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The Toyota Motor Co. Ltd was first established in 1937 as a spin-off from Toyoda Automatic Loom Works, one of the world's leading manufacturers of weaving machinery. The Toyoda Automatic Loom Works was then headed by Japan's "King of Inventors" Sakichi Toyoda. The patent rights to one of his machines had been sold to Platt Brothers (UK) and provided the seed-money for the development and test-building of Toyota's first automobiles. August 1997 marked the 60th anniversary of TMC. The fledgling company founded by Kiichiro Toyoda, Sakichi's son, has since blossomed into the leader that it is today. In 1950 the company experienced its one and only strike. Labor and management emerged from this stoppage firmly committed to the principles of mutual trust and dependence, and that corporate philosophy still guides our growth today. Production systems were improved in the late 1950s, culminating in the establishment of the 'Toyota Production System.' It became known as TPS in 1970 but was established much earlier by Taiichi Ohno. Based on the principles of Jidoka, Just-in-time and Kaizen, the system is a major factor in the reduction of inventories and defects in the plants of Toyota and its suppliers, and it underpins all our operations across the World. Toyota launched its first small car (SA Model) in 1947. Production of vehicles outside Japan began in 1959 at a small plant in Brazil, and continued with a growing network of overseas plants. Toyota believes in localizing its operations to provide customers with the products they need where they need them; this philosophy builds mutually beneficial longterm relationships with local suppliers and helps the company fulfill its commitments to local labor. Over and above manufacturing, Toyota also has a global network of design and 'Research and Development' facilities, embracing the three major car markets of Japan, North America and Europe. In every community in which the company operates, Toyota strives to be a responsible corporate citizen; close relationships with people and organizations in the local community are essential contributors to mutual prosperity. Across the world, Toyota participates enthusiastically in community activities ranging from the sponsorship of educational and cultural programmers to international exchange and research. Toyota Motor Corporation commonly known as Toyota and abbreviated as TMC , is a multinational automaker headquartered in Toyota, Aichi, Japan. In 2010, Toyota Motor Corporation employed 317,734 people worldwide, and was the world's largest automobile manufacturer by production.
Toyota Motor Corporation is headquartered in Toyota City, Aichi. Its Tokyo office is located in Bunkyo, Tokyo. Its Nagoya office is located in Nakamura-ku, Nagoya. In addition to manufacturing automobiles, Toyota providesfinancial services through its Toyota Financial Services division and also builds robots. In predominantly Chinese-speaking countries or regions using traditional Chinese characters, e.g. Hong Kong and Taiwan, Toyota is known as In predominantly Chinese speaking countries using simplified Chinese characters(e.g. China), Toyota is known as (pronounced as "Fēngtián" in Mandarin Chinese ). These are the same characters as the founding family's name "Toyoda" in Japanese, which translate to "fertile rice paddies" in the Chinese language as well.
The Toyota Company is a leader in the car manufacture, assembly and distribution the world over. A very efficient management style that the company uses has been one of the reasons for the firm’s good performance. There are many other salient factors that have made the company achieve the niche of market leader. The market structure the company operates in cannot be definitely stated. Some may consider it to be a monopoly. This is due to the fact that the company is a dominant market player in car exportation. In fact, its differentiation strategy has made it enjoy an almost monopolistic presence especially in the developing nations of the world. On the other hand, the market structure can be seen as an oligopoly. This is due to the fact that there are other key players like GM who are peer competitors. Toyota is keen to see what these competitors are doing and make sure it reacts to their actions in a way that will guarantee its market leadership.
Visit to the Miyagi prefecture office, July 19, 2011. From left, Iwate Governor Takuya Tasso, President Akio Toyoda, and Miyagi Governor Yoshihiro Murai
The new headquarters of the Toyota Motor Corporation, opened in February 2005 in Toyota City.
Logo and branding
Employee at Toyota Museum explains development of Toyota name and brand
In 1936, Toyota entered the passenger car market with its Model AA and held a competition to establish a new logo emphasizing speed for its new product line. After receiving 27,000 entries, one was selected that additionally resulted in a change of its moniker to "Toyota" from the family name "Toyoda." It was believed that the new name sounded better and its eight-stroke count in the Japanese language was associated with wealth and good fortune. The original logo no longer is found on its vehicles but remains the corporate emblem used in Japan. Still, there were no guidelines for the use of the brand name, "TOYOTA", which was used throughout most of the world, which led to inconsistencies in its worldwide marketing campaigns. To remedy this, Toyota introduced a new worldwide logo in October 1989 to commemorate the 50th year of the company, and to differentiate it from the newly released luxury Lexus brand. The logo made its debut on the 1989 Toyota Celsior and quickly gained worldwide recognition. There are three ovals in the new logo that combine to form the letter "T", which stands for Toyota. The overlapping of the two perpendicular ovals inside the larger oval represent the mutually beneficial relationship and trust that is placed between the customer and the company while the larger oval that surrounds both of these inner ovals represent the "global expansion of Toyota's technology and unlimited potential for the future. The logo started appearing on all printed material, advertisements, dealer signage, and the vehicles themselves in 1990.
Much like the design of the cars we sell, our logo has undergone a number of refinements and improvements over the years. :
COMPANY AT A GLANCE .
308.18 • Total assets  (US$5.32 billion) .3 billion) Total equity ¥10. 1937 Kiichiro Toyoda Toyota.33 trillion (FY2011) (US$128.07 billion) Marketing strategy ¥29.039 units (FY2011)  Products Automobiles • Revenue Operations trillion (FY2011) (US$235. Collect data pertaining to Financial Services the following:Production output 7.Type Public company TYO: 7203 LSE: TYT NYSE: TM Industry Automotive Robotics Financial services Founded Founder(s) Headquarters Area served Key people August 28. Aichi.818 trillion (FY2011) (US$370.89 billion) ¥18.28 billion (FY2011) Financial strategy (US$5.82 billion)  • Profit HR policy billion (FY2011) ¥408.99 strategy • Operating income ¥468. Japan Worldwide Fujio Cho (Chairman and Representative Director) OBJECTIVES Akio Toyoda (President and Representative Director) Study any organization in detail.
. In return. 2011 Highlander Hybrid or 2011 Venza) and be part of an "Idea Design Session" event. asks entrants to work with five Toyota technologies: Total Human Model for Safety (THUMS) – An advanced injury-simulation software that measures more than the conventional crash test dummy can. The campaign. winners will get to choose from one of three Toyota cars (2011 Prius. which this week launched its "Ideas for Good" initiative--an opportunity for consumers to repurpose Toyota automotive technology to benefit society outside of the automotive space.METHODOLOGY:All the analysis is done with the help of secondary data. which is being produced in conjunction with Saatchi & Saatchi LA. Technology The latest corporate crowdsourcing experiment comes to us from Toyota.
