DOCSLIB.ORG

Japan's Approach and Perspective on Next-Generation Vehicle

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Japan's Approach and Perspective on Next-Generation Vehicle Japan’s Approach and Perspective on Next-Generation Vehicle November 15, 2011 Ministry of Economy, Trade and Industry Kenji Miura 1 Table of Contents 1. The impact of the Great East Japan Earthquake 2. Outline of the Interim Report 3. Approaches of EV/PHV Towns Initiative 4. Towards cooperation on standardization 2 1. The impact of the Great East Japan Earthquake 2. Outline of the Interim Report 3. Approaches of EV/PHV Towns Initiative 4. Towards cooperation on standardization 3 The impact of the earthquake on the automobile industry and suppliers Many automakers and suppliers were forced to stop and/or reduce production in the North East region. In the auto sector, consisting of supply chains of companies from many layers and fields, the lack of just one part or component could have a serious impact on the automobile industry as a whole. <Manufacturing base of automobile and component> Toyota(Hokkaido) ★★★Damaged plants Toyota (Tsutsumi) Affected plants by planned blackouts Suzuki (Toyokawa) Kanto Auto Works ◎◎◎ (Toyota group)(Iwate) Plants stop or reduce production Mitsubishi(Okazaki) ●●● Mitsubishi Fuso (Ohe) Hino(Nitta) Central Automotive Fuji Heavy Industry(Yajima) (Toyota group)(Miyagi) Mtsuda (Hofu) Nissan(Iwaki) Daihatsu(Kyoto) Matsuda(Fuchu) Daihatsu(Kyoto) Renesas Electronics(Naka) Nissan(Kyushu) ◎ ◎ Daihatsu(Kurume) ◎◎ ◎ Mitsubishi (Mizushima) ◎ Renesas Electronics( Hitachinaka) Toyota(Miyata) ◎◎ Hitachi Automotive Systems(Sawa) ◎ ◎ ◎◎ ◎ ◎ ◎◎ ◎ ◎ ◎◎ Isuzu(Tochigi) UD Trucks(Nissan group)(Ageo) Nissan(Tochigi) Honda(Tochigi) Daihatsu(Ohita) Hino(Hino) Daihatsu(Shiga) Honda(Kumamoto) Mitsubishi(Shiga) Suzuki(Kosai) Isuzu (Fujisawa) Daihatsu(Tada) Honda(Hamamatsu) Nissan (Yokohama,Oppama) Kawasaki(Akashi) Yamaha(Iwata Minami) Mitsubishi Fuso (Kawasaki) Daihatsu(Ikeda) 4 Damage from the Great East Japan Earthquake and recovery (1) Damage to parts and materials suppliers temporally made it difficult for several automakers to operate normally soon after the earthquake. Production has resumed earlier than expected because of substitute production, reconstruction of suppliers network and also great efforts to recover. Nissan Motor Co., Ltd. Effects of Disaster Nissan Iwaki Factory in which more than 370,000 Nissan and Infiniti engines are produced annually was badly damaged. Windows on the plant’s roof, ducts and pipes fell down and it was unsafe to go back inside. For Nissan, more than 50 dealerships and parts suppliers were damaged, and production across Japan shut down completely. Status of Recovery Resumption of full production was originally scheduled for early June, but it resumed on May 17, two weeks ahead of schedule. 5 Damage from the Great East Japan Earthquake and recovery (2) Shin-Etsu Chemical Co., Ltd. Effects of Disaster The Shin-Etsu Group has approximately 30% of the global share of silicon wafers. The main silicon wafer plant, the Shirakawa Plant, “Suffered from 1,000 gals of shock from the earthquake, and its cleanrooms and some equipment were damaged.”（Fumio Akitani, vice-president ） Shin-Etsu Shirakawa Plant Status of Recovery （Saigo, Fukushima ） On April 20, partial operations were restarted. On July 1, the Shirakawa Plant’s production capacity recovered to pre-earthquake levels. Renesas Electronics Corporation Effects of Disaster Naka factory produces 20% of Renesas’s microcontrollers and System-on-a- Chip solutions. There was partial damage to the ceiling, walls, electric wiring and some equipment. Status of Recovery Renesas Naka factory Renesas expects it will be capable of significantly moving up the schedule by （Naka, Ibaraki ） one month from the end of October to the end of September when the supply capacity of Naka factory will return to pre-earthquake levels. 