The cliches that marketers laboriously put into our heads to increase sales of their products are very diverse. Everyone knows that BMW cars are the best to drive, Mercedes-Benz cars are comfortable, Volvo cars are safe, and Toyota cars are reliable. For example Japanese brand Let's check whether this is really so, as they want to assure us.

Recently, the AvtoVzglyad portal published material about the most dangerous ones on the Russian market, based on data from recall campaigns conducted recently by manufacturers. Representatives of Toyota did not agree that their car was among the “winners”, and sent to the editor an official refutation of the journalistic “fabrications”, which we present without cuts.

“On behalf of the company, we would like to point out the incorrect use of terms and distortion of facts in relation to the activities carried out by Toyota. First of all, we draw the attention of the author and readers to the fact that service campaigns are preventive in nature. Toyota pays Special attention the quality of manufactured cars. After the sale, the company constantly evaluates how the cars behave during operation. From time to time, the possibility may arise that certain components or characteristics of vehicles may not comply with established technical regulations. In such cases, Toyota openly announces a service campaign and diagnoses and repairs customer cars free of charge.

Secondly, we would like to point out that on 6576 vehicles equipped with a 2.0 liter engine, there is a possibility that if the accelerator pedal is pressed and released at a certain frequency, the exhaust gas recirculation valve (EGR1) may not close entirely due to incorrect software engine control unit, as a result of which exhaust gases can constantly circulate in EGR system, which can lead to unstable work engine on Idling and only in extreme in a rare case to stop the engine while driving. Not a single case related to the situation described above has been recorded in Russia.”

Well, we will not argue with the opinion of the Japanese company’s specialists, although we did not find any examples of “incorrect use of terms and distortion of facts in relation to service campaigns” in this text. Moreover, we agree in principle that such promotions are used mostly as an informational occasion - so that the brand is not forgotten. However, in some cases, the driving motive may well be genuine concern for the client. Which, by the way, was also written about by the AvtoVzglyad portal.

However, regarding the issue of the legendary reliability of Toyota cars, let us doubt that it is head and shoulders above all other brands. To begin with, let us refer to the results of studies conducted by the analytical agency. According to him, as of the beginning of 2016, there were 40,850,000 passenger cars in Russia, of which cars of foreign brands accounted for a little more than half, or more precisely, 58%. At the same time, during this year, our fellow citizens and guests of the country purchased components worth 834.2 billion rubles for their “iron horses” with foreign pedigree. The undisputed leadership in sales of spare parts for passenger cars belongs to Toyota, which accounted for a sixth of the total purchases. Toyota owners spent 134.3 billion rubles on parts for their cars!

At first glance, it may seem that this is a verdict on the reliability of the products of the Japanese company. Moreover, it is final and not subject to appeal. However, her affairs are still not so bad. The fact is that there are 3,544,099 Toyota cars running across the expanses of our Motherland, which corresponds to 15% of all “foreign cars” that have taken root here. Spare parts for them were sold in the amount of 16.1% of the total number of sold parts for cars of foreign brands. And yet, a comparison of the last two values ​​does not in any way confirm the amazing reliability of Toyota.

On the contrary, they are more reminiscent of the average temperature in the hospital, with a bias towards slightly more “fragility” than in the ordinary case. But let’s not run ahead of the locomotive and let’s see what other leaders of the Russian fleet are showing us. Toyota is followed by another Japanese company in terms of the total number of cars sold. It accounts for 8% of the market and 8.5% of money spent on spare parts. The proportion is approximately the same, but slightly more in favor of Nissan. They are followed by Korean with figures of 6.6% and 6.1%, respectively. Next are French (5.9% and 5.6%) and German (5.7 and 5.5).

Background

The company began its development in 1933. Initially, it was just a department specializing in automobile production within the Toyoda Automatic Loom Works organization, which was exclusively engaged in the production of automatic looms. The founder of the new department was the eldest son of Sakichi Toyoda, the owner of Toyoda Automatic Loom Works.

Over time, it was Kiichiro who made the Toyota brand recognizable throughout the world. The initial investments needed to develop the new industry were funds received from the sale of rights to use spinning machines from the manufacturer Platt Brothers.

Epic Stages

1930s

1935 was marked by the creation of the first passenger car from Toyota, which was named Model A1, which was later renamed AA.

The first was also created truck called G1.

In 1936, full production of the Model AA began, and at the same time the first export of cars was organized.

1940s

During World War II, the company produced only trucks for the Japanese army. After the war, namely in 1947, the production of passenger cars began commercial vehicles SA models.

1950s

A severe financial crisis hits the country, and the company suffers its first and last workers' strike. After it, in 1950, a separate organization, Toyota Motor Sales Co., was spun off from the former sales department. Considering that at that time the country was in a difficult post-war situation, the company was able to hold out quite well and did not suffer the greatest financial losses.

Intensive development of our own technologies began, and large-scale research began. The company expanded its product range by releasing Land Cruiser

and also founded in the United States America Toyota Motor Sales, which exports Toyota products to the United States. Initially, American market rejected new brand car, but the company quickly analyzed current situation and corrected the situation by conquering a new market for itself.

1960s

In 1962 year Toyota celebrated the production of the millionth car. During this decade, Japan's economic situation improved markedly, which had a positive effect on the company's sales. At the same time it began active development dealer network in other countries of the world.

In 1965, Toyota became the most popular Japanese car brand represented in foreign countries.

In 1966, the company developed and launched its most popular car- Corolla.

During these years, the company entered into two important contracts for its further development contracts - with the companies Hino (1966) and Daihatsu (1967).

1970s

In the 70s, Toyota began actively constructing new factories and constantly improving its technical equipment, and the company also began introducing innovations from expensive models to cheaper Toyota brands.

In 1970, the Celica was released.

