TOYOTA - Wellspring Projectwellspringproject.com/downloads/toyotasectionk.pdf · KEIRETSU:The Toyota ... The Toyota Highlander SUV will be manufactured at the company’s new facility

TOYOTA

Toyota has now surpassed General Motors asthe world’s No. 1 automaker, but the com-pany that started as a loom manufacturer isknown as much for its culture as it is for itscars.

That culture is known as “The Toyota Way.” Based on14 principles, it serves as the basis for company deci-sions, actions and relationships – not only in the work-place, but in the community as well.For Northeast Mis-sissippi, Toyota’s values will be seen in a variety ofways, including a multimillion-dollar commitment toschools and a tree-planting program in the area. And by 2010, they’ll be seen in a most obvious way –

the Highlander SUVs rolling off the lineat Wellspring.

The First 100 DaysThe First 100 DaysTOYOTATOYOTA

COVER PHOTOS BY DESTE LEE/THOMAS WELLS/C. TODD SHERMAN

June 6, 2007 ■ Section K ■ Northeast Mississippi Daily Journal

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PAGE 2K ■ JUNE 6, 2007 TOYOTA: THE FIRST 100 DAYS NORTHEAST MISSISSIPPI DAILY JOURNAL

825 West JeffersonCorner of Jefferson & Park Street • Tupelo, Mississippi

662.842.5665

Welcome Toyota!

fine dining at its best

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1800 City Ave. North • Ripley, MS 38663

P R O D U C T I O N C O M PA N Y

WelcomeToyota

from

BY LEESHA FAULKNERDaily Journal

Anyone who attended the Feb.26 announcement about Toy-ota’s locating its new NorthAmerican manufacturing plantnear Blue Springs also heard therepeated phrase, “the ToyotaWay.”

Toyota manufacturing execu-tive vice president Gary Convisinvoked it as he talked about thecompany’s challenge in balanc-ing rapid growth and maintain-ing its superior quality stan-dards. He talked about the startup of the Tundra line’s produc-tion in San Antonio and the up-coming launch of Camry pro-duction at the Subaru plant inLafayette, Ind.

For those who know the Toy-ota method of operation, itcomes as no surprise that Con-vis refers to “the Toyota Way.”Even he has defined it as thenexus of success for the world’s

No. 2 car manufacturer.

What is “the Toyota Way?”Convis explains it in his fore-

word to Jeffrey Liker’s book, “TheToyota Way: 14 ManagementPrinciples from the World’sGreatest Manufacturer.”

He writes: “The Toyota Way isnot the Japanese Way or theAmerican Way or even the GaryConvis Way of managing.”

“It is the fundamental way thatToyota views its world and doesbusiness. The Toyota Way, alongwith the Toyota Production Sys-tem, make up Toyota’s DNA.’ ThisDNA was born with the foundersof our company and continues tobe developed and nurtured inour current and future leaders.”

The company began in 1926 asToyoda Automatic Loom Works,the eventual parent of the ToyotaGroup. The Toyoda AutomaticLoom Works began as one man’ssearch to lighten the load of his

mother, grandmother and theirfriends who made extra moneyweaving for local mills and shops.

■ ■ ■Liker says the foundation of

the Toyota Way is “genchi genbut-su” or basically getting one’shands dirty. Its basis evolvedwhen Sakichi Toyoda, a 19th cen-tury carpenter, searched for abetter way to make a loom for thewomen of his region. His newlooms proved to be cheaper andbetter than those in use.

But Toyoda took the project astep further and researched at-taching a power source to theloom that would help lightensome of the intensive physicallabor that went into weaving.Doing everything himself anddepending on trial and error,Toyoda developed the steam en-gine that would work the loom.

