Toyota Kirloskar Motors Pvt. Ltd.

Bidadi District, Karnataka

PROJECT REPORT

NAME: ISSAC G JOHNSON

TKM ID: TKM2019/2141
College: Don Bosco Institute of Technology, Kumbulgod
USN: 1DB16ME042
Title: WORKABILITY IMPROVEMENT AT
SUBASSEMBLY
Start date :12/07/2019
End date: 31/08/2019
Course: B.E(MECHANICAL)

P a g e 1 | 58
 ACKNOWLEDGEMENTS

With these words and under the guidance of inspiring teachers and all Toyota team members,
there is always a sure success of any task through their valuable guidance and cooperation.
I am grateful to Mr. Suresh pulloor, for referring me for this Internship at Toyota Kirloskar
Motors and also for providing me with the opportunity to carry out the project in the plant
premises.
I wish to place on the record my deep sense of gratitude to Mr. Chandrasekhar., Deputy
General Manager, Plant 2 Paint shop; Mr. Venugopal S., Manager, Plant 2 Paint shop, Mr.
Geetha Murthy, Manager, Plant 2, Bumper shop for their constant encouragement and
valuable suggestions throughout this internship
I am grateful to Mr. Gajanan H S P2 paint manufacturing bumper shop, my mentor, whose
constant support and guidance at any point of time and valuable advice in times of difficulty
without any hesitation is what made me achieve my goals. I thank Mr. Naveena V P2 bumper
shop for his constant support and involvement in this project. I thank Mr. Mulla P2 kaizen for
his constant guidance, encouragement and watchful supervision throughout the duration of my
work. I thank Mr. Prashanth R, HR Training & Development, for his encouragement which
played a vital role in the progression of this project.
I thank my Fellow interns and friends who provided all form of support when possible
I thank Jesus Almighty for HIS grace and blessing, and my parents for their blessings, without
which all this wouldn’t been possible
I would like to thank all the faculty of my institution who supported me to secure this internship.
I also thank all the members who are directly and indirectly involved in successful completion
of my Internship.

Issac G Johnson

P a g e 2 | 58
 TOYOTA KIRLOSKAR MOTORS

CERTIFICATE

This is to certify that Mr. Issac G Johnson, student of DON BOSCO INSTITUTE OF TECHNOLOGY,
KARNATAKA has successfully completed the project titled “WORKABILITY IMPROVEMENT AT
th th
TECHNOLOGY” at Toyota Kirloskar Motors Bidadi, Bengaluru from 12 July 2019 to 31 AUGUST 2019
under ourguidance.

Date:31-09-19

Place: BENGALURU

Mr.Geetha Murthy Mr.Gajanan H S

Manager Mentor

P2 Bumper shop P2 Bumper shop

P a g e 3 | 58
Table of Contents
Automobile Industry .................................................................................................................. 7
History ................................................................................................................................................................ 7
Developments before World War I ..................................................................................................................... 7
The automotive industry in World War II .......................................................................................................... 8
The automotive industry after 1945 .................................................................................................................. 10
The modern industry ......................................................................................................................................... 10
Consolidation .................................................................................................................................................... 10
Diversity of products ........................................................................................................................................ 11
New car development ....................................................................................................................................... 12
Manufacturing processes .................................................................................................................................. 12
Sales and service organization .......................................................................................................................... 13
International operations .................................................................................................................................... 15
Economic and social significance ..................................................................................................................... 16
COMPANY PROFILE .......................................................................................................... 17
INTRODUCTION ............................................................................................................................................ 17
HISTORY ................................................................................................................................... 17

Weaving History ........................................................................................................................... 19

TOYOTA IN INDIA ..................................................................................................................... 20

Overview about TKM ............................................................................................................ 22

Vision ......................................................................................................................................... 24
Product Features: ..................................................................................................................... 26
TOYOTA PRODUCTS ................................................................................................................................ 27
Market shares and Competitors ........................................................................................... 28
THE TOYOTA WAY .................................................................................................................... 30
Introduction ...................................................................................................................................................... 30
Importance of Toyota Way ............................................................................................................................... 30
Challenge: ......................................................................................................................................................... 31

P a g e 4 | 58
 Kaizen: .............................................................................................................................................................. 31
Genchi Genbutsu: ............................................................................................................................................. 31
Respect: ............................................................................................................................................................ 31
Teamwork: ........................................................................................................................................................ 31
Toyota Production System ............................................................................................................................ 32
Just in Time (JIT) ............................................................................................................................................. 33
Pull System: ...................................................................................................................................................... 33
Continuous Flow Processing ............................................................................................................................ 33
Takt-time = ....................................................................................................................................................... 34
JIDOKA ............................................................................................................................................................ 34
Andon ............................................................................................................................................................... 34
Pokayoke ......................................................................................................................................................... 34
HEIJUNKA ...................................................................................................................................................... 35
KANBAN ......................................................................................................................................................... 35
Roles of Kanban: .......................................................................................................................................... 35
Types of Kanban ........................................................................................................................................... 35
WORK CONCEPT: .......................................................................................................................................... 36
Total work consisting of ................................................................................................................. 36
There are 7 types of Muda ................................................................................................................................ 36
STANDARDIZED WORK .............................................................................................................................. 37

Factors of Standardized work: ......................................................................................................... 37

Tact-Time ................................................................................................................................... 37

5S .............................................................................................................................................. 37

Social Contribution ....................................................................................................................... 37

Steps Towards Sustainability ............................................................................................................................ 38
Social ................................................................................................................................................................ 38
Economic .......................................................................................................................................................... 38
Business ............................................................................................................................................................ 38
Environment ..................................................................................................................................................... 38
OVERVIEW ABOUT THE DIVISION............................................................................... 39
PLANT 2 PAINT SHOP .................................................................................................................................. 39

P a g e 5 | 58
 INTRODUCTION: ....................................................................................................................................... 39
WHAT IS PAINT? ....................................................................................................................................... 39
Various department & its functions................................................................................................... 40

Plastic Shops ........................................................................................................................... 42

Introduction ...................................................................................................................................................... 42

PROJECT WORK ........................................................................................................................ 45

Introduction to project.................................................................................................................... 46
Current Condition ............................................................................................................................................. 46
Expected condition ........................................................................................................................................... 47
Analysis ................................................................................................................................... 48
Suggested and Implemented Counter measures .............................................................................. 49
Before condition ........................................................................................................................... 51

After condition ............................................................................................................................. 53

LEARNING FROM THE INTERNSHIP ........................................................................... 55

SUMMARY OF INTERNSHIP ............................................................................................ 56
FEEDBACK OF INTERENSHIP ........................................................................................ 58

P a g e 6 | 58
Automobile Industry
Automotive industry, all those companies and activities involved in the manufacture of motor
vehicles, including most components, such as engines and bodies, but excluding tires, batteries,
and fuel. The industry’s principal products are passenger automobiles and light trucks, including
pickups, vans, and sport utility vehicles. Commercial vehicles (i.e., delivery trucks and large
transport trucks, often called semis), though important to the industry, are secondary

History
Although steam-powered road vehicles were produced earlier, the origins of the automotive
industry are rooted in the development of the gasoline engine in the 1860s and ’70s, principally in
France and Germany. By the beginning of the 20th century, German and French manufacturers
had been joined by British, Italian, and American makers.

Developments before World War I

Most early automobile companies were small shops, hundreds of which each produced a few
handmade cars, and nearly all of which abandoned the business soon after going into it. The
handful that survived into the era of large-scale production had certain characteristics in common.
First, they fell into one of three well-defined categories: they were makers of bicycles, such as
Opel in Germany and Morris in Great Britain; builders of horse-drawn vehicles, such as Durant
and Studebaker in the United States; or, most frequently, machinery manufacturers. The kinds of
machinery included stationary gas engines (Daimler of Germany, Lanchester of Britain, Olds of
the United States), marine engines (Vauxhall of Britain), machine tools (Leland of the United
States), sheep-shearing machinery (Wolseley of Britain), washing machines (Peerless of the
United States), sewing machines (White of the United States), and woodworking and milling
machinery (Panhard and Levassor of France). One American company, Pierce, made birdcages,
and another, Buick, made plumbing fixtures, including the first enameled cast-iron bathtub. Two
notable exceptions to the general pattern were Rolls-Royce in Britain and Ford in the United States,
both of which were founded as carmakers by partners who combined engineering talent and
business skill.

