Podcasts about toyota motor corporation

Toyota Motor Corporation is a Japanese multinational automotive manufacturer headquartered in Toyota City, Aichi, Japan. It was founded by Kiichiro Toyoda and incorporated on August 28, 1937. Toyota is the largest automobile manufacturer in the world, producing about 10 million vehicles per year. Source: GoogleRecalls: Check for Recalls: Vehicle, Car Seat, Tire, Equipment | NHTSANews: Toyota Celica's Return: Here's Everything We Know Auto Casey: 2025 Toyota Camry SE | Short TakeEmail the show: auto@mpbonline.org Hosted on Acast. See acast.com/privacy for more information.

Shoot us a Text.Episode #1051: We're diving into the Senate's move to block California's gas car ban, Google's new video AI that adds audio, and which brands — including top automakers — gained or lost consumer trust in the 2025 Axios/Harris reputation rankings.Show Notes with links:In a dramatic legislative twist, the U.S. Senate voted to block California's plan to ban gas-powered vehicles by 2035, undercutting a key Biden-era environmental policy and dealing a blow to a major state-led push for zero-emission standards.The Senate vote was 51-44 to rescind the EPA waiver allowing California stricter emissions rules.11 states following California's policy would be impacted, including NY and WA.Auto dealers and manufacturers lobbied hard for the repeal, citing feasibility concerns.The move defies Senate precedent and a legal ruling from the parliamentarian.“You can be against the ACC II EV mandates (we were) and believe that transportation is trending toward a range of electrified products like battery electric vehicles, hybrids and plug-in hybrids (it is). That's what balance looks like. And balance is not only good for consumers, but essential for the U.S. auto industry to remain healthy and globally competitive,” said John Bozzella, CEO of the Alliance for Automotive Innovation.Axios and The Harris Poll just dropped their annual brand reputation rankings, and the message from consumers is loud and clear: keep prices fair, quality high, and don't exploit inflation. Brands that did well stuck to those basics.Nearly half of all corporate reputations declined this year, driven by frustration over high prices and perceived drops in quality.77% of Americans say companies are charging more for lower quality; 63% have stopped buying from a brand due to high costs, and 54% over declining product standards.The biggest winners? Companies focused on delivering consistent value.Top 10 most reputable brands: Trader Joe's, Patagonia, Microsoft, Toyota Motor Corporation, Costco, Samsung, Arizona Beverage Company, Nvidia, UPS, AppleAutomotive brands on the list: Toyota (#4, up 8), Honda (#13, down 6), General Motors (#44, down 4), Hyundai (#51, no change), Volkswagen (#53, up 16), Ford (#60, down 5), Tesla (#95, down 32 in the largest move of any company on the list).At its I/O 2025 developer conference, Google unveiled Veo 3 — the latest version of its AI video generator, now with the ability to create synchronized sound. That includes background noise, effects, and even simple dialogue to match the video it produces.The new model builds on Veo 2 with better visuals and now audio that aligns automatically with what's on screen.Google says it's the first step away from “silent” AI-generated video — a space that's getting crowded with startups and big names like OpenAI and AlibabJoin Paul J Daly and Kyle Mountsier every morning for the Automotive State of the Union podcast as they connect the dots across car dealerships, retail trends, emerging tech like AI, and cultural shifts—bringing clarity, speed, and people-first insight to automotive leaders navigating a rapidly changing industry.Get the Daily Push Back email at https://www.asotu.com/ JOIN the conversation on LinkedIn at: https://www.linkedin.com/company/asotu/

Flexport was a breakout success—reimagining global trade with tech at its core. But when the freight market cooled and efficiency overtook service, things started to unravel. Founder Ryan Petersen stepped aside, handing the CEO role to former Amazon exec Dave Clark. Months later, he was back at the helm.In this episode, Ryan explains what went wrong, how he's rebuilding Flexport—cutting $300M in costs, restoring customer focus—and why promoting from within beats chasing outside stars. He also weighs in on Trump's proposed tariffs and what they could mean for the future of global trade.Chapters: 00:00 Trailer00:31 Introduction02:07 Meeting smart people, seeing the world03:40 Eroded margins09:52 Charismatic and overconfident15:32 Not an overnight decision20:08 The founder has returned23:10 Redoing the hiring26:38 No substitute for passion31:00 Working for and with my brother37:28 Working with forwarders42:14 Being a founder can be lonely47:49 Life's work54:06 The right person for the job1:00:55 19 countries1:04:57 Blowing people up1:07:24 Work and being a good dad1:08:34 Not doing it for money and loving money1:17:52 Import and export tariffs1:22:57 De minimis1:25:54 Panama and the Suez Canal1:36:50 Going public1:42:24 Who Flexport is Hiring 1:42:42 What "grit" means to Ryan1:43:06 OutroMentioned in this episode: Founders Fund, Amazon, Toyota Motor Corporation, Slack, Brex, Pedro Franceschi, Henrique Dubugras, United States Customs and Border Protection, ImportGenius, Michael Kanko, Y Combinator, Paul Graham, Intel Corporation, Shopify, Geely Holding (Zhejiang Geely Holding Group Co., Ltd.), The Volvo Group, Intuit TurboTax, David Petersen, BuildZoom, TechCrunch, Google, Figma, Barack Obama, Donald Trump, Jimmy Carter, Panama Canal Authority, United States Navy, Coinbase, Uber, AirbnbLinks:Connect with RyanXLinkedInConnect with JoubinTwitterLinkedInEmail: grit@kleinerperkins.comLearn more about Kleiner Perkins

Productivity isn't just “doing more”; it's accomplishing what truly matters with mindful intention and strategic focus. Productivity guru Tiago Forte joins us in this episode of Marketing Speak to share his PARA method for effortless organization. He shares his insights on using intuition in business, combating information overload, and the inherently creative process of knowledge work. Tiago Forte is a global authority on productivity. He has guided thousands worldwide to successfully leverage timeless principles and cutting-edge technology to accomplish revolutionary productivity, creativity, and personal effectiveness changes. He has lent his expertise to renowned organizations like Genentech, Toyota Motor Corporation, and the Inter-American Development Bank. Featured in The New York Times, The Atlantic, and Harvard Business Review, Tiago Forte is a true luminary in the productivity space. Don't miss the game-changing lessons that will transform your approach to productivity! The show notes, including the transcript and checklist to this episode, are at marketingspeak.com/495.

Esto es un extracto de la Tertulia de AutoFM que se emite cada jueves en Onda Cero Toyota acelera hacia la movilidad eléctrica con seis nuevos modelos antes de 2027 Toyota está demostrando su firme compromiso con la movilidad eléctrica al anunciar la incorporación de seis nuevos modelos completamente eléctricos a su gama antes de que finalice el año 2026. Esta ambiciosa apuesta se enmarca en su estrategia multitecnología, que busca ofrecer soluciones sostenibles adaptadas a diversas necesidades de movilidad y orientadas hacia la neutralidad en carbono. El director de estrategia de marca de Toyota Motor Corporation, Simon Humphries, aseguró que esta iniciativa busca empoderar a los clientes para que puedan tomar decisiones conscientes y adecuadas respecto a la sostenibilidad. Según Humphries, ofrecer una variedad de opciones es clave para alcanzar vehículos cada vez mejores y más amigables con el medio ambiente. Para finales del año 2025, Toyota tendrá disponibles tres nuevos modelos eléctricos. A la reciente renovación del Toyota bZ4X, un vehículo que ha mejorado considerablemente su rendimiento y precio, se unirán en breve dos importantes lanzamientos: el Urban Cruiser y el esperado Toyota C-HR+ totalmente eléctrico. El Toyota Urban Cruiser, un SUV compacto de 4,28 metros, se ofrecerá en tres niveles de potencia (144, 174 y 184 CV) y con baterías que proporcionarán autonomías superiores a los 400 kilómetros en sus versiones avanzadas. Por otro lado, el Toyota C-HR+, que llegará a mediados de 2025, destaca por ofrecer hasta 525 kilómetros de autonomía con la batería de mayor capacidad (77 kWh) y tracción total. En 2026, la marca japonesa continuará con su estrategia eléctrica con tres modelos adicionales, entre ellos dos SUVs adicionales y una pick-up eléctrica que podría basarse en la popular Toyota Hilux. El segmento de las pick-up eléctricas, aunque minoritario en Europa, podría aprovechar el reconocido prestigio del modelo Hilux, potenciando su acogida en los mercados europeos. Finalmente, Toyota también ha mostrado el prototipo FT-Me, un vehículo eléctrico compacto diseñado para entornos urbanos, equipado con tecnología de paneles solares en el techo que permiten aumentar su autonomía diaria entre 20 y 30 kilómetros adicionales. Este modelo apunta directamente a conductores noveles e individuos que buscan una segunda opción de transporte urbano práctico y sostenible. Todos los podcast: https://www.podcastmotor.es Twitter: @AutoFmRadio Instagram: https://www.instagram.com/autofmradio/ YouTube: https://www.youtube.com/@AutoFM Contacto: info@autofm.es

Die aktuellen Wirtschaftsnachrichten mit Michael Weyland   Thema heute:    Erster Bauabschnitt der Toyota Woven City erschlossen - Eröffnung der Modellstadt für Herbst 2025 geplant   Die Toyota Woven City schreitet voran: Wie die Toyota Motor Corporation im Rahmen der diesjährigen Consumer Electronics Show (CES) in Las Vegas (bis 11.Januar 2025) bekanntgegeben hat, wurde nun die erste Bauphase in der Modellstadt beendet. Das Testfeld für die Mobilität der Zukunft wird voraussichtlich ab Herbst 2025 eröffnet.   Auf dem Weg zum Mobilitätsunternehmen hat Toyota auf der CES 2020 erstmals das Konzept der Woven City vorgestellt, das gemeinsam mit Woven by Toyota entwickelt wird. Damit will das Unternehmen sein langfristiges Engagement für die Gestaltung der Mobilität der Zukunft demonstrieren. Der erste Spatenstich für die Woven City erfolgte am 23. Februar 2021 auf dem ehemaligen Gelände des Higashi-Fuji-Werks von Toyota Motor East Japan (TMEJ) in Susono City in der japanischen Präfektur Shizuoka. Seitdem hat das Projekt stetig Fortschritte gemacht: Die Gebäude der ersten Bauphase – dem Bereich für Co-Creation-Aktivitäten – wurden im Oktober 2024 errichtet. Die Vorbereitungen für den offiziellen Start laufen jetzt an. Der erste Bauabschnitt der Woven City wurde bereits für sein umweltbewusstes und auf den Menschen ausgerichtetes Design ausgezeichnet, das die Lebensqualität verbessern soll. Erstmals in Japan gab es hierfür die „Leadership in Energy and Environmental Design (LEED) for Communites”-Zertifizierung in Platin, die höchste Auszeichnung des vom U.S. Green Building Council initierten Systems.  Parallel zu den Vorbereitungen für die Eröffnung des ersten Bauabschnitts laufen die Renovierung des ehemaligen TMEJ-Werks in Higashi-Fuji, das zu einem Produktionszentrum für Woven City umgewandelt werden soll, und die Erschließungsarbeiten für den zweiten Bauabschnitt. Die in der ersten Phase gewonnenen Erkenntnisse helfen, die Pläne für den zweiten und weitere Bauabschnitte zu verfeinern und die Funktionalität des Testareals kontinuierlich zu verbessern. Woven City ist ein Testfeld für die Mobilität der Zukunft: Beteiligte Entwickler, die das Engagement teilen, „für jemand anderen als sich selbst“ zu arbeiten, können hier innovative Produkte und Dienstleistungen entwickeln, testen und validieren. Zu den Teilnehmenden zählen neben Toyota und Konzerntöchtern auch externe Unternehmen, Start-ups und Einzelunternehmer.   Diesen Beitrag können Sie nachhören oder downloaden unter:

Author and journalist Nico Lang's new book “American Teenager: How Trans Kids Are Surviving Hate and Finding Joy in a Turbulent Era” tells the stories of eight trans and nonbinary teenagers from across the United States, highlighting their triumphs and struggles (interviewed by Daniel Huecias). And in NewsWrap: about one in 20 Kiwis came out in New Zealand's first Census to count LGBTQIA+ people, the Toyota Motor Corporation is latest company in the U.S. backpedaling on its DEI policies and withdrawing support from queer events, Colorado rightwing Christian baker Jack Phillips loses a state Supreme Court appeal in another Masterpiece Cakeshop anti-LGBTQ bias lawsuit, Arkansas Christian nationalist Republican politician Jason Rupert says the queer movement is “of the devil,” U.S. Vice President Kamala Harris touts her pro-queer credentials and warns about the tenuous status of LGBTQ rights on a presidential campaign visit with Howard Stern, and more international LGBTQ news reported by John Dyer V and Ava Davis (produced by Brian DeShazor).  All this on the October 14, 2024 edition of This Way Out! Join our family of listener-donors today at http://thiswayout.org/donate/ NOTE TO RADIO STATIONS: Beginning in October, 2024, the weekly program uploaded to SoundCloud will include a pitch for This Way Out/Overnight Productions (Inc.). Stations can download a pitch-free version from radio4all.net or Pacifica's AudioPort.Org. For more information, contact Brian@ThisWayOut.org.

Welcome to The Hydrogen Podcast!In episode 348,  In this episode of The Hydrogen Podcast, Paul Rodden discusses ExxonMobil's collaboration with Mitsubishi for a low-carbon hydrogen project in Texas, Australia's $50 billion green hydrogen initiative, TotalEnergies' investment in the Japanese hydrogen fund, and BP and Iberdrola's green hydrogen plant in Spain. These developments highlight the global momentum towards hydrogen as a key driver in the energy transition and the significant investment opportunities emerging in this sector.Thank you for listening and I hope you enjoy the podcast. Please feel free to email me at info@thehydrogenpodcast.com with any questions. Also, if you wouldn't mind subscribing to my podcast using your preferred platform... I would greatly appreciate it. Respectfully,Paul RoddenVISIT THE HYDROGEN PODCAST WEBSITEhttps://thehydrogenpodcast.comDEMO THE H2 ADVANTAGEhttps://keyhydrogen.com/hydrogen-location-analytics-software/ CHECK OUT OUR BLOGhttps://thehydrogenpodcast.com/blog/WANT TO SPONSOR THE PODCAST? Send us an email to: info@thehydrogenpodcast.comNEW TO HYDROGEN AND NEED A QUICK INTRODUCTION?Start Here: The 6 Main Colors of HydrogenSupport the show

During the month of August we will be enjoying some summer weather and taking a break from recording new episodes. To satiate your thirst we will be re-releasing the hottest episodes of the year, every week, for you to enjoy with a Mai Tai by the pool like David will be.In this re-release episode from February, I turn the podcasting tables on my guest Catherine O'Connell, who is host and cohost of two fantastic podcasts; Lawyer On Air and Jandals in Japan. If you haven't listened to those two podcasts I highly recommend them both! Catherine is the principal and founder of her boutique commercial law firm based in Tokyo, Catherine O'Connell Law. She is the first foreign female to set up her own law practice in Tokyo and won Tokyo Foreign Lawyer of the Year Award in 2022, Boutique Law Firm of the Year Award in 2023, and is the recipient of the Entrepreneur of the Year Award in 2020. One of Catherine's missions in life is to change the boardrooms of traditional Japan from the inside, sharing her lived experience through board coaching programs to demystify and open pathways for people to access and attain roles on Japanese corporate boards.In this episode you will hear:How Catherine went from being a tour guide in New Zealand to studying law and working as a foreign lawyer in JapanWhat motivated Catherine to set up Catherine O'Connell Law, her own law firm in TokyoAbout the lack of diversity in terms of board governance in JapanWhat Japanese companies can do now to diversify their boardsWhat women leaders can do to open boardroom doors for themselves and othersThings mentioned in the episode:Statistical Information about female board members in Japan: https://www.nikkei.co.jp/nikkeiinfo/en/global_services/nikkei-bp/female-board-member-survey-which-japanese-company-has-the-highest-percentage-of-female-board-members.htmlAbout Catherine O'Connell:Catherine O'Connell is Principal & Founder of her boutique commercial law firm based in Tokyo, Catherine O'Connell Law. She is the first foreign female to set up her own law practice in Tokyo. She won Boutique Law Firm of the Year Award 2023 and Foreign Lawyer of the Year Award 2022 and is the recipient of the Entrepreneur of the Year Award in 2020.Significantly, Catherine has been appointed in June 2023 as an Independent Audit & Supervisory Board Member of TOYOTA Motor Corporation. In June 2022 she was appointed as Outside Audit & Supervisory Board member of FUJITSU Limited. Through both of these appointments she has become the first non-Japanese female in Japanese corporate history to serve in this role on any Japanese Board. She is also Statutory Auditor on ASX-listed Japan subsidiary of CSL Behring.Catherine presides as Vice-Chair of the Australian & New Zealand Chamber of Commerce of Japan, is co-Chair of the Legal Services & IP Committee of the American Chamber of Commerce in Japan and is immediate Past President of NPO, Women in Law Japan (2021-2023).Prior to launching her law practice in 2018, Catherine was Head of Legal and APAC Regional Legal Counsel for Molex Japan LLC. She held senior In-House Legal Counsel positions Panasonic, Olympus and Mitsubishi Motors, and has extensive private practice experience at Hogan Lovells (Tokyo and London) and Anderson Lloyd (New Zealand).Catherine hosts the award-winning “Lawyer on Air” Podcast sharing inspirational stories about women working in the law in Japan and she co-hosts the “Jandals in Japan” podcast about successful New Zealand business in...

