Grow Leaders Who Thoroughly Understand the Work

Apr 1st, 2009

Toyota leaders have a distinctive approach and philosophy that fits the Toyota Way. The two-dimensional leadership matrix helps depict what distinguishes leadership at Toyota from leadership at other companies. On the one hand, leaders can either rule by top-down directives or use a bottom-up involving style to develop people so they can think and make […]

Mar 31st, 2009

In a traditional auto company, it is difficult to pin down where the real responsibility for a new vehicle development program lies. Many departments and many executives have partial responsibility. If you want to find who has responsibility for a new vehicle development program at Toyota, find the chief engineer (CE), because the buck stops […]

Mar 30th, 2009

Shotaro Kamiya was to Toyota Motor Sales what Ohno was to the Toyota Production System. His leadership defined the sales philosophy of Toyota. Like most Toyota leaders, Kamiya could be described as a self-made man. Unlike most Toyota employees today, who are hired directly out of school, he joined Toyota as sales manager in 1935, […]

Mar 29th, 2009

Given that the Toyota Way is to make decisions slowly, thoroughly considering alternatives (see Make Decisions Slowly by Consensus,Thoroughly Considering All Options; Implement Rapidly (Nemawashi) on nemawashi), it was not surprising that Toyota took a very long time to establish NUMMI, its first American plant, and then took its time setting up Toyota, Georgetown. While […]

Mar 28th, 2009

Even when Toyota promoted someone from an unusual part of the company to save it from impending doom, there has never been a sudden change of direction. Perhaps this is the concept of eliminating muri (unevenness) at work at the executive level. It seems that, throughout Toyota’s history, key leaders have been found within the […]