project report

EXECUTIVE SUMMARY

Institute of Business Management and Research-Hubli

COMPANY HISTORY

The Toyota Motor Co. Ltd was first established in 1937 as a spin-off from Toyota

Automatic Loom Works, one of the world's leading manufacturers of weaving

machinery.

Japan’s “King of Inventor” Sakichi Toyota headed the Toyota Automatic Loom Works.

The patent rights to one of this machine had been sold to Platt Brothers (UK) and

provided the seed-money for the development and test building of Toyota's first

automobiles.

August 1997 marked the 60th anniversary of TMC. The fledgling company founded by

Kiichiro Toyota, Sakichi's son, has since blossomed into the leader that it is today.

In 1950 the company experienced its one and only strike. Labor and management

emerged from this stoppage firmly committed to the principles of mutual trust and

dependence, and that corporate philosophy still guides our growth today.

Production systems were improved in the late 1950s, culminating in the establishment of

the 'Toyota Production System.' It came to known as TPS in 1970 but was established

much earlier by Taiichi Ohno. Based on the principles of Jidoka, Just-in-time and Kaizen,

the system is a major factor in the reduction of inventories and defects in the plants of

Toyota and its suppliers, and it underpins all our operations across 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; this philosophy builds mutually beneficial in

long-term relationships with local suppliers and helps the company to fulfill its

commitments to local labor.

Over and above manufacturing, Toyota also has a global network of design and 'Research

and Development facilities embracing the three major car markets of Japan, North

America and Europe.

In every community in which the company operates, Toyota strives to be a responsible

corporate citizen; close relationships with people and organizations in the local

community are essential contributors to mutual prosperity. Across the world, Toyota

participates enthusiastically in community activities ranging from the sponsorship of

educational and cultural programmers to international exchange and research.

Today, Toyota is the world's third largest manufacturer of automobiles in unit sales and

in net sales. It is by far the largest Japanese automotive manufacturer, producing more

than 5.5 million vehicles per year, equivalent to one every six seconds. In the time it has

taken you to read this paragraph, we'll have produced at least another three or four cars!


About Toyota Kirloskar Motor Ltd

Toyota Kirloskar Motor Ltd. (TKML) was incorporated in 1997, as a joint venture

between Toyota Motor Corporation, Japan and the Kirloskar Group, wide. Toyota Motor

Corporation is the third largest auto manufacturer in the world. The TKML is practicing

Toyota Production System at their plant at Bidadi, Bangalore.

The Toyota Production System was born out of need. The two pillars that this system is

based on are Just In Time and Automation. The Toyota Production System relies on

absolute elimination of waste as essential.

Toyota is by far the largest Japanese automotive manufacturer, producing more than 4.5

million vehicles per year, equivalent to one car manufactured every six seconds. Toyota's

plant in India is situated at Bidadi, Karnataka, which is a green belt Toyota's commitment

to preserving environment is very high.

Toyota all over the world provides a wide selection of innovative, reasonable priced and

high- quality products through an exclusive dealer network with the best sales and after-

sales service at global Toyota standards. Timely customer feedback through the service

network also allows the company to respond to emerging customer needs and introducenew products tailored to the Indian Market.

Toyota Kirloskar Motor Ltd

Plot No l, Bidadi Industrial Area, Ramnagar TalukaBangalore (Rural) District Karnataka- 562109


VISION AND MISSION


MissionTOYOTA GLOBAL VISION 2010 Innovation into the Future - A Passion to Create a Better Society

Through "Monozukuri - manufacturing of value - added products" and "technological innovation," Toyota is helping to create a more prosperous society.

Our mission is to design, manufacture and market, automobiles that offer global standard

and Quality that exceeds customer expectations and provides superior value and excellent

after sales service.

Vision

Contribute to the Indian Industry and economy through technology transfer,

human resource development and vehicles that meet global standards at a

competitive price.

Contribute to the well – being and stability of team members.

Contribute to the overall growth of its business associates and in the automobile

Industry.


Technology Transfer

Guided by the principle of "Growing Together", Toyota Group companies have

contributed to the growth of the automotive industry in each country they operate in,

through strong partnerships based on a high level of localization and technology transfer.

Along with manufacturing and sales activities, Toyota Group companies provide

extensive know-how related to product development, manufacturing and sales through

technological transfers to local corporations. And those corporations also transfer

technology to their affiliate companies. In this manner, manufacturing and sales levels

will be steadily improved on a broad basis.