Nota: Encuentra el episodio subtitulado en español en YouTube Tiago Forte es uno de los principales expertos en productividad del mundo. El autor de libros como Building a Second Brain y The PARA Method ha enseñado a miles de personas a revolucionar su productividad, creatividad y eficacia personal. Es fundador de Forte Labs, una empresa enfocada en la formación personal. Ha colaborado con organizaciones como Genentech, Toyota Motor Corporation y el Banco Interamericano de Desarrollo, y ha aparecido en diversas publicaciones, como The New York Times, The Atlantic y Harvard Business Review. - Tiago Forte is one of the leading experts in productivity worldwide. He's the author of books like Building a Second Brain and The PARA Method, and he has taught thousands of individuals how to revolutionize their productivity, creativity, and personal effectiveness. He is the founder of Forte Labs, a company focused on personal development. Tiago has collaborated with organizations such as Genentech, Toyota Motor Corporation, and the Inter-American Development Bank, and has been featured in various publications, including The New York Times, The Atlantic, and Harvard Business Review. Learn more about your ad choices. Visit megaphone.fm/adchoices

Dr. Deming developed his philosophy over time and in conversations with others, not in isolation. As learners, we tend to forget that context, but it's important to remember because no one implements Deming in isolation, either. In this conversation, Bill Bellows and host Andrew Stotz discuss how there's no such thing as a purely Deming organization and why that's good. TRANSCRIPT 0:00:02.2 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussions with Bill Bellows, who has spent 30 years helping people apply Dr. Deming's ideas to become aware of how their thinking is holding them back from their biggest opportunities. Today is episode 20, entitled, System of Profound Wisdom. Bill, take it Away.   0:00:31.6 Bill Bellows: But not just for 30 years. I forgot to say I started when I was 12.   0:00:36.6 AS: Yes. [laughter] Yes. And you've got the hair to prove it.   [laughter]   0:00:43.7 BB: All right. Now, actually, I was thinking the proposal and the title, I thought... I mean, System of Profound Wisdom is cool, System of Profound Questions. Either one of those is good. Let's see which title comes out.   0:00:57.6 AS: Yeah. And I think we'll have to also understand that may some listeners that may not even know what System of Profound Knowledge means, they've been listening. They do. But if today's their first episode, we also gotta break that down, just briefly.   0:01:10.9 BB: Yeah. Okay, let's do that. All right. Well, let me give an opening a quote from Dr. Deming from chapter three, and then we can explain this SoPK, System of Profound Knowledge, thing. But in chapter three of Dr. Deming's last book, The New Economics, the last edition, edition three, came out in 2018. And chapter three, Dr. Deming says, "We saw in the last chapter, we are living under the tyranny of the prevailing style of management. Most people imagine that this style has always existed. It is a fixture. Actually, it is a modern invention a trap that has led us into decline. Transformation is required. Education and government, along with industry, are also in need of transformation. The System of Profound Knowledge to be introduced in the next chapter is a theory for transformation." So you wanna...   0:02:15.4 AS: That's good.   0:02:16.7 BB: So let's say something. Let's just say something about SoPK. How would you explain that?   0:02:23.1 AS: Yeah. Well, actually, I wanna talk very briefly about what you just said, because it's just...   0:02:27.1 BB: Oh, sure.   0:02:29.6 AS: At one point, I thought, "It's a system of knowledge." But he just said it was a system of transformation.   0:02:38.7 BB: It's a theory for transformation.   0:02:40.1 AS: A theory for transformation. Okay, got it. I see. And one of the things that I... I look at Toyota so much just 'cause it's so fascinating and how they've survived all these years, the continuity in the business, the continuity and the profitability of the business, the continued march to become the number one auto producer in the world, and having faced all the ups and downs and survived. And I just think that what they have is a learning organization. No matter what the challenge is, they're trying to apply learning tools, like System of Profound Knowledge, like PDSA, to try to figure out how to solve this problem. And I think that many companies, including at times my companies, [chuckle] we sometimes will scramble and we'll lose knowledge and we won't gain knowledge. And so the System of Profound Knowledge, to me, is all about the idea of how do we build a base of knowledge in our business and then build upon that base of knowledge rather than destroy it when the new management comes in or when a new management idea comes in.   0:04:00.7 AS: And that's something I've just been thinking about a lot. Because I do know a company that I've been doing some work with, and they basically threw away a huge amount of work that they did on System of Profound Knowledge and stuff to go with the prevailing system of management, is like going back. And now, they just produced a loss in the first quarter, and I just think, "Interesting. Interesting."   0:04:27.6 BB: Well, a couple things come to mind based on what you said. One is I would propose that Toyota, I'm in agreement of "Toyota's a learning organization." And that'll come up later. I've got some other thoughts on learning organizations. And we know that they were influenced by Dr. Deming. To what degree, I'm not sure of. Shoichiro Toyoda, who is one of the sons of the founder of the Toyota Motor Car Company, was honored with a Deming prize in 1990. And I believe it came from JUSE, as opposed to the American Society for Quality. One or the other. He was honored with a Deming Prize.   0:05:32.0 AS: Yep.   0:05:33.5 BB: Again, I don't know if it's Deming Prize or Deming Medal. But I know he was honored. What's most important, the point I wanna make is, upon receiving it he said, "There is not a day that goes by that I don't think about the impact of Dr. Deming on Toyota." But, if I was to look at the Toyota Production System website, Toyota's Toyota Production System website, which I've done numerous times, I'd be hard-pressed to find anything on that page that I could say, "You see this word, Andrew? You see this sentence, Andrew? You see this sentiment? That's Deming." Not at all. Not at all. It's Taiichi Ohno. It's Shigeo Shingo. I'm not saying it's not good, but all those ideas predate Deming going to Japan in 1950. Taiichi Ohno joined Toyota right out of college as an industrial engineer in 1933, I believe. The Japanese Army, I mentioned in a previous episode, in 1942, wanted him to move from Toyota's loom works for making cloth to their automobile works for making Jeeps. This comes from a book that I would highly recommend. Last time we were talking about books. I wanted to read a book, I don't know, maybe 10 years ago. I wanted to read a book about Toyota, but not one written by someone at MIT or university. I didn't wanna read a book written by an academic. I've done that.   0:07:15.1 BB: I wanted to read a book by somebody inside Toyota, get that perspective, that viewpoint. And the book, Against All Odds, the... Wait I'll get the complete title. Against All Odds: The Story of the Toyota Motor Corporation and the Family That Changed it. The first author, Yukiyasu Togo, T-O-G-O, and William Wartman. I have a friend who worked there. Worked... Let me back up. [chuckle] Togo, Mr. Togo, born and raised in Japan, worked for Toyota in Japan, came to the States in the '60s and opened the doors to Toyota Motors, USA. So, he was the first person running that operation in Los Angeles. And it was here for years. I think it's now in Texas. My late friend, Bill Cummings, worked there in marketing. And my friend, Bill, was part of the team that was working on a proposal for a Lexus. And he has amazing stories of Togo. He said, "Any executive... " And I don't know how high that... What range, from factory manager, VPs. But he said the executives there had their use, free use, they had a company car. And he said Togo drove a Celica. Not a Celica. He drove a... What's their base model? Not a...   0:08:56.2 AS: A Corolla?   0:08:57.7 BB: Corolla. Yes, yes, yes. Thank you. He drove a Corolla. He didn't drive... And I said, "Why did he drive a Corolla?" Because it was their biggest selling car, and he wanted to know what most people were experiencing. He could have been driving the highest level cars they had at the time. Again, this is before a Lexus. And so in this book, it talks about the history of Toyota, Taiichi Ohno coming in, Shigeo Shingo's contributions, and the influence of Dr. Deming. And there's a really fascinating account how in 1950, a young manager, Shoichiro Toyoda, was confronted with a challenge that they couldn't repair the cars as fast as they could sell them. This is post-war Japan. They found a car with phenomenal market success. Prior to that, they were trying to sell taxicabs, 'cause people could not... I mean, buying a car as a family was not an option. But by 1950, it was beginning to be the case. And the challenge that Shoichiro Toyoda faced was improving the quality, 'cause they couldn't fix them as fast as they could sell them. And yet, so I have no doubt that that young manager, who would go on to become the chairman, whatever the titles are, no doubt he was influenced by Dr. Deming. But I don't know what that means.   0:10:23.4 BB: That does not... The Toyota Production System is not Deming. And that's as evidenced by this talk about eliminating waste. And those are not Deming concepts. But I believe, back to your point, that his work helped create a foundation for learning. But I would also propose, Andrew, that everything I've read and studied quite a bit about the Toyota Production System, Lean, The Machine That Changed The World, nothing in there explains reliability. To me, reliability is how parts come together, work together. 'Cause as we've talked, a bunch of parts that meet print and meet print all over the place could have different levels of reliability, because meeting requirements, as we've talked in earlier episodes, ain't all it's cracked up to be. So I firmly believe... And I also mentioned to you, I sat for 14 hours flying home from Japan with a young engineer who worked for Toyota, and they do manage variation as Dr. Taguchi proposed. That is not revealed. But there's definitely something going on. But I would also say that I think the trouble they ran into was trying to be the number one car maker, and now they're back to the model of, "If we are good at what we do, then that will follow."   0:11:56.8 BB: And I'm gonna talk later about Tom Johnson's book, just to reinforce that, 'cause Tom, a former professor of management at Portland State University, has visited Toyota plants numerous times back before people found out how popular it was. But what I want to get into is... What we've been talking about the last couple episodes is Dr. Deming uses this term, transformation. And as I shared an article last time by John Kotter, the classic leadership professor, former, he's retired, at the University... Oh, sorry, Harvard Business School. And what he's talking about for transformation is, I don't think, [chuckle] maybe a little bit of crossover with what Dr. Deming is talking about. What we talked about last time is, Deming's transformation is a personal thing that we hear the world differently, see the world differently. We ask different questions. And that's not what Kotter is talking about. And it's not to dismiss all that what Kotter is talking about, but just because we're talking about transformation doesn't mean we mean the same thing.   0:13:10.6 BB: And likewise, we can talk about a Deming organization and a non-Deming organization. What teamwork means in both is different. In a Deming organization, we understand performance is caused by the system, not the workers taken individually. And as a result of that, we're not going to see performance appraisals, which are measures of individuals. Whereas in a non-Deming organization, we're going to see performance appraisals, KPIs flow down to individuals. [chuckle] The other thing I had in my notes is, are there really two types of organizations? No, that's just a model. [chuckle] So, really, it's a continuum of organizations. And going back to George Box, all models are wrong, some are useful. But we talked earlier, you mentioned the learning organization. Well, I'm sure, Andrew, that we have both worked in non-Deming organizations, and we have seen, and we have seen people as learners in a non-Deming organization, but what are they learning? [chuckle] It could be learning to tell the boss what they want to hear. They could be learning to hide information that could cause pain. [chuckle] Those organizations are filled with learners, but it's about learning that makes things worse. It's like digging the pit deeper. What Deming is talking about is learning that improves how the organization operates, and as a result, improves profit. In a non-Deming organization, that learning is actually destroying profit.   0:14:51.8 BB: All right. And early, spoke... Russ, Russ and Dr. Deming spoke for about three hours in 1992. It got condensed down to a volume 21 of The Deming Library, for which our viewers, if you're a subscriber to DemingNEXT, you can watch it in its entirety. All the Deming videos produced by Clare Crawford-Mason are in that. You can see excerpts of volume 21, which is... Believe is theory of a system of education, and it's Russ Ackoff and Dr. Deming for a half hour. So you can find excerpts of that on The Deming Institute's YouTube channel.   0:15:37.0 BB: And what I wanted to bring up is in there, Russ explains to Dr. Deming the DIKUW model that we've spoken about in previous episodes, where D is data. That's raw numbers, Russ would say. I is information. When we turn those raw numbers into distances and times and weights, Russ would say that information is what the newspaper writer writes, who did what to whom. Knowledge, the K, could be someone's explanation as to how these things happened. U, understanding. Understanding is when you step back and look at the container. Russ would say that knowledge, knowledge is what you're using in developing to take apart a car or to take apart a washing machine and see how all these things work together. But understanding is needed to explain why the driver sits on the left versus the right, why the car is designed for a family of four, why the washing machine is designed for a factor of four. That's not inside it. That's the understanding looking outward piece that Russ would also refer to as synthesis. And then the W, that's the wisdom piece. What do I do with all this stuff? And what Russ is talking about is part of wisdom is doing the right things right. So, I wanted to touch upon in this episode is why did Dr. Deming refer to his system as the System of Profound Knowledge? Why not the System of Profound Understanding? Why not the System of Profound Wisdom? And I think, had he lived longer, maybe he would have expanded. Maybe he would have had...   0:17:28.4 BB: And I think that's the case. I think it's... 'Cause I just think... And this is what's so interesting, is, if you look at Dr. Deming's work in isolation and not go off and look at other's work, such as Tom Johnson or Russ, you can start asking questions like this.   0:17:45.7 AS: One thing I was going to interject is that I took my first Deming seminar in 1989, I believe, or 1990. And then I took my second one with Dr. Deming in 1992. And then soon after that, I moved to Thailand and kind of went into a different life, teaching finance and then working in the stock market. And then we set up our factory here for coffee business. But it wasn't until another 10 years, maybe 15 years, that I reignited my flame for what Dr. Deming was doing. And that's when I wrote my book about Transform Your Business with Dr. Deming's 14 Points. And what I, so, I was revisiting the material that had impacted me so much. And I found this new topic called System of Profound Knowledge. I never heard of that. And I realized that, it really fully fledged came out in 1993, The New Economics, which I didn't get. I only had Out of the Crisis.   0:18:49.9 BB: '93.   0:18:49.9 AS: Yeah. And so that just was fascinating to go back to what was already, the oldest teacher I ever had in my life at '92, leave it, come back 10, 15 years later and find out, wait a minute, he added on even more in his final book.   0:19:10.4 BB: Well, Joyce Orsini, who was recruited by Fordham University at the encouragement of Dr. Deming, or the suggestion of Dr. Deming to lead their Deming Scholars MBA program in 1990. Professor Marta Mooney, professor of accounting, who I had the great fortune of meeting several times, was very inspired by Dr. Deming's work. And was able to get his permission to have an MBA program in his name called the Deming Scholars MBA program. And when she asked him for a recommendation, "Who should lead this program?" It was Joyce Orsini, who at the time I think was a vice president at a bank in New York. I'm not sure, possibly in human resources, but I know she was in New York as a vice president.   0:20:10.0 BB: And I believe she had finished her PhD under Dr. Deming at NYU by that time. And the reason I bring up Joyce's name, I met her after Dr. Deming had died. Nancy Mann, who is running a company called Quality Enhancement Seminars with, a, at the beginning one product, Dr. Deming's 4-Day seminar, when Dr. Deming died, and I had mentioned, I was at his last seminar in December '93, she continued offering 4-day seminars. And I met her later that year when she was paired with Ron Moen and they were together presenting it, and others were paired presenting it. And at one point, as I got to know Joyce, she said, "His last five years were borrowed time." I said, "What do you mean?" She said, "He started working on the book in 19'" evidently the '87, '88 timeframe, he started to articulate these words, Profound Knowledge.   0:21:11.0 BB: And I know he had, on a regular basis, he had dinner engagements with friends including Claire Crawford-Mason and her husband. And Claire has some amazing stories of Deming coming by with these ideas. And she said, once she said, "What is this?" And he is, she took out a napkin, a discretely, wrote down the, "an understanding of the difference between intrinsic motivation and extrinsic motivation. Difference between understanding special causes versus common causes." And she just wrote all this stuff down, typed it up. When he showed up the next week, she greeted him at the door and said, and she said, he said, This is Claire. And Claire said, he said, "What's that?" He says, "Well, I took notes last week."   0:21:54.2 BB: And he says, "I can do better." [chuckle] And so week by week by week. And as he interacted with the people around him, he whittled it down. And I'm guessing it put it into some, there's a technique for grouping things, you, where on post-it notes and you come up with four categories and these things all go over here. There's one of the elements of that, one of the 16 had to, or 18 or so, had to do with Dr. Taguchi's loss function. So that could have gone into the, maybe the variation piece, maybe the systems piece. But Joyce said, basically he was frustrated that the 14 Points were essentially kind of a cookbook where you saw things like, "cease dependence on inspection" interpreted as "get rid of the inspectors." And so he knew and I'd say, guided by his own production of a system mindset, he knew that what he was articulating and the feedback were inconsistent.   0:23:01.9 BB: And I've gotta keep trying. And she said, "His last five years on borrowed time as he was dying of cancer, was just trying to get this message out." So I first got exposed to it 19, spring of '90 when I saw him speaking in Connecticut. And I was all about Taguchi expecting him to, I didn't know what to expect, but I knew what I was seeing and hearing from Dr. Taguchi when I heard Dr. Deming talk about Red Beads. I don't know anything about that, common cause and special cause, I didn't know anything about that. And so for me, it was just a bunch of stuff, and I just tucked it away. But when the book came out in '93, then it really made sense. But I just had to see a lot of the prevailing style of management in the role I had as an improvement specialist, become, [chuckle] a firefighter or a fireman helping people out.   0:24:01.5 AS: I noticed as I've gotten older that, I do start to connect the pieces together of various disciplines and various bits of knowledge to realize, so for instance, in my case, I'm teaching a corporate strategy course right now at the university. Tonight's, in fact, the last night of this particular intake. And my area of expertise is in finance, but now I see the connection between strategy and finance, and how a good strategy is going to be reflected in superior financial performance relative to peers. And of course, I know how to measure that very well. So I can synthesize more and more different areas of things that I know things about, that I just couldn't do when I was younger. So I can see, and he was always learning, obviously. So I can see how he, and also I can also see the idea of, I need bigger principles. I need bigger as you said, theory for transformation. I need, I need to be able to put this into a framework that brings all that together. And I'm still feeling frustrated about some of that, where I'm at with some of that, because I'm kind of halfway in my progress on that. But I definitely can see the idea of that coming later in life as I approach the big 6-0.   0:25:37.3 BB: The big 6-0, [chuckle] Well, but a big part, I mean, based on what you're talking about, it ended up... Previously we spoke about Richard Rumelt's work, Good Strategy/Bad Strategy, and I mentioned that I use a lecture by Richard Rumelt, I think it was 2011 or so. It was right after his book, Good Strategy/Bad Strategy came out. He spoke at the London School of Economics, and our listeners can find it if you just did a Google search for Richard Rumelt, that's R-U-M... One M. E-L-T. Good Strategy/Bad Strategy. LSE, London School of Economics. Brilliant, brilliant lecture. And I've seen it numerous times for one of my university courses. And he is like Deming, he doesn't suffer fools. And, it finally dawned on me, Deming organizations, if we can use this simple Deming versus non-Deming or Red Pen versus Blue Pen, and as, George Box would say, all models are wrong, some are useful. If we can use that model, I think it's easy to see that what frustrates Rumelt is you've got all these non-Deming companies coming up with strategies without a method.   0:27:00.0 BB: What Rumelt also talks about is not only do you need a method, but you have to be honest on what's in the way of us achieving this? Again, Dr. Deming would say, if you didn't need a method, why don't you're already achieving the results? And so it just dawned on me thinking the reason he's so frustrated, and I think that's one word you can use to describe him, but if he is talking to senior staff lacking this, an understanding of Deming's work, then he is getting a lot of bad strategies. And organizations that would understand what Dr. Deming's talking about, would greatly benefit from Rumelt's work. And they would be one, they'd have the benefit of having an organization that is beginning or is understanding what a transformation guided by Dr. Deming's work is about. And then you could look up and you're naturally inclined to have good or better strategy than worser strategies.   0:28:02.2 BB: And then you have the benefit of, profit's not the reason, profit is the result of all that. And, but next thing I wanna point out is, and I think we talked about it last time, but I just wanted to make sure it was up here, is I've come across recently and I'm not sure talking with who, but there's this what's in vogue today? Data-driven decisions. And again, whenever I hear the word data, I think backed in Ackoff's DIKUW model, I think data-driven. Well, first Dr. Deming would say, the most important numbers are unknown and unknowable. So if you're doing things on a data-driven way, then you're missing the rest of Dr. Deming's theory of management. But why not knowledge-driven decisions, why not understanding-driven decisions And beyond that, why not, right? How long... [laughter] I guess we can... Part of the reason we're doing these Andrew is that we'd like to believe we're helping people move in the direction from data-driven decisions to wisdom-driven decisions, right?   0:29:13.1 AS: Yeah. In fact, you even had the gall to name this episode the System of Profound Wisdom.   0:29:24.0 BB: And that's the title.   0:29:24.9 AS: There it is.   0:29:28.9 BB: But in terms of, I'll give you a fun story from Rocketdyne years ago, and I was talking with a manager in the quality organization and he says, "you know what the problem is, you know what the problem is?" I said, "what?" He says, "the problem is the executives are not getting the data fast enough." And I said, "what data?" He says "the scrap and rework data, they're just not getting it fast enough." So I said, "no matter how fast they get it, it's already happened."   [laughter]   0:30:00.0 BB: But it was just, and I just couldn't get through to him that, that if we're being reactive and talking about scrap and rework, it's already happened. By the time the... If the executives hear it a second later, it's already happened. It's still old news.   0:30:14.7 AS: And if that executive would've been thinking he would've said, but Bill, I want to be on the cutting edge of history.   0:30:23.1 BB: Yeah, it's like...   0:30:24.6 AS: I don't want information, I don't want old information, really old. I just want it as new as it can be, but still old.   0:30:32.9 BB: Well, it reminds me of an Ackoff quote is, instead of... It's "Change or be changed." Ackoff talked about organizations that instead of them being ready for what happens, they create what's gonna happen, which would be more of a Deming organizational approach. Anyway, we talked about books last time and I thought it'd be neat to share a couple books as one as I've shared the Against All Odds Book about Toyota.   0:31:08.8 AS: Which I'll say is on Amazon, but it's only looks like it's a used book and it's priced at about 70 bucks. So I've just...   0:31:16.2 BB: How much?   0:31:16.8 AS: Got that one down? 70 bucks? Because I think it's, you're buying it from someone who has it as a their own edition or something. I don't know.   0:31:23.8 BB: It's not uncommon. This is a, insider used book thing. It's not uncommon that you'll see books on Amazon for 70, but if you go to ThriftBooks or Abe Books, you can, I have found multi-$100 books elsewhere. I don't know how that happens, but it does. Anyway, another book I wanted to reference in today's episode is Profit Beyond Measure subtitle, Extraordinary Results through Attention to Work and People, published in 2000. You can... I don't know if you can get that new, you definitely get it old or used, written by, H. Thomas Johnson. H is for Howard, he goes by Tom, Tom Johnson. Brilliant, brilliant mind. He visited Rocketdyne a few times.   0:32:17.1 BB: On the inside cover page, Tom wrote, "This book is dedicated to the memory of Dr. W. Edwards Deming, 1900-1993. May the seventh generation after us know a world shaped by his thinking." And in the book, you'll find this quote, and I've used it in a previous episode, but for those who may be hearing it first here and Tom's a deep thinker. He's, and as well as his wife Elaine, they're two very deep thinkers. They've both spoke at Rocketdyne numerous times. But one of my favorite quotes from Tom is, "How the world we perceive works depends on how we think. The world we perceive is the world we bring forth through our thinking." And again, it goes back to, we don't see the world as it is. We see the world as we are. We hear the world as we are. I wrote a blog for The Deming Institute. If our listeners would like to find it, if you just do a search for Deming blog, Bellows and Johnson, you'll find the blog. And the blog is about the book Profit Beyond Measure. And in there, I said, “In keeping with Myron Tribus' observation that what you see depends upon what you thought before you looked, Johnson's background as a cost accountant, guided by seminars and conversations with Dr. Deming, prepared him to see Toyota as a living system,” right? You talk about Toyota.   0:33:53.9 BB: He saw it as a living system, not a value stream of independent parts. And that was, that's me talking. I mean, Tom talked about Toyota's living system. And then I put in there with the Toyota Production System, people talk about value streams. Well, in those value streams, they have a defect, good part, bad part model that the parts are handed off, handed off, handed off. That is ostensibly a value stream of independent parts 'cause the quality model of the Toyota Production System, if you study it anywhere, is not Genichi Taguchi. It's the classic good parts and bad parts. And if we're handing off good parts, they are not interdependent. They are independent. And then I close with, "instead of seeing a focus on the elimination of waste and non-value added efforts, Johnson saw self-organization, interdependence, and diversity, the three, as the three primary principles of his approach, which he called Management By Means." And so what's neat, Andrew, is he, Tom was as a student of Deming's work, attending Dr. Deming seminars, hearing about SoPK, System of Profound Knowledge, and he in parallel developed his own model that he calls Management By Means. But what's neat is if you compare the two, there's three principles. So he says self-organization.   0:35:31.0 BB: Well, that's kind of like psychology and people. So we can self-organize interdependence, the other self-organized, but we're connected with one another. So that's, that's kind of a systems perspective there as well. And the third one, diversity. So when I think of diversity, I think of variation. I can also think in terms of people. So that what I don't see in there explicitly is Theory of Knowledge. But Tom's developing this model in parallel with Dr. Deming's work, probably beginning in the early '80s. And part of what Tom had in mind, I believe, by calling it Management By Means, is juxtaposing it with that other management by, right? You know the other one, Andrew, management by?   0:36:33.8 AS: You mean the bad one or the good one, Management By Objective?   0:36:37.8 BB: Or Management By Results. Or Dr. Deming once said, MBIR, Management by Imposition of Results. But what's neat is, and this is what I cover and with my online courses, Tom is really, it's just such insight. Tom believes that treating the means as the ends in the making. So he's saying that the ends are what happen when we focus on the means, which is like, if you focus on the process, you get the result. But no, MBIR, as we focus on the result, we throw the process out the window. And so when I've asked students in one of my classes is, why does Tom Johnson believe that treating the means as an ends in the making is a much surer route to stable and satisfactory financial performance than to continue as most companies do? You ready, Andrew? To chase targets as if the means do not matter. Does that resonate with you, Andrew?   0:37:44.1 AS: Yes. They're tampering.   0:37:46.8 BB: Yeah. I also want to quote, I met Tom in 1997. I'm not sure if this... Actually, this article is online and I'll try to remember to post a link to it. If I forget, our listeners can contact me on LinkedIn and I'll send you a link to find the paper. This is when I first got exposed to Tom. It just blew me away. I still remember there at a Deming conference in 1997, hearing Tom talk. I thought, wow, this is different. So, Tom's paper that I'm referencing is A Different Perspective on Quality, the subtitle, Bringing Management to Life. Can you imagine? “Bringing Management to Life.” And it was in Washington, DC, the 1997 conference. And then Tom says, this is the opening. And so when Tom and his wife would speak at Rocketdyne or other conferences I organized.   0:38:44.0 BB: Tom read from a lectern. So he needed a box to get up there and he read, whereas Elaine, his wife, is all extemporaneous. Both deeply profound, two different styles. So what Tom wrote here is he says, "despite the impression given by my title, Professor of Quality Management, I do not speak to you as a trained or a certified authority on the subject of quality management. I adopted that title more or less casually after giving a presentation to an audience of Oregon business executives just over six years ago. That presentation described how my thinking had changed in the last five years since I co-authored the 1987 book, Relevance Lost, the Rise and Fall of Management Accounting, and the talk which presaged my 1992 book, Relevance Regained." And this is when he... After he wrote, Relevance Lost, he went on the lecture circuit, he met the likes of Peter Scholtes and Brian Joiner, got pulled into the Deming community.   0:39:45.4 BB: And then he wrote this scathing book called Relevance Regained and the subtitle is... I think our audience will love it, From Top-Down Control to Bottom-Up Empowerment. Then he goes on to say, "in that I told how I had come to believe that management accounting, a subject that I had pursued and practiced for over 30 years." Over 30 years, sounds familiar. Then he says, "could no longer provide useful tools for management. I said in essence that instead of managing by results, instead of driving people with quantitative financial targets, it's time for people in business..." And this is 30 years ago, Andrew. "It's time for people in business to shift their attention to how they organize work and how they relate to each other as human beings. I suggested that if companies organize work and build relationships properly, then the results that accountants keep track of will what? Take care of themselves."   0:40:50.8 AS: It's so true, it's so true.   0:40:54.1 BB: Yeah, it sounds so literally Tom was writing that in 1999, 2000. Well, actually no, that was 1997, that was 1997, but the same sentiment.   0:41:03.4 AS: It just makes me think of the diagram that we see and that Deming had about the flow through a business, it's the same thing as of the flow from activity to result.   0:41:20.6 BB: Yes.   0:41:21.9 AS: And when we focus on the result and work backwards, it's a mess from a long-term perspective, but you can get to the result. It's not to say you can't get to the result, but you're not building a system that can replicate that. But when you start with the beginning of that process of how do we set this up right to get to that result, then you have a repeatable process that can deliver value. In other words, you've invested a large amount in the origination of that process that then can produce for a much longer time. Um, I have to mention that the worst part of this whole time that we talk is when I have to tell you that we're almost out of time 'cause there's so much to talk about. So we do need to wrap it up, but, yeah.   0:42:09.3 BB: All right. I got a couple of closing thoughts from Tom and then we'll pick this up in episode 21.   0:42:21.3 AS: Yep.   0:42:22.9 BB: Let me also say, for those who are really... If you really wanna know... I'd say, before you read The New Economics... I'm sorry, before you read Profit Beyond Measure, one is the article I just referenced, “Bringing Quality to Life” is a good start. I'd also encourage our readers to do a search. I do this routinely. It shouldn't be that hard to find, but look for an article written by Art Kleiner, Art as in Arthur, Kleiner, K-L-E-I-N-E-R. And the article is entitled, Measures... The Measures That Matter. I think it might be What Are The Measures That Matter? And that article brilliantly written by Kleiner who I don't think knows all that much about Deming, but he knows a whole lot about Tom Johnson and Robert Kaplan, who together co-authored "Relevance Lost" and then moved apart. And Tom became more and more Deming and Kaplan became more and more non and finally wrote this article.   0:43:35.6 AS: Is this article coming out in 2002, "What Are The Measures That Matter? A 10-year Debate Between Two Feuding Gurus Shed Some Light on a Vexing Business Question?"   0:43:46.4 BB: That's it.   0:43:47.2 AS: There it is and it's on the...   0:43:47.4 BB: And it is riveting.   0:43:50.8 AS: Okay.   0:43:50.8 BB: Absolutely riveting. Is it put out by...   0:43:54.0 AS: PwC, it looks like and it's under strategy...   0:43:58.5 BB: Pricewaterhouse...   0:43:58.8 AS: Yeah, strategy and business.   0:44:00.2 BB: PricewaterhouseCooper? Yeah.   0:44:01.3 AS: Yeah.   0:44:03.1 BB: And 'cause what's in there is Kleiner explaining that what Tom's talking about might take some time. You can go out tomorrow, Andrew, and slash and burn and cut and show instant results. Now what you're not looking at is what are the consequences? And so... But... And then... But Kleiner I think does a brilliant job of juxtaposing and trying to talk about what makes Kaplan's work, the Balanced Scorecard, so popular. Why is Tom so anti that?   0:44:37.9 BB: And to a degree, it could be for some a leap of faith to go over there, but we'll talk about that later. Let me just close with this and this comes from my blog on The Deming Institute about Profit Beyond Measure and I said, "for those who are willing and able to discern the dramatic differences between the prevailing focus of systems that aim to produce better parts with less waste and reductions to non-value-added efforts," that's my poke at Lean and Six Sigma, "and those systems that capitalize on a systemic connection between parts. Tom's book, Profit Beyond Measure, offers abundant food for thought. The difference also represents a shifting from profit as the sole reason for a business to profit as the result of extraordinary attention to working people, a most fitting subtitle to this book."   0:45:35.9 AS: Well, Bill, on behalf of everyone at The Deming Institute, I want to thank you again for the discussion and for listeners, remember to go to deming.org to continue your journey. If you wanna keep in touch with Bill, just find him on LinkedIn. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, "People are entitled to Joy in work" and I hope you are enjoying your work.    

