ACADEMY OF BUSINESS STUDIES - FACULTY OF BUSINESS ADMINISTRATION -

Case Study Toyota - Launch of Toyota Prius -

Name: Vasile Maria Vladescu Ioana Group: 128

Bucuresti 2010

Table of contents

1. General presentation of the organization 2. The subject of change 3. Analysis of the field of forces 3.1. Analysis of the forces that promote change and their motivation. 3.2. Analysis of the forces that are opposing change and their motivation. 4. Analysis of the critical body necessary to trigger change. 5. Triggering of the change process. Methods of reduction of forces opposing change. Results 6. Analysis of the change process, respectively of the dynamics of the forces that promote change and the inertial forces. 7. Analysis of the results. Evaluation of the residual stress. 8. Conclusions References

Chapter 1 General presentation of the organization Toyota Motor Corporation is a multinational corporation headquartered in Japan. The company was founded by Kiichiro Toyoda in 1937 as a spinoff from his father's company Toyota Industries to create automobiles. Three years earlier, in 1934, while still a department of Toyota Industries, it created its first product, the Type A engine, and, in 1936, its first passenger car, the Toyota AA. Toyota sets specific and high standards for product development and manufacturing processes. That is one of the major reasons for its success: the company has succeeded in all the aspects of production management. The effectively used approach tends to clarify and standardise all the parts of both Toyota manufacturing and production systems. Toyota employed approximately 320,000 people worldwide and it is the world's largest automobile maker by sales. Toyota also owns and operates Lexus and Scion brands and has a majority shareholding stake in Daihatsu and Hino Motors, and minority shareholdings in Fuji Heavy Industries, Isuzu Motors, Yamaha Motors, and Mitsubishi Aircraft Corporation. The company includes 522 subsidiaries. In addition to manufacturing automobiles, Toyota provides financial services through its Toyota Financial Services division and also builds robots. Toyota Motor Corporation (including Toyota Financial Services) and Toyota Industries form the bulk of the Toyota Group, one of the largest conglomerates in the world. The Toyota Prius is a full hybrid electric mid-size car developed and manufactured by the Toyota Motor Corporation. The Prius is the most fuel efficient gasoline car currently sold in the U.S. according to the United States Environmental Protection Agency. The EPA and California Air Resources Board (CARB) also rate the Prius as among the cleanest vehicles sold in the United States based on smog forming and toxic emissions.

In 1994, Toyota executive Takeshi Uchiyamada was given the task of creating a new car which would be both fuel efficient and environmentally friendly. After reviewing over 100 hybrid designs, the engineering team settled on a hybrid engine design based on a 1974 TRW patent, but many technical and engineering problems had to be solved within the three years that the team was given to bring the car to the Japanese market, a goal they barely achieved as the first Prius went on sale in December 1997. A main problem was the longevity of the battery, which needed to last between 7 and 10 years. The solution the engineers came up with was to keep the battery pack between 60% and 40% charged, proving to be the "sweet spot" for extending the battery life to roughly that of the other car components. The car was a modest success in Japan in 1997, making it the first mass-produced hybrid vehicle, and after gathering several years of test data from the Japanese early adopters, the company felt it was safe to put it on sale in the U.S. and European markets in 2001. Sales were limited and customer waiting lists of up to 6 months were common during the first few years. In 2004, a complete redesign, increased production, and soaring fuel prices led to significant increases in sales. Nowadays, The Prius is sold in more than 40 countries and regions, with its largest markets being those of Japan and North America. Prius is a Latin word that means before or ahead. That's why the Toyota hybrid is named Prius to suggest it is before or ahead of it's time. Chapter 2 The subject of the change Toyota executives considered the early 1990s to be a very dangerous business climate for Toyota because the company was very successful. This is exactly the environment that leads many companies into complacency. But the biggest challenge, from the perspective of Toyota leaders, is when associates do not believe there is a crisis or do not feel the urgency to continuously improve the way they work. At that time Toyota had a very strong product development system for creating routine variations of existing vehicle models, but the company had not changed its basic