Toyota products made in India have become increasingly competitive as a result of

continual, comprehensive improvements made ill operations. The introduction of the world-

famous Toyota Production System and cutting-edge technology has advanced industrial

innovation. Our professionals in manufacturing and sales contribute to higher


Toyota Production

System “Technology“Growing Together Transfer”

competitiveness and the growth of Indian industries in this new century.

Toyota's Lexus and Toyota branded vehicles rank annually among the world's highest-

quality cars in third party surveys of customer satisfaction.

Toyota Techno Park India

A global first for Toyota, Toyota Techno Park India (TTPI), in Bidadi near TKM, is a

non-profit indusial infrastructure company conceived around the new Toyota Kirloskar

Motor automobile plant. TTPI's objective is to foster ancillary industries in India, to help

promote local industries through technological transfer and expand employment

opportunities. First joint ventures have already been established with Toyota Group

companies in TTPI’s involving TG Kirloskar Automotive Ltd., Stanzen Toyotets India

Pvt. Ltd., Sona koyo Steering Systems Ltd., Steel and Logistics Centre Pvt. Ltd., and

Tran system Logistics International Pvt. Ltd.


EnvironmentSound workplace & Environmental Responsibility


Environment. Technology and Employment

Toyota is committed to manufacture technically advanced and environment friendly

products. Our plant at Bidadi surrounded by a greenbelt, meets high environmental

standards and has also obtained ISO 14001 certification on 26th April 2001.

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. Wastewater

at TKM is collected and purified to a level that can be used for fishponds and rice fields.

To realize high quality vehicle production at reasonable prices, Toyota seeks the best

balance between human resources and advanced robot technology.

100 Million Vehicles

Accumulated Domestic Production of 100 Million Vehicles

By October 1999, Toyota had reached a domestic production of more than 100 million

vehicles and a worldwide cumulative production of about 112 million vehicles, since its

founding. This world-class record is proof of our continuing efforts to satisfy customer

expectations.

Research and development has made possible technological advancements in quality

manufacturing safety" efficiency and environmental preservation, all of winch contribute

to enhancing customer satisfaction.


SHODHA TOYOTA


SHODHA TOYOTA

About Shodha Motors

Shodha Toyota is engaged in Sales and Service of Toyota Vehicles. Shodha Toyota

covers 12 district of Northern Karnataka. Mr. Prasad Deshpande and Mr. P. R. Nayak

promote this dealership.

Shodha Toyota is situated on Poona- Bangalore NH, 11Kms from Hubli. Hubli is a

business center and is well connected by road, rail and air.

The customer base includes Industrial houses, Businessmen, Government Departments

and others.

The Principal, M/ s Toyota for development of competence of their employees.

They have implemented Quality Management System in accordance with ISO- 9001:

2000 and they are in the process of obtaining the desired result.

Shodha Toyota, Hubli, is the latest to join the network of exclusive Toyota '3S'

dealership. '3S', which signifies Sales, Service & Spare parts under one roof, is Toyota's

unique approach to customer care and service.

The Sales, Service and Spare Parts officers in the Dealership, have been given extensive

training by Toyota.


Shodha Toyota is one of the first of its kind in Hubli, similar to other Toyota Dealerships

in India, meeting Toyota International Standards. It is fully equipped with state-of-the-art

tools & equipment and necessary spare parts, from the day of commencement of its

operations. Mr. S. Yamazaki Managing Director, Toyota Kirloskar Motor Ltd., in

presence of the Honorable Minister for Large & Medium Industries, Govt. of Karnataka,

Mr. R. V. Deshpande, the Deputy Managing Director of TKML, Mr. K. K. Swamy, and

Director of Marketing - TKML, Mr. S. Aoki, inaugurated the facility on 29th April 2001.

Qualis, launched as a premium MPV a year ago, conforms to the global Toyota Standard.

Toyota Qualis is poised in a category all to itself, having set new benchmarks for Quality,

Reliability and Perfom1ance. It is powered with most efficient 2.4L diesel engine and

comes in different variants, and conforms to Euro n standards by wide margins.

Toyota Qualis launched in January 2000, has 35% market share in the MPV segment,

selling 21,785 QuaIis (domestic sales) in its first year of operation itself, exceeding its

yearly target of 20,000 units. 2001 saw a demand for Qualis on the rise, with record sales

of 3,010 units in March alone.