今回(こんかい)は九州(きゅうしゅう)の野球(やきゅう)チーム、ソフトバンクホークスは強(つよ)い、ということから始(はじ)まり、強力(きょうりょく)な野球(やきゅう)チームと数多(かずおお)くの見どころを持(も)つ九州(きゅうしゅう)という土地(とち)の魅力(みりょく)について話(はな)しました。一方(いっぽう)で、私(わたし)たちの住(す)む名古屋(なごや)に目(め)を向(む)けると、野球(やきゅう)チームも弱(よわ)く、目立(めだ)った観光地(かんこうち)や魅力(みりょく)が少(すく)ないため、九州(きゅうしゅう)への嫉妬心(しっとしん)が生(う)まれた私(わたし)たち。では、愛知県(あいちけん)とは？と考(かんが)えてみると、実(じつ)は愛知(あいち)にはトヨタ自動車(じどうしゃ)に関連(かんれん)する独特(どくとく)な特性(とくせい)が存在(そんざい)することを発見(はっけん)しました。九州(きゅうしゅう)の魅力(みりょく)をうらやましがる一方(いっぽう)で、愛知県(あいちけん)の不思議(ふしぎ)についても話(はな)しています。 In this episode, we start by discussing the strength of Kyushu's baseball team, the SoftBank Hawks, and move on to talk about the charm of Kyushu as a region with a strong baseball team and numerous attractions. On the other hand, when we turn our attention to Nagoya, where we live, we find that not only is our baseball team weaker, but there are also fewer notable tourist spots and attractions, leading us to feel envious of Kyushu. So, what about Aichi Prefecture? Upon reflection, we discovered that Aichi actually has a unique characteristic related to Toyota Motor Corporation. While we envy the allure of Kyushu, we also discuss the mysteries of Aichi Prefecture. The script is available here: https://www.makiko-japanese.com/ I will update this episode on Youtube as soon as possible!! Please check out and  subscribe to our youtube channel: ⁠www.youtube.com/channel/UChu8-tNd_4RyWo-iE5cr-Ow⁠ email, comments, requests, also Japanese lesson inquiries: toranomaki.nihongo@gmail.com にほんごのかいわのレッスンもしています。メールでれんらくください。 Please follow our Instagram, @toranomaki.nihongo --- Send in a voice message: https://podcasters.spotify.com/pod/show/toranomaki-japanese/message

Edwin Olson is founder and CEO of May Mobility. He joins the Future of Mobility podcast for a Round 2 topic, centered around May Mobility's strategy for growth and impact in the autonomous vehicle space. We also explore how Edwin and May Mobility have evolved since the Round 1 discussion in early 2020. Takeaways May Mobility aims to end personal car ownership by making public transit a more attractive and efficient option. The right vehicle for the right population density is crucial in providing effective autonomous transportation. Long-term contracts with cities provide a strong revenue stream and help finance the vehicles. Balancing realism and vision is important in leadership, acknowledging challenges while working towards a grand vision. Building a positive company culture is essential for success in the autonomous vehicle industry. Effective communication is crucial for success in personal and professional relationships. Building trust and rapport is essential for effective communication. Active listening and empathy play a significant role in understanding others and fostering meaningful connections. Non-verbal communication, such as body language and facial expressions, can convey important messages. Identifying and overcoming communication barriers is key to effective communication. Chapters Introduction and Evolution of May Mobility The Goal: Ending Personal Car Ownership Challenges of Personal Car Ownership The Vision of Autonomous Vehicles Key Assumptions for Autonomous Vehicles in Public Transit The Right Vehicle for the Right Population Density Carving Out the Right Solution for the Technology's Capabilities The Advantage of Long-Term Contracts with Cities Choosing the Right Growth Strategy Balancing Realism and Vision in Leadership Scaling Challenges and Vehicle Supply Leadership Lessons in the Autonomous Vehicle Industry Building a Positive Company Culture The Importance of Effective Communication Building Trust and Rapport Active Listening and Empathy Conclusion Links: Show notes: http://brandonbartneck.com/futureofmobility/edwinolson2 https://www.linkedin.com/in/edwin-olson/ https://maymobility.com/ Bio: Edwin Olson is co-founder and CEO of May Mobility, Inc. He has focused on the development of autonomous vehicles for more than two decades, co-leading autonomous vehicle development at Toyota Research Institute and helping to develop Ford Motor Company's autonomous vehicles. He has a doctorate in electrical engineering and computer science from MIT and is a professor of computer science at the University of Michigan. Olson got his start in autonomous technology participating in the DARPA Urban Challenge in 2007 as part of the MIT team. He was named one of Crain's Detroit Business' Notable Leaders in Energy in 2023. Company description: May Mobility develops autonomous vehicle (AV) technology and deploys fleets of vehicles to municipal and business customers. Its proprietary Multi-Policy Decision Making (MPDM) system is at the core of its mission to help make cities safer, greener and more accessible. MPDM's proven track record has delivered more than 350,000 autonomy-enabled rides to date in several public transit applications across the U.S. and Japan. With key strategic partnerships including some of the world's most innovative automotive and transportation companies, such as Toyota Motor Corporation and NTT, May Mobility aims to achieve the highest standard in rider safety, sustainability and transportation equity. Future of Mobility: The Future of Mobility podcast is focused on the development and implementation of safe, sustainable, effective, and accessible mobility solutions, with a spotlight on the people and technology advancing these fields. Edison Manufacturing and Engineering: Edison is your low volume contract manufacturing partner, focused on assembly of complex mobility and energy products that don't neatly fit within traditional high-volume production methods.