product development system for decades. Toyota Chairman Eiji Toyoda was concerned and took every opportunity he could to preach crisis. At one Toyota board meeting, he asked, Should we continue building cars as we have been doing? Can we survive in the 21st century with the type of R&D that we are doing? ... There is no way that this [booming] situation will last much longer. As we can see the change was initiated by a person from the top management of the company and it regarded the need of adaptation to a dynamic business environment. The subject of the change was the fact that the company wanted to launch a new product, something innovative on the market - vehicles with the lowest emissions possible. The company established some goals: to develop a new method for manufacturing cars for the 21st century and also to come up with a new method of developing cars for the 21st century. Yoshiro Kimbara, then Executive VP of R&D, founded Global 21 (G21)the car that became the Prius. Kimbara led a project committee tasked with researching new cars for the 21st century. In its humble beginnings, the only real guidance was to develop a fuel-efficient, small-sized carexactly the opposite of the bigger and bigger gas guzzlers that were selling at the time. In addition to the small size, a distinguishing feature of the original vision was a large, spacious cabin. Thus, it had to be small and efficient but feel big insidea major design challenge from the start.

Chapter 3 Analysis of the field of forces 3.1 Analysis of the forces that promote change and their motivation The forces that influenced the change in Toyota company were mainly external forces regarding the environment. Since the oil was getting more and more expensive and the pollution level reached a higher degree we must think at solutions in order to save gas money and to pollute less Hybrid vehicles, which save on gas by switching between a

gasoline engine and electric motor, are growing increasingly popular owing to growing fears of global warming and fuel price hike. Hybrid is a core technology that Toyota will use for all future powertrains to improve fuel efficiency and reduce emissions while delivering impressive driving performance. In the future the firm expects to have a hybrid version available for every Toyota passenger model in the early 2020s. Meanwhile, the company can say that it has achieved some of its goals: - 10 of the U.S. sales are hybrids and Toyota has sold nearly 75% of all the hybrids in America so far. Worldwide, we've sold more than two million, and counting. - the 2010 Prius contains parts made from plant-derived, carbon-neutral plastics. The newly-developed plastics known as "ecological plastics" emit less CO2 during a product lifecycle than plastics made solely from petroleum; they also help reduce petroleum use. - in 2009, the company introduced a Toyota Certified Used Hybrids program to offer more high-quality options to customers interested in hybrid vehicles. Another force that promoted change and the motivation was the desire of Toyota to contribute to the development and prosperity of our century. In support of this the company has 4 principles: - contribution towards a prosperous 21st century: Aim for growth that is in harmony with the environment, and to challenge achievement of zero emissions throughout all areas of business activities and set as a challenge the achievement of zero emissions throughout all areas of business activity. - pursuit of environmental technologies: Pursue all possible environmental technologies, developing and establishing new technologies to enable the environment and economy to coexist harmoniously. - voluntary actions: Develop a voluntary improvement plan, not only based on thorough preventative measures and compliance laws, but one that addresses environmental issues on the global, national and regional scales, and promotes continuous implementation. - working in co-operation with society: Build close and cooperative relationships with a spectrum of individuals and organizations involved in environmental preservation

including governments, local municipalities as well as with related companies and industries. One more reason Toyota is so successful is the fact that the company adapts to changes and innovations easily and smoothly. This, of course, is not as easy as it seems, and requires mangers to perform great work. But the result improvement of manufacturing processes, work being easier and faster to do, strong organizational culture and philosophy is worth that volume of effort. Successfully introduced change, reorganization and innovation lead to inevitable growth and development of any organizational setting. Besides, the principles Toyota follows are applied to all the aspects of work: not only manufacturing, but all the other areas of the companys operations. Among Toyotas most famous innovations is their great investment into the research of cleaner-burning automobiles that combine gas engines with an electric motor. Moreover, Toyota tries to make a difference and to improve the life of the communities where it has an operating activity. In every community in which the company operates, Toyota strives to be a responsible corporate citizen; close relationships with people and organizations in the local community are essential contributors to mutual prosperity. Across the world, Toyota participates enthusiastically in community activities ranging from the sponsorship of educational and cultural programmes to international exchange and research. Today, Toyota is the world's third largest manufacturer of automobiles in unit sales and in net sales. It is by far the largest Japanese automotive manufacturer, producing more than 5.5 million vehicles per year, equivalent to one every six seconds. In the time it has taken you to read this paragraph, at least another three or four cars will have been produced!