In the United States almost all of the producers were assemblers who put together components and
parts that were manufactured by separate firms. The assembly technique also lent itself to an
advantageous method of financing. It was possible to begin building motor vehicles with a minimal

P a g e 7 | 58
investment of capital by buying parts on credit and selling the finished cars for cash; the cash sale
from manufacturer to dealer has been integral in the marketing of motor vehicles in the United
States ever since. European automotive firms of this period tended to be more self-sufficient.

The pioneer automobile manufacturer not only had to solve the technical and financial problems
of getting into production but also had to make a basic decision about what to produce. After the
first success of the gasoline engine, there was widespread experimentation with steam and
electricity. For a brief period the electric automobile actually enjoyed the greatest acceptance
because it was quiet and easy to operate, but the limitations imposed by battery capacity proved
competitively fatal. Especially popular with women, electric cars remained in limited production
well into the 1920s. One of the longest-surviving makers, Detroit Electric Car Company, operated
on a regular basis through 1929.

Steam power, a more serious rival, was aided by the general adoption, after 1900, of the so-called
flash boiler, in which steam could be raised rapidly. The steam car was easy to operate because it
did not require an elaborate transmission. On the other hand, high steam pressures were needed to
make the engine light enough for use in a road vehicle; suitable engines required expensive
construction and were difficult to maintain. By 1910 most manufacturers of steam vehicles had
turned to gasoline power. The Stanley brothers in the United States, however, continued to
manufacture steam automobiles until the early 1920s.

As often happens with a new technology, the automotive industry experienced patent controversies
in its early years. Most notable were two long, drawn-out court cases in Britain and the United
States, in each of which a promoter sought to gain control of the new industry by filing
comprehensive patents. In Britain the claim was rejected by the courts in 1901, five years after the
patent application. In the United States there was a legal battle between Ford and the Association
of Licensed Automobile Manufacturers over the Selden patent, which the association claimed as
a basic patent on the gasoline-powered car. In 1911 the courts held the patent “valid but not
infringed” by Ford. The main consequence of the decision was the formation of the predecessor of
the Alliance of Automobile Manufacturers to supervise an agreement for cross-licensing patents,
which was ratified in 1915.

The automotive industry in World War II

During World War I the productive capacity of the automotive industry first demonstrated its
military value. Motor vehicles were used extensively for transport and supply. In addition,
automotive plants could readily be converted into facilities for manufacturing military equipment,
including tanks and aircraft. For all of the belligerents the conversion of automotive facilities was
an afterthought, improvised after the beginning of hostilities, and the American industry, involved
only for a short time, never fully utilized its capacity.

P a g e 8 | 58
More preparation was made for using the resources of the various automotive industries as World
War II approached. The British government built “shadow factories” adjacent to their automotive
plants, equipped to go into military production (principally aircraft) when war came, with
managerial and technical personnel drawn from the automotive industry. France attempted
conversion, but belatedly and inefficiently. The German automotive industry, which built the
military vehicles needed for blitzkrieg, was not fully converted to military production until 1943.
In the United States the preparation for industrial mobilization was negligible until 1940; in fact,
there was no serious effort even to restrict civilian automobile production until after the attack on
Pearl Harbor in December 1941. Still, the American automotive industry represented such a
concentration of productive capacity and skill that, once its resources had been harnessed to war
production, its contribution was tremendous. Between 1940 and 1945 automotive firms made
almost $29 billion worth of military materials, a fifth of the country’s entire output. The list
included 2,600,000 military trucks and 660,000 jeeps, but production extended well beyond motor
vehicles. Automotive firms provided one-half of the machine guns and carbines made in the United
States during the war, 60 percent of the tanks, all the armoured cars, and 85 percent of the military
helmets and aerial bombs.

It had been assumed that automotive facilities could be readily converted for aircraft production,
but this proved more difficult than anticipated. Automobile assembly plants did not readily
accommodate airframes, nor could an automobile engine factory be converted without substantial
modification. These problems were eventually resolved, and automobile companies contributed
significantly to aircraft production.

Britain was better prepared to use the resources of its automotive industry, at that time the world’s
second largest. The shadow factories became operative, and Austin, Morris, Standard, Daimler,
Ford, and Rootes participated in filling the wartime demand for aircraft and aircraft engines.
Leyland Motors and Vauxhall built tanks. Lord Nuffield made a notable contribution to the
production effort by establishing a system for repairing aircraft, employing the sales and service
organization of Morris Motors, and it was subsequently extended to a large number of small
contractors.

The automotive industries of the other belligerents were smaller in scale, and their facilities for
armaments manufacture were proportionately greater than in the United States or Great Britain.
Consequently, the automotive firms in these countries were concerned chiefly with meeting the
insatiable demand for vehicles. The various Ford properties that came under German control, along
with Volkswagen, which turned out the German equivalent of the jeep, were employed in this
manner. Renault, a tank manufacturer since World War I, built tanks for France and later for
Germany.

P a g e 9 | 58
The automotive industry after 1945
After World War II there was a striking expansion of motor vehicle production. During a 35-year
period the total world output increased almost 10-fold. The most significant feature of this increase
was that most of it occurred outside the United States. Although American production continued
to grow, its share of world automotive production fell from about 80 percent of the total to 20
percent. Among individual countries the United States was the leading producer until the recession
of the early 1980s. In 1980 Japan, which had had little automotive manufacturing before the war,
became the leading producer, with the European Economic Community (EEC) ranking second.
The United States regained the lead in vehicle production in 1994, since by that time Japanese
manufacturers were building more of their products in factories in their major overseas markets,
such as the United States, in response to economic and political pressures in those markets.

The modern industry

The modern automotive industry is huge. In the United States it is the largest single manufacturing
enterprise in terms of total value of products, value added by manufacture, and number of wage
earners employed. One of every six American businesses is dependent on the manufacture,
distribution, servicing, or use of motor vehicles; sales and receipts of automotive firms represent
more than one-fifth of the country’s wholesale business and more than one-fourth of its retail trade.
For other countries these proportions are somewhat smaller, but Japan, South Korea, and the
countries of western Europe have been rapidly approaching the level in the United States.

Consolidation
The trend toward consolidation in the industry has already been traced. In each of the major
producing countries the output of motor vehicles is in the hands of a few very large firms, and
small independent producers have virtually disappeared. The fundamental cause of this trend is
mass production, which requires a heavy investment in equipment and tooling and is therefore
feasible only for a large organization. Once the technique is instituted, the resulting economies of
scale give the large firm a commanding advantage, provided of course that the market can absorb
the number of vehicles that must be built to justify the investment. Although the precise numbers
required are difficult to determine, the best calculations, considering both the assembly operation
and the stamping of body panels, place the optimum output at between 200,000 and 400,000 cars
per year for a single plant. Increasingly stringent and costly regulations aimed at correcting
environmental damage due to the rising number of vehicles on the road also have been a factor in
the move toward consolidation.

P a g e 10 | 58
The structural organization of these giant enterprises, despite individual variation, resembles the
pattern first adopted by General Motors in the 1920s. There is a central organization with an
executive committee responsible for overall policy and planning. The operating divisions are
semiautonomous, each reporting directly to the central authority but responsible for its own
internal management. In some situations the operating divisions even compete with each other.
The Ford Motor Company was consciously reorganized on the GM pattern after World War II;
other American automotive firms have similar structures.

In addition, the largest producers decentralize their manufacturing operations by means of regional
assembly plants. These permit the central factory to ship frames and components rather than
complete automobiles to the areas served by the assembly plants, effecting substantial savings in
transportation costs. This system was developed for the Ford company in 1911.

