Toyota Motor Corporation · Yaris European core models Target for 2005 Number of vehicles...
Transcript of Toyota Motor Corporation · Yaris European core models Target for 2005 Number of vehicles...
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Attaining global growth and improved efficiency
Toyota Motor CorporationSeptember 12, 2003
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Cautionary Statement with Respect to Forward-Looking Statements
This presentation contains forward-looking statements that reflect Toyota’s plans and expectations. These forward-looking statements are not guarantees of future performance and involve known and unknown risks, uncertainties and other factors that may cause Toyota’s actual results, performance, achievements or financial position to be materially different from any future results, performance, achievements or financial position expressed or implied by these forward-looking statements. These factors include: (i) changes in economic conditions affecting, and the competitive environment in, the automotive markets in Japan, North America, Europe and other markets in which Toyota operates; (ii) fluctuations in currency exchange rates, particularly with respect to the value of the Japanese yen, the U.S. dollar, the euro and the British pound; (iii) Toyota’s ability to realize production efficiencies and to implement capital expenditures at the levels and times planned by management; (iv) changes in the laws, regulations and government policies affecting Toyota’s automotive operations, particularly laws, regulations and policies relating to environmental protection, vehicle emissions, vehicle fuel economy and vehicle safety, as well as changes in laws, regulations and government policies affecting Toyota’s other operations, including the outcome of future litigation and other legal proceedings; (v) political instability in the markets in which Toyota operates; (vi) Toyota’s ability to timely develop and achieve market acceptance of new products; and (vii) fuel shortages or interruptions in transportation systems, labor strikes, work stoppages or other interruptions to, or difficulties in, the employment of labor in the major markets where Toyota purchases materials, components and supplies for the production of its products or where its products are produced, distributed or sold. A discussion of these and other factors which may affect Toyota’s actual results, performance, achievements or financial position is contained in the “Operating and Financial Review and Prospects” and “Information on the Company” sections and elsewhere in Toyota’s annual report on Form 20-F, which is on file with the United States Securities and Exchange Commission.
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Ryuji ArakiExecutive Vice PresidentToyota Motor Corporation
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Part ⅠⅠⅠⅠ TOYOTA NOWGlobal Manufacturing and Marketing in 2002
Part ⅡⅡⅡⅡ TOYOTA NEXTa. Sales Strategy – Regional Strategies:
North America, Europe, Asia, China, and Japanb. Building Global Development and Optimum
Production Systemsc. Future Growth through Market Creation
Part ⅢⅢⅢⅢ Financial Strategy
Part ⅣⅣⅣⅣ Technology Strategy
Agenda
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PartⅠⅠⅠⅠ TOYOTA NOWPartⅠⅠⅠⅠ TOYOTA NOW
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Global Manufacturing and Marketing in 2002Production and Sales
1,500
3,000
4,500
6,000
CY92 CY98 CY00 CY02 Projections forCY03Overseas production Overseas sales
Number of vehicles (thousands of units) Number of vehicles (thousands of units)
* Total units including Toyota/Lexus, Daihatsu, and Hino brands
Domestic production Domestic sales
~~ ~~ ~~ ~~ ~~ ~~ ~~ ~~ ~~ ~~ ~~ ~~
764764764 2,4122,412 1,4671,4671,467 2,9302,930 1,7791,7791,779 3,4803,480 2,1752,1752,175 3,9493,949 2,5702,5702,570 4,2404,240
6,314 6,167
6,7306,550
