Toyota’s Way Changed the World’s Factories. Now the Retool | K. Buckland & N. Sano | Bloomberg

Shigeki Tomoyama

“The automaker last month created a single group, staffed with 200 employees, to manage the Toyota Production System, centralizing a function that was spread out through the organization. Their task is to evaluate how core concepts like kaizen, or continuous improvement, can be applied to new businesses that include car sharing and consumer robots. The person in charge is 59-year-old Shigeki Tomoyama, a career Toyota executive who wields a tablet computer during events, making him look more like a Silicon Valley software engineer than a car guy. […] Akio Toyoda says the automaker his grandfather founded eight decades ago needs to move faster to keep up with the likes of Google and Uber Technologies Inc. […] In the last two years, Toyota has opened a Silicon Valley research center

Source: Bloomberg Technology

Michel Baudin‘s comments: The article includes a group photo of the original Gazoo group from 1997 that includes both Tomoyama and current Toyota CEO Akio Toyoda:

Gazoo is an internet portal created by Toyota that is in sharp contrast with the brochureware websites of other automakers, featuring, among other things, articles about classic cars, used cars, road trips in Japan, and entertainment devices for kids during drives. This article is the first reference to Gazoo that I have seen in the American press. It’s unfortunate because Gazoo has been online since 2000 and is an approach to car marketing that deserves attention.

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The Tesla Way vs. The Toyota Way | M. Donovan & J. P. Womack | The Lean Post

Elon Musk Tesla

Given the ever-increasing barriers to entry in what Peter Drucker famously called the “industry of industries,” it’s a wonder that any automotive startups defy the long arc of consolidation by establishing themselves as viable competitors. And it’s even more notable when these newcomers present a model that just might challenge the incumbents to the core. Lean thinker Mark Donovan recently asked LEI founder Jim Womack whether the path taken by Tesla founder Elon Musk points to a new machine that can change the world. 

Sourced from The Lean Post

Michel Baudin‘s comments:

Are the barriers to entry into the auto industry “ever-increasing,” as asserted in the 2010 HBR article linked to above, or did this article get it wrong? Could it be that the barriers are actually falling, with advances in electronics and information technology leveling the field between incumbents and new entrants?

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