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 […]
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 […]
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, […]
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 […]
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 […]