In 1978, the Toyota Celica XX began production, now it has Toyota name Supra, also called Toyota Celica Supra.

Sprinter also began to be produced

and the Tercel Mark II, which became Toyota's first front-wheel drive car.

During this period, the company released the first generation of the Supra model, which was based on the Toyota Celica. It was called Selica-Supra.

In subsequent years they were separated.

The company enters the new decade by overcoming the economic crisis and releasing a new exhaust system that meets the environmental standards of the time.

1980s

In 1982, Toyota Motor merged with Toyota Motor Sales and merged into large corporation Toyota Motor Corporation. At the same time, the Camry model appeared.

Toyota is gaining a leading position among Japanese automobile manufacturers and ranks third in terms of production volumes among other countries.

In 1983, the company entered into a multi-year contract with General Motors, and next year launches vehicle production at their shared facility in the United States. At this time, construction of the test site began and continued until 1988. In 1986, Toyota began Corolla release II, then Corsa

and finally the 4Runner.

Toyota is launching a new division of Lexus, which is aimed at the luxury car market. Previously, Japan was a supplier of economical and inexpensive cars; with the advent of Lexus, the company's position changed.

1990s

In 1990, the company opened its own design center, Tokyo Design Center. In the same year, the first service station was opened in the Soviet Union, and the company's branches continued to open and develop throughout the world.

Supra goes into production sports model companies. Thanks to its rear-wheel drive, powerful turbocharged engine and futuristic design, it became a cult car for racers and tuners from all over the world for a long time.

Celica became front wheel drive car and embodied more “civilian”, pseudo-sports characteristics. It has become more popular than the Supra due to its price segment.

Following scientific and technological progress, Toyota opens its own research companies. The company's policy actively fights for the environment, plans are being developed to protect it, and thematic books are being published. In 1997, a new Prius model was developed with hybrid engine. Following the new model, hybrid engines appear in the RAV4

and Coaster

Throughout the 90s, Toyota opens a Training Center in Moscow and Vladivostok, produces its 100 millionth car, enters into dealer agreements with global manufacturers such as Audi and Volkswagen, becomes the owner of a majority of Daihatsu shares, and signs a share distribution agreement with Hino and Daihatsu , begins production of new VVT-i engines and launches a new global business plan. In 1997, production of the Raum model began

and next year Avensis appeared

and Land Cruiser 100

2000s

In 2000, production of the new RAV4 began.

All this time, there has been a large increase in sales of Prius and Camry.

In 2000, the VVTL engine was first used on the Toyota Celica; the improved version of VVT-i has variable valve timing and valve lift.
In 2002, Toyota broke new ground by entering Formula 1 competition.

After General Motors announced its intentions to develop an electric vehicle called the Chevrolet Volt, Toyota made a response statement to create an analogue and began testing the Toyota Plug-in HV in a number of largest countries peace. Toyota is of the opinion that an electric car does not have as harmful an impact on the environment as a hybrid car (Toyota Prius).

The company logo was officially introduced in 1989. It is made up of three ovals: two ovals perpendicular to each other, located in the center of the emblem, symbolize the strong relationship between the client and the company. These ovals represent the letter "T", the capital letter of the Toyota brand name. The third oval, which acts as a background, carries the idea of ​​the company’s inexhaustible potential.

In 2004, the sign was improved and acquired three-dimensional outlines. Similar changes were produced to express the company's core promise - perfect quality. The brand name is made in red to indicate its affiliation with the brand.

Company

The company's main office is located in Toyota.

The Toyota automobile plant is a national treasure of Japan. In addition to the production workshop, the company's concern is equipped with an exhibition hall and a history museum famous brand. Toyota opens its factories all over the world: in the Czech Republic, Britain, Russia, China and other countries.

In Russia, a plant has been operating in St. Petersburg since 2002.

Toyota really is a huge company. By 1957, the small village of Koromo, where the company's first plant was located, had grown to the size of a real city; a year later it was renamed Toyota City. The city's population is 400 thousand people, it is home to the headquarters of the automaker, 7 Toyota factories and the company's main technical center.

The company also produces trucks and buses under the Toyota and Lexus brands, as well as Hino, Scion and Daihatsu.

Current position in the global market

Today Toyota is one of the most large manufacturers cars worldwide and the largest national automaker. average speed production - one car every six seconds. Toyota is an association of many companies engaged in different industries.

Toyota sold about 9.7 million vehicles on the global market in 2012, thereby exceeding sales in 2011 by 22%, which fell due to the natural disaster that struck Japan. In the new year, the company plans to increase sales to 9.9 million cars through the release of restyled models.

In addition to the automotive industry, the main achievement under the auspices of the Toyota brand is an achievement in robotics: the robot partner. Its creation was the result of close cooperation between the company and the Tokyo University of Technology. This project has already presented 10 of its robots to the public and is not going to stop there.

Sports achivments

Since 2002, the Toyota team has taken an active part in Formula 1 competitions. The Toyota Team Europe racing team is located in the German city of Cologne. The company invested large sums in its new project, but the results did not live up to expectations.

2009 was the last season for Toyota team drivers. On November 4, the company announced it would cease participation in Formula 1.

The Toyota Celica ST165 rally car brought the company's first victory at the Finnish stage of Formula 1 racing under the control of Juha Kankkunen. It became the car that brought Carlos Sainz victory in the 1990 World Championship.

The Toyota Celica ST185 brought five victories in the 1992 season, success in 1993 and 1994. It was the number one car in the rally.

The 1994 Toyota Celica ST205 model had too many flaws and was unable to repeat the success of its predecessors.

Toyota Celica ST165

Sport Team

Toyota Racing is the company's Formula 1 racing team. Among the team's drivers in 2007 were Ralf Schumacher and Jarno Trulli, in 2008 Timo Glock appeared, replacing Schumacher.

