project report on totota kirloskar motor by piyush prasanna
TRANSCRIPT
INTRODUCTION TO STUDY
As a joint venture between the Kirloskar Group and Toyota Motor Corporation, Toyota Kirloskar
Motor Private Limited (TKM) aims to play a major role in the development of the automotive
industry and the creation of employment opportunities, not only through its dealer network, but
also through ancillary industries.
TKM's growth since inception can be attributed to one simple, yet important aspect of its
business philosophy -"Customer First". While managing growth, TKM has maintained its
commitment to provide quality products at a reasonable price and has made every effort to meet
changes in customer needs.
TKM firmly believes that the success of this venture depends on providing high quality products
and services to all valued customers through the efforts of its team members.
TKM, along with its dedicated dealers and suppliers, has adopted the "Growing Together"
philosophy of its parent company TMC to create long-term business growth. In this way, TKM
aims to further contribute to progress in the Indian automotive industry, realise greater
employment opportunities for local citizens, improve the quality of life of the team members and
promote robust economic activity in India.
STUDY DETAILS
OBJECTIVES OF THE STUDY
To identify the organizational culture and structure of Toyota Kirloskar Motor, Bidadi
To study the various departments and their functions.
To study about the various products and services offered by the company.
To study the day to day activities of Toyota Kirloskar Motor.
To make a SWOT analysis of this organization to understand and suggest measures to
overcome the weaknesses and threats within the scope of this study.
To suggest marketing strategies, in order to increase dealer sales as well as promote
Toyota as a Brand in Rural areas under TKM’s “Going Rural” campaign
SCOPE OF THE STUDY
Useful for academic purpose and further reference.
Provides information about the functioning of the Automobile industry in India.
LIMITATIONS
Time was a limiting factor during the study.
Some core data could not be collected due to confidentiality policies of the company.
INDUSTRY PROFILE
The automotive industry designs, develops, manufactures, markets, and sells the world's motor
vehicles. In 2015 estimated rate of growth of India auto industry is going to be 10 percent. Auto
industry in India has been hit hard by ongoing global financial recession. Sales figures of India
automobile industry for December 2008 have shown devastating after effects of global financial
slowdown. In 2008, more than 70 million motor vehicles, including cars and commercial
vehicles were produced worldwide. In 2007, a total of 71.9 million new automobiles were sold
worldwide: 22.9 million in Europe, 21.4 million in Asia-Pacific, 19.4 million in USA and
Canada, 4.4 million in Latin America, 2.4 million in the Middle East and 1.4 million in Africa.
The markets in North America and Japan were stagnant, while those in South America and Asia
grew strongly. Of the major markets, Russia, Brazil, India and China saw the most rapid growth.
About 250 million vehicles are in use in the United States. Around the world, there were about
806 million cars and light trucks on the road in 2007; they burn over 260 billion gallons of
gasoline and diesel fuel yearly. The numbers are increasing rapidly, especially in China and
India. In the opinion of some, urban transport systems based around the car have proved
unsustainable, consuming excessive energy, affecting the health of populations, and delivering a
declining level of service despite increasing investments. Many of these negative impacts fall
disproportionately on those social groups who are also least likely to own and drive cars. The
sustainable transport movement focuses on solutions to these problems.
In 2008, with rapidly rising oil prices, industries such as the automotive industry are
experiencing a combination of pricing pressures from raw material costs and changes in
consumer buying habits. The industry is also facing increasing external competition from the
public transport sector, as consumers re-evaluate their private vehicle usage. Roughly half of the
US's fifty one light vehicle plants are projected to permanently close in the coming years with the
loss of another 200,000 jobs in the sector, on top of the 560,000 jobs lost this decade.
AUTOMOTIVE INDUSTRY IN INDIA
The Automotive industry in India is one of the largest in the world and one of the fastest
growing globally. India manufactures over 17.5 million vehicles (including 2 wheeled and 4
wheeled) and exports about 2.33 million every year. It is the world's second largest manufacturer
of motorcycles, with annual sales exceeding 8.5 million in 2009. India's passenger car and
commercial vehicle manufacturing industry is the seventh largest in the world, with an annual
production of more than 3.7 million units in 2010. According to recent reports, India is set to
overtake Brazil to become the sixth largest passenger vehicle producer in the world, growing 16-
18 per cent to sell around three million units in the course of 2011-12. In 2009, India emerged
as Asia's fourth largest exporter of passenger cars, behind Japan, South Korea, and Thailand.
As of 2010, India is home to 40 million passenger vehicles and more than 3.7 million automotive
vehicles were produced in India in 2010 (an increase of 33.9%), making the country the second
fastest growing automobile market in the world. According to the Society of Indian Automobile
Manufacturers, annual car sales are projected to increase up to 5 million vehicles by 2015 and
more than 9 million by 2020. By 2050, the country is expected to top the world in car volumes
with approximately 611 million vehicles on the nation's roads.
A chunk of India's car manufacturing industry is based in and around Chennai, also known as the
"Detroit of India" with the India operations of Ford, Hyundai, Renault and Nissan headquartered
in the city and BMW having an assembly plant on the outskirts. Chennai accounts for 60 per cent
of the country's automotive exports. Gurgaon and Manesar in Haryana are hubs where all of
the Maruti Suzuki cars in India are manufactured. The Chaka corridor near Pune, Maharashtra is
another vehicular production hub with companies like General
Motors, Volkswagen, Skoda, Mahindra and Mahindra, Tata Motors, Mercedes Benz, Land
Rover, Fiat and Force Motors having assembly plants in the area. Ahmedabad with the Tata
Nano plant
General Motors, Aurangabad with Audi, Skoda and Volkswagen, Kolkatta with Hindustan
Motors, Noida with Honda and Bangalore with Toyota are some of the other automotive
manufacturing regions around the country.
COMPANY PROFILE
HISTORY OF TOYOTA
Towards the end of the nineteenth century, Sakichi Toyoda invented Japan's first power loom
and in the process revolutionised the country's textile industry. January 1918 saw him create the
Toyoda Spinning and Weaving Company, and with the help of his son, Kiichiro Toyoda, Sakichi
fulfilled his lifelong dream of building an automatic loom in 1924. The establishment of Toyoda
Automatic Loom Works followed in 1926.
Kiichiro was also an innovator, and the visits he made to Europe and the USA in the 1920s
introduced him to the automotive industry. With the £100,000 that Sakichi Toyoda received for
selling the patent rights of his automatic loom, Kiichiro laid the foundations of Toyota Motor
Corporation, which was established in 1937.
One of the greatest legacies left by Kiichiro Toyoda, apart from TMC itself, is the “ Toyota
Production System” (TPS) and Kiichiro's "just- in-time" (JIT) philosophy -producing only
precise quantities of already ordered items with the absolute minimum of waste viz. a key factor
in the system's development. Progressively, the ‘Toyota Production System’ began to be adopted
by the automotive industry across the world.
Rising from the ashes of industrial upheaval in post-war Japan, Toyota has become the largest
vehicle manufacturer in Japan with over 40% market share. Toyota began to make inroads into
foreign markets in the late 1950s. The first Crown models arrived in the USA in 1957, and by
1965, with models such as the Corolla, Toyota began to build its reputation and sales to rival
those of domestic producers. The first Toyota imported into Europe was via Denmark in 1963.