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FY92FY92FY92FY92 FY94FY94FY94FY94 FY96FY96FY96FY96 FY98FY98FY98FY98 FY99FY99FY99FY99 FY00FY00FY00FY00 FY01FY01FY01FY01 FY02FY02FY02FY02 FY03FY03FY03FY03
Operating income(US GAAP*2)
Global Manufacturing and Marketing in 2002Overseas Production and Operating Income
0
500
1,000(Billions of yen)
131 yen/$
122 yen/$
(Thousands of units)2,000
Overseas production volume (calendar year) *1
Exchange rate (yen/dollar)
*1. Output including Toyota, Daihatsu, and Hino brands*2. FY92-96 : Japan GAAP
650
2,175
1,271
~ ~ ~ ~ ~ ~
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Part ⅡⅡⅡⅡ TOYOTA NEXTPart ⅡⅡⅡⅡ TOYOTA NEXTAttaining global growth and improved efficiency
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a. Sales Strategy: North AmericaSteadily expanding sales towards the 2 million target
0
500
1,000
1,500
2,000
1998 1999 2000 2001 2002Units manufactured in North America Units imported from Japan
Target for 2003–2004
Projection for 2005
Number of vehicles (thousands of units) Number of vehicles (thousands of units)
8.7 8.7 9.3 10.1 10.4 **
Expanding local production
Expanding local production
2,0002,0002,000
* Market share in the US (%)
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a. Sales Strategy: North AmericaCreating markets through new product launches
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1010
1515
00
Passenger vehicle marketPassenger vehicle market
Lexus RX330(from March 2003)
Tundra Double Cab (scheduled launch:
fall 2003)
19901990 20022002
Corolla Camry
The U.S. market :
Scion (from June 2003)
Next-generation Prius(scheduled launch:
October 2003)
xA
xB
No. 1 in 2002
passenger vehicle sales
No. 1 in 2002
passenger vehicle sales
Number of vehicles (millions of units) Number of vehicles (millions of units)
Commercial vehicle (light truck) marketCommercial vehicle (light truck) marketCommercial vehicle (light truck) market
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a. Sales Strategy: EuropeAchieving 800 thousand sales target ahead of time Renewal of strategic core models completed
2.9% 2.9%
3.4%
3.9%
4.5%
0
200
400
600
800
1998 1999 2000 2001 20022.0
3.0
4.0
5.0
Toyota sales units Market share
Market share (%)
~~ ~~ ~~ ~~Avensis
CorollaYaris
European core models
Target for2005
Number of vehicles (thousands of units) Number of vehicles (thousands of units)
800800800
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a. Sales Strategy: EuropeImprove products (diesel-powered vehicles)- Expanding lineup for diesel-powered vehicles - Expanding local production of diesel engines - DPNR launch
0
100
200
1998 2001 2002
Diesel sales ratio
16%
22%
31%
Diesel EnginesRapid expansion of local production From Jan.03: TMUK 50,000 units
TMMF 30,000 units From 2005: Poland 150,000 units
~~ ~~ ~~ ~~
DPNR/launch in 2003DPNR::::Diesel Particulate - NOx Reduction system
Number of vehicles (thousands of units) Number of vehicles (thousands of units)
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a. Sales Strategy: AsiaEstablish a solid position as a top-brand in major markets→→→→ Expand faster than the market
+14%
+26%
0
100
200
300
400
1998 1999 2000 2001 20020
10
20
30
Toyota sales units Year-on-year growth: market Year-on-year growth: Toyota
Year-on-year growth (%)
* excluding China
~~ ~~ ~~ ~~
Passenger vehicles ratio: 47%
Market share:
22%
Market Market share:share:
22%22%
Number of vehicles (thousands of units) Number of vehicles (thousands of units)
Projection for 2005
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a. Sales Strategy: ChinaManufacturing and marketing to be strengthened in response to market growth
2002 2003 2004 2005 2006 2007 2008 2009 2010
Establish fullproduct lineup
EstablishToyota brand
Prod
uct
lineu
p Pr
oduc
tion
capa
city
Daihatsu(compact)
VIOS
25,000 units/Year →→→→115,000 units/Year
50, 000 units/Year
Large &luxury
Luxury SUV
50,000 units/Year Several hundred thousand units/Year30,000 units/Year
Compact
