Quotes About Toyota

My dream was to go to Nashville. I had my sights set on my dream. I used to have an '89 Toyota Ford truck. On the front of the truck, I had this license plate with cowboy boots and a guitar that I had airbrushed at Wal-Mart. It said 'Chasin' A Dream.' That was kind of my motto.

Toyota would be credited for its just-in-time theory of manufacturing, in which parts arrived from suppliers just in time to be part of the final assembly. But in any real sense that process began at the Rouge. Toasting Philip Caldwell, the head of Ford who in 1982 was visiting Japan, Eiji Toyoda, of the Toyota company, said, "There is no secret to how we learned to do what we do, Mr. Caldwell. We learned it at the Rouge.

I can't help thinking the failed New York bomber would've done far more damage if he'd simply driven throught Times Square in a Toyota.

Back in 2005, I introduced a thing which, I don't mind saying this - I mean, we stole it, at least in its basic form, from Toyota - it's called World Class Manufacturing. I mean, it's this pretentious title for something which really involves the revisiting of the manufacturing processes of dedication to the removal of waste.

The harsh reality is that America moves on four wheels, powered by conventional internal-combustion engines. At this point, while the elite media (excluding Newsweek) trumpet the benefits of hybrids and Ford and Toyota plan to lead the nation into a low-powered, high-mileage hybrid Utopia, the multitudes remain loyal to the gas-guzzling family bus in the driveway.

There's no end to the process of learning about the Toyota Way. I don't think I have a complete understanding even today, and I have worked for the company for 43 years.

One Toyota executive stated the sentiment well, "Team members are the only appreciating asset we have. Everything else starts depreciating from the moment we buy it.

Toyota's concept of a good process is one that expects and reveals problems, without blame, not one that is problem-free.

A lot of the car companies are understandably looking at the terrific job that Toyota has done by partnering with NASCAR and the success and all the things that come along with that. They've been an incredible success story for a car manufacturer looking to come into a sport that's very difficult to come in, compete and win every weekend.

I am just so proud to be able to take my NAPA car, my NAPA Toyota, to the West Coast and race in front of the fans in Southern California.

The problem is Twitter is designing the metaphorical equivalent of a Toyota Prius. A car for the masses. While I want a Formula One race car.

It had to be the best bargain in Toyota history

I rolled the second car that I ever owned, a Toyota 4 Runner. This was winter in Colorado, two weeks before the 2002 Olympic trials. I was driving in the outside lane, and my rear tire caught some black ice, and we totally turned sideways to the point where we were heading right toward the median.

I myself, as well as Toyota, am not perfect. I, more than anyone, wish for our customers' cars to be safe.

Toyota has announced it will start integrating Microsoft technology into their vehicles. It's perfect for the person who wants a car that crashes every ten minutes.

Adhering to the flow concept mandates the abolishment of local efficiencies. Ohno addressed this issue again and again in his books, stressing that there is no point in encouraging people to produce if the products are not needed in the very short-term. This emphasis is probably the reason that outside Toyota TPS first became known as Just-in-time production.7

Tigers go by several different names here, and one of them is Toyota-because, during the 1990's, that is what you could buy with one.

Learning to see waste and systematically eliminate it has allowed lean companies such as Toyota to dominate entire industries. Lean thinking defines value as 'providing benefit to the customer' anything else is waste.

Toyota discovered that small batches made their factories more efficient. In contrast, in the Lean Startup the goal is not to produce more stuff efficiently. It is to-as quickly as possible-learn how to build a sustainable business.

In my Toyota interviews, when I asked what distinguishes the Toyota Way from other management approaches, the most common first response was genchi gembutsu—whether I was in manufacturing, product development, sales, distribution, or public affairs. You cannot be sure you really understand any part of any business problem unless you go and see for yourself firsthand. It is unacceptable to take anything for granted or to rely on the reports of others.

Learning to see waste and then systematically eliminate it has allowed lean companies such as Toyota to dominate entire industries.

lean manufacturing, a process that originated in Japan with the Toyota Production System,

The ideal goal is to achieve small batches all the way down to single-piece flow along the entire supply chain. Each step in the line pulls the parts it needs from the previous step. This is the famous Toyota just-in-time production method.

todavía es más impresionante el hecho de que Toyota haya creado la organización de aprendizaje más avanzada de la historia. Ha demostrado la capacidad de desencadenar la creatividad de sus empleados, conseguir un crecimiento consistente y producir nuevos productos innovadores sin cesar a lo largo de casi un siglo.[13