Toyota has continued to grow in Europe's sophisticated and complex market, and in 2000 the
company delivered its ten millionth cars to a customer in Germany. In fact, growth is currently
one of the main words in Toyota's European vocabulary .Toyota is number one for customer
satisfaction in the majority of European countries and has built an excellent reputation across
Europe for reliability and customer service. This enviable reputation, along with the support of a
network of more than 25 distributors and 3,500 sales outlets, are important factors in supporting
Toyota's European sales growth in the coming years. In less than 70 years, Toyota Motor has
gone from being a tiny spin-off of a textile loom maker to the world's biggest automaker, guided
by a culture of "kaizen", or continuous improvement and a tireless effort to eliminate waste.
We see this corporate tradition continue through decades of its existence. Since the company
manufactured its first passenger vehicle in 1936, Toyota has continuously pursued the number
one position for total customer satisfaction in all areas, ranging from manufacturing and products
to sales and service. Toyota exported its first Japanese-made passenger car to the United States in
1957. Since then, Toyota has steadily expanded its global presence with the establishment of
overseas bases.
Toyota's Lexus and Toyota branded vehicles rank annually among the world's highest quality
cars in third party surveys of customer satisfaction. Using such success as a springboard, Toyota
is pursuing a policy of sustained development and hopes to use innovation and strong R & D to
create cars that are greener, safer and more fun to drive.
As a global company, Toyota realizes that local commitment is a prerequisite to success on a
worldwide scale. Toyota's activities are highly appreciated around the world, a result of the
company's devotion to customer-oriented activities and social contributions in every market it
operates.
HISTORY OF THE KIRLOSKAR GROUP
The Kirloskar Group is India’s largest engineering and construction conglomerate. The
Kirloskar Group is made up of 8 major group companies which export to over 70 countries. The
Indian promoter Kirloskar group is a century old industrial legacy having a strong presence in
various segments of engineering industry. The Kirloskar group is engaged in manufacturing of
transformers, electric motors, diesel engine, compressor, machine tools etc. it also has its
presence in industrial casting and pollution control equipment manufacturing. The group is
mainly concentrated its manufacturing facilities in and around Karnataka and Maharashtra
Today, the Kirloskar Group is a conglomerate with interests across a diverse range of industries.
It is still spurred by the simple yet profound ethic born with Laxmanrao Kirloskar that where
there is will there are many ways.
TOYOTA KIRLOSKAR MOTOR
LOGO:
Toyota Kirloskar Motor Pvt. Ltd
TKM is a joint venture between TMC, Japan and Kirloskar Group, India.
As a joint venture between the Kirloskar Group and Toyota Motor Corporation, Toyota Kirloskar
Motor Private Limited (TKM) aims to play a major role in the development of the automotive
industry and the creation of employment opportunities, not only through its dealer network, but
also through ancillary industries.
TKM's growth since inception can be attributed to one simple, yet important aspect of its
business philosophy -" Customer First". While managing growth, TKM has maintained its
commitment to provide quality products at a reasonable price and has made every effort to meet
changes in customer needs.
TKM firmly believes that the success of this venture depends on providing high quality products
and services to all valued customers through the efforts of its team members.
TKM, along with its dedicated dealers and suppliers, has adopted the "Growing Together"
philosophy of its parent company TMC to create long-term business growth. In this way, TKM
aims to further contribute to progress in the Indian automotive industry, realise greater
employment opportunities for local citizens, improve the quality of life of the team members and
promote robust economic activity in India.
All Toyota employees are expected to embody these values in their daily work, including
environmental protection activities. To "respect" the environment, we go to the source to identify
and analyse problems ("Genchi Genbutsu"), move forward to "challenge" conventional ideas and
old habits, to improve further ("kaizen") through "teamwork."
The framework provided by ‘The Toyota Way’ enables our company to respond to, among other
things, the environmental challenges at various stages of the life-cycle of a vehicle. These
include greenhouse gas emissions, waste reduction, increased recycling and the banning of
hazardous substance use in parts and components. These challenges will have inevitable
consequences for Toyota's organisation and employees, and we must balance them with our
desire for future growth. In 1992, the Toyota Guiding Principles were established in direct
response to the international initiatives agreed to at the Rio 'Earth Summit.' This summit
focussed on the potential for a clash between trade and environmental rules, and resulted in a
statement of principles about forest management, conservation and sustainable development.
The Toyota Guiding Principles are a cornerstone of our corporate management philosophy.
These principles were updated in 1997, to ensure they continue to provide Toyota with a clear
path towards achieving sustainable development.
These principles have been explored and developed in Toyota's Global Vision 2015, adopted in
April 2008, which proposes a series of long-term policies on the theme of "Innovation into the
Future." Toyota's Global Vision 2015 guides management in its response to long-term social
changes, combining consideration for the environment, the benefit to our customers of value-
added products and the encouragement of our employees through shared prosperity and social
involvement.
Based on the Guiding Principles, which codify Toyota's business spirit, the Toyota Earth Charter
(adopted in 1992 and revised in 1997) embodies a comprehensive approach to global
environmental issues. It outlines Toyota's basic policy and action guidelines towards effective
environmental management and improvements. The Toyota Earth Charter underlines a
commitment to environmental excellence, not only through broad principles, but in concrete
examples of what can be done through action guidelines. In connection with the Toyota Guiding
Principles and the Toyota Earth Charter, a European Environmental Policy was developed as a
means of linking principles, goals, targets and action plans with management structures and
systems.
TKM firmly believes that employees are the main source of strength for the organisation. The
human resources management in Toyota seeks to create a corporate culture where values such as
"Continuous Improvement" and "Respect for People" are fully reflected in all actual corporate
and individual activities. The company takes maximum care to ensure stability of employment
and strives to improve working conditions.
To develop human resources and improve the technical skills of its employees, TKM's young
team members are regularly sent to Japan, Indonesia and Taiwan for training programs. More
than 425 team members have benefited from such programs at various Toyota plants worldwide.
TKM also believes in continuously improving its products and practices. Every team member is
encouraged to give suggestions to improve the product, efficiency of processes or working
conditions. They are also appropriately rewarded for the same. Thus TKM seeks to progress by
empowering its employees.
Toyota Kirloskar motor (TKM) has the proud heritage of both these fine establishments. The
company, according to its mission statement aims to play a major role in the development of the
automotive industry and the creation of employment opportunities, not only through its dealer
network, but also through ancillary industries with a business philosophy of ‘Putting Customer
First’. At present the Camry, Corolla, Innova and Prado are the successful cars of Toyota on
Indian roads. The Corolla and Innova are produced at TKM whereas Toyota Camry and Land
Cruiser Prado are imported as complete built units.
Also, TKM is opened a second new plant in 2oo8 marking the beginning of a second era for
TKM. It is poised to be not just a plant, but also a commitment to society and the earth, aiming to
create a new motorization future for India. Toyota’s new plant is playing a significant role in
promoting employment and technology transfer in India.
TOYOTA KIRLOSKAR MOTORS PVT LTD QUICK FACTS
Date Of Establishment 6-Oct-97
Chairman Mr. Fujio Cho
Vice Chairman Mr. Vikram S Kirloskar
Managing Director Mr. H. Nakagawa
Deputy MD'sMr. Sandeep Singh
Mr. S. Tomonaga
DMD, Commercial Mr. Shekar Viswanathan
Paid-In Capital Rs. 7 billion
Shareholders
Employees
Average Life of the Plant
Toyota Motor Corporation (89% equity)
Kirloskar Group (11% equity)
4986 members as per June 2010
29 Years
LOCATION AND CONTACT DETAILS
The Toyota Kirloskar Motors manufacturing plant is situated on the outskirts of Bangalore City
in the Bidadi Industrial Area of Ramanagar taluk, Karnataka. It is spread over an expanse of 432
acres of land (approx 1.744848 sq. mts) of which approximately 20 percent has been utilized
presently for phase 1. The surrounding environment consists of lush greenery and hillocks dotted
with beautiful trees and vegetation since it is situated on the green belt. The natural setting is
synonymous with Toyotas eco conscious approach to its business of manufacturing automobiles
and complements the well planned and built facility.
