Toyota unveils a game-changing car manufacturing site

Toyota Motor Corporation (Toyota) recently held a Toyota information session Monozukuri A workshop entitled Changing the future of the automotive industry. CEO and Head of Production Kazuaki Shingo explains the legacy and evolution of the Toyota Way monozukuri (Manufacturing) by changing plant environments, and changing the future of cars through human-centered manufacturing. diverse monozukuri Technologies being developed at the Teiho, Myochi and Motomachi plants were also showcased.

In this workshop, we will present an approach to manufacturing that embodies the technologies unveiled at Toyota’s technical workshop held in June. The topic of this workshop is changing the plant environment and the future of cars by focusing on people Monozukuri.

I have been in charge of development for many years, helping develop the hybrid system for the first generation Prius and in planning vehicles such as the Corolla, Prius and Yaris. I was honestly surprised when I was offered the CPO position, but I think it was because of the high expectation that in an age where there is no right answer, development and production must cross barriers and work together like a project company to create a future. President Toyoda also told me that he wants our factories to be places where workers can be more active and active. I would like to share with you three things I felt during my six-month visit to the sites.

First, wherever I go at Toyota, I feel that the same spirit of wanting to make someone’s job easier and make everyone smile, which has been around since the company was founded, is still alive and well in the company. Jimba. Just as when Sakichi Toyoda invented the power loom, this startup power is still alive and well today: creating something from nothing, making improvements, and delivering attractive products to the world.

The second is that monozukuri They are highly skilled and the technological advances are truly passed on. In automation, even as human operators teach robots how to achieve high quality and high productivity, human operators raise their own skills and in turn teach these improved skills to the robots. This cycle continues and skills and techniques are increasingly improved.

The third is human resources training and workplace strength. We have realized that power Jimba It is for TPS to take root, for everyone to feel a passion for manufacturing and to pursue kaizen themselves, and to train people in just these things. this Jimba The power has enabled us to achieve a complete assortment of 10 million units, to meet the diverse needs of our customers.

The automotive industry is now entering an era of transformation, a game change where survival is at stake. And precisely because we are in such an era, it is increasingly important that we communicate Toyota technologies strongly, and the three things I felt in… Jimbathe monozukuri Strengths that only Toyota has.

From here, I’d like to talk about my thoughts as a lead art director on Evolution monozukuri. I want to change the future of the automotive industry through Toyota’s skills. To achieve this, we have to evolve monozukuri By integrating skills/technology, digital and innovative techniques, and shortening lead times, to be flexible and resilient in the face of challenges. Toyota has a technology based on TPS called lead time reduction. I believe that the strength of Toyota manufacturing lies in increasing the speed of development and responding to the changes of the times.

We will also change the future monozukuri By changing the plant ecological landscape. To do this, I am willing to break the status quo of the production department. This is where I want to show my determination as a CPO. We will cut operations in half using Toyota’s digital and innovative skills and technologies. We will remove barriers between development and production to quickly deliver new mobility. We will also work on resolving existing issues monozukuri, such as carbon neutrality of the factory and logistics. We will achieve all this through strength JimbaWhere people and technology help each other.

Toyota has been and will continue to be a pioneer of new eras, producing happiness for all on a large scale through creating… Jimba With people at the center, where the work is done to make a person smile, where gratitude overflows, people can work with enthusiasm. Let’s change the future of cars with Toyota skills!

Beyond zero

“Achieving zero and adding new value after it”

As part of the effort to pass on our beautiful “home planet” to the next generation, Toyota identifies and helps solve problems faced by individuals and society as a whole, which Toyota calls “Achieving Zero,” hoping to help reduce the negative impacts of these issues on people and the environment. Zero. In addition, Toyota is also looking “beyond zero” to create and provide greater value by continuing to diligently search for ways to improve life and society in the future.

About Beyond Zero
Sustainable development goals

Toyota Motor Company develops and manufactures innovative, safe, high-quality products and services that create happiness by providing mobility for all. We believe that true achievement comes from the support of our customers, partners, employees and the communities in which we operate. Since our founding more than 80 years ago in 1937, we have lived out our guiding principles in pursuit of a safer, greener, more inclusive society. Today, as we transform into a mobility company that develops connected, automated, shared and electrified technologies, we also remain true to our guiding principles and many of the United Nations Sustainable Development Goals to help achieve an ever-better world, where everyone is free. To move.

Sustainable development goals initiatives

Sustainable development goals to which this project particularly contributes

/General release. This material from the original organization/author(s) may be chronological in nature, and is edited for clarity, style and length. Mirage.News does not take corporate positions or parties, and all opinions, positions and conclusions expressed herein are solely those of the author(s).View in full here.

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