A Toyota no Brasil - Movimento Brasil Competitivo

9o. Congresso Internacional de
Qualidade para Competitividade
– A Toyota no Brasil –
SHOZO HASEBE
PRESIDENTE DA TOYOTA MERCOSUL
Toyota Motor Corporation
SAKICHI TOYODA
First Toyoda loom, patented in 1890
KIICHIRO TOYODA
A1 prototype passenger car (1935)
Toyota Motor Corporation
Over 40% of
Japanese market
share achieved on
the 50’s
Toyota Motor Corporation
Toyota has 68 plants in 27 different countries
Toyota do Brasil
1958 - Toyota’s first industrial unit
outside Japan (Ipiranga – SP)
1962 – São Bernardo do Campo plant
and the “Bandeirante”
Toyota do Brasil
1998 – Start of Corolla production
at Indaiatuba’s Plant
2001 – Bandeirante Phase out after 103.750
units produced since 1962
Mercosur Toyota
Brazil (TDB)
Site
São Bernardo do
Indaiatuba plant
Campo plant
Argentina (TASA)
São Paulo
office
Guaiba center
Zarate plant
Vicente Lopez
office
Mar, 1997
Sep, 1998
Establishment
Nov, 1962
Aug, 1998
Aug, 2001
Mar, 2005
Operation
Hilux and Corolla
parts
Corolla
production
Sales
Logistic
-
58.000 m
10
Land Area
Personnel
(May 2008)
2
193.379 m
1.136
2
1.776.000 m
1.899
Sales
production
2
3.163
2
-
1.320.000 m
2.908
74
2.982
6.145
Latin America
Exportation
SBC
118
Hilux & SW4
IDT
GUAIBA
ZARATE
Mercosur Toyota
Dealer Network
Brazil
122 sales outlets
Argentina
66 sales outlets
TDB Sales in 2007
72.300 units
80.000
NEW
D
R
O
C
E
R
60.000
40.000
20.000
2002
2003
2004
2005
2006
2007
TDB Line up
MERCOSUR MODELS
PRODUCED IN INDAIATUBA - BR
COROLLA
IMPORTED MODELS
IMPORTED FROM JAPAN
FIELDER
RAV4
PRADO
PRODUCED IN ZÁRATE - AR
CAMRY
HILUX
SW4
Corolla
Toyota Way
Challenge
Kaizen
Respect
for People
Continuous
Improvement
To y o t a W a y
Genchi
Genbutsu
TPS
Respect
Team
Work
Toyota Production System
4S
Jidouka
Just in Time
TPS
Standardization
JIDOUKA
JIDOUKA
...But, how can I identify the abnormality ?
QCC
New
Standard
Kaizen
Problem Analysis
Normal x Abnormal
Practice "4S"
Stop the
Line
Standardization
Pre conditions
4S Concept
1. Seiri
Sort
2. Seiton
Set in order
3. Seisou
Clean
4. Seiketsu
Hygiene
4S Practical Application
Computer table at Production
Only the
necessary,
organized and
identified
Computer
Easy to identify
ABNORMALITY
Clips Box
4S Practical Application
Internal Speed
Information
Tire demarcation
Pedestrians
Passage
Cleaning
Corridor between
Assembly Line and
Engine Line
Continuous White List
on Tire = Speed
above 10Km/h
During the operation,
we can’t see a
continuous white list
on the tire
4S Practical Application
Flow Rack Identification
Easy to identify
ABNORMALITY
4S Practical Application
Trim Line
Demarcation of operation to
identify the process evolution
Easy to identify
ABNORMALITY
Process Standardization
Establish the Cycle Time (Standard) for the processes
Cycle Time
5
4
3
6
2
7
Finished
Parts
1
Raw Material
Process Standardization
Operation Sheets
TOYOTA
INDAIATUBA
DEP ARTAMENT O:
NORMA DE OPERAÇÃO
OPERAÇÃO:
CLASSIFICAÇ ÃO
TEMPO :
(seg.)
LOCALIZAR COM AS MÃOS OS TUBOS NA CONEXÃO
10
FERRAMENTAS :
Nº
O que faz er ?
1 Alinhar
2 Localizar
Como fazer ?
Com a mão dierita os tubos Lh na conexão
O t ubo inferior Lh x conexão girando no s entido horário
Po nto Chave
Razão
Movendo levemente a conexão
Não encaixa
Mão esquerda na conex ão e mão dir. no tubo Facilitar o encaixe
3
4
5
6
O t ubo s uperior Lh x c onexão girando no sent ido horário
A localiz aç ão dos tubos na conex ão
Mão esq. No tubo Rh e mão dir. no t ubo Lh
No pé da rosc a
Localizar
Verificar
N - 2 0 3 0C
MONTAGEM
ESP ECIFIC.
P ÁG: 1/1
MANUAL
Te mpo
3
3
Facilitar o encaixe
Se não es pana
0 0 0 5
Nº da peça
Opc
E/G
Todos
T/M
3
1
Todos
GRADE
Todos
COMB
7
8
Todos
FIG. 1
FI G. 3
FIG. 2
FIG. 4
TUBULAÇÕES QUE
JÁ VEM
LOCALIZADAS.
Alinhar bem a tubulação na conexão para
facilitar a localização dos tubos.
OBS. AS TUBULA ÇÕES RH, JÁ VEM LOCALIZA DA S NA
CONEXÃO, NO ENTA NTO É TA MBÉM IMPORTA NTE CHECAR
SE NÃ O ESTÃ O LOCALIZA DAS TORTAS. (FIG. 1 )
Segurar a conexão com a mão esquerda e
localizar o tubo inferior Lh rosqueando no
sentido horário com as pontas dos dedos
polegar e indicador, sempre balançando a
conexão para facilitar a localização do tubo.
