Toyota Environmental Sustainablity Report

Tailored quality improvement for sustainable growth
From supplier selection until the end of the production line, we have intensifi ed the work we do with our suppliers and
developed a cross-divisional team to continuously improve our products.
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Intensive SE
SE
Sourcing Tool launch
The quality process starts at the design phase before any
parts have been produced. During the sourcing stage,
Toyota R&D work in partnership with the suppliers’ R&D
to ensure built-in quality happens at the earliest stage of
the design process. This is referred to as simultaneous
engineering (SE).
Toyota makes a risk assessment against design and
process factors. The aim is to focus our engineering
resources where the quality benefi t is greatest through
suppliers parts tracking teams (SPTT).
3 Toyota shares best practice with its’ suppliers through the
TEAM supplier association, which has expanded to 70
suppliers across our European supply base with a shared
goal of achieving world class quality.
As a European OEM, we continue to invest in people and
processes across Europe to combine Toyota’s production
process experience with European automotive innovation
and knowledge.
Working Together with Suppliers on Risk Management
The experiences of the global fi nancial crisis taught us lessons
that have enabled Toyota and our suppliers to work together
in a mutually supportive manner.
On March 18 th 2011, the Annual Business Meeting (ABM) hosted
some 350 suppliers at our Zaventem (Brussels, Belgium) R&D site.
Following the events of March 11th, the fi nal preparations of this
meeting were greatly challenged requiring crucial revisions. The scale
of the severe parts supply disruptions was carefully considered.
Risk Management Model
Problem solving profile
Predict
Intensive SPTT
Data gathering through multi-stakeholder
network
Risk assessment
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Normal SPTT
Light SPTT
SOP
SOP-Start of Production
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Time
During the ABM, key business targets and achievements were
exchanged, complemented with messages of deepest sympathy
to the Japanese people. We all committed to working
together, with the greatest respect and honesty, to ensure
recovery in the best conditions. The purchasing group participated
in a cross-company taskforce to support the established
process of predicting, monitoring and managing risk.
The strong partnership with our European suppliers enabled a
detailed mapping of our supply chain and allowed us to accurately
predict possible parts production problems for our European
manufacturing sites. We communicated regularly with our key
stakeholders, and provided new information and updates to the
EMCs, Toyota’s senior management and other stakeholders
three times a day. Many countermeasures were implemented to
overcome the impact of the natural disaster, all aimed at returning
to normal production as soon as possible to satisfy our customers’
demands for Toyota cars. It has been an extremely intensive task,
which could not have been completed without the full support of
our business partners. We wish to thank our business partners
for their hard work and collaborative efforts.
Monitor Cure (if risk occurs)
Risk monitoring (tracking)
Develop contingency plan
PROACTIVE PLANNING
Purchasing Task Force (L-R) : Tan Tasezer, Guillaume
Jacques, Laurent Eugene, Oscar Sanchez-Lopez
Deploy contingency plan
Solve the problem
Manage back to normal
Toyota European Sustainability Report 2011 I Social Performance
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