6 Damage from the Great East Japan Earthquake and recovery (3) Sumitomo Metal Industries, Ltd. Effects of Disaster Damage to the Kashima steelworks was confirmed mainly at the port facilities and upstream manufacturing facilities. There was also damage within the steelworks, such as damage to the coke gas holders and the auxiliary facilities Sumitomo Metal, Kashima Steelwork (Kashima, Ibaraki) of the blast furnace. Status of Recovery Kashima steelworks was restored at high speed and it took only four days from the earthquake before its first shipment. On April 30 it resumed normal operation. Mitsubishi Chemical Corporation Effects of Disaster Production of ethylene in the Kashima plants accounts for 10% of that in Japan. Since infrastructure around the plant area including the berths and roads were also damaged, delivery and shipment of cargo became Mitsubishi Chemical Kashima Plants （Kamisu, Ibaraki ） impossible. The ethylene plants were stopped after the earthquake. Status of Recovery The Kashima No 2 plant was restarted on May 20, and the Kashima No 1 plant was restarted on June 30. 7 Damage from the Great East Japan Earthquake and recovery (4) Companies Situation after the earthquake Status of recovery Toyota Some factories suffered damage. Damage to parts Production was approximately 70% of normal in Motor suppliers caused trouble in the global production June, on a global basis. Now, production in Japan Corporation network. Toyota expected that production at has basically returned to pre-earthquake levels. normal level would be recovered later this year. Hitachi Sawa works (auto-parts manufacturing factories) Operation of the Sawa works restarted on April 4. Automotive were damaged due to the earthquake. Now, production capacity has recovered to Systems The company has approximately 60% of global pre-earthquake levels share of air-flow sensors. Hitachi The main factory in Hitachinaka City which Since March 28, production of lithium-ion Vehicle produces lithium-ion batteries for vehicles batteries has resumed and shipment overseas Energy suffered damage. restarted. Hitachi ltd. Damage to buildings and facilities was confirmed Production partially resumed at the end of May. at Hitachi’s main production bases in Ibaraki Operation with full capacity resumed mid April. Prefecture, including cracks in walls, fallen ceilings, roofs and walls. IHI The facility of Soma Aero-Engine Works (items On March 29, partial operation at buildings where corporation produced: parts for aero engines, gas turbines the effects were minor were restarted. Full and space development equipment) was shut operation was resumed mid May. down. 8 Automobile Sales Domestic sales of new cars declined sharply after the disaster (occurred on March 11)(Apri: ▲51% compared to the same month in the last year), but after this June it is gradually getting better.( ▲225,024 in sales, ▲23.3% compared to the same month in the previous year) Monthly Sales Sales before and after the earthquake (10 thousand) ◇Before the earthquake (March 1~ Mach 10) unit sales year on year rate 87,000 ( ＋4.0%) ◇After the earthquake (April) 108,824 ( ▲51%) ＊year on year rate ◇(June) 225,024 ( ▲23.3%) (2009) (2010) (2011) 9 1. The impact of the Great East Japan Earthquake 2. Outline of the Interim Report 3. Approaches of EV/PHV Towns Initiative 4. Towards cooperation on standardization 10 Outline of the Interim Report of the Strategy Study Group on the Automobiles contributing to the renaissance of Japan’s economy １． Show new roles and agendas of vehicles and automobile industry under new environment of Japanese society after the quake for the recovery of Japan’s economy ２． Show lessons from interruption in the supply chain and show agendas towards resilient supply chain which are coincident with risk reduction and cost control ３． Show agendas for maintaining and vitalizing the domestic production damaged by much of impediments including electric shortage after the quake Discussing in the Study Group, consisted of executives of the automobile industry, the materials and parts industries, academic experts, the public & private sector share of perception and agendas. Correspond with the new social 2 Rebuild a resilient supply chain 1 challenges after the disaster which are coincident with risk reduction and cost control including energy constraints (1) Reinforce the financial base of suppliers (1) Accomplish the agendas in the Next-Generation Vehicle Strategy (2) Review the excessive spec diversifications 2010 and rationalize them (2) New roles for the function (3) Develop and introduce new materials and parts under cooperation of supply demand adjustment between upstream and downstream industries management in the electric power supply network 3 Revitalize Japan’s auto market and domestic production (3) Challenges of the battery industry (1) Revitalize the Japan’s auto market by reducing the tax burden related (4) Diversification of energy sources to the purchasing and maintenance of vehicles for vehicles (2) Create a level playing field responding to the harsh (5) Corresponding with needs of international business environment aging society and knowledge-based economy (3) Proceed with process innovation 11 1. Coping with new social issues such as energy constraint in post-earthquake Japan New role as coordinator off energy supply and demand for electric Coping with new social issues such as integration with smart grid vehicles (EV), plug-in hybrid vehicles, and fuel cell vehicles due to the earthquake and energy constraints Upper system Construction of power supply system consisting of electric power system Solar battery and energy system that complement each other Existence of project leader to assemble players 1 1 Securing power supply function st st Step 2 Step Wind power Realization of
Load more

Recommended publications
  • UNITED STATES SECURITIES and EXCHANGE COMMISSION Washington, D.C
    As filed with the Securities and Exchange Commission on June 25, 2012 UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 20-F (Mark One) ‘ REGISTRATION STATEMENT PURSUANT TO SECTION 12(b) OR (g) OF THE SECURITIES EXCHANGE ACT OF 1934 OR È ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended: March 31, 2012 OR ‘ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 OR ‘ SHELL COMPANY REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 Commission file number: 001-14948 TOYOTA JIDOSHA KABUSHIKI KAISHA (Exact Name of Registrant as Specified in its Charter) TOYOTA MOTOR CORPORATION (Translation of Registrant’s Name into English) Japan (Jurisdiction of Incorporation or Organization) 1 Toyota-cho, Toyota City Aichi Prefecture 471-8571 Japan +81 565 28-2121 (Address of Principal Executive Offices) Kenichiro Makino Telephone number: +81 565 28-2121 Facsimile number: +81 565 23-5800 Address: 1 Toyota-cho, Toyota City, Aichi Prefecture 471-8571, Japan (Name, telephone, e-mail and/or facsimile number and address of registrant’s contact person) Securities registered or to be registered pursuant to Section 12(b) of the Act: Title of Each Class: Name of Each Exchange on Which Registered: American Depositary Shares* The New York Stock Exchange Common Stock** * American Depositary Receipts evidence American Depositary Shares, each American Depositary Share representing two shares of the registrant’s Common Stock. ** No par value. Not for trading, but only in connection with the registration of American Depositary Shares, pursuant to the requirements of the U.S.
    [Show full text]
  • Case Studies in Change from the Japanese Automotive Industry
    UC Berkeley Working Paper Series Title Keiretsu, Governance, and Learning: Case Studies in Change from the Japanese Automotive Industry Permalink https://escholarship.org/uc/item/43q5m4r3 Authors Ahmadjian, Christina L. Lincoln, James R. Publication Date 2000-05-19 eScholarship.org Powered by the California Digital Library University of California Institute of Industrial Relations University of California, Berkeley Working Paper No. 76 May 19, 2000 Keiretsu, governance, and learning: Case studies in change from the Japanese automotive industry Christina L. Ahmadjian Graduate School of Business Columbia University New York, NY 10027 (212)854-4417 fax: (212)316-9355 [email protected] James R. Lincoln Walter A. Haas School of Business University of California at Berkeley Berkeley, CA 94720 (510) 643-7063 [email protected] We are grateful to Nick Argyres, Bob Cole, Ray Horton, Rita McGrath, Atul Nerkar, Toshi Nishiguchi, Joanne Oxley, Hugh Patrick, Eleanor Westney, and Oliver Williamson for helpful comments. We also acknowledge useful feedback from members of the Sloan Corporate Governance Project at Columbia Law School. Research grants from the Japan – U. S. Friendship Commission, the Japan Society for the Promotion of Science, and the Clausen Center for International Business and Policy of the Haas School of Business at UC Berkeley are also gratefully acknowledged. Keiretsu, governance, and learning: Case studies in change from the Japanese automotive industry ABSTRACT The “keiretsu” structuring of assembler-supplier relations historically enabled Japanese auto assemblers to remain lean and flexible while enjoying a level of control over supply akin to that of vertical integration. Yet there is much talk currently of breakdown in keiretsu networks.
