background
The company began its development in 1933. Initially, it was just a division specializing in the production of cars in the Toyoda Automatic Loom Works, which was engaged exclusively in the production of automatic looms. The founder of the new department was , who was the eldest son of Sakichi Toyoda, the owner of Toyoda Automatic Loom Works.
After a while, it was Kiichiro who made the Toyota brand recognizable around the world. The initial investment needed to develop the new industry was proceeds from the sale of rights to use spinning machines from manufacturer Platt Brothers.
epic stages
1930s
1935 was marked by the creation of the first passenger car from Toyota, which was named Model A1, was later renamed AA.
The first truck called G1 was also created.
In 1936, full-fledged production of the Model AA began, at the same time the first export of cars was organized.
1940s
During World War II, the company only produced trucks for the Japanese army. After the war, namely in 1947, the production of passenger cars began. commercial vehicles SA models.
1950s
A severe financial crisis hits the country, and the company suffers the first and last strike of workers. After it, in 1950, a separate organization, Toyota Motor Sales Co., was spun off from the former sales department. Considering that at that time there was a difficult post-war situation in the country, the company was able to quite successfully hold out and suffered not the biggest financial losses.
Intensive development of own technologies began, large-scale research began to be carried out. The company expanded its the lineup, releasing Land cruiser
and also founded in the United States America Toyota Motor Sales, which exports Toyota products to the United States. Initially, the American market rejected the new car brand, but the company quickly analyzed the current situation and corrected the situation by conquering a new market for itself.
1960s
In 1962, Toyota celebrated the release of its millionth car. In this decade, the economic situation in Japan improved markedly, which had a positive impact on the company's sales. At the same time, the active development of the dealer network in other countries of the world began.
In 1965, Toyota became the most popular Japanese car brand in foreign countries.
In 1966, the company developed and launched its most popular car, the Corolla.
During these years, the company concludes two important contracts for its further development - with Hino (1966) and Daihatsu (1967).
1970s
In the 70s, Toyota began the active construction of new factories and constantly improved its technical equipment, and the company also began to introduce innovations from expensive models to cheaper Toyota brands.
Celica was released in 1970.
In 1978, Toyota Celica XX begins to be produced, now it has the name Toyota Supra, she also had the name Toyota Celica Supra.
Sprinter also launched
and the Tercel Mark II, which was Toyota's first front-wheel drive vehicle.
During this period, the company releases the first generation of the Supra, which was based on the Toyota Celica. It was called Selica-Supra.
In subsequent years, they were separated.
The company enters the new decade with overcoming the economic crisis and the release of a new exhaust system meeting the environmental standards of the time.
1980s
In 1982, Toyota Motor merges with Toyota Motor Sales and merges them into large corporation Toyota Motor Corporation. At the same time, the Camry model appears.
Toyota is gaining a leading position among automotive manufacturers Japan and ranks third in terms of production among other countries.
In 1983, the company enters into a multi-year contract with General Motors, and the following year it launches car production at their joint facility in the United States. At this time, the construction of the test site begins and continues until 1988. 1986 Toyota launches Corolla II, then Corsa
and finally 4Runner.
Toyota opens up a new Lexus division that targets the luxury car market. Previously, Japan was a supplier of economical and inexpensive cars, with the advent of Lexus, the position of the company has changed.
1990s
In 1990, the company opened its own Tokyo Design Center. In the same year, the first service station was opened in the Soviet Union, and branches of the company continued to open and develop around the world.
The Supra becomes the company's serial sports model. Thanks to rear wheel drive, powerful turbocharged engine and futuristic design, she became iconic car for racers and tuners of all countries for a long time.
The Celica, on the other hand, became a front-wheel drive car and embodied more “civilian”, pseudo-sport characteristics. It has become more popular than the Supra due to the price segment.
Following scientific and technological progress, Toyota opens its own research companies. The company's policy is actively fighting for the ecology of the environment, plans are being developed to protect it, thematic books are being published. In 1997, a new Prius model with a hybrid engine was developed. Following the new model, hybrid engines appear in the RAV4
and Coaster
During the 1990s, Toyota opened a Training Center in Moscow and Vladivostok, produced its 100 millionth car, entered into dealer agreements with global manufacturers such as Audi and Volkswagen, became the owner of the majority of Daihatsu shares, and signed a share distribution agreement with Hino and Daihatsu , begins production of new VVT-i engines and launches a new global business plan. In 1997, the production of the Raum model began.
and next year Avensis appeared
and Land Cruiser 100
2000s
In 2000, the release of the new RAV4 began.
All this time, there has been a big increase in sales of Prius and Camry.
In 2000, the VVTL engine was first used on the Toyota Celica, an improved version of the VVT-i has variable valve timing and valve lift.
In 2002, Toyota broke new ground by entering Formula 1.
After General Motors announced its intention to develop an electric vehicle called Chevrolet Volt Toyota put forward a response statement on the creation of an analogue and began testing Toyota Plug-in HV in a number of largest countries peace. Toyota is of the opinion that the electric car affects environment not as detrimental as it does hybrid car(Toyota Prius).
The company logo was officially introduced in 1989. It consists of three ovals: two ovals perpendicular to each other, located in the center of the emblem, symbolize the strong relationship between the client and the company. These ovals represent the letter "T", the capital letter of the Toyota brand name. The third oval, which acts as a background, carries the idea of the inexhaustible potential of the company.
In 2004, the sign was improved and acquired three-dimensional outlines. Such changes were made in order to express the main promise of the company - perfect quality. The brand name is done in red to indicate its affiliation with the brand.
Company
The head office of the company is located in the city of Toyota.
The Toyota car factory is a national treasure in Japan. The company's concern, in addition to the production workshop, is equipped with an exhibition hall and a museum of history famous brand. Toyota opens its factories around the world: in the Czech Republic, Britain, Russia, China and other countries.
Since 2002, a plant in St. Petersburg has been operating in Russia.
Toyota is really a huge company. By 1957, the small village of Koromo, in which the company's first plant was located, had grown to the size of a real city, a year later it was renamed Toyota City. The population of the city is 400 thousand people, it houses the headquarters of the automaker, 7 Toyota plants and the main technical Center companies.
The company also manufactures trucks and buses under the Toyota and Lexus brands, as well as Hino, Scion and Daihatsu.
Current position in the global market
Today Toyota is one of the largest car manufacturers worldwide and the largest national automaker. The average production rate is one machine every six seconds. Toyota is an association of many companies involved in different industries.