3.2 Analysis of the forces that are opposing change and their motivation One of the most important forces that are opposing change is the internal one regarding the employees. In order to produce hybrid cars the company needed

multiskilled workers work to achieve single-piece flow in a machine shop. The top managers had had to be patient and to think about developing people who would be able to support the methods not simply order people to flow the rules. Toyota needed people with thinking capability and without the fear of unknown and lack of vision for the final state because of the challenges resented by the application of the new idea. In fact, the real purpose of creating flow was to bring problems to the surface, which would force people to think about solving the problems and to help them to develop their abilities. A select few front-office experts could not possibly deal with all the situations that would surely arise so the company needed capable masses. The development of capable masses requires a clear plan. It requires time and patience. Above all its takes persistence and the willingness to stick with it and to deal with the individual peculiarities and challenges of each person. The truth is that Toyota does like to start with good people who posses the capability to become exceptional employees. The people whom Toyota selects must have the capacity and desire to learn. Toyota employees bring to bear issues similar to those of other companies, such as attendance problems, resistance to change, lack of motivation, and even reluctance to accept the philosophy of TPS. Another problem was the organizational communication and also the organizational culture. The employees were producing those types of cars since the beginning and now they had to start producing a new kind of car, the hybrid car. So people were carefully selected to join Toyota based on their potential and a judgment that they are fit with the job and with Toyota's culture. They must have some general problem-solving capability and be willing to work as part of a team. People develop specific capabilities after they are hired at Toyota. It is Toyota's expectation that it will mold the individual to fit the needs of the organization as well as support the interests of the individual. It is this mutuality of purpose that leads to more satisfied employees who are able to perform in exceptional ways. One must not assume that Toyota is completely altruistic in its efforts to develop employees and to provide engaging activities. The objective is to provide benefits for the employees, which in turn also returns benefits to the company.

Toyota often creates situations in which there is an equal balance between reward and punishment in order to encourage the desired behavior. For example, given the critical nature of attendance on the performance of the system, a high emphasis is placed on having great attendance (perfect attendance is preferred). Another factor that opposed the change is the technology. In the early stages, the team was quickly bogged down in discussing technical details of power-train technology. The top management lead a brainstorming session of key concepts to describe characteristics of the 21st-century car. Several days later, after many keywords had been generated and discussed, they reduced the list to two key words that ended up driving all subsequent development: natural resources and environment. Even if the technologies can be changed, unless people support the new systems, problems are bound to crop up. It is much less expensive to anticipate and work with the social issues than to blindly throw money into systems, then clean up the mess afterwards. Toyota tried not to be one of the many documented cases where companies tried to install new technologies or systems of working without considering the impact on social systems (the way people work and interact with each other), or without giving thought to how the people who actually do the work feel about the changes. The result is usually an expensive failure, with employee reactions ranging from simple misunderstandings (resulting in lost productivity or damage) to outright sabotage and organized labor actions.

Chapter 4 Analysis of the critical body necessary to trigger change The critical body necessary to trigger change was the fact that the company wanted to come up with a new product development that can be perfectly fitted into the 21 century.

Since oil was getting more and more expensive and the environment more polluted the hybrid car seemed to be the best solution in order to solver these problems. The Toyota Prius was not quickly hatched to take advantage of short-term market opportunities. Its origins can be traced back more than a decade to Toyotas 1992 announcement of an Earth Charter, a document outlining detailed goals to develop and market vehicles with the lowest possible emissions possible. In 1993, Toyota R&D Executive Vice President Yoshiro Kimbara created G21, a committee to research cars for the 21st century. "G" stands for "globe" and "21" for 21st century. A year later, a concept vehicle was developed called the "Prius," taken from the Latin word for before, as in "ahead," not something from the past. Toyota introduced the Prius to the Japanese market in 1997, and the American market in 2000. Since that time, the Prius has racked up an impressive list of awards, from the Sierra Clubs "Excellence in Environmental Engineering Award in 2000 to Motor Trends Car of the Year in 2004. Toyota's hybrid program is a long-term investment. The top management asked themselves some questions: "Is fuel going to be cheaper or more expensive? Is the air going to become cleaner or more polluted? What's the right thing to do to sustain the ability to sell more cars and trucks?" The answers all point to hybrids. Press believes that every automobile in the U.S. will eventually be a hybrid "at some point in the not-toodistant future." The company continues to work from a plan, literally their "Third Toyota Environmental Action Plan." The action plan is part of the Earth Charter, which was renewed in 2000. The charters guidelines include: - always be concerned about the environment - challenge achieving zero emissions at all stages - develop and provide products with top-level environmental performance, from fuel efficiency and exhaust emissions to recoverability and automobile noise Toyotas commitment to minimizing the environmental impact and maximizing quality at every stage of the vehicle's lifecyclefrom production, through use, and disposalis viewed as an integral part of 'kaizen', the Japanese term for continuous improvement. Toyota takes this holistic and forward-thinking approach because they think its good business, and their bottom line is proving them correct.