And so, in 1926 Toyoda Auto-matic Loom Works began its

Jeffery K. Liker’s book“The Toyota Way”Published by Mc-

Graw-Hill350 pages $17.61

The Toyota Way: Respect and critical analysisThe 14 Toyota Way Principles1. Base your management decisions on a long-term philosophy, even at the ex-pense of short-term financial goals.2. Create continuous process flow to bring problems to the surface.3. Use “pull” systems to avoid overproduction.4. Level out the workload. Work like the tortoise, not the hare.5. Build a culture of stopping to fix problems, to get quality right the first time.6. Standardized tasks are the foundation for continuous improvement and em-ployee empowerment.7. Use visual control so no problems are hidden.8. Use only reliable, thoroughly tested technology that serves your people andprocesses.9. Grow leaders who thoroughly understand the work, live the philosophy andteach it to others.10. Develop exceptional people and teams who follow your company’s philoso-phy.11. Respect your extended network of partners and suppliers by challengingthem and helping them improve.12. Go and see for yourself to thoroughly understand the situation.13. Make decisions slowly by consensus, thoroughly considering all options; im-plement decisions rapidly.14. Become a learning organization through relentless reflection and continu-ous improvement.

Turn to WAY on Page 11K


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NORTHEAST MISSISSIPPI DAILY JOURNAL TOYOTA: THE FIRST 100 DAYS JUNE 6, 2007 ■ PAGE 3K

www.busylad.com 662-842-78341818 McCullough Blvd.• Tupelo, MS 38801

©Daily Journal - 07

THANKS TOYOTA !

BUSYLAD WAS HONOREDTO BE A PART OF

THE TOYOTA MISSISSIPPI

GROUNDBREAKINGCEREMONY

EVENT TEAM.

TOYOTA VOCABULARY

UNDERSTANDING TOYOTA MEANS UNDERSTANDING SOME OF THE TERMS THAT DESCRIBE THEIR PRINCIPLES AND OPERATIONS.

KAIZEN: Continuous improvement; Toyota’s

basic approach to doing business

JIDOKA: Automation with ahuman touch,

building in quality while producing material

HEIJUNKA: Workload leveling

GENCHI GENBUTSU: Seeing for oneself to thoroughly understand the situation

SENSEI: Teachers,mentors

MUDA: Waste

KEIRETSU: The Toyota conglomerate

KANBAN: In the manufacturing

process, a “built-in gasgauge” to signal to

the previous step when its parts need

to be replenished

ATOKOTEI WA O-KYAKUSAMA:

“The next process is the cus-tomer” (the preceding

process must always dowhat the subsequent

process says)

NEMAWASHI: Thoroughness in decision-making

– From “The Toyota Way”by Jeffrey K. Liker


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Lee County Welcomes Toyota

LEE COUNTY BOARD OF SUPERVISORS

Front Row: Glen Weeks, District 5; Charles R. Duke, District 3.Back Row: Tommie Lee Ivy, District 4; Bobby Smith, District 2; Phil Morgan, District 1.

EDUCATION• Excellent public and private schools with 7 colleges and universities within 90 miles.

TRANSPORTATION• 2 Major Highways - U.S. Highway 78 and 45 - situated adjacent to Tenn-Tom Waterway.

• 2 Railroads - Burlington and Kansas City - spanning North, South, East and West.

ABUNDANT NATURAL RESOURCES• 83,275 total acres of row crop and pasture land.

• 96,096 acres of timber.

ECONOMIC DEVELOPMENT• 4 Major Industrial Parks with available acreage • In excess of 1 billion in retail sales.

• In excess of 57,780 persons employed • Home to Tupelo Furniture Market - with over 1.6 million square feet of exhibitor space and second largest in United States.

• Lee County Agri-Center with 56,000 square feet of space and a seating capacity of 6,500people. • Mississippi State Research & Extension Center • PUL Alliance Member

TOURIST ATTRACTIONS• Birthplace of Elvis Presley • 4 Golf Courses • 3 Manmade lakes including

Tombigbee State Park, Elvis Presley and Lake Lamar Bruce • Annual North Mississippi Regional Fair and Agri-Expo.

