Submitted in partial fulfilment for the

Course
INDUSTRY 4.0
(Sub Code: 17MEE658)

(A Unit of Nitte Education Trust(R), Mangalore)

Submitted by (AN AUTONOMOUS INSTITUTION AFFILIATED TO VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELGAUM)
ACCREDITED BY NATIONAL BOARD OF ACCREDITATION (AICITE), NEW DELHI
AHMED FAISAL Govindapura, Gollahalli, P.B. No. 6429, Yelahanka, Bangalore 560-064, Karnataka, India

(USN:1NT16ME184)
VI Semester 'C' Section
Department of Mechanical Engineering
NMIT, Bengaluru.

Course Instructor
MR. PRASHANTH N
Assistant Professor
Department of Mechanical
Engineering,NMIT, Bengaluru.

Logistics & Industry 4.0 of TOYOTA

Automotive
Logistics and industry 4.0 of TOYOTA Automotive

Chapter 1:INTRODUCTION TO THE COMPANY

The company was founded by Kiichiro Toyoda in

1937, as a spinoff from his father's company Toyota
Industries to create automobiles. Three years earlier,
in 1934, while still a department of Toyota Industries, it
created its first product, the Type A engine, and its
first passenger car in 1936, the Toyota AA.

PIC:TOYOTA COMPANY TOKYO JAPAN

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Department of Mechanical Engineering,NMIT
Logistics and industry 4.0 of TOYOTA Automotive

Chapter 2:HISTORY OF TOYOTA COMPANY

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Logistics and industry 4.0 of TOYOTA Automotive

1.It has been suggested that due to Toyota’s rapid growth and need to be the top
between year 2000 and 2009, was the root problem that lead to the faulty vehicles and
subsequently, the recall.

2.The rapid growth and building of 17 new production sites as well as the over reliance
on technology caused Toyota to forgo quality checks for some of their cars.

Chapter 3 : 3.Managers must aware of fast technology like equipment, tools or operating method
that are designed to make work more efficient.

Problem 4.Wakatsuki, a former assembly worker related how Toyota tested the safety and

Disturbution quality of only 60% of the cars produced. In the past, every car went through stringent
checks and testing.

5.Toyota didn’t look into customer complaints and acted too slow when safety
complaints came in. There were suspicions that Toyota knew about the faulty vehicles
as early as September 2009, however, they only acted on the problems in January
2010.

6.The organization should demonstrate Social Responsible Actions. There are the Social
Responsibility, Social Obligation and Social Responsiveness. Social responsibility mean if
the corporation must admit the mistake if they done something wrong. Such as milk
powder that was sold by China. As it added Melamine in the milk powder.

Department of Mechanical Engineering,NMIT

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Logistics and industry 4.0 of TOYOTA Automotive

1:TOYOTA’S EMPLOYEES IMPROVED THE

PRODUCTION PROCESS
AS AN EXAMPLE, WE CAN TAKE
RATIONALIZATION OF THE ASSEMBLY OF
FUEL TANKS. PREVIOUSLY, A HEAVY TANK
WAS LIFTED WITH THE CONVEYOR AND
THEN FASTENED BY THE WORKERS WITH

Chapter 4: CLAMPS AND SCREWS.

Solution To 2:HIGHER LEVEL OF KAIZEN

Case Study TOYOTA NEW GLOBAL ARCHITECTURE IS

DESCRIBED AS FURTHER EVOLUTION OF
KAIZEN. THIS IS A NATURAL DEVELOPMENT
OF A WELL-KNOWN TOYOTA’S
PRODUCTION SYSTEM USED FOR MANY
YEARS CONSISTING OF THE OPTIMIZATION
OF RESOURCE MANAGEMENT.