Toyota sold about 9.7 million vehicles on the world market in 2012, thereby exceeding 2011 sales by 22%, which fell due to natural disaster that hit Japan. In the new year, the company plans to increase sales to 9.9 million cars through the release of restyled models.
In addition to the automotive industry, the main achievement under the auspices of the Toyota brand is the achievement in robotics: the robot partner. Its creation was the result of close cooperation between the company and the Tokyo University of Technology. This project has already presented 10 of its robots to the public and is not going to stop there.
Sports achivments
Since 2002, the Toyota team has been actively involved in Formula 1 competitions. The Toyota Team Europe racing team was located in the German city of Cologne. The company invested heavily in its new project, but the results never lived up to expectations.
2009 was the last season for Toyota team pilots. On November 4, the company announced the termination of participation in Formula 1.
rally Toyota car Celica ST165 brought the company's first victory in the Finnish round of Formula 1 racing under the control of Juha Kankkunen. She became the car that brought Carlos Sainz victory in the 1990 World Championship.
Toyota Celica ST185 brought five wins in the 1992 season, success in 1993 and 1994. She was the number one car in the rally.
The 1994 Toyota Celica ST205 had too many flaws to replicate the success of its predecessors.
Toyota Celica ST165
Sport Team
Toyota Racing is the company's Formula 1 racing team. Among the team's drivers in 2007 were Ralf Schumacher and Jarno Trulli, in 2008 Timo Glock appeared, replacing Schumacher.
In 2005, Jarno Trulli took second place, while Schumacher brought the team two third places. In addition to Formula 1, Toyota participates in such races as NASCAR, Super GT, Formula Nippon.
Many well-known companies specializing in the production of cars today did not start with them at all, but with completely different products. Among them is the largest automotive company Toyota.
The history of the brand goes back almost a century and a half, when a businessman, and at the same time an inventor and an engineer, Sakichi Toyoda created a company named after himself - Toyoda Enterprise. True, it would be wrong to assume that this was an ordinary inventor, of which there are many in any country. Contemporaries called Sakichi the Japanese Thomas Edison and even "the king of Japanese inventors."
The future inventor was born in the family of a poor carpenter on February 14, 1867. It was a period when Japan was going through a very difficult period of modernization, when it had to painfully move from medieval feudalism to the world of hard European capitalism with all its specifics.
As a result, Sakichi Toyoda, who grew up in a poor and small village located in Shizuoka Prefecture, learned firsthand how hard the life of a Japanese peasant of that period was. His mother was engaged in weaving and, having seen enough of her hard work, the young man decided to invent a loom, which had a rather unusual design. I must say that it was this invention that became the basis for the prosperity of the Toyoda family.
Sakichi did not become content with what he had achieved, continuously improving the design of his machines, as well as other weaving mechanisms. As a result, the British firm Platt Brother & Co., which at that time was the largest textile manufactory in the world, became interested in its development. The British convinced Sakichi to sell them the patent rights to the machine, and in order to sign the contract and "settle" other formalities, Sakichi's son - Kiichiro - went through the United States to Great Britain.
Kiichiro clearly followed his father and realized that, despite the fact that industrialization ruled the ball in the most developed part of the world (and these were the 30s of the 20th century), Japan continued to be a predominantly agrarian country. Being ambitious and active, Kiichiro Toyoda decided to change this unenviable state of the country. Like many other young people of that era, he admired cars and took full advantage of the chance to get acquainted with the car industry of developed countries, which he visited during his "foreign business trip".
As a result, when he returned to his native land, Kiichiro decided to say goodbye to the looms that provided his father's family with a name and financial well-being, and connect his future only with cars.
From machine to car
Kiichiro understood that it was not enough to decide to go into the automotive industry alone: first he had to convince his father of this. However, he did not meet any opposition from him. Moreover, the father supported his son in his decision to try himself in this unusual business for Japan and provided his son with support.
Kiichiro enthusiastically took on the new task and began to develop his first car, or rather, the prototype of the future A1 four-door sedan. It was started in 1936, and the car was ready in just six months.
Given that Kiichiro had never dealt with cars before, such a pace of work can be called supersonic. True, this speed can also be explained by the fact that the A1 consisted of a set of standard solutions that the sly Kiichiro spied on European and, mainly, American brands.
For example, the chassis design, as well as the 3.4-liter six-cylinder engine and gearbox, were basically "borrowed" from Chevrolet, and the body of its first car turned out to be a copy of the Chrysler Airflow, which was slightly reduced in size. This was understandable, because besides the fact that Kiichiro did not have the proper experience in this area, this aerodynamic sedan was quite progressive by the standards of the 30s. In order to be able to thoroughly understand its device, Kiichiro specially ordered one copy from the United States, giving it "to be torn apart" by his inquisitive engineers. In addition, the design of the Chrysler Airflow was so relevant that the prudent Japanese decided not to risk it and leave everything as it is. Although some changes have been made. In addition to the fact that the scale was somewhat reduced, the headlights also changed: on the Chrysler Airflow they were integrated into the front fenders, while on the "Japanese" they were placed in the old style - on top of the wings.
The number of A1 prototypes was three, and one of them was even consecrated according to all Buddhist traditions. What is interesting is that the first trip in this car was made by Kiichiro to the grave of his father, who passed away shortly before. So, the prototype was created, and a year later, the AA model, almost indistinguishable from the A1, went into production.
Production was established in the town of Koromo, where a completely new plant was built. It is worth saying that today this locality, like its surroundings, is called the big name Toyota City. At first, the machines were sold under the same name under which the looms were produced - Toyoda. However, this option did not suit the ambitious Kiichiro, since in Japanese “toyoda” is “fertile rice field”. Such an agricultural name was not very suitable for cars, and Kiichiro decided to find a new name for his brand, for which a competition was announced. In total, more than 20 thousand different applications were submitted, among which the family chose exactly the option that is known to almost everyone today - Toyota. This name no longer contained allusions to agrarian activity, it sounded good in any language, was easy to remember and, which is very important, indicated family continuity.
Officially, Toyota Motor Corporation was registered as subsidiary Toyota Enterprise. It happened on August 28, 1937 - shortly before the start of World War II.
Already in November, production began at the plant mentioned above, and it was then that the brand was born, which became one of the most famous cars in the world.
Late start and second attempt
Despite the fact that the beginning of the first Japanese automobile brand was quite successful, it turned out to be untimely. The Second World War began, and it did not work out as it should. By 1943, the company was able to produce only 1,404 AA sedans. In addition to them, 353 convertibles were sold, created on the basis of the AB convertible and 115 AC sedans, which were almost no different from AA, except for a more powerful engine. In a word, there was not much progress.