    [Show full text]
  • Toyota in the World 2011
    "Toyota in the World 2011" is intended to provide an overview of Toyota, including a look at its latest activities relating to R&D (Research & Development), manufacturing, sales and exports from January to December 2010. It is hoped that this handbook will be useful to those seeking to gain a better understanding of Toyota's corporate activities. Research & Development Production, Sales and Exports Domestic and Overseas R&D Sites Overseas Production Companies North America/ Latin America: Market/Toyota Sales and Production Technological Development Europe/Africa: Market/Toyota Sales and Production Asia: Market/Toyota Sales and Production History of Technological Development (from 1990) Oceania & Middle East: Market/Toyota Sales and Production Operations in Japan Vehicle Production, Sales and Exports by Region Overseas Model Lineup by Country & Region Toyota Group & Supplier Organizations Japanese Production and Dealer Sites Chronology Number of Vehicles Produced in Japan by Model Product Lineup U.S.A. JAPAN Toyota Motor Engineering and Manufacturing North Head Office Toyota Technical Center America, Inc. Establishment 1954 Establishment 1977 Activities: Product planning, design, Locations: Michigan, prototype development, vehicle California, evaluation Arizona, Washington D.C. Activities: Product planning, Vehicle Engineering & Evaluation Basic Research Shibetsu Proving Ground Establishment 1984 Activities: Vehicle testing and evaluation at high speed and under cold Calty Design Research, Inc. conditions Establishment 1973 Locations: California, Michigan Activities: Exterior, Interior and Color Design Higashi-Fuji Technical Center Establishment 1966 Activities: New technology research for vehicles and engines Toyota Central Research & Development Laboratories, Inc. Establishment 1960 Activities: Fundamental research for the Toyota Group Europe Asia Pacific Toyota Motor Europe NV/SA Toyota Motor Asia Pacific Engineering and Manfacturing Co., Ltd.
    [Show full text]
  • Renault-Nissan Alliance: Will Further Integration Create More Synergies?1
    W15481 RENAULT-NISSAN ALLIANCE: WILL FURTHER INTEGRATION CREATE MORE SYNERGIES?1 Wiboon Kittilaksanawong and Caroline Palecki wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. This publication may not be transmitted, photocopied, digitized or otherwise reproduced in any form or by any means without the permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) [email protected]; www.iveycases.com. Copyright © 2015, Richard Ivey School of Business Foundation Version: 2015-10-19 Renault-Nissan Alliance (RNA) was the oldest of its kind in the automotive industry, celebrating its 15th anniversary in March 2014. As of April 2015, it sold more than one in 10 cars worldwide.2 The alliance was formed on the principles of mutual respect while preserving each other’s brands and corporate identities. On April 1, 2014, to accelerate synergies, RNA launched convergence projects in four key functions: research and development, manufacturing and logistics, purchasing, and human resources, expecting to realize at least €4.3 billion3 in annualized synergies and cost
    [Show full text]
  • Zaibatsu: a Study of Japanese Combines Yesterday and Today