Shodha Toyota

Sbodha Motors Pvt. Ltd.,Hubli- Dharwad Road,

Rayapur, HubliKarnataka- 580 002


SHODHA TOYOTA

MISSION STATEMENT

“TOTAL CUSTOMER SATISFACTION IS OUR MISSION”

TO ACHIEVE THIS WE WILL ALWAYS STRIVE TO

IMPROVE PROCESSING CONTINUOUSLY AND DELIVER

QUALITY SERVICE AS PER CUSTOMER NEEDS AND THUS

BUILD “CUSTOMER FOR LIFE”


Objectives of Shodha Toyota: -

Managing Director in co- ordination with General Manager has defined following quality

objectives for Shodha Toyota.

1. To understand and define customer vehicle requirements clearly and executing the

order as per the sales process so as to achieve 100% customer satisfaction.

2. To procure spare spare parts and materials from approved suppliers and keep

optimum stock levels so that customer requirements are fulfilled.

3. To understand and define customer service needs clearly and executing them as

per service process so as to achieve 100% customer satisfaction.

4. To allocate work to competent personnel and improve their competence through

effective training.

5. To improve process continuously at every opportunity.

6. To maintain pressure free environment, hygienic facilities and clean, atmosphere

with an aim serve people and society.

7. To meet the requirements all interested parties, viz suppliers, directors,

employees, Toyota Kirloskar Motors Ltd, suppliers, statutory and regulatory

bodies with an aim to enhance stake holders satisfaction.


DEPARTMENTS OF SHODHA

TOYOTA


RESPONSIBILITIES OF TOP MANAGEMENT:-

1. To define and document mission statement and quality objectives for the

organization.

2. To set-up organization structure by defining levels of authority and

responsibilities.

3. To define the authority and responsibility for taking corrective and preventive

actions for the non –conformances observed in the QMS.

4. To plan for quality by providing required resources to the personnel.

5. To recruit and to provide adequate training to motivate personnel in all areas of

objectives.

6. To review the performances of all the functional departments and overall

performance of the unit with respect of quality.

7. To plan for quality with the help of process based approach; that is P. D. C. An

approach for all process to achieve the desired results.


DEPARTMENTS

SALES DEPARTMENT:


SALES MANAGER

Assistant Sales

Manager (6 Dist.)

Assistant Sales

Manager (6 Dist.)

Field Sales

Officers (Belgaum

Rural)

Field Sales

Officers (Dwd dist. & Gadag)

Field Sales

Officers (Belgaum

City)

Field Sales

Officers (Gulb & Bidar)

Field Sales

Officers (Davanage

ri & Haveri)

Field Sales

Officers (Raichure)

Field Sales

Officers (Ballari & Koppal)

Field Sales

Officers (Bagalkot

& Bijapur)

It is an important part of the Shodha Toyota, Hubli it mainly comprises of sale of utility

Vehicle and passenger cars namely Qualis, Corolla and Camry. The Toyota Sales Process

has six modules, which follow the steps in Toyota sales Process.

These modules include:

1. Preliminary Activities

2. Approach and Qualifying

3. Presentation and Demonstration

4. Negotiation and Closing

5. Delivery

6. Follow Up

1. Preliminary Activities: -

Preliminary Activities include collection of all databases of the customers and generation

of the yearly sales target activity takes place. The general Manager and the Sales

Manager plan this activity. Sales target are set for that particular year. Further it also

includes monthly sales planning which depends on the ability of the sales officer and the

potential area of the monthly sales targets will be allocated to each sales officers.

2. Approach and Qualifying: -

Sales territory of Shodha Toyota is distributed within 12 districts. Each district has one

Assistant sales Manager who collects the information of the customers and informs the

sales Manager. Here then the sales Manager sends direct mail advertising about the

vehicle of the customer.


Sales letter

Circulars

Price list

Catalogs

Leaflets

Pamphlets

Broacher

Postal

Qualifying includes whether the customer is a potential buyer. People may be targeted

according to their standard of living, designation and their ability to pay.

3. Presentation and demonstration: -

Once the customer approach the showroom the presentation and demonstration activity is

carried out. This activity includes display of the vehicle and features such as safety and

security, style and design, interiors, information regarding the engine are brought into

light.

4. Negotiation and closing: -


Once the customer decides to buy the vehicle the sales manager negotiates with him and

further documentation takes place. Once the customer is satisfied the deal is closed. He

will be given some other special benefits like financial options, free one-year insurance

and other such schemes.

5. Delivery: -

After the execution of the above –mentioned activities Delivery of the vehicles takes

place.

