TOYOTA KIRLOSKAR MOTOR PVT LIMITED

Toyota
Toyota Motor Corporation (TMC) shortly Toyota, is a Japanese multination automotive
Manufacturer headquartered in Toyota, Aichi Japan.
In 2017, Toyota consists of 364,445 employees worldwide. By October 2017 Toyota
was the fifth largest company by revenue in the world. As of 2017, Toyota is the world's
second-largest automotive manufacturer. Toyota was the world's first automobile
manufacturer to produce more than 10 million vehicles per year which it has done since
2012. As of July 2014, Toyota was the largest listed company in Japan by market
capitalization twice as soft bank and by revenue.
Toyota is the world's market leader in sales of Hybrid electric vehicles, and one of the
largest companies to encourage the mass-market adoption of hybrid vehicles across the
globe. Toyota is also a market leader in Hybrid fuel cell vehicles. Over all global sales of
Toyota and Lexus hybrid passenger car models achieved the 10 million milestones in the
year 2017.Toyota’s Prius family is the world's top selling hybrid vehicle with over
6 million units sold worldwide till 2017.
TOYOTA HEAD QUATERSJAPAN “the land of rising sun”

Towards the end of the nineteenth century, Sakichi Toyoda invented Japan's first power
loom, revolutionizing 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.
In 1924, Sakichi Toyoda invented the Toyoda Model G Automatic loom. The principle
was called as “jidoka”, which means the machine stops itself when a problem occurs,
became later a part of the Toyota production system. Looms were built on a
small production line.
In 1929, the patent for the automatic loom was sold to the British company Platt
Brothers. The main reason behind the sale of the company is to generating the starting
capital for the automobile development.
Family tree
SAKICHI TOYODA Model G Automatic loom
SAKICASAK TAMI
AikoRizaburoI KIICHIRO
Tatsuro Shoichitro
AKIO

Kiichiro was also an innovator, and 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.
The production of Toyota automobiles was started in 1933 as a division of Toyota
Automatic Loom Works devoted to the production of automobiles under the direction of
the founder's son, KIICHIRO TOYODA.
Its first vehicles were the A1 passenger car and the G1 in 1935. The Toyota Motor Co.
was established as an independent company in 1937.
Vehicles were originally sold under the name "Toyoda" from the family name of the
company's founder, Kiichiro Toyoda. In April 1936, Toyoda's first passenger car, the
MODEL AA, was completed. That time Ford and General Motors’ where the leaders.
However the sales price was 3,350 yen, 400 yen cheaper than Ford and GM cars.
Since Toyoda literally means "fertile rice paddies", changing the name also prevented
the company from being associated with old-fashioned farming. The newly formed word
was trademarked and the company was registered in August 1937 as the Toyota Motor
Company.
One of the greatest legacies left by Kiichiro Toyoda, apart from TMC itself, is the
Toyota Production System. Kiichiro's "just- in-time" philosophy - producing only
precise quantities of already ordered items with the absolute minimum of waste - was 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
KIICHIRO
TOYODA
Toyoda Standard Sedan AA 1936