    Calhoun: The NPS Institutional Archive Theses and Dissertations Thesis Collection 1970 Zaibatsu: a study of Japanese combines yesterday and today. Smellow, Edwin Neil George Washington University http://hdl.handle.net/10945/15220 ZAIBATSU: A STUDY OF JAPANESE COMBINES YESTERDAY AND TODAY by Edwin Nei 1 Sme 1 low n T/^/V ZAIBAT3U: A STUDY OP JAPANESE COMBINES Y1STJSRDAX AKD TODAY BY Edwin Neil Smellr Bachelor of Arts Antloch College, 1958 j 1 A The ! ut : to the School of Gov< ; ^nd Bus it- ess j id' Ltion of The Gee-' on Eequixei for the Degree Cas1 Bu s ine s s LA minis tra tic March, 1970 Thesis directed by Id diaries Demoody, M.B.A. ' Associate Professor o; \ nisi ion n 5^ LIBRARY TABLE OF CONTENTS Page LIST OE TABLES . iv LIST OE CHARTS . vi Chap ter I. INTRODUCTION. Objective Scope Organization and Mechanical Details II- ZAIBATSU—A CONCEPTUAL FRAMEWORK. ....... Organization and Structure o;C Zaibatsu Companies Zalt atsu Economic Patterns HI- ZAIBATSU EVOLUTION AND DEVELOPMENT. ...... yb Introduction Historical Perspective — The v/ Tpkugawa Era (1600-1868) Mitsui i Su : go, ^ Historical Perspective — The Meiji Era (1868-1912) Historical Perspective-- The Liberal Era (1914-1931) Historical Perspective— The 3 Ira of Kilitariam (1932-1945) IV. THE OCCUPATION EUA (1945-1952), ........ Introduction Background Occupation Economic Policies 2aiba_tgu Dissolution Personnel Purge Ma j o r Le g 3 s 1 a tio The Antimonopoly Law Deconcentration L American Policy Reorientation Chapter Page V. THE CHANGING FACE OP JAPAN (1932-1969) 99 Introduction Economic Perspective The Political-Economic Structure and Legislation Management Personnel General patterns of Stock Ownership The Trend Toward Increasing Oligopoly The Structure of Selected Prowar Zaitatsu Groups Intra -Group Relations and Interlocking Directorates VI.
    [Show full text]
  • Assignment: Bajaj Automobiles Name: Student
    Assignment: Bajaj Automobiles Name: Student ID: Acknowledgement I wish to express my sincere gratitude to PROF.H.G.BYRAPPA. This project bears on imprint of many peoples.I also wish to express my gratitude to the officials and other staff members. My special thanks to SIR A.RAVISHANKAR, ASSISTANT GENERAL MANAGER(MARKETING) of the company. For their kind co-operation to the completion of my project work. Last but not least I wish to avail myself of this opportunity, express a sense of gratitude and love to my friends and my beloved parents for their manual support, strength, and help and for everything. Place: Patna Date: 01-02-12 To Whom It May Concern: Anand Kumar has made cold drinks project report on Topic of “PEPSI” and had fulfilled the requirement. This project is submitted as a project Work carried out under the partial fulfillment of the requirement for the award of the course. Signature of the Student Signature of Guide (Anand kumar) (Dr.Santosh Jha) 1. Introduction of Bajaj 2. Spin offs and Acquisitions 3. Products 4. Low Costs Car 5. COOPERATION WITH RENAULT AND NISSAN MOTOR 6. TIMELINE OF NEW RELEASES 7. SUMMARY 1. Introduction of Bajaj: - Bajaj Auto Limited Type Public (BSE: 532977, NSE: BAJAJ-AUTO) Industry Automotive Headquarters Pune, Maharashtra, India Key people Rahul Bajaj (Chairman) Products Motorcycles, three-wheeler vehicles and car Revenue 16,974 crore (2011) Net Income 3,454 crore (2011) Employees 10,250 (2006-07) Parent Bajaj Group Website www.bajajauto.com Bajaj Auto Limited (BSE: 532977, NSE: BAJAJ-AUTO) is an Indian motorized vehicle-producing company.