Some alteration of that principle took place in the 1980s and ’90s as Japanese firms built new
plants around the world and American and European manufacturers adopted, to varying degrees,
the Japanese “just-in-time” inventory method. Rather than stockpiling a large number of parts at
the assembly plant or shipping all the parts from central locations, automakers have yielded the
manufacture of many noncritical components (such as seats and wheel assemblies) to independent
suppliers to make the pieces at small facilities close to the assembly plants. The components are
often assembled into larger groups of parts or modules (a complete instrument panel, for example)
and sent to the assembly plant in the exact sequence and at the exact time needed.

Diversity of products
The automotive industry’s immense resources in production facilities and technical and managerial
skills have been devoted predominantly to the building of motor vehicles, but there has been a
consistent and strong incentive to extend into related products and occasionally into operations
whose relationship to automobiles is remote. The Ford Motor Company, for example, once
manufactured tractors and made the famous Ford Trimotor all-metal transport airplane in the late
1920s and early ’30s. GM manufactured refrigerators and diesel-powered railway locomotives. By
the end of the 20th century, however, Ford and GM had divested themselves of most of their
nonautomotive operations and had spun off the majority of their automotive component-making
divisions into separate stock companies—Delphi Automotive Systems in the case of General
Motors and Visteon Automotive in the case of Ford.

In Europe, but to a lesser extent, automakers also divested noncore operations, while depressed
economic conditions in Japan forced auto companies there to begin divorcing themselves from
nonautomotive and components companies in which they had long held interests. By the late 1990s
the trend was toward more international consolidation of core automotive operations.

P a g e 11 | 58
New car development
The process of putting a new car on the market has become largely standardized. If a completely
new model is contemplated, the first step is a market survey. Since there may be an interval of five
years between this survey and the appearance of the new car in the dealers’ showrooms, there is a
distinct element of risk, as illustrated by the Ford Motor Company’s Edsel of the late 1950s.
(Market research had indicated a demand for a car in a relatively high price range, but, by the time
the Edsel appeared, both public taste and economic conditions had changed.) Conferences then
follow for engineers, stylists, and executives to agree on the basic design. The next stage is a mock-
up of the car, on which revisions and refinements can be worked out.

Because of the increasingly competitive and international nature of the industry, manufacturers
have employed various means to shorten the time from conception to production to less than three
years in many cases. This has been done at GM, for example, by incorporating vehicle engineers,
designers, manufacturing engineers, and marketing managers into a single team responsible for
the design, engineering, and marketing launch of the new model. Automakers also involve
component manufacturers in the design process to eliminate costly time-consuming reengineering
later. Often the component maker is given full responsibility for the design and engineering of a
part as well as for its manufacture.

Manufacturing processes

The bulk of the world’s new cars come from the moving assembly line introduced by Ford, but the
process is much more refined and elaborated today. The first requisite of this process is an
accurately controlled flow of materials into the assembly plants. No company can afford either the
money or the space to stockpile the parts and components needed for any extended period of
production. Interruption or confusion in the flow of materials quickly stops production. Ford
envisioned an organization in which no item was ever at rest from the time the raw material was
extracted until the vehicle was completed—a dream that has not yet been realized.

The need for careful control over the flow of materials is an incentive for automobile firms to
manufacture their own components, sometimes directly but more often through subsidiaries. Yet
complete integration does not exist, nor is it desirable. Tires, batteries, and dashboard instruments
are generally procured from outside sources. In addition, and for the same reasons, the largest
companies support outside suppliers even for items of in-house manufacture. First, it may be more
economical to buy externally than to provide additional internal facilities for the purpose. Second,
the supplier firm may have special equipment and capability. Third, the outside supplier provides

P a g e 12 | 58
a check on the costs of the in-house operation. American companies rely more than others on
independent suppliers.

Production of a new model also calls for elaborate tooling, and the larger the output, the more
highly specialized the tools in which the manufacturer is willing to invest. For example, it is
expensive to install a stamping press exclusively to make a single body panel for a single model,
but, if the model run reaches several hundred thousand, the cost is amply justified.

The assembly process itself has a quite uniform pattern

throughout the world. As a rule, there are two main assembly
lines, body and chassis. On the first the body panels are welded
together, the doors and windows are installed, and the body is
painted and trimmed (with upholstery, interior hardware, and
wiring). On the second line the frame has the springs, wheels,
steering gear, and power train (engine, transmission, drive
shaft, and differential) installed, plus the brakes and exhaust
system. The two lines merge at the point at which the car is
finished except for minor items and necessary testing and
inspection. A variation on this process is “unitized”
construction, whereby the body and frame are assembled as a unit. In this system the undercarriage
still goes down the chassis line for the power train, front suspension, and rear axle, to be supported
on pedestals until they are joined to the unitized body structure. Most passenger vehicles today are
manufactured by the unitized method, and most trucks and commercial vehicles still employ a
separate frame.

Assembly lines have been elaborately refined by automatic control systems, transfer machines,
computer-guided welding robots, and other automated equipment, which have replaced many
manual operations when volume is high. Austin Motors in Britain pioneered with its automatic
transfer machines in 1950. The first large-scale automated installation in the United States was a
Ford Motor Company engine plant that went into production in 1951. A universal form of
automatic control has used computers to schedule assembly operations so that a variety of styles
can be programmed along the same assembly line. Customers can be offered wide choices in body
styles, wheel patterns, and colour combinations.

Sales and service organization

Mass production implies mass consumption, which in turn requires an elaborate distributive
organization to sell the cars and to develop confidence among customers that adequate service will
be available. In the early days of the industry, cars were sold directly from the factory or through
independent dealers, who might handle several different makes. Many bicycle manufacturers

P a g e 13 | 58
simply used their existing sales outlets when they added horseless carriages to their line. When
sales in large quantities became the objective, however, more elaborate and better organized
techniques of distribution became essential.

In the United States the restricted franchise dealership became the uniform and almost exclusive
method of selling new cars. In this system, dealers may sell only the particular make of new car
specified in their franchise, must accept a quota of cars specified by the manufacturer, and must
pay cash on delivery. In return the dealers receive some guarantee of sales territory and may be
assisted in various ways by the manufacturer—financing or aid in advertising, for example.
Contracts also specify that dealers must maintain service facilities according to standards approved
by the manufacturer.

Seemingly weighted in favour of the manufacturer, the system has been subjected to periodic
dealer complaints, producing state legislation and a federal statute in 1956 to protect dealers from
arbitrary actions by manufacturers. Yet dealers have never been united in these attitudes, and no
effective substitute for the restricted franchise has yet been found. On the contrary, it is becoming
the general practice in other parts of the world where large-scale markets for motor vehicles have
developed.

Attempts by automakers in the 1990s to move away from the traditional franchised dealer network
to direct selling via the Internet met strong resistance in the United States. American dealers
enlisted the help of state governments in enacting prohibitions of this practice (and in blocking
attempts by automakers to own dealers through subsidiary corporations). In markets outside the
United States, principally in Europe and South America, manufacturers sell directly to consumers
via the Internet in limited quantities.

The market in used cars is an important part of the distribution system for motor vehicles in all
countries with a substantial motor vehicle industry because it affects the sale and styling of new
cars. The institution of the annual model was adopted in the United States during the 1920s to
promote new-car sales in the face of used-car competition. The new model must have enough
changes in styling or engineering to persuade prospective buyers that it is indeed an improvement.
At the same time, it must not be so radically different from its predecessors as to give the buyer
doubts about its resale potential.

Like all machinery, motor vehicles wear out. Some become scrap metal to feed steel furnaces;
some go to wrecking yards where usable parts are salvaged. Throughout the world, however, the
disposal of discarded motor vehicles has become a problem without a completely satisfactory
solution. In many areas, landscapes are disfigured by abandoned wrecks or unsightly automobile
graveyards. Spurred by European legislation requiring automakers to take back all of their end-of-
life-cycle vehicles beginning in 2007, manufacturers worldwide have begun engineering new
products with the complete recycling of components in mind. At the same time, they have used

P a g e 14 | 58
more and different recycled material in new vehicles. For example, old bumper covers have been
recycled into fender liners or battery trays for new cars.