In 2005, Jarno Trulli took second place, and Schumacher brought the team two third places. In addition to Formula 1, Toyota participates in such races as NASCAR, Super GT, and Formula Nippon.

An article about Toyota cars - how they compare favorably with other brands. Car Features Japanese brand. At the end of the article - interesting video about Toyota cars.

The content of the article:

Automotive giant Toyota is not only a Japanese economic miracle, not only a leading developer high technology, but a kind of special world with its own deep philosophy, special approach to personnel and thoughtful attitude towards each of its creations. That is why their cars are so different from all other world brands.

1. Conservative

The quality of Toyota cars, elevated to the rank of “legendary,” owes much to a certain conservatism of Japanese engineers. This is strange to hear, given how cutting-edge the company's research is. However, Toyota applies technical innovations almost later than all other automakers. This was the case, for example, with an aluminum cylinder block, which engineers around the world rushed to replace heavy cast iron ones. And Toyota specialists have previously weighed all the pros and cons:

• the engine becomes 30 kg lighter;
• In principle, the aluminum block does not reduce the overall weight of the car;
• certain operational nuances appear, such as stronger overheating of the block compared to cast iron.

As a result, Toyota engineers learned to produce and use such units, but were in no hurry to actively use them on their models.
A similar situation exists with the vacuum sensor, which is responsible for air flow in the engine control system. Unlike the so common air flow sensors, they are almost anachronisms, but they almost never fail over the entire period of operation of the car.

2. Suppliers

The incredible reliability of the cars cannot be attributed solely to the skill of Japanese engineers. Models aimed at the European market are produced not in the Middle Kingdom, but in other countries, including Russia. However, Toyota knows how to very competently select its suppliers of technical equipment. Supplies which it does not produce itself. For example, she purchases all electronic components from Nippon Denso. Founded in 1949, this company has become a world leader in the production of electrical and electronics, air conditioners and radiators, heating and communications products. On this moment it has about 70 production facilities in 22 countries, supplying assembly shops with the necessary components.

Innovative Nippon Denso automotive spark plugs, which have the world's thinnest iridium electron with a thickness of 0.4 millimeters, provide such a power reserve that guarantees stable ignition in any, the most extreme conditions. And the U-shaped groove shape developed by Nippon Denso guarantees improved ignition and absolute combustion of fuel, greatly increasing the efficiency of the vehicle.

Only the resistors found in spark plugs from Nippon Denso reduce not only car radio interference, but also prevent their influence on the navigator, fuel control systems and ABS.

All this together increases the overall reliability of Toyota cars, especially in comparison with Nissan, Mazda, Mitsubishi, which use spare parts from the same Mitsubishi and Hitachi.

The same can be said about the wonderful “unkillable” automatic transmissions, purchased from Aisin Warner. The two Japanese corporations have been cooperating for decades, together tirelessly improving the quality of the cars they produce. Aisin is a large engineering enterprise, a member of the “Big Three” global manufacturers automatic transmissions. Its products have proven themselves since the 80s, when the Japanese auto industry poured into our country on a large scale. Moreover, those car owners who still drive models purchased in those days claim that the gearbox still functions perfectly.

Of course, nothing lasts forever, but in this case we are talking about the size of the repair. In the context of automatic transmissions found on Toyota cars, which are simple, strong and durable, the scale of repair work is not comparable to a very complex replacement electronic elements other car brands with more sophisticated boxes. The reason for this phenomenon is simple - there is nothing to break in the simple design of Aisin transmissions. And those minor problems that sometimes arise are mostly related to improper operation by the driver himself.

3. Assembly

Cars owe much of their reliability to the correct assembly process. Each operation performed on the conveyor must be completely completed and at the same time completed with high quality. To control this action, workshops are equipped with special devices that do not allow assembly to continue if something is done incorrectly.

Thus, in Toyota production, a situation cannot occur where the wrong part is sent to the next section and then modified. Employees immediately report any deviation from the norm to management, even if it is a small thing in the form of a bolt that is not fully tightened. The foreman tries to fix the problem without slowing down the conveyor, but if this fails, then the work stops to analyze the problem and its competent solution.

4. Quality control

The multi-stage external quality control system is even more complex and responsible than the assembly process. Each workshop independently checks models at so-called critical points. This is the vehicle’s compliance with legal standards, checking threaded connections, safety, atmospheric emissions and other things. All hinged panels are checked for body geometry, and every 20th car has a body that is completely checked using more than 500 control points.

Also, at the end of the working day, each workshop is subject to an external inspection, which examines all changes, and especially deviations that occurred during the production process.

A final inspection awaits each manufactured model before it is sent to the warehouse. Absolutely all vehicles are inspected for compliance appearance- build quality, paintwork– and on functional characteristics, such as wheel camber/toe angles, engine operation, chassis and transmission, electronic assistants and other parameters.

5. Innovation

Toyota once again received the title of one of the most innovative automobile corporations peace. The company has always been focused on constant self-improvement, and therefore annually issues more patents for the latest developments than all other automakers combined. Having its own research and development center, Toyota constantly equips its models with new systems that simplify the control process for the owner. Moreover, the new products introduced by it are not only actively taking root among car enthusiasts, but also other manufacturers are adopting them.

Among the latest innovations it is worth noting the following:

• an adaptive lighting system that directs the beam of light depending on the steering wheel;
• built-in air ionizer;
• Safety Sense system, which includes a package of pre-collision safety components, warning about violation of road markings, automatic activation of high beams for optimal visibility at night and turning them off when another one appears on the horizon vehicle, radar for detecting collision-threatening objects in dangerous proximity;
• IDDS directional stability control has been supplemented with new functions, such as reducing engine speed when deviating, reducing power steering, selective braking of wheels, redistribution of torque;
• continuous improvement of the climate control system;
• replacing all optics with LED ones;
• introduction of “smart” panoramic cameras that collect data and transmit it to the central display so that the driver can better navigate traffic situation and predicted in advance the passage of difficult sections of the route;
• improved cruise control, maintaining not only the set speed, but also the permissible distance to the vehicle in front.