    [Show full text]
  • Annual Report 2009 Toyota Tsusho Corporation
    Toyota Tsusho Corporation Annual Report 2009 Report Annual Corporation Tsusho Toyota Annual Report 2009 Toyota Tsusho Corporation es nging Tim Seeking New Value in Challe The Toyota Tsusho Group’s long-term vision is to generate balanced earnings from automotive and non-automotive fields by 2015. Guided by this vision, we are working Toyota Tsusho to reinforce and organically fuse four unique business platforms—Resources and the Environment, Processing and Manufacturing Businesses, Logistics, and Product and at a Glance Market Development—to provide value-added functions and services that are matched to customer needs, offer support solutions addressing issues faced by customers and to generate new value. Machinery & Electronics Division Automotive Division Consumer Products, Services & Materials Division Business Strategies for the Automotive Field 2015 50 01 Annual Report 2009 One of our key competitive advantages lies in our global processing and logistics functions in the automotive field, which are grounded on the keywords of “real places, real things, reality,” along with our overseas automobile sales network. In the fields of produce & foodstuffs, energy & chemicals and electronics, other major business assets of ours include the extensive networks we have cultivated and developed worldwide, and our expertise in conducting large-scale business projects that span many years. Metals Division Energy & Chemicals Division Produce & Foodstuffs Division ld otive Fie Non-Autom Business Strategies for the Automotive Field 50 02 Toyota Tsusho
    [Show full text]
  • Cteyssje LIBRAIRIES-- Automotive Electronics Business
    Automotive Electronics Business by Yoshiko Hase Master of Electrical Engineering, Doshisha University, Japan 1997 Submitted to the MIT Sloan School of Management in partial fulfillment of the requirements for the degree of Master of Business Administration at the Massachusetts Institute of Technology June 2007 C 2007 Yoshiko Hase. All rights reserved. The author hereby grants to MIT permission to reproduce and to distribute publicly paper and electronic copies of this thesis docment in whole or in part. Signature of Author: MIT Sloah School of Management May 11, 2007 Certified by: - / -Michael A. Cusumano Sloan ManagementvReview Distinguished Professor of Management Thesis Advisor Accepted by: ...-- / Stephen J.Sacca Director, MIT Sloan Fellows Program in Innovation and Global Leadership MASSACHUSETITS INSTMiUTE OF TECHN OLOGY JUL 0 2 2007 cteyssJE LIBRAIRIES-- Automotive Electronics Business by Yoshiko Hase Master of Electrical Engineering, Doshisha University, Japan 1997 Submitted to the MIT Sloan School of Management on May 11, 2007 in partial fulfillment of the requirements for the degree of Master of Business Administration ABSTRACT In the automotive industry, due to the trend to introduce active safety systems, concerns about protecting the environment, and advances in information technology, key automotive manufacturers are eager to acquire new enabling technologies which can provide solutions for these issues. As a result, the demand for automotive electronics is increasing. Meanwhile, due to strict requirements for demanding specifications, as well as low volume commitment offered by car manufacturers as compared with consumer electronics products, many electronics manufacturers have so far avoided entering this business. However, as the requirement for high technology grow, the technology of the electronics companies becomes indispensable for the car manufacturers.
    [Show full text]
  • Financial Information 1.1MB
    Financial Information as of March 31, 2019 (The English translation of the “Yukashoken-Houkokusho” for the year ended March 31, 2019) Nissan Motor Co., Ltd. Table of Contents Page Cover .......................................................................................................................................................................... 1 Part I Information on the Company .......................................................................................................... 2 1. Overview of the Company ......................................................................................................................... 2 1. Key financial data and trends ........................................................................................................................ 2 2. History .......................................................................................................................................................... 4 3. Description of business ................................................................................................................................. 6 4. Information on subsidiaries and affiliates ..................................................................................................... 7 5. Employees................................................................................................................................................... 13 2. Business Overview .....................................................................................................................................
    [Show full text]
  • KPMG's Global Automotive Executive Survey
    technological fit KPMG’s Global Automotive Executive Survey 2015 Who is fit and ready to harvest? kpmg.com/GAES2015 How do we cut through complexity? View the interactive version of this survey online and filter the results based on your own preferences KPMG’s Global Automotive Executive Survey 2015 Acknowledgements Foreword The Global Automotive Executive In coming years the automotive sector will need to achieve a fine balance Survey is KPMG International’s annual between its traditional product- and technology-driven past and its potentially assessment of the current state and ubiquitously connected consumer lifecycle-centric and service-driven future. future prospects of the worldwide automotive industry. In this year’s survey, 200 senior executives from As this year’s survey findings now in its 16th consecutive year. the world’s leading automotive demonstrate, the industry seems We have placed the findings online companies were interviewed, to be positioned halfway between and made them interactive, enabling including automakers, suppliers, these two imperatives. On the one you to not only digest our general dealers, financial services hand, increasingly strict regulatory conclusions, but to also draw your providers, rental companies standards call for a strong focus on own inferences for your specific and mobility solution powertrain optimization, rationalization area of interest, all of which should providers. The responses and standardization. On the other, help you cut through complexity were very insightful and we increasingly tech-savvy customers and extract the maximum value would like to thank all those are helping to create a completely for your business. who participated for giving new mobility culture.
