The recent events seemed Kiichiro Toyoda (the name was of course retained) to have motivated to turn the big wheel a little bit more faster. He had created already a kind of research laboratory in Tokyo, the city where he studied. There his cousin Ejii began after finishing his studies now his job in the company.

Although so far one could speak only of expenditure for the new company, the should be increased dramatically once again by the construction of a large factory, according to Kiicheros will. Only in this way it would be possible to rationalise, In order to nevertheless earn money with a price below the of the competition.

The financial resources could be impossible procured by the now-smaller non-automotive part. Toyota became a stock company in 1937. Amazingly enough capital was found now also from the family, in order to make successfull the initial public offering. But that was clearly an investment in the future, no guarantee of a recapitalization.

After all, one could already present such a thing as a small model program. Because the limousine AA and the truck GA anyway had a framework, the realisation of the convertible AB was not so difficult. You may also recognise at the letters the look in the future, because the first letter was for the body and the second for the engine.

We are approaching now the basically already with China raging WWII. Toyota could not deliver enough trucks, as the army demanded. The construction of passenger cars was indeed pushed, but suffered setbacks by restrictions precisely of this military, because the material became scarce. Perhaps the future reputation of the company was founded here already, to be better in the construction of trucks than in passenger cars.

With the new factory came into operation something very rudimentary, what will make the company later famous in perfection. It can be explained only structured in several subareas. The first thereof was the production Just- in-Time. Sure, now we know what is meant, but yet before 1950? The principle sounds simple and convincing: It will only produced what is needed directly at the assembly line.

It is said that the method was invented at Toyota. Rather out of sheer necessity and not that easy to realise. For where is the motivation of individual workers, if the number of pieces produced has to adapt to the general flow of the production? Probably such a system could arise perhaps only in the poor Japan, very intent on harmony in living together at that time.

Later was added a very distinctive error handling. The entire production process is stopped radically, should appear somewhere an error. The must not leave the factory and not be repaired when it is already at the dealer or even the customer. Actually, that sounds logical, but in the rest of the vehicle-producing world, but very long time no-one made the slightest effort to do this.

Perhaps another point? The matches to the previous and is simply dealing with the communication. First, the of the engineers with the people at the assembly line. They are the ones who will listen and make notes, instead line workers e.g. to teach, why this and that is not possible. They put into practice this and thus create a productive work environment.

Similarly, in response to the sales department, and also just before the development of new vehicles. And of course, potential customers are included in the questioning. There is the nice picture during introducing the Lexus brand in the eighties that the developers not only dine in luxury restaurants, but also had to study the behaviour of rich people in the parking lot in front of it for hours. 10/15