6. Follow Up:

Responsibilities of the showroom extent not only after the sales of the vehicle but there is

an extend courtesy which includes a phone call from the sales Department on the 3 rd day,

followed by a “thank you” Letter along with a phone call by the sales Manager and a

photograph taken on the date of the delivery of the owner.


RESPONSIBILITIES OF SALES MANAGER

1. To Plan set target and sales of vehicles.

2. Monitoring daily targets of all sales officers.

3. Conducting sales meeting regularly

4. Monitoring daily customer /weekly reports enquires.

5. Ensuring effective territory coverage by sales officers.

6. Achievements of sales target.

7. Identifying the inventory and provide ---------inventory to sales officers.

8. Interaction for event/ promotional activities with TKM

9. Coordinating customer relationship management

10. Motivating sales officers, their performance review and periodic appraisal.

11. Co-ordinating training program.

12. To ensure show room house keeping, perfect condition of display vehicles and

test –drive vehicles.


13. To attend management review meeting and indicating corrective and preventive

actions.

SERVICE DEPARTMENT


Head Customer Service

Manager-Service

Service Advisor (5) Job Controller Parts Assistant

Chief Gen. Tech.

Chief Gen. Tech.

Chief Tech

(Body & Paints)

Warranty Clerk

Gen Tech

Gen Tech

Gen Tech

Gen Tech

Gen Tech

Gen Tech

Gen Tech

Gen Tech

Gen Tech

Gen Tech

Washing

Manager-Parts

Accessories Sales Officer

Head Customer Service, heads workshop or servicing departments, he is assisted by a

service Manager. 3 Service Advisors, a job Controller and a Part in charge then assist the

service Manager.

When a vehicle is brought for servicing, then service Manager refers it to any of the

advisors, who then prepares a job card, jots down the problems, what the customer’s

complaints are about? He then gives advises for repairs, replacements and then further

process of repairs and general check up starts that is when the responsibility is handed

over to the Chief Technicians who carry on the work on the work and after all mechanical

work is completed, the vehicle is sent to washing where the outer body is given the water

wash and the interiors are given air blow.

In the same way accident cases are dealt with and the procedures for repairs goes hand in

hand with the insurance agent who inspects the vehicle and then gives orders for further

repairs. On an average 15 vehicles are serviced in a day.

RESPONSIBILTIES OF SERVICE MANAGER

The service Manager is the leader of the dealer service workshop He is responsible to:

1. Plan, lead, Organize and control the service department.

2. Analyze and ensure customer satisfaction.

3. Direct Staff towards Customer oriented thinking.


Denter Body Tech

Paint Tech

4. Oriented Dealer organization in accordance with customer needs.

5. Co-ordinate service and warehouse operation

6. Observe dealership Guidelines and fulfill manufacture’s priority tasks.

7. Generate profit for the dealership, monitor cost effectiveness, analyze major

service indicators and develop market for dealership.

8. Manage service shop infrastructure, environmental and safety issues.

ADMINISTRATION DEPARTMENT:


Finance and administration Manager

H R Officer

Accounts Officer

E D P Officer

Cashier Maintenance Officer

Receptionist

Messengers Cleaners

Administration Departments looks about the financial aspects of the company. The

accounts department at Shodha Toyota is fully computerized and Finance/ Administrator

heads it. The other persons under the Finance/ Administrator are human Resource

Officer, Accounts Officer, Electronic Data Processing Officer, Cashier, Receptionist and

House –keeping supervisor. Under the House Keeping Supervisor, Messengers and

Cleaners hold their places.

All the information regarding the financial aspects is maintained in the computers.

RESPONSIBILITIES OF HRD OFFICER

1. To identify competence and skill levels required for personnel for carrying out the

activities in QMS.

2. To recruit the personnel based on minimum education, experience and skills

required to perform the activities, in consistency with top management.

3. To identify the training needs for personnel to satisfy the competence

requirement.

4. To identify training needs and conduct/ organize training.

5. To perform evaluation of training imparted and they’ re by to judge improvement

in competence and skill of employee.


6. To maintain records of education, experience and training of all employees

Toyota Motor Corporation

Global Vision


Toyota Puts Forth “2010 Global Vision”

TOKYO - TOYOTA MOTOR CORPORATION (TMC) has established the basic

concept for “2010 Global Vision” - a company-wide management outlook that sets the

direction for long-term management. TMC President Fujio Cho announced the details of

this vision within the company today, calling on all to “take on the challenges of

innovation with complete passion and dedication”.