    [Show full text]
  • ANNUAL REPORT 2007 R&D Organization in Japan, Toyota Central Research & Development Laboratories, Inc., Mainly Conducts R&D Facilities Toyota’S R&D Activities
    R&D and Intellectual Property Toyota pursues R&D to provide customers worldwide with high-quality, low-cost, appealing products. Further, viewing intellectual property created by R&D as an important management resource, we utilize and protect it to help maximize corporate value. R&D Policy In R&D, Toyota follows guiding principles that call on the Company to first dedicate R&D Expenses itself to providing clean and safe products and to enhancing the quality of life every- (¥ Billion) where through all its activities and second create and develop advanced technolo- 1,000 gies and provide outstanding products and services that fulfill the needs of customers worldwide. Aiming to put those principles into practice and create high- 800 quality, appealing products by improving its technological capabilities, Toyota con- ducts continuous R&D activities. 600 In fiscal 2007, Toyota’s R&D expenses increased 9.6% year on year, to ¥890.7 bil- lion, which represented 3.7% of consolidated net revenues. Toyota’s recent high 400 R&D expenses have resulted from stepped-up advance and leading-edge develop- ment of technology for new-model vehicles, environmental technology, and safety 200 technology. Against the backdrop of technology competition that is intensifying on a global scale, Toyota intends to continue high levels of R&D investment in order to 0 maintain the competitive superiority of its products and technologies. FY ’03’04 ’05 ’06 ’07 Meanwhile, as a policy to ensure efficient R&D, we promote integration and Note: Fiscal years ended March 31 coordination among respective R&D phases, which include basic research, leading- edge research, advance development, and product development.
    [Show full text]
  • Annual Report 2009 Production Sites
    Management & Investor Top Messages Performance Overview The Right Way Forward Business Overview Corporate Information Financial Section Information Corporate Corporate Risk R&D and R&D Production Overseas Toyota Philosophy Governance Factors Intellectual Property Organization Sites Manufacturing Milestones Companies ProductionProduction Sites 2 As of March 31, 2009 Toyota City Sites 3 Tomei 12 Expressway Hirose Plant 6 9 Toyota Tomei Miyoshi 7 5 City 11 Teiho Plant 8 4 Expressway Plant 10 Myochi 7 5 2 Motomachi Plant 1 Plant 8 1 Honsha Plant 4 6 9 Shimoyama Plant Tahara Takaoka Kinu-ura Tsutsumi Plant Plant Plant Plant 3 10 Kamigo Plant Production Plants Name Main products Start of operations 1 Honsha Plant Forged parts, hybrid system parts 1938 2 Motomachi Plant Crown, Mark X, Estima 1959 3 Kamigo Plant Engines 1965 4 Takaoka Plant Corolla, Vitz, iQ, ist, Ractis, Scion xD 1966 5 Miyoshi Plant Transmission-related parts, cold-forged and sintered parts 1968 6 Tsutsumi Plant Prius, Camry, Premio, Allion, Scion tC 1970 7 Myochi Plant Suspension cast parts, suspension machine parts 1973 8 Shimoyama Plant Engines, turbochargers, catalytic converters 1975 9 Kinu-ura Plant Transmission-related parts 1978 10 Tahara Plant LS, GS, IS, IS F, GX, RAV4, Land Cruiser, Vanguard, Wish, engines 1979 11 Teiho Plant Mechanical equipment, moldings for forging and casting and resin-molding dies 1986 12 Hirose Plant Research and development and production of electronic control devices, Ics 1989 Manufacturing Subsidiaries and Vehicle Assembly Affiliates Company name Main products Voting rights Capital Start of ratio* (%) (¥ Million) operations 1 Toyota Motor Kyushu, Inc. IS, ES, RX, Harrier, Highlander, engines, hybrid system parts 100.00 45,000 1992 2 Toyota Motor Hokkaido, Inc.
    [Show full text]