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The favorable comments after a testdrive of the redesigned Toyota Tacoma pickup. Resale value is still a big factor in consumer preference. Sales show significant gains for this pickup.

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Even if a automobile part for assembly is manufactured in the U.S., the subparts may be sourced overseas. This makes it extremely difficult to pinpoint the country of manufacture. Toyota Siena is 90% sourced with US and Canadian parts according to the U.S. National Highway and Traffic Safety Administration. The Ford Mustang 2005 by contrast uses 65 %US and Canadian parts according to NHTSA. There is a publicity war between the US makers and the Japanese with commercials arguing about who is more American. According to the Japanese Automobile Manufacturers Association $28 billion is the amount of cumulative investment in N. America and $45 billion is the amount of annual purchases of parts, so that 67% of the Japanese brand cars sold in N. America are made there. A graph from National HighwayTraffic Safety Association shows the Average percentage of auto parts made in the US and Canada for cars sold in N. America. It shows 2 interesting things. 1. That the US makers GM and Ford are closer to 80% and the Japanese makers Toyota and Honda are about 70%. So American makers still have more American content. Note though that Nissan is only around 54 % domestic content, significantly lower. Its always been a much weaker competitor than Toyota, and its sales recently have been sluggish in the US. The Koreans are not shown here but its quite possible that their content is closer to Nissans than to Toyota or lower than Nissans. So all foreign plants may not be the same. Notice the change in Toyota from 52% domestic content to 70% domestic content, from 2000 to 2005,an 18% jump which could only result from a deliberate strategy anticipating the controversy of who is truly American and who isn't. 2. In contrast GM has definitely shifted from 92% to 80% and rapidly moving in the opposite direction than Toyota. The sea change currently underway in the American auto parts industry is in the background, with Delphi looking to increasing manufacture and sourcing overseas particularly Asia (China, India etc), to bring down costs and be competitive in a globalizing auto parts industry. In the future as Delphi shifts overseas and GM procures from China and India one could see a continuing rapid shift to higher overseas content to add the cost savings directly to GM and Ford's bottom line. ...

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Toyota says it plans to sell 8.61 million vehicles worldwide in 2011, up from an estimated 8.37 million vehicles sold in 2010. This includes sales by Daihatsu and Hino Motors. The increase in overseas sales by 8% will offset slowing sales in Japan, where sales will slump after the end of a government incentive program. The decline in Japan is for a drop by 12% to 1.93 million vehicles.

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Toyota's changes in its global architecture in 2011-2013. Reorganization to build amore tight knit management structure for better responsiveness and decisionmaking. The focus is on getting rid of bureaucracy after years of growth that led to excessive and sometimes indirect reporting layers. For instance, chief engineers now report directly to top product planning executives to speed decisionmaking and make new product introductions faster. Regional managers are now shrunk to three groups: North America and China; Japan and Europe; Australia, Russia and emerging markets. It is interesting to note that China and the U.S. are put together- the logic is based on the idea that the buyers in each group tend to have similiar buyer behaviour for vehicles, say Toyota managers. Another significant effort focusses on increasing the use of standardized parts to 50% for vehicles that are of similiar size. The Prius C, the redesigned Camry and the Etios subcompact in India, were cited recently by CEO Akio Toyoda as examples of products that have utilized these changes in methods and approach....

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After test driving a Tesla Roadster in California in April 2010, Akio Toyoda, Toyota CEO, asked a senior executive Ihara to test-drive Tesla's Model S prototype car. This has led to a deal between the two companies, Tesla Motors and Toyota. Under this deal Tesla will use the NUMMI manufacturing facilities in Fremont, California, to build the Model S electric car. Model S is Tesla version of an electric car that would fit high end customer's budget for an electric car. The Model S price is starts at $50,000. Before this Tesla build 1000 Roadster electric cars which cost $100,000 each. Tesla was given $465 million by the US governmet to make a car that would be closer to what car buyers pay for premium cars. As part of this deal Toyota will buy $50 million of Tesla stock after its IPO. Toyota will cooperate with Tesla in the development of electric car parts and production systems and engineering. Separately Toyota plans to bring its own electric car to the market by 2012.

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As sales decline in the USA auto industry even the Japanese take a hit. Toyota sales down 10% in March 2008 compared with March 2007 only slightly less than the 12% for the US auto industry as a whole. About one assembly plant worth of idle capacity exists at Toyota. Sales declines at GM and Chrysler19%, at Ford 14%. In fact Shoichiro Toyoda visited Toyota's Indiana plant last October concerned about the idle capacity at the plant. See the link to this and Toyota's senior people like the honorary chairman were concerned about what is happening to Toyota fearing that Toyota may be facing some dangers and was getting complacent.

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Toyota follows the increase of 25% for 146,000 workers at Ford, GM and Stellantis with a wage increase of its own of 9% to take wages at Toyota to $34. It cuts the time for newly hired workers to reach that level from 8 years to 4 years. The UAW had won similar gains for its workers in negotiations with Ford, GM and Stellantis. This also shows that the UAW was speaking not only for its worker base but also for workers at non unionized plants such as Toyota.

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Akio Toyoda's comments in Beijing to Chinese customers of Toyota apologizing for quality failures at Toyota. He referred to an excessive focus on market share and profits among "some people" at Toyota as the cause for this.

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A series of actions by Ford to cut prices, Toyota to have no price increases, and Hyundai to invest $21 billion to Make in USA and similar actions by GM, mean that except for about 300,000 imported German VW cars the car market in the US will have no price increases for average Americans. Foreign media and media in the US that is misleading say there will be price increases in the US for cars after US tariffs on imports from Japan of 24% and on EU of 20%, South Korea 25%.  NHK Japan reports that Toyota will not increase prices in the US despite DJT Liberation Day announcement of 24% tariff on Japanese imports including auto imports. Toyota will continue to make the 3.12 million cars it makes in Japan as well as the employment, of which 586,000 are exported. Toyota says it needs to cross the threshold of 3 million domestic car production to keep its technological capabilities.  Toyota will also look at ways to increase US production.  Hyundai is planning investments of $21 billion in the US from 2025 to 2028. Hyundai is likely to follow Toyota and make no price increases till it ramps up American production to Make in the USA. Ford is cutting prices of cars under its From America For America sales program. Ford has 568,000 cars in inventory. It has 60% capacity and can ramp up to make up for VW cars that are priced higher to give American buyers of German cars a cost effective option.  ...

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Toyota plans to spend $175 million to advertise the 2012 redesigned and reinvented Toyota Camry. Toyota will use as campaign theme, "Its ready. Are you?" It focusses on the idea that Toyota is back after recent difficulties.

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Toyota makes a sharp rebound after the recall and the tsunami in Japan. Still Takahiko Ijichi, senior managing officer, strikes a note of caution. He says "the latest numbers are not necessarily reflective of our true strength." Toyota has to contend with the slowdown in China, the problems in Europe, and the strong yen in coming months.

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Toyota forecast is for sales to drop by 6% worldwide to 7.9 million vehicles in 2011. Forecasts for 2012 however show a strong rebound to 8.48 million vehicles. Toyota faces serious difficulties from the stronger yen. Its plans for 2012 are based on increasing production significantly to 8.65 million vehicles worldwide, a significant production increase over 2011. Toyota's plans are for 45% of sales to be in China and emerging markets in 2012.

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A Toyota panel recommends having foreign directors to reduce the insularity of the headquarters management in Japan. This remains a problem not addressed by recent changes that made the Board of Directors smaller for closer interaction. This makes management and the Board less responsive in dealing with situations like the recent crisis based on safety issues in Europe and the U.S., which occur in a different cultural and media context.

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Hard hitting article by an expert in the field of manufacturing and the automobile industry. Problems facing GM and Ford in his view- Note the following: 1) The engineering system with chief engineer in charge of product, concurrent and simultaneous engineering. Better development system for new products at Toyota. 2) How to work with suppliers by leaving room for suppliers to make a profit while attacking every kind of waste jointly. 3) Hardest hitting point on the culture. GM and Ford have cultures that turn competent people into Dilberts. And noting that if ordinary people -Dilberts even- are put in a great business process they become great team players. 4) Customer Service at Lexus. Customers cheerfully pay more because they love the treatment. 5) Labor relations- Union and management know what does not make sense yet no accomodation has been reached, because their conversation has broken down. Womack's comments leave a lot to think about and reflects a feeling that seems to run outside of the midwest- that if GM and Ford can't get a grip on their problems and fix them other companies like Toyota can replace them. A sense that Toyota as a global company is as much of an American company as GM or Ford. ...

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Akio Toyoda's effort to give designers more freedom to come up with exciting cars that appeal to younger buyers. Toyota is viewed by some buyers as having "boring" designs.

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Toyota and BMW will work as partners in developing new battery powered technology for automobiles. The joint effort improves efficiency, economies of scale, and reduces development costs. In addition BMW will supply Toyota with 1.6 liter and 2.0 liter diesel engines for models in Europe.

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Toyota's gamble on large pickup trucks with its $1.2 billion assembly plant to make the V-8 engine large size Tundra pickup. Toyota now competes with Ford's F series pickup and GM's Silverado, and moves from its roots in the small car market.

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Toyota resale prices are dropping. Analysts at Kelley Blue Book estimate the price of a new Toyota Camry will fall by $500 to $1000 and a new Prius hybrid by $1000 to $1500 from the effects of the recalls now in motion. This is already in cars being resold at dealerships. Toyota was able to get higher prices for its cars because of higher resale values, so this will cut into the profitability at Toyota. The premium for Toyota used to be $1000 to $2000 on cars priced in the $20,000 to $25,00 range and this may be beginning to disappear for the first time in decades.Cost of lost sales estimated by Toyota at 100,000 vehicles from the recalls and $2.01 billion.

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Toyota sales were 9.75 million vehicles in 2012, up 23%. Sales were up 27% in the U.S. market. Dealer margins were trimmed to give more sales incentives. Sales for 2013 are forecast at 9.91 million vehicles reflecting slower growth in China. A weaker yen will make Toyota more competitive worldwide in 2013.