TKM ADDRESS AND CONTACT DETAILS
TOYOTA KIRLOSKAR MOTOR PVT.LTD (TKM)
PLOT NO.1, BIDADI INDUSTRIAL AREA, BIDADI
RAMANAGAR DISTRICT
PIN-562 109, KARNATAKA INDIA
TEL:+91-80-6629 2929
WWW.TOYOTABHARAT.COM
BANGALORE UB CITY OFFICE
(Sales and marketing div)
10TH FLOOR, CANBERRA BLOCK
UB CITY, NO.24 VITTAL MALYA ROAD
BANGALORE -560 001
KARNATAKA INDIA
ORGANISATIONAL PERFORMANCE:
MARKET SHARE:
COMPANY MKT SHAREMARUTHI SUZUKI 37.1
HYUNDAI 16.1TATA 11.7
MAH & MAH 11.6T0YOTA 6.4
GENERAL MOTORS 4.3FORD 3.7
VOLKS WAGEN 2.9
PRODUCTION: 80,000 UNITSSALES: 80,000 UNITSEFFICIENCY: 94%
HONDA 1.8SKODA 1.4NISSAN 0.9
FIAT 0.8BMW 0.5
VISION and MISSION
VISION
The vision of Toyota Kirloskar Motor is to:
1. Contribute to Indian industry and economy, technology transfer, HRD, Global standard
vehicles at a competitive price.
2. Contribute to the improvement, well being and stability of the team members.
3. Contribute to the overall growth of its business associates and its promoters.
MISSION
The Mission of Toyota Kirloskar Motor is to:
1.
2. Design, manufacture and market automobile in India and in overseas market, to maintain
a high quality, to meet the expectations of the customers, always delight the customer by
exceeding the quality level by providing goods and effective after sale service.
3. Perceive Kizen, maintaining flexible organisation, working schedule and staffing plan
which enables the company to respond to fluctuations of production volumes and
increase the productivity.
4. Providing a conducive and safe working environment where all team members can work
with safety with a sense of security.
5. Provide the highest possible value addition to customers, team members, investors and
community at large.
THE TOYOTA BUSINESS PRINCIPLES-
Creating a Prosperous Society Together by Making Things and Making
Automobiles -
Toyota hopes that the 21st century will be truly prosperous for society, and aims to grow as a
company together with its stakeholders, including customers, shareholders, business partners,
and employees, through making things and making automobiles, while seeking harmony with
people, society, the global environment and the world economy.
In order to put these management principles into practice, the "Guiding Principles at Toyota
Motor Corporation" were established as the fundamental management policy (see below). These
principles were adopted in 1992 to codify the business spirit handed down since the company's
foundation, and revised in 1997 to add the stipulation of legal compliance.
THE TOYODA PERCEPTS:
1. Be contributive to the development and the welfare of the country by working together,
regardless of position, in faithfully fulfilling your duties.
2. Be ahead of the times through endless creativity, inquisitiveness and pursuit of
improvement.
3. Be practical and avoid frivolity.
4. Be kind and generous; strive to create a warm, home like atmosphere.
5. Be reverent, and show gratitude for things great and small in thought and deed.
The Spirit of the Toyota Precepts Passed on since Toyota's Foundation -
The Toyoda Precepts, passed on from the time of Toyota's foundation up to the present day, have
acted as the core of Toyota management. The precepts capture the thinking of the founder of the
Toyota Group, Sakichi Toyoda, and have become the basis of the Guiding Principles at Toyota
Motor Corporation.
Initially this did not have a definite shape. However, with the growth of the scope of the
company, the need arose for the principles to be codified so that they could be propagated among
employees. Risaburo Toyoda and Kiichiro Toyoda, in the pioneer days of the company, gathered
together the teachings of Sakichi Toyoda and published them in the form of the Toyoda Precepts
on October 30, 1935, the fifth anniversary of his death.
Compliance -
Toyota defines compliance as "Comply with ethics, laws and internal rules/policies in engaging
in business" — in other words, not acts contrary to society's rules, nor carries out actions that
could be criticized by society. Toyota believes that to be a good corporate citizen, it is essential
that compliance permeates the entire company.
Infiltrating the Management Principles -
The Guiding Principles at Toyota, which are based on the Toyoda Precepts, clearly announce
Toyota's management concepts. The first clause of them is "Honour the language and spirit of
the law of every nation and undertake open and fair corporate activities to be a good corporate
citizen of the world" — establishing compliance as one of Toyota's management principles.
Executive management takes every opportunity, e.g. the New Year's greeting each year, to
disseminate the management principles. And throughout the year, Toyota works to continually
advance its management principles through a variety of education and training programs and on-
the-job training.
SOCIAL CONTRIBUTION
Toyota Kirloskar has always striven to go beyond the business of just making great cars .In fact
Toyota has been known the world over for having taken issues pertaining to care for people, the
environment and the society very seriously and this culture is deeply rooted in the culture of
Toyota. Given below are a few significant social contribution activities undertaken by Toyota
Kirloskar Motor:
Local Area Development –
TKM uses every opportunity it gets to partner with other companies, schools, colleges and
businesses to support community development programmes in and around its production facility.
These encompass a wide array of activities that primarily include providing food, clothing and
shelter to the underprivileged masses. Toyota has also extended its helping hand to the state
police department by rebuilding the Kengeri police station .The renovated structure now is
bigger in area and is better equipped functionally and aesthetically ,sporting new furniture and
facilities.
Educational Support –
Toyota understands the important role that education plays in shaping society. Hence, it has
taken many steps to promote education among the backward sections of society and spread
literacy. In this regard Tkm has reconstructed a residential school at Bidadi that houses close to a
hundred underprivileged students, moreover it has also partnered with local schools in and
around its plant at Bidadi especially in Ramanagara district in contributing books, bags,
stationary and even computers for school children.
Since 2003 TKM came with Toyota Technical Training Institute (TTTI) of providing technical
education to 64 poor students every year in their premises after their SSLC education and
provide the job opportunities to them after their education and training.
Safety Initiatives –
Toyota has successfully pioneered an interactive learning programme on traffic safety for young
school children called the Toyota Safety Education Programme or TSEP. The primary purpose of
the initiative was to educate and spread awareness on basic road safety and awareness among
young school children throughout the numerous schools in Bangalore.
Disaster Relief –
Toyota Kirloskar Motors has contributed generously in the past to the victims of natural
calamities .It had contributed financial aid to the tune of twenty five lakhs to the Prime ministers
relief fund towards the victims of the Tsunami disaster and it also played a pivotal role in the
distribution of food, water and clothing in the earthquake hit areas of Gujarat and recently they
supported financial support when Tsunami hit Japan in 2011.
Environmental Protection and Conservation –
Toyota has taken numerous steps to spread eco-consciousness that include tree planting drives
and organizing functions and seminars to educate people on proper waste disposal, rain water
harvesting and using alternate clean sources of energy. In fact during my study visits to the
Toyota plant preparations were being made towards conducting an ‘Aforestration drive’. Toyota
has also begun an ‘Eco spirit campaign’ which works at promoting environmental awareness
among school children again through fun yet innovative learning methods such as painting and
quiz competitions .