largest vehicle manufacturer in Japan with over 40% market share. Toyota began to
make inroads into foreign markets in such as the Corolla.
From September 1947, Toyota's small-sized vehicles were sold under the name
"Toyopet" The first vehicle sold under this name was the Toyopet SA, but it also
included vehicles such as the Toyopet SB light truck, Toyopet Stout light truck, The
word "Toyopet" was a nickname given to the Toyota SA due to its small size, as the
result of a naming contest the Toyota Company organized in 1947. Toyota began to
build its reputation and sales to rival those of domestic producers the late 1950s.
However, when Toyota eventually entered the American market in 1957 with the
Crown, the name was not well received due to connotations of toys and pets. The name
was soon dropped for the American market, but continued in other markets until the
mid-1960s.
By the early 1960s, the US had begun placing stiff import tariffs on certain vehicles. The
so-called "chicken tax" of 1964 placed a 25% tax on imported light trucks. In response
to the tariff, Toyota, Nissan Motor Co. and Honda Motor Co. began building plants in
the US by the early 1980s.
Toyota received its first Japanese Quality Control Award at the start of the 1980s and
began participating in a wide variety of motorsports. Due to the 1973 oil crisis,
consumers in the lucrative US market began turning to make small cars with better fuel
economy. American car manufacturers had considered small economy cars to be an
entry-level product, and their small vehicles employed a low level of quality to keep the
price low. Conservative Toyota held on to rear-wheel-drive designs for longer than most;
while a clear first in overall production they were only third in production of front-
wheel-drive cars in 1983, behind Nissan and Honda. In part due to this,
Nissan's Sunny managed to squeeze by the Corolla in numbers built that year.
In 1982, the Toyota Motor Company and Toyota Motor Sales merged into one company,
the Toyota Motor Corporation. Two years later, Toyota entered into a joint venture with
General Motors called the New United Motor Manufacturing, Inc, NUMMI, operating
an automobile-manufacturing plant in Fremont, California. The factory was an old
General Motors plant that had been closed for two years. It is currently the site of Tesla,
Inc.'s assembly plant. Toyota then started to establish new brands at the end of the
1980s, with the launch of their luxury division Lexus in 1989.
In the 1990s, Toyota began to branch out from producing mostly compact cars by adding
many larger and more luxurious vehicles to its lineup, including a full-sized pickup,
the T100, several lines of SUVs, a sport version of the Camry, known as the Camry
Solara. They would also launch newer and arguably more iconic iterations of their sports
cars, namely the MR2, Celica, and Supra during this era, all of which have already
become icons of the 1990s.
With a major presence in Europe, and USA In 1999, the company decided to list itself
on the New York and London Stock Exchanges.
In the year 2002, Toyota managed to enter a Formula One works team and establish joint
ventures with French motoring companies Citroën and Peugeot a year after Toyota
started producing cars in France.

Toyota ranked eighth on Forbes 2000 list of the world's leading companies for the year
2005but slid to 55th for 2011. The company was number one in global automobile sales
for the first quarter of 2008.
The company has also found recent success with its smaller models—the Corolla and
Yaris.
In 2011, Toyota, along with large parts of the Japanese automotive industry, suffered
from a series of natural disasters. The 2011 Tōhoku earthquake and tsunami led to a
severe disruption of the supplier base and a drop in production and exports. Severe
flooding during the 2011 monsoon season in Thailand affected Japanese automakers that
had chosen Thailand as a production base. Toyota is estimated to have lost production of
150,000 units to the tsunami and production of 240,000 units to the floods.
In January 2018, Toyota announced it’s first-ever integration of Smartphone control and
Smart watch controllers with Amazon Alexa in the Avalon.
In June 26, 2018, Toyota announced in "The Connected Day" that the new Toyota
Crown and Toyota Corolla Sport will be equipped with a Data Communication Module
system which then links with a Vehicle Control Network. By using this hardware,
Toyota can provide various connected services (emergency care, vehicle service, voice
commands for navigation, etc.) to T-Connect subscribers through its proprietary
Mobility Service Platform an information infrastructure developed by the company for
Connected Cars. Moving forward, Toyota aims to equip most new passenger vehicles in
its domestic market with DCM.
Electric technology
Hybrid electric vehicles
Toyota is the world's market leader in sales of hybrid electric vehicles, one of the largest
companies to encourage the mass-market adoption of hybrid vehicles across the globe,
and the first to commercially mass-produce and sell such vehicles, with the introduction
of the Toyota Prius in 1997. The company eventually began providing this option on its
main passenger cars such as Camry and later with the Lexus divisions, producing some
hybrid luxury vehicles. It labeled such technology in Toyota cars as "Hybrid Synergy
Drive" and in Lexus versions as "Lexus Hybrid Drive". Cumulative global sales of
Toyota and Lexus hybrid passenger car models passed the 10 million milestones in
January 2017. Its Prius family is the world's top-selling hybrid nameplate with almost 4
million units sold worldwide as of January 2017.