M. to boot. Its VVT-i engine won "Engine of the Year 2000" and recently the VVTL-i has won a similar award for its revolutionary . Pepsi's multimillion dollar Refresh grant program has been wildly successful.U. Engines Toyota's new-generation engines combine driving pleasure and environmental responsibility Award Winning Engines Toyota prizes itself for its advanced and intelligent engines. T.S. About the Technologies ○ ○ ○ ○ ○ T. enabling Toyota to better understand injury mechanisms in crashes that have historically been difficult to analyze with current crash test dummies.U. including bones.H.Hybrid Synergy Drive® (HSD) – HSD converts braking energy into electricity. Toyota's promise of a shiny new car will probably be enough to get a decent number of participants in its contest.U. Some of these technologies are already being used outside Toyota. Touch Tracer Display – An advanced touch-activated display system that allows drivers to control music. Solar Powered Ventilation System – The Toyota Prius offers this system that helps keep the interior air temperature near the outside ambient temperature.U.S.S. with injuries to them accounting for approximately half of all injuries sustained during automobile collisions.M. T.H. is being used by Wake Forest University to study the effects of tackles and hits on football players. tendons and the muscular systems. It is also being used by NASCAR to analyze the effects of high-speed impacts. Advanced Parking Guidance System (APGS) – Available on the Toyota Prius. Toyota is far from the first company to dabble in online crowdsourcing.H. was used to study low-speed rear impacts to help reduce the risk of whiplash injuries. ligaments. Toyota is using T. In one case. Touch Tracer is the first display system in the world to allow steering wheel controls to read out on the instrument panel.M. T.M. THUMS. T.H. T. using the data collected to help develop advanced safety technologies for airbags. and GE's recent $200 millionEcomagination Challenge captured the attention of environmentally-aware Internet junkies.U.U.H. The benefits of Toyota's crowdsourcing experiment are twofold: the brand gains recognition for some of its more innovative technologies. this system utilizes ultrasonic sensors in the front and rear bumpers to detect open parking spaces and helps guide the car into those spaces with only soft driver braking. when the vehicle is parked in direct sun.S.U.H. (Total HUman Model for Safety) is an advanced injury-simulation software that measures injury to parts of the body not measurable with conventional crash test dummies.M.H.M. Solar Powered Ventilation System Hybrid Synergy Drive® Advanced Parking Guidance System Touch Tracer T. The hybrid system helps lower emissions while raising mpg. and it gets to leverage the ideas of the crowd. temperature and other features from the steering wheel without taking their eyes off the road.S. seatbelt systems and vehicle body structures. has two million distinct parts. Internal organs are particularly vulnerable during collisions. for example.M.S.H.S.M. to better understand the mechanisms that cause injuries to vehicle occupants and pedestrians in car crashes. (Total HUman Model for Safety) is an advanced injury-simulation software.U.S. provides Toyota with more data than ever before to help them create the next generation of safety features on their vehicles.
which controls hydraulic pressure under the ECU's instruction and 3. 2.The oil control valve (OCV)."lifting" valve control technology. Cleaner exhaust gases. Toyota D-4D engines are available on select models of Yaris. clean diesel Originally introduced in Europe in the top selling Avensis range. D-4D D-4D High technology. Lower fuel consumption. The VVT-I is an engine control system that has achieved high levels of the seemingly opposing performances of Higher power out-put. the VVT-I enables the overall performance of the engine to be enhanced all the way from the low to the high rpm range. Engines . BY determining the level of performance that is demanded of the engine at a given time by way of the driver's accelerator operation and the engine rpm.The VVT pulley. D-4D is widely recognised as one of the most advanced diesel technologies on the market today. the VVT-I system is an computer controlled mechanism that continually varies the timing for opening and closing the intake valves in accordance with the vehicle's operating conditions. And the developments go on: At Paris Motor Show 2002 Toyota will launch its new DCAT clean diesel technology. which continuously changes the intake valve timing using hydraulic pressure. Yaris Verso. Design VVT-I is comprised of three major components 1.VVT – I VVT-i (Variable Valve Timing with intelligence) Why VVTI In contrast to the fixed valve timing of conventional engines. which calculates optimum intake valve timing based on engine operating conditions.The electronic control unit(ECU). Corolla .
Passenger safety begins with buckling up. Fuel combustion can be incomplete. We search for improved webbing elongation characteristics. we are working hard to make seatbelts more comfortable and easier to wear. Innova.Verso. we're thinking about how to keep you in.fired by the intense heat of high compression . At Toyota. improved ways of clamping the webbing. diesel engines relied on relatively simple technology with a low-pressure mechanical injector delivering fuel to a pre-combustion chamber in the cylinder head. Avensis Verso. In addition. leading to vibration and noise. D-4D components Toyota's common rail system makes use of a high pressure pump and intelligent. and improved pretensioners. Until recently.takes place. The most important aspect of protecting passengers in a collision is to minimize collision forces transmitted to them. directly into the centre of the combustion chamber. Safety While you're getting out of your car. we are making significant progress with airbags as supplemental restraint systems (SRS). And at Toyota. computer controlled injectors to deliver precisely the right amount of fuel. at precisely the right time. and we have put a great deal of work into designing ever more efficient passenger restraint systems such as seatbelts and head restraints. we design automobile bodies with crumple zones to absorb collision energy. Land Cruiser and Previa models. where a single ignition . In a collision. Avensis. During the development of a new automobile. Toyota . seatbelts are the primary safety device that helps protect the occupants. RAV4. The system was reasonably fuel efficient but lacked precision and refinement. allowing smoke and other emissions to pass into the exhaust.
the vehicle maintains directional control and steerability. It all works to keep you safe and secure in the event of an accident. If a wheel loses traction. A cars wheels may tend to spin when starting off or accelerating. While road-testing prototypes. Adjustable shoulder anchor are provided for wearers to change the height of the belt for additional comfort and safety. Brakes Our brakes allow you to do something you never thought possible Toyota has developed new electronic control systems that make the most of the basics and add to overall performance. Toyota even designs the structure and shape of the seats in its cars to complement the restraint of the seatbelts. ABS measures the degree of slip to determine when wheel lock will occur from the degree of slip. ABS helps prevent wheel lock. And some of our vehicles have Pre-Tens ioner Sensors which quickly pull the seatbelt back at the first shock of a severe head-on collision. the tyres begin to slip. Toyota's TRC system regulates engine and brakes to help provide as much control of wheel slip as possible during startoff or acceleration. loss of traction can cause the tyres to lose their grip and allow the vehicle to slide sideways. These electronic systems include ABS for the brakes and TRC for traction control. real people use the seatbelts and report on their fit and comfort. and reduces hydraulic pressure to prevent it. In some cases. anchors. . Making the shape of the seats and the position of the anchors to ensure that the belts fit low across the pelvis. Toyota continually strives to design new and better seatbelts that make the most of the ride-down effect of our automobiles' crumple zones and enhance the deceleration effects. the wheel speed sensor detects a sudden increase in wheel rotation speed. while the Force Limited keeps that tension from injuring you. Because ABS allows the wheels to roll . and buckles are positioned for a safe and comfortable fit. yet loose enough to feel comfortable.albeit at a slower speed than the vehicle velocity .uses dummies of several different sizes to make sure the seatbelts. When the brakes are applied. some of our vehicles have 3-point belts for the passenger sitting in the middle of the back seat. Our Tension-Reducing Emergency Locking Retractor (ELR) automatically locks when you pull on the belt to ensure it's secure enough to work. Depending upon the seating configuration.
and value. Soon thereafter. the company was dedicated to truck production for the Imperial Army. For example.This information goes to the TRC electronic control unit (ECU). the customer and the society as a whole. military trucks were kept as simple as possible. During the Pacific War. it is still in the textile business and still makes automatic looms (fully computerized." Origins The story of Toyota Motor Corporation began in September 1933 when Toyoda Automatic Loom created a new division devoted to the production of automobiles under the direction of the founder's son. The . the trucks had only one headlight in the center of the hood. Operation Strategy Of Toyota Toyota is Japan's biggest car company and the second largest in the world after General Motors. Toyota earns $1250 per vehicle produced while GM loses $2311 per vehicle produced. At the same time. as well as components designed specifically for TRC. Toyota also has a large market share in both the United States and Europe. . Production of the Model AA passenger car started in 1936. the division produced its first Type A Engine in 1934. It produces an estimated eight million vehicles per year. about a million fewer than the number produced by GM. Because of severe shortages in Japan. their designs set global standards for safety. The Company Philosophy "Do the right thing for the company. even on slippery surfaces. the ECU commands the brake actuator to engage the brakes on the affected wheel until it regains traction. which was used in the first Model A1 passenger car in May 1935 and the G1 truck in August 1935. Toyota's TRC system uses components of ABS and engine management systems. The company dominates its home market. its employees. The system helps the driver maintain control of the automobile and optimizes traction. and electric sewing machines which are available worldwide. driver awareness of road hazards and appropriate response is also required to avoid dangerous situations and to give the various systems time to operate. which commands the engine to reduce torque. Although the Toyota Group is best known today for its cars. with about 40% of all new cars registered in 2004 being Toyotas.1 -company produces a large range of vehicles which are highly regarded for their quality. Obviously. reliability and ease of maintenance. engineering. of course). It has significant market shares in several fast-growing South East Asian countries. Kiichiro Toyoda.