But at the same time, it is worth considering the fact that during the war the company worked mainly for the army, producing not only military trucks, but also light reconnaissance all-terrain vehicles, amphibians, and even individual components for the needs of military aviation. In general, despite the weak progress in the production of cars for the population, the enterprise worked, and worked very intensively, acquiring new experience. In addition, during the war, despite regular air raids, the company's plant suffered almost no losses. And yet, by the autumn of 1945, the members of the company had no special reasons for joy. But the Japanese, brought up in the spirit of Zen Buddhism, look at deprivation from a slightly different angle, so instead of complaining about life, the employees undertook to rebuild their power anew. Military products were rapidly re-profiled for peaceful needs, and grain crops began to be grown in the surrounding territories. For some time, various tools and pans were even assembled from aircraft components in the company's workshops.
The conversion was quite successful, but Kiichiro did not forget about his main goal - the production of cars and the development of new models. And already in October 1945, when Japan surrendered just a month, the company's engineers began to develop a new model. It is quite natural that in the light of the difficult economic situation in the country, it was necessary to create the cheapest and most unpretentious car possible. And soon a prototype of the first post-war Toyota was created - a two-door SA sedan equipped with four-cylinder engine volume of 1 liter. Outwardly, this car was very similar to the Volkswagen Type I, well known as the "Beetle". And the matter was not limited to external differences alone - the similarity was also visible in the spinal frame, which was used in Japanese production for the first time.
However, despite all the similarities, Toyota SA (received the affectionate nickname "Toyota baby" - Toyopet) was an independent development of the company's engineers. This is indicated at least by the fact that instead of the rear engine, the classic layout of the model was used.
In October 1947, small-scale production of Toyota SA began and we can say that the beginning was successful: several serial Toyota models were produced on the basis of SA, and the “baby” itself became a kind of pass for the company to the elite automotive world. If hitherto Toyota, like other Japanese car manufacturers, counted on the not too rich and extensive Japanese market, now there has been a turn towards a brighter future. Then few people could believe it, because outside of Japan, the concept of " japanese car"was perceived in much the same way as the" Ethiopian skater ", but Kiichiro believed in the success of his business, not looking back at the stamps.
Success time
Nowadays, the word "Japanese" is a blue word for "quality" and this applies to cars too. And it became possible to a large extent thanks to Toyota. After all, it was this company that once started real war for improving the efficiency of production and the quality of products. True, the Just-in-Time method, according to which the components for assembly were not stored in a warehouse, but were brought directly to the conveyor, were planned by Kiichiro Toyoda at the initial stage, when the Koromo plant was just being built.
Since production volumes were still very modest in the thirties, there was no need for such innovations. And in the post-war period, when production began to gain momentum, about accelerated methods production was remembered again.
Of course, there was nothing revolutionary in these developments, since the "father of the car" Henry Ford began to deliver components directly to the assembly site, having done this almost half a century earlier than Kiichiro Toyoda - in the 10-20s of the 20th century. But what the Japanese were famous for was their ability to bring everything to perfection, which was achieved on Toyota factories. However, the company did not stop at this means of increasing production efficiency and reducing costs. The next step was a simple but very effective method, which comes from the textile past of Kiichiro and his father. This experience deserves special mention.
Taichi Ono, who in the early 1950s was the manager of the final machine assembly shop at that very first factory, once recalled such a feature of spinning machines as self-switching off when a thread breaks accidentally. This ability made it possible to significantly reduce the amount of defective tissue. True, the automobile conveyor of those years did not look much like a loom and was only partially automated: most of the work had to be done manually.
However, Taichi Ono did not stop this, and he managed to adapt this "idea from the textile past" to the automotive industry. The new principle was named “Jidoka”, which could be translated from Japanese into Russian as “automation with a human appearance”. The essence of "jidoka" was the increased responsibility of each employee of the plant. In the event that a worker caught sight of a defective part or an incorrectly installed component, it was his duty to pull the “andon” (the so-called special cord) and thereby stop the conveyor. As a result, defective parts could be identified and eliminated at an early stage of production, spending a minimum of time and money on this.
The combination of Taichi Ono’s “jidoki” invented, Ford’s delivery of components directly to the conveyor, and the constant introduction of rationalization proposals from the company’s employees, which has become almost the hallmark of the company, explains why product quality has increased incredibly in a very short time, becoming a model of the quality of Japanese goods.
Expansion
The ascent of the company to the heights can hardly be called stepwise. As a rule, the ascent to the next step was planned even when the previous one had not been conquered. This happened in the case of the expansion of the company, the need for which was realized even when Toyota quality was still in its infancy. It was at that time that it became clear that in order to be on a par with the leaders of the world automotive industry, one quality is not enough - you also need to master the markets of other countries. It was a rather risky move, but if successful, the result could be stunning.
As a result, in 1957, Toyota became the first Japanese firm to venture such an adventure as opening a branch in America. But they decided not to drive right off the bat, and therefore, at first, three "scouts" were sent to Los Angeles, whose task was to study the local automobile market. Apparently, the "landing" was successful and just a couple of months later - on October 31, 1957 - Toyota Motor Sales was founded.
The first models offered by Toyota for export were off-road vehicle Cruiser BJ and Crown sedan.
However, with overclocking, it was not possible to achieve much success in the American market. In the first six months of product sales, only 288 cars were sold. The "Toyota" product failed to impress Americans with its prestige (which has not yet been won), nor its dynamics, nor its design. We must not forget the long-standing hostility of the Americans towards the Japanese, which remotely resembled those "warm" feelings that the peoples of the USSR had for the Germans. However, Toyota did not try to break through the wall with its forehead, trying to keep up with the trends of the late fifties. Instead, the company's management decided to wait in the wings, and this decision was not wrong.
At that time, in the US automotive market, the ball was ruled by the huge size of the car, which someone correctly called automastodons. However, the fashion for such Detroit-style monsters suddenly ended, and then the unpretentious and reliable Toyota got a chance to break through to the heights. But fashion alone was not enough, and only the fuel crisis of the late 70s led to a real breakthrough, which radically changed Americans' car preferences. It was then that the main requirements that the residents of the United States made were accessibility, reliability and economy.
