Strengthening True Competitiveness and Enhancing Quality and Crisis Response Capabilities
First written in FY2016. 9 of 14 entries say "Advanced", first in FY2018. Latest entry: 2026-10-22.
The whole theme swung hardest in 2024: 2 of 23 companies on the "Worse" side.
11 other companies' latest entry also says "Advanced".
- 2026-10-22Advancedmonoist.itmedia.co.jp
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ギガキャストに対応する型締力9000トンのダイカストマシンの導入完了という具体的な製造設備の整備が報じられ、製造工程改革が進展した。 - 2026-08-04AdvancedFinancial results presentation
「競争力の高いHEVの増販」
競争力強化の取り組みが、HEVの増販およびHEV生産能力・電池の拡大という具体策に進展した。 - FY2026AdvancedAnnual report
「In 2024 and 2025, we confronted certification issues and insufficient capacity directly and worked to consolidate our foundations. As a result, safety and quality were thoroughly reinforced, capacity was created and production stabilized.」
The results of addressing quality issues and insufficient capacity are explicitly stated as stronger safety and quality, the creation of capacity and stable production. - FY2025AdvancedAnnual report
「AREA35 uses the inherent strengths of the TNGA platform to respond flexibly to diverse customer needs, while accurately identifying those needs and optimizing specifications and the number of parts. Through trials at 10 plants in Japan, we achieved development efficiencies equivalent to 3 full model-change projects.」
Strengthening competitiveness and improving operations progressed to AREA35 trials at 10 plants in Japan and development efficiencies equivalent to 3 full model-change projects. - FY2023AdvancedAnnual report
「By leveraging the Toyota Production System (TPS), changing how work is carried out and reducing the number of processes by half, we will transform monozukuri into more efficient production lines through such measures as automated material transport using connected technologies and autonomous driving inspections.」
TPS and operational improvements progressed into concrete manufacturing process reforms, including halving the number of processes, automated material transport and autonomous driving inspections. - FY2021RestatedAnnual report
「Against this backdrop, Toyota focused on improvement activities at the genba, addressing what needed to be done at the time. At production sites, we used periods when production lines were stopped to manufacture masks, face shields and foot-operated sanitizing stands, drawing on our monozukuri capabilities and TPS (the Toyota Production System).」
The policy of operational improvement and crisis response centered on genba improvements and TPS continued to be applied to production activities during the COVID-19 pandemic. - FY2020RaisedAnnual report
「As a result of pursuing company-wide, employee-led operational improvements since last year, participation in the Kaizen suggestion program, Soi-kufu, rose from 60% to 90% across the Company. We will continue working toward 100% participation and improving the quality of suggestions.」
The application of TPS and cost reduction initiatives has expanded into company-wide, employee-led operational improvements. Participation rose from 60% to 90%, and a higher target of 100% participation has been set. Initiatives have also begun to extend these activities across the entire supply chain, including suppliers. - FY2019RaisedAnnual report
「We are also working to embed TPS not only in production but also in administrative and engineering workplaces, undertaking company-wide changes in awareness and improvement activities. For example, the accounting function is reviewing its closing procedures together with the TPS Headquarters, established in January last year, identifying waste and implementing improvements.」
The application of TPS has expanded beyond production to administrative and engineering workplaces and, ultimately, across the Company, including accounting. Specific examples include the TPS Headquarters and improvements to closing procedures. - FY2018AdvancedAnnual report
「Organizationally, we established the TPS Headquarters to reapply the Toyota Production System (TPS), the foundation of Toyota's competitiveness, across areas beyond production, with the aim of improving productivity.」
Reforms in how work is carried out have progressed to concrete organizational measures: reapplying TPS beyond production and establishing the TPS Headquarters. - FY2017ReframedAnnual report
「Second, to achieve steady growth, like a tree adding a new annual ring, we will implement reforms in how work is carried out.」
The previous goal of strengthening true competitiveness, quality and crisis response capabilities has been consolidated under the broader heading of reforms in how work is carried out. - FY2016,Annual report
「To achieve steady growth, like a tree adding a new annual ring, we will strengthen our true competitiveness. In addition to pursuing thorough quality improvements and establishing new ways of working that enable us to engage sincerely with our customers and their cars, we will enhance our ability to respond to every type of crisis.」
Quality improvement, new ways of working and crisis response capabilities are explicitly identified as means of achieving sustainable growth.