Jim Wilkinson’s Post

In 2009, Toyota faced a significant crisis when millions of vehicles were recalled due to a serious safety defect, including faulty accelerators. This issue damaged their long-standing reputation for reliability, but Toyota’s effective reputation management efforts provide a valuable lesson in crisis PR. Here’s how Toyota used PR to recover: Immediate Acknowledgment: Toyota took quick responsibility for the recall and communicated openly about the issue, signaling transparency to customers. Leadership Accountability: CEO Akio Toyoda stepped forward with a public apology, showing the human side of the brand and reinforcing trust in the company's leadership. Concrete Action: Toyota didn’t stop with apologies. They implemented stricter safety protocols and quality controls to ensure such issues wouldn't recur. This demonstrated a genuine commitment to improvement. Engagement with Customers: Through direct communication with affected customers, Toyota worked to rebuild trust, offering incentives and personal reassurance. Long-Term Focus: Over time, Toyota showed consistent effort toward restoring its reputation, turning the crisis into an opportunity to reinforce their brand values of reliability and safety. This is a prime example of why reputation management is crucial in PR. Brands that can effectively manage their reputation during a crisis—not only through apologies but with consistent actions—can restore consumer confidence and emerge stronger. For PR professionals, Toyota’s approach highlights the importance of transparency, accountability, and ongoing commitment to maintain a positive brand image, especially during difficult times. #CrisisManagement #ReputationRecovery #PRStrategy #BrandReputation #CrisisResponse #TransparencyMatters #Accountability

𝐃𝐨 𝐲𝐨𝐮 𝐤𝐧𝐨𝐰 𝐡𝐨𝐰 𝐓𝐨𝐲𝐨𝐭𝐚 𝐜𝐨𝐧𝐭𝐢𝐧𝐮𝐨𝐮𝐬𝐥𝐲 𝐢𝐦𝐩𝐫𝐨𝐯𝐞𝐬 𝐭𝐡𝐞𝐢𝐫 𝐩𝐫𝐨𝐜𝐞𝐬𝐬 𝐚𝐧𝐝 𝐚𝐬 𝐰𝐞𝐥𝐥 𝐭𝐡𝐞 𝐦𝐚𝐧𝐚𝐠𝐢𝐧𝐠 𝐨𝐟 𝐭𝐡𝐞 𝐩𝐞𝐨𝐩𝐥𝐞? Each one of the companies, without a doubt, is always looking to improve processes to obtain the best results and profitability. Toyota for many years has created a philosophy that without having more to say has been extremely successful. Within this way of life or culture, Toyota has created the concept of 𝑻𝑶𝒀𝑶𝑻𝑨 𝑲𝑨𝑻𝑨, which is defined as the art of managing people to adapt, improve and obtain superior results. Today I would like to focus on an important edge of 𝑻𝑶𝒀𝑶𝒀𝑨 𝑲𝑨𝑻𝑨, this edge is defined as the previous but crucial steps to achieve the objective starting from a current situation (𝑻𝒂𝒓𝒈𝒆𝒕 𝑪𝒐𝒏𝒅𝒊𝒕𝒊𝒐𝒏) Once you understand the concept of Target Condition and how it plays into the cycle of continuous improvement, it will be difficult for you to find a Target Condition for your process. You should undoubtedly think about what the future or ideal condition of your process is in all its aspects to understand then what a Target Condition can be. For them there are the following questions that you can ask yourself: 𝑯𝒐𝒘 𝒅𝒐 𝑰 𝒅𝒊𝒔𝒄𝒐𝒗𝒆𝒓 𝒕𝒉𝒆 𝒕𝒂𝒓𝒈𝒆𝒕 𝒄𝒐𝒏𝒅𝒊𝒕𝒊𝒐𝒏𝒔 𝒘𝒊𝒕𝒉𝒊𝒏 𝒎𝒚 𝒑𝒓𝒐𝒄𝒆𝒔𝒔? 🚗 How should this process operate? 🚗 What is the final process situation? 🚗 Where do we want to be next on the process? 𝑻𝒂𝒓𝒈𝒆𝒕 𝑪𝒐𝒏𝒅𝒊𝒕𝒊𝒐𝒏 is not the same as 𝑻𝒂𝒓𝒈𝒆𝒕. The Target is a result, but the Target Condition is a description of how the process should operate under a pattern that determines how to reach the goal. "𝘞𝘦 𝘤𝘢𝘯𝘯𝘰𝘵 𝘱𝘳𝘰𝘨𝘳𝘦𝘴𝘴 𝘸𝘩𝘦𝘯 𝘸𝘦 𝘢𝘳𝘦 𝘴𝘢𝘵𝘪𝘴𝘧𝘪𝘦𝘥 𝘸𝘪𝘵𝘩 𝘵𝘩𝘦 𝘤𝘶𝘳𝘳𝘦𝘯𝘵 𝘴𝘪𝘵𝘶𝘢𝘵𝘪𝘰𝘯." Kiichiro Toyoda

