Report on Lean Green Belt: Environment Focused Manufacturing Operations in Toyota Company

Lean Green Belt: Manufacturing in industries- Toyota

Student Name:
Professor Name:

Table of Contents
I. Introduction 3
II. A3 Report 4
III. VSM graphic 6
IV. Measures 6
V. Analysis: 7
VI. Kaizen strategy: 8
VII. Results and Improvements 8
VIII. Conclusion 9
IX. Project Deliverables: 10
X. References 11


I am __________ and I have been with Toyota Company in Dubai for 2 years and 4 months, where I have been working under the Manufacturing Operations Department. I have been actively involved in various change management projects that are related to maintenance functions, finance and inventories, performance of the automobile and its efficiency. The focus of all the projects were mainly to reduce the impact on the environment, develop a sustainable functioning of the operations performed in the company, improve processes & eliminate wastes in production, assess manpower, organizational restructuring, assess productivity, increase the efficiency of various processes related to manufacturing of automobile parts in Toyota Company etc.

A3 Report

VSM graphic
The HV as well as LV VSM have been developed and they are merged together and are shown in the figure given below:

For adapting a new strategy or technology in the manufacturing process, Toyota needs to consider the following things:
• Increase the production and develop a chart for it.
• Chart showing the increment in production statistics.
• Reducing the time in line production
• Improving the quality
• Saving efforts of the employees.
• Increase in the level of customer satisfaction
• Increase in the level of fuel efficiency
• Statistics showing this increase in the form of a table
Project plan Week 6 Week 7 Week 10 Week 13
Identify the manufacturing processes, measure and evaluate them. X
Developing procedures for improvement
Implementing and controlling X X
Taking actions to achieve consistency and sustainability X
Following processes would be carried out for analyzing the developed strategy:
• Standard procedures would be examined and new innovative concepts or strategies would be developed.
• It would be measured with the current values and deviation would be obtained.
• The amount of deviation that is recorded in the manufacturing process needs to be measured
• Take a specimen from the supply chain after a certain number and checking this for difference in dimensions with what needs to be the actually produced.
• Educate the organization and assessing the readiness considering availability of raw materials.
• A team known as pilot team will start the procedure by assessing the quality and quantity of equipment.
Kaizen strategy:
Results and Improvements
The results that have been developed need to accustom the following attributes of Kaizen’s strategy:
1) Job Satisfaction
2) Company Involvement
3) Dedication
4) Open-minded
5) Questioning
6) Team-work
7) No finger pointing (Root, 2015)
All the above factors were attained and the following results were obtained:
The improvement in the company is seen in the form of stability of work flow and the increase in the level of customer satisfaction and change in the frequency of cars that come to the service centers for any defects and problems other than the planned and scheduled maintenance. It may also be calculated by the change in the fuel consumption as shown below.
(Paultan, 2013)

(TOYOTA, 2011)

Thus, it can be seen how a proper and updated manufacturing process can improve the performance of the product provided by an organization like Toyota. The best way of moving forward in a business is to keep improving and experimenting. Change is the one constant thing in the industry or manufacturing goods and the most important principle of lean when moving forward is the value of achieving the six sigma goal. It is very difficult to define such precise margins but this is what Toyota has endeavored to do and has become one of the most successful automobile companies in the world.

Project Deliverables:
• Identify the manufacturing processes, measure and evaluate them.
• Project Manager to be appointed to monitor daily performance and efficiency using the input data.
• The fuel consumption decreased by 5% where initially the number of kms per liter was 11.01 and through implementation the lean green strategies, it raised to 11.532 km/liter.
• It has the potential to increase the sales of the cars produced by Toyota due to higher fuel efficiency that is obtained along with the technical expertise and excellent performance that the automobiles made by Toyota offer.

LEI. (2015). WHat is lean? Online:
Paultan. (2013). 2012-2013-toyota-vios-fuel-consumption-table. Munich:
Root, G. N. (2015). 7 Conditions for Successful Implementation of Kaizen Strategy. Retrieved February 23, 2016, from
TOYOTA, M. (2011). Worldwide Production Volume. Japan:


Posted on

March 9, 2018

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