. Unlike such common air flow sensors, they are almost anachronistic, but they almost never fail over the entire period of vehicle operation.

2. Suppliers

Attributing the incredible reliability of cars only due to the skill of Japanese engineers will not work. Models oriented to the European market are not produced in China, but in other countries, including Russia. However, Toyota knows how to choose suppliers of those consumables that it does not produce itself very competently. For example, she purchases all electronic stuffing from Nippon Denso. Founded in 1949, this company has become a world leader in electrical and electronics, air conditioning and radiators, heaters and communications. On this moment it has about 70 production facilities in 22 countries, supplying assembly shops with the necessary components.

Featuring the world's thinnest iridium electron at 0.4 millimeters, Nippon Denso's innovative automotive spark plugs provide power reserves that guarantee stable ignition in any, most extreme conditions. extreme conditions. And Nippon Denso's U-shaped groove design ensures improved ignition and absolute combustion of the fuel, significantly increasing the efficiency of the car.

Only the resistors present in Nippon Denso spark plugs reduce not only car radio interference, but also prevent their influence on the navigator, fuel control systems and ABS.

All this together increases the overall reliability of Toyota vehicles, especially in comparison with Nissan, Mazda, Mitsubishi, which use spare parts from the same Mitsubishi and Hitachi.

The same can be said about the wonderful "indestructible" automatic boxes purchased from Aisin Warner. Two Japanese corporations have been cooperating for more than a decade, together tirelessly improving the quality of cars produced. Aisin is a large machine-building enterprise, which is a member of the "big three" of global manufacturers automatic transmissions. Its products have proven themselves since the 80s, when Japanese auto industry flooded into our country. Moreover, those car owners who still drive the models purchased at that time assure that the gearbox is still functioning perfectly.

Of course, nothing is eternal, but in this case we are talking about the size of the repair. In the context of automatic transmissions installed on Toyota cars, which are simple, strong and durable, the scale of repair work is not comparable to the daunting replacement of electronic components in other automotive brands with more "fancy" boxes. The reason for this phenomenon is simple - there is nothing to break in the simple design of Aisin transmissions. And those minor problems that sometimes arise are mostly related to improper operation by the driver himself.

3. Assembly

Most of the reliability of cars is due to the correct assembly process. Each operation performed on the conveyor must be fully completed and at the same time completed with high quality. To control this action, the workshops are equipped with special devices that do not allow assembly to continue if something is done incorrectly.

Thus, in the production of Toyota, there cannot be such a situation that the wrong part goes to the next site, and then is finalized. Employees immediately report any deviation from the norm to the management, even if it is a trifle in the form of a bolt that is not fully tightened. The foreman tries to fix the problem without slowing down the conveyor, but if this fails, then the work stops to analyze the problem and solve it competently.

4. Quality control

A multi-stage system of external quality control is even more complex and responsible than the assembly process. Each workshop independently checks the models for the so-called critical points. This is the car's compliance with the law, checking threaded connections, safety, atmospheric emissions and other things. All hinged panels are controlled on body geometry, and for every 20th car, the body is checked completely at more than 500 control points.

Also, each workshop at the end of the working day is subject to an external inspection, which studies all changes, and especially deviations that occurred during production process.

The final inspection awaits each model produced before being sent to the warehouse. All vehicles are inspected for compliance. appearance- build quality, paintwork- and on functional characteristics, such as camber / toe angles, engine, chassis and transmission operation, electronic assistants and other parameters.

5. Innovation

Toyota once again received the title of one of the most innovative automotive corporations in the world. The company has always been focused on continuous self-improvement, so every year it issues more patents for latest developments than all other automakers combined. With its own research and development center, Toyota is constantly equipping its models with new systems that make it easier for the owner to manage. Moreover, the novelties introduced by it are not only actively taking root among motorists, but other manufacturers are also adopting them.