Promoting the Japanese Language –
Tkm has agreed to grant financial aid to the Bangalore University in assisting in the development
of the Japanese language for the period between 2004 and 2007 by conducting courses and
programmes and sponsorship of a tutor and necessary study resources to further its cause. In fact
Tkm has signed an MOU with Bangalore University in this regard.
Social and Industrial Growth –
Toyota aims to develop and strengthen the Indian automobile industry through its product
offerings and creation of large employment opportunities which will be instrumental in its
overall mission of promoting sustained and shared growth and thereby improving the quality of
life and affect a robust economic activity in India.
Dealer Profile
RADHA KRISHNA TOYOTA AUTOMOBILE (PVT) LTD
Radha Krishna Toyota Automobiles was established in 2008. Radha Krishna Toyota automobiles
were the second authorized dealers of Toyota.
Commanding Presence:
Radha Krishna Toyota Automobiles as a centralized air-conditioned showroom of Toyota
automotives its kind in Hyderabad, spread gracefully and decorated elegantly over an
impressive 8100 sq.ft at Hyderabad, Being equipped with affable front office staff and adept
professional technicians, Provide a perfect of quality Service and Reliability.
Space Friendly:
The interiors are aimed at making you feel completely at ease, In luxury. Because for us the
customer is king, one who deserves a regal offering. The setting is apt for times when you
need to switch into a relaxed state of mind.
Technology to Stay Ahead:
We are equipped with the latest technological advancement in the industry, in order to give
the best of services when it matters. Not just to be part of, But to build the future, is our motto.
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Ambience the Exude Relaxation:
Ours is one of the few service centers to be equipped with a fully-fledged customer-waiting
lounge. A part from a television and pool table, it had a wed kiosk to keep u connected all the
time.
Service with Commitment:
Our dedicated team of mechanical specialty offers expert treatment for your vehicle. We
ensure consistency in performance each time, without fail.
Attention to Details:
We provide genius spare parts and accessories to ensure exceptional performance. Every
single aspect related to your vehicle is taken care of at our premises.
Dealing Made Convenient:
It is a part of our commitment policy to give advantage to the customer at every juncture.
We offer assistance of every kind at our premises itself, which makes it a one stop facility.
Expert Guidance at Every Step:
Our sales team gives utmost priority to your satisfaction. When you need help to make the
right choice, it is ensured that the result is beyond your expectations. Thus making it a point
that you get the best in both luxury and comfort always.
4.2 Models:
Toyota been launching various type of MUVs and cars from the year of 1933,keeping in mind
the quality, design, driving, comfort, fuel efficiency, and service and resale value. These from a
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formidable force that gives our customers the pride and the joy of value forever. What drives
Toyota is
➢ Commitment
➢ Leadership
➢ Any an eye for appropriate technology.
Since 1933, when Toyota first began manufacturing MUVs & LCVs, M&M have been engaged
in a single-minded endeavor to bring you cars that only state-of-the-art, but are also some for
the most environment-friendly vehicles in this world-a reflection of our commitment and care,
for better environment.
At the heart of every Toyota is a unique engineering and an optimal mix of power and economy.
All this is supported by Toyota Quality Revolution – wide dealership network and automated
workshop that provide excellent after sale service
The company has constantly exploring new opportunity to define the shape to tomorrow‟sdriving technology.
4.3 Promotional Activities:
The promotional activities adopted by United Automobiles are
1. Test Driving
2. Free Driving
3. Hoarding
4. Discounts
5. Advertisement in Newspaper and magazines
6. Gift Schemes
7. Free Services
8. Mileage Contents
Promotional expenses have been borne by both United Automobiles and M&M, shares in
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advertisement cost.
Service Offered:
Six Service and paid service after sale of Cars.
➢ Free checkups campaigns
➢ Finance through bank
➢ Demonstration for new products
➢ Acceptance of warranty claims
Working Time in United Automobiles:
Working hours in United Automobiles are 12 hours per day starting from 9:30 am to 9:30pm with
one-hour break for lunch and 15 minutes for evening tea and coffee.
Non automotive activities
a) aerospace
b) philanthropy
c) higher education
d) robotics
e) finance
f) agricultural biotechnology
g) finance information
h) government bailouts
i) production and sales numbers
j) others
Product available at Radha Krishna Toyota:
Radha Krishna Toyota Automobiles is the Dealer of Toyota Company. Toyota Company
manufacturer various types of SUV‟S, Trucks, Hybrids, Cars Allion
Alphard
Auris
aurion
Avalon
Avanza
Avensis
Aygo
Bb
Belta
Blade
Camry
Century
Corolla
Crown
Dyna
Estima
FJ cruser
fortuner
Harrier
highlander
Hilux
Innova
Land cruiser prado
Prius
Wish
AWARDS AND RECOGNITION
Toyota as a pioneer in automobile design and manufacture has been recipient to numerous coveted
awards and recognitions .This fact is evident when one enters the TKM plant reception premises
Given below is the list of awards and recognition that Toyota has received in the past –
1. Business Standard Motoring : Import Car Of The Year Award - Camry 2007
2. BBC-Top Gear: Car Design Of The Year - Camry 2007
3. CNBC-TV18 Auto car: Best Design and Styling- Camry 2007
4. BBC-Top Gear : Best Design Of The Year - Camry 2006
5. Business Standard Motoring: MPV Of The Year - Innova 2006
6. NDTV - Car Awards: Best MPV Of The Year – Toyota Innova 2006
7. Overdrive: UV Of The Year For Innova 2006
8. Auto Monitor -CSR Initiative Of The Year 2006
9. CNBC Auto car Awards: Technologically Advanced Car - Land Cruiser Prado 2005
10. Business Standard Motoring : Best Executive Car 2004 & 2005 (Corolla) Best MUV
2005 (Innova)
11. TNS Award – Total Customer Satisfaction Study: Best Executive Car 2004 & 2005
(Corolla) Best MUV 2005 (Innova)
12. Business Standard Motoring: Best Executive Car 2004 & 2005 (Corolla) Best MUV
2005 (Innova)
13. TNS Award – Total Customer Satisfaction Study : Qualis, Corolla & Camry 2004
14. Business Standard Motoring: Best Import Car Of The Year – Land Cruiser Prado
2004
15. JD Power Asia Pacific: IQS Study – Corolla 2004
16. JD Power APEAL: Corolla 2004
17. JD Power Initial Quality Survey: Qualis 2003
18. Business Standard Motoring : Best Import Car Of The Year – Camry 2003
19. NFO Automotive: Highest Resale Value Car – Qualis 2003
20. JD Power APEAL Survey: Corolla 2003
21. JD Power India Initial Quality Award: Qualis 2002
22. JD Power India Initial Quality Award: Qualis 2001
23. Overdrive Best Utility Vehicle: Qualis 2001
24. NFO Automotive: Best MUV – Qualis 2001
25. JD Power Initial Quality Survey: Qualis 2000
26. JD Power India Appeal Study: Qualis - 2000 & 2002
27. Business Standard Motoring: Best MUV Introduction – Qualis – 2000
28. Overdrive Best New Introduction New Model: Qualis – 2000
29. NFO Automotive: Total Customer Satisfaction Study – Qualis 2000
4.4 Radha Krishna Achievements
Ranking 1st in TDMS usage pan India in 2009.
TSM basic certified in very first year of operations.