“2010 Global Vision” evolved from the course outlined in “2005 Vision”, which TMC

set in 1996. Since then, Toyota has positioned the early part of the 21st century as its

“Second Founding Period” and has been engaged in efforts to realize harmonious

growth. But current conditions have convinced Toyota that it is now time to: create new

dreams for future growth; determine the direction in which to proceed; and carry out

concrete reforms. These conditions include global political, economic and social trends,

as well trends toward next-generation technologies, such as environmental and

information technologies, and various changes in the management environment.


Centered on the basic theme “Innovation into the Future”, the core objective of “2010

Global Vision” is to set a course for a more prosperous society based on making things

and technological innovation. It proposes the corporate image for which all of Toyota

should strive and the paradigm change Toyota should undergo with consideration toward

what society is expected to be like in the 2010s.

Since its foundation, Toyota has sought to contribute to society by “making things” and

“making automobiles”. Toyota plans to break down the contents of this paradigm

change for easier linkage to an internal reform movement that aspires to create a global

corporation where each employee is passionate about future growth and about building a

prosperous society in the new century.

Four Innovations for the Future (concerning what TMC envisions society to be like

in the first half of the 21st century and the corporate image TMC wants to project)

1. Toward a Recycling-based Society

As we move toward a “recycling society” on a global scale, demands are rising that we

move away from the era of large-scale production and large-volume consumption and

disposal toward a recycling based society that promotes conservation of resources,

reusing and recycling. Toyota will endeavor to become a leader of global regeneration

through its outstanding environmental technologies.

2. Toward the Age of ITS and Ubiquitous Networks

Information and telecommunications technologies are advancing, the use of IT in

automobiles is progressing, mobile information services are improving dramatically, and

transport infrastructure and infrastructure-respondent preventive safety are developing.


Against this backdrop, Toyota will aim to be a leader in creating vehicles and a motorized

society in which people can live safely, securely and comfortably.

3. Toward Development of Motorization on a Global Scale

Motorization is advancing in China and other emerging markets and people around the

world are enjoying the high degree of mobility afforded by automobiles. In order to

promote this, Toyota will expand the appeal of automobiles throughout the world and

largely increase the number of fans of Toyota, resulting in Toyota being able to include

in its view a global share of about 15%* early on in the 2010s.

4. Toward a Matured Society

As nationalism steadily declines and respect for all peoples expands throughout the

world, global companies are shifting toward societies where people of a variety of

nationalities and ethnicities can engage in lively exchanges of ideas. Toyota seeks to

become a truly global enterprise that is respected by all peoples around the world.

Paradigm change

To become the corporation of our future vision, Toyota will boldly undertake a

worldwide review of existing corporate structures, frameworks and methods and

implement a paradigm change in order to address issues such as development of a wide

range of cutting-edge technologies, construction of corporate structures that can be

successful in global cost competition, global expansion of business, product development

that responds sensitively to the immediate market, establishment of efficient local

management and construction of sales structures suitable for individual markets.


Technology and product development

Innovations in R&D structures and development of innovative production technologies.

Toyota will accelerate technological reform on a global scale by actively

engaging in development of basic technologies in such fields as the environment,

safety and information and by actively pursuing advances in nano technology,

materials and others. To accomplish this, Toyota will consider systems for

making optimum use of world experts and industrial, governmental and academic

alliances.

To strengthen the competitiveness of core technologies concerning such items as

engines and platforms for ensuring efficient development, Toyota will review its

approach to global tie-ups, including international sharing and distribution of

functions. In addition, it will promote strategic technical alliances (including

mergers and acquisitions), as needed.

Toyota will actively pursue the construction of global, IT-based development and

production preparation systems, as well as the development of innovative

production technology that can be implemented around the world.

Innovations in product manufacturing structures

For developing new technologies and new products from the viewpoint that “the

customer always comes first”, not only will Toyota surpass its previous efforts to use its

managerial resources to the fullest and to strengthen its processes, it will also promote the

manufacture of products for the next generation based on proposals that incorporate

Toyota’s ideas and dreams and excite and inspire customers.


Management

The Company

Innovations in global management structures

TMC will clarify responsibilities and authority to create optimal and independent local

entities in each region. Toyota will also actively make contributions to local societies.

TMC will monitor and support local entities from the perspective of overall optimization

and will consider the formation of a global headquarters to perform global management

functions.

Innovations in-group structures

Toyota will select and concentrate on business areas and technology fields, and alliances

(including mergers and acquisitions) to reform structures from the perspective of

promoting development of next generation technology, reinforcing global cost

competitiveness, and developing global products and business to create efficient

consolidated and group structures.