This week I am excited to turn the podcasting tables on my guest Catherine O'Connell, who is host and cohost of two fantastic podcasts; Lawyer On Air and Jandals in Japan. If you haven't listened to those two podcasts I highly recommend them both! Catherine is the principal and founder of her boutique commercial law firm based in Tokyo, Catherine O'Connell Law. She is the first foreign female to set up her own law practice in Tokyo and won Tokyo Foreign Lawyer of the Year Award in 2022, Boutique Law Firm of the Year Award in 2023, and is the recipient of the Entrepreneur of the Year Award in 2020. One of Catherine's missions in life is to change the boardrooms of traditional Japan from the inside, sharing her lived experience through board coaching programs to demystify and open pathways for people to access and attain roles on Japanese corporate boards.In this episode you will hear:How Catherine went from being a tour guide in New Zealand to studying law and working as a foreign lawyer in JapanWhat motivated Catherine to set up Catherine O'Connell Law, her own law firm in TokyoAbout the lack of diversity in terms of board governance in JapanWhat Japanese companies can do now to diversify their boardsWhat women leaders can do to open boardroom doors for themselves and othersThings mentioned in the episode:Statistical Information about female board members in Japan: https://www.nikkei.co.jp/nikkeiinfo/en/global_services/nikkei-bp/female-board-member-survey-which-japanese-company-has-the-highest-percentage-of-female-board-members.htmlAbout Catherine O'Connell:Catherine O'Connell is Principal & Founder of her boutique commercial law firm based in Tokyo, Catherine O'Connell Law. She is the first foreign female to set up her own law practice in Tokyo. She won Boutique Law Firm of the Year Award 2023 and Foreign Lawyer of the Year Award 2022 and is the recipient of the Entrepreneur of the Year Award in 2020.Significantly, Catherine has been appointed in June 2023 as an Independent Audit & Supervisory Board Member of TOYOTA Motor Corporation. In June 2022 she was appointed as Outside Audit & Supervisory Board member of FUJITSU Limited. Through both of these appointments she has become the first non-Japanese female in Japanese corporate history to serve in this role on any Japanese Board. She is also Statutory Auditor on ASX-listed Japan subsidiary of CSL Behring.Catherine presides as Vice-Chair of the Australian & New Zealand Chamber of Commerce of Japan, is co-Chair of the Legal Services & IP Committee of the American Chamber of Commerce in Japan and is immediate Past President of NPO, Women in Law Japan (2021-2023).Prior to launching her law practice in 2018, Catherine was Head of Legal and APAC Regional Legal Counsel for Molex Japan LLC. She held senior In-House Legal Counsel positions Panasonic, Olympus and Mitsubishi Motors, and has extensive private practice experience at Hogan Lovells (Tokyo and London) and Anderson Lloyd (New Zealand).Catherine hosts the award-winning “Lawyer on Air” Podcast sharing inspirational stories about women working in the law in Japan and she co-hosts the “Jandals in Japan” podcast about successful New Zealand business in Japan. Connect with Catherine O'Connell:LinkedIn: www.linkedin.com/in/oconnellcatherine/Website:

Productivity isn't just “doing more”; it's accomplishing what truly matters with mindful intention and strategic focus. Productivity guru Tiago Forte joins us in this episode of Get Yourself Optimized to share his PARA method for effortless organization. He shares his insights on how to use intuition in business, combat information overload, and the inherently creative process of knowledge work. Tiago Forte is a global authority on productivity. He has guided thousands worldwide to successfully leverage timeless principles and cutting-edge technology to accomplish revolutionary changes in productivity, creativity, and personal effectiveness. He has lent his expertise to renowned organizations like Genentech, Toyota Motor Corporation, and the Inter-American Development Bank. Featured in The New York Times, The Atlantic, and Harvard Business Review, Tiago Forte is a true luminary in the productivity space. Don't miss out on the game-changing lessons that will transform the way you approach productivity! The show notes, including the transcript and checklist to this episode, are at getyourselfoptimized.com/443.  

Welcome to The Nonlinear Library, where we use Text-to-Speech software to convert the best writing from the Rationalist and EA communities into audio. This is: The proper response to mistakes that have harmed others?, published by Ruby on December 31, 2023 on LessWrong. I have a tendency to feel very guilty when I have harmed others, especially when the harm was quite large. And I do think I've been legitimately quite hurtful and harmful to a number of people over the course of my life. Some of my guilt has persisted for years after recognizing the mistake[1]. I think I prefer this to not feeling remorseful at all, but I do also wonder if I'm responding optimally. I suspect that a form of social anxiety might nudge into excessive feelings of guilt. Guilt done right? So here are some musings on how to actually respond when you realize you've harmed another person through your own error. I'm writing this to help myself thinking about it, and sharing it partly to maybe benefit answers, and partly to elicit answers from others. Principal #1: Your guilt and remorse should not make things worse for the person you harmed. If you're now behaving in ways they disprefer, you're only adding more harm to the previous harm. What even? More on this in a moment. Understand and address the causes of your mistake If have harmed someone in a way I regret, then I want model why I did that with sufficient accuracy so that I can change something to avoid repeating that mistake. If it was a skill gap, then put in effort to learn the skill. If I had the skill, but failed to notice to apply it, then train myself into better recognition of applying it. Possibly one ought to apply 5 Why's analysis to their mistake (I haven't done this, but might try it later): Five whys (or 5 whys) is an iterative interrogative technique used to explore the cause-and-effect relationships underlying a particular problem.[1] The primary goal of the technique is to determine the root cause of a defect or problem by repeating the question "Why?" five times. The answer to the fifth why should reveal the root cause of the problem.[2] The technique was described by Taiichi Ohno at Toyota Motor Corporation. Others at Toyota and elsewhere have criticized the five whys technique for various reasons (see § Criticism). An example of a problem is: the vehicle will not start. Why? - The battery is dead. Why? - The alternator is not functioning. Why? - The alternator belt has broken. Why? - The alternator belt was well beyond its useful service life and not replaced. Why? - The vehicle was not maintained according to the recommended service schedule. (A root cause)[ Apologize and make amends If it seems like it would be welcome (and it not always is and can take some modeling to guess where or not it is), I think it's good to acknowledge to a person you harmed that you did so. Express remorse, express understanding of how you harmed them, and if possible, take some action to rectify any damage done. In my ideal world, we'd have established general ways to compensate others for harms we did to them. I don't think this is trivial to make work, but part of me would like a world where you can say "Hey Jared, I realize I was a total ass to you at the Christmas party two years ago and embarrassed you in front of everyone, I've Venmo'd you $300 to apologize." Arguably, you've then succeeded once the harmed party feels indifferent between having been harmed and compensated, and never being harmed. But this is not the world we currently live in. I think some harms will have natural means of making amends, e.g. I forgot your birthday but then I got you an extra nice present, and some will not. Which is tough. Note, I think some apologies are for the other person and some are for yourself (or both). I think in many cases, the other person doesn't owe it to you to hear out your apology, and might not want to, in which case it'd be wrong to push your apology onto them. Cf. Principle #1. And re...

Link to original articleWelcome to The Nonlinear Library, where we use Text-to-Speech software to convert the best writing from the Rationalist and EA communities into audio. This is: The proper response to mistakes that have harmed others?, published by Ruby on December 31, 2023 on LessWrong. I have a tendency to feel very guilty when I have harmed others, especially when the harm was quite large. And I do think I've been legitimately quite hurtful and harmful to a number of people over the course of my life. Some of my guilt has persisted for years after recognizing the mistake[1]. I think I prefer this to not feeling remorseful at all, but I do also wonder if I'm responding optimally. I suspect that a form of social anxiety might nudge into excessive feelings of guilt. Guilt done right? So here are some musings on how to actually respond when you realize you've harmed another person through your own error. I'm writing this to help myself thinking about it, and sharing it partly to maybe benefit answers, and partly to elicit answers from others. Principal #1: Your guilt and remorse should not make things worse for the person you harmed. If you're now behaving in ways they disprefer, you're only adding more harm to the previous harm. What even? More on this in a moment. Understand and address the causes of your mistake If have harmed someone in a way I regret, then I want model why I did that with sufficient accuracy so that I can change something to avoid repeating that mistake. If it was a skill gap, then put in effort to learn the skill. If I had the skill, but failed to notice to apply it, then train myself into better recognition of applying it. Possibly one ought to apply 5 Why's analysis to their mistake (I haven't done this, but might try it later): Five whys (or 5 whys) is an iterative interrogative technique used to explore the cause-and-effect relationships underlying a particular problem.[1] The primary goal of the technique is to determine the root cause of a defect or problem by repeating the question "Why?" five times. The answer to the fifth why should reveal the root cause of the problem.[2] The technique was described by Taiichi Ohno at Toyota Motor Corporation. Others at Toyota and elsewhere have criticized the five whys technique for various reasons (see § Criticism). An example of a problem is: the vehicle will not start. Why? - The battery is dead. Why? - The alternator is not functioning. Why? - The alternator belt has broken. Why? - The alternator belt was well beyond its useful service life and not replaced. Why? - The vehicle was not maintained according to the recommended service schedule. (A root cause)[ Apologize and make amends If it seems like it would be welcome (and it not always is and can take some modeling to guess where or not it is), I think it's good to acknowledge to a person you harmed that you did so. Express remorse, express understanding of how you harmed them, and if possible, take some action to rectify any damage done. In my ideal world, we'd have established general ways to compensate others for harms we did to them. I don't think this is trivial to make work, but part of me would like a world where you can say "Hey Jared, I realize I was a total ass to you at the Christmas party two years ago and embarrassed you in front of everyone, I've Venmo'd you $300 to apologize." Arguably, you've then succeeded once the harmed party feels indifferent between having been harmed and compensated, and never being harmed. But this is not the world we currently live in. I think some harms will have natural means of making amends, e.g. I forgot your birthday but then I got you an extra nice present, and some will not. Which is tough. Note, I think some apologies are for the other person and some are for yourself (or both). I think in many cases, the other person doesn't owe it to you to hear out your apology, and might not want to, in which case it'd be wrong to push your apology onto them. Cf. Principle #1. And re...

Giulia Frittoli  (Partner and Landscape Architect at BIG - Bjarke Ingels Group) We are talking about Toyota Woven City. Read more about the project here. Together with Toyota Motor Corporation, BIG unveils Toyota Woven City as the world's first urban incubator dedicated to the advancement of all aspects of mobility at the foothills of Mt. Fuji in Japan. Envisioned as a living laboratory to test and advance mobility, autonomy, connectivity, hydrogen-powered infrastructure and industry collaboration, Toyota Woven City aims to bring people and communities together in a future enabled by technology yet grounded in history and nature. Located at a 175-acre former factory site in the city of Susono in Shizuoka, Toyota Woven City creates a new equality among vehicles, alternate forms of movement, people and nature, streamlined by the promise of a connected, clean and shared mobility. The city will utilize solar energy, geothermal energy, and hydrogen fuel cell technology to strive towards a carbon neutral society, with plans to break ground in phases beginning in 2021. The three street types are woven into 3×3 city blocks, each framing a courtyard accessible only via the promenade or linear park. The urban fabric of the woven grid expands and contracts to accommodate a variety of scales, programs and outdoor areas. In one instance, a courtyard balloons to the scale of a large plaza, and in another, to become a central park providing a city-wide amenity. Hidden from view in an underground network lies the infrastructure of the city, including hydrogen power, stormwater filtration and a goods delivery network dubbed the ‘matternet'.  ___ Keep Up the Good Work. Keep Loving Cities ❤️️ All opinions expressed in each episode are personal to the guest and do not represent the Host of Urbanistica Podcast unless otherwise stated. Let's connect and talk further about this episode ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Mustafa Sherif Linkedin⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Visit  ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Mustafasherif.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ for collaborations and nominations or email me at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠info@mustafasherif.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Follow Urbanistica on ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ & ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Youtube channel⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Thanks to Urbanistica Podcast partner AFRY (Urban Planning and Design) AFRY is an international engineering and design company providing sustainable solutions in the fields of energy, industry, and infrastructure --- Send in a voice message: https://podcasters.spotify.com/pod/show/urbanistica-podcast/message

Publishers often look at books as seasonal, but an author needs to look at their book as a long term investment. What should you be thinking of a year before publishing, and how can your book help your business - even years after it was released? I've invited Katie Anderson, internationally recognized leadership coach, consultant, speaker, and founder of Katie Anderson Consulting to join me. At the time of this recording, Katie was celebrating the three year anniversary of her book, Learning to Lead, Leading to Learn: Lessons from Toyota Leader Isao Yoshino on a Lifetime of Continuous Learning. Katie's journey into thought leadership literally took her around the world, from California to Australia and then to Japan, where she had the unique opportunity to partner with Isao Yoshino, a 40-year Toyota Motor Corporation leader. This time spent together became the fuel for her book, Learning to Lead, in which she weaves together Mr. Yoshino's heartwarming and deeply reflective stories of personal discovery and organizational history, and offers her own unique perspective, with the intention of helping others learn to lead and lead to learn. In the year leading up to publishing the book, Katie had a lot of big decisions to make. Katie shares how she was introduced to traditional publishers both big and small, but ultimately chose to self-publish. We learn the importance of having the goals of the publisher align with those of the author, and how an author can maintain control over the message and look of the book. Now, three years after publishing, Katie shares the impact the book has had on her business and what she did to ensure it found its way into the right hands. She talks about sharing stories from the book and doing so from the heart, without a focus on selling units, but with a passion for the lessons that can be learned and the impact and value the book can have for others. Three Key Takeaways: * You need to have a full understanding of the purpose of your book.  Allow that purpose to influence the choices around publishing, look, and feel. * There needs to be complete alignment between a publisher and author.  If you can't find that perhaps another publishing method would better suit you. * When self-publishing it is still important to hire professionals to do the work you are not good at.  This will ensure a polished end product.

Elon Musk's tenure as Twitter owner has sparked a significant shake-up in the platform's policies and triggered an unprecedented wave of discontent among users and advertisers. With new limitations on tweet access to combat data scraping, the Twitterverse is seeing a transformative effect, leading to unexpected litigation and an increasing user migration to competitor platforms like Blue Sky. In an intensifying digital duel, Twitter is now threatening legal action against Meta, previously known as Facebook, accusing them of illicitly using its trade secrets in the development of a new text-based application called Threads, an allegation Meta denies. In a separate development, SpaceX, along with the Federal Aviation Administration (FAA), is seeking to dismiss a lawsuit initiated by five environmental and indigenous groups challenging the approval of SpaceX's Starship Rocket Program in Boca Chica Star Base, Texas. The plaintiffs argue that the FAA acted improperly by not conducting a comprehensive environmental study on the potential impacts of SpaceX's activities. Meanwhile, Toyota Motor Corporation is making a significant leap forward in the EV industry. Following a breakthrough in solid-state battery technology, the Japanese automotive giant aims to halve the size, weight, and cost of its EV batteries, a move designed to make electric vehicles more affordable and accessible to the average consumer.

In a major announcement that could transform the future of electric vehicles (EVs), Toyota Motor Corporation, the Japanese automotive giant, recently revealed plans to cut in half the size, weight, and cost of its EV batteries. This ambitious goal follows a significant breakthrough in Toyota's solid-state battery technology, which could potentially usher in a new era of electric mobility. Keiji Kaita, president of Toyota's research and development center for carbon neutrality, stated on Tuesday that simplifying the production process for battery materials would considerably bring down the cost of the company's long-anticipated next-generation technology. This move is designed to address one of the major challenges currently facing the automotive industry — making EVs more affordable and accessible for the average consumer.

First up, we discuss a mistreated Altima making its rounds on the internet, showcasing an unbelievable incident caught on police body camera footage. A car rockets off a tow truck ramp on a Georgia highway. We'll explore the details of this shocking crash and the aftermath, including the serious injuries sustained by the driver. Buckle up for this wild ride! Next, we shift gears and uncover a new threat to car owners: identity theft. Tune in as we reveal the recent data leakage incident involving Toyota Motor Corporation and the steps they are taking to address the issue. We'll delve into the extent of the customer information accessed and the impact on affected individuals. If you're a fan of Ford performance, prepare to be tempted by the latest supercharger packages introduced by Ford for their F-150 trucks. We'll explore the FP700 Bronze Edition and Black Edition, both adding a powerful 3.0-liter Whipple supercharger to boost the trucks' horsepower and torque. Find out what other exciting features and enhancements these packages offer and how you can get your hands on them. BMW now has automatic doors featured in their 2023 7 Series. Join us as we delve into the various ways these doors can be controlled, including touchscreens, smartphone apps, and voice commands. Discover the safety measures incorporated into these high-tech doors and learn how BMW is revolutionizing the art of entering and exiting your vehicle. Lastly, we take you behind the meme as we unravel the story behind the famous "You're Breaking the Car, Samir!" video. Prepare to be amazed as we expose the truth behind this viral sensation and its impact on the individuals involved. From rivalries to defamation, we'll explore the journey of Samir Thapar and the surprising backstory behind this internet phenomenon. [Disclaimer: This podcast does not constitute professional automotive advice, I just kinda know some stuff sometimes.]