The Americans did not wait for Detroit to be able to respond to new trends, but unexpectedly they discovered that Toyota had been producing economical, inexpensive and extremely high-quality products for a long time. For example, the following indicators can be cited: in the 66th year, the Corona sedan became the first model of the brand in the American market, the circulation of which exceeded 10,000 copies per year. Already by 1972, the total Toyota sales in America reached a million cars, and after another three years the company managed to become the most popular brand in the United States, displacing Volkswagen from this place.
After the conquest of the United States, expansion began to South America, Europe, Australia, and then to Russia. New assembly plants were opened around the world, a completely new luxury Lexus brand, and by the end of 2010, Toyota became the largest automaker in the world.
Top 10 Toyota vehicles ever
Land Cruiser BJ20 (1955)
The progenitor of this car was the Wyllis MB pre-production prototype, the Bantam BT-40. However, there is nothing surprising in this, since the Willys was generally the first jeep in history. At the very beginning of World War II, Japanese troops who captured American trophies in the Philippines found among them this all-terrain vehicle, which was intended for reconnaissance. The car was immediately handed over to Toyota engineers for a thorough study and subsequent copying. As a result, the Toyota AK-10 car appeared, which was, in fact, a “Japanese Willys”.
And after the end of the Second World War, the Americans already ordered a batch of licensed "Willis" BJs from a Japanese company. It was the Americans who subsequently called the result of this order " land cruiser". However, if at first it was a copy american jeep with Japanese components and an engine, its subsequent version, called the Land Cruiser BJ20, already had its own civilian body. And, probably, it was with him that the history of the "Toyota" Land Cruiser began.
Corona T30 (1964)
Externally (and in the cabin too) in this small car there is nothing special. In fact, this is the usual compact sedan, of which there were quite a few in the mid-60s. In terms of size, the car almost did not differ from the domestic Zhiguli, and the dynamics were also not very impressive (100 km / h gained as much as 15 seconds). The design, despite the fact that the famous Italian designer Batista Farina participated in its development, was very nondescript. But it was this car that launched Toyota's success in America.
The car was cheap, unpretentious, reliable and at the same time very well equipped. The fact that Corona became one of the first "compacts" where there was both air conditioning and automatic transmission programs could not but interest buyers.
During the first year, US residents purchased over 20,000 copies of these machines. And all eleven generations of "Crowns" have spread around the world in the amount of about 27 million copies.
2000 GT (1967)
This rather unusual car, one might say, has become a landmark both for Toyota and for the entire Japanese automotive industry. This is explained by the fact that it was this high-status sports model that broke a kind of stereotype, according to which the Japanese can produce only high-quality and cheap small cars. Although it is worth noting that during the period of serial production, the “two thousandth” did not gain much fame, having obtained it when the model was completed. One of the reasons for this was the rather high price of the car. True, there was something to pay for: the spectacular design of the rear-wheel drive sports car was driven by a two-liter inline six, developing a capacity of 150 "horses".
It may not be impressive now, but in the late 60s it was pretty solid. In terms of dynamics, the model was on a par with the 911th Porsche and had a top speed of 220 km/h, of which it gained the first hundred in 8.4 seconds. In total, only 337 copies were produced, for any of which now you have to pay a huge amount (350-400 thousand dollars).
Corolla E80 (1983)
This model has become the most popular car in history, and it is simply impossible not to mention it. In total, these machines were produced and sold more than 40 million copies!
The reason for such supernatural popularity is an affordable price, multiplied by unpretentiousness and reliability. The best of the ten generations of the model can be considered, according to many, the E80, which debuted in 1983. I must say that it is this version that is the most popular among other Corollas, and it was it that marked the transfer of compact Toyota models to front-wheel drive.
HiLux N40 (1983)
Outside of Russia, this is one of the most popular pickups. This is not surprising, since a colossal number of these mini-trucks have been produced over the past half century. Already the very first Toyota HiLux model, which debuted in 1968, was distinguished by incredible performance and endurance.
With such data, it is quite natural that representatives of various walks of life and professions love this model. And perhaps the only country in which the HiLux N40 remained not too well known is Russia, where the Japanese for some reason did not want to sell this car officially for a long time. Maybe they were afraid of our roads?
MR2 W10 (1984)
Currently, the Mazda MX-5 is deservedly considered the pinnacle of inexpensive but “snooty” sports cars. However, three decades ago, everything was somewhat different: it was then that the Toyota MR2 appeared - a mid-engined coupe of compact size and low cost. Then this car made a real sensation. Such a car was expected from anyone, but not from Toyota. And no one expected such amazing characteristics at all.
In terms of dynamics, it makes no sense to compare this model with supercars: the most powerful version"M-erok" had 130 "horses" under the hood and could reach 100 km / h in 8.5 seconds.
In other words, the car was quite frisky, but not a champion. But as for handling, here she deserved only rave reviews from both owners and experts. I must say that one of the reasons for such miraculous handling was the chassis tuning, which was worked on not only by the engineers of Toyota itself, but also by invited specialists from the British Lotus. It is only natural that the handling of this Japanese model is legendary to this day.
Celica T180 (1989)
This model can be attributed to the number of "Toyota" centenarians, but, unfortunately, today the car has been discontinued. This sports car has become the epitome of a stylish and affordable sports coupe and has won the hearts of thousands of fans around the world who sincerely believe that the company's management will come to their senses and resume production of the legend. There were seven generations of the model in total, and it is rather difficult to choose the best one from them, since each is good. The first model captivates with its grace and magnificent curve of the rear fenders.
The last rear-wheel drive Celica of the third generation with the A60 body is in no way inferior to it. By the way, it was she who served as the basis for the first rally success of group "B". The seventh generation model (T230) attracts with its dissimilarity to competing cars. But perhaps the most significant is the T180 model with hidden headlights and beautiful body lines. It is worth noting that it was on the Celica T180 that Carlos Sainz won the title of world rally champion twice.
Supra Mk IV (1992)
The Supra has become Toyota's most luxurious and expensive sports car, succeeding the 2000 GT. This continuity can be seen in appearance, as well as in the power component. Improved versions of the 2.0-liter in-line "six" were used by the first three generations of the model.
At the same time, however, the Supra moved further and further away from the relatively affordable sports coupe towards the prestigious two-door Grand Turismo, which may not have been as nimble on the corners, but was distinguished by luxury and excellently suited for long trips. The result of this "drift" was the Supra Mk IV, characterized by comfort, power and beauty.
RAV4 XA10 (1994)
This car became conditionally the first "SUV" in the world. The abbreviation RAV can, with some stretch, be translated into Russian as "an all-wheel drive vehicle for outdoor activities." True, honestly, calling this model the first "SUV" in the world will not work: there are other contenders for this honorary title.