The inventory problems included the unused accumulated inventory that was not only unproductive. In addition. The last issue is every few years. They also had a strong working ethnic which was concentrated on work that caused continuous improvement. JIT can lead to dramatic improvements in a manufacturing organization's return on investment. so that inventories are minimized. On the other hand. Toyota recognized necessity of schemes adjustable to conform to changes due to troubles and demand fluctuations. Thus. JIT recognizes that any motion which does not add value to a product increases the no value added cost of the product. For this purpose. Using JIT. This type of system produces only quantities necessary to fulfill the demands of the next operation.JUST IN TIME ( JIT ) Just-In-Time (JIT) is a Japanese manufacturing management method that was developed in the 1970’s. In order to have an efficient production system in the automotive industry. All materials and conversion . The just-in-time production is a method whereby the production lead time is greatly shortened by maintaining the conformity to changes by having “all processes produce the necessary parts at the necessary time and have on hand only the minimum stock necessary to hold the processes together". by checking the degree of inventory quantity and production lead time as policy variables. This was the starting point of the Toyota Production System. and large lot production and delivery delays. not a work order. JIT accounting systems are similar to process costing. optimize material flow from suppliers through the production process to the point of sale of the finished product. For the product defects. reduce setup costs to achieve the smallest economical lot size. they awarded that they should produce more diversified goods. One motivated reason for developing JIT was a need of a better production technique after World War II. This included inventory problem. quite literally. The company will also need to ensure that the process has adequate response time to maintain an uninterrupted schedule. In the JIT manufacturing environment. to another work center and so on. a trouble in any of the processes will have a large overall effect.producing one type of products. product defects. implement a total quality control program which will minimize scrap. The quantity is pulled when it is needed. Japanese Manufacturers looked for a way to gain the most efficient use of limited resources. However. Because of the natural constraints and the economy constraints after World War II. In order to avoid such problems as inventory unbalance and surplus equipment and workers. a company only holds enough inventories for current production. The movement of inventories is no longer from the storeroom to a work center. the system before JIT did not manage well for fast delivery request. so. it can easily fall into the condition of having excessive equipment and surplus of workers. The system is based on an ideal situation in which a part arrives just in time to be used. manufacturers knew that only one single product defects can destroy the producer’s creditability. and in the exact quantity which is needed. JIT was highly needed especially in the automotive industry that’s why Toyota was the first company to use it. eliminate all unnecessary lead times. where it is needed. many companies followed up and around mid 1970s’and it gained extended support and widely used by many companies around the world. which is not conformable to Toyotas' recognition. and resultant delays in production. These accounts are replaced by one account called Raw and in-Process Inventory. Japanese people had a very strong incentive to develop a good manufacturing technique to help them rebuild the economy. It was first adopted by Toyota manufacturing plants by Taiichi Ohno. the vehicles are completely remodeled and there are also often changes at a part level. Lastly. inventory is "demand" pulled into and through the process on a part-by-part basis in small quantities. There was a major need for this process because before the introduction of JIT. Just in Time is an inventory strategy implemented to improve the return on investment of a business by reducing in-process inventory and its associated carrying costs. zero defects must be maintained. equipment breakdowns. and efficiency. which often leads to dead stock. Inventory levels are a key measurement of the JIT process. that an assembler on a line receives his consignment of parts "just in time" to use them. attention to quality must continue since no finished goods inventory will be held. This is where Just in Time was needed. The ordinary production control system in such an industry consists of fulfilling the production schedules by holding work-in-process inventory over all processes as a means of absorbing troubles in the processes and changes in demand. With Just in Time management. quality. the vehicle for collecting costs is the time in the system. There are many advantages in using the Just in Time inventory. The JIT philosophy on inventory management is simple. there were a lot of manufacturing defects for the existing system at that time. ensure high quality just-in-time delivery from suppliers. Reduction of setup and changeover time reduces the no value added costs attached to a product. this production method discloses existence of surplus equipment and workers. JIT is generally recognized that the implementation of JIT will result in significant reduction in inventory. rework. produce items at a rate required by the customer. and uneven production levels. The second issue was there are very many different models with numerous variations and with large fluctuation in the demand of each variation. there were many issues that needed to be solved. a company can dramatically improve its product quality. It includes: strive for a level of zero inventories. there was a need to have a faster and reliable delivery system in order to handle customers’ needs. The system also operates on the strength of very small lot quantities of replacement parts. minimize safety stocks. Companies can make great strides in JIT by reducing setup and changeover times for machinery. Just-in-time means. The first main problem was that the automotive industry is a typical mass production assembly type where each vehicle is assembled from several thousand parts that have undergone numerous processes. such a system in practice often creates excessive unbalance of stock between the processes. The Toyota Company implemented this into their plant and turned the management and accounting principles around to effectively and efficiently move inventory in and out very quickly while also concentrating on the manufacturing aspects of their cars. Other implied problems such as parts storage. These kinds of motivation had driven Japanese economies to succeed. they put their efforts in development of a production system which is able to shorten the lead time from the entry of materials to the completion of vehicle. to a storeroom. risen cost. but also required a lot of effort in storing and managing them. Therefore. One major benefit of JIT is the elimination of separate raw materials and workin-process inventory accounts. They must create a "defect-free" process. After the first introduction of JIT by Toyota. Once parts are put into production. Instead of large lot production . JIT manufacturing management was developed based on these problems.
finally. used in service stations. When food is ordered. There is a definite downside to JIT. "We are producing more than we ever did. trucks reportedly waited 18 to 20 hours at some crossing points. if you called for a basic air compressor. they became unpredictable problems and increased financial losses especially in perishable products. multiskilled work force. With the increased security at the U. In the JIT system often a sole supplier is used for products for the manufacturing process.. which is the most of important in JIT. or companies that expand nationally or even globally.. and climate-control systems. factory machinery. The General Motors Corporation recently faced such a problem. to later be submitted to various computers that use the information to update inventory.costs are charged to this account. and the Post Office could not get the goods delivered. as management can also use this data to see sale progressions of certain items and to see what sells the most at various times of the day. Toyota adopting three-stage plan The Japanese carmaker was a latecomer to the China market. Other companies such as. the GM Saturn division was forced to shut down. calculate sales and create other statistical reports. About 57 per cent of respondents said Toyota adopted the right strategy for expansion in China and avoided possible risks. September 11.first to establish a local sales network and launch brand promotions. Nobody carries any inventory. Some other advantages include minimizing raw material. Not only did crossing times increase but. It is a common practice that many companies have adopted and many more are realizing the need to pursue the concept. and. the company has adopted a three-stage development plan -. It is easy to see that a JIT inventory management system intensifies the impact of a strike. a MRT system is a "push-through" system driven by forecasted demand. The use of production planning eliminates the need for material requirements planning (MRP) as a production planning tool. can be used for all levels of operation in a company. At the present time. has reduced its inventory to $4 million from $21 million over 10 years. In contrast to the JIT system. Eight more GM plants followed suit within days. we quoted you nine months' delivery time. components. Quincy uses JIT techniques to speed up delivery time for its large industrial air compressors. not just inventory. plant of Quincy Compressor.. Whenever a sale is made. followed by its home country Japan. border crossings with Canada and Mexico as well as at U. ports. This approach eliminates the double handling of products which occurs when storage is relocated to the work area or shipping area. Another example would be a restaurant such as Applebee’s. A company becomes vulnerable if that sole supplier shuts down for some reason. then to build auto parts manufacturing bases. the information is used for the cooks and for check calculation. Due to the reduction of in-process inventories. managers reduce inventory to a minimum level. . and we are averaging about five. the waiter submits this into a computer. It also affected the other transportation industries. keeping on hand only the amount needed in production until the next order arrives. This method can also help organization tremendously. Take for instance Sears Department store. and subassemblies. and create a timely. to establish joint ventures (JVs) with local players and produce automobiles. JIT is an attempt to change the manufacturing process and to eliminate non-value-added activities in order to judge the cost high or low. Considering China is an immature auto market. minimize defects goods. more importantly for JIT systems. This method is becoming the most effective and efficient in operations today. the stored information is used in reports for management to clearly see what items have been sold and need to be reordered. Lordstown is the sole supplier for about 300 Saturn parts. China has been included in Toyota's top development strategy in recent years with its first Chinamade VIOS sedan produced in Tianjin in October 2002. Inc. "When I started here 13 years ago." says David Irick. traffic manager. simplify the production process. The JIT production stage is driven by having continuous delivery of items. Eliminating waste. That's just the way the market is. United Parcel Service (UPS)." The JIT inventory method is now being used just about anywhere. By using the JIT production planning approach. week or month.S. The Quincy. Later. Now we quote 10 days. 2001 caused massive amount of financial damage to companies operating JIT Inventory or Production systems because so many large transport systems like Fed-Ex. North America is the top priority. The JIT systems can be disastrously affected by outside forces. Within its global strategies. that information is transferred to the computer and stored. Ill. General Motors plight painfully illustrates the risk of a JIT strategy: It puts a company at the mercy of its key suppliers. with less people. at a daily cost to GM of between $8 and $10 million in pretax profits. It examines the finished goods requirements before determining the demand for raw materials. More and more uses of JIT will be introduced and implemented as businesses seek to maximize the quality of their operations. Companies that use JIT principles are frequently used by large regional companies. the computation of equivalent units of production is simplified.S. When the Lordstown body stamping and fabrication plant went on strike. There are also some disadvantages that JIT can bring. The uses span far. .