This week on Privacy Please, we talk about two new events that happened recently involving Toyota Motor Corporation's disclosing their data breach and Dish Network's ransomware attack after admitting they may have paid the ransom without saying they paid for it. Support the show

Catherine O'Connell has the microphone spotlight switched on her in this episode.  Hear more about what it has been like for Catherine has taken to get herself to where she is today on the Independent Audit & Statutory Board of Fujitsu and nominated as Independent Audit and Supervisory Board Member at Toyota Motor Corporation. Catherine shares how her “unglamourous” work experience as a lawyer at the coalface in manufacturing companies has now become a shining diamond that has led her to these exciting positions. If you enjoyed this episode and it inspired you in some way, we'd love to hear about it and know your biggest takeaway. Head over to Apple Podcasts to leave a review and we'd love it if you would leave us a message here! In this episode you'll hear: How Catherine was invited to leave behind a position because she  “wasn't a leader or strategic”. Her learnings from those adverse circumstances and how she overcame them to be stronger and the kind of leader she always wanted to be Catherine's favourite saying that guides her in her decision making Overcoming the challenges and having confidence to get that first outside board  position Her favourite places for a coffee or a glass of champagne in Tokyo Links Apero: https://apero.co.jp/ja  The National Art Center Tokyo: ​​https://www.nact.jp/shop/restaurant_cafe.html  Connect with Catherine  Linked In https://www.linkedin.com/in/oconnellcatherine/ Instagram: https://www.instagram.com/lawyeronair Facebook: https://www.facebook.com/catherine.oconnell.148 Twitter: https://twitter.com/oconnelllawyer  YouTube: https://youtube.com/@lawyeronair

In this episode, Scott discusses Palantir Technologies, PayPal, Toyota Motor Corporation, Rivian, and AirBnB.

In this episode, Scott discusses Palantir Technologies, PayPal, Toyota Motor Corporation, Rivian, and AirBnB.

In Bezug auf alternative Energien ist Wasserstoff für die Toyota Motor Corporation extrem wichtig und so arbeitet das Unternehmen seit Jahrzehnten an unterschiedlichsten Lösungen, um Wasserstoffantriebe im Automobil- und im Nutzfahrzeugbereich einzusetzen. Doch die von Toyota entwickelte und mit Wasserstoff betriebene Brennstoffzellentechnik bewährt sich auch in zahlreichen anderen Anwendungen. Darum geht es diesmal!Der Begriff Klimaneutralität ist aktuell in aller Munde. Doch was versteht man eigentlich darunter? Klimaneutralität bedeutet, ein Gleichgewicht zwischen Kohlenstoffemissionen und der Aufnahme von Kohlenstoff aus der Atmosphäre herzustellen. Für die Toyota Motor Corporation spielt hier die Nutzung von Wasserstoff eine zentrale Rolle. Ralph Müller, Pressesprecher Technik bei Toyota Deutschland.     Ralph Müller:   „Wasserstoff ist nicht nur für unsere eigenen Ziele in Sachen CO2-Reduktion und Klimaneutralität entscheidend, sondern auch, um den gesamten Transportsektor und weitere Industriebereiche nachhaltiger zu machen. Wir bei Toyota forschen daher kontinuierlich an neuen Wasserstoffanwendungen. Dazu gehören auch Verfahren, Wasserstoff auf saubere Art und Weise zu produzieren. Wasserstoff, der beispielsweise durch Wasserelektrolyse mit Hilfe von erneuerbaren Energien gewonnen wird, ist übrigens nicht nur ein nachhaltiger Treibstoff, sondern auch ein vielseitig einsetzbarer Träger von sauberer Energie, den man auch über weite Distanzen transportieren kann. Bei den Pkws bietet Toyota mit dem Mirai bereits in zweiter Generation eine Brennstoffzellenlimousine an, die mit einer Tankfüllung bis zu 650 Kilometer zurücklegen kann. Ein weiterer Schwerpunkt liegt derzeit auf Bussen sowie leichten und schweren Nutzfahrzeugen.      Ralph Müller:   Toyota entwickelt aktuell mit Commercial Japan Partnership Technologies (CJPT) und den Nutzfahrzeugherstellern Hino und Isuzu einen Brennstoffzellen-Lkw, der noch in diesem Frühjahr im emissionsfreien Warentransport zum Einsatz kommen soll. Und im Sommer folgen die ersten Brennstoffzellen-Busse auf einer Schnellbuslinie in der Präfektur Fukuoka. Zusammen mit dem portugiesischen Bushersteller CaetanoBus entwickelt Toyota zudem Lösungen für den europäischen Markt. Die Deutsche Bahn will bis 2026 60 Caetano-Wasserstoffbusse mit Brennstoffzellen von Toyota in die DB Regio Bussparte aufnehmen.     Ralph Müller:    Eine weitere, hochinteressante Anwendung sind Prototypen für tragbare Wasserstoffkartuschen, die Toyota für die Modellstadt Woven City entwickelt hat, die derzeit bei Susono in der Präfektur Shizuoka errichtet wird.  Diese günstige und handliche Energiequelle eignet sich für eine Vielzahl von Anwendungen und soll aufzeigen, wie die Energieversorgung auf Wasserstoffbasis in das tägliche Leben integriert werden kann.    Eine geniale Idee ist der Wasserstoffbus „Moving e“, der als mobiles Stromversorgungssystem beispielsweise bei Großveranstaltungen oder zur Notstromversorgung an unterschiedlichen Einsatzorten lokal emissionsfrei die Energieversorgung sicherstellen kann. Die Brennstoffzellentechnologie ist außerdem ein zentraler Teil der „Toyota Environmental Challenge 2050“.Alle Fotos: © Toyota Deutschland GmbH (7)/ Shutterstock (1)   Diesen Beitrag können Sie nachhören oder downloaden unter:

In this video, we'll perform a TM stock analysis and figure out what the Toyota Motor Corporation looks like based on the numbers. We'll also try to figure out what a reasonable fair intrinsic value is for Toyota. And answer is Toyota Motor Corporation one of the best stocks to buy at the current price? Find out in the video above! Global Value's Toyota Motor Corporation stock analysis. Check out Seeking Alpha Premium and score an annual plan for just $119. Plus all funds from affiliate referrals go directly towards supporting the channel! Affiliate link - https://www.sahg6dtr.com/H4BHRJ/R74QP/ If you'd like to try Sharesight, please use my referral link to support the channel! https://www.sharesight.com/globalvalue (remember you get 4 months free if you sign up for an annual subscription!) Toyota Motor Corporation ($TM) | Toyota Motor Corporation Stock Value Analysis | Toyota Motor Corporation Stock Dividend Analysis | TM Dividend Analysis | $TM Dividend Analysis | Toyota Motor Corporation Intrinsic Value | TM Intrinsic Value | $TM Intrinsic Value | Toyota Intrinsic Value | Toyota Motor Corporation Discounted Cash Flow Model | Toyota Motor Corporation DCF Analysis | TM Discounted Cash Flow Analysis | TM DCF Model #TM #Toyota #TMstock #ToyotaStock #stockmarket #dividend #stocks #investing #valueinvesting (Recorded March 11, 2023) ❖ MUSIC ❖ ♪ "Lift" Artist: Andy Hu License: Creative Commons Attribution 3.0. ➢ https://creativecommons.org/licenses/by/3.0/legalcode ➢ https://www.youtube.com/watch?v=sQCuf...

This week's episode of the Growth Guide Podcast features Tiago Forte, author of the book "Building a Second Brain: A Proven Method to Organize Your Digital Life and Unlock Your Creative Potential." Tiago is one of the world's foremost experts on productivity and has taught thousands of people around the world how timeless principles and the latest technology can revolutionize their productivity, creativity, and personal effectiveness. He has worked with organizations such as Genentech, Toyota Motor Corporation, and the Inter-American Development Bank and appeared in a variety of publications, such as The New York Times, The Atlantic, and Harvard Business Review. On this episode of The Growth Guide, we explore the power of organization with the concept of PARA. Tiago explains how this system emerged from the need for order in different areas of life, and breaks down the four categories that make up PARA: projects, areas of responsibility, resources, and archives. Tiago shares tips for organizing tasks and capturing information efficiently, and discusses the benefits of distillation and creating a "second brain" full of curated information. We also delve into the tension between quantity and quality when it comes to productivity, and explore the importance of prioritization and boundaries to avoid burnout. Tune in to learn how to organize any kind of information and achieve your career goals.[05.55] Second Brain - the system for our second brain is code, capture, organize, distill, express.   Tiago dives into the code system. [14.49] The PARA method – Tiago defines the PARA method and what the acronym stands for. [21.14] Closing loops – We talk about the misconceptions about closing loops and some ways to close them. [28.29] Information packets – Tiago defines information packets and how they can be used to increase creativity. [39.58] Quality & Quantity – We dive into the relationship between quality and quantity. [43.03] Expression – Tiago explains the three stages of expression; remembering, connecting, and creating  Connect with Tiago:Website - fortelabs.co/                 buildingasecondbrain.com/ LinkedIn - linkedin.com/in/tiagoforte/ YouTube - https://www.youtube.com/c/TiagoForteLabsInstagram - instagram.com/fortelabsco/ Twitter - twitter.com/fortelabs Resources:Book by TiagoBuilding a Second Brain: A Proven Method to Organize Your Digital Life and Unlock Your Creative PotentialBook by James A. MichenerThe SourceBook by David SpinksThe Business of Belonging: How to Make Community your Competitive Advantage

A chief scientist at Toyota gives his take on Net Zero and public transport evolution in cities. Synopsis: In this episode, ST's Asia News Network editor Shefali Rekhi speaks with Dr Gill Pratt, on the future of automobiles during World Economic Forum's Annual Meeting 2023 in Davos from Jan 16-20.  Dr Pratt is chief scientist and executive fellow for research at Toyota Motor Corporation, and is the chief executive of Toyota Research Institute. Produced by: Shefali Rekhi (shefali@sph.com.sg) and Ernest Luis Edited by: Teo Tong Kai Follow ST Podcasts channel: Channel: https://str.sg/wvz7 Apple Podcasts: https://str.sg/wukK Spotify: https://str.sg/wukH Google Podcasts: https://str.sg/wukr SPH Awedio app: https://www.awedio.sg/ Website: http://str.sg/stpodcasts Feedback to: podcast@sph.com.sg  --- Discover ST's special edition podcasts: Singapore's War On Covid: https://str.sg/wuJa The Unsolved Mysteries of South-east Asia: https://str.sg/wuZ2 Stop Scams: https://str.sg/wuZB Invisible Asia: https://str.sg/wuZn --- Discover more ST podcast series: Asian Insider: https://str.sg/JWa7 Green Pulse: https://str.sg/JWaf Health Check: https://str.sg/JWaN In Your Opinion: https://str.sg/w7Qt Your Money & Career: https://str.sg/wB2m #PopVultures: https://str.sg/JWad ST Sports Talk: https://str.sg/JWRE Bookmark This!: https://str.sg/JWas Lunch With Sumiko: https://str.sg/J6hQ Discover BT Podcasts: https://bt.sg/pcPL Follow our shows then, if you like short, practical podcasts!See omnystudio.com/listener for privacy information.

kio Toyoda, president of Toyota Motor Corporation, says a "silent majority" in the auto industry fears speaking against "the trend" toward replacing all internal combustion engines with electric motors. "Because the right answer is still unclear, we shouldn't limit ourselves to just one option," says Toyoda. Why would rich, powerful, corporations be afraid to say what they know to be true? What's the risk if they don't speak up? Scott Ott, Bill Whittle and Stephen Green, have create multiple new episodes of a current events show each week since 2009, thanks to our Members and donors. Members unlock access to backstage content, the Member-written blog, forums and comments, and enjoy knowing they're providing free access for many thousands of others to a conservative message they don't get elsewhere. To become a Member: https://BillWhittle.com/register/ If you enjoyed this Right Angle, and want to say thanks, you can donate with bank card, PayPal, or check: https://BillWhittle.com/donate-to-Bill-Whittle/

In this episode we are at the Design Among the Stars event during the 2022 Hilton Head Island Concours d'Elegance with Tom Matsumoto, who is responsible for project exterior design at Calty Design Research Inc., a subsidiary of Toyota Motor Corporation.

This week I was thrilled to speak with Tiago Forte about his groundbreaking new book, Building a Second Brain: A Proven Method to Organize Your Digital Life and Unlock Your Creative Potential. In this conversation, I discovered just what a second brain is and how productivity-minded people like me, (and likely you) can benefit from the methodologies laid out in this book to more powerfully, creatively, and effectively capture life experiences, journal entries, and and musings in order to free our brains of needless clutter and begin to more effectively create and organize our thoughts. This is an exceptional book and has rocketed into my top 10 productivity books of all time and after you listen you will see why. Tiago Forte is one of the world's foremost experts on productivity and has taught thousands of people around the world how timeless principles and the latest technology can revolutionize their productivity, creativity, and personal effectiveness. He has worked with organizations such as Genentech, Toyota Motor Corporation, and the Inter-American Development Bank, and appeared in a variety of publications, such as The New York Times, The Atlantic, and Harvard Business Review.

Welcome to The Hydrogen Podcast!In episode 133, The US Congress talks hydrogen blending. Hydrogen is now cheaper in Europe than natural gas. And Toyota has a big announcement for light duty trucks. All this on today's hydrogen podcast. Thank you for listening and I hope you enjoy the podcast. Please feel free to email me at info@thehydrogenpodcast.com with any questions. Also, if you wouldn't mind subscribing to my podcast using your preferred platform... I would greatly appreciate it. Respectfully,Paul RoddenVISIT THE HYDROGEN PODCAST WEBSITEhttps://thehydrogenpodcast.comCHECK OUT OUR BLOGhttps://thehydrogenpodcast.com/blog/WANT TO SPONSOR THE PODCAST? Send us an email to: info@thehydrogenpodcast.comNEW TO HYDROGEN AND NEED A QUICK INTRODUCTION?Start Here: The 6 Main Colors of Hydrogen

Toyota South Africa Motors (TSAM) has resumed operation of its catalytic convertor export line and will, in the next few days, also open the Hino truck assembly line. This follows extensive flooding at the Prospecton plant, in Durban, a month ago. TSAM notes, however, that it will take some time for its main assembly lines – Hilux, Fortuner, Hiace, Corolla Cross and Corolla Quest – to reopen. The local arm of the Japanese vehicle manufacturer expects to lose around 45 000 units in production, with these vehicles destined for both the local and export markets. TSAM president and CEO Andrew Kirby says the organisation is implementing “a careful and systematic phased plan” to return the Durban facility to working condition. He adds that the flooding “has been a tremendous setback for the company, but we have extensive insurance coverage. We are also fortunate that our parent company, Toyota Motor Corporation, is supporting us with all the cashflow challenges that we are likely to encounter.” “We've created an internal slogan for our recovery, called ‘Rebuilding Better Together',” says Kirby. “This talks to how we all work together as one team to find a way of renewing and improving our site at the same time.” “We've been through the process of cleaning, drying and flushing,” Kirby explains. “Now, we are checking all of our equipment, repairing, powering up the control panels and having to order replacement parts where necessary. We are at a point where it's not easy to predict when we would be able to start-up.” Toyota global president Akio Toyoda has sent close to 60 top specialists and engineers from Japan to support the recovery of the TSAM plant. TSAM notes that it is working closely with the City of eThekwini to address some of the infrastructural shortfalls in the area around the plant to prevent a reoccurrence of a similar disaster. From a human resource perspective, the majority of Toyota employees fall under the National Bargaining Forum (NBF) and, as such, payment is governed by the rules of the NBF, whereby 50% of wages are paid when there is no work available. However, TSAM says it is working to boost employee earnings by bringing in staff on a rotational basis to assist in clean-up activities; working with government to provide temporary financial relief measures; requesting financial institutions, with whom employees have loans, for a three-month payment holiday; and working with local nongovernmental organisations to use TSAM employees to provide community support following the widespread floods. Employees who volunteer for such activities will be paid by TSAM. TSAM sales and marketing senior VP Leon Theron emphasises that Toyota customers remain the company's priority. “We are constantly communicating with customers whose vehicle deliveries have been impacted by the floods, and we are truly appreciative of their patience to date. “With regards to completely built-up models, it's business as usual – in fact, we have been able to negotiate additional supply despite global shortages. So, we'll have extra units to compensate for the temporary lack of availability on locally-built models.”