Among the latest innovations it is worth noting the following:

an adaptive lighting system that directs the beam of light depending on the turn of the steering wheel;
built-in air ionizer;
system safety sense, which includes a package of pre-crash safety components, a warning about violation of road markings, automatic switch on high beam for optimal visibility at night and turning it off when another is on the horizon vehicle, a radar for detecting dangerously close objects that threaten to collide;
the IDDS stability control is supplemented with new functions, such as reducing the engine speed when deviating, reducing the power of the power steering, selective braking of the wheels, redistribution of torque;
continuous improvement of the climate control system;
replacement of all optics with LED;
the introduction of “smart” panoramic cameras that collect data and transmit them to the central display so that the driver can better navigate the traffic situation and predict in advance the passage of difficult sections of the route;
improved cruise control that maintains not only the set speed, but also allowable distance to the vehicle in front.

6. Engines

No wonder there is an opinion among the people that the engines installed on any of the Toyota models are the best. They really are so unique in their kind that connoisseurs of quality units will prefer a budget engine from Toyota to a more expensive product from another manufacturer. Why have engines gained such immense popularity?

All cars are very rationally arranged engine compartment. Therefore, even in the event of a need for repair, it is not necessary to disassemble many parts and assemblies in order to carry out diagnostics or minor repairs. All this significantly reduces the cost of maintenance and repair work Toyota cars.
The company does not spare funds for the development of its motors, from which they differ in really excellent characteristics.
Every detail, every part of the engine is selected so carefully to ensure the slowest possible wear, trouble-free operation and good maintainability.

7. Operation

If we compare Toyota cars with their “classmates” in terms of engine size, cost of spare parts and other equal parameters, then they significantly win in terms of maintenance costs. Some car owners may argue that the same German car industry needs repairs much less frequently. This is true, but even the most insignificant action regarding the “German” will cost much more than equivalent work with a Toyota car.

8. Focus on the future

It was Toyota who first realized the importance of hybrid cars and was the first to introduce its Toyota Prius. Since then, 20 years have passed, and the company has already sold more than 10 million hybrids. Despite the fact that almost the whole world was sure of the failure of the concept itself and did not believe in the success of the car put into production, Toyota has always had the gift of providence.

And even hybrid cars Japanese manufacturer different from similar models. installed on them rechargeable batteries, which are also by Toyota, have an incredible service life, comparable to the life of the machine itself. Engineers ensure that ordinary car the battery will have to be changed more often than in a hybrid that has a special lithium-ion battery.

9. Cost

Toyota cars can rightfully be called popular. The variety of the model range allows each motorist to choose a transport to his taste and budget. This is the fundamental difference between the brand, which immediately positioned itself as a democratic company in all respects. If we compare Toyota cars with direct competitors - the "Germans", the latter initially could not boast budget models than themselves led to Japanese expansion.

10. Adaptation

Coming on Russian market and having familiarized with our off-road, Toyota tried to adapt its models to the existing conditions as much as possible. No sensitive suspension, no ceramic coating on the cylinders and, most importantly, resistance to sudden climate changes.

Video about Toyota cars:

In 1933, the company opened automotive division, which was headed by the son of the owner of the "holding" - Kiichiro Toyoda.

1936 Toyota AA

Shortly before this, in 1929, Kiichiro Toyoda traveled to Europe and the United States to study automotive industry. And in 1930 he began to develop cars with gasoline engine. The Japanese government strongly encouraged such an initiative of a promising company. In 1936, the first-born Toyota appeared - the G1 truck, and a little later the AA sedan and AB phaeton. Not surprisingly, the first Toyota cars resembled cars from overseas brands such as Dodge and Chevrolet. In 1937, the automobile division was transformed into an independent structure - Toyota Motor Co., Ltd. In 1938, the Toyota AE was released. During World War II, the company produced trucks for the Japanese army. Due to severe shortages in Japan at that time, military trucks were made in the most simplified versions. In 1943, guest manager Taichi Ohno introduces a system for optimizing the production process under the motto "Just in Time". In 1947, the production of Toyota BM and Toyota SB trucks began, as well as Toyota SA cars, nicknamed "Toyopet" for their compactness.