It was the RAV, which was first introduced in the 94th year of the last century, that became the impetus that caused a real obsession with SUVs.
And although this nice little "all-terrain vehicle" RAV4 has been, and is now, devoid of any fantastic characteristics, it was he who managed to demonstrate how important such a feature as timeliness is.
Prius XW10 (1997)
A lot of money was invested in the development of the Prius. This is quite natural, given that it was developed as a car of the new century. Despite all the pathos, the car turned out to be just that, having recouped the investment in excess. It was with this gasoline-electric model that the Japanese company became the leader in the global automotive industry for the production of hybrids. The success proved to be contagious, and all the major car manufacturers were involved in the hybrid race to one degree or another.
The clichés that marketers painstakingly put into our heads to boost sales of their products are quite varied. Everyone knows that BMW cars are the most manageable, Mercedes-Benz is comfortable, Volvo is safe, and Toyota is reliable. Using the example of a Japanese brand, we will check whether this is actually the case, as they want to assure us.
Recently, the AvtoVzglyad portal published material on the most dangerous Russian market based on data from recent recall campaigns by manufacturers. Representatives of Toyota did not agree that their car was among the "winners" and sent an official refutation of the journalistic "fabrics" to the editor, which we present without cuts.
“On behalf of the company, we would like to point out the incorrect use of terms and misrepresentation of facts in relation to the conduct of Toyota. First of all, we draw the attention of the author and readers to the fact that service campaigns are of a preventive nature. Toyota is giving Special attention the quality of the cars produced. After the sale, the company constantly evaluates how the cars behave during the period of operation. From time to time, there may be a possibility that certain components or characteristics of vehicles may not correspond to the established technical regulations. In such cases, Toyota openly announces a service campaign and diagnoses and repairs customers' cars free of charge.
Secondly, we would like to point out that on 6576 vehicles equipped with a 2.0 liter engine, there is a possibility that if the accelerator pedal is pressed and released at a certain frequency, the exhaust gas recirculation valve (EGR1) may not close entirely due to incorrect engine control unit software, as a result of which exhaust gases can constantly circulate in EGR system, which can lead to precarious work engine idling and only in extremely rare cases to stop the engine while driving. Not a single case related to the situation described above has been recorded in Russia.”
Well, we will not argue with the opinion of the specialists of the Japanese company, although we did not find any examples of “incorrect use of terms and distortion of facts regarding service campaigns” in this text. Moreover, we agree in principle that such promotions are mostly used as an informational occasion - so that the brand is not forgotten. However, in some cases, genuine concern for the client may well be the driving motive. What, by the way, was also written by the AvtoVzglyad portal.
However, regarding the issue of the legendary reliability of Toyota cars, let us doubt that it is head and shoulders above all other brands. To begin with, let's refer to the results of studies conducted by the analytical agency. According to him, as of the beginning of 2016, there were 40,850,000 cars in Russia, of which cars of foreign brands occupied a little more than half, or rather, 58%. At the same time, during this year, our fellow citizens and guests of the country have acquired for their “ iron horses» with foreign pedigree components and 834.2 billion rubles. The undisputed leader in sales of spare parts for passenger cars belongs to Toyota, which accounted for a sixth of the total purchases. Toyota owners spent 134.3 billion rubles on parts for their cars!
At first glance, it may seem that this is a verdict on the reliability of the products of a Japanese company. Moreover, it is final and not subject to appeal. However, her affairs are still not so bad. The fact is that 3,544,099 Toyota cars run across the expanses of our Motherland, which corresponds to 15% of all “foreign cars” that have taken root here. Spare parts for them were sold in the amount of 16.1% of the total number of sold parts for cars of foreign brands. And yet, a comparison of the last two values does not confirm the amazing reliability of Toyota.
On the contrary, they are more reminiscent of the average temperature in the hospital, and with a bias towards a little more “breakability” than in the ordinary case. But let's not run ahead of the steam locomotive and see what other leaders of the Russian fleet show us. Toyota is followed by another in terms of total number of cars sold. Japanese company- . It accounts for 8% of the market and 8.5% of money spent on spare parts. The proportion is about the same, but slightly more in favor of Nissan. They are followed by Korean with 6.6% and 6.1% respectively. Further - French (5.9% and 5.6%) and German (5.7 and 5.5).
Irina Krokhmal - Head of the Production System Development Department of OJSC KAMAZ-Metallurgy
Basic principles of T - TPS:
. JIDOUKA(Jidoka) - Combined processes, quality (previously used the definition of "Autonomization")
. JIT (Just in time) - Right on time
. cost down
- Cost reduction
. Motivation
. KAIZEN- Continuous improvements
T - TPS important component integrated TMS system, which also includes sales and after-sales service of the Toyota concern.
TMS - Toyota Management System
T-TPS-Total Toyota Production System
TDS - Toyota Development System
TSS - Toyota Sales System
TPS - Toyota Production System
Total Toyota Production System effect
Until 1980, Toyota was managed on a top-down basis or Top-dovun Management. A top-level manager came to the production site and recommended to eliminate the shortcomings, instructions were given to subordinates what exactly to do, and failure to comply was punished. This approach led to overtime work, exhaustion to eliminate comments. Everyone worked ahead of waiting for the next top check. The workers even created an unspoken warning system, and where the inspection intended to arrive, the workers scattered. I had to think and change the approach to production management.
Since 1980, a method has been proposed for production management self-study problems (Jichuken). This formed the core of the Toyota Production System:
- Independent analysis and ranking of problems;
- Deep study of the causes of problems;
- Independent development of events;
- Improvement of the production site;
- High level of motivation.
This approach required the main thing - the activation of the company's personnel. As the field of activity of the production personnel expands, Toyota pays a lot of attention to the education and training of workers. Workers are also entrusted with functions that are very important for the built-in quality process and the process of continuous improvement. Therefore, an important condition for building management by the Jichuken method is the training and development of workers.
When creating T-TPS and managing the Jichuken method, logistics and quality departments were subordinated to production, and workers are trained and perform the functions of controllers and forwarders: they competently work with the parameters of good products and manage kanban cards. At present, there are no QCD posts at Toyota; control is not needed at all at the finishing operations, because built-in quality is created in production, executed and guaranteed by production. And the quality department performs the functions of continuous monitoring of parameters for evaluating operations, develops, implements and monitors measures to improve the quality of the product. All these changes made it possible to have 5-6 defective items from the total number of nomenclature per 1,000,000 items. Under the previous management, there were 3-4 defective units per 1000 units. Toyota's goal is 0 defective units and they are constantly working on it. Production workers at Toyota are the strongest link.
