TOYOTA(丰田公司的财务发展分析).ppt

ToyotaMotorCorporation,一、Background二、FinancialAnalysisandCompanyStatus三、ToyotaProductionSystem四、BusinessStrategy,TOYOTA,CompanyHistoryandOverview,LookbackatthehistoryofToyotaMotorCompany(TMC),itwassetupin1937byKiichirowhichwasasasectorfromToyotaIndustries.In1936,thefirstproductAAsedaniscompleted.Afterabouttwodecades,thecompanylaunchedtheirmainproductCrownandCrownDeluxeandfirstexporttotheUnitedStatesin1957.In1984,ToyotajointventurewithGeneralMotorsandbeginproducetheircarsintheUSA.In2009,itbecametheworldslargestcar-maker,basedonsalesandnumberofautomobilesproduced,fortheveryfirsttime.,1.thestartofinternationalizationofToyota（19331956年）learn,imitateandcreate学习模仿、自主创新adjustmeasurestolocalconditions因地制宜、因时而动separationofproductionandsales产销分离、全新经营,ThedevelopmentofTOYOTA,2.thesecondstepofinternationalizationofToyota（19561981年）marketingandadvertising市场重拓、广告营销Toyotasglobaldistributionnetwork海外布局、经销网络Toyotacrownretreat,corollaattack皇冠退守、花冠进攻Rsuppliersreservehalfoftheprofits,whilesetsupanewlevelofcostreductionasthethegoalofnextstage.Ifperformancecannotbeachieved,Toyotawillallocatelargerpurchaseamounttothecompetitivesuppliersattheendofthecontract.Ultimately,achievethegoalofrewardingthegoodandpunishingthebad.,一、Background二、FinancialAnalysisandCompanyStatus三、ToyotaProductionSystem四、BusinessStrategy,TOYOTA,TheAnalysisofTOYOTAsFinancialReportandCompanyStatus,TheOverallReviewforfiscal2012,OnaconsolidatedbasisforthefiscalyearendedMarch31,2012,year-on-yearvehiclesalesimproved44thousandunitsto7.352millionunits.However,netrevenuesdecreased2.2%to18,583.6billion,operatingincomedecreased112.6billionto355.6billion,andnetincomedecreased124.6billionto283.5billion.,TheOverallReview(contin),Factorstodecreaseinoperatingincome:exchangeratefluctuationsexpensesincreasingotherfactorsFactorstoincreaseinoperatingincome:marketingeffortscontinuouscost-reductionefforts,TheOverallReview(contin),Thebusinessenvironmentinfiscal2012wasextremelychallengingduetolossesinproductionfollowingtheJapanearthquakeandtheThailandfloods,inadditiontoyenappreciation.Nevertheless,achievingoperatingincomeof355.6billionthankstotheconcertedeffortsofemployees,suppliersanddealerstorecoverproductionandsales.,ContentsoftheAnalysis,Solvency（企业的偿债能力）OperationalCapacityofCorporateAssets（企业资产的营运能力）CorporateProfitability（企业的盈利能力）,Solvency(shortterm),WorkingCapital（营运资本）,Fromthechart,wecanseetheworkingcapitalhasbeendecreased.ItistosaythatSolvencylargelydeclined.,Currentratio（流动比率）,Althoughtheratiodecreased,ithasexceededthestandard1%.,Solvency(longterm),DebttoTotalAssetRatio（资产负债比率）,Thecharttellsusthattheratiodecreased0.01overthepreviousyear,andthecompanyslongtermsolvencywasslightlyincreasing.Inthewhole,itshowsasteadytrend.,OperationalCapacityofCorporateAssets,AssetTurnover（总资产周转率）,TheratiodecreasingshowsthatthesalesabilitiesofTOYOTAbecamealittleweak.,CorporateProfitability,Profitmarginonsales,Althoughthereislittlevariationabouttheprofitmarginonsales,thecharttellsustheadvantageofmakingprofitsforTOYOTA.,CompanyStatus,InSalesInrecentyears,carsalesofToyotarankedsecondintheworld,netprofitshavebeenmorethan100