Quotes About Toyota

While the foundation of DevOps can be seen as being derived from Lean, the Theory of Constraints, and the Toyota Kata movement, many also view DevOps as the logical continuation of the Agile software journey that began in 2001.

On a hairpin turn, above the dead forest, on no day in particular, a white Toyota crashed into a black Mercedes, for a moment blending into a blur of gray.

Longitudinal data sets are the research equivalent of a Ferrari. Not surprisingly, we can't always have the Ferrari. The research equivalent of a Toyota is a cross-sectional data set.

I announced to Kate, who was still wearing her scarf over her face, "I want to be a warlord." No reply. "But I want to ride a white Arabian stallion. Not a Toyota." "The only leather that's ever come in contact with your ass is your La-Z-Boy.

She'd tried to program it when they'd gotten into the Toyota, but it had refused to turn on. Once, the GPS had only spoken in a heavy German accent for weeks. Julian had decided it was possessed.

Toyota has 10 plants in the United States... and employs more than 130,000 Americans. If I were Mr. Trump, I'd treat them with more respect.

This line of thought led Toyota (and others) to conclude, eventually, that it often is more profitable to empower workers to be flexible "learning machines" than it is to invest in new capital equipment.

The Toyota style is not to create results by working hard. It is a system that says there is no limit to people's creativity. People don't go to Toyota to 'work' they go there to 'think'.

For much of Toyota's history, we have ensured the quality and reliability of our vehicles by placing a device called an andon cord on every production line - and empowering any team member to halt production if there's an assembly problem. Only when the problem is resolved does the line begin to move again.

With respect to sticking accelerator pedals, we failed to connect the dots between problems in Europe and problems in the United States because the European situation related primarily to right-hand-drive vehicles. Toyota will increase its outreach to government agencies charged with protecting the safety of motorists and passengers.

Toyota was the first to put a commercial fuel cell powered car on the road, and I have no doubt that Toyota will continue to be in the front lines in the development of competitive fuel cell vehicles.

My first car was a 1986 Toyota pickup.

The two pillars of the Toyota production system are just-in-time and automation with a human touch, or autonomation.

What do you miss, no longer working at Toyota?" He replied, "No longer discussing perfection with people.

why American industry adopted lean manufacturing 30 to 40 years after these methods began to produce benefits in Japan? Was it because the Japanese hid this approach from Western eyes? No. American industry waited until the full-scale implementations of these ideas at Toyota could no longer be ignored.

Iconcentrated on driving for a couple of minutes, getting us out of a pod of Texans headed up the freeway in what seemed to be a test of Chaos Theory: you sensed an order in their driving, but you couldn't say exactly what it was. I could see the Toyota pickup at the head of the pack, like the lead dolphin.

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.

Toyota was the first to put a commercial fuel cell powered car on the road, and I have no doubt that Toyota will continue to be in the front lines in the development of competitive fuel cell vehicles.

Un ejemplo de una visión a largo plazo útil y no demasiado restringida es la visión inicial de Toyota Motor Corporation de «Mejores automóviles para más personas».6 ¿Qué

Visión de Toyota para sus operaciones de producción Tal como se representa en la figura 3.5, Toyota ha perseguido durante varias décadas una visión a largo plazo de sus operaciones de producción que consta de:7 •Cero defectos. •Cien por cien de valor añadido. •Flujo de una sola pieza, en orden, a petición. •Seguridad para las personas. Figura 3.5. Visión de Toyota de las operaciones de producción.

Una pregunta elegante al respecto que aprendí de Toyota es: «¿Qué impide a los operarios trabajar de acuerdo con el estándar?» Yo le animo a utilizar esta pregunta cuando esté procurando alcanzar un estado objetivo, porque dicha pregunta modifica su forma de pensar y cambia el lugar donde dirige su mirada cuando surge un problema. Sea duro con el proceso, pero blando con los operarios TOYOTA

Toyota ha considerado desde hace tiempo que una de las ventajas competitivas de la compañía es su capacidad para resolver problemas de forma permanente y para mejorar procesos estacionarios. El capital intelectual de la compañía es tremendo gracias a que la totalidad del personal de la compañía está encargada de resolver los problemas propios de su puesto. Declaración de KATHI HANLEY

Toyota: «Sobrevivir a largo plazo como compañía a través de la mejora y de la evolución del modo de fabricar buenos productos para el cliente.» Figura 3.2. Filosofía de Toyota.