Aggressive introduction of modelsAggressive introduction of modelsAggressive introduction of models
Crown
Corolla
Land Cruiser/Prado
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a. Sales Strategy: JapanDomestic market and Toyota sales
0
2,000
4,000
1998 1999 2000 2001 200220
40
Total market excluding minivehicles Toyota’s share (%)
~~ ~~ ~~ ~~
Toyota’s share: maintaining and
expanding high-level over 40%Toyota’s share: maintaining and
expanding high-level over 40%Market share(%)
Number of vehicles (thousands of units) Number of vehicles (thousands of units)
Projectionfor 2005
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a. Sales Strategy: JapanToyota Sales by Category (excluding minivehicles)
Toyota’s share (overall) :
2002:
42.4 %January to July, 2003:
42.8 %
37.4
77.9
41.8
45.8
76.5
59.6
30 40 50 60 70 80Toyota’s share: for the year 2002Toyota’s share: January to July, 2003
Market share (%)
3 Box Large & Luxury
2 BOX
Minivan,Cab Wagon
Vitz
Alphard~~~~~~~~
~~~~~~~~
Wish
CelsiorCelsior
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a. Sales Strategy: JapanReorganization of sales channel and Lexus introduction
Toyota dealers: Luxury vehicles Toyopet dealers: Medium-sized
vehicles Corolla dealers: Compact vehicles
New Netz: Develop new market segment(from spring of 2004)
From August 2005,180 dealers / 4 models
Price range
Tradition
Advanced / originality
Future positioning
Areas to be changed
- Lexus brand: New introduction - Toyota brand: 5 →→→→ 4 channels
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b. Building Global Development and Optimum Production SystemsPursue optimum product lineups by region
Region-specific modelsRegion-specific models
Core modelsCore models
CamryCamry CorollaCorolla Yaris/Vitz
Previa/Estima
HiluxAvensisAvensis
TacomaTacoma
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b. Building Global Development and Optimum Production SystemsResearch and development system:Global network through linkage between Japan (core technology) and regional bases (local needs)
Toyota Technical Center in the US
TMEM R&D Group
HigashifujiTechnical Center
★
★
JapanCore technology
development
JapanCore technology
development
DevelopmentDevelopment
CollaborationCollaboration
CollaborationCollaboration
CollaborationCollaboration
CALTY (Design Center in the US)
DevelopmentDevelopment
DevelopmentDevelopment
ED2 (Design Center in France)
Toyota Technical Center/Design Headquarters (Head Office)
★★★★New R&D Centers in Asia and Australia(Thailand and Australia)
★★★★New R&D Centers in Asia and Australia(Thailand and Australia)
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b. Building Global Development and Optimum Production SystemsDomestic/overseas outputs
1,779 2,5702,175
764 1,051 1,346 1,467
1,500
3,000
4,500
6,000
1992 1994 1996 1998 2000 2002 ProjectionFor 2003
Domestic production Overseas production
Expanding Overseas production
Expanding Overseas production
Expanding Overseas production
* Total output including Toyota/Lexus, Daihatsu and Hino brands* Total output including Toyota/Lexus, Daihatsu and Hino brands
6,3146,314
Maintaining Domestic productionMaintaining Domestic productionMaintaining Domestic production
~~ ~~~~ ~~ ~~ ~~~~ ~~ ~~ ~~~~ ~~ ~~ ~~~~ ~~ ~~ ~~~~ ~~
UK plant
Kentucky plant expansion, USA
Canadian plant expansion
West Virginia plant, USA
Chengduplant, China
French plant
Polish plant
Tianjinplant, China
6,7306,730Indiana plant, USA
Number of vehicles (thousands of units) Number of vehicles (thousands of units)
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b. Building Global Development and Optimum Production SystemsStrengthen production in major regions
148148 166166 5050 7171 55 2525
< North America > < Europe > < China >
New factory in Texas (from 2006)
Local production expansion of engines- Start of production of TMMAL engines
(from April 2003) and capacityexpansion (from 2005)
- TABC engine assembly (from 2005) etc.