Teamwork featuring various types of talent

Toyota will promote the creation of environments featuring people from around the world

with various skills and values who are given the opportunity to experience self-realization

as individuals. Ideally, these people will be able to:

Have pride in contributing the society through Toyota


Bring out the most in their specialty and creativity

Develop themselves and increase their value by working for Toyota

Work under various terms of employment and attractive incentives

Profit structures

Innovations to form balanced structures with effective hedging of global risks

Toyota will shift to a structure supported by three profit bases—Japan, North America

and Europe. Efforts, such as re-strengthening the sales structure to keep it in step with the

market and enhancing competitiveness in domestic production, will be carried out in

Japan, Toyota’s home base, to reform the structure of management for increasing the

ability to improve earnings. Also for this, management resources will be redistributed for

optimization on a global scale.

Management that places importance on all stakeholders in co-existence with

management that emphasizes efficient use of assets


Toyota will continue to reinforce management that emphasizes the efficient use of assets,

as well as build strong and good relationships with all stakeholders to become a respected

global corporation over the long term by peoples and regional societies around the world.

*Figures mentioned in this document constitute one part of the basic concept described

above based on judgments and assumptions derived from information currently available.

In light of the possibility of changes as a result of the uncertainty inherent in such

judgment and assumptions and changes in internal and external circumstances, actual

results may differ considerably

Toyota Motors General Information

Worlds 2nd largest Automobile maker.

Turnover: 16,578,033 Million Yen in 2003.

Profit after tax: 11,62,098 Million Yen in 2003.

Profits of Toyota in 2003 are more than profits of GM, Ford and Chrysler put

together.

No. of cars sold: 7.54 Million in 2003.

12 factories and 11 manufacturing subsidiaries in Japan.


46 manufacturing bases in 26 countries and 168 marketing companies across 140

countries.

8 Research and development facilities all over the world.

Total employees: 2,64,100.

Some of the most popular models include Camry, Corolla, Land cruiser Range,

Crown, Avensis,

Celica, Hilux, Estima, Vios & Yaris.

Made the first mass produced low emission Hybrid car in the world (Prius).

Pioneered the concept of Lean Manufacturing through “Just in time Concept” and

also through the

“Kan Ban” method of Inventory Management.

Year Month History

1918 Jan. Sakichi Toyoda establishes

Toyoda Spinning & Weaving Co.,

Ltd.,

1926 Nov. Toyoda Automatic Loom Works, Ltd.

est’d.

1933 Sept. Automobile Department est’d. within

Toyoda Automatic Loom Works

1935 Aug First Model G1 truck


Completed

1936 Apr. Production of the Model AA

passenger car begins

1937 Aug. Toyota Motor Co., Ltd. est’d

1938 Nov. Koromo Plant (now Honsha Plant)

begins

Operation

1947 May

Oct.

100,000th Toyota vehicle produced

domestically

Production of the Model SA

passenger car begins

1950 Apr. Toyota Motor Sales Co., Ltd. est’d.

as a separate, independent company

1957. Aug.

Oct.

First made-in-Japan passenger car

exported to the U.S. (Crown)

Toyota Motor Sales, U.S.A., Inc.

(TMS)

est’d in the U.S

1959 Jan. Overseas production begins (in

Brazil)

Motomachi Plant begins operation

1962 Jun. 1,000,000th Toyota vehicle produced

domestically Toyota South Africa

Motors

(Pty.), Ltd. begins operation in South


Africa

1965 Nov. Kamigo Plant begins operation

Toyota

awarded the Deming Prize

1972 Jan. 10,000,000th Toyota vehicle

produced

domestically PT. Toyota-Astra

Motor est’d. in Indonesia

1976 Jul. 20,000,000th Toyota vehicle

produced

Domestically

1980 Jan. 30,000,000th Toyota vehicle

produced

Domestically

Year Month History

1982 Jul. Toyota Motor Co., Ltd. and

Toyota Motor

Sales Co., Ltd., merge to


become Toyota

Motor Corporation (TMC)

1983 Mar. 40,000,000th Toyota

Vehicle produced

domestically

1984 Dec. New United Motor

Manufacturing, Inc.

(NUMM), a joint venture

with General

Motors, begins operation in

the U.S.

