Toyota Motor Corporation (Japanese: トヨタ自動車株式会社 Toyota Jidōsha Kabushiki-

gaisha?, TYO: 7203), commonly known simply as Toyota and abbreviated as TMC, is
amultinational corporation headquartered in Japan. In 2009, Toyota Motor Corporation employed
71,116 people worldwide (total Toyota 320,808)[3]. TMC is the world's largestautomobile
maker by sales[4][5] and production [6].

The company was founded by Kiichiro Toyoda in 1937 as a spinoff from his
father's companyToyota Industries to create automobiles. Three years earlier, in 1934, while still
a department of Toyota Industries, it created its first product, the Type A engine, and, in 1936, its
first passenger car, the Toyota AA. Toyota Motor Corporation group companies are Toyota
(including the Scion brand), Lexus, Daihatsu and Hino Motors[7], along with several "non-
automotive" companies.[8] TMC is part of the Toyota Group, one of the largest conglomerates in
the world.

Toyota Motor Corporation is headquartered in Toyota City, Aichi and in Tokyo.[9] In addition to
manufacturing automobiles, Toyota provides financial services through its Toyota Financial
Services division and also builds robots.

Toyota's management philosophy has evolved from the company's origins and has been reflected
in the terms "Lean Manufacturing" and Just In Time Production, which it was instrumental in
developing.[41] Toyota's managerial values and business methods are known collectively as the
Toyota Way.

In April 2001 the Toyota Motor Corporation adopted the "Toyota Way 2001," an expression of
values and conduct guidelines that all Toyota employees should embrace. Under the two
headings of Respect for People and Continuous Improvement, Toyota summarizes its values
and conduct guidelines with the following five principles:[42]

 Challenge
 Kaizen (improvement)
 Genchi Genbutsu (go and see)
 Respect
 Teamwork

According to external observers, the Toyota Way has four components:[43]

1. Long-term thinking as a basis for management decisions.

2. A process for problem-solving.
 3. Adding value to the organization by developing its people.
4. Recognizing that continuously solving root problems drives organizational
learning.

The Toyota Way incorporates the Toyota Production System.

Summary
There is a simple reason that Toyota has grown steadily over the last 25 years from a maker of low quality
inexpensive cars for the Japanese domestic market into the world's largest and most profitable-from the sale
of vehicles-auto maker. The reason is long term planning coupled with continuous feedback sought from its
customers on how to improve its products. No matter what is said about the management of General
Motors it, the arrogant and self-absorbed and self perpetuating group that has run GM for more than 25
years has failed miserably to even notice how Toyota achieved its success. Now in league with politicians
bought and paid for by union interests the pathetic management of GM having exhausted its right to a seat
at the free market capitalist table will apparently simply continue on as a nationalized company until finally it
cannot sell anything and simply disintegrates on the same day as its 3rd or 4th government handout is finally
refused.

Analysis
When GM lobbyists convinced the state of California, in 1997-8, to repeal its law that by 1999 any company
wanting to sell passenger vehicles in California must sell at least 2% of zero emission vehicles GM stopped
producing and stopped working to improve the EV1, its battery powered, 4 passenger, car that ran 100 miles
on a charge at a top speed of 60 mph using lead acid batteries that were recharged at standard outlets-
configured to handle the large amperage necessary to recharge the battery packs.

The 1000 lessees of the EV1 in California were asked to return the cars as their leases expired. Nearly all of
the lessees asked GM if they could continue to lease and use the cars. The answer given was "absolutely
not." The lessees then asked to buy the cars and most said that they would take their chance with service
and parts even if GM did not want to provide them. Again GM demurred. this time forcefully. The cars were
to be returned and they would then be destroyed the lessees were informed by the foolish GM.

Toyota, which had been planning to satisfy the California requirement by also using lead-acid battery
powered cars and simultaneously introducing a new type of very low emission power train, the hybrid, which
was to use nickel metal hydride batteries and/or a small gasoline engine, depending on the speed and load,
was openly surprised by GM's decision. Toyota correctly saw the California change of heart as temporary
only and assumed that the industry had been only given a reprieve, not a pass.

Toyota decided to not offer a battery only powered vehicle, because its performance was no where near as
good as that of its hybrid now branded as the Prius. Instead it began to build and sell its hybrid Prius with no
competition.

Toyota believed that it would have the hybrid market to itself only for a short time and that GM would soon
introduce its own hybrids and resume making and selling battery powered cars. Toyota thus vastly
overestimated the market savvy and engineering skills, as well as the engineering understanding, of General
Motors.

As Toyota's engineering, marketing, and executive management watched in total amazement GM, in 2005,
once again made the wrong decision. Instead of utilizing Detroit's home town advantage of having the very
first nickel metal hydride battery manufacturing facility it simply ignored it until that company, Ovonic
Materials, simply failed and was forced to sell the original facility from which the first nickel metal hydride
batteries flowed to a company that wanted to use the facility to make other products. At the same time GM's
lack of interest caused Chevron to reduce its commitment in its j/v with Ovonic Materials, which had been
created to commercialize nickel metal hydride batteries.