6. Engines

It is not for nothing that people have the opinion that the engines installed on any of the Toyota models are the best. They are truly so unique of their kind that connoisseurs of high-quality units will prefer a budget engine from Toyota to a more expensive product from another manufacturer. Why have engines gained such enormous popularity?

1. In all cars, the engine compartment space is very rationally arranged. Therefore, even if the need for repair arises, there is no need to disassemble many parts and assemblies in order to carry out diagnostics or minor repairs. All this significantly reduces the cost of technical inspection and renovation work Toyota cars.
2. The company spares no expense in developing its engines, which is why they are distinguished by truly excellent characteristics.
3. Every detail, every part of the engine is selected so carefully to ensure the slowest possible wear, trouble-free operation and good maintainability.

7. Operation

If we compare Toyota cars with their “classmates” in terms of engine capacity, the cost of spare parts and other equal parameters, then they significantly benefit in terms of maintenance costs. Some car owners may argue that the same German auto industry needs repairs much less frequently. This is true, but even the most insignificant action regarding the “German” will cost much more than equivalent work on a Toyota car.

8. Focus on the future

It was Toyota that was the first to understand the importance of hybrid cars and was the first to introduce its Toyota Prius. 20 years have passed since then, and the company has already sold more than 10 million hybrids. Despite the fact that almost the entire world was confident in the failure of the concept itself and did not believe in the success of the car put into production, Toyota has always had the gift of providence.

And even hybrid cars of the Japanese manufacturer differ from similar models. The batteries installed on them, also developed by Toyota, have an incredible service life comparable to the life of the car itself. Engineers guarantee that the battery on a regular car will have to be replaced more often than on a hybrid, which has a special lithium-ion battery.

9. Cost

Toyota cars can rightfully be called folk cars. The diversity of the model range allows every motorist to choose a vehicle to suit his taste and budget. This is the fundamental difference between the brand, which immediately positioned itself as a democratic company in all respects. If we compare Toyota cars with their direct competitors - the “Germans”, the latter initially could not boast of budget models, which themselves led to Japanese expansion.

10. Adaptation

Arriving at Russian market and having become familiar with our off-road conditions, Toyota tried to adapt its models as much as possible to the existing conditions. No sensitive suspension, no ceramic coating on the cylinders and, most importantly, resistance to sudden climate changes.

Video about Toyota cars:

In a Toyota car assembly shop, a young worker on a conveyor belt suddenly pulls a special cord located near him. A melody sounds and the entire conveyor stops. The rest of the assemblers in the chain are calm, there is no panic, everyone knows - this is how one of the fundamental principles of the production management system (TPS) developed by the company works in practice. The young worker just didn’t have time to tighten the nut or put on the washer. And he has every right to pull the andon (special cord) and stop the entire conveyor in order to still do his job. And do it well. He will never receive reprimands or penalties for this; on the contrary, the reason will be carefully analyzed, obstacles will be eliminated and his suggestions for improving the work process at this point of the conveyor will be listened to, if any. After all, the ultimate goal is the highest level of assembly quality for Toyota cars.

The loom of 1901, invented by Sakichi Toyoda, was also equipped with an automatic stop system in case of thread breakage. And although in modern system assembly, stopping the conveyor is done by a person, the thread - as a prototype of a continuous production cycle, interrupted only in the event of a “break” in the chain, served as the idea for introducing one of the principles of that very TPS system, called “jidoka”. If you try to literally translate the hieroglyphs of this word, it becomes clear that it consists of two words - “man” and “automation”. Andon and Jidoka are one of the components of the Toyota quality secret. We will talk about the remaining principles below, but for now, let’s return to Toyoda looms.

Sakichi Toyoda began designing his first weaving looms at the age of 20, in 1887. Subsequently, he would have the unsuccessful experience of creating his first own manufacturing production and looms various designs, including automatic ones, and finally, in 1920, success - the second large weaving and spinning enterprise, in which 60,000 spinning wheels and 400 looms were the property of Sakichi Toyoda. Today, the Toyota Museum of Industry and Technology, which is located in the same building that housed the Toyoda spinning mill and then the Toyota Motor Corporation, displays some of those looms.

Although Sakichi Toyoda did not see the cars named after him during his lifetime, he laid the material basis for the future largest automaker in the world. Sakichi successfully sold the patent for the production of automatic looms, developed together with his son Kiichiro, to the British company Platt Brothers. These funds will become the starting capital when, after the death of Sakichi Toyoda in 1930, Kiichiro starts producing cars.

Since the 20s in Japanese automotive market, dominated American companies. Datsun had a small market share. Obviously, focusing on consumers accustomed to American cars, Kiichiro decides to take American samples as a basis when releasing the first model. For several years, designers, on Kiichiro’s instructions, studied Chevrolet cars, dismantling them down to the smallest screw. This was followed by business trips of Japanese engineers to the USA, where they studied the intricacies of production. And finally, in 1935, prototypes of two models were assembled - a passenger car and a truck. They were named A1 (AA) and G1, respectively. The following year they went into series.

Sales have begun. And in 1937, Kiichiro transformed the automobile production department into a separate concern, Toyota Motor Co., Ltd. True, the first passenger model Toyota AA was not in great demand. The truck sold more successfully, since it was possible to arrange its supply to the army.

During World War II, Toyota supplied the Japanese armed forces with simplified versions of several brands of trucks. The company's factories were heavily damaged by American air raids, but this did not stop Toyota in 1947 from starting production of post-war models at the surviving factories, such as Toyota pickup SB and a Toyota SA passenger car. The company's 100,000th car will roll off the production lines this same year.