A County Progressing Forward

BY EMILY LE COZDaily Journal

TUPELO – If you live inNortheast Mississippi andnever heard of the ToyotaHighlander until today, that’sunderstandable – by 2010,however, it likely will be im-possible.

The world’s second-largestautomaker announced Tues-day that it would start making150,000 of the popular SUVsannually at its new assemblyplant near Blue Springs.

Considered a crossover SUV,the Highlander sits on a Camryframe and rides lower to theground than its competitors.The Camry has been the best-selling sedan in the U.S. formost of the past decade. TheHighlander, with about120,000 in sales last year, isToyota’s best-selling SUV andhas been on the road in NorthAmerica since 2001.

It’s already a top-10 seller atTupelo’s Carlock Toyota dealer-ship, where truck championMark Thomas expects to see aspike in Highlander sales afterthe plant opens.

“I think Toyota sales in gen-eral of all vehicles will increasewhen that happens, becausepeople tend to buy what theywork with,” Thomas said.“People who work at the Gap

buy Gap clothes, so if you workat the Toyota company, youwill buy Toyota vehicles.”

Thomas might get his firstpost-announcement sale fromU.S. Sen. Trent Lott, who saidduring Tuesday’s press confer-ence that he “can’t wait to buymy Highlander.”

Although commerciallyavailable in five versions – in-cluding three gas-engine mod-els and two hybrids – the planthere will make only gas-pow-ered Highlanders. The four-cylinder model gets 22 milesper gallon in the city and 27 onthe highway; the six-cylindergets 19 in the city and 25 on thehighway, Thomas said.

“It’s also popular because ofits price,” he added.

Highlanders range from$24,880 to $34,610 dependingon the model, according toToyota’s Web site.

– Originally published Feb. 28

C. TODD SHERMANThe Toyota Highlander SUV will be manufactured at the company’s new facility near Blue Springs. The first vehicle isexpected to roll of the line by 2010.

Highlander is propularbecause of its pricing

April sales up over 2006■ Toyota says that High-lander and Highlander Hybridposted combined April salesof 10,122, up 2.4 percentover the same period lastyear. The Highlander Hybridgas-electric mid-size SUV re-ported sales of 2,394 unitsfor the month.


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The World’s Cleanest IC Lift Truck.Toyota moving forward one load at a time.

All Toyota 8-series models count as 0.6 g/bhp-hr (0.8 g/kW-hr) HC+NOx towards California’s end user fleet averagecalculation -- measures do not apply to diesel configured models. Contact your local dealer for additional information.

(An affiliate of The Lilly Company)

SALTILLO FIRE DEPARTMENTRight to Left - Bottom Row: Chief Robert Woods • Assistant Chief Heath Seawright

Second Row: FF Jon Price • Lieutenant Dave Hagemann Captian David Loague • FF Alexis Glidewell

Third Row: FF William Sloan • Engineer Dan Martin • Sergeant Steven MillerFF Adam Mallette • FF Andrew Siddall • FF Justin Kitchen • Sergeant Scott George

Not Pictured: FF Terry Robinson • FF Michael PattersonFF Prentice Brown • FF Jason Carlock

TOYOTA MISSISSIPPI

■ LOCATION: BlueSprings

Production start: By 2010Capacity: 150,000 vehi-

cles per year■ PRODUCT: Highlander,

SUV■ COMPANY INVEST-

MENT: $1.3 billion■ STATE INVESTMENT:

$324 million■ OPERATIONS: Vehicle

production, includingstamping, body welding,

plastics, paint and assem-bly

■ EMPLOYMENT:Initially, 2,000

■ LAND SPACE: 1,700 acres

■ OTHER NORTH AMERICAN PLANTS:

■ CARS: Georgetown, Ky.;Cambridge, Ontario, Cana-

da; Princeton, Ind.; Fre-mont, Calif.; Tijuana, Mexi-

co; San Antonio, Texas;Woodstock, Ontario, Cana-

da;■ ENGINES: Buffalo, W.V.;

Huntsville, Ala.


