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LyrArc brings in selected articles from many of the world's top publications.

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New York Times Original article ›
LyrArc Article Gist
Instead of going through layers of executives before speaking to the CEO, quality chiefs at Toyota now speak directly with the CEO. Mr. St. Angelo who heads the Quality group at Toyota for the American region met directly recently with Mr Akio Toyoda. There are in all 6 Quality chiefs for six regions worldwide. Akio's questioning during a Congressional investigation appears to be a turning point and he is determined to shake things up. He choked up at the National Press Club in Washington while thanking employees and dealers for their support. See the links to Akio Toyoda for Akio's education and experience in the U.S., which may have better prepared him for this challenge than his more parochial mindset predecessors who lacked this type of background.
The New York Times Original article ›
LyrArc Article Gist
U.S. consumer brands from iPhones to Nike sneakers are popular in China. They are also products Made in China by Chinese workers. This makes a subtle threat in Chinese media of boycotting American products less likely and not in China's interest. In earlier disputes with South Korea and Japan China resorted to tactics that included boycotting products from these countries. American products are considered as prestigious and of higher quality in China in the popular perceptions. About one third of the 800 companies that are members of the U.S. Chamber of Commerce in China have more than 1000 employees.  The U.S. has also provided much of the foreign investment that led to China's rapid growth. With it came critical technology. According to the Rhodium Group the investment by the U.S. in China between 1990 and 2017 is about $250 billion. Some projects between IBM, Walmart and Tsinghua University are high priority projects in food safety. Subtle threats in Chinese media could turn into boycott of some American products from Procter and Gamble or Nike. But as this report shows the relative affluence of employees in the Shanghai region who work at American companies depends on avoiding such a situation. ...
BusinessWeek Original article ›
LyrArc Article Gist
What is the educational system Toyota is relying on as it faces a huge problem stemming from its high growth rate of new employees overseas who have little knowledge of the Toyota Way and the Toyota Production System. Another part of the same problemis that as it ages many of the last generation of Toyota executives who were there from the inception of Toyota's early days in the USA and the early days of the extraordinary growth in the 80's and 90's will now be retiring or in their seventies and eighties. All this is happening as the American Big Three and the German manufacturers are getting new blood and going through a process of renewal, and the Americans especially are seeing themselves as the underdogs coming from behind. So Toyota's concerns can be seen in a new light, any complacency on its part is going to be costly in the long run. Toyota is using the Toyoa Institute in rural Mikkabi, Japan for training its senior executives like Randy Pflughaupt, chief of US marketing for the Toyota brand. Watanabe, presidetn, Fujio Cho chairman, and Akio Toyoda of the Toyota family personally teach there and share their personal experiences. Toyota asks executives there to come up with a problem Toyota faces and come up with a proposed solution all on one 11 by 17 sheet of paper. Hands on on the ground on site fact finding and exploration are stressed. A management school Globis in Japan instructs Toyota's middle management inthe Toyota philosophy including quality control philosophy methods such as asking the 5 Why's, why a problem is ocurring until one reaches 5 or 6 levels of answers. Global centers in USA Europe and Asia have been opened by Toyota to train roving experts who can help increase the numbers of roving experts from todays 2000 mostly at this time from Japan. These roving experts teach older employees as well as coach younger ones. Then there are the Toyota Technical Training Institutes. The one in Bangalore for example offers an intensive program for new hires to teach Toyota's basic principles. The one in Bangalore has 21 teachers. And appicants selection is tight in India just 64 out of 5000. Before working on the assembly line the applicants will spend 2 years in classes in technical training, including discipline and personal grooming. Its interesting that the applicant mentioned here was from a village where his family and friends were especially proud of his Toyota uniform and training. The idea may be to avoid the problems of trade unionism, worker feeling of entitlement and worker rights which has led to the problems in the US and in India of workers not willing to learn new things being open to new ideas. One way would be to avoid entirely areas where there has been trade union influence, history and activity such as rural Kentucky or rural Karnataka. The student Harish Hanumantayappa is 17 years old and sees this as an opportunity that was not even in his imagination, which makes for a highly enthusiastic trainee, just the kind Toyota may be looking for away from India's trade union and worker indiscipline environments in some states and regions. Reflecting on this one can note that its natural for Toyota to respond in this fashion and it may extend the period in which the Toyota Production System and the Toyota Way functions effectively. But companies like HP also had what they called the HP Way but eventually this suffered a decline as new managers and leadership came into the picture. Only now is HP recovering and getting back its step under a manager who spent his training years at NCR not a training ground for managers, but may have been chosen for his good management instincts and performance and personal characteristics. Also many of the tenets such as asking 5 Why's and the Toyota Production System except for the Just In Time Innovation are basic quality control philsophy that is practiced all over Japanese industry and is practiced worldwide and originated in quality control philosophy in the United States in the 1920's and 1930's before declining and then coming back in the 1980's with Deming and Juran two American quality control advocates. So there is a pattern of decline as new managers forget old ideas and its not clear if Toyota can overcome this tendency completely, except to sustain the memory of what Toyota is and how they got here for as long as possible for a new generation of managers. And the risks to Toyota may also come from another direction to which Toyota may not pay as much attention which is the innovation that Americans are known for, and the innovative thinking mode is a bit different from the rigorous training of the total quality mode. ction ...
Wall Street Journal Original article ›
LyrArc Article Gist
Give that information disclosure is not rapid enough or transparent in India, this writer says there are probably more Satyams out there in India's listed companies. He finds that the company's outside auditors, its Board with Krishna Palepu, a Harvard Business School Professor, and Vinod Dham one of the brains behind the Intel Pentium chip, and stock exchange regulators, all failed to exercize the due diligence and supervision that they were expected to perform. Only outside institutional investors acted and forced the company chairman to make the disclosures about its practices.
Wall Street Journal Original article ›
LyrArc Article Gist
Most of the sales increases in the U.S. market in the 2012 fourth quarter are seen as going to Toyota and Honda. The arrival of new models for the Accord and Camry and the new Civic are likely to boost the Japanese automakers.
Wall Street Journal Original article ›
LyrArc Article Gist
Matthew Slaughter of the Tuck School, Dartmouth, says that the principle of comparitive advantage should determine what America exports and imports. Under comparitive advantage each country concentrates its energies on the particular goods and services that it does better than other countries. Free trade operates under the idea of comparitive advantage, but in practice it is quite different than its textbook economic counterpart. It is constantly changing as new countries or industries in different countries try to upset the existing pattern. Under a textbook example Airbus should not exist because Boeing was the most efficient manufacturer upto that time, and new entrants in a industry are nurtured for years with support from the governments of their countries. And in some situations the governments may exclude certain companies or industries from support such as Komatsu and construction equipment in postwar Japan, and Infosys and software outsourcing in India, and still survive and grow. Under comparitive advantage Japan should still be importing construction equipment from Caterpillar in the US, and there would be no serious competition in that industry. This would work to the detriment of the principle of competition in free trade which is just as important to free trade as the idea of comparitive advantage, with new entrants in an industry upsetting the old way of doing things and creating price/quality improvements. Slaughter simply pulls back off the shelf the old idea of comparitive advantage without seriously considering its real life aspects. Without dealing with trade distortion from currency manipulation, from the impact on jobs, without considering the continuing critical role of manufacturing in developed economies to provide the standards of living for a large middle class, and creating the kind of society that people of developed countries aspire to. He mentions GE's Immelt and the President's Council on Jobs, but makes no effort to engage Immelt 's statement in his recent op-ed article in the Washington Post, that the concept of transitioning from a export-oriented economic powerhouse to a services led consumption based economy could be done without loss of jobs, prosperity and prestige, was fundamentally wrong. He has only one line for manufacturing's role in America's economy. This line says knowledge intensive industries such as education and software are just as important as manufacturing, but fails to mention that manufacturing has received less attention in recent decades. In so doing he is discounting his own profession of concern for the high rate of joblessness in the U.S., and the need for a new focus on manufacturing in the U.S. to reverse that trend. By saying that imports are not a sign of failure but can raise standards of living, and leaving it at that, Slaughter does not acknowledge that consumer debt that US consumers have taken on in the process certainly affects future prospects for the US economy. And he makes no mention of the need for rebalancing the world economy, which is exactly how free trade should work ideally. Countries that have high imports export more to rebalance the world trading system, as currency valuations are allowed to adjust makig their exports more attractive. By not taking into account the realities of free trade, and the need for practical measures to rebalance without policy induced distortions by state run economies, Slaughter ignores the idea of free trade that works as it should and for all countries. The irony is that Immelt's own committment to jobs and competitiveness has been questioned in online blogs and most recently by an editorial in the Wall Street Journal on January 26, 2011, titled "The Misallocators." That editorial refers to the outsize role of GE Capital in GE's earnings during the past decade, and the lack of credibility of a focus on competitiveness and jobs that this creates for GE. It mentions the loss of 34,000 GE jobs in the US during the last decade. ...
New York Times Original article ›
LyrArc Article Gist
China to introduce local-content requirements for alternative fuel and hybrid cars to qualify for expected subsidies. This is aimed at Toyota which imports parts from japan for the Prius and assembles it in China. National Development and Reform Commission is drafting new rules for the automobile sector. GM's solution to keeping its own technology within the company is to establish its own research center in China. Previously it had a setup research center with its partner Shanghai Automotive Industry Corporation which has 1300 employees. The new research center in Shanghai will be devoted to hybrid and other advanced technologies. The way the Chinese market is growing and becoming a key part of GM's global market GM now sees this as a good investment especially in the light of the new local content rules and the fact that with its own research center the technology will not be able to be copied. Note that Honda, Ford and VW also have announced plans for their own research centers....
The New York Times Original article ›
LyrArc Article Gist
Claire Cain Miller points to the high cost of child care in the U.S. and the benefits to society from providing affordable child care. It has a high impact on women's employment and incomes, and ability to pursue opportunities in education and career. The effect on children especially for low income families is enormous. Average cost for child care in the U.S. is by one estimate $16,514. The higher the quality of care in early years the better the outcomes are for children in education, careers, income, and later in life.