1957 Toyopet Crown

In 1949, a Japanese company tries its hand at making buses. At the same time, Toyota SD enters the market. In 1950, an independent sales company, Toyota Motor Sales, was established and a year later it began to sell new products: a Toyota SF car, a Toyota BX truck and the first in the company's history jeep toyota b.j. In 1952, the founder of the company, Kiichiro Toyoda, dies. And in Toyota history On the contrary, the heyday begins. The image of the company, and of Japanese cars in general, increases significantly in 1955, when the BJ jeep becomes more harmonious Land Cruiser and quite respectable Toyota Crown appears - the first representative of the Land of the Rising Sun in America. Moreover, the export, which started in 1957, was not limited to the United States, it also affected Brazil. True, the first attempt to export Toyota cars to the American market ended not entirely successfully. But soon, after correcting the implementation strategy, Toyota corrected this and opened an official representative office in the United States. By the way, this was not the first foreign outpost of Toyota. It all started with a representative office in Thailand, opened in the same 1957. Two years later, the production of Toyota Land Cruiser SUVs was organized in Brazil, and another Toyota representative office was opened in Australia. In 1960, Toyota Motor Co. launches a massive offensive on European markets. Released in 1961 Toyota model The Publica is a small economical car that quickly became popular.

1973 Toyota Publica Starlet

In 1962, Toyota celebrated the release of the one millionth car, cumulatively produced. The sixties were a period of improvement in the economic situation in Japan, and, as a result, rapid growth in car sales. The network of Toyota dealers abroad is actively developing - in South Africa, in Europe and Asia. Has achieved Toyota success in the US market - the Corona model, became widespread and became the most popular Japanese car in overseas market. The following year, 1966, Toyota released its "hit" - the Toyota Corolla and the ambitious Toyota 2000GT sports coupe. At the same time, the company enters into a business agreement with the reputable Japanese automaker Hino. A year later, Toyota merges with Daihatsu. The result of joint activities is a commercial Toyota Hiace. And a year later appears toyota pickup Hilux. The 1970s were marked by rapid growth production capacity, which allows by 1972 to reach the figure of 10 million. cars produced since the founding of the company.

To popularize the Toyota brand in 1975, the Toyota team Europe racing team was formed. In 1978, the production of such well-known models as Celica XX, Sprinter, Carina, Tercel begins. It is noteworthy that Tercel became the first front-wheel drive Japanese car. Further, having overcome the energy crisis and related financial difficulties, Toyota has entered the next decade. In 1982, Toyota Motor and Toyota Motor Sales merged to form Toyota Motor Corporation. The production of the legendary Toyota Camry begins. By this point, Toyota had finally established itself as the largest car manufacturer Japan, which ranks third in the world in terms of production. In 1983, Toyota signs a multi-year cooperation agreement with General Motors, and the following year, car production begins at their joint venture in the United States. In 1986, the 50 million milestone was reached in terms of the total production of Toyota cars. The emergence of the Lexus brand, a division of Toyota created to enter the premium car market, can be considered a striking event of the 80s. And in 1987, Toyota Motor Corporation begins cooperation with Volkswagen to produce pickup trucks in Germany. 1990 was marked by the opening of its own design center in Tokyo. In 1994, Toyota Motor Corporation introduced the world to its first-generation RAV4 crossover.

1994 Toyota RAV4

In addition, Toyota continues its global expansion. And in new developments, great attention is paid to ecology. That is why in 1997 the world's first production hybrid Toyota Prius was put on the conveyor. The year before, in 1996, Toyota produced its 90 millionth car, and three years later, its 100 millionth. In 2000, Prius sales reached 50,000 worldwide, and a new generation of the RAV4 was launched. By the way, the European design center of the company was opened at the same time. 2002 can be distinguished thanks to the collaboration of Toyota Motor Corporation with PSA to create a trinity of minicars: Toyota Aygo, Citroen C1 and Peugeot107, the opening of Toyota Motor LLC in Russia (marketing and sales) and, of course, in connection with the appearance of the Toyota Formula 1 team, which lasted seven years. In 2007, a Toyota plant was built near St. Petersburg, where the seventh generation Toyota Camry has been produced since 2011. In the same 2007, Toyota Motor Corporation first released and sold more cars than General Motors. By the way, GM held the palm of the world championship for 76 years. Today, Toyota Motor Corporation is one of the world's largest car manufacturers, producing about one car every five seconds. In 2012, Toyota celebrated its 75th anniversary with the release of the 200 millionth vehicle.