Ever wondered what makes Toyota a global leader? Let me share a little secret: it’s not just about the cars; it’s because they are process kings. At the heart of Toyota's culture is two simple but powerful ideas: continuous improvement and respect for people. Continuous improvement is all about kaizen—a fancy word for making things better, bit by bit, every day. Everyone, from the factory floor to the boardroom, is encouraged to find ways to improve. A perfect example? Their Just-In-Time production system delivers parts only when needed to cut waste and boost efficiency. Brilliant, right? Then there’s respect for people. It’s not just a buzzword here. It means listening, collaborating, and solving problems together. It’s about making sure every voice is heard, from employees to suppliers, creating a ripple effect of trust and teamwork. And it works. Toyota’s relentless focus on quality and efficiency has made their cars reliable and earned them top spots in customer satisfaction year after year. Companies that adopt these lean principles often see huge wins too—lower costs, better products, and happier teams. So, the takeaway? A company isn’t just a set of rules. It’s a mindset—a way of working and thinking that turns small changes into big results. Continuous improvement and critically respect for people. What do you think? Could these principles drive change in your work too?

Improving Quality-enabling the process & the people via the Andon. On reading, Jeffrey Liker “The Toyota Way-14 Management Principles from the world’s greatest manufacturer”, I’m regularly challenged by his concepts. In his book, Jeffrey definitively but simply details the principles that have brought Toyota success. The principle of the Andon is quite powerful but only with the underlying personal ownership of quality. GM’s Hamtramck Plant tried replicating the Andon but quickly found that the culture wasn’t ready and didn’t produce the same results. Jeffrey shares: “You need to constantly reinforce the principle that quality is everyone’s responsibility throughout the organisation”. Quality is intimately connected to the value proposition and employees can contribute to value through being empower to own quality in their work area. No wonder, Toyota is known for a company that build people, who build cars. Thanks Jeffrey, an excellent read and thanks for challenging the way I think.

As important as the change itself, we see that a culture that values continuous improvement and adaptability is paramount. It is essential that such a culture does not reject necessary changes, even if core concepts or philosophies are affected.

What sets Toyota apart?   Their relentless improvement is legendary, but the secret lies in fostering a culture of engaged problem-solvers.   Enter the Toyota Engagement Equation by Tracey Richardson✏️, Ernie Richardson   GTS6 - Go and See, Grasp the Situation, etc. - A structured problem-solving approach.   --   E3 - Everybody, Every Day, Engaged - Continuous improvement is a company-wide effort.   --   DNA - Discipline and Accountability - The foundation of the system.   The beauty lies in its focus on people.   #LeanManufacturing #ContinuousImprovement   #KME_Tools #KME_Lessons