Wall Street Journal Original article ›
LyrArc Article Gist
NHTSA and NASA conclude a 10 month investigation in Feb 2011, saying that "pedal misapplication" not faulty electronics were the likely cause of unintended acceleration of Toyota vehicles.
Wall Street Journal Original article ›
Washington Post Original article ›
LyrArc Article Gist
This op-ed essay by the President of Toyota Motor Company, Akio Toyoda, talks frankly about the situation that led to the quality failures at Toyota and promises that Toyota will try to live up to the ideals that shaped its beginnings some 70 years ago. Toyota had humble beginnings in the thirties when the original founder of Toyoda was in the textile loom manufacturing business. Following a new venture in automobiles in the 1930's, for three decades Toyota was only trying to catchup with the U.S. in auto manufacturing. It started with the current chairman Shoichiro Toyoda's father -and Akio Toyoda's grandfather Kiichiro- visiting a Professor of Metallurgical Engineerig at a university in Tokyo to collect ideas and information for entering the automobile manufacturing business. Akio Toyoda seems quite cognizant of these beginnings in this essay. Action steps he mentions are a top down review of global operations, establishing an Automotive Center of Quality Excellence in the United States, and asking a blue-ribbon safety advisory group of outside experts in quality management to independently review Toyota's operations, with the findings made public. Akio Toyoda points to the lack of effective communication in quality matters in its global operations that led to the problem festering for so long. He says that in regard to sticking accelerator pedals, Toyota "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 also moved to address problems in its Prius and Lexus HS250h models for anti-lock braking systems....
New York Times Original article ›
WSJ Original article ›
LyrArc Article Gist
This editorial in the Wall Street Journal says faster approvals at the Food and Drug Administration have helped bring more generic drugs to market lowering prices for the public. In 20 months the Trump administration approved 1617 generic drugs, 81 a month on average or a 17% increase over the preceding 20 months. Council of Economic Advisers in October said this was a saving of $26 billion for the public.

President Trump is looking at price controls as a way to bring down drug prices. With increasing outcry about high drug prices in the U.S. the Trump administration and Democrats in Congress are looking for new approaches to bring down prices.

WSJ Original article ›
New York Times Original article ›
Wall Street Journal Original article ›
Wall Street Journal Original article ›
LyrArc Article Gist
Samsung shipments of Galaxy smartphones S4 is estimated at 7 million per month for the 2nd quarter of 2011, increasing from the 6 million a month for the earlier model S3 smartphones, but much lower than the expected 10 million a month S4 shipments. Because other manufacturers can also make the Android smartpones and the uncertain reception for new features such as waterproof or large zooming camera lens, the sales of the Galaxy models do not have the same momentum as they did in 2012. Samsung gets over 70% of operating profits from smartphones. According to IHS iSuppli 63% of smartphone components are sourced inhouse by Samsung providing a cushion for margins and profits. Unlike Apple Samsung makes its own displays and memory chips preferring to do manufacturing within the company. About 5.7% of Samsung's operating profit in 2012 was from sales of components to Apple, according to Sanford Bernstein. Markets have apparently priced in the slower sales of Galaxy and the prospect of a drop in smartphone prices, with Samsung stock price down 10% in June 2013, and the share price at 6.4 times forecast 2013 earnings, according to FactSet. Apple shares trade at 10.8 times 2013 earnings....
Wall Street Journal Original article ›
Wall Street Journal Original article ›
LyrArc Article Gist
China's GDP growth for the 4th quarter of 2012 was 7.9% over prior year, increasing from 7.4% in the third quarter of 2012, according to the National Bureau of Statistics. GDP growth for 2012 was 7.8%, down from 9.3% in 2011. Growth is stabilizing at 8% which shows China is managing the economy, slowing the growth rate with a smaller stimulus planned in 2013, and working on sustainable growth for the longer term. This is a significant positive as a new leadership takes over in China and sets priorities for stable growth, and improvements in housing and health care.
Wall Street Journal Original article ›
Wall Street Journal Original article ›
New York Times Original article ›
Wall Street Journal Original article ›
LyrArc Article Gist
GM and Ford improving in reliability while Toyota drops in the reliability list.
Wall Street Journal Original article ›
LyrArc Article Gist
Siobhan Gorman of the Wall Street Journal interviews Michael Morrell of the U.S. Central Intelligence Agency. Mr Morrell has been at the CIA for 31 years and is a senior advisor to General Petraeus, new head of the CIA. Here he describes the efforts of the CIA and his advice to Gen. Petraeus.
New York Times Original article ›

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