Quotes About Toyota

which of our efforts are value-creating and which are wasteful? This question is at the heart of the lean manufacturing revolution; it is the first question any lean manufacturing adherent is trained to ask. Learning to see waste and then systematically eliminate it has allowed lean companies such as Toyota to dominate entire industries.

paradoxical Toyota proverb, "Stop production so that production never has to stop." The

paradoxical Toyota proverb, "Stop production so that production never has to stop.

The hundreds of thousands of men and women at Toyota operations worldwide - including the 172,000 team members and dealers in North America - are among the best in the auto industry.

In a Toyota, the cops don't think about stopping you so much.

I can't really rap the way rappers rap; I drive a 2002 Toyota Avalon.

I love driving. I still drive a 1993 Toyota Camry. I do want to get an electric car, but it's less of a carbon footprint if you keep your old, fuel-efficient car on the road than if you say 'build me a whole new car.'

Toyota is doing a neat job coming in to the sport - no one ever thought that there would be a day when Toyota would participate in an American-made, American-born sport like Nascar but they're doing a fantastic job.

I've developed a huge regard for Toyota for its environmental awareness, for its immense commitment to research and development in this field, and for its leadership in developing hybrids which others are now following.

I drive a tiny Toyota iQ. I'm quite frugal and often cut my own hair.

My first car was a Toyota 4Runner when I was 17. I paid for it myself. I was very happy.

Disruption is continuously afoot in every industry, but especially in autos. It is how Toyota, Nissan and Honda bloodied Detroit: They did not start their attack with Lexus, Infiniti and Acura, but with low-end subcompact models branded Corona, Datsun and CVCC.

There is a lot of development to be done at Toyota. It will be tough in the beginning, but the chances are very good, so that is why I decided on this team in the first place.

One thing I've learned with Toyota being in our state is that they care for the communities where they do business - it is, after all, their home, too. And they prove it every day.

The production philosophy pioneered by Toyota calls for a focus on those activities that create value for the customer and the systematic eradication of everything else.

Pensamiento Toyota: gestión diaria normal = mejora de procesos

Un flujo pieza a pieza al menor coste posible.» Tal como hemos visto en el capítulo 3, esta visión no procede de Toyota ni de Japón, y ya ha sido perseguida desde hace unos cuantos cientos de años. ¿Por qué no adoptar esta visión de la producción ampliamente reconocida y ponerse en marcha?

A través del ajuste de lo que se aprende a lo largo del camino, Toyota avanza como lo haría un científico. Con cada nueva constatación empírica, el científico ajusta el rumbo para aprovecharse de lo que ha aprendido. Aprendo cada día lo que necesito saber para hacer el trabajo de mañana. Explicación del historiador ARNOLD J. TOYNBEE relativa a su alta productividad Nada en el horizonte puede tener una

Figura 5.11. La pauta heijunka como estado objetivo. Heijunka es una de las técnicas más importante del arsenal de herramientas de Toyota, y un estado target u objetivo especialmente útil porque el esfuerzo por alcanzarlo arroja luz sobre muchos elementos del proceso de montaje y el flujo de valor asociado. Una vez que hayamos entendido que heijunka, o nivelación, no es un corsé, sino un estado objetivo, podremos cosechar mejor los beneficios de haber ido tras el mismo.

The Toyota make was found to be number one in market share among both engineers and millionaires in general.

My surveys indicate that there is a significant correlation between income and satisfaction with life. In other words, earning more money may make you somewhat happier, but spending that money (particularly on cars) won't. If we make the appropriate statistical adjustments for income differences in life satisfaction, then we find that the average satisfaction among Toyota drivers [vs BMW] is higher. p173

DevOps and its resulting technical, architectural, and cultural practices represent a convergence of many philosophical and management movements (including): Lean, Theory of Constraints, Toyota production system, resilience engineering, learning organizations, safety culture, Human factors, high-trust management cultures, servant leadership, organizational change management, and Agile methods.

Theory of Constraints, Lean production or the Toyota Production System, and Total Quality Management.

The Third Ideal is Improvement of Daily Work. Reflect upon what the Toyota Andon cord teaches us about how we must elevate improvement of daily work over daily work itself.