The results are often presented in the form of a matrix. which was a great success in the Untied States -. but does not want to share technological know-how. .6 per cent) and its product brands are highly recognized by Chinese customers (52.Camry. Although Toyota missed the first opportunities.speeding up the localization of its products. and socio-cultural changes. External factors . After the market entry of the Prado and Land Cruiser with China's First Automobile Works.The strengths and weaknesses internal to the organization. since the company has established a far-reaching sales network (35.4 per cent of respondents said the company does not give enough attention to China market. It has 57 JVs and wholly funded auto parts companies scattered across China. Toyota has jumped to the front in terms of imported car volume -. manufacturing capabilities. finance. as well as personnel. technological change. it will manage to exceed the targets. What may represent strengths with respect to one objective may be weaknesses for another objective. the company is stepping into the most important and critical stage -. The aim of any SWOT analysis is to identify the key internal and external factors that are important to achieving the objective. there are also unsatisfactory results of the development strategy. it may tend to persuade companies to compile lists rather than think about what is really important in achieving objectives. The external factors may include macroeconomic matters.SWOT Framework Analysis SWOT Analysis. The internal factors may be viewed as strengths or weaknesses depending upon their impact on the organization's objectives.The opportunities and threats presented by the external environment. However. Some 40. it will likely catch up if it pays more attention to the China market and introduces high-end brands. is a strategic planning tool used to evaluate the Strengths.9 per cent). About 80 per cent of the respondents predicted Toyota will continue its brilliant performance in the US market. It also presents the resulting lists uncritically and without clear prioritization so that. Forbes magazine commented on Toyota's success in the US auto market. as well as changes in the marketplace or competitive position.Although a latecomer. weak opportunities may appear to balance strong threats.50. such as Honda and General Motors. That assessment may well apply to its China expansion. since its rivals. The factors may include all of the 4P's. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieving that objective.000 units annually. Seventy-five per cent of the 104 senior company managers surveyed said Totoya only wants to sell cars in China.is also being developed. What is more challenging to its rivals is Toyota's strategy to realize these goals. and Threats involved in a project or in a business venture. Now. Opportunities. SWOT analysis groups key pieces of information into two main categories: Internal factors . saying that once the company sets goals. For example. Toyota Motor Corporation . for example. Weaknesses. legislation. are accelerating their penetration into China. SWOT analysis is just one method of categorization and has its own weaknesses. and so on. its new product with Guangzhou Automobile Manufacturing Co -.
resources. the plant at Bidadi. society and environment. is surrounded by a green belt. meets high environmental standards and has achieved the ISO 14001 certification in its very first year of operations. In line with Toyota's growing comfort with its India operations. the company set up Toyota Kirloskar Auto Parts (TKAP). through in-built audits at every process of the system. starting with the eco-friendly engines that are manufactured for the Toyota vehicles. Protecting the environment has always been a priority at TKM.Production System Hormonizing with the Environment Globally. greatly emphasizing superlative quality and minimal waste. Apart from this. Another initiative is the Toyota Techno . for its global requirements. Setting benchmarks for Production Excellence Quality is ensured in every vehicle that rolls out of Toyota Kirloskar Motor. Toyota has indicated a strong and diverse commitment to the pursuit of harmonious growth through its technically advanced and environmentfriendly products. The company's operational excellence is based on the improvement tools and methods developed by Toyota under the Toyota Production System (TPS). which commenced production of transmissions in May 2004. Karnataka. There have been relentless efforts in the crucial fields of mobility. city transportation. through research & development. to the advanced technology that is used for purification or recycling of waste water at the plant.
Weld. the manufacturing facility consists of 4 divisions (shops) – Press. Setting benchmarks for the automobile industry. Paint and Assembly. a non-profit industrial infrastructure company aimed at boosting local industries and related job opportunities.Park India (TTPI). .
For the Just-in-Time system to function. preventing defective products from being produced. and operators cease production and correct the problem." The Toyota Production System (TPS) was established based on two concepts: The first is called "jidoka" (which can be loosely translated as "automation with a human touch") which means that when a problem occurs. the machine detects the problem on its own and stops. As a result. preventing defective products from being produced. It also means that. The second is the concept of "Just-in-Time.Toyota Production System A production system which is steeped in the philosophy of "the complete elimination of all waste" imbuing all aspects of production in pursuit of the most efficient methods. Toyota Motor Corporation's vehicle production system is a way of "making things" that is sometimes referred to as a "lean manufacturing system" or a "Just-in-Time (JIT) system. TPS Concept Jidoka — Highlighting/visualization of problems — -Quality must be built in during the manufacturing process!If equipment malfunction or a defective part is discovered. 1. only products satisfying quality standards will be passed on to the following processes on the production line. that fully satisfy customer requirements. in order to deliver the vehicles as quickly as possible. the equipment stops immediately. all of the parts that are made and supplied must meet predetermined quality standards. Based on the basic philosophies of jidoka and Just-in-Time. This is achieved through jidoka. with the objective of "making the vehicles ordered by customers in the quickest and most efficient way. the TPS can efficiently and quickly produce vehicles of sound quality. This production control system has been established based on many years of continuous improvements. one at a time." in which each process produces only what is needed by the next process in a continuous flow. Jidoka means that a machine safely stops when the normal processing is completed. should a quality / equipment problem arise. ." and has come to be well known and studied worldwide. the affected machine automatically stops.
operators can confidently continue performing work at another machine. 2. and in the amount needed!" Producing quality products efficiently through the complete elimination of waste. The preceding process must be stocked with small numbers of all types of parts and produce only the numbers of parts that were retrieved by an operator from the next process.Since a machine automatically stops when processing is completed or when a problem arises and is communicated via the "andon" (problem display board). The assembly line must replace the parts used by retrieving the same number of parts from the partsproducing process (the preceding process). This means that each operator can be in charge of many machines. inconsistencies. When a vehicle order is received. In order to deliver a vehicle ordered by a customer as quickly as possible. the vehicle is efficiently built within the shortest possible period of time by adhering to the following: 1. and unreasonable requirements on the production line. when it is needed. Just-in-Time — Productivity improvement — . The assembly line must be stocked with required number of all needed parts so that any type of ordered vehicle can be assembled. .Making only "what is needed. as well as easily identify the problem's cause to prevent its recurrence. while continuous improvements lead to greater processing capacity. a production instruction must be issued to the beginning of the vehicle production line as soon as possible. resulting in higher productivity. 3.