International operations
Although the automotive industry has long been multinational in its organization and operation,
beginning in the 1980s and accelerating in the late 1990s, it has established a trend toward
international consolidation. Larger, more financially secure firms buy controlling interest in
financially troubled ones, usually because the weaker firm manufactures a highly prized product,
has access to markets that the larger company does not, or both. For example, Chrysler, as
discussed above, acquired AMC in 1987 for access to AMC’s Jeep vehicles and in 1998 was itself
merged with Daimler-Benz, which sought Chrysler’s expertise in high-volume manufacturing and
design techniques. Recognizing its need to penetrate closed markets in Japan and South Korea,
DaimlerChrysler in 2000 took a controlling 34 percent interest in Mitsubishi Motors Corporation
and signed a cooperative venture in trucks with Hyundai Motor Company. General Motors bought
a 50 percent interest in Sweden’s Saab in 1989 and acquired the remainder 10 years later; in 2000
it took a 20 percent stake in Japan’s Fuji Heavy Industries to have access to the all-wheel-drive
technology used in Fuji’s Subaru vehicles. In 1999 Ford bought the passenger car operations of
Sweden’s AB Volvo, and in 2000 it bought Britain’s Land Rover operations from BMW.

The most promising markets for motor vehicles have traditionally been developed countries with
the purchasing power to create a demand for automobiles; these have included North American
and European countries as well as Australia, New Zealand, South Africa, and Japan. Since 1950
there has been a significant shift in market prospects, however, as developing countries have
shown greater growth in vehicle registrations than the highly developed countries. Consequently,
there has been an intensification of both assembly and distribution in parts of the world not
previously important in the automotive industry.

The great bulk of this production is assembly, done in plants affiliated with and usually operated
by American, European, Japanese, or South Korean automotive firms. In order to stimulate their
own automotive industries, most developing countries have tariff policies that make imported cars
prohibitively expensive and, in addition, have requirements that a substantial portion of the
components used in local assembly plants be of domestic origin. A certain percentage of local
ownership, public or private, is also a normal requirement. The rest of the financing and most of
the initial managerial and technical skill come from the parent company.

In the 1990s China attracted the attention of the world’s major automotive companies. Somewhat
relaxed governmental controls on private ownership and the consequent rise of entrepreneurial
enterprises provided a burgeoning market in China for automobile ownership by individuals. This
potential, plus local-component requirements, led to the establishment by automakers and

P a g e 15 | 58
component manufacturers of complete manufacturing facilities in China rather than limited local
assembly operations.

Economic and social significance

The automotive industry has become a vital element in the economy of the industrialized
countries—motor vehicle production and sales are one of the major indexes of the state of the
economy in those countries. For such countries as the United Kingdom, Japan, France, Italy,
Sweden, Germany, and South Korea, motor vehicle exports are essential to the maintenance of
healthy international trade balances.

The effect of motor vehicle manufacturing on other industries is very great. Almost one-fifth of
American steel production and nearly three-fifths of its rubber output go to the automotive
industry, which is also the largest single consumer of machine tools. Moreover, the special
requirements of automotive mass production have had a profound influence on the design and
development of highly specialized machine tools and have stimulated technological advances in
petroleum refining, steelmaking, paint and plate-glass manufacturing, and other industrial
processes.

The indirect effects are also considerable through the many auto-related businesses, such as motor
freight operators and highway construction firms. In addition, truck transportation has grown
steadily throughout the world.

P a g e 16 | 58
COMPANY PROFILE
INTRODUCTION
Toyota is one of the biggest vehicle manufacturers, and one of the most widely known
companies in the world today. It is headquartered in Toyota, Aichi, Japan. Toyota has grown to a
large multinational corporation from where it started and expanded to different worldwide markets
and countries.

HISTORY
The company was founded in
1937 by Kiichiro Toyoda as a spin-off
from his father's company Toyota
Industries to create automobiles. It
created, first as a department of Toyota
Industries, a Type A engine in 1934 and
its first passenger car (the Toyota AA)
in 1936. It also provides financial
services through its division Toyota
Financial Services and also creates
robots besides automobiles. Toyota
together with its half owned subsidiary
Daihatsu, is the world's largest seller of cars for the first half of 2007 selling 4.72 million vehicles,
ending GM's 76-year reign as the world's bestselling marquee.

Toyota has introduced new technologies including one of the first mass-
produced hybrid gasoline-electric vehicles, of which it has sold 2 million globally as of
2010, Advanced Parking Guidance System (automatic parking), a four-speed electronically
controlled automatic with buttons for power and economy shifting, and an eight-speed automatic
transmission. Toyota, and Toyota-produced Lexus and Scion automobiles, consistently ranks near
the top in certain quality and reliability surveys, primarily J.D. Power and Consumer Reports. In
2005, Toyota, combined with its half-owned subsidiary Daihatsu Motor Company, produced
8.54 million vehicles.

Toyota has a large market share in the United States, but a small market shares in Europe.
It also sells vehicles in Africa and is a market leader in Australia. Due to its Daihatsu subsidiary it

P a g e 17 | 58
 has significant market shares in several fast-growing Southeast Asian countries. According to the
2008 Fortune Global 500, Toyota is the fifth largest company in 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. Toyota is committed to manufacture technically advance and
environment friendly products.

Toyota's activities are highly appreciated around the world, a result of the company's
devotion to customer-oriented activities and social contributions in every market it operates.

 Technology
Toyota is a world leader in the research and development of advanced automobile
technology. Creating intelligent solutions for today's mobility challenges and taking responsibility
for future generations. That's the mission that motivates Toyota

 Innovation
The quest for innovation is the foundation for Toyota's new technology concepts.
Unconventional ideas need room for creativity and the technologies of the future need testing in
real-life conditions. A look at Toyota's most recent concept cars gives a first glimpse of the vehicles
which may, one day, satisfy the needs of tomorrow's drivers.

 Engines
Being one of Toyota's greatest assets, engines are developed for performance with a big
focus on reducing emissions and saving fuel. Today Toyota brings these benefits to customers with
advanced Variable Valve Technology (VVT-I) petrol engines, common-rail turbo diesels (D-4D),
and with the unique Toyota Hybrid System (THS).

 Safety
Safety is a top priority at Toyota. Every new Toyota model is carefully designed to
maximize safety, using computer simulations and real-life crash tests. The body and chassis are
built to absorb impact and provide maximum occupant protection, whilst SRS airbags are in place
in case of a collision.

P a g e 18 | 58
Weaving History
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. 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. 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 largest vehicle
manufacturer in Japan with over 40% market share.
Toyota began to make inroads into foreign markets in the
late 1950s. The first Crown models arrived in the USA in
1957, and by 1965, with models such as the Corolla,
Toyota began to build its reputation and sales to rival
those of domestic producers. The first Toyota imported
into Europe was via Denmark in 1963. Toyota has
continued to grow in Europe's
sophisticated and complex
market, and in 2000 the company delivered its ten millionth car to a
customer in Germany. In fact, growth is currently one of the main
words in Toyota's European vocabulary, and the company plans to
reach annual sales of 800,000 in Europe by 2005. Toyota is number one
for customer satisfaction in the majority of European countries and has

P a g e 19 | 58
built an excellent reputation across Europe for reliability and customer service. This enviable
reputation, along with the support of a network of more than 25 distributors and 3,500 sales outlets,
are important factors in supporting Toyota's European sales growth in the coming years.

TOYOTA IN INDIA

The Toyota Kirloskar Motor plant was established on October 6, 1997. A joint venture
between Toyota Motor Company and Kirloskar Group, the company manufactures Toyota
vehicles in its state of the art facility at Bidadi Industrial Area, 30 kilometers from Bangalore. It is
currently the 7th largest car maker in India.