Plug-in hybrids
Toyota's plug-in hybrid electric vehicle project began in 2007, with road trials of the
prototype vehicle in France and the UK in 2008.
All-electric vehicles
In May 2010, Toyota launched collaboration with Tesla Motors to create electric
vehicles. Toyota agreed to purchase US$50 million of Tesla common stock subsequent
to the closing of Tesla's planned initial public offering. Toyota, with the assistance of
Tesla, built 35 converted Phase Zero vehicles for a demonstration and evaluation
program that ran through 2011. Four years later, Toyota, along with Daimler, began to
unwind its position in Tesla. Toyota and Daimler made more than $1 Billion from the
investment.
Hydrogen fuel-cell
In 2002, Toyota began a development and demonstration program to test the Toyota
FCHV, a hybrid hydrogen fuel cell vehicle based on the Toyota Highlander
Production SUV.
Toyota's first hydrogen fuel-cell vehicles to be sold commercially in various markets
across the world.
In 2015, Toyota released 5,600 patents for free use until 2020, hoping to promote global
development of hydrogen fuel-cell technology.

TOYOTA’s Global Network
Red – Japan
Green – Official dealership(s) present.
Blue – Localized manufacturing plant(s)
Cyan – Regional headquarters (HQ)
Dark Blue – Regional headquarters (HQ) and localized
manufacturing plants

Kirloskar Group
The Kirloskar Group is an Indian Conglomerate headquarters located at Pune,
Maharashtra.
The company exports to over 70 countries over most of them to Africa, South Asia and
Europe. Kirloskar was holding company of Kirloskar Brothers Ltd which was
established in 1888 is India's largest maker of Pumps and valves.
The Kirloskar group of companies was one of the earliest industrial groups in the
engineering industry in India. The group produces Centrifugal Pumps, engines,
compressors, screw & centrifugal chillers, lathes and electrical equipments like electric
motors, Transformers etc.
While Laxmanrao Kirloskar established the group in 1888, his son Shantanurao
Laxmanrao Kirloskar played a role in the leadership of the company. The company
under Shantanurao Laxmanrao Kirloskar achieved one of the highest growth rates in
Indian history, with 32,401% growth of assets from 1950–1991.
In 1988, Rajiv Gandhi, the then Prime Minister of India released commemorative

stamp marking the Kirloskar Group's 100th anniversary.
In 1974, in cooperation with Deutz-Fahr of Germany, Kirloskar began manufacturing
Tractors. They have since ceased tractor production.
The Kirloskar Group also set up India's second oldest township Kirloskarwadi
In Maharashtra, which is now a 100-year-old township in 2010?
List of Kirloskar companies
Kirloskar Brothers Ltd
Kirloskar Oil Engines Limited
Kirloskar Pneumatic Company Limited
Kirloskar Ferrous Industries Limited
Kirloskar Chillers Private Limited
 Toyota Kirloskar Motor Private Limited ( TKML ) produces Toyota Vehicles
in India
Achievements
Kirloskar Brothers Ltd created the world’s largest irrigation project which was
commissioned in March 2007 the Sardar Sarovar Dam project for the Gujarat
Government. This was done for Sardar Sarovar Narmada Nigam, and on 14 March 2008
commissioned the world’s second largest water supply system with the world’s highest
head in Andhra Pradesh.
]
Kirloskar Brothers is associated with India's nuclear program and has made canned
motor pumps for pumping heavy water which are deployed at Indian Nuclear Power
Plants. Kirloskar Brothers Limited is also a supplier of FM UL certified pumps. It was
the first Indian company to get FM certification for its valves. Kirloskar Brothers has a
presence in numerous countries including Egypt.
Kirloskar Brothers Ltd won the first "best of all" Rajiv Gandhi National Quality
Award in 1992.

Toyota Kirloskar Motor
Toyota Kirloskar Motor Pvt Ltd is a subsidiary of Toyota Motor Corporation of Japan
and a joint venture with Kirloskar Group as a minority owner, for the manufacture and
sales of Toyota cars in India. It is currently the 4th largest car maker
in India after Maruti Suzuki, Hyundai, and Mahindra.
The company Toyota Kirloskar Motor Pvt Ltd (TKMPL) 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".
Toyota Motor Corporation entered India in 1997 in a joint venture with the Group. Toyota Motor
Corporation (TMC) holds 89% of the share and the remaining 11% is owned by Kirloskar
Group.