1986 Jan. 50,000,000th Toyota

vehicle produced

domestically Kuozui

Motors, Ltd. begins

operation in Taiwan

1988 Sept. 60,000,000th Toyota

vehicle produced

domestically

1991 Feb. 70,000,000th Toyota

vehicle produced

domestically

1993 Sept. 80,000,000th Toyota

vehicle produced

domestically

1997 Dec. Prius hybrid vehicle

launched

1999 Oct. 100,000,000th Toyota


Dec.

vehicle produced

domestically

Toyota Kirloskar Motor

Ltd. (TKM) begins

production in India

2001 Mar Camry sales reach

5,000,000 in the U.S.

2002.

Mar

Jun.

Toyota hybrid vehicle

(Prius, Estima Hybrid,

Crown Mild Hybrid,

Coaster Hybrid) sales reach

100,000 worldwide.

Participates in first Formula

One race. 10,000,000th

Toyota vehicle produced in

North America

Prius sales top 100,000

units worldwide TOYOTA

FCHV becomes first-ever

arketready fuel cell vehicle

to be certified by Japan’s

Ministry of Land,

Infrastructure


Nov. and Transport TMC-Hino

fuel cell hybrid bus first to

be

certified for use on Japanese

roads

2003 Sept. The second generation Prius

launched. TMC and

Mitsubishi Motors agree to

tie up

on G-BOOK TMMC begins

production of Lexus RX330

INDUCTION PROGRAMMEFOR THE NEWLY RECRUITED EMPLOYEES

The joint venture between Toyota Motor Corporation and Kirloskar group gave a way to

start a business in India on October 6, 1997.


Chairman: Mr. Y. Ishizaka

Vice Chairman: Mr. Vikram S. Kirloskar

Managing Director: Mr. Atsushi Toyashima

Deputy MDs: Mr. K.K. Swamy Mr. K. Takarada

Web site: www.toyotabharat.com

Shodha Motors Pvt. Ltd., is the exclusive 3S dealership of Toyota Kirloskar Motor Ltd.

3S stands for Sales, Service and Spare parts under roof, is the Toyota’s unique approach

to customer care and service.

Shodha Toyota is one of the first of its kind in Hubli, similar to other Toyota dealership

in India, meeting Toyota international standards. It is fully equipped with all tools,

equipments and spare parts, from the day of commencement of its operations. Mr.

Yamazaki, Managing Director, Toyota Kirloskar Motors Ltd., in the presence of the

Honorable minister for large and medium industries, Govt. of Karnataka, Mr. R. V.

Deshpande, the deputy managing director of TKML, Mr. K.K. Swamy, and Director of

Marketing TKML, Mr. S. Aoki, inaugurated Shodha Toyota on 28th April 2001.

Shodha Toyota consists of the following Board of Directors:

Managing Director: Mr. Prasad DeshpandeDirector: Mr. Prakash NayakDirector: Mrs. Kalpana Nayak Director: Mrs. Meghana Deshpande.Chief Executive Officer: Mr. R.G.KulkarniAssistant General Manager : Mr. Deepak N


http://www.toyotabharat.com/

The General Manager, Mr. Ganesh Kumar, heads Shodha Toyota, who looks after all the

3S (i.e., Sales, Service and Spare Parts) activities of the organization.

The organization chart reveals that it has 3 departments, Administration and Accounts

department, Sales department and lastly Sales department.

Administration and Accounts department consists of Finance and Admin Manager,

followed by human Resource Officer, Accounts Executive,Accounts Assistant, Cashier,

Maintenance Officer, Receptionist and EDP Officer.

The Sales department consists of Sales Manager, Corporate Sales Manager, Showroom

Sales Officers, Field sales Officers and financial services officer.

The Service Department comprises of Head Customer Service, who is responsible for

both the spares and service activities. The service department consists of Asst Manager-

Service,Asst Manager-Service Reception, Manager-Parts,Parts-In charge, Parts-

Assistants, Accessories-In charge, Warranty Clerk, Service Advisors, Job Controller,

Chief General Technicians, Technicians, Washers, Cleaners, Dentor, Painter and lastly

Gardeners.

Qualis is a quality proven multi purpose vehicle, which was launched in the year 2000.

The organization has a strong sales team, which sells more than 60 vehicles in a month. It

also conducts various promotional activities as and when required.

The service is also not weak in serving the vehicles. Minimum 15-20 vehicles per day

come for service. The service team provides a satisfactory service to the customers. This

can be verify by Customer Relation Officer who is always in touch with the customers

and follows up the customers which includes both purchased as well as serviced one.


The organization believes in “KAIZEN” principle, where in each individual and process

has to improve continuously.

Shodha Toyota is ISO certified company, which speaks about the standard working

conditions.