Toyota Kirloskar Motors, India

The company's plant at Bidadi surrounded by a greenbelt, meets high environmental standards.
Toyota has always believed that the best way to serve society is by providing automobiles that will
not only make people happy, but will also be environment friendly. Waste water at TKM is
collected and purified to a level that can be used for fishponds and rice fields. To realize high
quality vehicles production at reasonable price, Toyota seeks the best balance between human
resources and robot technology. As technology constantly evolves, employees improve themselves
through daily work and training programs, so that Toyota production also continues to develop.
The company employs nearly 3000 people.

Toyota Kirloskar Motor manufactures different versions of Toyota Corolla, Toyota Innova,
Toyota Fortuner, Toyota Etios and Toyota Etios Liva. Toyota Camry and Toyota Prado are not
manufactured in the plant but are imported and marketed by the company in India.

Toyota Kirloskar Motors aims to provide a wide selection of innovative, reasonably priced
and high quality products through an exclusive dealer network with the best sales and after-sales

P a g e 20 | 58
service at global Toyota standards. The company has developed an exclusive 3S dealer network,
integrating “Sales,” (after sales) Services and “Spare parts (storage).”

The Kirloskar Group has over a century of interesting history attached to it. Established as
a manufacturer of India's first iron plough, the Group has continued to live up to its core philosophy
of developing indigenous technology and industry. Toyota has constantly and consistently
exhibited its relentless commitment to add value in local developmental processes around the
world. Like Toyota, TKM has also been successfully delivering international quality, not only to
its valued customers, but also throughout the entire system - from suppliers to dealers.

Toyota believes that an organization gets its strength from its employees. They cultivate a
corporate culture that truly reflects the qualities of 'Continuous Improvement' and 'Respect for
People' in all their activities, collective and individual. They not only encourage employees to give
their suggestions on improving products, practices and work environment, but also reward them
for their valuable input

P a g e 21 | 58
Overview about TKM
Toyota Motor Corporation entered India in 1997 in a joint venture with the Kirloskar Group.

Toyota Kirloskar Motor Pvt Ltd is a subsidiary of Toyota Motor Corporation of Japan (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".

On June 7, 2012, Vice Chairman of the company revealed that the company is planning to enter
the healthcare sector and its first hospital would open in Karnataka in May 2013.

Toyota Kirloskar Motors aims to provide a wide selection of innovative, high quality
products through an exclusive dealer network with the best sales and after-sales service at global
Toyota standards. The company has developed an exclusive 3S dealer network, integrating
“Sales,” (after sales) Services and “Spare parts (storage).”
The Kirloskar Group has over a century of interesting history attached to it. Established as a
manufacturer of India's first iron plough, the Group has continued to live up to its core
philosophy of developing indigenous technology and industry. Toyota has constantly and

P a g e 22 | 58
consistently exhibited its relentless commitment to add value in local developmental processes
around the world. Like Toyota, TKM has also been successfully delivering international quality,
not only to its valued customers, but also throughout the entire system - from suppliers to
dealers.

Bird’s eye view of Toyota Kirloskar plant – Bidadi

Figure-2.8 Toyota Kirloskar Motor View

Toyota believes that an organization gets its strength from its employees. They cultivate a
corporate culture that truly reflects the qualities of 'Continuous Improvement' and 'Respect for
People' in all their activities, collective and individual. They not only encourage employees to give
their suggestions on improving products, practices and work environment, but also reward them
for their valuable inputs.

P a g e 23 | 58
 Vision
Toyota will 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, we aim to
exceed expectations and be rewarded with a smile.

We will meet our challenging goals by engaging the talent and passion of people, who believe
there is always a better way.

 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.

 Practice ethics and transparency in all our business operations.

P a g e 24 | 58
 Touch the hearts 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 a sense of pride, ownership, mutual trust and
teamwork.
 Create an eco-friendly company in harmony with nature and society.

P a g e 25 | 58
Product Features:
Toyota’s products are renowned for standards of Quality, Durability and
Reliability. It does not compromise on luxury and elegance. Toyota Kirloskar Motors is
an automobile manufacturer engaged in the production of technologically advanced
quality automobiles. The quest for innovation is the foundation for Toyota's new
technology concepts. Ever since the company manufactured its first passenger vehicle
in 1936, Toyota has continuously pursued the number one position for total customer
satisfaction in all areas, ranging from manufacturing and products to sales and service.
Toyota is today pursuing a policy of sustained development and aims to use innovation and
strong R & D to create cars that are greener, safer and more fun to drive. Engine technology is
one of Toyota's greatest assets. Toyota's award- winning engine range reflects the high design
and quality standards set by its engineers. Toyota engines are developed for performance and
responsiveness with a big focus on reducing emissions and saving fuel.
Today Toyota brings these benefits to customers with advanced variable valve
technology (VVT-i) petrol engines, common-rail turbo diesels (D-4D), and lately with
the unique Toyota Hybrid System (THS) in developed markets. Safety is top priority
for Toyota. Advanced steering, braking and traction control technologies help keep
Toyota cars on the road and out of trouble. In addition, every new Toyota model is
carefully designed to maximize safety, using computer simulations and real-life crash
tests. The body and chassis are built to absorb impact and provide maximum occupant
protection, whilst SRS airbags are in place in case of a collision. The Toyota Kirloskar
Motors product line currently comprises of seven masterpieces of automobile design
and engineering.

P a g e 26 | 58
TOYOTA PRODUCTS

Etios Liva Platinum Etios Etios Cross

Glanza Yaris Innova Touring Sport

Innova Crysta Fortuner

Land cruiser Camry Hybrid Land cruiser parado Prius

P a g e 27 | 58
Market shares and Competitors
Toyota Kirloskar saw its share increase by a small margin, from 4.28 per cent to 4.46
per cent.

Market share gains were elusive for most passenger vehicle (PV) makers in 2018-19. As a
whole, sales in India advanced by a mere 3 per cent in FY19, the slowest in four years.

Of the 16 members in the Society of Indian Automobile Manufacturers (Siam), only four
managed to gain share in the year that ended March 31. Three were the local arms of Japense
entities Suzuki, Honda and Toyota. Tata Motors was the only Indian company that saw an
increase, a marginal one.

Though by small margins, these gains came at the cost of Indian, European and American PV
makers and the marginal players got further marginalised, with drops in volume and market
share. The current financial year, 2019-20, is expected to even tougher for these companies,
with new entities in the
market.

Maruti Suzuki India, the

leader, saw its share in the PV
market inch up to 51.2 per
cent, from close to 50 per cent
a year before. Overall, sales
volumes at the maker of the
WagonR and Baleno models
rose 5.2 per cent to 1,729,826
units. Hyundai is next, its
share down marginally to
16.14 per cent, from 16.31 per
cent.

Albeit on a relatively lower

base, Tata Motors (after ceding
ground to rivals for years) saw its share in this market rise to 6.85 per cent, from around 6.4
per cent a year before; volume went up to 231,512 units, a 10 per cent increase. But, despite
the gain, on the back of new model launches, it could not replace Mahindra &

Mahindra from the third spot. Mahindra maintained the lead over Tata by selling 254,351
units, a year-on-year increase of 2 per cent. The Mumbai-based firm launched three new
models during the year (Marazzo, Alturas and the XUV3OO) but its share in the PV market
slid to 7.53 per cent, from 7.57 per cent.

It was a year of a strong comeback for Honda Cars India. Sales volume rose 8 per cent to
183,787 units, from 170,026 units a year before. The market share went from the earlier 5.17
per cent to 5.44 per cent. The gain was largely on the back of the Amaze sedan.

P a g e 28 | 58
The top five accounts for more than eight of every 10 cars sold and the going got tougher for
the others. With more competition from newer entrants Kia Motors and MG Motors, and
stricter legislation, which is set to push up car prices, the struggle for volume and market
share will get tougher for the India subsidiaries of Ford Motor, Fiat Chrysler Automobile,
Renault, Nissan, Volkswagen and Skoda.

P a g e 29 | 58
THE TOYOTA WAY
Introduction
The rapid growth, diversification and globalization of Toyota in the past decade have
increased the scope of company’s manufacturing and marketing presence throughout the
world. Having invested authority and responsibility in a worldwide network of executives,
Toyota was preparing to operate as a truly global company guided by a common corporate
culture.
They have identified and defined the company’s fundamental DNA, which summarizes the
unique and outstanding elements of the company’s culture and success. These are the
managerial values and business methods that are known collectively as The Toyota Way.