Manufacturing facility
TKMPL's current plant at Bidadi, Karnataka is spread across 850 acres and has a
capacity of 110,000 vehicles per annum.
TKMPL's second manufacturing plant on the outskirts of Bangalore; Karnataka has a
capacity of 210,000 vehicles per annum. Both plants have a combined capacity of
320,000 vehicles per annum. On 16 March 2011, it announced that it was increasing
production to 210,000 vehicles per annum.
Because of increase in demand for its models
especially the Etios and Fortuner.
With effect from June 1, 2012, Toyota Kirloskar Motor will be increasing the prices of
Etios diesel and Innova by 1 per cent and Fortuner and Etios Liva diesel by 0.5 per cent.
The price hike is on account of the weakening of Rupee. Toyota announced that Etios
sedan and the Liva hatchback has posted sales of over 100,000 units, hence Toyota is all
set for giving its production a big boost. Toyota Kirloskar Motor (TKM) plans to hike
the production capacity of its Etios series models by 75% by early 2013.
Toyota Kirloskar Motors would launch its motor racing series in 3 cities in India next
year.
On 16 March 2014, Toyota Kirloskar Motor temporarily suspended the production at
two of its assembly plants in Bidadi, Karnataka whose production capacity was 310,000
units annually and has employee strength of 6,400. Cause for the shutdown was failure
to reach an agreement with the union over the issue of wages, deliberate stoppages of the
production line by certain sections of the employees and abusing & threatening of
supervisors thereby disrupting the production for the past 25 days.
Toyota Kirloskar Motor announced on 21 March 2014 to lift the lockout at the plants
effective from March 24, 2014 with subject to an acceptance of a service condition
which requires all the employees signing an undertaking on good conduct. On 22 April
2014, employees called off the strike after 36 days of standoff and resumed full
operations.

Toyota India started a one make racing series in India with the Etios car called the 'Etios
Motor Racing Series'. The series started in 2012; it witnessed an overwhelming response
from the Indian youngsters, with 3300 applicants. They held 2 rounds of exhibition races
in 2012, one at a purpose built race track in Chennai called the Sriperumbudur race track
and other in the form of ROC (Race of champions) in Gurgaon. The 25 selected drivers
will compete in the main championship to be held in the later half of 2013.
The cars are prepared by Red Rooster performance based in Bangalore, and designed by
TRD (Toyota Racing Development). With stock engines producing almost 100 bhp, the
cars are a good platform for youngsters to step from carting to touring cars. Also the
relatively cheaper budget of just $3216 for the entire series which includes an entire
OMP racing kit makes it one of the best one make series to compete in.
Toyota has Manufactured/assembled locally nearly eight models of vehicles. It
has full capacity of automobile manufacturing facility near Bangalore,
Karnataka.
Following are the models of TKM.
 Toyota Corolla Altis (Launched 2003)
 Toyota Etios (Launched 2010)
 Toyota Etios Cross (Launched 2014)
 Toyota Etios Liva (Launched 2011) will be replaced by Yaris hatchback in 2018
 Toyota Fortuner (Launched 2009)
 Toyota Innova Crysta (Launched 2016)
 Toyota Camry (Launched 2008)
 Toyota Yaris ATIV (Launched 2018).
However still TKM is importing many vehicles for Japan and other manufacturing
facilities accorss Asia pacific. Toyota products are one amony are top selling
vehicles in and accorss the world, mainly because of its quality and committed
process. Following are some of the models which are imported
 Toyota Land Cruiser (Launched 2009)
 Toyota Land Cruiser Prado (Launched 2004)
 Toyota Prius (2010-2015, 2017).
Toyota has nearly 20 years of presence in India. It has captured Indian customers
and market. Its products are one of the top selling vehicles in India As everything
has expiry Toyota has to discontinue some of the vehicles. Following are some
which are been discontinued
Toyota Quails (2000-2005)

Toyota Innova (2005-2016).
TOTOYA (TKM) has presence across all most all parts of the country. As of April 2011,
it has more than 205 dealerships in 98 cities across 22 states and 3 union territories of
India
Overview about TKM
TKM is 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"
Just like other automobile manufacturers TKM as a company has a long-term goal in
India and 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. Toyota had a turnover of USD $248.4 billion
last year. Toyota employs over a million people in India.
The culture of planning, inspecting and correcting is inherent in the portals of Toyota
globally. And various permutation combinations work across these phases to emboss
the Toyota motto - Safety First, Quality Must, Kaizen Forever. This is what drew
Vikram Kirloskar, vice chairman of TKM, to Toyota when he signed up for a joint
venture in 1997. "I wanted to know what the number one manufacturing company in
the world can teach us," he says.
TKM's annual revenues now stand at ₹11,589 Crore and Kirloskar himself has
worked across Toyota group companies for five years. Kirloskar Group employees
are regularly sent to parent Toyota Motor Corporation (TMC) in Japan, TMC's
manufacturing hub in Thailand and the TKM campus in Bangalore for training. He
says that though the Toyota Way starts from the customer, it is the Toyota
Production System (TPS) that ensures its fulfillment. It is like a triangle with
'Process' at one end, 'Standard' at another and 'Target Setting' making up the third.
While the process is continuously monitored to improve, the standard work ensures
the process is checked and completed so that there is a continuous improvement
toward the target. In other words, it is always a moving target with room for
improvement.

