豊田会長講演「“トヨタらしさ”を取り戻す戦いに終わりなし」｜トヨタイムズニュース

Summary

Toyota President Akio Toyoda reflects on his leadership journey since becoming president in 2009, overcoming crises like the recession and recalls. He discusses transforming Toyota by focusing on making better cars, empowering frontline workers, and taking personal responsibility. Toyoda emphasizes learning from genba (the real place), the power of the Toyota Production System philosophy, and the importance of maintaining Toyota's founding principles while adapting to changing times.

Takeaways

• 😊 Humble beginnings working on the factory floor shaped his management philosophy and connection to TPS
• 👨‍💼 Saw the gap between efficient production and inefficient distribution; began improving dealer operations
• 🚘 Launched Gazoo racing to prove Toyota can build exciting sports cars, despite criticism
• ⚙️ TNGA enabled shared platforms and restored Toyota’s diverse product portfolio
• 🏭 Company structure shifted from HQ-driven to plant-driven decision making
• 😤 Refused to compromise during recalls crisis; promised transparency and taking responsibility
• 🔧 Hands-on leadership style - constantly visiting sites and making difficult decisions
• 💪 Persevered through huge crises like the recession and recalls
• 🌍 Taking a customized, multi-pathway approach to carbon neutrality
• 🙏 Emphasizes the spirit of teamwork and gratitude across the organization

Q & A

What was the turning point in Akio Toyoda's life that sparked his interest in cars?

When Akio was 10 years old, his father took him to see the Japanese Grand Prix at Fuji Speedway. Seeing the fast, loud cars and the exciting atmosphere made him fall in love with cars.

How did Akio's co-workers at the factory treat him when he first joined Toyota as a new employee?

At first, people were wary of getting too close to him because he was the son of the company president. But the factory workers treated him as a regular new employee and helped him fit in.

What lessons did Akio learn from working on the factory floor at Toyota?

He learned the Toyota Production System (TPS) directly from experienced workers. TPS values genchi genbutsu (go and see for yourself), which shaped Akio's hands-on management style.

Why was the Lexus brand criticized as being "boring"?

Under Toyota's focus on expansion and profits, Lexus vehicles were designed primarily for the profitable North American market. This led to uninspiring designs compared to European luxury brands.

How did Akio try to change the culture at Toyota?

He reduced hierarchy, encouraged roles over titles, increased communication, and led by example - racing cars and test driving despite criticism.

What was Akio's goal with the Gazoo racing team?

He wanted to challenge the notion that Toyota couldn't build an exciting sports car. Gazoo became a tuning fork for developing vehicles with better driving dynamics.

How did the global financial crisis impact Toyota?

Toyota reported its first ever operating loss in 2009. Akio was appointed president to lead Toyota through the crisis despite being unpopular internally.

What criticisms did Akio face as an unproven president?

He was seen as too young, inexperienced, and unable to handle a crisis compared to older Toyota veterans. Many felt he would fail and should resign quickly.

How did Akio lead Toyota through major crises as president?

By making difficult decisions with conviction, taking responsibility, and tirelessly working on the frontlines to understand problems and demonstrate leadership.

What does Akio see as the never-ending battle as Toyota's president?

Ensuring that Toyota's culture of genchi genbutsu and frontline problem-solving endures, and preventing the company from slipping back into top-down bureaucracy.