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A LETTER FROM PRESIDENT OF TOYOTA

Saturday, February 13th, 2010
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Here is a Powerful Letter From The Preident Of Toyota Motor Company…toyota emblem

More than 70 years ago, Toyota entered the auto business based on a simple, but powerful, principle: that Toyota would build the highest-quality, safest and most reliable automobiles in the world. The company has always put the needs of our customers first and made the constant improvement of our vehicles a top priority. That is why 80 percent of all Toyotas sold in the United States over the past 20 years are still on the road today.

When consumers purchase a Toyota, they are not simply purchasing a car, truck or van. They are placing their trust in our company. The past few weeks, however, have made clear that Toyota has not lived up to the high standards we set for ourselves. More important, we have not lived up to the high standards you have come to expect from us. I am deeply disappointed by that and apologize. As the president of Toyota, I take personal responsibility. That is why I am personally leading the effort to restore trust in our word and in our products.

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.

Two weeks ago, I pulled the andon cord for our company. I ordered production of eight models in five plants across North America temporarily stopped so that we could focus on fixing our customers’ vehicles that might be affected by sticking accelerator pedals. Today, Toyota team members and dealers across North America are working around the clock to repair all recalled vehicles.

But to regain the trust of American drivers and their families, more is needed. We are taking responsibility for our mistakes, learning from them and acting immediately to address the concerns of consumers and independent government regulators.

First, I have launched a top-to-bottom review of our global operations to ensure that problems of this magnitude do not happen again and that we not only meet but exceed the high safety standards that have defined our long history. As part of this, we will establish an Automotive Center of Quality Excellence in the United States, where a team of our top engineers will focus on strengthening our quality management and quality control across North America.

Second, to ensure that our quality-control operations are in line with best industry practices, we will ask a blue-ribbon safety advisory group composed of respected outside experts in quality management to independently review our operations and make sure that we have eliminated any deficiencies in our processes. The findings of these experts will be made available to the public, as will Toyota’s responses to these findings.

Third, we fully understand that we need to more aggressively investigate complaints we hear directly from consumers and move more quickly to address any safety issues we identify. That is what we are doing by addressing customer concerns about the Prius and Lexus HS250h anti-lock brake systems.

We also are putting in place steps to do a better job within Toyota of sharing important quality and safety information across our global operations. This shortcoming contributed to the current situation. 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. I have spoken with U.S. Transportation Secretary Ray LaHood and given him my personal assurance that lines of communications with safety agencies and regulators will be kept open, that we will communicate more frequently and that we will be more vigilant in responding to those officials on all matters.

In recent years, much has been written about what we call “the Toyota Way” — the values and principles at the heart of our company. Chief among these is our unwavering commitment to continuous improvement: going to the source of a problem and fixing it. While problems with our cars have been rare over the years, the issues that Toyota is addressing today are by far the most serious we have ever faced.

But great companies learn from their mistakes, and we know that we have to win back the trust of our customers by adhering to the very values on which that trust was first built. The hundreds of thousands of men and women at Toyota operations worldwide — including the 172,000 team members and dealers in North America — are among the best in the auto industry. Whatever problems have occurred within our company, the strength and commitment to fix them resides within our company as well.

You have my commitment that Toyota will revitalize the simple but powerful principle that has guided us for 50 years: Toyota will build the highest-quality, safest and most reliable automobiles in the world.

The writer is president of Toyota Motor Co.

TOYOTA QUALITY…WHAT NOBODY’S SAYING!

Saturday, February 6th, 2010
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Toyota Quality Is Legendary. Is Toyota Quality slipping? The attached shows how few recalls Toyota has had in the last 20 years compared to the Big 3.  All of this was done while surpassing them in Sales. People Need To See This!…Share This Information!

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TOYOTA SUSPENDS SALES AND PULLS “ANDON” ON 8 MODELS TO “NIP IT IN THE BUD”

Tuesday, January 26th, 2010
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Toyota is suspending U.S. Sales on 8 popular Car and Truck models to fix a potential Accelerator, Throttle, Gas Pedal Problem. These models include the following: the 2009-2010 RAV4, the 2009-2010 Corolla, the 2007-2010 Camry, the 2009-2010 Matrix, the 2005-2010 Avalon, the 2010 Highlander, the 2007-2010 Tundra and the 2008-2010 Sequoia.toyota suspended sales

This is a Good Thing…There is a passage from (Jeremiah 6:16) that says:”Stand at the crossroads and look; ask for the ancient paths, ask where the good way is, and walk in it, and you will find rest for your souls.”

The Toyota Production Process operates on a set of its own foundation principles and paths somewhat ancient in origin and involve process concepts of Jidoka, AndonGenchi Genbutsu, and a few others. Jidoka is a term that has evolved to mean automation with a human touch or the ability to stop production lines anytime at the sight of a problem. Andon refers to realtime visual and physical controls about current production state of affairs; Any Toyota worker can stop the production line  any time at the sign of trouble by pulling an “ANDON CORD”. Genchi Genbutsu is to “Go and See” and is the belief that practical experience is more valuable than theoretical knowledge; “One must see the problem to know the problem”.

Toyota is calling upon its own successful ancient paths of experience by taking Bold Action to pull the “Andon Cord” on Sales and Production of 8 U.S. Popular Core Product Vehicles so that they can apply “Genchi Genbutsu” to quickly and effectively solve and eliminate once and for all any Accelerator problem it may have with the suspended vehicles. Toyota is willing to do this for as long as it takes to eliminate any problem that might exist.

Yes, this is a Bold and Risky Move; yet a move that Must Be Taken and one that is True to the Heart Of Toyota Integrity. Think about it, instead of continuing to build and sell football field after football field full of defect laiden product like domestic manufacturers have done in the past, Toyota is stopping everything to get it right, “Nip It In The Bud”, before they allow business to continue. What a novel concept,,, stopping everything to get it right before allowing business to continue…Come to think of it,,, the U.S. Government could learn a few things here…….

Toyota is going the extra mile to reassure people that they really care about the customers. This is something that is going to be a short-term hardship on Dealers and Toyota; yet, in the long-term a homerun for Toyota , Dealers, and Customers.

God said follow the ancient paths. He probably taught Barney Fife to “Nip It In the Bud”. Toyota is using both to solve this one…