Besides, there is much stress on PDCA, or Plan, Do, Check and Action, across the
company. "A lot of companies are very good at planning but few can act and check
on the plan, many can't even identify what went wrong with the plan and the action
rarely takes place. Toyota processes tie down all aspects," says Kirloskar, adding that
weakest link in the chain when it comes to Indian companies is maintenance, which
Toyota's PDCA executes rather deftly, as is evident from even top management visits
to the gemba (place of work) to adhere to Genchi Genbutsu (on-site inspection).
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, realize greater employment opportunities for local
citizens, improve the quality of life of the team members and promote robust
economic activity in India.
VISION
Toyota wants to lead the way to the future of mobility, enriching lives around the world
with the safest and most responsible ways of moving people.
“Through our commitment to quality, constant innovation and respect for the planet,
Toyota aims to exceed expectations and be rewarded with a smile.”
To meet their challenging goals by engaging the talent and passion of people, who
believe there is always a better way.
TKM’s Vision:
 Delight our customers through innovative products, by utilizing advanced
technologies and services.
 Ensure growth to become a major player in the Indian Auto Industry and
contribute to the Indian economy by involving all stakeholders.

 Become the most admired and respected Company in India by following the
Toyota Way.
 Be a core Company in global Toyota operations.
MISSION
TKM’s Mission:
 Practice ethics and transparency in all our business operations.
 Touch the heart of our customers by providing products and services of
superior quality at a competitive price.
 Cultivate a lean and flexible business model throughout the value chain by
continuous improvement.
 Lead the Toyota global operations for the emerging mass market.
 Create a challenging workplace which promotes sense of pride, ownership,
mutual trust and teamwork.
 Create an eco-friendly Company in harmony with nature and society.
 Contribute to enrich the quality of life in India and help solve the societal
problems by establishing high standards of Safety, Technology, Quality and
Corporate Social Responsibility.
PRODUCT FEATURES
Toyota, being an 80 year old company, has a wide-range of products available across the
world. Currently, they offer 36 petrol variants, 32 diesel variants, 2 hybrid variants
worldwide. But, in India, It has started its operations 20 years back as a joint venture

only 11 models are offered under different categories & are being sold, at present. The
Innova has been the best selling model in the MPV segment for the past twelve years in
succession and Fortuner has been the best selling model in the SUV segment in India
since 2009. In India, the manufacturing of Etios commenced in December 2010.
Toyota’s luxury car Camry and Camry Hybrid is also assembled in TKM premises. We
also import and sell Land Cruiser, Land Cruiser Prado, Prius and Lexus as Completely
Built Units [CBUs] throughout our dealership network in India. Toyota do not
manufacture all vehicles in India, it imports some vehicles and also exports some to
other countries accorss the world. From the Following data you can understand more
about exports and imports.
Imports
Toyota imports three vehicles directly from Japan and from other countries to India by
ships. The main reason is there is no manufacturing facilities to manufactures those parts
and at the same time the manufacturing cost is more so Toyota imports these vehicles.
.
LAND CRUISER 200
PRADO

Land Cruiser and Prado has good market in India, however there is no market for Prius
in India. Lack of suppliers these are imported.
Export
Toyota exports some models directly and fully manufactured from India to other markets
in Africa and south pacific countries. Following are the models that are exported
PRIUS
FORTUNER
INNOVA CRYSTA