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WELCOMETOYOTA

Southern RegionLOCATION OF FACILITIES

Sherman, MS Jackson, MSGreenville, MS Tupelo, MS,

Greenwood, MS

EL Dorado, ARWest Point , MS Memphis, TN Grenada, MS

Kosciusko, MS

Birmingham, ALNew Albany, MS

“Corporate Office”

Top Prices paid for scrap metal

Largest processor of scrap in the United

States

53 location, 16 states and growing

Nearly 2 billion in revenues and increasing

Run rate of 5.5 million tons

Employee Stock Purchase Plan

College Scholarship Program

New York Stock Exchange Listed -MM

Zero indebtedness

$900 million market capitalization

Planned investment into plant and equipment

of up to $90 million this fiscal year

The best 1800 employees in its business

THE BEST START HERE

w w w . i c c m s . e d uFulton 662.862.8000 • Tupelo 662.620.5000

Itawamba Community College is an equal opportunity institution.

TOYOTA

Real college.

Real family.

Real future.

I t a w a m b aCOMMUNITY COLLEGE

WELCOMEWELCOMEt o N o r t hM i s s i s s i p p i• Online• Academic

• Technical• Workforce

TOYOTA’S VEHICLES

HIGHLANDER AVALON

CAMRY

COROLLA

FJ CRUISER

MATRIX

HIGHLANDER HYBRID

CAMRY SOLARA

CAMRY HYBRID

PHOTOS OF HIGHLANDER, CAMRY,CAMRY SOLARA, AVALON, COROLLA,

FJ CRUISER AND MATRIX BYTHOMAS WELLS.

PHOTOS OF HIGHLANDER HYBRIDAND CAMRY HYBRID

PROVIDED BY TOYOTA.

JUNE 6, 2007 ■ PAGE 6K 100 DAYS NORTHEAST MISSISSIPPI DAILY JOURNALDocum

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205 N. Gloster • Tupelo, MS • 842-7205

Lunch 11:00 - 2:00 Mon. - Fri.Dinner 5:30 until Tues. - Sat.

Tue. - $5 Martinis & $1 OystersWed. - Half price Wine by the GlassThur. - Fusion Burger Night & $2 DomesticsFri. & Sat. - Nightly Infused Drink Specials

Check out our new patio!

Daily Happy Hour

TOYOTA’S VEHICLES

TUNDRA TACOMA

SIENNA

SEQUOIA

4RUNNER PRIUS

RAV4

LAND CRUISERYARIS

PHOTOS OF 4RUNNER, TUNDRA,SEQUOIA, RAV4, SIENNA

BY THOMAS WELLS.

PHOTOS OF PRIUS, TACOMA, YARIS,LAND CRUISER PROVIDED

BY TOYOTA.


size: (295.28 x 546.10 mm



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Papa’s Patio seats about 75 andpatrons have access to a full drinkand food menu. The area is handi-cap accessible and soon will have aflat-screen TV that will show thelive events taking place insidePapa’s Place.

Because the patio is open year-round, the restaurant is looking intobuying cool-mist fans for the sum-mer and heaters for the winter.

While smoking is allowed outsideand each table has its own ashtray,Vanelli said the plans for the patiowere in the works long before Tupeloenacted a public smoking ban lastyear. He said the patio is somethinghis father, Demetrios “Papa Vanelli”Kapenekas, always wanted.

“The patio also is an honor and tes-tament to the long European traditionof outdoor dining,” Vanelli said.

– Daily Journal 4/10/07

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BY EMILY LE COZDaily Journal

TUPELO – Hold onto that resumefor a while; Toyota won’t be hiringworkers for its new facility here untilat least mid-2008, company officialssaid Tuesday.

That’s when the $1.3 billion High-lander assembly plant will near com-pletion and when the company startsinterviewing the first of its 2,000 em-ployees.