Sie wissen, dass Lexus zum Toyota-Konzern gehört? Dann ist Ihnen natürlich klar, dass der Hersteller an der Spitze der Hybridfahrzeughersteller steht.  Mit dem neuen NX treibt die japanische Premium-Automobilmarke die Elektrifizierung ihres Modellprogramms weiter voran. Die zweite Generation des SUV-Modells ist mit dem ersten Plug-in-Hybrid von Lexus und der neuesten Hybrid-Generation verfügbar. Darum geht es diesmal!Ich weiß zwar nicht, wie es Ihnen geht, aber ich finde, dass Lexus beim Design von Fahrzeugen ein goldenes Händchen hat. Natürlich ist das pure Geschmacksache, aber dieser Geschmack wird offensichtlich von ziemlich vielen Menschen geteilt, denn Lexus ist weiter auf Wachstumskurs. Der japanische Autobauer hat im vergangenen Jahr weltweit 760.000 Autos verkauft, das ist eine Absatzsteigerung um sechs Prozent. Zu den beliebtesten Fahrzeugen der Premium-Marke der Toyota Motor Corporation gehören der RX, der ES und der NX. Letzteren stellen wir heute vor. Power und Drive!    Den Lexus NX gibt es natürlich in unterschiedlichen Varianten. Aktuell kann man zwischen dem 350h mit Front- oder Allradantrieb und dem generell allradgetriebenen 450h wählen. Wir hatten den NX 350h im Test als Luxury Line, da ist der Allradantrieb vorgegeben. Beim NX 450h ist man mit 227 kW / 309 PS unterwegs, beim NX 350h sind 179 kW/244 PS das Maß der Dinge. Auch völlig ausreichend! Hier wird der Sprint von null auf 100 km/h in 7,7 Sekunden absolviert, die Spitze liegt – wie beim NX 450h bei 200 km/h. Der Kraftstoffverbrauch liegt im kombinierten WLTP-Prüfverfahren zwischen 5,6 - 6,4 l/100 km, die CO2-Emissionen zwischen 127 und 146 g/km. Geschaltet wird serienmäßig automatisch, wer ein besonders sportliches Fahrgefühl anstrebt, kann mit den Schaltwippen am Lenkrad den „Shiftmatic“-Schaltmodus nutzen. Dabei erzeugt die in sechs Schritten abgestufte Schaltsequenz ein Fahrgefühl wie bei einem manuellen Getriebe. Die Kosten!Ab 45.700,00 Euro können Sie NX-Eigner werden, dafür bekommen Sie die frontgetriebene Version 350h ENTRY. Für den 450h müssten Sie hingegen mindestens 60.300,00 Euro hinlegen. Unser Testkandidat, der allradgetriebene Lexus NX 350h - Luxury Line, kostet 63.950,00 Euro. Und wenn Sie wollen, können Sie natürlich noch das eine oder andere Extra ordern! Sei es eines der verschiedenen Pakete oder die eine oder andere Einzeloption.  Alle Fotos: ©  Toyota Deutschland GmbH   Diesen Beitrag können Sie nachhören oder downloaden unter:

Show #1442 Good morning, good afternoon and good evening wherever you are in the world, welcome to EV News Daily, you trusted source of EV information. It's Thursday 21st April, it's Martyn Lee here and I go through every EV story so you don't have to. VW'S NEW GROWTH PLAN WILL REDUCE SUPPLY CHAIN VULNERABILITY - Volkswagen Group CEO Herbert Diess said the automaker's new growth plan would aim to reduce its vulnerability to the effects of global conflicts, such as supply chain disruption and rising prices, by divesting more power to its regions and brands. - Diess did not specify which political events he was referring to, but automakers have been hit hard by Russia's invasion of Ukraine as Western sanctions pushed up the price of energy and raw materials. - Diess said the automaker's board saw boosting its China business, growing software division Cariad and reorganizing its brand leadership structure as the most pressing issues facing the automaker. - "Our competitors are no longer called Mercedes-Benz, Toyota Motor Corporation or Stellantis, but Tesla, Foxconn, Apple, LG Electronics, Uber etc.," he said. Original Source : https://europe.autonews.com/automakers/vws-new-growth-plan-will-reduce-supply-chain-vulnerability THE RAM 1500 EV HAS 1 MAJOR ADVANTAGE OVER OTHER ELECTRIC TRUCKS - Last week, Ram CEO Mike Koval confirmed the Ram 1500 EV concept at the New York International Auto Show. Ahead of the 2024 release, the company plans to reveal or preview the electric truck sometime this year. Those who are a part of the Ram Real Talk Tour might get a preview of the EV even before that. - Koval said to Automotive News that Ram has a master plan to give customers the right design for the future lineup. - Electric trucks like the Ford F-150 Lightning and GMC Hummer EV Pickup will have been on the market for two years (if all goes as planned). The Chevrolet Silverado EV is slated for production in 2023, likely still beating the Ram by a whole year. - It can adjust based on customer feedback by releasing the Ram 1500 EV after the other trucks have been on the market for a bit. Ram will get to learn what people like and don't like and be able to modify certain things as necessary. Original Source : https://www.motorbiscuit.com/ram-1500-ev-1-major-advantage-over-other-electric-trucks/ TESLA (TSLA) EARNINGS Q1 2022 - Tesla just reported first-quarter earnings for 2022 and beat analysts' expectations on the top and bottom lines. - Automotive revenue reached $16.86 billion, up 87% from the same period last year. Automotive gross margins jumped to a record 32.9% with Tesla reporting gross profit of $5.54 billion in its main segment. Regulatory credits accounted for $679 million of automotive revenue for the quarter. - Revenue growth was driven in part by an increase in the number of cars Tesla delivered, and an increase in average sales prices, the company said in its shareholder deck. - “Our own factories have been running below capacity for several quarters,” Tesla said in its shareholder deck. The company did not give detailed guidance on deliveries going forward, but said it expects 50% annual growth on a multi-year basis, and warned that supply chain constraints are likely to continue through 2022. Musk also said that he believes inflation is worse than reported, and will continue through the year. Original Source : https://www.cnbc.com/2022/04/20/tesla-tsla-earnings-q1-2022.html HALF OF TESLAS PRODUCED IN Q1 HAD AN LFP BATTERY - At its Q1 2022 earnings call, Tesla announced that nearly half of all EVs it produced during the quarter were fitted with LFP (Lithium Iron Phosphate) battery cells that are free of nickel and cobalt. - While LFP batteries still use lithium, they come with a number of benefits over the standard NCA and NCM batteries that have traditionally been used in electric vehicles. - Tesla announced that almost half the cars that rolled out of its factories during the first three months of 2022 were equipped with LFP (lithium iron phosphate) batteries. In its official statement released on Wednesday, the company said that its decision to use the new technology is largely based on the fact that "diversification of battery chemistries is critical for long-term capacity growth." - The batteries are expected to help Tesla save on input costs and improve the bottom line as they are significantly cheaper than the Nickel Cobalt Aluminum Oxide (NCA) cells Original Source : https://screenrant.com/tesla-increases-ev-production-lfp-battery/ TESLA SHOWS THAT ORDERS FOR ITS CARS SPIKED AFTER THE SUPER BOWL - his year's Super Bowl was packed with electric car ads from various automakers. Now that EVs are beginning to come into the mainstream, people are taking notice. Seeing major automakers supporting and promoting electric cars, not to mention their outstanding performance, gets people talking and searching the internet. - Apparently, it also moves people to order a Tesla. Original Source : https://insideevs.com/news/581249/tesla-orders-spiked-after-super-bowl-ads/ Tesla's solar business slumps as supply shortages take a toll - The company's solar energy deployments – including the solar roof made at Tesla's Buffalo plant – plunged by nearly half during the first quarter because of problems getting supplies from outside the United States. - Tesla said it installed 48 megawatts of solar energy generating capacity during the first three months of this year, 48% less than the 92 megawatts of solar capacity it installed during the same period last year. - Tesla CEO Elon Musk said he expects the supply shortages that affected the company's battery and solar energy businesses to be resolved. - Analysts believe Tesla has installed a relatively small number of solar roofs, so even a high percentage increase likely involves a modest number of additional deployments. Original Source : https://buffalonews.com/business/local/teslas-solar-business-slumps-as-supply-shortages-take-a-toll/article_1ab47444-c0e7-11ec-97bb-3fd5ee82013e.html TESLA AND PANASONIC RUMORED BATTERY FACTORY IN OKLAHOMA Original Source : https://electrek.co/2022/04/20/tesla-panasonic-rumored-behind-multi-billion-battery-factory-project-incentives-oklahoma/ XPENG ANNOUNCES RESERVATION PRICES FOR P5 IN EUROPEAN MARKETS Original Source : https://cnevpost.com/2022/04/21/xpeng-announces-reservation-prices-for-p5-in-european-markets/ GM CONTINUES TO SOLIDIFY SUPPLIES FOR FUTURE EVS   Original Source : https://eu.detroitnews.com/story/business/autos/general-motors/2022/04/21/gm-continues-solidify-supplies-future-evsgm-continues-to-solidify-supplies-for-future-evs/7395030001/ FORD TEASES NEW ELECTRIC TRANSIT CUSTOM Original Source : https://www.carmagazine.co.uk/car-news/first-official-pictures/ford/transit-custom-electric-van/ PENSKE AUTOMOTIVE UNIT ORDERS 750 FORD ELECTRIC CARGO VANS Original Source : https://www.reuters.com/business/autos-transportation/penske-automotive-unit-orders-750-ford-electric-cargo-vans-2022-04-18/ BEST CHARGING BEHAVIOR FOR LFP BATTERIES   Original Source : https://pushevs.com/2022/04/21/best-charging-behavior-for-lfp-batteries/ TECH BILLIONAIRE RUNNING FOR SENATE JUST TO BASH ELON MUSK, TESLA Original Source : https://nypost.com/2022/04/21/tech-billionaire-running-for-senate-just-to-bash-elon-musk-tesla/ QUESTION OF THE WEEK WITH EMOBILITYNORWAY.COM What cables should or shouldn't  come with a new or used EV? Email me any feedback to: hello@evnewsdaily.com It would mean a lot if you could take 2mins to leave a quick review on whichever platform you download the podcast. And  if you have an Amazon Echo, download our Alexa Skill, search for EV News Daily and add it as a flash briefing. Come and say hi on Facebook, LinkedIn or Twitter just search EV News Daily, have a wonderful day, I'll catch you tomorrow and remember…there's no such thing as a self-charging hybrid. PREMIUM PARTNERS PHIL ROBERTS / ELECTRIC FUTURE BRAD CROSBY PORSCHE OF THE VILLAGE CINCINNATI AUDI CINCINNATI EAST VOLVO CARS CINCINNATI EAST NATIONAL CAR CHARGING ON THE US MAINLAND AND ALOHA CHARGE IN HAWAII DEREK REILLY FROM THE EV REVIEW IRELAND YOUTUBE CHANNEL RICHARD AT RSEV.CO.UK – FOR BUYING AND SELLING EVS IN THE UK EMOBILITYNORWAY.COM/ OCTOPUS ELECTRIC JUICE - MAKING PUBLIC CHARGING SIMPLE WITH ONE CARD, ONE MAP AND ONE APP

How to price using Target CostingHow to price using Target Costing is this week's podcast theme.  Do you want to reduce your costs by 25% to 30%? If so, then target costing is the right choice for you. Above all How to price using Target Costing can help you cut costs without sacrificing quality. The focus of Target Costing is reducing waste from the start of production.  Don't wait until products are made. Moreover, this means that every step of the process is designed with cost-cutting in mind.  You gain better prices and margins for your business. https://ihatenumbers.captivate.fm/listen (Listen now) to find out more about how Target Costing works! Traditional costing is the most used method for pricing goods and services. The two methods share things in common but also have differences. You choose the method most appropriate for your target customers and product mix. Target costing has been around for many decades, much longer than cost-plus costing. Target costing was developed by Toyota Motor Corporation to reduce costs while increasing quality of its products. It's now widely used throughout many industries from automotive to consumer electronics. ConclusionMoreover, if interested in dealing with pricing, controlling costs this is explained here for you.  You learn how it affects you, avoid confusion and overwhelm.  Many businesses, start-up to established find themselves in the same situation.  Wanting to know about How to price using Target Costing, more particularly taking steps to avoid it.  This podcast will help. https://podcasts.apple.com/podcast/proactiveresolutionss-podcast/id1500471288 (Listen) to find out more. My mission is to inform, inspire and educate you to get closer to your numbers. You can make https://www.proactiveresolutions.com/make-money-in-your-business/ (more profits), save tax and time, improve your well-being and your money mindset. Help me to help you and others by subscribing and sharing this episode in your network.  https://ihatenumbers.captivate.fm/listen (Listen now) and subscribe to I Hate Numbers, so I can send it straight to your inbox every week with all the latest updates. If you found this podcast useful then share this episode on social, leave a review on https://podcasts.apple.com/podcast/proactiveresolutionss-podcast/id1500471288 (Apple podcast) .  Connect with me on https://www.instagram.com/mahmood_ihatenumbers/ (Instagram), https://www.youtube.com/channel/UCcOHECyZS28PELFUQPFjjmA (You Tube), https://twitter.com/mahmood_reza (Twitter), https://www.linkedin.com/in/proactiveresolutions/ (LinkedIn) and https://www.facebook.com/proactiveresolutions (Facebook), Linkshttps://podcasts.apple.com/podcast/proactiveresolutionss-podcast/id1500471288 (https://podcasts.apple.com/podcast/proactiveresolutionss-podcast/id1500471288) https://open.spotify.com/show/5lKjqgbYaxnIAoTeK0zins (https://open.spotify.com/show/5lKjqgbYaxnIAoTeK0zins) https://www.stitcher.com/podcast/proactiveresolutionss-podcast (https://www.stitcher.com/podcast/proactiveresolutionss-podcast) https://tunein.com/podcasts/Business--Economics-Podcasts/I-Hate-Numbers-p1298505/ (https://tunein.com/podcasts/Business–Economics-Podcasts/I-Hate-Numbers-p1298505/) https://www.google.com/podcasts?feed=aHR0cHM6Ly9mZWVkcy5jYXB0aXZhdGUuZm0vaWhhdGVudW1iZXJzLw%3D%3D (https://www.google.com/podcasts?feed=aHR0cHM6Ly9mZWVkcy5jYXB0aXZhdGUuZm0vaWhhdGVudW1iZXJzLw%3D%3D) This podcast uses the following third-party services for analysis: Chartable - https://chartable.com/privacy

This week Dan and Dara have their first guest Mark Rochefort, Technology and Operations Director at Measurelab. They discuss why being impartial is vital in marketing analytics and the skills becoming more important to spot unconscious and conscious biases when working with data. The article from Google announcing the new Google Analytics 360 is at https://bit.ly/3FIxJHf. The documentation on the new Google Data Studio navigation updates is at https://bit.ly/3j0bvHf. Mark talks a bit about the 'Five Whys' originally developed by Sakichi Toyoda and used within the Toyota Motor Corporation. Read more about the method at https://bit.ly/3BUtztP. Dara refers to Measurelab's company values, which he wrote an article about over at https://bit.ly/3BFplWN for more information. In other news, Dan gets older, Dara has some new house guests and Mark stays in the woods! Please leave a rating and review in the places one leaves ratings and reviews. If you want to join Dan and Dara on the podcast and talk about something in the analytics industry you have an opinion about (or just want to suggest a topic for them to chit-chat about), email podcast@measurelab.co.uk or find them on LinkedIn and drop them a message. The post #12 Why impartiality is important in marketing analytics (with Mark Rochefort) appeared first on Measurelab.

Every aspect of a vehicle is designed to serve a purpose, be it to improve performance and safety or to spark an emotion. As the technologies used in and to design vehicles change, so do the cars and trucks that result from the design process. In this episode, to provide a glimpse into the world of automotive design, host John Bozzella is joined by Kevin Hunter, the president of Toyota Motor Corporation's North American design studio, Calty Design Research. See acast.com/privacy for privacy and opt-out information.

Moto Miwa likely could've been the next Japanese noodle king of the United States, but his heart and passion was into cars and racing instead. In the early 90s, he built his first ae86 coupe with a supercharged 4agze and founded the now infamous website for all things toyota - Club4AG.com. Moto talks about co-founding Drift Association and hosting possibly the earliest legally sanctioned drift events on US soil, allowing early US drift competitions to exist such as Falken Drift Showoff, RS-R Drift Festival, Option Ikaten, and D1 Grand Prix. Don't miss his story where details a late night favor for Keiichi Tsuchiya aka The Drift King, helping him escape Option Video staff in the middle of the night. More recently, he covertly aided in R&D for Toyota Motor Corporation as they were developing the Toyota 86. Thank you Falken Tires for sponsoring this episode. We are beyond blessed to be able to work with so many amazing like-minded brands every month for the podcast. Announcements for a giveaway will be made in a few days on our instagram @sileightymania

Recorded in their child's bedroom on a weekday, Laura and Skipper chat about his academic background in writing (English literature, playwriting) as well as his professional background as a product design director (think desktop and mobile apps among other mediums) and how that plays into storytelling, most recently resulting in the creation of How This Works, this podcast. They also talk about their life together — newsflash: they're married and living in the San Francisco Bay area, having moved from New York City a couple of years ago. Along the way, they get into some of the differences between life in SF and NYC. They also talk about their upcoming wedding anniversary after getting married next to Jane's Carousel in Brooklyn Bridge Park. Along with talk about his name change from Starr to Skipper (and not Optimus Prime) at the age of seven, they bring in a few questions posed from the listening audience including lessons learned from the first season of the show, calling people the name they want to be called, how crucial listening is in making a podcast, the ubiquity of imposter syndrome, using the five (5) whys to get to the root cause of a challenge as developed by Sakichi Toyoda at the Toyota Motor Corporation, team falling asleep during movies versus team staying awake during movies, and why Skipper color codes versus alphabetizing the books in his background — see photo below. View of the three shelves behind Skipper's standing desk Laura and Skipper also reference the following previous episodes, in order of being published, including: * Jack Kahana (https://www.howthisworks.show/001-jake-kahana), the first episode * Dr. Peter Chin-Hong (https://www.howthisworks.show/003-dr-peter-chin-hong), the third episode * Selena Rosanbalm (https://www.howthisworks.show/006-selena-rosanbalm), the sixth episode * Cassandra Carlopio (https://www.howthisworks.show/015-cassandra-carlopio), the 15th episode * Kat Hantas and Nicole Emanuel from 21Seeds (https://www.howthisworks.show/017-kat-hantas-nicole-emanuel), the 17th episode * Sally McRae (https://www.howthisworks.show/018-sally-mcrae), the 18th episode * Piper Payne (https://www.howthisworks.show/020-piper-payne), the 20th episode Stay tuned after the outro music for a bit of tape where Skipper pauses for a bit of background noise and how from where Laura's sitting, the microphone makes it looks like his nose is a black bit of foam. Special Guest: Skipper Chong Warson.

Produsen mobil terkemuka asal Jepang, Toyota Motor Corporation dan Honda Motor Co., menghentikan aktivitas pabriknya di Malaysia untuk sementara, menyusul kebijakan lockdown nasional.

On this week's Driving-N-Heels podcast Laura Reynolds talks directly to Toyota Motor Corporation about the Avalon and it's 3 new Sports Models. There's an Avalon for everyone's taste! Then she'll talk to Lincoln SUV Communications Manager Molly Gueli says local Lincoln dealerships will be giving back to local communities. You can check out all their contributions at #RestWeek.