These are the three main models that are exported to various countries. In foreign
countries there is a lot of demand for these products.
Currently TOYOTA YARIS is under production.
Manufactured locally
Following are models that are fully manufactured locally in India with 80%+ products
are locally sourced from different suppliers. Now i.e. 2018YARIS is under production.
PLATINUM ETIOS
FORTUNER
INNOVA CRYSTA
CAMRY HYBRID
COROLA ALTIS

Cars
MPVs
ETIOS CROSS ETIOS LIVA
PLATINUM ETIOS Yaris

SUVs
Hybrid/Green Car
Discontinued
Toyota Qualis and Toyota Innova are discontinued form the production because there was no
market for those models. Even though there is some market it was said that for everything there
will be an expiry date. It was a marketing move of Toyota for creating demand for new
products that were launched by Toyota. Long time these two models had good market
share in the market.
1. MARKET SHARE & COMPETITORS
Following is the current scenario of market share and level of competition:

• In Indian Korean carmaker, Hyundai Motor India has also grown by over 5
percent in India and overall managed to sell over 5.36 lakh cars and grabbing
a market share of 16.30 percent in India
• Domestic automakers, Mahindra & Mahindra and Tata Motors too have
increased its market share in India. While for Mahindra it was a year of
consolidation and despite no all-new launches by the company, it secured the
number 3 spot in the Indian market by selling over 2.48 lakh cars and a
market share of over 7.56 percent
• Tata Motors’ aggression and launching new products like Tigor and Neon has
proved to be extremely successful with Tata Tiago sales reaching all-time
high, Tata overtook Honda Cars India to become the fourth largest automaker
in India. The company has sold 210,200 cars in the recently concluding fiscal
• Honda Cars India seen some decline in its sales over last few months.
However, they finished the year at industry growth rate and sold 170,026
units and the launch of its Honda WR-V SUV played a crucial role for the
company to sustain sales.

• Renault’s sales in India has dropped by a massive 25 percent but still recorded a sales of
over a lakh cars which is more than what Nissan and Volkswagen sold in India.
Renault’s market share stands at 3.10 percent.
Carmaker Units sold in FY 2017-
18
Market share
Maruti Suzuki 1643467 49.98%
Hyundai Motor India 536241 16.30%
Mahindra & Mahindra 248859 7.56%
Tata Motors 210200 6.39%
Honda Cars India 170026 5.17%
Toyota Kirloskar 140645 4.27%
Renault India 102222 3.10%
Ford India 90061 2.73%
• Toyota has seen decline in sales as well. Toyota in India sold about 1,40,645
units last year but expect it to gain market share by launching the new Toyota
Yaris that will take on the likes of Maruti Suzuki Ciaz, Honda
City and Hyundai Verna. Toyota owns about 4.27 percent market share in
India.
• Ford India’s sales are reported at 90,061 units declining marginally by about
1.4 percent. However, Ford’s exports have gone up by 15 percent and the
company exported over 1.81 lakh cars out of India overtaking Hyundai to
become the number 1 exporter in the financial year 2017-18.

VALUES & PRACTICES
(TOYOTA WAY, TPS, UNIQUENESS OF TOYOTA)
The Toyota Way is a set of principles and behaviors that underlie the Toyota Motor
Corporation's managerial approach and production system. Toyota first summed up its
philosophy, values and manufacturing ideals in 2001, calling it "The Toyota Way 2001".
It consists of principles in two key areas: continuous improvement, and respect for
people. The Toyota Way has been called "a system designed to provide the tools for
people to continually improve their work" The 14 principles of The Toyota Way are
organized in four sections:
1. Long-Term Philosophy
2. The Right Process Will Produce the Right Results
3. Add Value to the Organization by Developing Your People
4. Continuously Solving Root Problems Drives Organizational Learning
The system can be summarized in 14 principles. The principles are set out and briefly
described below:
Section I — Long-Term Philosophy
Principle 1
 Base your management decisions on a long-term philosophy, even at the
expense of short-term financial goals.
People need purpose to find motivation and establish goals.
Section II — The Right Process Will Produce the Right Results
Principle 2
 Create a continuous process flow to bring problems to the surface.
Work processes are redesigned to eliminate waste (muda) through the process of
continuous improvement — kaizen. The seven types of Muda are:

1. Overproduction
2. Waiting (time on hand)
3. Unnecessary transport or conveyance
4. Over processing or incorrect processing
5. Excess inventory
6. Motion
7. Defects
Principle 3
 Use “pulls" systems to avoid overproduction.
A method where a process signals its predecessor that more material is needed. The pull
system produces only the required material after the subsequent operation signals a need
for it. This process is necessary to reduce overproduction.
Principle 4
 Level out the workload (heijunka). (Work like the tortoise, not the hare).
This helps achieve the goal of minimizing waste (muda), not overburdening people or
the equipment (muri), and not creating uneven production levels (Mura).
Principle 5
 Build a culture of stopping to fix problems, to get quality right the first time.
Quality takes precedence (Jidoka). Any employee in the Toyota Production System has
the authority to stop the process to signal a quality issue.
Principle 6
 Standardized tasks and processes are the foundation for continuous improvement
and employee empowerment.
Although Toyota has a bureaucratic system, the way that it is implemented allows for
continuous improvement (kaizen) from the people affected by that system. It empowers
the employee to aid in the growth and improvement of the company.
Principle 7
 Use visual control so no problems are hidden.

Included in this principle is the 5S Program - steps that are used to make all work spaces
efficient and productive, help people share work stations, reduce time looking for needed
tools and improve the work environment.
1. Sort: Sort out unneeded items
2. Straighten: Have a place for everything
3. Shine: Keep the area clean
4. Standardize: Create rules and standard operating procedures
5. Sustain: Maintain the system and continue to improve it
Principle 8
 Use only reliable, thoroughly tested technology that serves your people and
processes.
Technology is pulled by manufacturing, not pushed to manufacturing.
Section III - Add Value to the Organization by Developing Your People
Principle 9
 Grow leaders who thoroughly understand the work, live the philosophy, and
teach it to others.
Without constant attention, the principles will fade. The principles have to be ingrained;
it must be the way one thinks. Employees must be educated and trained: they have to
maintain a learning organization.
Principle 10
 Develop exceptional people and teams who follow your company's philosophy.
Teams should consist of 4-5 people and numerous management tiers. Success is based
on the team, not the individual.
Principle 11
 Respect your extended network of partners and suppliers by challenging them
and helping them improve.
Toyota treats suppliers much like they treat their employees, challenging them to do
better and helping them to achieve it. Toyota provides cross functional teams to help
suppliers discover and fix problems so that they can become a stronger, better supplier.
Section IV — Continuously Solving Root Problems Drives Organizational Learning

Principle 12
 Go and see for yourself to thoroughly understand the situation (Genchi
Genbutsu).
Toyota managers are expected to "go-and-see" operations. Without experiencing the
situation first-hand, managers will not have an understanding of how it can be improved.
Furthermore, managers use Tadashi Yamashima's (President, Toyota Technical Center
(TTC)) ten management principles as a guideline:
1. Always keep the final target in mind.
2. Clearly assign tasks to yourself and others.
3. Think and speak on verified, proven information and data.
4. Take full advantage of the wisdom and experiences of others to send, gather or
discuss information.
5. Share information with others in a timely fashion.
6. Always report, inform and consult in a timely manner.
7. Analyze and understand shortcomings in your capabilities in a measurable way.
8. Relentlessly strive to conduct kaizen activities.
9. Think "outside the box," or beyond common sense and standard rules.
10.Always be mindful of protecting your safety and health.
Principle 13
 Make decisions slowly by consensus, thoroughly considering all options;
implement decisions rapidly (Nemawashi).
The following are decision parameters:
1. Find what is really going on (go-and-see) to test
2. Determine the underlying cause
3. Consider a broad range of alternatives
4. Build consensus on the resolution
5. Use efficient communication tools
Principle 14

 Become a learning organization through relentless reflection (hansei) and
continuous improvement (kaizen).
The process of becoming a learning organization involves criticizing every aspect of
what one does. The general problem-solving technique to determine the root cause of a
problem includes:
1. Initial problem perception
2. Clarify the problem
3. Locate area/point of cause
4. Investigate root cause (5 whys)
5. Countermeasure
6. Evaluate
7. Standardize
Toyota slogan India
 Every day (1997–2001)
 Touch The Perfection (2001–2005)
 Moving Forward (2005–2012)
 Quality Revolution (2012–present)

These are the taglines that are followed and following by Toyota in India.
Everyday

TOYOTA KIRLOSKAR MOTOR PVT LIMITED

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