3Toyota is Australia’s biggest manufacturer of cars
4In 2012 nearly 100,000 Camry, Camry Hybrid and Aurion left our Altona factory.
5Toyota considers Sustainability in all parts of our operation
6Carbon Foot Print of a Camry Parts Manufacture (Suppliers) = 2.64 tonne/carEmbedded energy in Materials = 5.98 tonne/carVehicle Manufacture = 1.50 tonne/carOffices &Warehouses0.13 tonnePer vehicleA/c gas= 0.65tonneLifetime use of vehicle = 44 tonne/carParts and Vehicle Logistics = tonne/carSales Activities = 0.21 tonne/car
7EEO as part of the response The EEO is a part of Toyota Australia’s response strategy to limit the impacts of the Clean Energy Future SchemeThe EEO is used as a management tool in the overall response which also includes:Toyota’s Guiding PrinciplesThe Toyota Earth CharterThe TMAP Regional Action PlanToyota Australia’s Environmental Action PlanAnnual Environmental KPI’s
8TMCA Activity – “Axe the Tax” To encourage Energy Efficiency in manufacturing, TMCA had an ‘Axe the Tax’ campaign in 2012 to:Implement Actions to reduce the impact of the CEFSOffset additional cost through identified savingsEncourage all Shops to put forward Energy Efficiency Initiatives
9ChallengesThe key challenge with using the EEO processes for Toyota Australia is turning a legislative requirement into a useful business tool suitable to our industry.How do we reconcile:Data vs InformationLegislative vs Company requirements (i.e Payback criteria)Energy vs CarbonToyota systems vs Government systems
10EEO and TEMS TMCA integrates EEO through our EMS Each shop has a multi disciplinary TEMS teamEach TEMS team has access to support from engineering and Corporate groupsEach TEMS team is tasked with finding and implementing improvement ideas
11The PDCA CycleTMCA uses the PDCA process to implement energy efficiency projectsPlan – The TEMS teams look at identifying new projects and gather all relevant data (including baselines etc).Do – The projects are assessed, approved and implemented (taking account of EEO requirements)Check – the performance of the project is measured against expectation (daily, weekly, monthly)Act – The project is integrated, standardised and shared
12Case Study: VSD Drives - Background Before Kaizen:The supply & exhaust fans in cavity wax are connected in direct online configurationThey have a current 6 times the motor rated current at start-upThis results in unnecessary energy being consumed.During Production time, the fans are running at full capacity and are being left on during non production time thus using excess energy (Gas & Electricity).Maintenance regularly have to change and repair motor belts & pulley.The conditions of these booths have changed as they are now dry booths.
13Case Study: VSD Drives - Activity Activity – Install Variable Speed Drives:Undertake detailed analysis of current power consumptionInstall Inverter to be able to control speed of FansConsult with all stakeholders regardingQuality concernsMaintenance issuesOH&S concerns
14Case Study: VSD Drives - Results After Kaizen – Supply Fan:Reduced frequency from 50 Hz to 45 Hz and then 40 HzPower reduction from 50kW to 28 kW50HZ45HZ40HZ
15Case Study: VSD Drives - Results After Kaizen – 2 X Exhaust Fan:Reduced frequency from 50 Hz to 45 Hz and then 40 HzPower reduction from 17 kW to 9 kW50HZ45HZ40HZ
16Case Study: VSD Drives - Results After Kaizen:Power savings: $23,294Gas savings: $28,071 (reduced air flow)Maintenance: $2,128 (no need to repair the belts & pulleys on a regular basis)Equipment parts cost savings: $3,950 (motors are now ramped up slowly resulting in less stress on belts and pulleys)Total savings: $57,443 per yearImplementation cost: $34,700Pay back 7 Months
17Case Study: VSD Drives - Yokoten Yokoten and Next steps:Roll out activity to other fan motors across the Paint ShopIdentify potential applications in other shops such as:Black Out Spray Booth Paint ShopTorit exhaust system in Body ShopWeld exhaust system in Press ShopEmission test Laboratory ventilation system
18Case Study: VSD Drives – Recognition TMCA acknowledges that the key knowledge about process improvements sits in the TEMS work teams and we hold an annual awards process to recognise their efforts.In 2013 there were 10 teams competing in the annual TEMS awardsThe combined savings of the projects put forward exceeded $1.4 million per yearThe 2013 Winner and submission for the Global Eco Award was the Paint Shop Maintenance VSD Drive project