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Toyota's global projections for 2010the production of more than 9 million cars and trucksindicates that it will soon pass GM as the world's largest car company.

Chapter 5 Triggering of the change process. Methods of reduction of forces opposing change. Results. The prototype PHEV's use two current generation Prius battery packs sandwiched together with the charging system in-between. The packs are modified to deliver a greater ability to charge and discharge. This is, according to Asakura, so that they can get an accurate representation of how the more energy dense lithium ion pack will perform in production vehicles. In all likelihood, the first of those vehicles will be the next generation Prius. The prototype battery system weighs about 220 lbs. more than the current production Prius pack and intrudes into the trunk so that that's there's only room for about two medium size suitcases. A lithium ion pack would be much smaller and lighterabout the size of today's production battery pack. The triggering of the change process consist to the fact that the company wanted to face the crisis and introducing something new on the market. So, they have created the Prius hybrid, which is an environmental vehicle that aimed at reducing air pollution and increasing fuel efficiency. Methods of reduction of forces opposing change First of all, the forces that opposite the change are: economical, technological, social. Creating this environmental model of vehicle, a lot of technology was needed. In late 1995, six months after Toyota decided to move forward with its revolutionary hybrid, the Prius, and two years before the car was supposed to go into production in Japan, the engineers working on the project had a problem. The first prototypes wouldn't start. "On the computer, the hybrid power system worked very well," says Satoshi Ogiso, the team's chief powertrain engineer. "But

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simulation is different from seeing if the actual part can work." It took Ogiso and his team more than a month to fix the software and electrical problems that kept the Prius stationary. Then, when they finally got it started, the car motored only a few hundred yards down the test track before coming to a stop. The developments of the hybrid were from across the Pacific to the product planners at the company's U.S. division, Toyota Motor Sales. Soon the engineers in Japan kept running into problems. According to a 1999 account written by Hideshi Itazaki and published in Japan, the batteries continued to be a nightmare. The Prius needed a large battery pack to power the car at low speeds and to store energy, but it would shut down when it became too hot or too cold. During road tests with Toyota executives, a team member had to sit in the passenger seat with a laptop and monitor the temperature of the battery so that it wouldn't burst into flames. Okuda kept up the pressure. He told Wada in December 1996 that he wanted to announce by the following March that Toyota had developed a hybrid technology. But despite 1,000 Toyota engineers racing to get the Prius ready, Uchiyamada's team still didn't have a workable prototype. During cold-weather testing in February on Hokkaido island, the cars ground to a halt at temperatures below 14 degrees Fahrenheit. A media test-drive was conducted in May, but each participant was limited to two laps around the track because battery performance was so poor. But one by one, the problems were corrected. A radiator was added to an electronic component to prevent overheating; two months were spent redesigning a semiconductor to keep it from breaking down. And after endless fussing and tweaking, the team finally reached 66 miles per gallon--the 100% mileage improvement Wada had asked for. Results According to incomplete statistics, since 2007, Toyota is recalling more than 20 cases of the incident, recalled more than 10 million vehicles; of these, recall order was issued in 2009 has more than 10 times, recalled vehicles or vehicles to be recalled more than 800 10000.

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Analysts expect Toyota to recall the incident so that the loss of at least 2 billion U.S. dollars. Although so far, Toyota did not disclose the recall may lead to the loss of the world, but the capital markets have been quick to respond. Since the January 21 issue of the second Toyota recall order until February 3, its market value has fallen 18.72%, has shrunk more than 30 billion U.S. dollars. February 4, Toyota shares continue downward, fell 3.53%. Insiders pointed out that this is because Toyota's hybrid Prius in the United States and Japan are involved in the complaints from the storm. Japan's Ministry of Transportation February 3 said it had received 14 cases on the latest Toyota Prius in the rough or slippery road pavements brake failure complaints, including a car crash. In the U.S., Prius fans Apple co-founder of SteveWozniak has become one of the complainants. In the Prius has a four post, Wozniak found that "the 2010 Prius will lose control of the acceleration, the maximum speed once reached 156 kilometers." Toyota's quality problems caused the United States authorities attention. February 3, the U.S. Department of Transportation RayLaHood Foreign Minister expressed the hope that Toyota's presence on the security risks and solutions, and Toyota Motor Akio Toyoda, chief executive of direct talks.

