A press conference on February 13 focused on the direction to be taken by Toyota's new management team, allowing each member to outline their vision before reporters.
Toyota’s carmaking future
How exactly will Toyota’s car manufacturing change moving forward?
At the 2022 shareholders’ meeting, President Toyoda shared the following words:
“When asked what they do, I want Toyota members to respond with pride, confidence, and ambition: I make cars. I see my mission as nurturing such individuals by passing on the legacy of Toyota’s skills and philosophy.”
During his presentation ahead of the Q&A session, on several occasions incoming President Sato also spoke of being a carmaker.
In the CASE era, carmaking continues to become increasingly complex and sophisticated. Given this context, Sato and Nakajima provided some surprising responses.
Sato
I spent my 13 years under President Toyoda at the carmaking genba. He is not only a master driver, but a “car guy” who loves cars.
When you drive a nice car or feel a quality product in your hands, it brings a smile to your face.
For 13 years, master driver Akio Toyoda never wavered in his desire to build cars that make our customers smile.
Over the many years I have spent working under him, I realized that as an engineer, as a carmaker, the key is to get the fundamentals right first.
It’s not about trying to dazzle people with originality, but about perfecting the car’s fundamental physical features. Then you add in advanced controls to create cars that meet the expectations of every single customer.
Instead of losing these underlying technologies that we have built up to date, we need to hone and elevate them further while creating new partnerships. I believe that’s what enables us to make such profoundly satisfying cars.
No matter how far technology advances, I think it is important to continue refining a car’s fundamental technologies to ensure they remain safe, reliable, and fun to drive in the hands of customers.
Nakajima
To be honest, when I first heard the words ever-better cars, it took me some time to understand what President Toyoda meant.
It took President Toyoda personally putting his body on the line to hone his driving, coming down to the genba, and engaging in hours of dialog with us engineers before I finally understood.
As incoming President Sato says, making ever-better cars is about having a base of good elements. The same goes for driving well and looking good.
I want to work within a structure where such honest customer feedback can be directly incorporated into development.
We will strive to make cars that give you reason to smile.
Please share the thinking behind the domestic production goal of three million vehicles.
In the wake of the Great East Japan Earthquake in 2011, manufacturing moved overseas as Japan dealt with a host of difficulties, not least a super-strong yen. Against this backdrop, Akio remained committed to an annual domestic production of three million vehicles.
Under the new leadership structure, the task of turning that vision into a competitive production system will fall to incoming Operating Officer Kazuaki Shingo.
Currently the president of Toyota Compact Car Company, which encompasses Toyota Motor East Japan, Shingo shared his thoughts on the three million vehicle target, drawing on his experience in boosting manufacturing competitiveness.
Shingo
We see that figure of three million vehicles as a very important number.
The automotive industry has an extremely vast supply chain, which comes with the equally large implication of protecting the jobs and livelihoods of those workers and their families.
As part of Japan’s vital manufacturing sector, we will develop key elemental technologies and sustain personnel with high-level skills.
In that sense too, that volume of three million vehicles is very important, and I firmly believe in continuing to protect it.
The auto industry also plays a major role in Japan, contributing to the economy through wages, tax payments, and earning foreign currency through exports.
Together with our 5.5 million peers in one of Japan’s core industries, we will continue working to protect (domestic production) and open the door to the future.
At his inaugural press conference, President Toyoda spoke of wanting to be “the most genba-oriented president.” What kind of president will President Sato be?
During the live Toyota Times broadcast to announce the leadership change, Akio recalled how he advised Sato to “value your individuality,” to which the incoming president responded with these words:
“If Morizo is someone who loves driving cars, I am someone who loves making cars that make drivers smile.”
Sato’s answer to the final question of the day brimmed with the new president’s individuality.
Sato
Having spent my career on the frontlines, I have witnessed firsthand that Akio Toyoda truly was the most genba-oriented president.
Before him, very few officers wore work uniforms when meeting with employees.
On the other hand, President Toyoda, appearing in his racing suit or overalls, really cared for the genba, and in those 13 years established Toyota’s values.
I spent my career under him making cars, and carmaking is truly a world where there is always more to learn.
While I know that my mission in this new role is to lead the company as a manager, I will never forget that Toyota is a manufacturing company. I want to be a president who continues to make cars.
From chief engineers and the people experimenting and designing at the genba, to manufacturing personnel and suppliers, cars are made with the passion and efforts of countless individuals.
I want to be a president who remains part of that group, toiling together to create cars. Together with many colleagues who share a similar vision for the company, I want to create a new Toyota.
Members also gave their perspectives on a range of other questions. Check out the video for the full session.