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"
Fujio Cho
Cho perceived that North America would remain absolutely paramount to the success of his company. In 2002 and 2003 Toyota sold more vehicles there than in Japan, amounting to almost 80 percent of total worldwide profits.
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.
Bearing a degree in law, he had joined Toyota in 1960 and quickly became one of the company's top production experts.
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.
he began to decentralize the design process. Toyota teams located in France and Southern California competed with those in Japan for the best designs.
Cho believed that the jettisoning of lifetime employment in many other Japanese companies was a serious danger to the social stability of his country. Layoffs were a dishonorable practice that Toyota would only consider as a last resort.