Toyota Global Vision

Trees are inherently strong - they are useful, long lasting and will continue to grow for hundreds of years. Our principle is like a root. Because all that we do is come from our beliefs. From there, wide and safe roots support the power and stability of the huge trunk, Toyota. Branches lead to 12 results of our vision, and trees support everything - a metaphor for ways to work together to succeed. Trees thrive in their environment, places filled with people - Toyota customers around the world

Our guidelines were the foundation of our management business. Our business began in 1937 and was first developed in 1997. They continue to be at the center of our management philosophy. They help us achieve and sustain sustainability through respect, trust and responsibility in relation to people, culture, nation, and the environment.

Respect the legal expression and spirit of each country, conduct fair and fair business activities, become world class corporate citizens

Respect the cultures and customs of each country and promote economic and social development through corporate activities in each community

Through all activities, we promise to provide clean and safe products and improve the quality of life.

Create and develop sophisticated technologies to deliver high quality products and services to meet the needs of customers all over the world

While respecting mutual trust and respects between employers and employees, it fosters corporate culture and increases the value of individual creativity and teamwork

Work with business partners in research and manufacturing to achieve stability, long-term growth and mutual benefit while maintaining openness to new partnerships

Toyota's Global Vision 2010 shows corporate image and reputation based on changes in social and social expectations. Toyota wants to convey their vision of becoming a global recycling leader and integrating automotive technology for a better, safer next-generation car. While winning the respect of people all over the world, I would like to become a true global company beyond nationality and race. Several measures taken by Toyota to improve corporate communication:

The current management system of Toyota is based on the system introduced in April 2011. In order to achieve Toyota's global vision, Toyota reduced the level of the board of directors and decision-making, changed the management process from the beginning, and promoted prompt management decision-making. The Toyota group has four divisions of Lexus International (Lexus Business), Toyota 1 (North America, Europe, Japan), Toyota 2 (China, Asia, Middle East, East Asia, Oceania, Africa, Latin America, Asia) It is divided into. Operation by Caribbean Area; Unit Center (Engine, Transmission and Other "Units")

The above Global Vision Statement (www.toyota.com) clearly defines Toyota's goals. In most respects, Toyota meets the statement of the Global Vision and maintains this statement through the existing operational management process. This is an optimistic aspect of the effect of Toyota's operational management plan, but it also has disadvantages. Toyota, which is known for reducing costs but has not sacrificed quality, may have pushed that idea. In 2006 and 2007, Toyota encountered problems and problems of quality that I thought would never face. Due to component failures, Toyota had to collect millions of vehicles. This will occur after the mass benefit of the profit year, before the problem occurs. However, these benefits are at the expense of cost reduction technology and are expanding too rapidly to meet the stringent Toyota quality standards.