Importance of Toyota Way

It is essential that Toyota’s global leadership team embrace the concepts of The Toyota Way
as to achieve their business goals in host countries which have a wide variety of customs,
traditions and business practices.

P a g e 30 | 58
 Challenge:
Toyota form a long-term vision, meeting challenges with courage and creativity to realize its
dreams.
o Creating Value through Manufacturing and Delivery of Products and Services
o Spirit of Challenge
o Long-range Perspective
o Thorough Consideration in Decision-making

Kaizen:
Toyota improve their business operations continuously, always driving for innovation and
evolution.
 Kaizen Mind and Innovative Thinking
 Building Lean Systems and Structure
 Promoting Organizational Learning

Genchi Genbutsu:
Toyota practice Genchi Genbutsu, go to the source to find the facts to make correct decisions,
build consensus and achieve goals at our best speed.

o Genchi Genbutsu
o Effective Consensus Building
o Commitment to Achievement

Respect:
In Toyota, everyone respects others, make every effort to understand each other, take
responsibility and do our best to build mutual trust.

o Respect for Stakeholders

o Mutual Trust and Mutual Responsibility
o Sincere Communication

Teamwork:
In Toyota, they stimulate personal and professional growth, share the opportunities of
development and maximize individual and team performance.

o Commitment to Education and Development

o Respect for the Individual; Realizing Consolidated Power as a Team

P a g e 31 | 58
Toyota Production System

The production system developed by Toyota Motor Corporation aims

to provide best quality, lowest cost, and shortest lead time through the
elimination of waste. TPS is comprised of two pillars, Just-in-Time and
Jidoka, and is often illustrated with the "house" shown above (fig2.8.3). TPS is
maintained and improved through iterations of standardized work and kaizen,
following PDCA, or the scientific method. The concepts of Just-in-Time (JIT)
and Jidoka both have their roots in the pre-war period. Sakichi Toyoda,
founder of the Toyota group of companies, invented the concept of Jidoka in
the early 20th Century by incorporating a device on his automatic looms that
would stop the loom from operation whenever a thread broke. This enabled
great improvements in quality and freed people up to do more value creating
work than simply monitoring machines for quality. Eventually, this simple
concept found its way into every machine, every production line, and every
Toyota operation. Kiichiro Toyoda, son of Sakichi and founder of the Toyota
automobile business, developed the concept of Just-in-Time in the 1930's. He
decreed that Toyota operations would contain no excess inventory and that
Toyota would strive to work in partnership with suppliers to level production.
Under Ohno's leadership, JIT developed into a unique system of material and
information flows to control overproduction.

P a g e 32 | 58
Toyota Production System (TPS) combines a balanced mix of human resources and robot
technology for increased productivity.

Just in Time (JIT)

JIT is the system and idea of manufacturing and conveying only what is needed, when
it is needed, in just the amount needed
Pull System:
The following processes withdraw from preceding processes the parts they need, when
they need them, in the exact needed amount.
Continuous Flow Processing
Eliminating the stagnation of work in and between processes to facilitate one-piece-at-
a-time production

P a g e 33 | 58
Takt-time = (Total daily operating time/Total daily production requirement)
Takt-time is the time which should be taken to produce a component or a vehicle. It is set
from required production amount and operating time.
Production amount req. per shift = Production amt. req. per shift___
Operating Days per month X No. of Shifts

Takt-time = Operating time per Shift

Prod. Amt. req. per Shift

JIT means removing, as much as possible, the inventory used to buffer operations against
problems that may arise in production. Using smaller buffers means that problems like quality
defects become immediately visible. This reinforces Jidoka, which halts the production
process. Workers must resolve the problems immediately to resume production. The
requirement for working with little inventory and stopping production when there is a problem,
introduces a sense of urgency among workers. In mass production, when a machine goes down,
there is no sense of urgency. The maintenance department fixes the problem while inventory
keeps the operations running. By contrast, in lean production, when an operator shuts down
equipment to fix a problem, other operations will soon stop producing, creating a crisis. So
people have to scramble to fix problems together to get the equipment up and running.
Moreover, they would try to get to the root of the problem so that it does not recur again.
JIDOKA
Jidoka is also referred to as automation – equipment endowed with human intelligence
to stop itself when it has a problem. In-station quality (preventing problems from being passed
down the line) is much more effective and less costly than inspecting and repairing quality
problems after the fact.
Andon
Andon is a tool to control by visual in order to know whether the machines, workers
and works are proceeding or not. It is also an important weapon for efficient control and also
the discovery of important points for improvement.
Pokayoke
Pokayoke means equipment which stops the line on any abnormality.

Tightening device will stop the line if the torque value is not in the optimum range.

P a g e 34 | 58
 HEIJUNKA
Heijunka is the leveling of production by both volume and product mix. Toyota does
not build products according to the actual flow of customer orders, which can swing up and
down wildly. The total volume of orders in a period is leveled out so the same amount and mix
are being made each day.

KANBAN
Kanban for TPS is something that is used as production instruction, withdrawal
instruction or a tool for controlling by visual. The most important role is to thoroughly
eliminate Muda of over-production in manufacturing.
Roles of Kanban:
 Order information of production and conveyance
 A tool for visual control
 To check against over-production
 To detect irregular processing speed (abnormal, normal)
 A tool for work improvement

Types of Kanban
 Intra-Process Kanban

 Signal Kanban

 Inter-Process Kanban

 Supplier Kanban

P a g e 35 | 58
 WORK CONCEPT:
Total work consisting of
o MUDA: Works which are unnecessary for Production work.

o Non - Value - Adding Work

o Net Work: Motion that add values to the product
MUDA : WASTE, UNNECESSARY WORK
MURA : UNEVENESS, UNSTABLE, FLUCTUATIVE THINGS
MURI : OVERBURDEN, OVERLOAD, OVERWORK CONDITION

There are 7 types of Muda:

1. Muda of Correction
2. Muda of Over-Production
3. Muda of Processing
4. Muda of Conveyance
5. Muda of Inventory
6. Muda of Motion
7. Muda of Waiting

The first question in TPS is always" What does the customer want from this process?" This
defines value. Through the customer's eyes, a process is observed and the value-added steps
are separated from the non-value-added ones.
Toyota firmly believes overproduction is a fundamental waste. Producing more than
what the customer wants necessarily leads to a build-up of inventory somewhere downstream.
The material is just sitting around, waiting to be processed in the next operation. Big buffers
lead to other suboptimal behavior, like reducing the motivation to continuously improve
operations. Why worry about preventive maintenance on equipment when shutdowns do not
immediately affect final assembly anyway? Why get overly concerned about a few quality
errors when defective parts can be set aside? By the time a defective piece works its way to the
later operation where an operator tries to assemble that piece, there may be weeks of bad parts
in process and sitting in buffers.

P a g e 36 | 58
STANDARDIZED WORK
Standardized work is a tool for producing good quality products with reasonable price.
It focuses on human motions and creates an efficient production sequence without Muda in
which jobs can be done under the same repeated conditions.
Factors of Standardized work:
Tact-Time
Work Sequence: It is the sequence of operations in a single process
Standard in-process stock: Standard in-process stock refers to the minimum number of
parts stocked for that process, which allows a member to follow the given work sequence
continuously.

Documents for Standardized work

 Standardized Production Capacity Sheet
 Standardized Work Combination Table
 Standardized Work Instruction Sheet
 Standardized Work Chart

5S
1S: Seiri is to distinguish what is needed at the worksite from what is not needed there and
discarding unnecessary things immediately.
2S: Seiton is to store things shifted or things needed in the right place in an easy-to-use order.
3S: Seisou is to clean properly.
4S: Seiketsu is to maintain the conditions of Seiri, Seiton, and Seisou.
5S: Shitsuke Make it a practiced habit, by following standards.