Differences between the old TPS system (Old TPS) and T - TPS
|
Emphasis on motivation and kaizen |
Modeling of lines and flows |
Activation of personnel, continuous improvement of the process (kaizen) |
|
Interaction between management and workers |
Management through the instructions of the head |
Management through independent thinking |
|
Promotion of management approaches through motivation |
Control and direction from above |
Everyone participates in kaizen |
|
Guaranteed quality |
Autonomization |
Combined processes |
|
Significant effect |
Any improvements |
Think and earn |
|
Cost reduction |
Active Flow Modeling |
Process engineering from line design |
Power of Compani (Strength or power of the company)
Toyota experts evaluate the strength of the company by the level of strength of the company's personnel. To do this, use the formula
n
Company success =( P personality)*( A bility)*( M)
i=1 i i i
n= Works+Staff
Where
. P- personal qualities of the employee of the company (character)
. A- skills, professionalism of the employee
. M- level of employee motivation
This determines the Toyota success of the company, that is, profit and quality.
The role of the leader, manager of any level of the company is to constantly work to raise the level of skills and motivation of the staff, in other words, to activate the employees of sections, departments and office employees. Toyota's management does not consider itself outstanding, but this principle, which the company implements, gives results and distinguishes it by its main strength, Toyota has very skillful and highly motivated people.
Toyota constantly ranks itself in the Global Benchmarking (GBM) with a focus on T-TPS on a five-point scale. This helps to determine the company's place on a global level. Toyota specialists were invited to evaluate other world companies in the USA, Korea, China, and Japan using this system. If the score reaches 3 points, the company is considered competitive in the world. Currently, only Toyota has a score of 5 points. Most companies in the US, Korea have 2-3 points and do not have 4-5 ratings, in China so far only 1-2 points.
The score is built on a hexagon diagram, each of the corners means the score parameter, and the level from the center - points (from one to five).
Production sites and personnel
. standardization
. staff training
. level of logistics
. equipment
. quality (to what extent can the quality be guaranteed)
As already mentioned, people with multifunctionality distinguish Toyota from other companies. This is an important advantage and it is fully provided and supported. Be sure to each production site there is a matrix with a list of jobs (operations) and a list of workers in this area, in which the filled sectors of the circles reflect the main indicators of the employee (skills).
1 - completed training
2 - know how to perform the operation
3 - I can do quality work
4 - can teach another
This way of assessing the job site and visualizing skills is important. If you need to increase the takt time, the amount of work, and the staff is not very trained, then it is unlikely that the work will accelerate and the task will be completed. The more advanced the multifunction, the easier it is to change the takt time and the production volume. Toyota changes the tact time once a month. If qualifications allow, it is also useful to rotate employees.
Training at Toyota is systematized. People learn from the moment they enter. As workers learn, they are assigned skill ranks. The highest rank is S, very few have it. Basic ranks A, B, C…. The ranks of workers are also visualized, hung out in the workshop at the sites. Training is carried out one-time, the theory is read and then you can proceed to implementation. In the course of training, workers have to grasp everything on the fly, because. theory is taught only once. But in the course of building T - TPS, this knowledge must be put into practice, so there are trainings, they are carried out several times. In the course of trainings, skills are acquired on how to properly perform in practice. After listening to the information once, it is not possible to remember everything. Therefore, the training step is important: to memorize the movements on a specific working operation without errors with the body. Don't waste time repeating information - that's visualization. This method helps both the worker and the manager. Important: convey information and consolidate it.
The main tool for activating working production sites are "Quality Circles". This form exists on an ongoing basis, its participants are members of the site team. The main purpose of the "quality circle" is an independent analysis of the identified problems in the production operations of the site, improving the quality of the product and seeking to reduce the cost of production.
Between the sections of the enterprise (“quality circles”) there is a competition in the quality of work performed and in solving production problems. The results are summed up once a month at the general meeting of "quality circles". Reward best work. It is important. At the sites, the level of skills is growing, the level of knowledge and motivation is increasing.
In addition to the basic technological requirements for the performance of work operations, the main requirement of Toyota is the requirement not to make a marriage, not to transfer the marriage. In this direction, Toyota uses the ANDON tool in the production process. Any worker is given the right to stop the production line if 60 seconds after the manufacturing quality deviation is detected, the issues are not resolved. As a rule, a stop happens extremely rarely.
Andon - public address system
Toyota is never punished for an admitted marriage. On the contrary, if it happens that for some reason a marriage is made, discovered and presented, this is encouraged. Each worker of the site performs the role of a quality controller. In the event that a worker detects a deviation in the production process and this can lead to a marriage, he immediately acts: he gives a signal with a button or a cord, after which the warning lamp for the manager lights up. The Andon scoreboard has each plot. This is an electronic scoreboard that reflects all the working operations of the site. At the same time, it is a warning system for all working areas. Immediately, at the signal of the yellow lamp, the head of the section approaches the problem area. He has 60 seconds to solve and usually solves the problem in 60 seconds. If they do not decide, then after 60 seconds the red lamp will light up - this is a signal for everyone to stop the line. It is important.
Toyota attaches great importance to visualization. Visualization is a way to prevent and control an abnormal situation. Visualization is a reminder of important information, it is a form to consolidate the acquired knowledge for a specific operation.
JIDOUKA (Jidoka) - Combined processes, quality (previously used the definition of "Autonomization")
Built-in quality. Principle: only the production of good. Do not produce a marriage, prevent the appearance of a marriage, do not transfer a marriage.
Product quality management is a stop and alert system in case of defects. The quality control process is supported by inexpensive instruments and cheap control methods. Controllers within the process are the production workers who perform work operations. The entire responsibility for quality rests with the production department. A suitable product is made at each site and only a suitable product is transferred from site to site. Therefore, it is customary to talk about combined processes or a combination of processes, and not autonomization, as was previously accepted.
There is a control matrix for a thorough assessment of control. In traditional control schemes, it is difficult to assess where a defect occurs, a lot of time is lost, as a result, a defect stock is created! At most enterprises, data on marriage is taken from a personal computer and rely too much on unreliable information. The PC displays only a small part of reality, so it is customary in Toyota to detect defects at each redistribution. If the cause of the marriage is found, then measures (kaizen) are immediately implemented. First of all, you need to perform an analysis of the problem on the spot. Or as they say in Toyota: a crime is investigated at the scene of the crime, the weapon used to commit the crime.