Engineers, upper management,maintenance, and, later, factory-floorand assembly-line operators will beneeded at the plant, which will han-dle stamping, body welding, plastics,paint and assembly.

Pay can climb as high as $20 perhour with very generous benefitspackages, said Ray Tanguay, seniorvice president of Toyota Motor North

America.Tanguay and others said the com-

pany will advertise for employees inlocal newspapers when Toyota isready to hire here.

As for contractors eager to helpbuild the plant, the company likelywill select from a pool of firms that ithas worked with in the past to headthe effort, said James Wiseman, Toy-ota’s vice president of external affairs.But the automaker will hold a “fair”for subcontractors wanting to offertheir services.

Wiseman didn’t provide details ofthe fair but said Toyota probablywould need more than 100 subcon-tractors to develop the 1,700-acresite.

When it’s ready to hire, the world’ssecond-largest automaker will recruitfrom a large region, including North-

east Mississippi, eastern Alabama andthe Memphis area. David Rumbarger,president and CEO of the CommunityDevelopment Foundation, couldn’tproject what percentage of the plant’seventual work force would come fromthe area’s existing pool of workers asopposed to those who will be broughtin from elsewhere.

During Tuesday’s press conferenceto announce Toyota’s selection ofWellspring, Gov. Haley Barbour spec-ulated that the new plant would em-ploy 4,000 within a few years.

Toyota officials tempered thatstatement, reiterating that they hadplans for only 2,000 workers initially.But they did admit it would be nice ifworldwide demand for their vehiclesrequired the plant to double its size.

– Originally published Feb. 28

BY CARLIE KOLLATHDaily Journal

STARKVILLE – The best way to fitinto the corporate culture of aJapanese-based company is to devel-op a personal relationship with thecompany’s representatives, a formerSeiko Instruments president and CEOsays.

Reinosuke Hara, a 26-year Seikoveteran and president from 1985 to1995, said that while the Japanese andAmerican business cultures are verydifferent, it is important for both sidesto find mutual trust and understand-ing.

“Whether you work with Nissan orToyota, the most important part is todevelop mutual understanding as ahuman being,” he said during one ofhis presentations at Mississippi StateUniversity.

Hara gained experience with theauto manufacturers during his time atSeiko, where the watch company hadexclusive contracts with Toyota. Hesaid the working relationships taught

him about Toyota’s just-in-time pro-duction and delivery system, whichfocuses on eliminating wastes such asexcess production, excess inventory,and unnecessary transportation, be-havior and movement.

As an example, Hara applied thepractice to watch manufacturing. Hesaid that if 10 workers made 120watches, but only 100 pieces areneeded, it is not a good thing. Instead,the company can reduce the workforce to eight people and make 100watches.

Hara said the just-in-time concepttook a while for Toyota to implementin Japan, and he expects a large learn-ing curve when it comes to the newToyota Mississippi plant.

“This requires an enormous effort,especially in the United States,” hesaid to an audience of about 40 peo-ple. “Even though Toyota has made itwork in Kentucky, Kentucky is differ-ent from Mississippi.”

– Orignally published April 25

Work to build friendshipsToyota employees can make up to $20 an hour


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NORTHEAST MISSISSIPPI DAILY JOURNAL TOYOTA: THE FIRST 100 DAYS JUNE 6, 2007 ■ PAGE 9J

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WelcomeToyota

from

What they saidHEARD IN DAYS AFTER TUPELO’S SELECTION OVER CHATTANOOGA,

TENN., AND MARION, ARK.,FOR THE TOYOTA PLANT:

“I think it’s going tobe a wonderful changefor the whole commu-

nity. I think lifestylesare going to change.”

– Gloria Highpostmaster for Blue Springs

“Sherman has had alot of exciting things,

but nothing like this.”– Connie Allen

Sherman city clerk

“There’s lots of opportunities, but we

have to figure out howare we going to keep

the comfort of a small-city mentality ifthis area explodes the

way it could.”– Bill Rutledge

Pontotoc mayor

“Madison Countywent from 30 deputiesto 52 deputies. I’m al-ready thinking abouthaving to add peopleto my department.”