What sets Toyota apart? Their relentless improvement is legendary, but the secret lies in fostering a culture of engaged problem-solvers. Enter the Toyota Engagement Equation by Tracey Richardson✏️, Ernie Richardson GTS6 - Go and See, Grasp the Situation, etc. - A structured problem-solving approach. E3 - Everybody, Every Day, Engaged - Continuous improvement is a company-wide effort. DNA - Discipline and Accountability - The foundation of the system. The beauty lies in its focus on people. #LeanManufacturing #ContinuoiImprovement #Culture #ProblemSolving #G

🌟 Transforming Industries with Lean Principles: The Toyota Legacy 🚗💡 At True North Lean, we're passionate about the power of lean manufacturing to revolutionize industries. The Toyota Production System (TPS) stands as a testament to how efficiency, quality, and continuous improvement can reshape the manufacturing landscape. 🌍✨ Toyota's innovative practices, including just-in-time production, lean manufacturing, kaizen (continuous improvement), jidoka (quality at the source), Andon (visual management), Kanban (inventory management), and an unparalleled respect for people, have not only transformed the automotive industry but have also set a global benchmark for operational excellence. 🏭🚀 Key Takeaways from Toyota's Lean Journey: ⭐Lean Manufacturing: Streamlining processes to minimize waste and maximize productivity. ⭐Kaizen: Harnessing the power of collective small improvements for significant impact. ⭐Jidoka & Andon: Prioritizing quality and immediate problem-solving to prevent future issues. ⭐Kanban & Just-in-Time: Innovating inventory management for efficiency and reduced costs. ⭐Collaboration with Suppliers & Quality Control Circles: Building strong partnerships and engaging employees in continuous quality improvement. ⭐Respect for People: Creating a culture of respect, teamwork, and mutual growth. As leaders in lean consulting in Southeast Asia, we at True North Lean are inspired by Toyota's legacy. We're committed to helping organizations adopt these transformative practices to not only enhance operational efficiency but also foster a culture of continuous improvement and respect. 🌐🤝 👉Lean Quiz: Test Your Knowledge! Ready to put your lean knowledge to the test? Take our quick quiz and see how you stack up against the principles of lean manufacturing: 1. What is the main goal of lean manufacturing? A) Increase inventory B) Maximize employee workload C) Minimize waste and optimize processes D) Slow down production 2. Which Toyota principle involves stopping production to fix problems immediately? A) Jidoka B) Kanban C) Andon D) Kaizen Drop your answers below! Let's learn, grow, and lean into success together. 🌟💪 #LeanManufacturing #ToyotaProductionSystem #ContinuousImprovement #TrueNorthLean #Innovation #OperationalExcellence #LeanPrinciplesQuiz

Struggling with a shortage of material❓ Struggling with a lack of resources❓ Struggling with quality problems ❓ In the video, it’s briefly explained how Toyota overcame those familiar problems, and why the Toyota Production System (known as Lean manufacturing) became embraced by many industries. And of course, companies who are ready to fight their way to competitiveness. Recommendation to watch video 👇🏻 Because… “Toyota showed there’s always a better way to make a product.”

A road that begins at improving efficiency ends at increasing productivity. In order to achieve optimal performance, you need to be efficient AND productive. While these terms are often used interchangeably, they are different. Efficiency focuses on quality and the process that supports delivering it. Productivity focuses on quantity and measures it through the effectiveness of the resources delivering it. 📍 Efficiency = quality + process 📍 Productivity = quantity + resources Every business needs quantity to grow and quality to sustain. To achieve this it is important to develop strategies for both that can intersect to become one that successfully supports a key objective(s). Example: Toyota. Its TPS (Toyota Production System) minimizes waste by optimizing processes and streamlining production workflows to maintain efficiency. Toyota emphasizes continuous improvement and employee involvement. By empowering employees (not just management) to suggest improvements and help problem solve, the company consistently boosts productivity. As a result, they have been one of the most successful auto manufacturers and companies in the world for decades. If you have other ideas as to how to successfully address efficiency and productivity to fulfill objectives, drop them in the comments section. Good luck out there! #efficiency #productivity #growth #sustainability #results