Production line

On 07 March 2003, TMV solemnly held a stamping shop opening ceremony after one year of construction at the plant located in Phuc Yen town, Vinh Phuc Province. It can be considered a significant activity in strengthening the localization of Toyota’s vehicles in Vietnam, as well as demonstrating TMV’s commitment to the investment and long-term development in Vietnam.

The Stamping shop was the last in line to be operated in TMV’s plan after the Painting shop, Assembly shop  and Inspection shop, but with its operations, Toyota became the first automobile manufacturer to have the completed production line with 5 processes: Stamping – Welding – Painting – Assembling – Inspection. According to the traditional concept of the automobile industry, the stamping technology is only effective with large-scale production. However, with advanced technology in molding and jigging together with the "new production line of global standards", Toyota has adopted the Stamping process flexibly for 4 different vehicle lines with smaller yields.

With 7 million USD of initial investment including workshops, A0 stamping machine with 1200 tons of pressure, body-parts of Corolla were manufactured first. After many years with many big investments of tens of millions dollar worth, tens of dies has helped to produce other body parts for the remaining vehicle lines.

To date, the number of dies has reached 28 sets that focused on producing under-body and shell-body details of Vios, Corolla, Innova and Fortuner. After being pressed by machines, all parts will be manually processed and then enter the jig process (cutting burr, perforating, edge and surface repair). In order to manufacture 1 product, the molds must be changed 3-4 times with 13 ~ 17 minutes for each changing while the pressing time is just 29 seconds. Therefore, unlike other shops, the pressing shop must manufacture following the Lot method.

In the stamping shop, control boards and Kanbans are used as a system to control planning, output and schedule intuitively and easily. Like other signboards, there is detailed information of the types and number of products needed to produce on Kanbans. In each work shift, on the control board, workers will look at the Kanbans to know the types and quantity of what they have to produce. Each Kanban displays one lot of the parts that need to be pressed (the quantity of parts in one lot will depend on the needs of each month and it will be considered carefully based on the production of other shops in order to avoid excess stock). When workers take one Kanban, they have to produce parts with the exact quantity and type of parts displayed on the Kanban. So, the next step will never fall into an excess or a deficiency condition because everything was pre-planned. This is one of the testaments to our efforts in applying the "Just in Time" principle of the Toyota Production System.

“Just-in-Time" means making "only what is needed, when it is needed, and with the quantity needed. In other words, this is the system in which the flows of materials, goods and products during transport, production and distribution have been planned carefully so that the next step can be implemented instantly by the end of the current step. Thereby, no items will fall into the unused or pending condition, and no labor or equipment must wait.