Toyota Motor Corporation

What does the Logo say? There are three ovals in the new logo that combine to form the * letter "T", which stands for Toyota. * The overlapping of the two perpendicular ovals inside the larger oval represent the mutually beneficial relationship and trust that is placed between the customer and the company while, * the larger oval that surrounds both of these inner ovals represent the "global expansion of Toyota's technology and unlimited potential for the future." What does the Logo say?

There are three ovals in the new logo that combine to form the * letter "T", which stands for Toyota. * The overlapping of the two perpendicular ovals inside the larger oval represent the mutually beneficial relationship and trust that is placed between the customer and the company while, * the larger oval that surrounds both of these inner ovals represent the "global expansion of Toyota's technology and unlimited potential for the future."

* Toyota Motor Corporation , commonly known simply as Toyota and abbreviated as TMC, is a multinational automaker headquartered in Toyota, Aichi, Japan.

* In 2010, Toyota Motor Corporation employed 317,734 people worldwide, and was the world's largest automobile manufacturer by production

* The company was founded by Kiichiro Toyoda in 1937 as a spinoff from his father's company Toyota Industries to create automobiles.

* Three years earlier, in 1934, while still a department of Toyota Industries, it created its first product, the Type A engine, and, in 1936, its first passenger car, theToyota AA.

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* Toyota Motor Corporation group companies are Toyota (including the Scion brand), Lexus, Daihatsu and Hino Motors,[5] along with several "non-automotive" companies.[6] TMC is part of the Toyota Group, one of the largest conglomerates in the world.

* Leadership CEO of Toyota Motor Corporation: * Dr. Tatsuro Toyoda (1992–1995) * Hiroshi Okuda (1995–1999) * Fujio Cho (1999–2005) * Katsuaki Watanabe (2005–2009) * Akio Toyoda (2009–present)

Chairman of Toyota Motor Corporation: * Shoichiro Toyoda (1992–1999) * Hiroshi Okuda (1999–2006) * Fujio Cho (2006–present) * Recent results

Top 3 Automakers Global, OICA, 2010| Group| Units| % Share| Toyota| 8,557,351| 11.0| GM| 8,476,192| 10.9| Volkswagen| 7,341,065| 9.4|

In 2010, the Toyota Motor Corporation ranked first in units produced globally, with 8.6 million units. (Market share based on OICA 2010 global total of 77,743,862)[4] For the first half of 2011, Toyota had fallen to third place, with GM first and Volkswagen second. The OICA list is usually published in late July or early August of the following year.[10][11][12]

Geographic region| Total sales ( Yen in millions)| Japan| 8,152,884| North America| 8,771,495| Europe| 3,346,013| Asia| 1,969,957| Others| 1,707,742|

The Toyota Way :

1. Base your management decisions on a long-term philosophy, even at the expense of short-term goals

2. Create continuous process flow to bring problems to the surface

3. Use "pull" systems to avoid overproduction

4. Level out the workload

5. Build a culture of stopping to fix problems, to get quality right the first time

6. Standardized tasks are the foundation for continuous improvement and employee empowerment

7. Use visual control so no problems are hidden

8. Use only reliable, thoroughly tested technology that serves your people and processes

9. Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others

10. Develop exceptional people and teams who follow your company’s philosophy

11. Respect your extended network of partners and suppliers by challenging them and helping them improve

12. Go and see for yourself to thoroughly understand the situation (genchi genbutsu)

13. Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly

14. Become a learning organization through relentless reflection and continuous improvement Toyota's management philosophy has evolved from the company's origins and has been reflected in the terms "Lean Manufacturing" and Just In Time Production, which it was instrumental in developing.[34] Toyota's managerial values and business methods are known collectively as the Toyota Way.

In April 2001 the Toyota Motor Corporation adopted the "Toyota Way 2001," an expression of values and conduct guidelines that all Toyota employees should embrace. Under the two headings ofRespect for People and Continuous Improvement, Toyota summarizes its values and conduct guidelines with the following five principles:

* Challenge * Kaizen (improvement) * Genchi Genbutsu (go and see) * Respect * Teamwork

According to external observers, the Toyota Way has four components:[36] 1. Long-term thinking as a basis for management decisions. 2. A process for problem-solving.