++++
- Capacity expansion through the first 3 work-shifts in the UK and French factories
- JV with PSA Peugeot (from 2005)
++++
Diesel-powered engine production at the new factory in Poland (from early 2005)
Production in cooperation with China FAW Group (from the fall of 2003)
(tens of thousands of units)Present Plan
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b. Building Global Development and Optimum Production SystemsIMV Project (from 2004)
South Africa
To South America
To Europe / Africa
To over 80 countries and regions
Thailand: global production baseOther Asian countries: Engines and main components production bases
ThailandThailand
The PhilippinesOther countries
India
: Pickup truck / multipurpose vehicles: Engines and main components
A network base for manufacturing and export of pickup trucks and multipurpose vehicles. Consolidating production output on a global scale and creating a mutual supply network
Argentina
South Africa / Argentina : Interregional production bases
Japan
Indonesia
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b. Building Global Development and Optimum Production SystemsUMR activity (Unit and Material Manufacturing Reform)
Attain “cost reductions,” “quality improvement” & global deployment through standardization and simplification
Example: Process innovation in engine development – the use of digital engineering –
Existing Process: 32 months ⇒⇒⇒⇒⇒⇒⇒⇒After innovation: 16 monthsAfter innovation: 16 months
Goals : - Lead time and costs: 50% reduction- Quality: the world’s best
①①①① Development ~ production preparation process
②②②② Product structure, production facilities③③③③ Next-generation production method
Innovation
1. Synchronize product and process designs
Product designProduct design Preparing productionPreparing production Start of commercial Start of commercial manufacturingmanufacturing
Reduce number of Reduce number of initialinitial design changesdesign changes
Shorten lead time for Shorten lead time for production preparationproduction preparation
Reduce the Reduce the manman--hourhour of of overseas support processoverseas support processeses
2. Verification on prototype model line and creation of data base
3. Distribute 3D solid data globally
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Global-scale motorization c. Future Growth through Market Creation
The automobile industry still holds great growth potential
The automobile industry still holds great growth potential
The U.S. market expansion
Growing population
The U.S. market expansion
Growing population
Advances in the Eastern &
Central European and Russian markets
Advances in the Eastern &
Central European and Russian markets Strong growth
of Asian marketsStrong growth
of Asian markets
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c. Future Growth through Market Creation
TECHNOLOGY DEVELOPMENT
Lead
ing-
edge
te
chno
logi
esLe
adin
g-ed
ge
tech
nolo
gies
Nex
t-gen
erat
ion
tech
nolo
gies
N
ext-g
ener
atio
n te
chno
logi
es
Exist
ing
tech
nolo
gies
Exist
ing
tech
nolo
gies
Products focused on market creationComfort Kindness Excitement
Nanotechnology Materials technology
Biotechnology Energy technology
Engine Body Electronics
Transmission Chassis
ITSafety
Environment
MARKETING
Assessing customer needs
Propose visions
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c. Future Growth through Market CreationNext-generation technology development : Environment
Fuel cell hybrid vehicle Toyota FCHV(limited marketing launched since December 2002)
Next-generation Prius andNext-generation hybrid system
Achieve both superior environmental and driving performance
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c. Future Growth through Market CreationNext-generation technology development : Safety
Improvement of real safety performance
Passive Safety
- Earning Euro NCAP 5★★★★((((New Avensis))))- Addressing various types of crash situations- Use of peripheral monitoring technology
Radar /PreCrash safety system(commercialized in Japan in February 2003)
PSB
Image sensor
Brake
Radar sensor
Active Safety
withoutwithoutwithoutwithoutAFSAFSAFSAFS
withwithwithwithAFSAFSAFSAFS
The world's first
The world's first
- Field of vision assistance
- Autonomy driving supportVSC, Navigation/Telematic etc.
- Network driving support
* AFS:::: Adaptive Front-lighting System
- Intelligent AFS*, etc.