Social Contribution
Toyota Kirloskar Motor (TKM) is constantly working towards harmonious, scalable and
sustainable development of society. We use our expertise, technology and partnerships to
help communities who are in need.
The TKM Corporate Social Responsibility (CSR) policy is aligned with Toyota's Global
Vision for 2020: 'Seeking Harmony between People, Society and the Global Environment,
and Sustainable Development of Society through Manufacturing'.
TKM has always and always will comply with local, national laws and regulations and
conduct their business operations with honesty and integrity.

P a g e 37 | 58
 We believe that any initiative must start at home - our beloved plant, in this case. Our plant
has been planned to seamlessly adapt to the nature in and around it, not the other way round.
Our processes and technology have been tuned to function with lower levels of CO2
emissions. We have a waste water recycling system, too. The paint we use in the plant is non-
toxic and water-based. Over the years, through conscious effort, we have achieved zero
landfill waste.

Steps Towards Sustainability

Social
Contribute to the development of the society by:

 Imparting technical education

 Raising road safety awareness
 Promoting art and culture
 Developing local communities through sustainable activities

Economic
Developing a harmonious relationship with society by enhancing community development
activities and contributing to the progress of the region.

Business
complying with externally imposed social and environmental standards and conducting our
business operations with honesty and integrity.

Environment

Undertaking measures to protect and safeguard the environment through effective eco
initiatives.

P a g e 38 | 58
 OVERVIEW ABOUT THE
DIVISION
PLANT 2 PAINT SHOP
INTRODUCTION:
Paint is one of the oldest synthetic substances known, with a history stretching back into
prehistoric times. It was made more than 35,000 years ago by prehistoric man as they mixed
clays and chalks with animal fats and used these paints to depict their hunts on cave walls. By
2500BC the Egyptians had improved this technology considerably. They had developed a
clear blue pigment by grinding azurite, and instead of animal fats they used gums, wax and
maybe also albumen (egg white) as binders and solvents for their paints. The technology
improved still further during the first millennium BC as the Greeks learnt to blend paints with
hot wax, rather than water, making a paint that was both thicker and easier to spread and thus
making it possible to blend colors.
The technology then lapsed for many years, with techniques being passed down from
generation to generation by travelling craftsmen. This continued until the eighteenth century,
when paint factories began to be opened in Europe and America, and by the nineteenth
century this mass production had brought prices down to such an extent that houses began to
be painted. Now, in the twentieth century, the chemistry of many aspects of paint
manufacture and function is understood, meaning that paint manufacture has finally moved
from being an art to being a science.

WHAT IS PAINT?
DEFINITION OF PAINT AND VARNISH:
PAINT: Paint is a product in liquid or powder form which contains pigments and which is
applied to a substrate to form an opaque film. The film has protective and/or decorative
properties and can also be given special functions as required. Paint is described as opaque if
it hides the substrate completely.

CLEAR PAINT: It is used for decorative or special properties. Varnish does not contain
covering pigments and is therefore regarded as "clear paint".

P a g e 39 | 58
The main constituents of paint are binder, pigment, extender (filler), solvent and additives
(auxiliary substances).

How does paint protect the substrate?

Paint protects the substrate in three main ways: barrier effect, inhibitor effect and galvanic
effect. Paints which have a barrier effect only form a barrier between the substrate and the
environment and no rust-inhibiting pigments are added. Most paints come under this group:
many primers, all intermediate coats and top coats. Aluminium and glass flakes are often used
in primers to increase the barrier effect.

Paints which use the inhibitor effect contains inhibiting pigments e.g. zinc phosphate.
Such pigments are only used in primers. Paints in this group are not suitable for use under
water.

Paints with a galvanic effect contain pure zinc pigments and are used only as
primers. The basic principle is that the zinc makes metallic contact with the steel so that the
zinc can act as an anode. If the paint system is damaged, the zinc pigments will protect the
exposed steel cathodically (see section on Cathodic Protection).

Various department & its functions

The production unit or ‘shop floor’ is primarily composed of the below divisions: -

1. ED SHOP
2. TOP COAT SHOP
3. BUMPER SHOP
4. RESIN
ED SHOP
It stands for Pre Treatment for Electro Deposition. The pre-treatment of car bodies
manufactured from different metals is mandatory for state-of-the-art corrosion protection and
provides best adhesion for electro deposition coatings. The process comprises several stages,

P a g e 40 | 58
namely, degreasing, rinsing, activation, phosphating, rinsing, passivation (optional), and a final
demineralized water rinsing. Thus the body obtained from the weld shop is made ready for
electro deposition. A charged paint micelle (resign and/or pigment and/or additives) migrates
towards an oppositely charged electrode(electrophoresis). The solubilizing charge on the
migrated paint particle is neutralized by the electrolysis products of water. The particle collects
on the surface and partially coalesce to form an insulating film. A final bake is given to
“painted” part in the ED oven to fully coalesce the film and crosslink the polymer binder.

TOP COAT SHOP

Here the painting of the bodies is performed. This process involves both manual as well as
robot painting. Initially, the manual painting takes place, followed by the robot painting.
Depending on the type of colour being used, the painting procedure varies. For white (058
and 040) colours, only the Base is applied. In case of all other metallic colours, three coats of
paint are applied to the body, namely the Primer, Base and Clear. Many precautions must be
observed while entering the topcoat booth. Antistatic wear must be worn at all times. Gloves
and face mask must also be worn and electronic devices must be kept switched off in the
booth to prevent any chances of fire
BUMPER SHOP
Here the painting and assembly of bumper is performed. This process involves manual
painting. Initially the bumper is loaded to booth, three coats of paint are applied to the
bumper, namely primer, base, and clear and then bumper is passed to oven for the sake of
dry. Then it is inspected then it is moved to subassembly. If any defects are found it is send to
recoat area.

RESIN SHOP
Here the painting Resin is performed. This process involves manual painting. Initially the
spoiler is loaded and sent to the booth, three coats of are applied to the bumper, namely
primer, base, and clear and then spoiler is passed to oven for drying. Then it is inspected then
it is moves to assembly.

P a g e 41 | 58
Plastic Shops
Introduction
In plastic shop the major platic parts of the car rear and front bumper, spoilers, are painted
assembled and inspected. The majority of modern plastic car bumper system fasciae are made
up of thermoplastic olefins(TPO), polycarbonates, polyesters, polyurethanes, polyamides, or
blends of these with for instance glass fibers, for strength and structural rigidity

There are 3 different departments in Plant 2 Paint-Plastic shop

1. Resin shop
2. Bumper A line
3. Bumper B line

RESIN SHOP

P a g e 42 | 58
Here the painting Resin is performed. This process
involves manual painting. Initially the spoiler is
loaded and sent to the booth, three coats of are
applied to the bumper, namely primer, base, and
clear and then spoiler is passed to oven for drying.
Then it is inspected then it is moves to assembly.

Bumper A line
In bumper A line the painting and assembly of
Innova and Fortuner bumper is performed. This
process involves manual painting. Initially the
bumper is loaded to booth, three coats of paint are
applied to the bumper, namely primer, base, and
clear and then bumper is passed to oven for the
sake of dry. Then it is inspected then it is moved
to subassembly. If any defects are found it is send
to recoat area.

Bumper B line
In bumper B line the painting and assembly of
Etios, Liva, Yaris and Fortuner bumper is
performed. This process involves manual
painting. Initially the bumper is loaded to booth,
three coats of paint are applied to the bumper,
namely primer, base, and clear and then bumper
is passed to oven for the sake of dry. Then it is
inspected then it is moved to subassembly. If any
defects are found it is send to recoat area.