3. Adding value to the organization by developing its people. 4. Recognizing that continuously solving root problems drives organizational learning

The Toyota Way incorporates the Toyota Production System -------------------------------------------------

------------------------------------------------- Non-automotive activities Aerospace Toyota is a minority shareholder in Mitsubishi Aircraft Corporation, having invested US$67.2 million in the new venture which will produce the Mitsubishi Regional Jet, slated for first deliveries in 2013.[69]Toyota has also studied participation in the general aviation market and contracted with Scaled Composites to produce a proof-of-concept aircraft, the TAA-1 in 2002.[70] Philanthropy

The Toyota Municipal Museum of Art in Aichi, sponsored by the manufacturer Toyota is supporter of the Toyota Family Literacy Program along with National Center for Family Literacy, helping low-income community members for education, United Negro College Fund (40 annual scholarships), National Underground Railroad Freedom Center (US$1 million) among others.[71] Toyota created the Toyota USA Foundation.

Higher education

Toyota established the Toyota Technological Institute in 1981, as Sakichi Toyoda had planned to establish a university as soon as he and Toyota became successful. Toyota Technological Institute founded the Toyota Technological Institute at Chicago in 2003.

Toyota is supporter of the "Toyota Driving Expectations Program," "Toyota Youth for Understanding Summer Exchange Scholarship Program," "Toyota International Teacher Program," "Toyota TAPESTRY," "Toyota Community Scholars" (scholarship for high school students), "United States Hispanic Chamber of Commerce Internship Program," and "Toyota Funded Scholarship."[72] It has contributed to a number of local education and scholarship programs for the University of Kentucky, Indiana, and others.[72] Robotics

Main article: Toyota Partner Robot

Toyota trumpet-playing robot In 2004, Toyota showcased its trumpet-playing robot.[73] Toyota has been developing multitask robots destined for elderly care, manufacturing, and entertainment. A specific example of Toyota's involvement in robotics for the elderly is the Brain Machine Interface. Designed for use with wheelchairs, it "allows a person to control an electric wheelchair accurately, almost in real-time", with his mind.[74] The thought controls allow the wheelchair to go left, right and forward with a delay between thought and movement of just 125 milliseconds.[74]

Finance Toyota Financial Services Corporation provides financing to Toyota customers. Agricultural biotechnology Toyota invests in several small start-up businesses and partnerships in biotechnology, including: * P.T. Toyota Bio Indonesia in Lampung, Indonesia * Australian Afforestation Pty. Ltd. in Western Australia and Southern Australia * Toyota Floritech Co., Ltd. in Rokkasho-Mura, Kamikita District, Aomori Prefecture * Sichuan Toyota Nitan Development Co., Ltd. in Sichuan, China * Toyota Roof Garden Corporation in Miyoshi-Cho, Aichi Prefecture * Toyota Motor North America (100% – 2004)

Government bailouts Toyota's financial unit has asked for an emergency loan from a state-backed lender on March 16, 2009, with reports putting the figure at more than US$3 billion. It says the international financial situation is squeezing its business, forcing it to ask for an emergency loan from the Japan Bank for International Cooperation. It is the first time the state-backed bank has been asked to lend to a Japanese car manufacturer.

Recent company developments

2007–2011 financial crisis On May 8, 2009, Toyota reported a record annual net loss of US$4.2 billion, making it the latest automobile maker to be severely affected by the global financial crisis that started from 2007. 2009–2011 vehicle recalls

Main article: 2009–2010 Toyota vehicle recalls From November 2009 through the first quarter of 2010, Toyota recalled more than 8 million (accounts differ) cars and trucks worldwide in several recall campaigns, and briefly halted production and sales.[113][114] The US Sales Chief, James Lentz, was questioned by the United States Congress committees on Oversight and Investigations on February 23, 2010, as a result of recent recalls.[115]On February 24, 2010, Toyota CEO Akio Toyoda testified before the House Committee on Oversight and Government Reform.[116]

On April 6, 2010, The US government sought a record penalty ofUS$16.375 million from Toyota for its delayed response in notifying the National Highway Traffic Safety Administration regarding the defective accelerator pedals.[117] On May 18, 2010, Toyota paid the fine without an admission of wrongdoing.[118][119][120] The record fine and the high profile hearings caused accusations of conflict of interest. Senior managing director Takahiko Ijichi said that recall-related costs in the financial year that ended March 2010 totaled US$1.93 billion (¥180 billion).

[121] the U.S. National Highway Traffic Safety Administration, NASA and Japanese Ministry of Transporthave been involved in the investigations, driver error or pedal misapplication was found responsible for most of the incidents. This included sticking accelerator pedals, and pedals caught under floor mats. 2011 workers' strike in France

On March 31, 2011, the Toyota Factory in Onnaing, France, was hit by a strike of several hundred workers asking for more pay.[122]