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Logistics and industry 4.0 of TOYOTA Automotive

Example of
Technology used IN 2018 TOYOTA WAS REGARDED AS BEING BEHIND IN SMART CAR
in the company TECHNOLOGY AND IN NEED OF INNOVATION. THE COMPANY
INVESTED $4 BILLION IN A ROBOTICS AND AI RESEARCH INSTITUTE TO
CREATE SAFER VEHICLES
TOYOTA INVESTED $500M IN THE DRIVERLESS CAR COMPANY UBER
WITH THE AMBITION TO BUILD THE COMBINED TECHNOLOGY INTO
TOYOTA'S SIENNA MINIVANS, TO BE USED ON UBER'S RIDE-HAILING
NETWORK FROM 2021.IN 2019 TOYOTA PARTNERED WITH CHINESE
TECHNOLOGY FIRM COGOBUY TO BUILD A SMART CAR ECOSYSTEM IN
THE HOPES OF TURNING THE COMPANY FROM MANUFACTURING-
ORIENTED TO INTELLIGENCE-ORIENTED.

IN EARLY 2019 IT WAS ANNOUNCED THAT JAPAN IS PLANNING A

MOON LANDING FOR 2029 AND WANTS ITS ASTRONAUTS TO EXPLORE
THE LUNAR SURFACE IN A VEHICLE BUILT BY JAPANESE AUTOMAKER
TOYOTA.

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Logistics and industry 4.0 of TOYOTA Automotive
Chapter 5: How Does Industry 4.0 Compare to Lean
INDUSTRY 4.0:IS ALL ABOUT USING COMPUTER
TECHNOLOGY, ARTIFICIAL INTELLIGENCE, AND
ESPECIALLY NETWORKS TO IMPROVE
PRODUCTION. TO ME, IT IS A BIT OVER-HYPED,
AND THERE ARE MUCH MORE IDEAS AND VISIONS
THAN THINGS THAT ACTUALLY WORK.
.
Lean Production:has been around
for half a century or more,
developed by Toyota from 1950
onward as the Toyota Production
System. Like Industry 4.0, lean is also
not well defined. It includes Just in
Time and Jidoka as well as Muda,
Mura, Muri (waste, unevenness,
overburden), respect for people,
and many other things.
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Logistics and industry 4.0 of TOYOTA Automotive

Similarities between Lean and Industry 4.0

1.REQUIRES YOUR FULL ATTENTION AND SUPPORT

AS WELL AS A LOT OF TIME FROM BOTH YOU AND
YOUR PEOPLE. IF YOU OVERLOAD YOUR PEOPLE
AND START TOO MANY PROJECTS AT ONCE, YOU
WILL NOT GET THEM FINISHED, AND EVEN IF YOU
THINK THEY ARE DONE, THEY DO NOT WORK VERY
WELL.

2.THIS CANNOT BE OUTSOURCED. IF YOU JUST HIRE

SOME PEOPLE TO DO THE WORK FOR YOU, IT WILL
NOT GIVE YOU WHAT YOU WANT.

3.IS ESSENTIAL FOR SUCCESS. WHILE ANYTHING

CAN LOOK GOOD IN A PRESENTATION, THE
IMPORTANT PART IS IF IT ACTUALLY WORKS ON THE
SHOP FLOOR.

Department of Mechanical Engineering,NMIT

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Logistics and industry 4.0 of TOYOTA Automotive
Industry 4.0
4th technological advancement in
manufacturing is powered by nine
foundational technologies
Industry 4.0 also allows companies to
share the benefits of automation
technology more broadly within the
Difference Between organization by, for example,
equipping and training line workers
Industry 4.0& Lean to receive and apply real-time
information about their machinery.
Manufacturing
Industry 4.0. Several studies of
operational excellence programs in
recent years have seen companies
generate valuable synergies by
implementing
More efficient processes.
Industry 4.0 promotes faster
High cost
Department of Mechanical Engineering,NMIT
Lean Manufacturing
Manufacturers can reach new levels
of operational performance. They
can, for example, advance from
preventive to predictive
maintenance, which means that
maintenance tasks are performed
only when necessary.
Manufacturers can apply these
benefits to achieving the broader
objectives: producing higher-quality
goods and reducing costs.
Manufacturers seeking to optimize
their operations need to understand
the interplay between traditional
lean management
Less efficient processes.
Slower in promots
Provide a good cost
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THANK
YOU