– Tommy WilhiteUnion County sheriff referring to the growth

in Madison County from the Nissan plant

“Finishing second isnot bad. The impor-tant thing is the for-

ward momentum hasnot stopped and will

not stop.”– Ron Littlefield

Chattanooga mayor

"We’re not going to sitaround and mope and

be depressed. We’regoing to get busy and

move forward.”– Frank Fogelman

Marion mayor


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From ToyotaIn the world of automobiles,

“hybrid” is becoming a com-mon term, with Toyota produc-ing two vehicles using that sys-tem: the Prius and HighlanderHybrid.

What makes hybrids differentfrom the regular vehicle?

Hybrid refers to a powertrainthat combines two differentmethods of propulsion, eachcomplement the other in a waythat enhances the strengths andminimizes the shortcomings ofeach.

In very simple terms, a hybridpowertrain uses an engine that’sburning a fossil fuel, combinedwith an electrical system madeup of a motor, generator andbattery. Depending upon the in-dividual system, the gasolineengine may be able to drive thevehicle by itself, or it may drivethe electrical system only

(which in turn will actually drivethe vehicle).

Or the electrical system mightbe able to drive the vehicle by it-self, or both systems may beable to work together to varyingdegrees.

The current automotive inter-nal combustion piston enginehas been developed to a highstate of refinement. It deliverspower levels, meets emissionsand fuel economy require-ments, and satisfies customerdemands for smoothness,quietness, reliability and cost.

Its emissions levels and fuelconsumption can still be im-proved upon—although, admit-tedly, not by a lot. Plus there’s abasic problem that faces almostevery vehicle on the road: Eachof them has an engine that is,most of the time, larger than itneeds to be.

A typical four-door sedan

may have an engine rated at,say, 200 horsepower. That vehi-cle rarely requires the full 200horsepower, normally only forquick passing maneuvers orwhile climbing steep hills. Mostof the time the engine is operat-ing at a small fraction of its full,rated output.

What people really need is200 horsepower every once in awhile, maybe 100 horsepowerfrom time to time, and about 30or 40 horsepower most of thetime. The fuel consumption andemissions benefits of such apowertrain should be obvious.

Could an electric car do that?The pure electric vehicle is quietand smooth and generates noneof the emissions currently regu-lated for vehicles with gasolineengines. But after over a centuryof research, the electric vehiclestill lacks a suitable battery andthere is not a likely prospect offinding one on the horizon.

The pure electric car has thesame handicap it had 100 yearsago – limited range. And thereare other major concerns: Whilea car with a gasoline engine canbe completely refueled in a fewminutes, literally hours are re-quired to charge up an electriccar.

And while the gasoline vehi-cle runs just as well on the lastdrop of fuel as on the first, thefurther an electric car goes themore its performance drops –because the battery is discharg-ing – so the last of its “range” isat a pace that becomes increas-ingly slow.

In simple terms, the electriccar doesn’t have enough whenit’s needed; the conventionalgasoline car has too much whenit’s not needed. The hybridsolves both those issues.

The road vehicle, because ithas to deal with the widely vary-ing speeds and conditions oftraffic, has a more difficult dutycycle. Starts, stops, short trips,family vacations, stuck in trafficjams—all these create fuel con-sumption and emissions prob-lems.

Paul Smithey Construction Company

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Welcome Toyota

CREATE Foundation would like toexpress appreciation to ToyotaMotor Manufacturing North

America, Inc. for selectingNortheast Mississippi as the site forits next automobile assembly plant.CREATE is honored to be selected

by Toyota to administer its $50Million commitment to enhanceeducation in the PUL Alliance

Counties. We believe this is thebeginning of a great partnership. Agreat company and a great region.