Toyota seeks to create a more prosperous society through automotive manufacturing (Hiroshu. . concerned Substances. These are. the Company is aimed at achieving a stable and long-term growth in future. and this is supposed to be in synchronization with a number of factors: the significant environment. which are: the Environmental Management. and Societal Cooperation. the Quality of Air. Therefore. 2003). and this goal has been set to have been achieved by the year 2012. local communities served. Toyota Company has improved its 2011 Environmental Action Plan and it is committed in six different key areas. The Company is committed to reduce carbon dioxide emission and it is believed to take combined actions of ensuring that the environment is kept clean all the time by observing the stated fuel economy values. the aspects of Recycling and Improved Resource utilization. This is aimed at enabling the Company to make a total sale of 1 million hybrid vehicles within a year. Mission Statement of the Company. global economy. changes in Energy and Climate. and the Internal Environment of stakeholders The Company’s Goals The company has committed itself to offering of hybrid alternatives for every model that is sold in the market.MARKETING STRATEGY Strategic Focus and Plan There are three aspects of the existing corporate strategy that are developed in relation to their overall impacts caused to the marketing plan of Toyota Company.
to fully understand the situation analysis of Toyota Company. The production team has an insatiable obsession to improve the efficiency and effectiveness of its manufacturing operations. while opportunities and threats normally originates from outside of the Company.Core Competency and Sustainable Competitive Advantage Toyota Company is working towards the achievement of a better and more sustainable economy by having a stable global market. Situation Analysis Toyota’s capacity to stay on top of productivity efficiency and quality rankings can be credited to its internal environment. SWOT Analysis Strength and weaknesses are referred to as internal factors of the Company as their impact starts from within the Company. This entails the way production process is managed by the top management who are famous for their competency. weaknesses. available opportunities. and finally the threats that the Company is experiencing or projected to go through. because of slow rate in decision making Offering Hybrid products that are customer friendly Expensive in proofing the market that are right products for them . the Company is investing in various strategies that will enable it to realize its set goals and objectives over a period of time. Therefore. The Company has a well developed and equipped network of expertise that are into research and development over aspects that are to keep the Company on top in product and service delivery to its global market. With advancement in new technology and other related matters. a SWOT analysis is determined and it mainly consists of the Company’s strength. Figure 1: SWOT Analysis of Toyota Company (Internal Factors) Internal Factors Management Strengths Having competent and experienced management team and board members Weaknesses Large size of management team reduces chances of moving fast into the targeted market. Also it has a wide range of distribution network allover the world and this has enabled it to reach a portion of the market that is seeing it through to greater levels. hence referred to as external factors.
R&D Quality of products delivered is enhanced through out the period of doing business Figure 2: SWOT Analysis of Toyota Company (External Factors) External Factors Consumer/social Opportunities Stability of the upcoming market is highly projected Threats Low priced products may proof that the quality of the products is quite low Competitive Differentiated products and prices make the Company to be quite distinctive in the market Technological Break-through in technological standings is a better course for the Company to improve on the quality of its products Products of high technology are being introduced into the market by other competitive companies .Marketing Distribution of products into the market through wide range of identified branches Expensive in establishing this distribution network Personnel Have good skilled workforce who are relied upon The gap will be big if the employees left the Company Limited workforce and material may slow down the growth of the Company in relation to competitors Finance Improved revenues from sales made in the global market Manufacturing Main supplier of material ensure fast and quality material Different supply interests among the Company suppliers and other competitors.
Economic Improved consumer income has made it convenient for the Company to get deep into the market Individuals opting for other products since they have enough disposable income Legal/Regulatory Regulatory measures ensuring fairness in the market and avoid over-exploitation by other competitors Figure 3: The SWOT Analysis Matrix Strengths: Opportunities: •investment in new factories •diverse range of products •improved marketing techniques •hybrid cars •selling technology •rising urban youth population Weaknesses: Threats: •Maintaining client base •Maintaining production •Faulty products •Upcoming manufacturers .
. Toyota has catered for all car needs that may arise for any individual with their wide range of motor vehicles. The company is working towards the end of creating a society that is prosperous by providing their clientele with the best value for their money. Low income earners are provided with a basic mode of transportation that is both within their price range and efficient. there is a ready market for the Toyota’s hybrid car.4 Customer Analysis Toyota’s customers are very diverse and they range from the low income earners to the very rich. the widely differentiated product line is helping the company to have more global presence. This could be the reason why their products are having a very good market in the developing nations. Customers go for Toyota products to satisfy different wants and needs. The Company is also conscious about sustainable development. They range from small sports cars to big family vehicles and trucks as well as vans.3. geographical locations. This can also be achieved through entering new markets like China and Europe. Toyota has taken a good position as far as sustainable development is concerned. Clients going for class and elegance are also catered for. which is to be the world leader in the creation of automotives that are best in terms of value. They believe in giving the best prices for the client yet still deliver a vehicle that is at per with those being offered by their other major competitors. and this can be clearly seen in its different corporate social responsibilities as well its sustainable development initiatives aimed at reducing the pollution of the environment. with differing ages. and social and cultural statuses. The company can also use this opportunity t sell its technology to other firms 3. Toyota has previously concentrated on the Japan and American markets and it needs to setup strategies to penetrate the other markets as well. The customers comprise a varied group of people. incomes. They are widespread around the world. With the fear of depletion of the fossil fears coupled with the global warming effects. For instance. 3.2 Industry Analysis Toyota Company is able to apply its strengths and opportunities it has to create a competitive edge in the industry.3 Company analysis Toyota Company is one of the world’s leaders in car export and it appears to literally be living its mission.
newsletters. The high quality . Purchase can also be made directly from the factories. Toyota have responded by investing in hybrid cars. As the globe goes green and clients call for an appropriate response from their car manufacturers. nature. as is the case with limited edition models. Majority of the advertising materials can be obtained in full. This is because Toyota sells its cars all year round. yet specialized. that is. the product buyer and purchaser is not actually the product user. In such a case. Other users usually purchase a new car when the old one breaks or gets too old or when they want to trade in for a newer car or a different model. In some cases we have organizations purchasing cars for their firm’s usage or for their employees. 2007). Where do they Purchase? Most of Toyota’s products are sold through retail distributors located all over the world. the Prius. on-line view over the Internet. They offer cheaper alternatives to the clients for the same products from other manufacturers that are quite expensive. there is an increased exposure to its other products. purchasing products on-line. This grants customers around the world access to the company’s products. This may be the future of the motor industry. Why do they Purchase? Customers select Toyota products over other manufacturers primarily because of their comprehensive. Toyota as well. On-line publications diminish paper waste while giving existing and direct availability of the product to clients. New users often purchase cars after acquiring a driver’s licence in the case of some countries when going to high school or to college in others. Toyota has also invested heavily on safety in their cars. They are focussed on building and maintaining high standards when it comes to the products. website information. Product awareness is enhanced through advertisements. at any time of the year. The opportunity for Toyota to generate income from complimentary products such as books and seminars by members is very big. Toyota offers a diverse range of cars that encompass all needs of the clients. Once individuals purchase the company’s product. Customers are able to order a product in stores and with a toll-free number directly from the company as well (Booz. When do they Purchase? Individuals can purchase the company’s products anytime that they like. and other informational sources. except for the limited editions which are purchased directly from the factories.Customers purchase Toyota products on individual basis according to their specific needs. The increase in the use of electronic commerce.
The cost of production of a unit for Toyota is projected to be large but due to possible mass production plants. It is determined to use a pricing mechanism that will give it a competitive edge over its main competitors.products make it all that easy for a customer to go back to the shop and purchase another Toyota product (Flanagan. and the Company position in the market. which are developing of a strategic focus. Why Potential Customers Don’t Purchase As is the case for many large organizations. In this case. Toyota products do not always give the implication of a high social standing. 4. marketing goals and objectives. 4. Toyota’s target market defines a much wider population than their customer base actually reflects. 2007). The perceived importance of owning a car due to increased travelling needs in today’s largely corporate . The number of clients in need of cars is constantly increasing. There are many car manufacturers who have come up and the motor industry is currently flooded with many products. often differing due to one or two features that may or may not be significant.0 Product-Market Focus In this section. A customer may choose to buy a car from a competitor and not from Toyota simply because of that. thus creating a bigger market for Toyota and requiring more of their products. and yet the car is the same. the overall cost will not be a huge issue in this case. the Company three year development projections is clearly explained in various categories.2 Marketing Goals and Objectives Toyota’s enormous size and capacity is a great advantage in meeting industry growth. Many of these products are similar. The other reason is the issue of class and social status. The company is taking an advantage of this and using it to penetrate the markets of emerging economies with affordable products.1 Developing a Strategic Focus Toyota has already embraced product differentiation as a major strategy in market penetration and the strategy is working well. 4. it comes down to personal like and dislike. target market. This means the company will be able to sell its products at an even lower price yet still remain profitable.