Ranked 14 in CS800+ first phase with 779 points.
EM certification successfully completed in 2009.
4.5 GOALS of Radha Group – 2009
Sustaining the customer retention by 95%.
850 in JDP CSI survey in 2nd phase of CS 800+.
Three star dealer award for 2009.
Improvement of skills in technical information.
Reduction of warranty error rate to 0%.
18
Achievements
Bagged bulk order of 50 innova‟s from M/S easy cabs.
Another 50 vehicles in the pipe line.
Delivered prado during the month.
Ranked 1st in TDMS usage pan India – 2nd quarter 2009.
4.7 Goals for RKT service
Target of 15000 BPU‟s, 4.2 cores part of f take & 52000 liters of TGMO.
TSM advanced (EM &MRS) certification.
Sustaining the customer retention by 95%.
850 in JDP CSI survey.
Improvement of skills in technical information.
Reduction of warranty error to 0%.
Aspiring to be “the best dealer in radha group and also in TKM”.
Improving the VAS contribution to 25% in labor revenue leads to profitability.
4.8 Achievements
Increased CPU‟S from 25 to 65 per day with an overall growth of „343%‟ when
compared to YTM of 2008 to that of 2009 (2008 YTM CPU‟S 1586:2009 YTM
CPU‟S:5430).
Increased BPU‟S from 3 to 6 per day resulting in overall growth of „329%‟ between 2008 to that of 2009.
Increased the overall revenue of labor earnings for both GS&BP by „312%‟ when compared to YTM of 2008 vs. 2009.
Increased the technicians certification from 3 to 11
Increased the appointments rate from 10% to 55%.
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Toyota Kirloskar Motor
Decreased warranty error rate to 3.5% YTD.
Improved the “F.1” rating to 4.5.
The best seller of smiles packages among the dealers in the state.
Achieved “14th rank in all India level and first in the state in the 2009 track- ICSI result.
In active to active
Strengthened the service marketing team and divided them in to several groups so that, to
take care of different segment customers. Increased the retention rates.
Started reaching the in active customers through knock- the –door campaign at their door
steps by utilizing the service marketing team.
Promotion of smiles packages to inactive customers & converting them to active ones.
Increased MSV camps to the interiors of the territory.
Creating the awareness about the smile packages to fleet operators has increased the
opportunities of increased 5k service visits of the fleet vehicles.
Continuously following up with the inactive customers through tale & Direct marketing
strategies, identifying their concerns resolving them has increased the opportunities of
converting the inactive customers to active ones.
Selling the Service Parts of Quality
yes model vehicles to the Local Garages has increased the confidence level of the
customers on the Toyota Products
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PRODUCT PROFILE
Toyota Kirloskar Motors is an automobile manufacturer engaged in the production of technologically
advanced quality automobiles. The quest for innovation is the foundation for Toyota's new
technology concepts. Ever since the company manufactured its first passenger vehicle in 1936,
Toyota has continuously pursued the number one position for total customer satisfaction in all areas,
ranging from manufacturing and products to sales and service. Toyota is today pursuing a policy of
sustained development and aims to use innovation and strong R & D to create cars that are greener,
safer and more fun to drive.
Engine technology is one of Toyota's greatest assets. Toyota's award-winning engine range reflects
the high design and quality standards set by its engineers. Toyota engines are developed for
performance and responsiveness with a big focus on reducing emissions and saving fuel. Today
Toyota brings these benefits to customers with advanced variable valve technology (VVT-i) petrol
engines, common-rail turbo diesels (D-4D), and lately with the unique Toyota Hybrid System (THS)
in developed markets.
Safety is top priority for Toyota .Advanced steering, braking and traction control technologies help
keep Toyota cars on the road and out of trouble. In addition, every new Toyota model is carefully
designed to maximize safety, using computer simulations and real-life crash tests. The body and
chassis are built to absorb impact and provide maximum occupant protection, whilst SRS airbags are
in place in case of a collision.
The Toyota Kirloskar Motors product line currently comprises of seven masterpieces of automobile
design and engineering .These are:
The Innova
The Corolla Altis
The Fortuner
The Etios sedan
The Etios Liva
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THE INNOVA
After the success of the Quails, Toyota rolled out the Innova, a category-first to hit Indian roads.
Built with hundreds of innovations from around the globe, the versatile brought together SUV like
capabilities with sedan like luxuries, in all it is one truly desirable MPV.
The Innova is a result of a unique process that has broken new grounds in the way automobiles are
created. The Innova brings together qualities never before seen together in an automobile. Fantastic
ride quality and luxury coupled with versatile space; superior performance and driving pleasure with
world class safety, advanced styling with solid durability.
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THE COROLLA ALTIS
The world’s largest selling car of all time, Toyota corolla Altis, enjoys huge success in India and was
voted executive car of the year two years in a row .The all new Corolla Altis is a befitting new
generation of the corolla sedan tradition designed to inspire envy on every road. Once in a lifetime,
comes a car that redefines luxury and style. Which looks and feels like it belongs to a class above?
and provides a driving experience so far beyond anything you’ve experienced, that you’ll either be
overcome with awe, or stunned by envy Presenting the all-new Corolla Altis.
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THE FORTUNER
The Toyota Fortuner, also known as the Toyota SW4, is a medium-sized SUV based on the Toyota
Hilux. Originally assembled only in Thailand, but later also in Indonesia and other countries, the
Fortuner is built on the well-established platform of the Toyota Hilux pickup truck. It features three
rows of seats and is available in rear-wheel drive or four-wheel drive among others. The Fortuner is
part of Toyota's IMV project in Thailand, which also includes the Toyota Hiluxand the Kijang
Innova (in Indonesia). The vehicle was designed by Toyota Technical Centre Australia. A number of
engine options are available depending on the country of sale, including a 2.7 litre 2TR-FE and 4.0
litre 1GR-FE V6 petrol with Variable Valve Timing and 2.5 2KD-FTV and 3.0 1KD-FTV common
rail turbocharger diesel models.
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THE ETIOS SEDAN
The Toyota Etios is a passenger car developed by Toyota for India. The sedan was launched in
December 2010, and the Toyota Etios Liva hatchback was launched in June 2011.
Manufactured in Bangalore, Etios is the biggest such project in India by Toyota today, and is a direct
assault on Suzuki's dominance in this market.
The Etios nameplate comes from the Greek "Ethos", meaning spirit, character, and ideas.
The Etios sedan uses the 2NR-FE 1.5 L DOHC 4-cylinder engine. This dual VVT-i 16V gasoline
engine with electric fuel injection produces 66 kW (90 PS). This is mated to 5 speed manual
gearbox.
The Engine and Transmission are currently imported from Japan, but Toyota is setting up a Rs 500
crore plant to manufacture engines and transmissions in Bangalore from 2012.
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THE ETIOS LIVA
The Etios Liva hatchback was launched in New Delhi on June 27, 2011 with a 4 cylinder 16 valve
DOHC engine that delivers a fuel efficiency of 18.31 km/L. A diesel version is planned. Trim levels
for the Etios Liva are: J, G, G+, V and VX.
The Etios Liva hatchback uses the 3NR-FE 1.2 L DOHC 4-cylinder engine. This dual VVT-i 16V
gasoline engine with electric fuel injection produces 59 kW (80 PS). This is mated to 5 speed manual
gearbox.
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ORGANIZATIONAL CULTURE
Conditions Created by Toyota's Well-Established Business Culture
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Systems Supporting the Business Culture -
In order to maintain and further enhance this well-established business culture, it is important that
both the system for human resources development and the system for establishing and maintaining
compliance function continuously.