hundredmilliondollarsfor5years,andhigherthancompetitors.,CompanyStatus,InSalesThefollowingtableforTOYOTAhadbeenestablishedabouttheglobalproductionperformancefrom1936.,CompanyStatus,Thetable2forTOYOTAssalesperformanceforyears.Asthedatainthetableshows,TOYOTAsproductionandsalescontinuetogroweachyear.,CompanyStatus,InFinanceBecauseofitshugecashTOYOTAiscalled“TOYOTABanks”.Thoughitisacarmanufacturingindustry,butitscapitaloperationabilityandfinancialmanagementskillscanbecomparablewiththefinancialenterprises,theabilityforTOYOTAtobuildthestablecashflowandabundantcapitalsupport.,CompanyStatus,InFinanceTOYOTAs“OutofDebtManagementAernmentsupport,CompanyStatus,FrombelowcapitalformationoftheToyotacompanycanclearlyseethatisthemostimportantpartoftheassetsofthecompanyhasitsowncapital,loansandcorporatebondshasbeenzero.From2007to2010bytheToyotacompanybalancesheet,wecanseethatthecompanystotalassetshaveobviousincreasingtrend,theownersequityisgraduallyincreasing.,一、Background二、FinancialAnalysisandCompanyStatus三、ToyotaProductionSystem四、BusinessStrategy,TOYOTA,TPSisalwaysregardedasthesourceofthecorecompetitivepowerandhighefficiencyofToyotamotorcorporation.TheheadquarterofToyotainJapanisvisitedbythousandsofcompaniessupervisorseveryday.,TherepresentativeisthemotorproductionplantinKentucky,USA.TheproductionactivitiesbeganfromJuly,1988,theannualproductioncapacityis200000,equaltotheamountofthesametypeofcarsbeingimportedfromJapaneveryyear.,TheoriginsofTPS,TheinspirationofTPScomesfromtheUnitedStates,ratherthanfromtheirowncarsproductionprocess.Actually,theygottheinspirationfromasupermarketcalledPigglyWigglyinAmerica,thatistolowertheinventory.,ToyotaProductionSystemwasestablishedbasedontwoconcepts,Coal:highestquality,lowestcostandshortestleadtime,WasteofoverproductionWasteoftimeonhand(waiting)WasteoftransportationWasteofprocessingitselfWasteofstockathandWasteofmovementWasteofmakingdefectiveproducts,TheunderlyingprincipleiscalledtheToyotaWay,ContinuousImprovementRespectforPeopleLong-termphilosophyTherightprocesswillproducetherightresultsAddvaluetotheorganizationbydevelopingyourpeopleandpartnersContinuouslysolvingrootproblemsdrivesorganizationallearning,ContinuousImprovement,Formalong-termvisiontomeetchallengeswithcourageandcreativityImprovebusinessoperationscontinuously,alwaysdrivingforinnovationandevolutionGotothesourcetofindthefactstomakecorrectdecisions,Rightprocessproducerightresults,Createcontinuousprocessflowtobringproblemstothesurface.Usethepullsystemtoavoidoverproduction.LevelouttheworkloadStoptofixproblems,togetqualityrightfromthefirst.Standardizedtasksarethefoundation.Usevisualcontrol.Useonlyreliable,thoroughlytestedtechnology,Continuouslysolvingrootproblems,GoandseeforyourselftothoroughlyunderstandthesituationMakedecisionsslowlybyconsensus,thoroughlyconsideringalloptionsBecomealearningorganizationthroughrelentlessandcontinuousimprovement,一、Background二、FinancialAnalysisandCompanyStatus三、ToyotaProductionSystem四、BusinessStrategy,TOYOTA,CompetingproductsofToyota,TheresFAWToyatoVios,Corolla,Prius,Crownandotherproducts.Throughitsanalysisofcompititiveproducts,canbeidentifiedinthemarket.FAWToyotasmaincopetitionsare:GuangzhouHonda/DongfengNissan/.ect.,ThetargetcostsystemManufacturingcapabilitydevelopment,Satisfyingnewrequirementswithnewnetworkcapabilitiesandconfigurations,TPSGlobalcompetitiveadvantages,TPS(ToyotaProductionSystem),Inordertoreducecosts:-focusingonthepursuitofcostreductionandthroughcompletelyexcludedfromtheprocessinthecourseoftheproduction,uniform,recoveryprocessestoreduceunnecessarycosts.Therebytheprofitcanbeincreased.,Thetargetcostsystem,Throughvalueengineeringanalysisitcanensurethatproductattractiveenoughfrompriceperformanceratio.Cutdownalltheuselesscoststhroughthecosttable.,Globalcompetitiveadvantages,BrandeffectTOYOTAiscommittedtodevelopingtheirowncompetitiveadvantage.UniqueadvantagesloganWherethereisaroad,thereisaToyotacar车到山前必有路，有路必有丰田车,Manufacturingcapabilitydevelopment,TOYOTAhasanumberoftechnologypatents.Continuousresearchanddevelopmentoflowfuelconsumption,greenenvironmentallyfriendlyautomotivesystems.Cooperationinanumberofinternationalsportingevents.,Workcenterofgravitycustomer,Toyotadrovetheautomobiletodrivetheschool,andthematchingfacilitiesconsummated(showerdressingroom,nursery,coffeeroom,andhasconstructedautomobileplay-groundforchildren),atthattimeToyotasregisteredcapitalonlythen1,000,000,000JapaneseYen,theyforthisreasoninvested400,000,000.Steppinginsoccerdomain,expandedinfluence.TheToyotacup,isthesetvariouscontinentsmostoutstandingclubholdsacompetitioninJapan,theplayeroftheyearcanalsoobtainToyotaluxurycarone.Therefore,Toyotahasleftbehindprofoundimpressionforworldsoccerfan,Setsupthegoodbrand,OpenstheToyotaeducationprizetohelpthefund.Setsuptheenvironmentalprotectionimage,theresearchanddevelopmentenvironmentalprotectionproduct.Participationsolveseachpublicwelfareproblem,particularlyintransportationquestion.,Steppinginfinanceservice,HasestablishedtheToyotafinancialservicecompanyEstablishestheToyotafinancialservicenegotiablesecuritiescompanyEstablishmentjointinsurancecompany,Biologicalenterprise,Theconstruction“theToyotaforest”,theresearchattractstheexhausttreesEstablishment“biologyandaffroestationdepartment”Toyotainordertorealizetheautomobilemanufactureandthediversifiedmanagementperfectcombinations,thishasmadethegreatcontributionforitsbearingcapacityandbusinesscapacity.,Developsthefirst-levelequationautomobilePurchase“Fujihighspeedvelodrome(FISCO)CooperateswithYamahaDevelopmenthighperformanceengineTrainstheracedriver,Participatesintheworldfirst-levelequationautomobile,Themacro-scientificpolicy-makingneedstodeterminethesciencethegoal.Thescientificmethodisthemacro-scientificpolicy-makingmethod.Theinvestigationandstudy,hastherealinformationisthemacro-scientificpolicy-makingfoundation.Accordingtothedecision-makingproceduremanagementisthemacro-scientificpolicy-makingneed.Thepromptfeedbackandtheaudittrailarethemacro-scientificpolicy-makingguarantees.Themacro-scientificpolicy-makingshouldinsist“doesnotleantoonesidethedecision-making”criterion.,“Managementisthedecision-making”,Toyotassupplychainstrategy,Toyotaisnottheeffortsofthesqueezeprofitmarginsofsuppliers.Andalltheirpartnerstofindopportunitiesforcostreduction