Chapter 6 Analysis of the change process, respectively of the dynamics of the forces that promote change and the inertial forces Toyota unveiled the Prius in Japan in October 1997, two months ahead of schedule, and it went on sale that December. The total cost of development was an estimated $1 billion--after all the anguish, about average for a new car. But the Prius's initial reception took some executives, including Watanabe, by surprise. "I did not envisage such a major

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success at that time," he says. "Some thought it would grow rapidly, and others thought it would grow gradually. I was in the second camp." Production was quickly doubled to 2,000 cars a month. Over in California, TMS executives were still worried about sales prospects in the U.S. Introducing cars with novel powertrains wasn't something they were used to. "It's difficult to build consumer technology awareness," says Chris Hostetter, now vice president of advanced-product strategy. "Consumers would have to be taught that the car didn't come with an extension cord. Dealers would have to be trained on how to sell the car and service it. " When the first Prius arrived in California in May 1999, TMS gave it a thorough going-over. There was still concern about the design. Ernest Bastien, now vice president of vehicle operations, thought an SUV configuration would work better because it would carry batteries more easily; Hostetter was sure that an SUV would send the wrong environmental message. What the California team needed was to gauge public reaction. So they took what few cars they had--all of them right-hand drives for the Japanese market--to Orange County to let potential buyers try them out. The cars barely passed muster. Some drivers didn't like the feel of the brakes; others complained that the interior looked cheap, that the arm rest was too low, that the rear seats didn't fold down. TMS planners also discovered that a baby stroller wouldn't fit in the trunk. "It was a Japan car," says Bill Reinert, national manager of advanced-technology vehicles. "And it seemed out of context in the U.S." When left-hand-drive models finally arrived, the testers fanned out across the country for a demonstration program. The cars had been modified for the U.S. market, with more horsepower and additional emissions equipment, and the battery pack was now lighter. But the team had a hard time figuring out who the car would appeal to. It quickly learned that extreme environmentalists weren't interested in hybrids: They were turned off by the technology and tight with a buck. And some dealers were still skeptical. Salt Lake City dealer Larry Miller, who owns nine Toyota and Lexus outlets, liked the way the Prius drove but wasn't sure about the design. "It was passable," he says. "It looked like it wouldn't embarrass us." Focus groups further tempered the early hopes. "When we told

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the dealers how difficult it was to predict who the buyer would be," Bastien says, "they lost their enthusiasm to have a lot full of them." Meanwhile Honda, which had been racing to get a hybrid, the Insight, to the U.S. market first, launched its car in December 1999, seven months ahead of the Prius. But the Insight was more an experiment than a serious car. It had extreme aerodynamic styling, no back seat, and a smaller engine that used less sophisticated technology. Coming in second provided a benefit for Toyota: An Insight buyer in the U.S. posted his owner's manual on his Web site, and TMS used the information to modify its warranties. The two biggest decisions TMS had to make were how many cars to order and how much to charge, the latter causing friction between California and Japan. Under the Toyota system, the U.S. sales group buys cars from the parent company at a negotiated price, then resells them to dealers. Japan wanted the Prius to sell for more than $20,000, putting it in Camry territory. But the Americans saw a car about the size of the smaller Corolla and produced research showing that buyers would balk at paying that much. A compromise was reached when TMS cut the dealer margin on the car from 14% to 10% so that it could pay Japan more and still make a decent profit. Since the Prius was expected to account for less than 1% of their total sales, dealers didn't complain. The car went on sale with a base price of $19,995. Japan lost money on the first batch--not unusual for a small car. Worried about the hybrid's economics, the stateside Prius team armed itself with contingency plans to boost sales if they started to sag: cut-rate leases, rental coupons, free maintenance, roadside assistance. But with profit margins scant and volumes low, there was no money for advertising. When Hostetter wanted to buy newspaper ads on Earth Day, TMS chairman Yoshi Inaba turned him down. Instead, he relied on grass-roots marketing, public relations events, and the Internet. Since no one really knew who might buy these things, Toyota created a special Internet ordering system to ensure Priuses were allocated wherever demand popped up. Some 37,000 interested consumers signed up, and 12,000 eventually became buyers. Preselling the cars on the Internet also enabled Toyota to identify customer hot spots. (It came as no surprise that the San Francisco area accounted for 30% of Prius sales, compared with 6% for all other Toyota models.) But some Toyota dealers liked the old