All useful information on marriage is placed in the "Quality Corner" at each site. A sample of marriage and documents for this marriage are required. This supports the production department, not the quality control department. Built-in quality is created by those who produce, guarantee and ensure quality. The quality control department has been assigned the function of supporting the production department. QCD performs various timing and time measurements.
There are tools to detect marriage:
. When married STOP!
. Marriage is not to be accepted or transferred!
. Quality control card with 5 levels: poor quality(Marriage), a little better, tolerant, good, very good.
The level of defective products is represented by a matrix. Such a matrix is completed for each section. There are operations in the area. All of them are written in the matrix. Operations are rated on a 5-point scale.
Table for approximate example
(a) - assessment that the details of the desired parameters and ease of execution
(b) - assessment by checking the technical conditions of the operation
The parameters and characteristics of the required quality are included in the developed matrix in relation to a specific site. For all low scores of the matrix, urgent measures (kaizen) are carried out. This improvement allowed to significantly raise the level of quality.
Now at Toyota, this quality report is also used in auxiliary production to improve processes at each workplace. In recognition for the revealed marriage, people are encouraged, the problem is urgently sorted out and the causes eliminated.
Cost Down - Cost Reduction
Every day at Toyota, everyone thinks about reducing the cost of a product. It is important not to overdo anything! Do not create excess inventory, do not do work that no one ordered. They are engaged in cost reduction with the involvement of all personnel, starting with the design of new products. Production is actively engaged in cost reduction. Cost control is carried out by a dedicated foreman. It controls the cost of raw materials and materials, energy costs, labor costs.
Previously, cost information for Toyota was closed, but today cost information is transferred to the production departments in order to reduce it. Each specialist in the production department should think about the cost and look for ways to reduce it. With the previous approach in management, it was: the heads of departments and workshops controlled the work processes and gave instructions. Now, plus the requirement to reduce costs, to be in contact with workers, to engage in the activation of workers, instill skills to implement improvements, train staff, increase productivity and quality.
An important tool in achieving cost reduction are improvements (kaizen)
. 5 S =4 S +1 S (improvement)
. Visualization
. Execution of STANDARD operations
The effect is in the activation of employees and a high level of motivation.
5 S score: conscious and subconscious
Toyota believes that it is necessary to put estimates on each job site. It is necessary to evaluate the effect of 5 S unequivocally - this is the activation of employees and sites. Grades increase the level of skills and motivation. Toyota is constantly working to improve the level of workers' skills and motivation. As a rule, a group of people works at each site. The goals set by the group are achievable. If the group achieves the goal, then the participants are happy. It is important to maintain an atmosphere of joy. Scientists have concluded that the brain perceives joy as an addiction and seeks to repeat it. Toyota built the concept of 5 S estimates on these dependencies. It is important to constantly influence the group of the site and move the group up to the real goal. There is no need to stabilize grades 2 and 3. This leads to a decrease in the result, the level of motivation decreases. Any score can be good, but it can also improve. The leader must know the specifics of working with the group well and be sure to praise the workers even for minor improvements. It is especially necessary and important to promote improvements.
Thinking works with theory, it is important to build a transition from planning to action. For what reason do we not proceed to action, if we know everything well? It requires an impact on the conscious and subconscious, and in particular, to raise motivation. Often the subconscious is not ready, even if the consciousness determines the need for action. In order to transfer information from consciousness to the subconscious, it is necessary to raise motivation. Part of the brain is responsible for motivation. Managers must understand how to influence the spiritual state of a person and be able to raise motivation.
All the activities of the former Toyota production system were aimed at reducing inventory, reducing costs, improving quality, that is, the management did not think about the happiness of employees and the company. Total - TPS aims to achieve the level of happiness of each employee and thereby increase their level through 5 S, "quality circles", TPM and other tools.
If the goal of TPS was to reduce workers, then today in T-TPS this is not the case. It is necessary to start building a production system with the activation of personnel and increasing motivation.
Statistics also show that in the course of daily work, workers know and understand the causes of equipment failure better. The workers themselves make proposals for improving the maintenance of equipment and improving the process with the use of equipment. Essential workers perform supportive maintenance work on operating equipment: know how to perform maintenance and perform inspection, cleaning, minor repairs. This is done everywhere at Toyota, which is why this practice is called universal maintenance of TPM equipment. But major renovations scheduled maintenance performed by service departments.
Work site teams regularly participate in TPM evaluation meetings. Such meetings are called Boo-ay. Boo-ay is evaluated by all teams (for example, at 2 factories, 100 teams each, 7 people in a team). During the evaluation, a list of 200 brigades is compiled (from the best to the least good). Boo-eye meetings reveal which teams are more active and which are less. The meetings are attended by workers and management of factories. The assessment affects crew salaries starting from the next month. That is, it can change every month depending on the evaluation of the boo-eye. Such a system creates healthy competition and a constant desire to work on process improvement. Meetings are very much needed and a positive tool for Toyota.
JIT (Just in time) - Just in time
An important element of the Toyota production system is organized internal and external logistics.
In the production buildings of Toyota, the movement of diesel forklifts is prohibited. Only the movement of an electric car with trailers is allowed. For the movement of electric vehicles and people, the lanes are marked: red for electric cars and carts, green for workers. Along the movement of the supply route, tape is glued with symbols as clues. The "agevi" system works (trolleys and movable structures, such structures are developed by the workers themselves). All Toyota employees think about cost reduction and impeccably perform standard work and cost reduction measures, including in logistics. The workers don't unnecessary movements and do not perform work that does not bring value. Racks for Toyota with a height of no more than 1.5 meters, the level of the racks tilts, allows you to visually view products, flows, traffic and does not block contact with managers.
An important achievement at Toyota is the elimination of inter-operational inventory. In order not to create inventories of work in progress, much attention is paid to logistics and the KANBAN tool with kanban cards (quantity information for delivering components to an operation). The layout of the equipment is handled by the manufacturers. They optimally arrange jobs and draw up routes for the delivery of components. The logistics department is also part of the production. This allows you to optimize logistics schemes.
The entire production process is visualized by an electronic scoreboard. It necessarily shows the sections and processes, takt time, plan, fact, deviation,% of equipment use.