1950 was a difficult year for Toyota. The post-war crisis in Japan gave rise to the threat of dismissal of company employees. A wave of internal protests, supported by Kiichiro, forced him to resign, demonstrating his solidarity with the employees. His cousin Eiji Toyoda takes his place as managing director.

In 1951, the founder of the jeep line appeared Toyota Land Cruiser – military Toyota SUV BJ, created with an eye on the American Willis MB. Under the hood Japanese jeep hid a 6-cylinder 3.4 liter engine, in contrast to the 4-cylinder 2.2 liter Willis MB engine. Subsequent evolutions of the line, which continue to this day, ultimately resulted in an expensive luxury SUV - the Land Cruiser 200, which in no way resembles its distant ancestor.

Meanwhile, serious changes are brewing in the company, since the question of its survival is at stake. Eiji Toyoda rolls up his sleeves and gets to work. He puts the build quality of cars in first place in importance. Even design itself, in his opinion, does not play such a role. important role. It introduces the principle of "kaizen", which means quality control at every stage of the assembly, and not just at the end of the process. In addition, any employee, even a simple worker, could get involved in optimizing the assembly process. If his idea was put into practice, he received a substantial reward. A five-year equipment modernization plan is also being developed.

In 1957, the gates of the American market opened for Toyota. Toyota Crown begins shipping in the US, but does not resonate with American buyers. But such relatively minor failures, against the backdrop of the company’s rapid internal evolution, only provoked increased further growth. Toyota's philosophy continued to evolve. The “kanban” principle, when components are delivered directly to the assembly site as needed “accurately and on time,” made it possible to get rid of intermediate warehouses, corresponding material losses and unnecessary waste of working time. The assemblers order what they need using a card system and receive it on time. At the same time, the “andon and jidoka” system described above appeared.

In 1963, production of Toyota brand loaders began, which were also exported. Next expansion into the American market in 1968 with the model Toyota Corolla was more successful. Precisely meeting consumer needs may have played a role. The segment of compact, cheap and practical cars was not yet fully filled with the Volkswagen Beetle, which was successfully sold in the United States. IN short time The Corolla achieved its popularity and sales levels. In 1965, the company received the Deming Prize, a Japanese award for quality, which rightly followed as a consequence of a competent and wise internal production organization policy. The debut of the 2000GT model, initially focused on racing tracks, took place in 1967. This car set 16 speed records. Today, the 2000GT is an exclusive collectible sports car, the price of which ranges from 100-150 thousand dollars. Exports reached the million mark in 1969. Not only passenger cars, but also small trucks and pickups, such as Land Cruiser, Stout, Hi-Lux, are exported abroad. In the same year, the company expands its expansion into Europe by opening a Central European dealer office in Brussels.

In 1970 appears sports Toyota Celica, which will also be used in rally racing and will undergo a lot of technical changes until 2007 (the year the line was released). 7 generations will be released with different engines, with all types of drives, with four types of bodies. Also in the 70s, production of such models as Carina (sports sedan, produced until 2001), Tercel (compact economical car with front-wheel drive), Corona Mark II (offered as a 4-door sedan, station wagon and 2-door coupe). In 1972, total production volumes for all years amounted to 10 million units.

In 1980, Toyota's annual production was 3 million cars per year and at the beginning of the year the 30 millionth car was assembled. In 1982, Toyota and General Motors created a joint company called New United Motor Manufacturing Incorporated. The Toyota Camry, introduced in 1983, became America's favorite family sedan and the nation's best-selling car from 1997 to 2005. Currently, Camry is sold in 27 countries and produced in 10. In 1989, Toyota created the Lexus luxury brand specifically for the US market, opening up the premium car segment. First Lexus models The LS 400 and ES 250 went on sale on September 1, 1989.

In 1994, combining the qualities of an SUV, a compact station wagon and efficiency in one model, the company released. Originally announced as a car for active recreation of young people, the RAV4 drifts towards premium cars with each generation. Since 2010, it has been produced in the 3rd generation. In 1997, Toyota surprised the world with its contribution to environmental protection by introducing production model with a hybrid engine. The Toyota Prius, which is still in production, can run on both a gasoline engine and electric motors, while the battery is recharged from a generator or during the braking process. The gasoline engine itself is also unusual. This is a five-stroke engine of the so-called Atkinson system. It is characterized by high efficiency and good environmental performance, but at the same time it has low power, which is compensated by electric motors. In 1998, another model appeared that became popular - Avensis. Now the third generation is being produced with diesel and gasoline engines, with a 6-speed manual transmission or automatic transmission.

In 2002, Toyota and the PSA alliance Peugeot Citroen begin to cooperate and open car production in the Czech Republic, Toyota Scion also appears - the first concept car launched in mass production. In 2009, the global economic crisis also had an impact on Toyota; for the first time in 59 years, the company ended the year with a negative balance sheet. However, already in 2012, Toyota again came out on top.

Today, the company offers 6 passenger models, such as – Camry, Corolla, Prius, Auris, Avensis, Verso, 4 models of SUVs – RAV4, Land Cruiser 200, Land Cruiser Prado and Highlander, Hilux pickup, Alphard minivan, and Hiace minibus.