The mission statement of Shodha Toyota

“Total customer satisfaction is our mission. To achieve this we will always strive to

improve processes continuously and deliver quality service as per customer needs and

thus build Customer for Life.”

The organization has framed a list of OBJECTIVES so as to reach the mission

statement. Managing director in co-ordination with General Manager has defined

following quality objectives for Shodha Toyota.

To understand & define customer vehicle requirements clearly and executing the

order as per the sales process so as to achieve 100% customer satisfaction.

To procure spare parts and materials from approved suppliers and keep optimum

stock levels so as that customer requirements fulfilled.

To understand and define customer service needs clearly and executing them as

per service process so as to achieve 100% customer satisfaction.


To allocate work to competent personnel and improve their competence level

through effective training.

To improve processes continuously at every opportunity.

To maintain pressure free environment, hygienic facilities and clean atmosphere

with an aim to serve people and society.

To meet the requirements of all interested parties’ viz., suppliers, directors,

employees, Toyota Kirloskar Motor Ltd., suppliers and statutory and regulatory

bodies with an aim to enhance stockholder’s satisfaction.

The Human Resource Department governs the activities of

Recruitment

Selection

Training and development.

The organization conducts strong in-house training programmes for new as well as

presently working employees.

Strength of the Organization:


The organization has strength of minimum 103 employees, which varies according to

the requirement.

Working hours of employment:

In Shodha Toyota, the employees work for eight hours per day.

Service 9:00am To 6:00pm

Sales 9:30am To 6:30pm

Admin & Finance 10:00am To 7:00pm

On Sundays- 10.00 am to 2.00pm (OT will be given)


THE MAP OF THE ORGANIZATION:

The map of the organization:

Toyota has a unique kind of infrastructure for all of its authorized dealers.


As you enter from first door of the organization, you will find a receptionist

on right side. As you move few steps straight, you will get in touch with the

Sales Department wherein you can meet Sales Manager (separate cabin),

showroom sales officers, Assistant Sales Manager. Crossing sales

department, you will find other sales cabin where in all sales work is done.

Front to that cabin, you find upstairs and two separate toilet rooms meant for

gents and ladies.

If you let your move to the up-stairs, you find another toilet room to the left

side. Continue to walk, first you will come across General Manager cabin,

then Finance Manager cabin, next to it you find a meeting room and a room

in which you can meet accounts officer, EDP officer and Human Resource

officer.

Attached to that cabin, you get a storeroom wherein you find various files,

things kept. You will also find a xerox machine in store room.

The meeting room is not only meant for meetings but also conduct

interviews whenever a candidate is called for the respective post.

O.K., come back with the same route to near Receptionist. Now move to left

side from entrance, you find service department. There you can find Service

Manager cabin, service advisors, warranty Clerk, Accessories In-charge.

A well-organized customer lounge can be found near to the service counter.

If you move inside the service counter, you will find Parts and accessories

warehouse along with its In-charge and his assistants, a job controller cabin.

The job controller cabin is such that he can observe all the service activities

form his place. If you again come to the service counter, you find a way to


work shop and canteen. In workshop, you find chief Technicians,

Technicians, and Electricians. On the upstairs of workshop, you come across

a toilet room, resting room for technicians, a training room and lastly

canteen room.

The left side of exit door of workshop you find an open area of vehicles

standing. Move your path to it; you find a room meant for denting and

painting of vehicles. You will also find a building construction near to it,

which is nothing but a new canteen that is under process.

Now you are well versed with the infrastructure of the organization.

ATTENDANCE MAINTENANCE:


The presence of an employee can be verified by the attendance register,

wherein each employee has to sign it twice (morning and after launch) as a

day is divided in two parts (1st half day and second half day).

SALARY DISTRIBUTION:

The organization has different salary packages for all employees. Two

employees of same designation can have different salary packages. It all

depends on how you perform and satisfy the management.

Your gross salary is divided into:

Basic: --------------

HRA: --------------

DA: ---------------

Conv.: -------------

The gross salary includes the PF and ESI deductions. 12% of salary is

deducted from PF side and 1.75% of salary is deducted from ESI side.

The employee enjoys the PF and ESI benefit from management side.

Management pays 12% of employees’ salary as PF contribution and 4.75%

as ESI contribution.


Canteen Facility:

The employees as well as customers can enjoy the food (veg & non-veg) in

organization it self. Shodha Toyota has a canteen facility where in the

employee gets subsidized food where as customers get the same thing at a

cheaper rate.


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