GM, in 2005, announced with sublime ignorance that it would develop a game-changing electric battery
powered car, the Chevrolet Volt, which rather than using the established, durable, reliable nickel metal
hydride battery would use a yet to be developed lithium-ion battery of which GM knew exactly nothing.

Now in 2008 in the 9th year in which the nickel metal hydride using Toyota Prius is being manufactured, now
at the rate of 1000 cars per day, there is still no Chevrolet Volt.

Toyota announced earlier this year that it would ramp up production of the Prius to 3000 per day by 2011.
this week Toyota announced that it had bought a Japanese trading company specializing in sourcing the
rare earth metals critical for the manufacturing of the nickel metal hydride battery and that through that
company it would be directly investing in rare earth mining operations so that Toyota could diversify its
supply base for these critical materials.
Toyota, by the way, started its development and manufacturing of nickel metal hydride batteries with a j/v
with Matsushita's Panasonic group. It, toyota, has since bought Matsushita out of that j/v and Toyota now
manufactures all of its own nickel metal hydride batteries.
It is sad to compare even this one example of foresight and long range planning with what passes for
strategic planning at General Motors.
It is incredible to believe that anyone in washington, DC, who learns of just this story would settle for
anything less than a complete reorganization of GM before allocating one cent of taxpayer money to prop up
that dinosaur.
As one of the leading automobile manufacturers in the world, Toyota ranks within the top
three worldwide. Due to their unique business model, they are now have a market share of
14% in the first four months of this year. That is an astonishing 2.3% jump from the previous
year. According to Autodata.com, the Toyota City based automaker ranks fourth in United
States sales.
We have determined that their business model is an Integrated Low Cost – Differentiated
Strategy. It involves finding the lowest operational cost along with a unique niche or strategy
that separates them from the competition. Toyota's new statement "Moving Forward",
reflects their plans and expectations for the future. This includes the known and the
unknown factors that a business must face. In 2000, Toyota launched a new cost effective
strategy called CCC21 (Construction of Cost Competitiveness for the 21st century), for Low
Cost operational expenses. With this aspect Toyota plans to advance such initiatives globally,
based on its policy of purchasing the world's best parts at the lowest cost with the shortest
lead times.
According to Toyota, they have undertaken a manufacturing revolution that has
fundamentally changed established practices; all the way back to the product development
and design. They have done this by integrating four areas: design, production engineering,
procurement, and component supply. They have achieved higher quality at lower costs by
creating standardized, multipurpose components. Also the reduction in cost has heightened
the value and fortifies the competitiveness of product. To do this, Toyota has required
intensive coordination with its suppliers. Another factor of their Integrated Low Cost is that
Toyota steadily feeds cost improvements back into the product to raise their value along with
the fact that four Toyota's seven corporate auditors are outside corporate auditors.
Toyota's Integrated Differentiated Strategy is very unique to the...

BALANCE SHEET
Get Balance Sheet for :

View: Annual DataQuarterly Data All numbers in thousands

PERIOD ENDING 31-Mar-09 31-Mar-08 31-Mar-07

Assets
Current Assets
Cash And Cash Equivalents 25,343,000 17,600,000 16,324,000
Short Term Investments 5,043,000 5,412,000 3,689,000
Net Receivables 63,343,000 74,140,000 60,126,000
Inventory 14,857,000 18,222,000 15,281,000
Other Current Assets 6,439,000 5,259,000 4,403,000

Total Current Assets 115,025,000 120,633,000 99,823,000

Long Term Investments 98,284,000 115,514,000 98,937,000
Property Plant and Equipment 75,350,000 77,972,000 68,281,000
Goodwill - - -
Intangible Assets - - -
Accumulated Amortization - - -
Other Assets 7,198,000 9,849,000 8,900,000
Deferred Long Term Asset Charges - - -

Total Assets 295,857,000 323,968,000 275,941,000

Liabilities
Current Liabilities
Accounts Payable 36,262,000 49,225,000 43,276,000
Short/Current Long Term Debt 64,311,000 62,163,000 49,686,000
Other Current Liabilities 7,228,000 7,793,000 6,718,000
Total Current Liabilities 107,801,000 119,181,000 99,680,000
Long Term Debt 64,150,000 59,706,000 53,059,000
Other Liabilities 9,450,000 9,088,000 6,500,000
Deferred Long Term Liability Charges 6,539,000 10,969,000 11,117,000
Minority Interest 5,492,000 6,554,000 5,322,000
Negative Goodwill - - -

Total Liabilities 193,432,000 205,498,000 175,678,000

Stockholders' Equity
Misc Stocks Options Warrants - - -
Redeemable Preferred Stock - - -
Preferred Stock - - -
Common Stock 4,042,000 3,963,000 3,363,000
Retained Earnings 117,394,000 123,850,000 99,659,000
Treasury Stock (12,836,000) (11,902,000) (12,915,000)
Capital Surplus 5,102,000 4,966,000 4,215,000
Other Stockholder Equity (11,277,000) (2,407,000) 5,941,000

Total Stockholder Equity 102,425,000 118,470,000 100,263,000

Net Tangible Assets $102,425,000 $118,470,000 $100,263,000