P a g e 43 | 58
 BUMPER A LINE
BUMPER HOLE
BUMPER
SDF RECEVING Booth painting inspection
PUNCHING

Quality Gate SUB Assembly

Assembly

BUMPER RECEVING
This is the the first stage of the process where the bumper is recived from the ILCD
BUMPER HOLE PUNCHING
In this process the bumper is punched with holes using Rear Bumper Sonar hole Punching
Machine and it is sent to the Bumper loading area
BUMPER LOADING AREA
Here the IPA wiping of the bumper is done for removing static charges formed in the bumper
BOOTH PAINTING
Booth painting is done in 3 stages namely Primer , Base , Clear
Primer is applied for the adhesive of the base paint
Depending on the required colour of the bumper Base is applied
To preserve the paint from fading and from scratches Clear coat is applied
The three coated bumper is then sent to oven for baking
INSEPECTION
In this process the bumper is inspected visually and if any defects found it is sent to repair
SUB ASSEMBLY
In subassembly consists of four process namely fax loading, sub assembly-1,sub assembly-2
Sub assembly-3 where bumper assembly parts like fog lamp, wheel arch’s, sonar, wire
harness etc. are fixed.
QUALITY GATE
Here the bumper is inspected thoroughly for any defects. Once it is approved it is transported
to assembly shop

P a g e 44 | 58
PROJECT WORK

P a g e 45 | 58
Introduction to project
Workability issues is being noted by GL’s at Sub Assembly area. To
study the workability problems by using Ergonomics study. By taking
countermeasure and preventive measure enhance the workability.

Ultimate Goal
To improve the workability at sub Assembly

Current Condition
Joshiten Is found to be more in all the process at Sub-Assembly

SUB ASSY AREA ERGONOMICS STUDY

30
24.54
25 23.22 23.33
20.49
20

15
9.61
10

0
Fax Loading Child parts SA 1 SA 2 SA 3

TOTAL

What is Joshiten?
Joshi-ten is an ergonomics burden analysis tool that works with the early symptom
investigating procedure which focus on upper body postures and how they interact with the
production process. The tool covers critical points, such elbow-above-shoulder-height
movements, the shape and weight of hand tools (2.5kg is the limit for manual tools, which is
the trigger for engineered replacements) wrist postures, force of push with thumb and finger,
and neck deviationist covers the lower body and movements such as back bend, weight lifted,
body twist, and bend

P a g e 46 | 58
Expected condition

Joshiten is expected to be below 18 for all sub assembly process

Joshiten
20
18
16
14
12
10
8
6
4
2
0
fax loding Child parts Sub Assembly 1 Sub Assembly 2 Sub Assembly 3

Joshiten

P a g e 47 | 58
 Analysis
Break down of Problem
The main reason for increase joshi-ten is due to Push and Pull of dolly

Wear and tear of wheel Due to friction

Improper
Maintance

push and pull

Weight of the due to heavy Due to design
of dolly dolly fabrication requirement

due to structural
Design of dolly Sability
requirement

It is found that joshiten and muda movements for push and pull of dolly is found to be high
through analysis and dolly is highly fabricated due to design requirements which weigh
around 55 kg and it requires 40 to 80N which is analyzed through push and pull gauge.

P a g e 48 | 58
Suggested and Implemented Counter measures

Root cause Counter measures S Q W C D Implemented

/Suggested
 By incorporating
conveyers in sub O O O X X suggested
assembly for the
movement of dolly

Due to
 By changing the
heavy
wheels of dolly O O X O O suggested
structure of
dolly
 By designing a flat
dolly X X O O O suggested

 By designing a
pallet and providing O O O O O implemented
a structure for the
movement of dolly

S-Safety Q-Quality C-Cost W-Workability D-Duration

 Incorporating conveyers: By adding conveyers belt we can reduce the Push and
Pull mechanism which is done manually due to this we can reduce the burden and
muda .But the Proposal was rejected due to the high costing for the project and
shortage of time to complete the project

P a g e 49 | 58
 Changing wheels of dolly: The present
running wheel has high friction and it
requires more force to push the dolly and I
proposed to change to the wheel but due to
workability issue the proposal was rejected.

 Designing flat dolly: It was an effort to reduce the weight by creating a flat dolly
which would reduce the weight of the dolly but this caused abnormality in safety and
quality of the bumper

 By designing a pallet and providing a structure for the movement of

dolly:
The dolly weight can be reduced by making a pallet by removing the
unwanted fabrication on the dolly and by providing a fixed track for the
movement of the pallet. This matched all our criteria and the project was
implemented

P a g e 50 | 58
Results
Before condition
Currently a dolly of weight 55kg is pushed manually which follows track path

Sub Assembly layout

Sub assembly dolly

P a g e 51 | 58
Sub assembly previous layout

P a g e 52 | 58
After condition

Sub assembly pallet

Sub Assembly Track

P a g e 53 | 58
Subassembly new layout

P a g e 54 | 58
 LEARNING FROM THE INTERNSHIP

 Toyota practices ―The Toyota Way religiously, amongst which ―Respect for
people‖ is the most admired by the employees and visitors of the company.
 Being a mechanical engineering student, Toyota would have been the best
experience a student like me can get. Getting to know about one of the world’s being
industry, the automobile industry, has made me get a better insight into the industrial
world.

 Knowing about the engineering and science of the industry may be necessary, but
this place has taught me that safety and health of its employees is even more
important.
 KPI (Key Performance Indicators) - Each employee of Toyota always works and
evaluates his/her work progress in terms of KPI to analyze the root cause and resolve
the problem identified.
 TKM is built based on a culture of innovation, teamwork and partnership which
means that the Company has a firm foundation of relationships and open
communication channels on which it has built its growth
 By following the Japanese culture (Kaizen, Kanban, TPS, Etc.) it minimizes waste,
follows other methods to manufacture cars in shortest time.

P a g e 55 | 58
SUMMARY OF INTERNSHIP

Toyota Kirloskar Motors Pvt Ltd. has given me a good exposure of

automobile industry. I got to learn various company policies like ―SAFETY
FIRST AND QUALITY MUST and the safety rules like ―3 FINGER CROSS
CHECK rule, which are mainly followed in the company. Toyota principles
include Just in time, lean principles, muda reduction these are not only used in
production purpose but also can be used in our daily activities. Keeping all our
activities in time and reducing the wastages helps in creating a better
environment. The internship offered as an enriching knowledge on the working
of an automotive paint shop and the various processes involved in automotive
painting activities.

It also helped in understanding how process engineering takes place and the
activities of the Process engineering services department of Vehicle engineering
department of Production engineering and services department. It enabled me
to understand what company undergoes to prevent the body from corrosion,
water resistance etc. and to maintain the quality of paint applied on the bumper
and related information from their point of origin to point of consumption for
the purpose of satisfying customer requirements in the paint shop.

The Internship provided a great insight into the corporate life and working of a
manufacturing company. The journey at Toyota helped me gain knowledge and
understand the company policies and principles.

Another important parameter that I learnt in this department is teamwork.

Everyone in the department believes in working together for the best of Toyota
and coming up with innovative ideas. This gave me a great insight about the
plant working, and I got to know how from small parts, an automobile is
produced.

P a g e 56 | 58
I was assigned to bumper shop under Mr. GAJANAN H.S san in this, I learned
about bumper shop process. It gave me an idea about the prevention taken by
the company against muda and about the steps taken to maintain the quality of
paint. With Mr. Naveen san support and guidance, we are completed our
assigned project

In these days of internship, I had learnt several things about process. Project
based on Workability improvement and study of Ergonomics. Also, visits to
various other departments of the plant gave me much knowledge on the industry
set up and its working.

P a g e 57 | 58
FEEDBACK OF INTERENSHIP

1. The internship proved to be a great learning process for me as I learnt a

lot of additional concepts that would help me in my future.
2. The training procedure was well executed.
3. The employees and staff are extremely helpful and supportive in the
case of clarifying doubts and clarifications.
4. This was a great opportunity for me to learn, from the employees of my
department who had very good knowledge about the entire shop.
5. The projects assigned were very interesting, challenging and informative.
6. It was a nice experience to learn the culture of Toyota and it was not only
applied in industries but can also be applied in our daily lifestyle. It
turned out to be very helpful.
7. Giving us an opportunity to improve the industrial environment of
Toyota, just truly shows how open minded and well receiving the
management is
8. Please arrange a week to visit all departments in Toyota

P a g e 58 | 58