In terms of human resources development, Toyota conducts on-the-job training and educational
programs categorized by position in order to raise and strengthen the awareness of being a Toyota
employee. Also, in order to establish and maintain compliance, Toyota has clarified concepts that
serve as a guideline to conduct in the Code of Conduct for Toyota Employees, and holds meetings of
the Corporate Ethics Committee when necessary.
The Code of Conduct for Toyota Employees -
The Code of Conduct for Toyota Employees organizes the employees' basic attitudes necessary for
putting the Guiding Principles at Toyota into practice. This is not a list of "don'ts," but rather a
positive explanation of rules to be observed and actions to be taken. The guidelines also indicate
departments’ employees can consult with when they are having difficulty making a decision and
enable employees to confirm the appropriateness of their conduct. Toyota also has conduct
guidelines for individual divisions that specify in greater detail specific rules and actions, taking into
consideration the unique characteristics of each division.
[Promotional Structures]
Specific organizations and a hotline have been established in order to thoroughly carry out
compliance at all levels of the company, from executive management to the rank-and-file employees.
Proactive Prevention by the Corporate Ethics Committee -
The Corporate Ethics Committee, which includes all executive management from the executive vice
president level and higher as well as corporate auditors, works to prevent risks associated with legal
and ethical violations, while overseeing all general corporate activities from the perspective of
compliance. Records of proceedings are announced at management meetings and directors and
managing officers disseminate information to the divisions they oversee when necessary.
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Consolidated Support by Multiple Divisions -
In order to ensure proper compliance, a number of different divisions —including the Legal
Division, Accounting Division, Corporate Planning Division, Human Resources Division, and
Global Human Resources Division— work collaboratively to provide support and undertake
awareness-enhancing activities.
Revision of the Charter for Good Corporate Behaviour -
The Charter for Good Corporate Behaviour adopted by the Nippon Keidanren (Japan Business
Federation) was revised in October 2002. One element of the revision was the need for new
principles due to the current economic impasse in Japan, the development of a borderless global
economy, and the advance of information technology. Toyota Chairman Hiroshi Okuda serves as
chairman of the Nippon Keidanren and played a leading role in the revision of the Charter. Toyota is
adopting its own internal provisions, taking into consideration the revised Charter.
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THE FOURTEEN PRINCIPLES OF TOYOTA
1. Long – Term Philosophy
2. The Right Process Will Produce the Right Results
3. Create Continuous Process Flow to Bring Problems to the Surface
4. Use “Pull” Systems to avoid Over Production
5. Level out the Work Load (Heijunka)
6. Build a Culture of Stopping to Fix Problems, to get Quality Right the First time
7. Standardized Tasks are the foundation for Continuous Improvement
8. Employee Empowerment
9. Use Visual Control so no Problems are Hidden
10. Use Only Reliable, Thoroughly Tested Technology that Serves your People and Processes
11. Add Value to the Organisation by Developing Your People and Partners
12. Grow Leaders who thoroughly understand the Work, Live the Philosophy and Teach it to
Others
13. Develop Exceptional People and Teams who follow your Company’s Philosophy
14. Respect your Extended Network of Partners and Suppliers by challenging them and Helping
them Improve.
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ORGANISATIONAL DESIGN AND STRUCTURE
Organisational design is fundamentally the manner in which a management achieves the right
combination of differentiation and integration in the organizations operations in response to the level
of uncertainty in its external environment. Differentiation here refers to the subdivision of functional
or departmental units each concentrating on a particular aspect of the organizations operations and
Integration refers to the linking of differentiated units to achieve unity of effort in working towards
organizational goals .In times of high uncertainty greater organizational effectiveness is achieved
through high differentiation and high integration and in times of low uncertainty organizational
effectiveness is achieved through low differentiation and low integration.
Organisational structure is the formal and informal framework of policies and rules within which an
organization arranges its lines of authority and communication and allocates rights and duties .It
determines the manner and extent to which roles, powers and responsibilities are delegated,
controlled and co-ordinated and how information flows between various levels of
management .Hence this structure depends entirely on the organizations objectives and the strategy
chosen to achieve them. In a ‘centralized structure ‘the decision making power is concentrated in the
top layer of management and tight control is exercised over departments and divisions .In a
decentralized structure the decision making power is distributed and the departments and divisions
have varying degrees of autonomy...
The organizational structure at TKM is pyramidcal and considerably flat, and this has its own set of
advantages such as more frequent promotions and continuous change in responsibilities and growth
hierarchy. Moreover the organizational structure is on the lines of a lean enterprise that fosters
communication across all levels staying true to Toyotas ideology of openness and oneness .The flat
structure also promotes effective communication and teamwork and is inorganic in nature.
There is a high degree of differentiation coupled with an equal high degree of integration followed.
Also one striking observation is the unrigid organizational design that facilitates openness,
communication and free flow of ideas between all levels and cadres of the organisation. Also another
very practical approach followed at TKM is the job and role rotation process wherein every
employee gets cross trained across all areas and responsibilities to enable greater understanding and
respect for each other’s roles and responsibilities. Another notable observation is the large presence
of Japanese employee’s onsite as this ensures the Toyota system is nurtured and ingrained in TKMs
culture and in the top management.
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The diagram on the following page shows the organizational chart as observed in Toyota Kirloskar
Motor Ltd.
TOYOTA ORGANISATIONAL CHART
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POLICIES, PROCEDURES AND METHODOLOGY
The Toyota way
The Toyota Way is a management philosophy used by the Toyota Corporation worldwide. The main
idea is to base management decisions on a “philosophical sense of purpose”, to think long term, to
have a process for solving problems, to add value to the organization by developing its people and to
recognize that continuously solving root problems drives organizational learning. The two pillars of
The Toyota Way are Continuous Improvement and Respect for People.
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Toyota Production System (TPS)
The production system developed by Toyota Motor Corporation to provide best quality, lowest cost,
and shortest lead time through the elimination of waste.
TPS is comprised of two pillars, Just-in-Time and Jidoka, and is often illustrated with the "house"
shown below. TPS is maintained and improved through iterations of standardized work and kaizen,
following PDCA, or the scientific method.
The concepts of Just-in-Time (JIT) and Jidoka both have their roots in the pre-war period. Sakichi
Toyoda,
founder of the Toyota group of companies, invented the concept of Jidoka in the early 20th Century
by incorporating a device on his automatic looms that would stop the loom from operation whenever
a thread broke. This enabled great improvements in quality and freed people up to do more value
creating work than simply monitoring machines for quality. Eventually, this simple concept found its
way into every machine, every production line, and every Toyota operation.
Kiichiro Toyoda, son of Sakichi and founder of the Toyota automobile business, developed the
concept of Just-in-Time in the 1930's. He decreed that Toyota operations would contain no excess
inventory and that Toyota would strive to work in partnership with suppliers to level production.
Under Ohno's leadership, JIT developed into a unique system of material and information flows to
control overproduction.
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Some of the unique features of The Toyota Way are:
1. Kaizen : - It focuses on continuous improvement throughout all
Aspects of life. When applied to a workplace, Kaizen activities continually improve
all functions of a business from manufacturing to management. By improving
standardized activities and processes, Kaizen aims to eliminate waste. The Toyota
team relentlessly strives to conduct Kaizen activities.