Along the movement of the conveyor there is a markup that allows you to evaluate the actions performed in 12 seconds. In preparatory operations, a set of modifications is used for the main process, following the necessary sequence. Parts diagrams are used. Previously, assembled components lay on racks next to workplaces, but now they are constantly delivered. Stocks with wheels are only multiples of the takt time of the operation. In fact, there are no stocks. The pull system works. In order to build the work in this way, it is necessary to constantly work with the plan and make timely adjustments. If the production sites do not follow the rhythm of the plan, then problems arise, confusion is created in the accounting at the processing stages. The KANBAN system works from the last section and does not create inventory, because the previous section does not do what the next one does not need.
Kanban is also the movement of information. A kanban card is a record. Toyota does not do anything if there is no confirmed information. The plan must be managed. As a tool, visual kanban cards are used at the border of the parcels. In Toyota manufacturing, 90% of operations are organized using kanban cards, and the kanban card is considered the most successful tool for adjusting production planning. Each previous section serves the next one. The container has a multiplicity of packing places for the required order quantity. The card received with the container is transferred to the box and sent with information to the previous operation: delivery time, quantity (min, max), if necessary, other clarifications. Red and green cards are used. Red for transportation, green for production order (for manufacturing). If manufactured parts are waiting for delivery, they have a green card, and before transportation, the green card is replaced with a red one. There are also
Kanban, it is used to manage batches. If the supplier is in a remote area, then an electronic kanban is used, the supplier prints it, executes it and sticks it in a container with the delivery of the ordered cargo.
To implement work with kanban cards, serious training is required for both workers and managers. If you miss this, then kanban does not work.
Toyota made $20 billion in 2007
Toyota lost $5 billion in 2008
Toyota concluded that the reason was not the financial crisis, but the company stopped giving special attention to inventory control. Any company on an ongoing basis needs to work with inventory management activities.
To reduce inventory levels, Toyota uses multiple delivery: the more often we deliver, the better. Transport delivering goods should be completed taking into account the production cycle time, various necessary inventory items from different suppliers. It is important that inventory does not create redundant warehousing and intermediate storage. If we compare the cost of transport and storage operations and excess stocks, then it is more profitable to transport more often. When ordering from a supplier, the order is delivered in the order in which it is needed for production.
If the level of stocks of components and materials in production falls to a minimum, then the system operates by analogy with ANDON, it is triggered after an automatic signal is sent to the supply service. This is how the pull system works. As for small parts, there is a place for them next to the operation (a storage rack with hardware, washers, rivets, plugs ...).
As a result, when working with supplies, a matrix for providing components, raw materials and materials is also created.
The level of logistics at Toyota is the highest in the world. And this level is provided by Toyota people. System JIT(Just in time) "Just in time" works at the expense of high level motivation, skillful management of plans and well-trained staff.
KAIZEN - Continuous improvement
Kaizen in Toyota is a consequence of any analysis and study of the causes of problems. Staff activation is key. Much attention is paid production processes, improvement is an endless process. The principles of T-TPS lead Toyota to the development stage with a focus on improvement (kaizen) in the design of new lines before the release of products. Toyota's new approach to driving is all kaizen. Previously, Toyota evaluated both the submission and implementation of proposals. Now they only pay for the implementation.
Probably, every person in our time wants to use only high-quality things, and cars are no exception. You want to buy a car that will serve you as a masterpiece modern technologies, and get untold pleasure from riding it? Actually the question is rhetorical.
So, if you want such a car for yourself, then in this case you need to look at passenger car Toyota Camry, because this car is exactly what you need. It is worth noting that the Toyota Camry contains all the positive qualities of cars - reliability, safety, as well as quality. This car will allow you to look solid, as well as give self-confidence.
In fact, a Toyota Camry car today is more than a vehicle, because driving this car a person begins to feel like a real and living person who takes everything positive from life.
It is worth paying attention to the comfort that Toyota cars have, because they are magnificent. Excellent external data, comfort, space and many other interesting things for every driver vehicle quality will be pursued if you sit in the salon of this magnificent car. Technical equipment and smoothness of movement are far from the last pleasant moments that serve in favor of a Japanese-made car.
The Toyota Camry is a fairly powerful vehicle, and passengers sitting in the cabin may not notice the speed of movement. It is also unlikely that you will be able to hear any extraneous noise while driving a Toyota Camry car, because manufacturers have taken great care to minimize wind noise and other extraneous sounds due to excellent flow.
Let's take another Toyota car, the Land Cruiser, as an example. This is a car that needs no introduction. For over 60 years, this SUV has been renowned for its technical specifications, super passability, and also amazingly serious design.
Of course, this is a completely different car - this is a huge jeep, although it is not very fast, it accelerates to 100 km per hour in 9 seconds, but its weight is certainly impressive. In general, the Land Cruiser is not a racing jeep, like, namely, a huge SUV, a tank, one might say.
It is worth noting the car Toyota Land Cruiser Prado. This car is one of a kind.
Gasoline 6-cylinder engine with VVT-i system that can develop 282 horsepower. This indicator is the best among cars of this class.
Another car that deserves attention is the Toyota Avensis. This car was developed with a focus on the European market, as one of the competitors. It combines high technology, exquisite design, modern style, power, confidence and dynamism.
We are accustomed to the fact that Japanese automakers today are some of the best in the world, to say the least. So, Japanese-made cars most often delight us with their quality, reliability, and comfort than car manufacturers from other countries. It is worth noting that Toyota cars, in addition to all positive qualities still inherent high class superior to other "Japanese".
We will focus on the fact that Toyota cars are especially popular in the Far Eastern regions of Russia. For example, in Vladivostok, Toyota is incredibly popular due to the fact that the city is not so far from the border with Japan, so it’s a sin not to take such a luxurious car for yourself. Of course, there are also others in Vladivostok, but it is Toyota that is the most popular brand, and this is understandable.
In the era of the overall progress of mankind, it is not at all difficult to get acquainted with the prices for cars of this brand, since this can be done on the Web. Naturally, each person can take an interest in Japanese-made cars personally by arriving at a dealership located in their hometown. Everyone can find all the information you need, as well as the details and addresses of official representatives of the Toyota brand on the Internet, which will give him the opportunity to save personal money.
It is worth paying attention to the optimism, diligence, mutual assistance, as well as the enthusiasm of the Japanese, as the hardworking people managed to quickly restore the consequences of the accident at the Fukushima 1 nuclear power plant, which arose due to a strong earthquake. Today, the production of Toyota cars has been completely restored and is ready to delight with its cars, competing with many!
And this video shows how tenacious the Toyota Corolla is:
