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Akio Toyoda, CEO of Toyota may be out of step with the times. As other companies move forward in leaps in developing electric vehicles, Toyota moves slowly and deliberately. Now he is stepping back and Toyoda who is 66 years old is giving the CEO position to 53 year old engineer Koji Sato. When it comes to digitization, electrification and connectivity, Toyoda says that he belongs to an older generation and he wants the younger generation to decide what future mobility will look like.  Toyota under Akio Toyoda has concentrated on hybrids and plug in hybrids which make up about 30% of global sales. Toyota has fallen so far behind in Ev vehicles that it is not even in the top ten car companies making EV's in the US. Its belief was that from an emissions standpoint hybrids do just as well as EV vehicles. By 2035 only zero emission vehicles will be allowed in the EU. In California this includes plug in hybrids only by 2035. Toyota is now making a U turn after studying Tesla's approach and using a new platform dedicated to EV's and set a goal of 3.5 million EV vehicles by 2030.   ...

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The story of Eiji Toyoda is largely the story of the modern Toyota company. He guided the company as president from 1967 to 1982 and following that as chairman and senior advisor, a service that spans the entire period from the formation of Toyota during the 1930's by Sakichi Toyoda and his son Kiichiro Toyoda till today. Eiji was Sakichi Toyoda's nephew, and 18 years younger than Kiichiro. He worked in the company's textile loom business in the early days before the formation of the company to manufacture automobiles as an entrepreneurial venture by Sakichi and Kiichiro. An auobiography by Eiji Toyoda pubished by Kodansha in 1985 tells the story- Toyota- Fifty Years In Motion. Most of the prewar period was spent manufacturing buses and motorized vehicles for the military. It was after visits to Ford's Rouge automobile plant in Detroit in the fifties that Eiji first picked up the ideas for a suggestion system and getting workers to provide ideas and make improvements that later became kaizen. Eiji was born in 1913 before the beginning of the first world war and passed away at the age of 100 in 2013. He lived a remarkable life that witnessed most of the events of the twentieth century, the transition from a militaristic to a peace loving nation, and technological progress in many fields. The technological evolution continues with the development of electric cars. In the early days of the automobile Sakichi had imported a German electric car which was limited by the short battery charge, a limitation Toyota and other companies are still tackling to this day, showing the technological challenges still ahead. The story of Toyota shows pioneering efforts and progress is continuous, as Toyota picked up the ideas from Ford and added new ones of its own for better products. Family companies with dedicated service spanning a century are rare and Toyota is one of these companies. When the recall crisis of 2011 brought the young CEO, Akio Toyoda, Kiichiro's grandson, to the verge of tears at a public event, the memories of a generation of leaders and the need to live up to their ideals and the work that preceded him must have gone through his mind....

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The EV strategy of Toyota's new CEO Koji Sato is to make large upfront investments in EV dedicated parts and manufacturing methods. Koji Sato says "We've seen the kinds of EV's we're aiming for. Now that the timing is right, we will accelerate that development with a new approach." Under the former CEO Akio Toyoda Toyota fell behind in electric vehicles, as competitors surged ahead.

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Akio Toyoda of Toyota Motors resisted making a full scale commitment to EV's leading to Toyota falling behind in EV technology, ceding leadership to Chinese, American and German companies. This report in WSJ looks at how this happened. Toyota vehicle sales are declining and VW has overtaken Toyota. Toyoda failed to make a commitment to a date for going all electric and this has led to criticism of his management of the company and seen as resistance to the climate transition to EV's in the automobile industry putting behind the period of fossil fuel driven cars. Toyoda is the grandson of Kiichiro the founder of the company when it was in textiles in the 1920's. He says the the role of CEO is very lonely and very hard, as his early years were spent without the team spirit seen at the top and he was closer to the grassroots. He is now chairman and has given the decisions of the transition to EV's to the new CEO, Mr. Koji Sato.

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Yoshimi Inaba, who now heads the North American operations of Toyota, thinks Toyota became complacent and lost touch with the customer. He says Akio Toyoda, the new CEO, wants to put some "passion" back in the company, and to see local executives speed up the decisionmaking at the company.

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GM's decision to close the NUMMI plant, a joint venture with Toyota that makes the Pontiac Vibe which is being discontinued, the Corolla, and the Tacoma truck. Its a way to reduce excess capacity for Toyota but also is a sensitive point as Toyoa has pledged to keep plants open. Toyota may decide to make the Prius at NUMMI. About 4600 workerts are employed in the San Francisco Bay area at the NUMMI plant.

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Toyota moves back to its utilitarian roots, where costs matter and pricing matters. Higher cost technological advances are being rejected in favor of older approaches that accomplish the same thing in the manufacturing process at alower cost. And pricier features like the solar ventilation system option on the new Prius are being rejected so that the price can be made more competitive with American cars. Even the idea of pricing Toyota's cars at apremium of $1000 or $1500 over American cars is being questioned in this market. The new Prius mad due to come out this year, developed at a time when Toyota was coasting as it emerged as the most profitable and the largest auto manufacturer in the world, has a price tag of $28,000 versus the $22,000 for the current Prius. This has alarmed some of the bigger Toyota dealers so much that Akio Toyoda the new CEO visited Southern California to talk to these dealers about what has gone wrong with the pricing. These dealers told him that they were worried about that price when they were drastically discounting current Prius models to maintain their sales rate. This is also happening when Toyotas are piling up unsold on car lots at most ports in the US. As Toyota competed with GM for top spot in sales Toyota's management of Watanabe and Kinoshita, the outgoing CEO and his assistant, say critics inside Toyota, lost sight of the need for caution as the company's manufacturing capacity expanded in Japan and overseas. Now with the selection of Akio Toyoda to succeed Watanabe as new CEO, the decision has been made to make a shift to anew generation of managers, with the retirement of 3 executives including Kinoshita and Watanabe. ...

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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.

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With Toyota facing amajor crisis the company speeded up the appointment of the new CEO, the grandson of Kiichiro Toyoda, who founded the automaker as it diversified from its textile automated looms in the prewar years. Note the statement by Koji Endo, analyst of Credit Suisse in Tokyo, that he expects Toyota to lose up to three times the 1.7 billion loss of the current fiscal year ending March 31, in the next fiscal year of 2009. This suggests that a lot will be happening at Toyota as major actions to reduce capacity and to improve management, reduce bureaucracy and speedup decisionmaking are taken by the new President. Especially so as Akio Toyoda, the new CEO, is different from the tradiitonal CEO's who have come up through manufacturing and not educated in the U.S. He will not have the same patience and comfort factor with Toyota's bureaucracy as these other CEO's like Watanabe who preceded him. By pushing the transition up the other elders like Shoichiro Toyoda may want to give Akio time to prepare for the tough decisions he will have to make, and to setup his own management team as early as possible....

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Akio Toyoda and Yoshimi Inaba answer unrelenting questioning by a Congressional panel. Toyoda reafffirms the principles his grandfather stood for in building Toyota. A rare comment by former Toyota executive Jim Press throws light on the struggle going on inside Toyota betweeen the Toyoda family and career managers from the previous two CEO's. Jim Press said that the company was hijacked some years ago by anti family financially oriented pirates as he called the two previous CEO's Okuda and others working for them. And he added these managers lacked the character to preserve the company legacy.

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A win-win for Toyota with more room for hybrid sales and the Biden administration showing it is listening to Americans worrying about the cost of living, by making change to EV's more realistic. New Biden EPA rules that allow for slower acceptance of EV's in the early years till 2030 and accelerate in 2031 and 2032 to reach climate goals  create more room for hybrids . This vindicates Toyota Motor's strategy to put emphasis on hybrids in the transition to all EV's. Toyota has a significant presence in the hybrid market which has picked up in 2024 as the lack of charging station infrastrucure and cost of EV's limit growth till cost comes down and EV charging infrastructure is put in place. Ironically Akio Toyoda planned the transition to a new CEO in the belief that he had not changed Toyota's strategy fast enough to match competitors in development of new EV's when sales of EV's boomed in prior years before this years slowdown. The Biden administration coming around to the view that climate goals could be reached by accelerating in the latter part of the years to 2032 when new technologies cut cost and investments in charging infrastructure made it realistic. Its a win-win for all as it also meets Biden base support labor and auto union concerns about jobs with a too quick transition, and shows the Nation that Democrats are listening to voter concerns about cost of living. ...

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Toyota is reducing senior management positions to 60 from 77. The board of directors will also be smaller, with 11 members instead of the current 27 members. It was felt that the large board did not enable discussion of important issues and slowed down decisionmaking. This is part of the new Business Plan and the new global vision for Toyota. The thrust is on sales in emerging markets which Toyota will target for increasing sales to 50% of the total sales by 2015, up from 40% currently. Sales in developed markets are set to decline to 50% of the total sales by 2015, down from 60% currently. The other push is in the hybrid sales area. Toyota will roll out 10 more hybrid vehicles by 2015, in addition to all electric cars, plug-in hybrids. Toyota will continue to have an all-Japanese board, and will use a committee of outside advisors to stay abreast of opinion in other countries. Akio Toyoda announced these plans recently and did this by himself, as he puts his own ideas to work for setting Toyota's direction....

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GM executive Mark Hogan had candid discussions with Akio Toyoda when Hogan began a second five year stint at NUMMI in 1997, and Akio was executive vice president at NUMMI in 1998. NUMMI was a joint venture between Toyota and GM. He now joins the Board of Directors at Toyota, the first outside board member, and only the second foreigner to do so after Jim Press. His role is to help counteract the insular culture at Toyota based in Nagoya, Japan, where most decisions end up coming to Nagoya. This was a problem that led to poor handling of the recall crisis in 2010, when Akio Toyoda brought Hogan in as an advisor to Toyota. He will listen to voices outside Japan and have direct access to Akio Toyoda. Hogan told the media: "I see my role as listening to global voices outside of Japan and then sharing insights that will help Toyota to respond more quickly to changes in society." His role also includes looking at Toyota's Brazilian operations, where Toyota has only 5.2% of the market and lags far behind Fiat, VW, and other competitors. Hogan headed GM's Brazilian operations in the 1990's and says he would kid Akio about Toyota's underperormance in Brazil. In 1994 Hogan left GM to become president of Magna International, a Canadian auto parts maker....

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Toyota CEO Akio Toyoda, grandson of founder Kiichiro Toyoda, assumes new role just as net revenue is down 38% for the second quarter 2009, and a loss of $819 million. Akio says he is extremely frustrated with the situtaion and wants to start again from the ground up. With the restructurings at GM and Chrysler and focussed effort at Ford, efforts of Korean carmakers, and new competition from China and India looming, Toyota expects severe competition in the American and global markets. About 40% of Toyota's senior management has been retired or reassigned.Four of five executive vice presidents are new to their jobs, and only one Takeshi Uchiyamada, the product development chief is left from former CEO Watanabe's team. The outward looking Akio, whose background includes an MBA from Babson college in Massachusetts, and overseas experience including America, is likely to give the relatively insular culture at Toyota, a jolt. Under the new arrangement each of the executive vice presidents has been put in charge of a global region. One of the biggest problems Toyota will face say experts is the mundane looking lineup of vehicles bought mainly for reliability, just as competitors are making big strides in quality and new design, with new technology reshaping what the automobile might look like. The focus on the Tundra truck and SUV's like FJ Cruiser now looks misplaced. Yoshimi Inaba, a Toyota executive with experience overseas, will take charge of the American operations. Inaba says that without N. America, Toyota is unlikely to come back to global proficiency....

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How is the push by Toyota to hybrids making up 50% of its cars- including shift of RAV4 and Camry entirely to hybrid cars- affecting revival of US manufacturing and advanced technologies for electrification of cars? Toyota will invest $14 billion in a battery plant site in North Carolina, at a site located between Greensboro and Raleigh.The plant will make batteries for EV's and hybrids so that Toyota can respond to market demand and regulatory changes. This North Carolina plant will supply factories assembling cars, hybrids, plug ins that travel short distances before switching to gas. Hybrids including plug in hybrids make about 15% of US sales, a sector Toyota dominates. How does it affect tariffs risk? Currently Toyota plays a 15% tariff to import plug-in hybrids. The North Carolina plant will build capacity for batteries to put in 74,000 plug in cars, 45,000 EV's, 600,000 hybrid cars. How will it fight climate change? Toyota has always believed that hybrids with twice the mileage of gas cars are a good way to fight climate change, even when EV's were the rage in the days of the Biden administration. Hybrid Camry at $25,000 and RAV4 at $29,000 give 51 and 41 mpg. This strategy is now turning out to be the right one because of cost of living concerns balancing climate change concerns as priorities. It was alone in this view and took a lot of criticism for this. Now that rare earth metals that are hard to access from China are needed for EV's it is proving doubly right- giving Toyota the opportunity to double down on hybrids and also move into EV's with short range distances using gas after that. Future design of cities that are self sustaining in smaller distances, eliminating long commutes, could make this an interesting option, a style of living being tried out in Nordic countries and in Germany, France. With India and China burning coal and investing in renewables at the same time this was overlooked by the climate change planners in US and EU- the solution being natural gas and renewables including hybrids for the US and EU/ Japan advanced nations.   ...

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Toyota plans to spend $1 billion on a marketing and advertising plan, spending that is 30-40% more than normal, to ramp up production and fill out inventory. It includes money to subsidize lease and loan rates, customer incentives and dealer ads. One aim is to raise the projected resale value of its vehicles used in calculating montly lease payments. Akio Toyoda is also giving more decisionmaking power to local executives for the markets they are more familiar with.

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One of the severe problems noted in the recall disaster of 2010 was that practically all important quality and safety decisions are made in Japan. Without key American decisionmakers in the process this leaves Toyota exposed to all sorts of errors like the errors that ocurred in stalling the National Highway and Traffic Safety investigations into acceleration and braking accidents in Toyota vehicles. To compound theses errors managment at Toyota focussed on the $100 million in savings that avoiding or minimizing the recalls would generate, as revealed in internal documents. Early warning signs of similiar problems in Europe were not linked to problems in the U.S.. All this was ocurring against the backdrop of a change in management at Toyota- with the Toyota family once again regaining control of the company- and the failure of the management under Watanabe and previous CEO's to put quality before rapid expansion. The new changes are to have 2 new senior executive positions in the U.S. to focus on quality and safety. A chief safety executive will focus on safety and recalls, and a chief quality officer coming from the top ranks of the American operation will now sit on a special committee for Global Quality led by CEO Akio Toyoda. The commitee for Global Quality will address the global quality issues around one table with the highest ranking executives at Toyota right at the table to talk things out. ...

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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....

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Eiji Toyoda, a cousin of Toyota founder, Kiichiro Toyoda, headed the company in a crucial period of its growth in the sixties and seventies. He was president for 1967-1982, was chairman till 1992 and honorary chairman till 1999. During this period going back to the 1950's he set the stage for Toyota to introduce its efficient production systems and rapid growth in the U.S. market following the success of the Corolla in 1968. He passed away in 2013 at the age of 100.

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Is Toyota in decline? In the first quarter of 2009 Toyota suffered ahuge loss comparable to GM's. Toyota's CEO, Mr Toyoda, thinks it is in decline. And having read Jim Collins book "How the Mighty Fall", Toyoda thinks Toyota is already at the fourth stage of decline in the five stages Collins has outlined. Collins looks at the traumatic steps before IBM, HP reemerged from crisis and How Motorola failed to emerge. Same is true for Apple. Success at something is now guarantee of continuation, infact at the point of everything going well things are already in place to cause the rapid decline.

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Because of its size ($230 billion in sales) Toyota is Japan's largest taxpayer, largest company, showcases its engineering capabilities, and one of its largest employers. Which is why Akio Toyoda referred to returning Toyota to profitability as part of the effort for the "revitalization of Japan." Experts in Japanese universities who think the Toyota crisis offers lessons about Japan's future, see a direction away from mass manufactured products to a more service driven economy. Already the Japanese economy is down from 28% of the economy in manufacturing in 1990 to 22% in 2008.