Irina Krokhmal - Head of the Production System Development Department of KAMAZ-Metallurgy OJSC

Basic principles of T - TPS:
. JIDOUKA(Jidoka) - Combined processes, quality (previously they used the definition “Autonomization”)
. JIT (Just in time) - Right on time
. Cost Down - Cost reduction
. Motivation
. KAIZEN- Continuous improvements

T-TPS is an important part of an integrated TMS system, which also includes sales and service maintenance Toyota concern.
TMS - Toyota Management System
T-TPS -Total Toyota Production System
TDS - Toyota Development System
TSS - Toyota Sales System
TPS - Toyota Production System

Effect of Total Toyota Production System

Until 1980, Toyota was managed according to the “top-down” or Top-dovun Management principle. A top-level manager came to the production site and recommended eliminating the shortcomings; subordinates were given instructions on what exactly to do, and failure to comply entailed punishment. This approach led to overtime work and exhaustion to eliminate comments. Everyone worked ahead of the expectation of the next top check. The workers even created a secret warning system, and where the inspection intended to arrive, the workers scattered. I had to think and change my approach to production management.

Since 1980, the self-study method (Jichuken) has been proposed for production management. This formed the core of the Toyota production system:

• Independent analysis and ranking of problems;
• In-depth study of the causes of problems;
• Independent development of events;
• Improvement of the production site;
• High level of motivation.

This approach required the main thing - the activation of the company's personnel. As production personnel expand their scope of activities, Toyota pays great attention to the education and training of workers. Workers are also assigned functions that are very important to the built-in quality process and the continuous improvement process. Therefore, an important condition when building management using the Jichuken method is the training and development of workers.

When creating T-TPS and managing the Jichuken method, the logistics and quality departments became subordinate to production, and workers are trained and perform the functions of controllers and forwarders: they competently work with the parameters of suitable products and manage kanban cards. Currently, there are no quality control posts at Toyota; control is not needed at all during finishing operations, because Built-in quality is created in production, executed and guaranteed by production. And the quality department performs the functions of constant monitoring of parameters for assessing operations, develops, implements and monitors measures to improve product quality. All these changes made it possible to have 5-6 defective units out of the total number of items per 1,000,000 products. Under previous management, there were 3-4 defective units per 1000 units. Toyota's goal is 0 defective units and they are constantly working on this. Production workers at Toyota are the strongest link.

Differences between the old TPS system (Old TPS) and T - TPS

Emphasis on motivation and kaizen	Modeling the operation of lines and flows	Staff activation, continuous process improvement (kaizen)
Interaction between management and workers	Management through the direction of the manager	Management through independent thinking
Promoting management approaches through motivation	Control and direction from above	Everyone participates in kaizen
Guaranteed quality	Autonomation	Combined processes
Significant effect	Any improvements	Think and earn
Cost reduction	Active Flow Simulation	Process engineering from line design

Power of Company

Toyota experts assess the strength of a company by the level of strength of the company's personnel. To do this, use the formula

n
Company success =( P personality)*( A bility)*( M)
i=1 i i i

n= Works+Staff
Where
. P- personal qualities of a company employee (character)
. A- skills, professionalism of the employee
. M- level of employee motivation
This determines Toyota's success as a company, that is, profit and quality.

The role of a leader, a manager at any level of a company, is to constantly work to raise the level of skills and motivation of staff, in other words, to activate workers in sections, departments and office employees. Toyota management does not consider itself outstanding, but this principle that the company implements produces results and distinguishes it by its main strength; Toyota has very skillful and highly motivated people.

Toyota constantly evaluates itself globally comparative analysis(GBM) with an emphasis on T - TPS in a five-point system. This helps determine the company's place at the global level. Toyota specialists were invited to evaluate other companies around the world using this system in the USA, Korea, China, and Japan. If the score reaches 3 points, the company is considered competitive in the world. Currently, only Toyota has a rating of 5 points. Most companies in the USA and Korea have 2-3 points and do not have 4-5 points; in China there are only 1-2 points so far.

The assessment is built according to a hexagon diagram, each of the corners means an assessment parameter, and the level from the center means points (from one to five).

Production sites and personnel
. standardization
. staff training
. logistics level
. equipment
. quality (how much can quality be guaranteed)

As already said, Toyota is distinguished from other companies by people with multifunctionality. This important advantage and this is fully ensured and supported. Each production site must have a matrix with a list of jobs (operations) and a list of workers in this site, in which the main indicators of the employee (skills) are reflected in the shaded sectors of the circles.
1 - completed training
2 - know how to perform the operation
3 - I can do quality work
4 - I can teach someone else

This way of assessing site workers and visualizing skills is important. If you need to increase the takt time, the volume of work, and the staff is not very trained, then it is unlikely that the work will speed up and the task will be completed. The more developed the multifunctionality, the easier it is to change takt time and production volume. Toyota always changes the takt time once a month. If qualifications allow, it is also useful to rotate employees.

Training at Toyota is systematized. People learn from the moment they enter. As workers undergo training, they are assigned skill ranks. The highest rank is S, very few people have it. Main ranks A, B, C…. The ranks of workers are also visualized and posted in the workshop areas. The training is carried out one-time, the theory is read and then you can begin to implement it. During training, workers have to grasp everything on the fly, because... The theory is taught only once. But during the construction of T-TPS, this knowledge must be applied in practice, so there are trainings, they are carried out several times. During the training, skills are acquired on how to do it correctly in practice. After listening to information once, it is not possible to remember everything. Therefore, the training step is important: to remember with your body the movements for a specific work operation without errors. Not wasting time repeating information is visualization. This method helps both the worker and the manager. Important: convey information and consolidate it.

The main tool for activating working production sites is “Quality Circles”. This form exists on an ongoing basis, its participants are members of the site team. The main goal of the “quality circle” is an independent analysis of identified problems in the production operations of the site, increasing the level of product quality and searching for a reduction in production costs.

There is competition between sections of the enterprise (“quality circles”) on the quality of work performed and on solving production problems. The results are summed up once a month at a general meeting of “quality circles”. The best works are awarded. It is important. At the sites, the level of skills increases, the level of knowledge and motivation increases.

In addition to the basic technological requirements for performing work operations, Toyota’s main requirement is requirement not to make a marriage, not to transfer a marriage. In this direction, Toyota uses the ANDON tool in the production process. Any worker is given the right to stop the production line, if the problems are not corrected within 60 seconds of detecting a deviation in workmanship. As a rule, stopping occurs extremely rarely.