The world's first
The world's first
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c. Future Growth through Market Creation
Growth potential of auto industry in the diversified societyGrowth potential of auto industry in the diversified society
3. Value: technological innovation- Investments in a wide range of R&D- Establish global standard- Achieve both superior environmental and
driving performance
2. Competition: pursue efficiency
Optimum production and development systemsContinuous cost reductions
1. Management: growth strategySpeed and diversification
Market creationAdapting to the markets
SustainabilitySocial responsibility / building trust
PassionEnthusiasm and conviction
Value chainITS / Finance, etc.
Improve customer satisfaction and realize growth
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Part ⅢⅢⅢⅢ Financial StrategyPart ⅢⅢⅢⅢ Financial StrategyTowards a long-term, stable growthTowards a long-term, stable growth
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Profit Earnings and EfficiencyGrowth and targets in operating income ratio & ROE
5.6%
7.7%
6.1%6%
8.2% 8.3%(1Q)
RO
E
10%(%)
9%(%)
6
9
10
7
~~~~~~~~
0
500
1,000
FY99 FY00 FY01 FY02 FY03 FY04 (forecast) Target
1Q ((((ROE::::12.3%))))
IF: Forex rates in FY04= Forex rates in FY03
****1Q====1st Quarter
(Billions of yen)
(US GAAP)
Ope
ratin
g in
com
e ra
tio
6.8%7.1%
9.6% 7.8%
10.4%
Operating income Operating income ratio ROE
1Q
31
FY99 FY00 FY01 FY02 FY03 FY04Unconsolidated Subsidiaries
Cost ReductionEnhanced cost reduction effects
300
(forecast)
Billions of yen
200
100
0
* FY99 – FY02: Japan GAAP (US GAAP)
32
Long-term, Stable GrowthAccumulated net income and growth in EPS
0
2
4
FY94 FY96 FY98 FY00 FY0220
80
140
200
Accumulated net income EPS (net income per share)
Trillions of yen
* FY94 – FY97: Japan GAAP
(yen/share)
(US GAAP)
33
Free cash flow Dividends & share buybacksFY99 FY00 FY01 FY02 FY03
Capital expenditures R&D
Dividend Payments & Share BuybacksFree cash flow allocated to dividend payments and share buybacks
*1. Free cash flow = Current net income + Depreciation costs - Capital expendituresSee Annex ⅠⅠⅠⅠfor a reconciliation of free cash flow to net cash provided by operating activity
*2. R&D Expenses for FY99 – FY02: JAPAN GAAP
(US GAAP)
(Billions of yen)1,000
500
0
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Banks
[March 31, 2003 ][Sept. 30, 1999]
Dramatic drop
Shareholdingsby banks
Shareholdingsby banks
VSVSIncrease in foreign shareholders(listed on NY and London Stock Exchanges in September 1999)
Increase in foreign shareholders(listed on NY and London Stock Exchanges in September 1999)
Increase in individual shareholders(reduction in stock unit in August 2000)Increase in individual shareholders(reduction in stock unit in August 2000)
Change in Share Ownership
34%15%
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Social Contribution Program CommitteeSocial Contribution Program Committee
Corporate Ethics Committee
Corporate Ethics Committee
Stock Option CommitteeStock Option CommitteeNY/London stock listing- Disclosure based on SEC standards- Identical information disclosure in New York,
London and Tokyo
NY/London stock listing- Disclosure based on SEC standards- Identical information disclosure in New York,
London and Tokyo
General shareholders’meeting
General shareholders’meeting
International Advisory Board
International Advisory Board
Labor-Management Council & Forum
Labor-Management Council & Forum
Board of directorsBoard of directors
MonitoringMonitoringMonitoring
<Monitoring>
<Internal informationmanagement>
Disclosure CommitteeDisclosure Committee
Accounting audits based on US & Japan auditing
standards
Accounting audits based on US & Japan auditing
standards MonitoringMonitoring
<Internal/externalauditing>
Mon
itorin
gM
onito
ring
Mon
itorin
gM
onito
ring
Mon
itorin
gM
onito
ring
Mon
itorin
g
President
Managing Officers
Board of statutory auditors
More than half are external auditors
Board of statutory auditors
More than half are external auditors
Faster operations/strengthened monitoring by various stakeholdersSpeedy Decision Making and Strengthened Corporate Governance
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Brand value Brand value enhancementenhancement
Motor ShowMotor ShowMediaMedia
Financial information
IR
Corporate information
PRTechnical
information
CR
IR Activities and Brand Value Enhancement
Investors & shareholders Investors & shareholders
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Part ⅣⅣⅣⅣ Technology StrategyPart ⅣⅣⅣⅣ Technology Strategy
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Akihiko SaitoExecutive Vice PresidentToyota Motor Corporation
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40
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Diversified Energy Scenario
Natural gas
Crude oilCoal
Wind PowerHydraulic/
Geothermal
PhotovoltaicInnovative
Technologies
2000 21002080206020402020
Prim
ary
ener
gy /
Prod
uctio
n vo
lum
e
1000
2000
3000
0
Cru
de o
il eq
uiva
lent
tons
(mill
ions
)
Source: NEDO
Nuclear power
Biomass
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Future Image of Powertrain Development
2000 20X0
Internal combustion engine vehicles((((ICE))))
Tota
l wor
ld v
ehic
le o
wne
rshi
p
1
0 Year
(in billions)
Internal combustion
engine hybrid((((ICE-HV)Fuel cell vehicle
2
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“Right vehicle” for the “Right place” at the “Right time”
Clean diesel engine vehicleGasoline hybrid engine vehicle
Fuel cell hybrid vehicle
NOx
NOx and PM regulatory figures for Europe
year
PM
100
CO
NOx
Hc
year
regulatory figures for Japanhydrogen gas station
Right vehicle
Right placeRight time
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Approach to Environmental Problems
Approach through life cycle of vehicle
Environmentalproblems
Production
Usage
DisposalRecycle
45
Example of LCA: CO2 Replacement
0
0.5
1
Gasoline engine vehicle
Disposal stageUsage stageProduct stage
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Example of LCA: CO2 Replacement
Usage Stage
Disposal
0
0.5
1
Gasoline engine vehicle
Disposal stageUsage stageProduct stage
Product Stage
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0
0.5
1
Gasoline engine vehicle
Diesel enginevehicle
Gasoline hybrid vehicle
Disposal stageUsage stageProduct stage
Example of LCA: CO2 Replacement
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0
0.5
1
Gasoline engine vehicle
Diesel enginevehicle
Gasoline hybrid vehicle
Fuel cell hybrid vehicle
Disposal stageUsage stageProduct stage
Example of LCA: CO2 Replacement
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Diesel Vehicle
2003 AVENSIS
with DPNR
Gasoline Hybrid Vehicle
1997 PRIUS
2003Next
generation PRIUS
Toyota’s Technology Developments
2003 TOYOTA FCHV
2003 TOYOTA
FCHVBUS Fuel Cell Hybrid Vehicle
(FCHV)
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CO2 replace in Avensis
CO2 replace
2.0L Gasolineengine
2.0L Diesel engine
100
150
200(g/km)
~~0
Comparison of the CO2 Emissions for Diesel and Gasoline Vehicles
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*particulate matter
0.25
(g/km)
NOx (g/km)
PM
0.08
0.025Diesel regulatory
0
Gasoline regulatory
Comparison of NOx and PM* Regulatory Figures in Euro4
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Diesel Engine with DPNR
EGR Cooler
Exhaust Gas
Turbo Charger
Exhaust Port Injector
EGR Valve
Oxidation Catalytic Converter
CommonRail System
DPNR Catalytic Converter
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Euro4 ('05)
Euro3 (Current)
Current average Diesel without DPNR
with DPNR
(EC mode)
NOx
PM
New Avensis
Emissions of Common Rail Engine with DPNR
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Toyota’s Technology Developments