4. they also target situations on the smooth tarmac road as well as the rough and rugged off road terrain . It is thinking of best ways to reduce them without hindering its efficiency (Mullins. small. When they made it look more futuristic. it is still notable in market leadership position. 2002). This is especially important since their chief rivals. . The hybrid model.world is constantly increasing as well.3 Target Market Each of Toyota’s products is designed to target a specific market. Overly. 2002. This is as a cost cutting measure. and not to give in to the competitors’ pressure and rise their prices then clients will remain loyal to the company (Armstrong & Kotler. two-seat model cars for the relatively younger and single people who are adventurous to the big five-seat models for the family set up. This has led the company to be more attentive to its American designers to make sure this needs are met. and hopefully future existence (Armstrong & Kotler. everyone has a chance to know the real values behind Toyota’s past. Demographically. p. it didn’t hit the American market. capacity and exterior appearance like color and shape. Toyota has been previously blamed by the American Markets that their products are lacking in flair and design unlike those of GM and Ford. Toyota is also thinking twice about its bloated assembly points. 2010). Even though it has experienced challenges like the recent recalls. If the current impressive results and global positioning of the company is anything to go by. The company keeps making quality product and make it a rule not compromise on this. the Toyota Company is giving its competitors a hard time. has also been transformed since at its inception. then this is a position Toyota is not likely to lose any time soon. Toyota is in the process of engineering lesser platforms to be used in the assembly of its different models. 2003). Then. Walker & Boyd.41). Toyota’s great size will enable them to successfully meet the needs of this growing population of customers in need of cars (Dobbin. There is a high speed. GM and Ford have made notable improvements in their production process. current. they intended to compress their platforms from 20 to ten in the ambitious exercise. Primus. The design criteria range from top speed. The V8 pickup which was launched recently was as a result of this ambitious. it resulted in big volumes of sales.
4 Promotion Strategy .0 Market Program This consists of the four marketing mix elements that are designed to fit the market in terms of their needs and ability to access such products and services.1 Product Strategy The Company is believed to be moving with a strategy of mass production of which it has enabled it to sell widely in the global market. Toyota Company has positioned itself all over the world giving it a clear cut within the market. 5. as it has put a cross a number of strategies to enable it reach the set target.2 Price Strategy The reputation of the Company has been developed by producing high quality vehicles that can be bought at a reasonable price. and it is projecting to have most of the market by the end of 2013. 5. and this will make it to be best and top supplier of automobile products. 5.4 Company Position in the Market Toyota Company has been producing vehicles and significant products that are not expensive and readily available.3 Location Strategy Being a global producer and supplier of Toyota automobiles and their components. it is working towards the achievement of about 35 percent of the market share. where it can double the amount of production for the arising needs in the market. Within three years to come. The Company has also been using tactful pricing strategies through price differentiation so that they are different from other automobile producers.4. 5. This has been a significant factor that has enabled the Company to have a major cut in the market . It has also included the strategy of hybrid product. 5.
This is a mechanism that it is using to market itself so that it can get hold of market share that will see it better in achieving the highest level in the market. Toyota can do this by coming up with schemes of rewarding their employees like helping them own cars subsidized rates. 2009) . The company should also make sure the personnel are the best in terms of technical know-how.0 Financial data and Projections The previous years have seen Toyota’s profit grows each year with an exception of 2009 due to the economic downturn as well as the recalls. 7. The company should always make sure they have highly motivated staff as this is directly proportional to good production both in the qualitative and quantitative aspects. The figures below illustrate this Figure1: Toyotas impressive performance in the last four years (Johnson.The Company is determined to use a pricing mechanism that will give it a competitive edge over its main competitors. Establishing new factories in these new markets as well as opening up new franchises will help the company in getting an ease of penetrating the new markets Human resource is one of the most important aspects in this plan. The company needs to carry out frequent training towards this end. It will also be concerned about the competition from other firms like Ford and GM. 6.0 Marketing Implementation Analysis Toyotas main focus will be in reaching the new markets of China and Europe. An advantage the company has is the widely differentiated product range.
912 46.000.051 50 98. 2009) Sales Forecast Year Net Sales Operating income Ordinary Income Net Income Research Divindends/yen Millions of Yen 2009 1.231 30. The activities the company will embark on are given in figure 3 Figure 3: Tactical Marketing activities Specific Tactical Activities Person/Department Required Completion .120 70.444 81.650 2011 1. This position will need some innovations which translate to expenditure. Below are the projections for the next five year period Figure2: Projected Financial returns for the next five years (Johnson.051 44 89.051 32 65.243.051 78 7.0530 125.340 2012 1.484 60.455.023 80.123 30.051 60 99.234 20.954 108.999 32. it is expected that the increase in profits will continue for the next five years.957.760 14. They are however necessary as a way of staying ahead of competition.576 30.With the advent of more efficient production technologies coupled with the entrance into the new markets.636 47.534 54.343 57.879 2013 2.900.445 2010 1.1 Tactical Marketing Activities Toyota has taken a bold step in being a leader in sustainable development.
0 Implementation Plan There are a number of activities that have been projected within a life span of three years and the following representation shows the aspects that have been targeted and within what strategic period of time. Opening up of new factory in America and china 2.20 2012 Logistics management 21.Concerts 2.Logistical operations IMC (Promotion) Activities 1.DC-DC converters for fuel efficiency 3.Car air conditioning compressor 2.40 2010 Operations management 15.25 2012 Production engineers and Product management of yen 30. .45 Date 2011 8.Compression of Production platforms 3.New Technologies 2.Budget millions Responsible Product Activities 1.Low Exhaust Emission Engine Pricing Activities 1.Volunteer 3Youth Invention club Marketing manager 9. Machine handling 3.Merger of Assembly points Distribution Activities 1.
.Year To be Achieved New Targeted Markets (millions) Cumulative Targeted Markets (millions) 250 Today (2010) Working towards hybrid products 250 1st Year (2011) Introduction of pricing mechanism and price differentiation strategies. the Company has made a clear step forward in ensuring that hybrid vehicles are being produced. Currently. Currently. it has taken the market by surprise as most of Toyota products are found to be customer friendly. It is projects to improve and reach the target within three years and this will be determined by the rate of growth and the total number of market reached. Another aspect that is supposed to be considered here is the speed of the roll-out program of pricing mechanism introduced. The Company has been able to come up with a differentiation program for its products and this has helped it to have a huge market share. and so far the market has started improving in terms of overall reception of these brands of vehicles. 320 600 2nd Year (2012) Enhancing hybrid products by use of new technologies 370 970 3rd Year (2013) Product differentiation to meet the needs of the market 420 1320 9.0 Evaluation and Control There is a monitoring and evaluation team that will be set to watch over the progress of the company in realizing the strategic goals. The short term goals will be clearly watched and corrections put in place where targets are missed for they are the keys to fulfilling the long term goals.
FINANCIAL SOLUTION Income Statement View: Annual Data All numbers in thousands .