Andon - warning system

Toyota is never punished for defects. On the contrary, if it happens that for some reason the marriage is made, discovered and presented, this is encouraged. Each work site performs the role of a quality controller. If a worker detects a deviation in the production process and this could lead to a defect, he immediately acts: he gives a signal using a button or cord, after which the signal lamp for the manager lights up. Each section has an Andong scoreboard. This is an electronic display that reflects all operational operations of the site. At the same time, it is a warning system for all workers on the site. On problem area immediately, at the signal of the yellow lamp, the site manager approaches. He has 60 seconds to solve and, as a rule, the problem is solved in 60 seconds. If they don’t decide, then after 60 seconds the red lamp will light up - this is a signal to everyone to stop the line. It is important.

At Toyota, visualization is very important. Visualization is a way to prevent and control an emergency situation. Visualization is a reminder important information, this is a form of consolidating the acquired knowledge for a specific operation.

JIDOUKA (Dzhidoka) - Combined processes, quality (previously they used the definition “Automation”)
Built-in quality. Principle: only produce what is suitable. Do not produce defects, do not allow defects to appear, do not transmit defects.

Product quality management is a system of stops and warnings in case of defects. The quality control process is supported by inexpensive instruments and cheap control methods. In-process controllers are production workers who perform work operations. The production department bears full responsibility for quality. A suitable product is made at each site and only suitable products are transferred from site to site. Therefore, it is customary to talk about combined processes or a combination of processes, and not autonomization, as was previously accepted.

A control matrix is ​​available for a thorough assessment of controls. In traditional control schemes, it is difficult to assess where defects occur, a lot of time is lost, and as a result, stocks of defects are created! In most enterprises, defect data is taken from a personal computer and relies too much on unreliable information. The PC reflects only a small part of reality, so it is customary for Toyota to identify defects at every processing stage. If the cause of the defect is discovered, measures (kaizen) are immediately implemented. The first step is to perform an on-site analysis of the problem. Or as they say in Toyota: a crime is investigated at the crime scene, the weapon used to commit the crime.

All useful information on defects is posted in the “Quality Corner” at each site. A marriage sample and documents for this marriage are required. This is supported by the production department, not the quality control department. Built-in quality is created by those who produce, guarantee and ensure quality. The quality control department is assigned the function of supporting the production department. The quality control department performs various timing and time measurements.

There are tools to identify defects:
. In case of marriage STOP!
. Do not accept or transfer marriage!
. Quality check card with 5 levels: poor quality (BACK), slightly better, tolerable, good, very good.

The product defect level is represented by a matrix. This matrix is ​​filled in for each section. There are operations on the site. All of them are recorded in a matrix. Operations are rated on a 5-point scale.

Table for rough example

(a) - assessment that the details of the required parameters and ease of execution
(b) - assessment based on checking the technical conditions of the operation

Parameters and characteristics are included in the matrix being developed in relation to a specific site. required quality. For all low matrix scores, urgent measures (kaizen) are carried out. This improvement has significantly increased the level of quality.

Now at Toyota, such a quality report is also used in auxiliary production to improve processes at each workplace. People are encouraged to acknowledge the detected defect, the problem is urgently sorted out and the causes are eliminated.

Cost Down - Cost reduction

At Toyota, everyone thinks every day about reducing product costs. It is important not to do anything unnecessary! Do not create excess inventory, do not do work that no one ordered. They are engaged in cost reduction with the involvement of all personnel, starting with the design of new products. Production is actively engaged in cost reduction. Cost control is carried out by a dedicated foreman. He controls the cost of raw materials, energy costs, and labor costs.

Previously, information on cost at Toyota was closed, but today information on cost is transferred to production departments in order to reduce it. Every production department specialist must think about cost and look for ways to reduce it. With the previous approach, management was: heads of departments and workshops controlled work processes and gave instructions. Now, in addition to this, there is a requirement to reduce costs, be in contact with employees, activate workers, instill skills in introducing improvements, train staff, increase productivity and quality.

An important tool in achieving cost reduction is improvement (kaizen)
. 5 S =4 S +1 S (improvement)
. Visualization
. Execution of STANDARD operations
The effect is the activation of employees and a high level of motivation.

5 S assessment: conscious and subconscious

Toyota believes that it is necessary to grade each work site. The effect of the 5 S must be clearly assessed - this is the activation of employees and areas. Grades improve skills and motivation. Toita is constantly working to improve workers' skills and motivation. As a rule, a group of people works at each site. The goals that the group sets for itself are achievable. If the group achieves the goal, then the participants are satisfied. It is important to maintain an atmosphere of joy. Scientists have concluded that the brain perceives joy as an addiction and seeks to repeat it. The concept of 5 S ratings is built on these dependencies at Toyota. It is important to constantly influence the site group and move the group up to the real goal. There is no need to stabilize grades 2 and 3. This leads to a decrease in results and a decrease in the level of motivation. Any score can be good, but it can also improve. The manager must be well aware of the peculiarities of working with the group and be sure to praise the workers even for minor improvements. Promotion of improvements is especially necessary and important.

Thinking works with theory; it is important to build a transition from planning to action. For what reason do we not take action if we know everything well? It is required to influence the conscious and subconscious mind and, in particular, to increase motivation. Often the subconscious is not ready, even if the conscious mind determines the need for action. In order to transfer information from consciousness to the subconscious, it is necessary to increase motivation. Part of the brain is responsible for motivation. Managers must understand how to influence a person’s spiritual state and be able to increase motivation.