Diesel Vehicle
2003 AVENSIS
with DPNR
Gasoline Hybrid Vehicle
1997 PRIUS
2003Next
generation PRIUS
2003 TOYOTA FCHV
2003 TOYOTA
FCHVBUS Fuel Cell Hybrid Vehicle
(FCHV)
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PRIUS: The World’s First Mass-Produced Hybrid Vehicle
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◆◆◆◆ Innovative advances in fuel economy, surpassing conventional gasoline-fuel engine
◆◆◆◆ Innovative advances in fuel economy, surpassing conventional gasoline-fuel engine
◆◆◆◆ Drastically cleaner emissions
◆◆◆◆ Drastically cleaner emissions
DoubleFuel Economy
DoubleFuel Economy
ReduceEmissions by 90 %
ReduceEmissions by 90 %
Development Goals of First-Generation Prius
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Parallel HV Series/Parallel HV( HV of Hybrids)Series HV
nonEV
Drive
*EVDrive
HV Technology Matrix
Strong
Mot
or P
ower
/ Ve
hicl
e Po
wer
Rat
io
THS Prius
THS-C:ESTIMA
THS-M:CROWN
JapaneseVehicle B
JapaneseVehicle A
****:propelled by electric motor only
THSIING Prius
SU-HV
Mild
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Next Generation PRIUS with New Hybrid System – THS II –
THS II
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Hybrid Synergy Drive
Improvement of conventional engines
Existing hybrid system
Current conventional engines
Fun to Drive
Fuel Economy Hybrid Synergy Drive
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Acceleration Performance and Fuel Efficiency in New PRIUS
Japanese HV A
current PRIUS
Bad Take-off acceleration performance Good
COROLLA(L4 1.3L))))
COROLLA (L4 1.5L))))ALLION (L4 1.8L))))
MARKⅡⅡⅡⅡ(L6 2.5L))))CAMRY (L4 2.4L))))
Good
Fuel efficiency
Bad
Next generation PRIUS
Trade-off between Fuel Efficiency and Acceleration performance
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Diesel Vehicle
2003 AVENSIS
with DPNR
Gasoline Hybrid Vehicle
1997 PRIUS
2003Next
generation PRIUS
2003 TOYOTA FCHV
2003 TOYOTA
FCHVBUS Fuel Cell Hybrid Vehicle
(FCHV)
Toyota’s Technology Developments
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The FCHV with hydrogen-absorbingalloy tankat the EVS-13 (Osaka)
◇◇◇◇The FCHV-3 with hydrogen-absorbingalloy tank
◇◇◇◇The FCHV-4 with high-pressure hydrogen tanks
◇◇◇◇The FCHV-5 with CHFreformer
◇◇◇◇FCHV-BUS1
◇◇◇◇Limited marketingwith the delivery ofTOYOTA FCHV
◇◇◇◇FCHV-BUS2
The world’s first FCHVwith methanol reformer
Development of TOYOTA FCHV
2002
20011997
1996
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Insistence on In-house Development
Next generation PRIUS (2003)
TOYOTA FCHV (2002)
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In-house Development of Toyota Hybrid System
Secondarybattery
Powercontrol
unit
Generator
Engine
Motor HybridECU
Engine & Motor & Generator Power control unit
In-house developed components
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In-house Development of FCHV SystemIndependent In-house Development of Total System Including Fuel Cell StacksIndependent In-house Development of Total System Including Fuel Cell Stacks
Motor
Aircompressor
Secondarybattery
High-pressurehydrogen
storage tank
Motor
Air compressorPowercontrol
unit
Power control unit
TOYOTAFC Stack
In-house developed components
HV EUC
TOYOTA FC Stack
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Ⅰ. World leading-technologyⅡ. Fastest commercialization in the worldⅢ. Truly effective cost reduction
Advantage of In-house Development
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1. Toyota’s technology strategy for environmental problems
(1) The mind set of “right vehicle” for the“right place” at the“right time”(2) LCA as method for evaluating vehicle environmental impact
2. Insistence on in-house development source of Toyota’s competitive power
Conclusion
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Attaining global growth and improved efficiency
Toyota Motor CorporationSeptember 12, 2003