000 6.000 3.774.852.579.000) 246.685.242.668.856.696.000 354.Period Ending Total Revenue Cost of Revenue 31-Mar2011 229.000 1.150.000 24.925.000 20.000) - - - Net Income Preferred Stock And Other Adjustments 4.000 (5.477.000) 4.000 (691.814.000 31-Mar2010 202.000 178.000 31-Mar2009 207.000 Operating Expenses Research Development Selling General and Administrative Non Recurring Others Total Operating Expenses 23.000 186.674.000 1.242.000 3.000) (5.000 (531.000 (4.000 992.000 3.996.000) 475.796.898.500.199.000 - Operating Income or Loss Income from Continuing Operations Total Other Income/Expenses Net Earnings Before Interest And Taxes Interest Expense Income Before Tax Income Tax Expense Minority Interest Net Income From Continuing Ops Non-recurring Events Discontinued Operations Extraordinary Items Effect Of Accounting Changes Other Items 5.000 25.474.424.000) - .663.000 Gross Profit 28.263.119.000) 1.000 7.000 (4.650.000 200.000 - (4.925.046.000 22.171.000 (372.000) 2.000 - 2.551.424.000 358.000) (571.
000) ANNUAL STATEMENT Bottom of Form DATA OF INCOME Top of Form .925.242.424.000 2. 4.000 (4.Net Income Applicable To Common Shares Currency in USD.
000 7.243.075.274.000 9.124.000) 5.000 5.212.000) 6.997.000 (15.000 105.000 63.748.000 78.800.000 139.912.105.018.503.000 4.365.462.000 8.000 70.246.000 114.000 6.159.985.914.000 114.000 116.020.000 15.489.000 5.000 9.000 24.000 10.892.398.000 78.939.966.000 (13.000 123.000 71.000 62.820.859.814.775.241.506.108.748.808.000 107.799.249.000 19.472.737.000 29.000 6.000 207.000 40.000 142.240.200.000 7.000 4.222.000 15.791.396.803.404.000 64.000 6.000 6.159.752.394.000 4.000 7.766.000 17.000 (12.734.000 14.776.079.000 7.000 142.000 130.000 7.000 294.102.000 .000 186.933.000 5.364.Balance Sheet View: Annual Data Period Ending All numbers in thousands 31-Mar-2011 31-Mar-2010 31-Mar-2009 Assets Current Assets Cash And Cash Equivalents Short Term Investments Net Receivables Inventory Other Current Assets Total Current Assets Long Term Investments Property Plant and Equipment Goodwill Intangible Assets Accumulated Amortization Other Assets Deferred Long Term Asset Charges Total Assets Liabilities Current Liabilities Accounts Payable Short/Current Long Term Debt Other Current Liabilities Total Current Liabilities Long Term Debt Other Liabilities Deferred Long Term Liability Charges Minority Interest Negative Goodwill Total Liabilities Stockholders' Equity Misc Stocks Options Warrants Redeemable Preferred Stock Preferred Stock Common Stock Retained Earnings Treasury Stock Capital Surplus 25.000 359.805.823.090.000 23.000 75.472.000) 5.000 228.000 41.000 97.703.000 76.000 77.000 220.127.116.112.000 8.000 75.240.775.674.000 132.189.000 74.403.967.000 324.000 10.746.
Quotes are delayed at least 15 minutes.865. or delays. fund performance.865. (13.000 Quotes delayed. Neither Yahoo! nor any of independent providers is liable for any informational errors.000 101.667. Quotes and other information supplied by independent providers identified on the Yahoo! Finance partner page. By accessing the Yahoo! site.000) 110. .000 110. dividend data and Morningstar Index data provided by Morningstar. Inc.Other Stockholder Equity Total Stockholder Equity Net Tangible Assets Currency in USD.063.000 124.000) 124.667. fund summary. Historical chart data and daily updates provided by Commodity Systems. See also delay times for other exchanges.000) 101.000 (9. Fundamental company data provided by Capital IQ.Quotes are updated automatically.216. except where indicated otherwise.870. or for any actions taken in reliance on information contained herein. incompleteness. not intended for trading purposes or advice. (CSI). daily updates. Delay times are 15 mins for NASDAQ.870. Inc. NYSE and Amex.000 (11. you agree not to redistribute the information found therein.812. International historical chart data. but will be turned off after 25 minutes of inactivity. All information provided "as is" for informational purposes only.
085.919.000 Other Cash Flows from Financing Activities Total Cash Flows From Financing Activities Effect Of Exchange Rate Changes Change In Cash and Cash Equivalents 5.000 480.000) Changes In Inventories 625.192.000) 12.452.019.000) Net Borrowings 7.000) 1.470.172.000) (95.000 Adjustments To Net Income (1.314.503.000) Other Cash flows from Investing Activities 619.CASH FLOW OF TOYOTA MOTORS View: Annual Data | 31-Mar-2011 Net Income 4.000) (24.000 2.000 Total Cash Flows From Investing Activities (25.948.000) 8.000 (11.000 (1.535.455.000 (30.594.675.000) 880.000 8.000) Financing Activities. Cash Flows Provided By or Used In Capital Expenditures (7.000) 31-Mar-2009 (4.184.561.000) 15.000 Investing Activities.703.000 3.000 Total Cash Flow From Operating Activities 24.240.000 (13.000 (12.075. Cash Flows Provided By or Used In Depreciation 14.000) Changes In Accounts Receivables 5.138.455.594.325.000) (2.593.382.925.000 7.000) Sale Purchase of Stock (345.000 .000 3.000 15.000) (4.000 Operating Activities.242.000 1.000) 2.000 Changes In Liabilities (2.816.000 (6.259.000) (1.975.139.424.408.421.000 Changes In Other Operating Activities 2.000 14.013.000) (6.288.533.000 27.846.000 (6.000 (1. Cash Flows Provided By or Used In Dividends Paid (1.000) (715.504.468.245.000) (110.260.000) 562.953.000) (1.000) 10.056.000 Period Ending All numbers in thousands 31-Mar-2010 2.000) Investments (18.000 600.
Toyota Motor Corporation Common (NYQ: TM ) .
68.117 Avg Vol (3m): 539.03 Bid: 67.34 Trade Time: 10:39PM 1.93.00 .62%) Prev Close: 68.14 52wk Range: 60.65 Div & Yield: 0. Change: FINANCIAL DATA .35 x 200 Ask: 67.90 Volume: 149.989 Market Cap: 105.45 Open: 68. except where indicated otherwise.Last Trade: 67.40%) Quotes delayed.34 Day's Range: 67.11 (1.38 x 300 1y Target Est: 57.58B P/E (ttm): 40.95 (1.87 EPS (ttm): 1. Currency in USD.37 .
Capital investment and R&D Vehicle production .
Vehicle production by region Vehicle sales V Vhicle sales by region .
Net revenues Operating income Financial Performance (Consolidated) Fiscal Year Financial Indicator Operating Pretax Pretax Return on Return on Shareholders' .
0% 13.7% 34.A.8% 0 FY200 2.6% 4 FY200 8.) 1.5% return on capital 1.8% 7.9% 9.6% 8 FY200 9.5% 14.income return on revenues FY201 2.1% 4.6% 36.6% 15.9% 1.3% 9.2% 5.7% 14.O.9% 9.4% 6.1% 35.4% 5.6% 36.5% 1 FY201 0. investment plans and its cash reserves.4% 6.4% 7.9% 6 FY200 9. TMC pays dividends twice a year — an interim dividend and a year-end dividend.1% 34.0% 4. and it is working to improve corporate structure towards the realization of sustainable growth in order to enhance its corporate value.2% 5.3% 36.4% 5.S.3% 7 FY200 8.6% *Financial figures are based on U.2% 9 FY200 8.3% 5. TMC plans to utilize its internal funds for the early commercialization of technologies for the next-generation environment and safety.0% assets (R.O.1% 5. TMC treats payments of year-end dividends as a matter to be resolved at the General Shareholders' Meeting.7% 2 FY200 6.4% 0.1% 1 return on revenues 3.3% 37.1% equity ratio 34.8% 7.5% 7.5% 10.7% 9. In order to survive stiff competition. even though TMC's articles of incorporation .7% equity (R.6% 41.5% 1.2% 37.6% 2.0% 5 FY200 9.) 3. giving priority to customer safety and sense of security.6% 8.8% 9.9% 8.8% 3.0% 14.9% 7.2% 3 FY200 7.0% 1.6% 1. In order to secure an opportunity to directly seek shareholders' opinions.8% 37.2% 10. GAAP (Generally Accepted Accounting Principles) Dividend Policy(As of March 31.5% 3. TMC will strive to continue to pay dividends while giving due consideration to factors such as business results for each term.9% 2.9% 6.2% 7. 2011) TMC (Toyota Motor Corpotation) deems the benefit of its shareholders as one of its priority management policies.E.