Mississippi’s Oldest & LargestCommunity Foundation

662.844.8989www.createfoundation.com

Hybrids get the mostof two different systems

JUNE 6, 2007 ■ PAGE 10K 100 DAYS NORTHEAST MISSISSIPPI DAILY JOURNALDocum

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WELCOME TOYOTA!Airgas is located at:

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VETERANS“Purple Heart Car Tag Law” - Author“Mandatory Training for Veterans Service Officers” - Author“Veterans One Stop Service Center” legislation - AuthorChaired Veterans Appreciation Day paradeAmerican Vietnam Veterans of Mississippi Honorary Lifetime Member“POW/MIA Resolution” - Author“National Guard Education Amendment” - Author“National Guard Armory Facilities Study Legislation” – Author“Veterans Retirement Homes – Co-Author

HEALTH“Mississippi Children’s Trust Fund” - Author“Adoption Laws of Mississippi” - Author“Blended Funding Formula for Mississippi Children” - AuthorSenate version “Welfare Reform Act” – Author“Mississippi Childhood Immunization Act” – Author“Foster Care Parent Training Program” - Author

ECONOMIC DEVELOPMENT“Management Training Act of Mississippi” – Author$150 Million “Mississippi Farm Reform Act” - Author“Mississippi Economic Development Reorganization” – Co-Author“Mississippi Business Development Act” - Author“Reservation of Corporate Names” legislation – Author“Streamlined Use and Sales Tax” legislation – Author“Rural Fire Truck Acquisition Program” – Co-Author“Rankin First” – Created – Co-Author (OVER)

EDUCATIONSouthern Region Education Board – 8 yearsVice Chair Mississippi Senate Education Committee“Phonics Amendment” – AuthorHouse Bill 4 “Education Reform Act” – Only legislator from 3 counties to vote for H.B. 4“Best” Education Reform – Authored 14 amendments in support“Music Arts Curriculum Coordinator Law” - Author“National Resolution on Music and Arts in Education” - AuthorCommunity and Junior College funding – Supporter“Adequate Education Act” – Voted for Passage

HIGHWAYS“AHEAD” $1.6 Billion Economic Highway Development Program – Voted for passage“Axles” and “Weight Improvement” laws for Mississippi Truckers and Foresters – Co- Author“Mississippi Bridge Replacement Bond Program” – Co-Author“State Aid Fund for Off-System Bridges” – Author

BIOGRAPHYMississippi State University — Bachelor of Science

Mississippi College — Masters of Business Administration (MBA)Realtor Accountant Mason Eastern Star Baptist Rotary

Mississippi Senate — 20 Years Mississippi House of Representatives — 4 years

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AGRICULTURENational Chairman of International Trade and AgricultureChairman of Rural Development and Agriculture Committee (Represented 16 Southern States)Senate Agriculture Chairman“Forestry Tax Credit” – Co-Author“Soil and Water Conservation Cost-Share Program” – Co-Author

CRIMESenate Correction Committee Chairman“Senate Prison Industries Authorization” - AuthorIncreased Sentencing for Commercial and Home BurglarySupported “Life Sentence Means Life”

AWARDSManager of the Year Award – Humana CorporationLegislator of the Year for Children’s Mental HealthJohn Bragg 16 State Regional Leadership AwardFirefighters Preservation of Life and Property AwardOutstanding Legislator Award - Mississippi Psychological AssociationVeteran of Foreign Wars Dedication of Service AwardAmerican Legion God and Country Appreciation AwardArts for the Handicapped Service AwardRealtor Award for Preservation of Property Rights

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climb to become one of themost famous companies of thetimes. And in the process of theconstant re-evaluation of thepower looms, it developed an-other constant of the ToyotaWay, “jidoka” or built-in qualityby building a loom to stopwhen a thread broke, so the in-dividual could fix the problemimmediately, instead of turningout an inferior product.