2. Kanban : - It is a concept related to just–in–time (JIT) production.
Kanban is a part of a pull system that determines the supply, or production according to
the actual demand of the customers. A Kanban system is used as a demand signal
which immediately propagates through the supply chain. This can be used to ensure
that intermediate stocks are better managed.
3. Poka -yoke: - It means “fail-safing” – avoiding inadvertent errors, or a
method of preventing errors by putting limits on how an operation can be performed in
order to force the correct completion of the operation.
4. Genchi-Genbutsu : - It means “go and see for yourself” and it is an
integral part of the Toyota Production System. Toyota managers are expected to “go-
and-see” operations. Without experiencing the situation firsthand, managers will not
have an understanding of how it can be improved.
5. Jidoka : - It may be described as “intelligent automation”. At Toyota
this means that if an abnormal situation arises the machine stops and the worker will
stop the production line. Jidoka prevents the production of defective products,
eliminates overproduction and focuses attention on understanding the problem and
ensuring that it never recurs.
6. Heijunka : - It is a technique for reducing waste and is vital to the
development of production efficiency in the Toyota Production System. The general
idea is to produce intermediate goods at a constant rate, to allow further processing to
be carried out at a constant and predictable rate. This helps achieve the goal of
minimizing waste (MUDA), not overburdening people or the equipment (MURI)
and not creating uneven production levels (MURA)
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JUST-IN-TIME
The "Just-In-Time" production philosophy is the foundation of the Toyota process. This concept
refers to the manufacturing and conveyance of only what is needed, when it is needed, and in the
amount needed. In addition, a minimum amount of inventory is kept on hand. This enhances
efficiency and allows quick response to change.
STANDARDIZED WORK
The Toyota Production System organizes all jobs around human motion and creates an efficient
production sequence without any "Muda." Work organized in such a way is called standardized
work. It consists of three elements: Takt-Time, Working Sequence, and Standard In-Process Stock.
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Takt-Time
"Takt-Time" is the time, which should be taken to produce a component on one vehicle. This timing
mechanism is based on the monthly production schedule. Daily total operating time is figured based
on all machinery operating at 100% efficiency during regular working hours. The Takt time allows
us to produce many parts of many different types for use in vehicles on the production schedule and
to supply those parts to each process on the assembly line at the proper time. This keeps production
on schedule and permits flexible response to change in sales.
Takt Time =
Straight Time / Work Time (Seconds) #
Required Number of Production based on
Demand
# Time available/day/month
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There had been this wide, long-standing recognition of Toyota as the premier automobile
manufacturer in terms of the unmatched combination of high quality, low cost, short lead-time, and
flexible production. Toyota Production System had been widely credited for Toyota's sustained
leadership in manufacturing performance. In addition, Toyota had been remarkably open in letting
outsiders study its operations. Many other auto companies had done major benchmarking studies,
and they had tried to implement their own forms of the Toyota Production System. There is the Ford
Production System, the Chrysler Operating System, and General Motors went so far as to establish a
joint venture with Toyota called NUMMI, approximately fifteen years ago.
However, despite Toyota's openness and the genuinely honest efforts by other companies over many
years to emulate Toyota, no one had yet matched Toyota in terms of having simultaneously high
quality, low-cost, short lead-time, and flexible production over time and broadly based across the
system. This shows how deeply TPS is ingrained in Toyota group companies and the impact is has
on the functioning of the corporation.
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PRODUCTION FLOW
The following paragraphs will offer a brief explanation of the manufacturing process followed at the
TKM plant along with the systems and processes in place that make this facility and its ideologies
truly one of a kind. The production unit or ‘shop floor’ is primarily composed of the below divisions
1. Inventory Storage
2. Press Shop
3. Weld Shop
4. Paint Shop
5. Assembly Shop
6. Final Inspection
The plant follows a Product Flow Layout. This is also known as Lean manufacturing. The block
diagram of the plant is shown below:
1. Inventory Storage-
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The parts that are required for the manufacturing of the vehicle are stored in the inventory.
Toyota follows the Just in Time production technique i.e. vehicles are produced according to
their demand. Therefore, the parts that are present in the inventory are only for that day’s
production and maybe the next day’s. This way the storage and maintenance cost is reduced.
2. Press Shop-
The basic function of the press shop is to press the sheet metal into the required shape. There are
4 stages in the press shop. The first two are stamping, in which the sheet metal is cut into
required size using templates called “DIES’ and holes are made. The 3 rd and 4th stages are press
stages. The machines that are used for pressing the sheet metal use hydraulic control since the
pressure required is high.
3. Weld Shop-
The weld shop is responsible for welding every single part of the vehicle. When the chassis is
welded the frame structure is held on a fixture which operates on the principle of pneumatic air
pressure. Then all the small parts to be fitted to the chassis are welded using butt welding. This
process is done manually. For body related welding there is a different segment. E.g. welding of
fenders etc. After the completion of welding, the body is inspected for defects. The door of the
body is fixed temporarily for painting purpose.
4. Paint Shop-
In the paint shop the complete body is dipped into a solution filled in a tank. This is done to
clean the body and make it corrosion proof. After this, primer coating is done which is performed
by a robot because the primer needs to be sprayed uniformly. A quality check is done to ensure
that uniform thickness of the paint is maintained.
5. Assembly Shop-
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The assembly shop is responsible for the assembly of the various parts to make a vehicle. The
assembly shop consists of three production lines. These are:
a) Chassis assembly line
b) Body trim line
c) Final line
The chassis assembly line and the body trim line move side by side. On these lines, the various
parts, systems and sub assemblies of the chassis and the body are fitted. Once the assembly of the
various parts like door hinges, wire housing, engine, transmission etc. is completed, the chassis is
brought under the body and fitted. This procedure is called docking. After docking the vehicle is
taken to the final line where the other parts of the vehicle like safety glasses, carpet, doors etc.
are assembled. The VIN (Vehicle Identification Number) is punched onto the vehicle by a
machine during the final line assembly.
6. Final Inspection-
During final inspection, the entire vehicle is checked for any defects in weld, paint and
assembly. The engine is started and checked and the steering alignment is verified. Also a shower
test is performed to ensure that there are no leaks in the car. In case of any persisting problem,
the vehicle is sent to the repair shop where the defect is rectified.
CLASSIFICATION OF VARIOUS DEPARTMENTS
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A number of divisions are responsible for the overall functioning of TKM. The various divisions at
TKM can be broadly divided into manufacturing divisions and the non-manufacturing divisions. The
various departments of the manufacturing department are intentionally located in the ground floor of
the plant facility as part of TKMs overall strategy due to its close proximity to the shop floor, all the
other divisions are housed in the first floor.
Manufacturing Divisions-
1. Product Design and Development Division
2. Quality Control Division
3. Plant Administration Division
4. Production Division
5. Quality Assurance division
6. Plant engineering and services department
Non-manufacturing Divisions-
General Administration Division
Finance and accounting Division
Purchase division
Marketing Division
Sales and Services Division
Human resources
The departments that fall under the manufacturing division are those that are primarily composed of
engineers and these function in a symbiotic way that aids in the design, manufacture and deployment
of its automobiles.
The non-manufacturing divisions are composed of teams that overlook the finance and manpower
planning and management.
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Flow of material in TKM:-
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TKM
SLC
Steel Suppliers
Suppliers/ job shop
TKM receiving
Local suppliers
Job works
Imports
Yard Dealers
P
T
W
A
INSP
P= press
W= weld
T= paint
A= assemble
In= inspection
Toyota Kirloskar Motor
PRODUCT PROMOTIONAL MEASURES
Just like any other automobile manufacturer, Toyota also promotes its fine products through
numerous video advertisements in all leading television channels and also through captivating print
ads in newspapers, magazines and other related publications.
S.W.O.T ANALYSIS
STRENGTHS –
Better Product Quality and strong product Innovation skills
Trusted and reliable brand image of its patent company TMC worldwide contributes to its
goodwill
Wider Product Line
Availability of latest technology through in house R&D
Standard system of production and company culture is followed uniformly throughout the
world thereby no deviations in its quality
Pull system of production that depends on sales velocity and hence cars are built to order,
thereby eliminating idle inventory and overproduction wastage
Toyotas culture and ideology followed by even its suppliers and dealer network
WEAKNESSES -
Higher Lead Time
The present and only plant in India at TKM has neared peak capacity
Internal conflicts of interest such as Trade union issues that have arose in the past and
severely affected the company’s output and drew critical media reviews
No proper system to check whether the worker is using safety wear or not, which may lead to
accidents
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OPPORTUNITIES –
The growing automobile market in India, presently said to be growing at over 16%, has
created new possibilities in various segments offers numerous avenues for growth
Increasing buying power and customer base in India
Expansion of product portfolio to diversify and thereby establish in this bigger domestic
market
THREATS –
Entry of international players in domestic market
Exchange rate fluctuations that affect the company’s overall revenues since majority of its
auto components, CBUs and engines are procured from overseas
It has not been largely successful in terms of market penetration in India .Globally Toyota is
a leader in production and sales
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FINDINGS AND CONCLUSIONS
Findings
SAFETY
The importance given to safety in the plant is phenomenal .In fact it was truly admirable to see that
this level of safety was followed not just on the shop floor but throughout the expanse of the entire
facility.
One example is the “GREEN PATH” system that literally refers to narrow lanes painted green
viz.the only areas that personal and visitors are advised to walk on in the shop floor as it traces the
areas where safety is least compromised. This initiative also has “STOP-LOOK-GO” signs printed
on in bright yellow at all turnings, crossings and intersections to serve as a continuous reminder to be
cautious and watchful .Toyota aims to achieve a zero accident reputation through these efforts.
Moreover, all personnel in the plant are provided adequate body protection such as helmets, elbow
guards, gloves, aprons, etc. in meeting with standard safety requirements.
EQUALITY AND OPEN CULTURE
Another notable and admirable ideology followed at TKM is that of equality and open culture. The
common lunch hall is a perfect example to validate this fact .Here ,the same delicious meals are
served to all employees ,managers and shop floor mechanics alike, giving no place for discrimination
of seniority. On the contrary this builds a strong feeling of oneness among the staff making them
truly feel they are a significant and intricate part of the Toyota family.
Another notable experience is the sight that meets one’s eyes at the office block .There is no cubicles
or separators throughout the office redefining a culture of transparency in operations and
communication without boundaries or hierarchical discrimination.
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EMPLOYEE RECREATION
As one can imagine how busy the production floor can get especially, when there’s a car being rolled
out every minute, yet the company has given thought about employee recreation and made it a
possibility by a unique idea of erecting board games right in the midst of the assembly lines.
THEORY IN PRACTICE
Toyota believes in practicing what it preaches. “Group activity box” on the shop floor that
temporarily houses managers and senior personnel in accordance with their culture of
Genchi-Genbutsu, that means “go see for yourself”, as Toyota managers are expected to go and see
operations firsthand to have an understanding of how it can be improved. These “ boxes “ eliminate
the need for managers to walk to and forth from shop floor to office floor viz. a waste of time and
energy.
CARE FOR THE ENVIRONMENT
The company in staying true to its outlook on protecting and sustaining the environment is constantly
engaged in numerous activities to facilitate the same. Even during the course of my onsite visits this
was evident with the preparations undertaken for a proposed sapling planting drive.
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A Customer’s Point of View:
After visiting two districts of Nizamabad and Kazipet/Warangal, I came to a conclusion after having a discussion with Toyota owners as well as prospective Clients. Some of their view’s are as follows:
• Due to a long distance from the dealership showroom it usually gets too hard for an owner to get their cars serviced on time
• In case of a break-down of their car, it is sometimes hard for them to arrange genuine Toyota-parts.
• Overall the concern of all the customers as well as the prospects revolves around better service in terms of servicing and maintenance of the vehicle.
• Other concerns of the prospects was the delivery time of their vehicle as promised ,but at R.K Toyota, the sales people are very efficient and in all the cases the delivery is made on time
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CONCLUSION
Toyota Kirloskar Motors has greatly contributed to the huge growth of the Indian Automobile
Industry. Toyota Kirloskar Motors has a great commitment to the society and the earth, aiming to
create a new motorization future for India. Toyota will play a significant role in promoting
employment and technology transfer to India. Toyota believes that manufacturing is all about
fostering people; it aims to apply all its energy into nurturing individuals who can contribute
considerably to the revitalization of the Indian economy.
Toyota Kirloskar Motors has already started the work of the second plant which is scheduled to
begin operations by mid 2012 with an initial annual production of 100000 cars; the plant is poised to
produce passenger cars, including a new compact vehicle. This would change the whole Automobile
Industry. It would create high quality Cars and would also increase the competitiveness existing in
the market.
With the above information we can say Toyota Kirloskar Motor has a long way to go through with
innovative product and it has scope for diversification in various because of large untouched market.
Huge Investments are coming from Toyota and Kirloskar group and the Special Advantage is getting
the Technology transfer from Toyota.
Today, Toyota Kirloskar Motor plays a vital role in rolling out Cars in India with state of the art
Design and Technology. This can only be possible by following world class Quality, Innovation,
Leadership, Principals and Values. Toyota Kirloskar Motor will not just drive the Indian Automobile
Industry but it would make significant inroads such that it would revolutionize the Global
Automobile Industry.
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Toyota Kirloskar Motor
SUGGESTIONS
Pricing and Product sales must be made effective such that the company can be competitive with
the local and International manufacturers.
Reduce the Exchange rate fluctuations that affect the company’s overall revenues because
majority of its auto components, CBUs and engines are procured from overseas
As Toyota gives the first preference to the Safety, but still workers are very negligible
sometimes, they ignore to wear the safety wears when they are in the line, so I suggest they
should have a safety inspection team, where they will be continuously observing the workers.
Workers waste lot of their time in playing board games as there is no proper observations on
these areas, so I suggest that there should be proper monitoring system, so that all the man hour is
used efficiently.
There do not exit a proper relation between the team leader and the team members, so I suggest
that proper steps must be taken in reducing the cold wars between the employees so that they
maintain a good working environment.
SUGGESTIONS FROM CUSTOMER’S POINT:
1. Toyota is known for their operational efficiency, so in order to get attention of the prospective customer as well as the existing customer, it is important for TKM to prepare a slide show of the operational activities of Toyota and display in the dealership showrooms on the LCD tv.
2. A Fortnightly servicing Van can be provided in the distant locations, such as Nizamabad,kazipet,Warangal etc..By providing the servicing vans, the dealership will create a better image and that will lead to its sales through word of mouth publicity and it will as create a better brand image of the company as a whole.
3. Similarly, a servicing camp can be arranged in the major city locations, with a side by side family time programme. In this Family time programme, a customer can get his vehicle serviced while his/her children can enjoy in a small fare arranged by the dealership. This will in turn create a better brand image of Toyota and will also increase customer loyalty towards the company as well as the dealership.
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Toyota Kirloskar Motor
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