All activities of the previous Toyota production system were aimed at reducing inventories, reducing costs, and improving quality, that is, management did not think about the happiness of employees and the company. Total - TPS sets a goal: to achieve the level of happiness of each employee and thereby increase their level through the 5 S, “quality circles”, TPM and other tools.

If the purpose of TPS was to reduce workers, then today in T - TPS this is not relevant. We need to start building a production system by activating staff and increasing motivation.

Statistics also show that in the course of daily work, workers become more aware and aware of the causes of equipment failure. The workers themselves make proposals for improving the maintenance of equipment and improving the process using the equipment. Essential workers perform maintenance work on operating equipment: know how to perform maintenance and perform inspections, cleaning, and minor repairs. This is done everywhere at Toyota, which is why this practice is called universal maintenance of TRM equipment. But major repairs and scheduled maintenance performed by service units.

Work site crews regularly participate in TRM performance review meetings. Such meetings are called Bu-ay. Bu-ay is assessed by all teams (for example, at 2 factories there are 100 teams of 7 people per team). During the assessment, a list of 200 teams is compiled (from best to least good). At Bu-ay meetings, it is revealed which brigades are more active and which are less active. The meetings are attended by workers and plant management. The assessment affects crew salaries starting next month. That is, it can change every month depending on Bu-ay's assessment. Such a system creates healthy competition and a constant desire to work to improve the process. The meetings are very necessary and are a positive tool for Toyota.

JIT (Just in time) - Just in time

An important element of the Toyota production system is organized internal and external logistics.

The movement of diesel forklifts is prohibited in Toyota production buildings. Only electric vehicles with trailed trolleys are allowed. Paths are marked for the movement of electric vehicles and people: red for electric cars and trolleys, green for workers. Marked tape is placed along the supply route as a guide. The “agevi” system works (carts and movable structures, such structures are developed by the workers themselves). All Toyota employees think about reducing costs and impeccably carry out standard work and measures to reduce costs, including in logistics. Workers do not make unnecessary movements and do not perform work that does not bring value. Toyota racks are no more than 1.5 meters high, the level of the racks is tilted, allows you to visually view products, flows, traffic and does not block contact with managers.

An important achievement at Toyota is the elimination of interoperable inventories. In order not to create inventories of work in progress, much attention is paid to logistics and the KANBAN tool with kanban cards (quantity information for the delivery of components to the operation). The layout of the equipment is handled by production workers. They optimally arrange workplaces and create routes for the delivery of components. The logistics department is also part of production. This allows you to optimize logistics schemes.

The entire production process is visualized by an electronic display. It necessarily shows areas and processes, takt time, plan, fact, deviation, % of equipment utilization.

There are markings along the movement of the conveyor that allow you to evaluate the actions being performed in 12 seconds. In preparatory operations, a set of modifications is used for the main process, observing the necessary sequence. Parts assembly diagrams are used. Previously, assembled components lay on racks next to work stations, but now they are constantly delivered. Inventories from wheels are only multiples of the operation takt time. Essentially there are no reserves. The pull system is working. To organize your work this way, you need to constantly work with the plan and make timely adjustments. If production areas do not comply with the rhythm of plan implementation, then problems arise and confusion is created in accounting at processing stages. The KANBAN system works from the last section and does not create inventories, because the previous section does not do anything that is not required by the subsequent one.

KANBAN is also the movement of information. A Kanban card is a record. Toyota doesn't do anything unless there is confirmed information. The plan must be managed. Visual kanban cards are used as a tool at the boundaries of areas. In Toyota production, 90% of operations are organized using kanban cards and the kanban card is considered the most successful tool for adjusting production planning. Each previous section serves the next one. The container has a multiplicity of packaging spaces for the required order quantity. The card received with the container is transferred to a box and sent with information for the previous operation: delivery time, quantity (min, max), and other clarifications if necessary. Red and green cards are used. Red for transportation, green for production order (manufacturing). If manufactured parts are awaiting delivery they have a green card, and before transportation the green card is replaced with a red one. There are also

Kanban, it is used for batch management. If the supplier is in a remote area, then an electronic kanban is used, the supplier prints it, executes it and glues it into the container with the delivery of the ordered cargo.

To implement work with Kanban cards, serious training is required for both workers and managers. If you miss this, then kanban doesn't work.

In 2007, Toyota's profit amounted to $20 billion.

In 2008, Toyota's loss amounted to $5 billion

Toyota concluded that the reason was not the financial crisis, but that the company had stopped paying special attention to inventory control. Any company needs to work with inventory management activities on an ongoing basis.

To reduce inventory levels, Toyota uses multiple deliveries: the more often we deliver, the better. Transport delivering goods must be equipped taking into account the production takt time, various necessary inventory items from different suppliers. It is important that inventories do not create excess storage and intermediate warehouses. If we compare the cost of transport and warehouse operations and excess inventory, it is more profitable to transport more often. When ordering to a supplier, the order is delivered in the order in which it is needed for production.

If the level of inventories of components and materials in production drops to a minimum, then the system operates in a similar way to ANDON; after sending an automatic signal to the supply service, it is triggered. This is how the pull system works. As for small parts, there is a place for them next to the operation (warehouse rack with hardware, washers, rivets, plugs...).

As a result, when working with supplies, a matrix for providing components, raw materials and materials is also created.

The level of logistics at Toyota is the highest in the world. And this level is provided by Toyota people. System JIT(Just in time) Just in time works due to high levels of motivation, skillful management of plans and well-trained personnel.

KAIZEN - Continuous improvement

Kaizen at Toyota is a consequence of any analysis and study of the causes of problems. Staff activation is the main thing. Much attention is paid to production processes, improvement is an endless process. The T-TPS principles take Toyota to a development stage with an emphasis on improvement (kaizen) in the design of new lines before product release. The new approach to Toyota management is all kaizen. Previously, Toyota assessed both the submission and implementation of proposals. Now they only pay for implementation.