consisting of a year-end dividend of 30 yen per share and an interim dividend of 20 yen per share. Note: The Board of Directors determined the interim dividend for the last term on November 5. 2011. Based on the foregoing. 2011 20. 2011. with record date dated September 30.713 million yen November 30. 2011 Retained earnings Most recent dividend forecast September 30. Details of dividends Interim dividend for FY 2012 Record Date Dividend per share Total amount of dividends Effective date Source of dividends September 30. Reason for the dividend amount TMC deems the benefit of its shareholders as one of its prior strives to continue to pay stable dividends while giving due c business results for each term. 2011 Not reported - 2. we hereby inform you of the following: 1.00 yen 62. 2011. In relation to the above. the Board of Directors of Toyota Motor Corporation ("TMC") resolved to distribute dividends from surplus. Dividends per share Notice Concerning Distribution of Interim Dividends from Surplus At a meeting held on November 8. Considering these factors. TMC's interim dividend for the year Details of Dividends through the fiscal year Dividend per share (y . an annual dividend of 50 yen per share was paid for fiscal 2011.stipulate that retained earnings can be distributed as dividends pursuant to the resolution of the board of directors. investment plans and its cash In order to successfully compete in this highly competitive in early commercialization of technologies for the next-generati giving priority to customer safety and sense of security.
00 30. 2012) Dividends for FY2011 (ended March 31. .00 50.00 - - 20.Record date Dividends for FY2012 (ending March 31. GROWTH OF TOYOTA MOTORS IN 5 YEAR PRICE CHART . 2011) End of interim period End of fiscal period Total 20.00 .
The performance management process — The purpose of a performance management process is to periodically monitor or appraise performance. risk analysis. The negative reports came to functions like government. it is the culture within the corporate offices that need to be more closely monitored rather than assuming that the culture was aligned. BY: . that they for years postponed making the announcement of a massive recall. As a result. employee him/herself takes up part of responsibility in corporate activities. It appears that the corporate culture created leaders so concerned with “saving face” and so adverse to negative publicity. in which. in order to identify problem behaviors before they get out of hand.Contributing to self realization of employees through continuously exercising their facilities through the job The Eight HR Processes That Contributed to Toyota’s Success 1. Poorly designed recruiting andassessment elements can result in the hiring of individuals who sweep problems under the rug and who are not willing to stand up to management. Toyota wouldn’t be in turmoil today. 6. . In addition. corporate and customer satisfaction. Rewards and recognition — The purpose of any corporate reward process is to encourage and incent the right behaviors and to discourage the negative ones. If the performance measurement system included performance factors to measure responsiveness to negative information. everyone should have been trained on the symptoms of “groupthink” and how to avoid the excess discounting or ignoring of negative external safety information. 5. Toyota is famous for its four-step cycle — plan/do/check/act — but clearly the training among managers now needs to focus more on the last two. Training — The purpose of training is to make sure that employees have the right skills and capabilities to identify and handle all situations they may encounter. 4. It is likely that the leadership development and the promotion process both failed to create and promote leaders who were capable of confronting problems and making difficult decisions. .H R POLICIES PURPOSE: Embodiment of management that respects people to create perpetual prosperity for the company. It’s equally important to reward employees who are successful in getting executives to take immediate action on negative information. 2. Leadership development and succession — The purpose of leadership development and succession planning processes are to ensure that a sufficient number of leaders with the right skills and decision-making ability are placed into key leadership positions. It’s important for the reward process to incent the gathering of information about problems. Hiring — The purpose of great hiring is to bring on board top-performing individuals with the high level of skills and capabilities that are required to handle the most complex problems.Building a relationship. BASIC PRINCIPLE: Establishment of relationship of mutual trust and respect. it’s hard to blame the production group. which has a wellknown reputation for Six Sigma quality in its construction. in an environment where safety is paramount. Because these errors occurred under difficult driving conditions. 3. The corporate culture — The role of a corporate culture is to informally drive employee behaviors so that it closely adheres to the company’s core values.
Need for training: The need for training of employees is universally accepted and practical training in the form of information. The following points (reasons) justify the need for training: . Risk assessment — Most HR departments don’t even have a risk assessment team whose purpose is to both identify and calculate risks caused by weak employee processes. instructions and guidance is given to all categories of employees. 8. Clearly HR should have worked with corporate risk management at Toyota in order to ensure that employees were capable of calculating the long-term actual costs of ignoring product failure information.7. Training is necessary in present competitive and ever changing Industrial world. Selection is basically picking an applicant from (a pool of applicants) who has the appropriate qualification and competency to do the job. So the organization always employs people who are well qualified and competent. It is a must for raising efficiency of employees. Retention — The purpose of a retention program is to identify and keep top performers and individuals with mission-critical skills. ROLE OF SELECTION: Selection is crucial for the organizations effectiveness for 2 reasons: 1) Work performance: Performance of the organization is very important to the success of the Company. 2) Cost incurred: Cost incurred while selection process also plays an important role. Selection Selection is defined as the process of differentiating between applicants in order to identify (and hire) those with a greater likelihood of success in a job.
for improving health and safety of workers. It is also needed for personal growth and development of employees. performance appraisal may be understood as the assessment of an individual’s performance in a systematic . . · Training is needed for preventing manpower obsolescence. · It is needed for improving the quality of production and also for avoiding accidents and wastages of all kinds in the industrial units. · Training is needed as it creates highly skilled manpower in an organization. for improving organizational climate and finally for meeting future personnel needs of the organization. Training at the Industry level is practical and is needed for creating confidence among employees. Workers can work as per new methods or can use new machines only when suitable practical training is given to them. · Training is needed for personal safety of employees and also for avoiding damage to machines and property of the company. · Training is needed due to continuous changes in the field of science and technology. Training is the only method by which the knowledge and skills of workers are updated.· Training is needed as a good supplement to school/college education. Such skilled manpower is the real asset of an industrial unit. · Training is needed for raising the efficiency and productivity of industrial employees. · Training is needed in order to introduce modern methods or for the introduction of rationalization and computer technology in the industrial units. PERFORMANCE APPRAISAL: In simple terms.
To effect promotions based on competence and performance. 4. The main purposes of employee assessment are: 1. the performance being measured against such factors as job knowledge. Objectives of Performance Appraisal: Data relating to performance assessment of employees are recorded. 5. health and the alike. To let the employees know where they stand insofar as their performance is concerned and to assist them with constructive criticism and guidance for the purpose of their development. and iv) Documentation purposes. leadership abilities. and used for several purposes. and improves understanding of personal goals and concerns. co-operation. iii) Organizational maintenance/objectives. 3. judgment. Performance appraisal provides a format for dialogue between the superior and the subordinate. 7. and transfers have been effective or not. performance appraisal can be used to determine whether HR programmers such as selection. To confirm the services of probationary employees upon their completing the probationary period satisfactorily. ii) Administrative uses/decisions.way. versatility. Potentials of the employee for future performance must also be assessed. performance appraisal serves four objectivesI) Development uses. quality and quantity of output. 6. To assess the training and development needs of employees. Finally. 2. dependability. MOTIVATION : . supervision. Assessment should not be condensed to past performance alone. stored. Broadly. To improve communication. training. initiative.
Toyota give both financial as well as non financial motivator to their employees . · Promotion · Job Enrichment · Delegation & authority · Telephone Facility · Bonus · Quarters ·Toyota’s share etc . What type of motivational tool given in Toyota ? · Annual Salary Revision.
. SINGH : Data Collection of Marketing . ABHISHEK PATEL : Data Collection of Finance.R & Operations .Contribution Of Team Members:AMARJEET KUMAR : Interpretation. Data Collection Of H. ASHISH KR. Editing.
ere.com www.co.BIBLIOGRAPHY: WWW.toyotabharat.researchandmarkets.net www.toyota.com .toyota.com www.jp www.
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