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Toyota benchmarks a production method of using MQB platform introduced by VW in 2012, and adopts it for its New Global Architecture for manufacturing plants. The method allows production of multiple models in one plant, and even on one production line, reducing costs by about 30%. The Prius and the Lexus will be made using this method, and Toyota will shift half its production to the new method by 2020.

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A seven member panel formed by Toyota to look into Toyota's recall problems made its recommendations recently. The panel's report says Toyota was not good at responding to criticism from outside. Company executives looked at complaints about sudden acceleration defensively or skeptically, and viewed regulators in an "adversarial" manner. The NHTSA also has come under criticism in investigations, because to some extent Toyota's close connections with the NHTSA made it possible for the company to drags its feet in responding to complaints. Edmunds.com CEO, Jeremy Anwyl, says Toyota has a stable and predictable way of doing things and this does not work well in a crisis, leaving Toyota uniquely vulnerable to this. The insularity of executives in Japan because of the lack of non-Japanese on the Board. and in other important positions, magnifies the problems when they are rooted in a crosscultural environment. Such complaints in the U.S. media are viewed differently than in Japan. The report also pointed out that safety and quality are two different things - that processes that improve quality will not necessarily produce safe vehicles. By putting safety under quality and making everyone responsible for quality, no specific executives were assigned responsibility for safety. One of the lessons learned from the recall crisis is that specific responsibility needs to be assigned for safety, and the person in charge has to report directly to the President and top managers. One of the panel members, Brian O'Neil, a former president of the Insurance Institute for Highway Saferty, says the old adage is true in this case- when everyone is responsible, no one is responsible....

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As Toyota Kirloskar moves to increase capacity at its plant in Bidadi, Bangalore, to 5000 units of the new compact car, localisation for components becomes abig part of the strategy. The goal is to achieve 90% localization by 2011 from 65% today, as parts imported from Japan cost more with the over 30% appreciation in the yen-rupee exchange rate. The Innova has 65% localization of components, and the Corolla has 45% which will be moved up to 75% and 50% respectively by 2010. The dealer network will be expanded from 82 to 150 by 2010-end and Toyota-Kirloskar wants to be in the semi-rural and rural towns. The pricing will be between aSantro top end varian and a Honda city entry variant, priced at Rs 5-7 lakhs.

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The National Highway Traffic Safety Administration failed to take action when asked by drivers to investigate incidents of unintended acceleration. It also failed to take up action with the company's quality staff in Japan- who were in charge of things related to quality- after what appeared to be years of inaction and stalling by Toyota. Where it did investigate, the agency did nothing about the complaints when Toyota failed to provide the necessary information. Internal agency documents show that since 2003 the agency opened inquiries into possible Toyota problems, and six times closed them without action of any sort. With agency managers joining Toyota after their work at the agency, there appears to have been a cozy relationship with Toyota. Add to that the lack of a steady hand at the agency- with about 6 changes in directors since 2005- and the current administrator David Strickland only confirmed in December 2009. Throughout its 6 investigations NHTSA regulators were told they have to talk not with Toyota USA but Toyota people in Japan who made the decisions and had the answers, yet no effort was made to break the logjam and get Toyota Japanese managers to provide answers. At one point State Farm Insurance brought the incidents of accidents and near accidents to the attention of NHTSA, something that happened a decade before this in the Ford Explorer roll over accidents. On both occasions NHTSA was slow to act....

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Toyota is reducing its dependence on the US market by growing in China, Russia and the Miidle East and with plans for growth in India with a lowcost car. The market in China and Russia has grown by 40% for example and this should mean there is room for overall global growth even with the slowdown in the US. In China Toyota is falling short of demand as its consistently underestimated the growth in the market. When Toyota thought the Chinese market would hit 8 million vehicles by mid 2007 it actually hit 8.5 million. So in many countries like China, Russia and the Middle East and India Toyota may be scrambling to meet demand in the future which suggests that in the long term Toyota may be less affected by the ups and downs in the US market. The US manufacturers like GM are following a similiar strategy. Competing with Toyota overseas the US makers have none ofthe liabilities they face in the US market, years of sloppy service and image, pension and health liabilities, union rules and restrictions, and they are moving some of the best technology and design into overseas markets so the competition there should be on more even ground....

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IMV architecture for rugged vehicles and the Hilux brand of vehicles for emerging markets, are two favorable factors that Toyota hopes will generate half a million more sales than the old Hilux line. Toyota has spent $1.4 billion on building plants in India, Indonesia, Argentina and S. Africa and other countries to develop the new vehicles with new chassis, engines and other parts made in developing countries. These plants say chief engineer Hoskawa help reduce costs by 20-25% for the Hilux line of rugged vehicles with new chassis. But a port strike in India which makes the manual transmitssions, and a problem at the plant in Indonesia which makes gasoline engines- which are then shipped to plants for assembly in South Africa and Argentina- could cause problems. To cushion against such events Toyota keeps 2 weeks supply of engines and other parts in Thailand.