Find out more on our website: https://bit.ly/3qA7SdY Speakers: Paul Dondos works in Market Intelligence & Strategic Advisory for the EMEA region at Equiteq and, in the UK, is a primary point of contact for the client. Prior to joining Equiteq Paul worked in corporate development for a global engineering consultancy, where he helped evaluate and realize UK and international growth opportunities and was responsible for business planning and intelligence across a group of over 6,000 employees, spanning more than 80 countries. He previously held positions in corporate finance at Salomon Smith Barney and at a leading European Internet incubator, specializing in valuations for private equity clients and digital strategy for start-ups and blue-chip companies. Paul holds an MBA with distinction from Cass Business School, City University London and an MA in English Literature from Trinity College, Cambridge. Phil Baxter is part of the M&A transactions team and leads deals or supports clients in a sale process. He has built an extensive track record in this role at Equiteq over the last 6 years. A management consultant by background, with deep commercial, operational and financial experience, he is an advisor you want on your side in a deal. Phil was originally a management consultant, latterly specialising in Supply Chain Management. In that domain he has led and supported both global strategic change programmes and local improvement processes. Over the years, Phil has supported household names, such as Ray-Ban sunglasses, and in his own consultancy company, the Toyota Motor Corporation. In Equiteq he has supported several mid-size consultancies in the sale of their businesses, providing advice and leadership from the start to the end of the process.

On this week's Driving-N-Heels Laura Reynolds talks to Toyota Motor Corporation about the 2021 Toyota Supra. It's sleek, it's sexy and it's speed will amaze you. Then I'll talk to Ford Technical Fellow, Sustainability Debbie Mielewski to tell us how Ford is teaming up with HP to recycle ‘spent' 3D printed powders and materials to make parts.

On this week's Driving-N-Heels Laura Reynolds talks to Hyundai Motor Company about the first ever '21 Elantra Hybrid. Then we'll hear from Toyota Motor Corporation about the limited edition Tacoma Trail Edition. And we'll wrap is all up by hearing about a new report released by Ford Motor Company and how teen traffic deaths are spiking during COVID.

Toyota Motor Corporation Q3 2021 Earnings Call --- Send in a voice message: https://anchor.fm/earningspodcast/message Support this podcast: https://anchor.fm/earningspodcast/support

On this week's Driving-N-Heels Laura Reynolds I talk directly to Toyota Motor Corporation about the 2021 Lexus I-S, then Honda Motor Company about the drastic style changes in the Civic Prototype and we'll wrap it all up with a peak into Triple A's annual report ‘Your Driving Costs'. 

This week, your hosts Steve Lowry and Yvonne Godfrey interview Armen Akaragian and Garo Mardirossian of Mardirossian & Associates, Inc. (https://www.garolaw.com/)   Remember to rate and review GTP in iTunes: Click Here To Rate and Review   Episode Details: Los Angeles trial lawyers Armen Akaragian and Garo Mardirossian of Mardirossian & Associates, Inc. explain how they represented the family of Nonki Uno, a 66-year-old restaurant owner who was killed after the accelerator pedal in her 2006 Toyota Camry got stuck following a crash caused by another driver who ran a stop sign. In August 2009, 86-year-old Olga Bello broadsided Nonki Uno's car, sending it spinning and uncontrollably accelerating, crossing the center median curb and striking multiple telephone poles and trees. Nonki was found dead at the scene with her foot broken and mangled under the brake pedal and her emergency brake activated. Originally tried in 2013, this was a bellwether case for nearly 300 unintended acceleration cases involving Toyota vehicles. Toyota failed to include a Brake Override Safety System (B.O.S.S.) in the American model of the Toyota Camry until 2007 and failed to warn consumers about the fact that solid accelerator pedals can get stuck and cause sudden acceleration. Despite Armen and Garo's argument that Toyota and Olga Bello were to blame for Nonki's death, the Los Angeles jury ultimately found Olga 100% responsible and awarded $10,000,000 in noneconomic damages to Nonki's husband and son.    Click Here to Read/Download the Complete Trial Documents   Guest Bios: Armen Akaragian Armen Akaragian is an attorney with the firm of Mardirossian & Associates, in Los Angeles, California. He has been with the firm since 1999. Admitted to practice in 2006, Armen has arbitrated, tried, and settled several cases that have resulted in multi-million dollar verdicts and settlements. Some of the largest entities Armen has represented the firm's clients against include Ford Motor Company, General Motors, Toyota Motor Corporation, Marriott International, Inc., Kiewit Construction, Continental Tire, Land Rover, State of California, Chrysler Motors, Emerson Electric, and Honeywell International. In 2009, he was nominated for the coveted Consumer Trial Attorney of the Year Award by the Consumer Attorneys of California, a statewide organization, following his involvement in the case of Pannu vs. Land Rover. This complex product liability case, which was litigated for more than seven years, tried over eight weeks and underwent a two-year appellate process, ultimately resulted in a fully affirmed judgment in excess of $25,000,000.00. Most notably, the published Court of Appeal opinion set precedent in the State of California excluding from evidence crucial testing that automobile manufacturers have relied upon in defending complex product liability cases for decades. In 2011, Armen again was recognized for his accomplishments by the Armenian Bar Association as one of the top 20 lawyers under 40. This was the first time this award had been given out by the Bar Association. In 2013, Armen was one of the trial attorneys in the first bellwether case tried to verdict, Uno v. Toyota, in the about 300 coordinated cases against Toyota arising from unintended acceleration incidents. The trial lasted for more than three months and resulted in a jury verdict in the amount of $10,000,000.00 for the untimely death of a 66-year-old wife and mother. The case ultimately settled in 2015 at the Appellate Court steps. At that time, the judgment which also included costs and interest exceeded $13,000,000.00. During the trial in Uno v. Toyota, the California Court of Appeal published its opinion in Purton v. Marriott International, Inc., 218 Cal. App. 4th 499 (2013), reversing a grant of summary judgment. The Court of Appeal agreed with Armen's position taken at the trial court level and eventually held that an employer could still be responsible for the acts of its employee who became intoxicated at a company party even if the employee arrived home safely from the party, then left his house and was subsequently involved in a crash. The case eventually started trial in May of 2015 in San Diego. After three weeks and just before plaintiffs rested, the case was resolved for a confidential sum. Armen attended California State University, Northridge, where he earned, in 2002, a Bachelor of Science Degree in Business Administration. He then attended Southwestern University School of Law in Los Angeles, where he was consistently on the Dean's List, and completed his Juris Doctor degree in 2005. During his studies, he was also a Judicial Extern for Honorable Dikran Tevrizian, Judge with the United States District Court for the Central District of California. Read Full Bio   Garo Mardirossian Garo Mardirossian is the principal of Mardirossian &Associates, Inc., a five-lawyer firm in the Mardirossian Law Building located at 6311 Wilshire Boulevard in Los Angeles. Since starting his practice in 1981, Mr. Mardirossian has focused almost exclusively on representing individuals who have been catastrophically injured. Mr. Mardirossian has obtained over 100 seven- and eight-figure verdicts and settlements, including eight-figure verdicts in product liability, general negligence, and civil rights cases. In April of 2019, Mr. Mardirossian obtained the largest settlement ever against the Los Angeles County Sheriff's Department in the amount of $42,200,000.00 in the case of Fong v. LA County Sheriff's Department, where a rogue Sheriff's Deputy lost control of his patrol car while responding to a call, Code 3, and hit the plaintiff who suffered a broken leg and a moderate TBI. Despite the crash, within six months, the plaintiff returned back to work without any limitations. In an earlier case against the Los Angeles County Sheriff's Department, Dole v. LA County Sheriff's Department, members of the Dole family were beaten and arrested at the Dole home while celebrating a bridal shower. Mr. Mardirossian obtained a defense verdict in the felony criminal case prosecuted against members of the Dole family and then obtained a jury award in the amount of $24,850,000.00 in the civil rights action -- the largest judgment in history against the Sheriff's Department at the time. In Mendoza v. LA County Sheriff's Department, Mr. Mardirossian obtained a $14,350,000.00 settlement for the family of Frank Mendoza, a grandfather who was mistakenly shot and killed by Sheriff's Deputies as he was exiting his home. More recently, in Valenzuela v. City of Anaheim, an excessive force case that resulted in the choking death of Vincent Valenzuela, Garo Mardirossian and Dale Galipo teamed up to obtain a federal court jury verdict of $13,200,000.00 for the family of an unarmed homeless father of two. In the nationally followed Kelly Thomas v. Fullerton Police Department case, Mr. Mardirossian fought for justice for Kelly Thomas, a homeless man suffering from schizophrenia, who was tased and beaten to death by Fullerton Police officers following an encounter that was escalated by the officers. During jury selection, Mr. Mardirossian obtained a settlement of $4,900,000.00 on behalf of Kelly's father. In Kunta Kinte v. Bart Simpson (real names), Mr. Mardirossian represented a South Central family that was beaten and arrested by officers of the LAPD. After obtaining an acquittal in the criminal case, Mr. Mardirossian settled the civil rights action case for $350,000.00. In Zerby v. Long Beach Police Department, Mr. Mardirossian and Dale Galipo obtained a jury verdict of $6,500,000.00 after Long Beach Police officers shot and killed Douglas Zerby, who was sitting on the steps in front of a friend's house. The officers mistook the water nozzle he was holding for a weapon and opened fire. In Amaya v. LA County Sheriff's Department, Mr. Mardirossian obtained a $3,050,000.00 jury verdict on behalf of the family of a man who was shot and killed in his home by Sheriff's Deputies who were executing an arrest warrant. In Ponce v. City of Anaheim, Mr. Mardirossian obtained a $1,650,000.00 settlement for the children of Adalid Flores, who was shot and killed by Anaheim Police Department officers who believed his cell phone was a gun. In 2000, Mr. Mardirossian won the prestigious CAALA Trial Lawyer of the Year award. In 2010, he was elected CAALA's president. He has been named by the Daily Journal as one of the top 100 Lawyers in California, and he has had numerous published decisions that have set an important precedent in California, including Purton v. Marriott International, Inc., 218 Cal. App. 4th 499 (2013); Pannu v. Land Rover, 191 Cal. App. 4th 1298 (2011); Mardirossian & Associates, Inc. v. Ersoff, 153 Cal. App. 4th 257 (2007); and Srithong v. Total Investment Co., 23 Cal. App. 4th 721 (1994). Read Full Bio   Show Sponsors: Legal Technology Services - LTSatlanta.com Digital Law Marketing - DigitalLawMarketing.com Harris, Lowry, and Manton - hlmlawfirm.com   Free Resources: Stages Of A Jury Trial - Part 1 Stages Of A Jury Trial - Part 2

The Young Professionals Podcast (TYPP), proudly brought to you by ADAPT Careers (https://adaptcareers.com.au) and co-hosted by Luke Marriott and Nicholas Sargeant (Sarge). Today we're speaking with Jess Eastick, a corporate communications professional currently working at Toyota as a Dealer Engagement Specialist. Jess studied a Bachelor of Arts (Media & Communications) at Deakin University (https://bit.ly/3niorbl), majoring in Public Relations, where she landed her first role in the industry at GM Holden (https://search-careers.gm.com/locationaustralia) in her final year of study. Having worked in the corporate communications space ever since, Jess is a great example of how a qualification in one skill can lead to a career in an industry you may have never even considered. If you have a career story you would like to share, a role you would like to learn more about or any questions you would like us to ask young professionals, you can reach us through any of our social media that can be found at TYPP.com.au. We would love to hear from you!

  Colossians 1:15, 19-22 He is the image of the invisible God, the firstborn of all creation.   [In] him all the fullness of God was pleased to dwell, and through him to reconcile to himself all things, whether on earth or in heaven, making peace by the blood of his cross. And you, who once were alienated and hostile in mind, doing evil deeds, he has now reconciled in his body of flesh by his death, in order to present you holy and blameless and above reproach before him. Often when we meditate on the Good News, we reflect on something that has happened and is true – “we were reconciled to God”. Often, we meditate on a name or attribute of Jesus – “our Passover lamb”. Who is solving this problem? It is Christ (verses 15-19). Who has the problem? Verse 21 says, “you… were alienated and hostile in mind, doing evil deeds.”  Today I want to do something different. It is not a “what” or a “who” question, but a “why” question that I want us to think about. In business, when we encounter a very difficult problem, where it is tough to get to the root and solve it, there's a technique called “5 Whys” – where you continue to ask why, until you get to the root. The technique was originally developed by Sakichi Toyoda and was used within the Toyota Motor Corporation during the evolution of its manufacturing methodologies.[1] It works sort of like a 5-year-old asking “why, why, why, why, why.” Let's do that today with the gospel in these verses from Colossians. Why is being alienated from God a problem? Because God is holy and blameless and cannot accept us as we are. Why is that hard to solve? Because we can't “unalienate” ourselves from God. Why? Because we are constantly doing evil deeds (not to mention our thoughts or intentions behind even the good deeds we perform). Why? Because we are slaves to sin. Why? Because Adam sinned and passed along to all mankind the nature and proclivity to sin. So, five layers down, that is the root of our problem. To solve it, someone would need to remove every sin separating us from God – not just up to today or the problem would instantly return and be just as bad as before. It must be removed for all time. That is what Jesus Christ did for us. Look at verse 22 – (what?) he has now reconciled (how?) in his body of flesh by his death, (why?) in order to present you holy and blameless and above reproach before him. Nothing and no one else go  down the steps of our problem to the very root and changes us and fixes us. No other religion even dares offer a solution to us that will transform us and clean us in our entirety, inside and out, head to toe. They all require us to be an agent in fixing our problem. It may sound believable to say, “You can look inside and believe in yourself and be better.” But it is outrageous to say, “You must look inside and believe in yourself to undo every mistake you've made, wrong thought you've entertained, and every hurtful action you've ever done.” Instead, we must look outside and believe in the perfect work of Jesus; he promises to present us holy and blameless and above reproach to God.   [1] Wikipedia, https://en.wikipedia.org/wiki/Five_whys  