■ ■ ■

In 1929, Sakichi Toyoda senthis son, Kiichiro, to England tosell the “mistake-proof” loom’spatent to Pratt Brothers. TheToyodas took that money andstarted making cars.

But World War II slowed theeffort. The war’s aftermathcould have spelled doom forthe Toyota Automotive Co., butJapan had to rebuild and the

United States understood thatto rebuild a war-torn nation,there had to be trucks.

When increasing post-warinflation made cash flow aproblem, the company calledfor companywide pay cuts.That didn’t solve the problem,so the company asked 1,600employees to take early retire-ment, setting off a multitude ofprotests.

Instead of hanging on, Kiichi-ro took responsibility for thecompany’s failure and resignedas president, although he couldhave done little to set the com-pany straight because so manyoutside influences had affectedit. But workers understood thesymbolism of the move and re-sponded by taking the pay cuts.The company grew stronger.

In the shadow of Kiichiro’saction, it is the respect for peo-ple and the willingness to takeresponsibility that is the com-pany’s second pillar, accordingto a corporate spokesman Vic-tor Vanov, following the first ofgetting one’s hand’s dirty or

seeing for yourself.

■ ■ ■

Toyota seems to stand outamong vehicle manufacturers,even those in Japan, because ofthose two pillars and the bal-ance between humility and atightly organized, critical ap-proach to improvement. Au-thor David Magee has beenstudying Toyota Motors for thepast six months for his newbook, “How Toyota Became #1,” which is to be released thisfall.

“It’s a very different organiza-tion,” Magee said.

The company takes on prob-lems first, he said, one of thekey points made by the manu-facturer during its employeeorientations. The companydoesn’t focus so much on bu-reaucracy as do so many oth-ers, Magee said. Instead, itchooses to empower its em-ployees by having them thinkcritically and offer constructivecriticism on how to make the

product better.“It’s always problems first,”

he said, “unlike our Fridaymeetings when we like to gath-er around the table and tellwhat we did best.”

■ ■ ■

Observations from Kentuckymay also help Northeast Mis-sissippians better understandthe Toyota Way.

“It’s a learning organization,”said Dallas Blankenship, super-intendent of Scott County, Ky.,schools. “It’s what they createwith their practices.”

For nearly two decades, Toy-ota has built cars in an assem-bly plant in Georgetown, Ky.Blankenship and others haveseen how the 14 principles ofmanagement have worked forthe company. They’ve seenworkers from the factory linesto management thrive in whatappears to be a learning labora-tory, he said.

Schools are about lifelonglearning, so Blankenship and

his schools are examining waysto incorporate the Toyota Wayand refine it for education. Heand his staff like the practices –the team work with leaders tak-ing responsibility and the re-spect to all members of theteam.

And, essential to learning,each leader looks and mea-sures ways to improve by par-ticipating, Blankenship added.

■ ■ ■

Author Liker took a year tointerview more than 40 Toyotamanagers, to see what madethe company work and why themanagement practices are asmuch a culture as they areguidelines.

Liker, a professor of industri-al and operations engineeringat the University of Michigan,was no stranger to the Way. Hehad 20 years of visits to Japanand an intimate knowledge ofhow Toyota works.

It all boils down to balance,Liker said. Toyota is successful

because it considers peoplewithin a framework of high ex-pectations that demands con-tinuous improvements.

Where will those improve-ments lead?

Magee believes Toyota is al-ways forward looking becausethat’s the most fundamentalprinciple of doing business – along-term vision. Toyota hascapitalized on its ability to hitthe market early with the hy-brid engines that save gasolinewhile other companies wereexamining different technolo-gies. He believes that soon, thecompany will build vehiclesonly with hybrid engines – thatcan drive across this country ona tank of gas.

But the thrill for Magee, a na-tive Mississippian who nowlives in Tennessee, is the criticalrole Toyota will play in North-east Mississippi. “You’re right inthe heart of the future of theglobal automotive industry,” hesaid.

– Originally published March 12

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