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system better; they felt they were being cut out of the process. "Online was hard to get used to. In the case of the Prius engine , the effective compression ratio is about 8:1, while the expansion ratio is about 13:1. As a result, it is 12% to 14% more efficient, in terms of power output per fuel consumed, than the non-Atkinson engine upon which it is based. There are two ways to solve this problem. One way is to couple the engine to a continuously variable transmission (CVT) so that the engine always will run in its optimal rev range. The other is to give the engine supplemental power such as an electric motor. We do both those things. Have hybrid sales increased because of high fuel prices? Fuel economy is the No. 1 purchase reason for the Prius, so it's safe to say that rising fuel prices are putting a spotlight on hybrid vehicles. However, it's difficult to conclude that high fuel prices are directly responsible for Prius sales, because there was strong demand and waiting lists well before the rise in gas prices. But awareness of the benefits of hybrids has dramatically increased. Aren't diesels just as fuel efficient as hybrids? While some diesel vehicles get high fuel mileage, it's important to look at emissions when considering a vehicle's impact on the environment. The best diesels on US roads today are allowed more than 17 times more smog-formning emissions than Prius and they emit fine particulates identified by air quality regulators as cancer-causing. Diesel cars are not available for sale in California, New York, Maine, Vermont and Massachusetts because they do not comply with even the most lenient emissions requirements in those states. Hybrids can achieve outstanding mileage and have far less emissions at the same time. Then there is the price. Toyota has lost money on each Prius it has sold, although executives now say the company is breaking even. Even so, the Prius sells for about $4,000 more than a Corolla and at least $6,000 more than the Echo.

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Inertial forces In the creation of the new hybrid, Prius, the most important force that promoted the change was the technological one. This force influenced the creation of the hybrid by changing the technology used before introducing the new one. Chapter 7 Analysis of the results. Evaluation of the residual stress The lifetime of a structural component is usually determined by the iteration between the defects within the component and the stresses to which it is exposed. These stresses are a combination of those applied in service and those which develop during manufacturing and processing, namely the residual stresses. Residual stresses vary within the body of the component and may be sufficiently large to cause the local yielding and plastic deformation, both on microscopic and macroscopic level. The magnitude and the distribution of the residual stresses can be critical to the component performance and should be considered as a compulsory stage in the design of structural elements and in the estimation of their reliability under real service conditions. In Toyota, the cryogenic treatment process redistributes residual stress in the rotor giving it an extra level of protection against warping. Chapter 8 Conclusions Hybrid cars are mounting a great movement across the United States and the globe.They are good for the environment. Hybrid cars are the cars, which run on at-least one alternate source of energy and gasoline. These cars are economical in medium and long run than normal gasoline cars.Even if these type of cars are more expensive to buy, they are cheaper to own over the long run especially for local communting trips where the electic engine is used more often than the gas powered engine.

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Toyota plans to make all of its cars hybrids by 2012. Toyota hybrid cars were the first next-generation gasoline/electric hybrid cars in the car market in 1997. Toyota's director of research and development, Kazuo Okatmoto, is a visionary who forsaw the need to push more researach and investment dollars towards hybrid engine technology years ago. Toyota aims to sell 430,000 units of hybrid vehicles worldwide in 2010, up 37 percent from last year. They firmly believe that increased sales and interest will be driven by leading edge innovation and are committed to pushing the envelope to maintain a leadership position among the worlds manufacturers. References 1. The Prius That Shook the World: How Toyota Developed the Worlds First MassProduction Hybrid Vehicle, by Hideshi Itazaki (Tokyo: The Kikkan Kogyo Shimbun, Ltd., 1999). 2. Article from Industry Week: The Toyota Secret: Constant Change And Growth by Norman Bodek, Aug. 8, 2007 3. http://money.cnn.com/magazines/fortune/fortune_archive/2006/03/06/8370702/index.htm 4 http://www.nytimes.com/2007/07/04/business/04hybrid.html?_r=1 5. http://web.archive.org/web/20040704165729/http://www.toyota.com/about/environment/t echnology/2004/hybrid.html 6. The Toyota Way, by Jeffrey K. Liker (McGraw- Hill, 2004) 7. Toyota: People, Ideas, and the Challenge of the New by Edwin Reingold (Penguin Books, 1999)

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8. Article from The Wall Street Journal: East versus West: One sees big picture, other is focused by Sharon Begley, March 28, 2003 9. The Toyota Management System by Yasuhiro Monden (Productivity Press, 1993) 10. Management and antimanagement by Constantin Bratianu (Business Excellence, 2009) 11. www.toyota.com

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