Cho gave a high priority to the application of information technology in upgrading the TPS. New models could be developed and their production processes computer generated at the very same time.
Bearing a degree in law, he had joined Toyota in 1960 and quickly became one of the company's top production experts.
Fujio Cho
McKenna, Joseph R., "The Challenger Mindset of Fujio Cho,"Tooling Around, April 2002, p. 1. Spear, Steven, and H. Kent Bowen, "Decoding the DNA of the Toyota Production System," Harvard Business Review, September-October 1999, pp. 97-106.
Toyota Motor Corporation
Toyota Motor Corporation, 1 Toyota-cho, Toyota, Aichi 471, Japan
President and chief executive officer, Toyota Motor Corporation
In 1999 Okuda retired, and Cho became the second consecutive nonfamily Toyota president.
From Okuda, Cho would learn that cars needed to be designed more quickly and with more freedom given to the designers at the production stage. Toyota was too centralized a company
the ability of its workers to stop the assembly line when the situation demanded, resulting in a total absence of defective cars: "It is that our employees should be courageous enough to bring the production process to a halt, if necessary"
capturing 15 percent of the world vehicle market by 2010 and dethroning GM
Dr. Taiichi Ohno, who would dramatically change the destinies of both Cho and Toyota.
Jun Fujio's birth name is Fujio Jun.