JI KOUTEI KANKETSU:
1- PODE RAR CAUS AR VAZAMEN TO DE FLUÍDO DE FRE IO E NTR E A TUBULAÇÃO E CON EXÃO.
2-CAUSAR ACID ENTE CO M O CLIENTE DE VIDO A FAL TA DE FREIO .
EPI's
REVISÃO
S TOP 6
IMPORTANTE: NÃO SE DEVE JAMAIS
LOCALIZAR A TUBULAÇÃO DE FORMA
QUE A ROSCA FIQUE TORTA, POIS
PODERAR CAUSAR VAZAMENTO DE
FLUÍDO DE FREIO.
SE NÃO S EGUIR CORRETAMENTE A NORMA :
1- LOCALIZAR B EM AS PORC AS DAS TUBUL AÇ ÃO NA CONEXÃO .
2-VERIFICAR VISUALME NTE SE AS P ORCAS DA TUBULAÇ ÃO DE FREIO NÃO ENTRARAM TORTAS NA
CONEXÃO.
RISCO DE QUEDA
Segurar o tubo sup. Rh com a mão esquerda
e localizar o tubo sup. Lh rosqueando no
sentido horário com as pontas dos dedos
polegar e indicador, sempre balançando a
conexão para facilitar a localização do tubo.
0 EMISSÃO INICIAL
Nº CONTEÚDO
07/02/08
DATA
ELABORADO
VERIFICADO
APROVADO
Merits of Process Standardization
BEFORE 4S and Process
Standardization Activities
AFTER 4S and Process
Standardization Activities
Engine Line
REDUCTION: WASTE, STOCK and COST
INCREASE: QUALITY and PRODUCTIVITY
Engine Line
Visual
Change
Jidouka – Visual Control
When an abnormality is identified...
Display (Andon) - Chassis Line
Pull the
rope
and
Stop the
Line
Chassis Process
Jidouka - Pokayoke
POKAYOKE: If have a operation fail,
the Line will stop automatically.
Chassis Torque Process
If the collaborator forget or
apply a incorrect torque, this
equipment will stop the Line.
QC Circle Activities
How to do to promote the practice of continuous improvement ?
1. Freshman Training
2. Advisors, Circle Leaders and
Circle members training
3. Follow up
4. IDT Plant – Activities
5. Plant, company &
regional conventions
6. Integration Activity
Continuous Improvement (PDCA)
1. PLAN
1. Clarify the problem
2. Break down the
problem
3. Set a target
4. Analyze the root
cause
5. Develop
countermeasures
4. ACTION
1. Standardize
successful processes
A
C
3. CHECK
1. Evaluate both
results and processes
P
D
2. DO
1. Do the
countermeasures
Continuous Improvement
Level up
Team Work,
Respect People
Team Work, Genchi
Genbutsu, Challenge
Jidouka
4S & Standardization
New Standard
Kaizen
Problem Analysis
Line stopped
Abnormality identified
Skill Level up
QCC
Medium Sedan in Brazilian Market
(%)
100
Satisfaction: 84,3%
Problem: 133,1
2007
2006
Rank
Rank
1
1
Corolla
2
3
4
5
6
7
4
2
3
5
-
A
B
C
D
E
F
95
More
90
Satisfaction
85
D
B
80
C
2007
2006
Problem
Problem
133,1 125,3
163,6
167,1
171,5
195
196,4
276,7
199
166,4
187
257
-
Quality Audit Survey ‘07
75
A
F
70
E
65
Les
s
Model
60
2007
2006
55
50
120
160
200
Less
240
Problems/ 100 units
280
More
320
Toyota Way
Toyota Way in Sales and Marketing
Become the most successful
and respected car maker in
every market of the world…
…offering to the clients the
best experience in buying
and possessing a vehicle.
Toyota Way to Dealers
OFFER TO CLIENTS THE BEST VEHICLE EXPERIENCE
BUYING AND POSSESSING
Offer the best
buying experience
Offer the best
possessing experience
TOTAL SATISFACTION AND
FAITHFULNESS OF CLIENTS
Customers’ Satisfaction Indexes
91,0
91,0
95
92,0
CSI in Sales
90
89,0
89,0
85
80
90,0
CSI in After Sales
2001
2002
2003
2004
2005
2006
2007
Toyota Way to Suppliers
Contribution to BRASA by leading activities related to TPS philosophy
and its concepts, the tools, mind preparation and skills development
1. BRASA Seminar
-Courses: Toyota Traditions,
Pull Vs Push, TPS Intro. and
Standardization.
-Practical activities.
2. Progress Follow-up Meetings
- Status of activities presentation
- Visits in suppliers plants
3. BRASA Convention
- Presentation of obtained results by
practice in each BRASA member plant
- Certification
Automotive Magazine Awards
Best Medium Sedan
of the year
(4 Rodas Magazine)
Autodata Award
Passenger Vehicle
(Autodata Magazine)
Best Vehicle
for Handicapped
(Reabilitação Magazine)
Best Vehicle for Handicapped
Best National Vehicle
(Carro Magazine)
(Reabilitação Magazine)
Automotive Magazine Awards
Best National
Vehicle
(Carro Magazine)
Most Admired
BRZ Auto Maker
(Carta Capital Magazine)
Most Admired
BRZ Auto Maker
(Carta Capital Magazine)
Most Admired
BRZ Auto Maker
(Carta Capital Magazine)