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Toyota's goal is to remain the preeminent automobile manufacturer in emerging markets and the IMV is part of its strategy for achieving this goal. The IMV series for emerging markets, with one million in manufacturing capacity coming off a single platform to lower costs, is designed to meet local needs from a price standpoint and rough road conditions. Sales of one million off of a single platform is an achievement only Toyota will have achieved. A minivan, a sport utility vehicle and 3 pickup trucks are all made from a single chassis, with localized production since 2004. The IMV series is expected to account for 10% of the 9.58 vehicle sales goal for 2012. CEO Akio Toyoda plans to increases sales in emerging markets to 50% of total sales by 2015, up from 40% in 2011. IMV vehicles are made in 11 emerging market countries- in Argentina, India, South Africa and Thailand, and are sold as the Hilux pickup, the Fortuner SUV, and the Innova minivan. Over the years Toyota has transferred more of the design and development to emerging market countries to meet local preferences and reduce the effects of a strong yen, leaving only core components to be designed and manufactured in Japan. As it recovers from supply disruptions due to floods in Thailand and the tsunami in Japan, Toyota is planning on sales of 9.58 million in 2012, a steep climb of 21% from the 7.95 million sold in 2011....

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More details about Akio Toyoda and his father Shoichiro Toyoda. Yoshi Inaba is expected to be akey advisor and Shoichiro will be advising his son, as the idea is to mentor him for the new position while the elder Shoichiro still is in good health. Akio is hands on, and likes to drop in without any publicity, anonymously, to look into how things are going and see for himself. He did this at an Ann Arbor dealership last summer, and has dropped in on Jim Lentz, a senior executive in the Americanoperations in the same way. He is unpretentious and can mix with younger exectutives and talks directly in English. He is expected to be more involved in the global operations of Toyota, to travel widely and introduce diversity into Toyota's executive ranks, which have remained Japan centric all these years for a company that is so global.

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Shoichiro Toyoda's son Akio takes over as new CEO of Toyota. He got the MBA degree from Babson College in Massachusetts and joined the company at 27. Initially Shoichiro was opposed to Akio joining the company. Even today with the Toyoda family owning only 2% of company shares there is a faction that supports Akio and a faction that dislikes the founding family's involvement in running the company. So the job has not been an easy one for Akio. At one point Akio admitted himself into a hospital early in his career after friction with one of his bosses. Things settled down after that and eventually Akio headed the China operations, where he engineered the merger of Tinajin with FAW to give Toyota a more capable partner to expand in China. And to get Akio to take on the new role, the elders at Toyota like his father and others had to ask Fujio Cho to stay on as chairman, even though he has a back ailment that made him keen on resigning. Current CEO Watanabe will become vice chairman and help Cho with his duties. The idea may be to have more experienced people at the top as Akio takes over and makes changes to the conservative culture and bureaucratic ways of Toyota. This eases the transition especially if there are people who are wary of the founding family and Akio's more direct and bolder style of management....

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Akio Toyoda of Toyota Motor praises prime minister Abe's "tremendous leadership," as Abe takes a drive in the hydrogen fuel cell Toyota Mirai in the front lawn of the premier's residence in Tokyo, Japan. Toyota benefits from the yen at 110 to the dollar as this generates higher profits from exports. Sales in 2014 were $230 billion, and net profit $18 billion. Prime minister Abe's economic program depends on companies and their suppliers increasing wages, especially companies with a supplier base as large as Toyota with estimated 1.35 million employees at suppliers in Japan. Toyoda says "both the government and the private sector are of one mind in fighting deflation." Toyota's wage increases in 2014 were only 0.8%. In 2015 hope are high that Toyota will take stronger action. Toyota has refrained from asking suppliers for price cuts in fall 2014, and is likely to do so in spring 2015, so that its suppliers can raise wages. Toyota's 65,000 employees are pushing for a 1.7% monthly base salary increase in April, with bonuses and seniority adjustments bringing the wage increase up to 4%....