Show #855   Good morning, good afternoon and good evening wherever you are in the world, welcome to EV News Daily for Sunday 2nd August 2020. It’s Martyn Lee here and I go through every EV story so you don't have to.   Thank you to MYEV.com for helping make this show, they’ve built the first marketplace specifically for Electric Vehicles. It’s a totally free marketplace that simplifies the buying and selling process, and help you learn about EVs along the way too.   Welcome to a new Patreon Premium Partner and that's Derek Reilly from EV Review Ireland youtube channel.         Tesla Model 3 Long Range, Corsa-e and even a NIU Electric Scooter. Search Youtube for EV Review Ireland. LEAF 62, IONIQ, ZOE, e-208, Mini electric all coming over the next few months. No matter what country you live in, even with the channel name of EV Review Ireland, Derek's reviews will give you the info you need when considering an EV. He will also be reviewing electric kick scooters, mand doing more with electric bicycles, and even the LDV van coming  to review in a few weeks.   PSA GROUP TO LAUNCH NEW ELECTRIC PLATFORM FOR LARGER VEHICLES "The PSA Group has revealed plans for a new electrified eVMP platform that will underpin its larger vehicles from 2020 onwards as it moves towards a fully electrified line-up." writes Autocar: "The French giant, whose brands include Citroën, DS, Peugeot and Opel/Vauxhall, currently uses two ‘multi-energy’ platforms: CMP and EMP2. The CMP architecture, for small vehicles, can utilise combustion engined and electric powertrains, while the EMP2 is designed for ICE-only and plug-in hybrid systems. It's designed for electric vehicles with a range of between 248 and 404 miles, depending on the body, thanks to "60-100kWh of embedded energy" within the wheelbase. PSA says that the platform can also support hybrid powertrains, which will be “offered on certain markets” where needs must. According to PSA, key to the efficiency of the eEVMP platform is the optimisation of development and industrialisation costs. It says the eVMP has been developed with “extended carry-over” from the EMP2 platform and can be made on existing plants and production lines to limit investment."   https://www.autocar.co.uk/car-news/industry/psa-group-launch-new-electric-platform-larger-vehicles   TOYOTA TO TAKE 10% STAKE IN ELECTRIC DRIVE MAKER BLUE NEXUS; NEW JOINT SALES STRUCTURE "BluE Nexus Corporation (earlier post) and Toyota Motor Corporation will collaborate to prepare for the accelerated adoption of electrified vehicles by working together to increase their competitiveness in products related to electrification as well as to fortify their sales structure, including their technical support and services, among others, rendered to their customers. Additionally, Toyota will take a 10% stake in BluE Nexus to achieve this goal." reports Green Car Congress: " As they look toward the accelerated adoption of electrified vehicles, BluE Nexus and Toyota aim to join forces and use their core competencies—i.e., Toyota’s control calibration technologies for engines, batteries, and other major peripheral components as well as BluE Nexus’s well-developed lineup of electric drive modules—to respond to requests from all types of customers around the world."   https://www.greencarcongress.com/2020/07/20200731-bluenexus.html   AMAZON BUILDING MAJOR EV CHARGING PARK IN GERMANY "The e-co mmerce giant Amazon has announced its largest deployment of electric mobility in Germany to date. The distribution center in Essen has been equipped with 340 charging stations and operates more than 150 electric delivery vehicles every day." says electrive: "Currently, eight of eleven delivery partners in Essen have converted their fleets to electric transporters, Amazon reports. A total of 150 electric vans are on the road in Essen. In addition, two other delivery partners in the Bochum distribution centre operate 40 electric vehicles.  In January, Amazon announced that 60 charging points had been installed in the Munich-Daglfing distribution centre – a big news at the time, but compared to Essen, the Munich solution appears in a different light. While 40 StreetScooters and ten Mercedes eVito are used in Bavaria, Amazon does not mention in the current announcement which models will be used in Essen."   https://www.electrive.com/2020/07/31/amazon-building-major-ev-charging-park-in-germany/   FRENCH START-UP EMERGES FROM STEALTH MODE WITH PLAN TO BUILD HUGE BATTERY GIGAFACTORY BY 2023 "A French start-up has been launched with plans to build a 16GWh lithium-ion battery gigafactory in France by 2023 to help Europe meet the growing demand for electric vehicles and energy storage." according to Rechargenews.com: "After a year of behind-the-scenes work, Verkor — backed by French digital solutions company Schneider Electric, EU innovation fund EIT InnoEnergy and French real estate giant Groupe IDEC — has emerged from stealth mode with plans to complete the low-carbon 16GWh facility at a yet-to-be-decided location in France in 2023, before expanding it to 50GWh at a later date. Another new European battery start-up, Automative Cell Company (ACC) — a joint venture between Total-owned battery maker Saft and vehicle giant PSA Group, which owns Peugeot, Citroen, Opel and Vauxhall — plans to build an 8GWh gigafactory in northern France by 2023, and then a second 8GWh gigafactory in southwest Germany."   https://www.rechargenews.com/technology/french-start-up-emerges-from-stealth-mode-with-plan-to-build-huge-battery-gigafactory-by-2023   UK OFFSHORE WIND MAY SOON BE SUBSIDY-FREE "Researchers at Imperial College in London conducted an exhaustive review of all European offshore wind installations since 2006 and concluded that offshore wind may soon be so cheap that newer installations will generate electricity at below wholesale prices, meaning government subsidies will no longer be required. In fact, by mid-century, those wind farms may actually be paying dividends that lower the cost of electricity for everyone. Even better, the industry will create tens of thousands of new jobs." says CleanTechnica: "What will make the next generation of offshore wind so inexpensive? The massive size of the turbines, many of which will have a blade diameter of 220 meters (that’s 722 feet for our US readers. To put that in context, the wingspan of a 747 is a mere 224 feet.) Larger turbines can harness more wind energy and have access to more consistent wind speeds at higher altitudes, making their production of electricity more predictable and reliable. According to The Independent, the newest wind farm at Dogger Bank in the North Sea has the same installed capacity as the Hinkley Point C nuclear power plant and is expected to produce about two-thirds of its annual electricity. It will also cost massively less money than the ill-considered Hinkley Point nuke."   https://cleantechnica.com/2020/07/30/uk-offshore-wind-may-soon-be-subsidy-free/     You can listen to all 854 previous episodes of this this for free, where you get your podcasts from, plus the blog https://www.evnewsdaily.com/ – remember to subscribe, which means you don’t have to think about downloading the show each day, plus you get it first and free and automatically.   It would mean a lot if you could take 2mins to leave a quick review on whichever platform you download the podcast.   And  if you have an Amazon Echo, download our Alexa Skill, search for EV News Daily and add it as a flash briefing.   Come and say hi on Facebook, LinkedIn or Twitter just search EV News Daily, have a wonderful day, I’ll catch you tomorrow and remember…there’s no such thing as a self-charging hybrid.     PHIL ROBERTS / ELECTRIC FUTURE (PREMIUM PARTNER) BRAD CROSBY (PREMIUM PARTNER) AVID TECHNOLOGY (PREMIUM PARTNER) PORSCHE OF THE VILLAGE CINCINNATI (PREMIUM PARTNER) AUDI CINCINNATI EAST (PREMIUM PARTNER) VOLVO CARS CINCINNATI EAST (PREMIUM PARTNER) NATIONALCARCHARGING.COM and ALOHACHARGE.COM  (PREMIUM PARTNER) DEREK REILLY FROM THE EV REVIEW IRELAND YOUTUBE CHANNEL (PREMIUM PARTNER)   DAVID AND LISA ALLEN (PARTNER) OEM AUDIO OF NEW ZEALAND AND EVPOWER.CO.NZ (PARTNER) GARETH HAMER eMOBILITY NORWAY HTTPS://WWW.EMOBILITYNORWAY.COM/  (PARTNER) BOB BOOTHBY – MILLBROOK COTTAGES AND ELOPEMENT WEDDING VENUE (PARTNER)   ALAN ROBSON (EXECUTIVE PRODUCER) ALAN SHEDD (EXECUTIVE PRODUCER) ALEX BANAHENE (EXECUTIVE PRODUCER) ALEXANDER FRANK @ https://www.youtube.com/c/alexsuniverse42 ANDERS HOVE (EXECUTIVE PRODUCER) ANDREA JEFFERSON (EXECUTIVE PRODUCER) ASEER KHALID (EXECUTIVE PRODUCER) ASHLEY HILL (EXECUTIVE PRODUCER) BÅRD FJUKSTAD (EXECUTIVE PRODUCER) BRENT KINGSFORD (EXECUTIVE PRODUCER) BRIAN THOMPSON (EXECUTIVE PRODUCER) BRUCE BOHANNAN (EXECUTIVE PRODUCER) CHARLES HALL (EXECUTIVE PRODUCER) CHRIS HOPKINS (EXECUTIVE PRODUCER) COLIN HENNESSY AND CAMBSEV (EXECUTIVE PRODUCER) CRAIG COLES (EXECUTIVE PRODUCER) CRAIG ROGERS (EXECUTIVE PRODUCER) DAMIEN DAVIS (EXECUTIVE PRODUCER) DARREN FEATCH (EXECUTIVE PRODUCER) DAVE DEWSON (EXECUTIVE PRODUCER) DAVID FINCH (EXECUTIVE PRODUCER) DAVID MOORE (EXECUTIVE PRODUCER) DAVID PARTINGTON (EXECUTIVE PRODUCER) DAVID PRESCOTT (EXECUTIVE PRODUCER) DEREK REILLY FROM THE EV REVIEW IRELAND YOUTUBE CHANNEL (EXECUTIVE PRODUCER) DON MCALLISTER / SCREENCASTSONLINE.COM (EXECUTIVE PRODUCER) ERU KYEYUNE-NYOMBI (EXECUTIVE PRODUCER) FREDRIK ROVIK (EXECUTIVE PRODUCER) GENE RUBIN (EXECUTIVE PRODUCER) GILBERTO ROSADO (EXECUTIVE PRODUCER) GEOFF LOWE (EXECUTIVE PRODUCER) HEDLEY WRIGHT (EXECUTIVE PRODUCER) IAN GRIFFITHS (EXECUTIVE PRODUCER) IAN SEAR (EXECUTIVE PRODUCER) IAN (WATTIE) WATKINS (EXECUTIVE PRODUCER) JACK OAKLEY (EXECUTIVE PRODUCER) JAMES STORR (EXECUTIVE PRODUCER) JIM MORRIS (EXECUTIVE PRODICERS) JOHN C SOLAR (EXECUTIVE PRODUCER) JON AKA BEARDY MCBEARDFACE FROM KENT EVS (EXECUTIVE PRODUCER) JON MANCHAK (EXECUTIVE PRODUCER) JUAN GONZALEZ (EXECUTIVE PRODUCER) KEN MORRIS (EXECUTIVE PRODUCER) KEVIN MEYERSON (EXECUTIVE PRODUCER) KYLE MAHAN (EXECUTIVE PRODUCER) LARS DAHLAGER (EXECUTIVE PRODUCER) LAURENCE D ALLEN (EXECUTIVE PRODUCER) LEE BROWN (EXECUTIVE PRODUCER) LUKE CULLEY (EXECUTIVE PRODUCER) MARCEL WARD (EXECUTIVE PRODUCER) MARK BOSSERT (EXECUTIVE PRODUCER) MARTY YOUNG  (EXECUTIVE PRODUCER) MATT PISCIONE (EXECUTIVE PRODUCER) MIA OPPELSTRUP (PARTNER) MICHAEL PASTRONE (EXECUTIVE PRODUCER) MIKE WINTER (EXECUTIVE PRODUCER) NATHAN GORE-BROWN (EXECUTIVE PRODUCER) NEIL E ROBERTS FROM SUSSEX EVS (EXECUTIVE PRODUCER) NIGEL MILES (EXECUTIVE PRODUCER) OHAD ASTON (EXECUTIVE PRODUCER) PAUL RIDINGS (EXECUTIVE PRODUCER)               PAUL STEPHENSON (EXECUTIVE PRODUCER) PETE GLASS (EXECUTIVE PRODUCER) PETE GORTON (EXECUTIVE PRODUCER) PETER & DEE ROBERTS FROM OXON EVS (EXECUTIVE PRODUCER)  PHIL MOUCHET (EXECUTIVE PRODUCER) PHILIP TRAUTMAN (EXECUTIVE PRODUCER) RAJ BADWAL (EXECUTIVE PRODUCER) RAJEEV NARAYAN (EXECUTIVE PRODUCER) RENE KEEMIK (EXECUTIVE PRODUCER) RENÉ SCHNEIDER (EXECUTIVE PRODUCER) RICHARD LUPINSKY (EXECUTIVE PRODUCER) ROB HERMANS (EXECUTIVE PRODUCER) ROB FROM THE RSTHINKS EV CHANNEL ON YOUTUBE (EXECUTIVE PRODUCER) RUPERT MITCHELL (EXECUTIVE PRODUCER) SEIKI PAYNE (EXECUTIVE PRODUCER) STEPHEN PENN (EXECUTIVE PRODUCER) STEVE JOHN (EXECUTIVE PRODUCER) THOMAS J. 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Some of the communication mistakes that financial institutions made during the 2008 crisis that we can learn from How to ensure businesses are communicating to employees that industrial/manufacturing jobs will be protected if employees are forced to quarantine/isolate How investors are reacting to Middleground's management of its portfolio companies Recommendations to members of the “sponsor universe” to win favor with the public and government What should PE firms do to broadcast the positive impacts they are making in the communities/businesses they invest in BIOs Matt Kirdahy is a Partner at Water & Wall, an award-winning marketing and communications agency whose best work exists at the intersection of inspired thinking and your business growth. Matt was a journalist first and a communications and marketing executive second. There's something to be said about having the same professional experience of the people to whom you're approaching with your client ideas. While the traditional pitch-and-place priorities connected to the roots of the business have evolved into much more, his role still calls for those core media skills. His most re-watched movie is The Fugitive and when he's not on the clock, he's trying to make the most out of living in a city where the burgers cost as much as the t-shirts at J. Crew. *** John is a Partner at MiddleGround where he is responsible for overall management of the firm and management of the Investment Team with Lauren Mulholland. John started his career as an hourly line worker at Toyota Motor Corporation and held numerous management and executive positions over an 18-year career. John made the move to private equity in 2007, joining Monomoy Capital as an Operating Partner. In 2010, John was named the Head of Operations and built out the Operations Group over the next six years with Scot Duncan. In 2016, John became a Partner. Throughout his career, John has worked on numerous transactions and served on the Board of Directors of nearly 20 businesses across both middle market and Fortune 100 companies. John is the only one of us who is a published author. You can buy his book “Toyota Kaizen Continuum: A Practical Guide to Implementing Lean” here. John really needs the extra $3.00 as he is saving up for a new boat. He has four children with his wife, Leslie, and is a proud grandfather. If you spend enough time with John, you know there are two things that are sure to happen: someone will ask him to share his “Elon Musk” story and he will convince you that you need to buy something special for your pet from his wife and daughter's business, Southern Barker. Did we mention John is saving up to buy a new boat?!

Still in Asia, Toyota Motor Corporation has sought a credit line totaling 1 trillion yen, or about 9.23 billion dollars, from Sumitomo Mitsui Banking Corp and MUFG Bank. The credit line is to raise funds on the back of the coronavirus pandemic.--- Support this podcast: https://anchor.fm/newscast-africa/support --- Send in a voice message: https://anchor.fm/africabusinessnews/message Support this podcast: https://anchor.fm/africabusinessnews/support

Still in Asia, Toyota Motor Corporation has sought a credit line totaling 1 trillion yen, or about 9.23 billion dollars, from Sumitomo Mitsui Banking Corp and MUFG Bank. The credit line is to raise funds on the back of the coronavirus pandemic. --- Support this podcast: https://anchor.fm/newscast-africa/support Learn more about your ad choices. Visit megaphone.fm/adchoices

John Stewart is a Partner at MiddleGround, a private equity firm focused on  Industrials & Specialty Distribution companies. He is responsible for overall management of the firm and management of the Investment Team with Lauren Mulholland. John started his career as an hourly line worker at Toyota Motor Corporation and held numerous management and executive positions over an 18-year career. John made the move to private equity in 2007, joining Monomoy Capital as an Operating Partner. In 2010, John was named the Head of Operations and built out the Operations Group over the next six years with Scot Duncan. In 2016, John became a Partner. Throughout his career, John has worked on numerous transactions and served on the Board of Directors of nearly 20 businesses across both middle market and Fortune 100 companies. Topics: - Upbringing in Kentucky - Starting as a second shift team member at Toyota putting bumpers on Camrys, to managing 7,000 people and being the first American to be promoted to run a division for Toyota Motor  - Moving to private equity - Co-founding MiddleGround with Lauren Mulholland and Scot Duncan - Leadership & life lessons

- Joby Aviation, Toyota Motor Corporation‘ın 394 Milyon Dolarla Katıldığı Seri C Turunda Toplam 590 Milyon Dolar Yatırım Aldı- Açık Bankacılık Platformu Tink 90 Milyon Euro Yatırım Aldı- Foxconn Technology Group, Çin’de Elektrikli Araçlar Yapmak İçin Fiat Chrysler Automobiles İle Bir Ortak Girişim Kuruyor- Haftanın Startup’ı; Yapay Zeka Desteği ile Kamera Görüntülerini Analiz Ederek İçgörü Sağlayan Cameralyze

Mazda Toyota Manufacturing, U.S.A. Inc. is a new venture that will produce vehicles in Huntsville, Alabama, starting in 2021. The $1.6 billion manufacturing plant is jointly owned by Mazda Motor Corporation and Toyota Motor Corporation and is expected to create up to 4,000 jobs. Mazda Toyota Manufacturing is currently ramping up its hiring effort for team members, with a target to start the hands-on assessments in January 2020 and have those first applicants on the job as early as March 2020. The Mazda Toyota Manufacturing hiring process is a competitive one. Its recruiting managers estimate between 7% and 10% of applicants will make it all the way through the hiring process and receive a job offer. This week’s guests are Todd Maloney and Tony Walker from Mazda Toyota Manufacturing. After a 21-year career in the U.S. Air Force, Maloney joined Kelly OCG as a recruiting manager supporting Toyota North America. After two years at Toyota, Maloney was asked to join the Mazda Toyota Manufacturing partnership to assist in leading recruitment and to drive strategic initiatives in support of Mazda Toyota’s joint venture in Huntsville, Alabama.   Joining Maloney on this Sitrep podcast episode is Tony Walker. After serving 10 years in the U.S. Marine Corps, Walker landed a job as a team member in the quality control department at Toyota. Through the years, Walker has been promoted and now works as the general manager of quality control at Mazda Toyota Manufacturing. Walker says he lives by the motto, "God, Family, Toyota." In this episode, you’ll learn: How Mazda Toyota Manufacturing’s three-step hiring process identifies job candidates Mazda Toyota Manufacturing’s veteran hiring goal How the joint venture’s leadership believes veterans will help Mazda Toyota Manufacturing grow to be one of the great manufacturing companies in the United States

Thema heute:    Lexus = Luxus, gepaart mit Effizienz Foto: Toyota Deutschland GmbH   Ich weiß gar nicht, wann mir diese Assoziation zum ersten Mal in den Sinn kam, aber ich finde, sie passt. Wenn man bei Lexus das „e“ durch ein „u“ ersetzt, kommt der Begriff Luxus heraus. Und luxuriös sind die Fahrzeuge von Lexus garantiert.   Erstmals vorgestellt wurde die zur japanischen Toyota Motor Corporation gehörende Automobilmarke 1989, damals mit dem LS 400 mit V8 Motor, der den Grundstein der Luxusmarke legte.  Heute bietet Lexus eine sehr große Bandbreite an Modellen, zu der außer Luxus noch etwas ganz Wichtiges hinzukommt, wie Andreas Lübeck, Pressesprecher Technik bei Toyota und Lexus erläutert.     Foto: Toyota Deutschland GmbH   Andreas Lübeck: Lexus ist eine Premiummarke. Mittlerweile haben wir uns technologisch so spezialisiert auf das Thema Hybride, Vollhybride, und bieten also damit eine Möglichkeit an, die CO2 Emissionen zu reduzieren, den Verbrauch zu reduzieren. Das System ist ganz einfach, es ist intuitiv, voll selbstladend, also ich brauch kein Kabel in eine Steckdose zu stecken, um die Batterie des Fahrzeugs aufzuladen.   Nun fragen Sie sich vermutlich, was das für Sie als Nutzer eines Lexus Hybrid konkret bedeutet.   Foto: Toyota Deutschland GmbH    Andreas Lübeck: 50 Prozent der Fahrzeit kann ich mit unseren Hybriden rein elektrisch fahren im Schnitt. Wenn ich das Fahrzeug in der Stadt beispielsweise bewege oder im Stau, bin ich komplett elektrisch unterwegs.   Das gibt Lexus-Hybrid-Fahrern ein gutes Gefühl in Bezug auf mögliche Fahrverbote. Und obwohl die Fahrzeuge einen Premium-Anspruch haben, sind sie für viele Kunden erschwinglich, denn das Unternehmen bietet eine große Bandbreite an Modellen.   Andreas Lübeck:    Die Hybride haben wir in jeder Baureihe, die wir anbieten, das sind insgesamt neun Baureihen.  Bei Lexus bilden wir alle Segmente ab, das geht von der Kompaktklasse los mit dem CT, über eine Mittelklasselimousine -noch mit einem Hinterradantrieb, was sehr selten in dem Segment geworden ist – über Oberklasse und Luxusklasselimousine. Da bieten wir ein Coupé an, ein Luxuscoupé, mit dem LC, was einzigartig ist in dieser Klasse mit Hybridantrieb und eben V8 optional. Dann bieten wir bei den SUVs, die in Europa sehr gefragt sind, auch in Deutschland, Kompakt-SUV, einen Mittelklasse-SUV und einer Oberklasse-SUV an.   Foto: Toyota Deutschland GmbH Insgesamt liegt der Verkaufsanteil der Hybridmodelle bei über 90 Prozent.  Übrigens ist Lexus bei einer Zielgruppe sehr beliebt, die bekannt dafür ist, sehr genau zu rechnen.   Andreas Lübeck:    Taxiunternehmen sind natürlich wirtschaftlich denke Unternehmer, die darauf bedacht sind, ihren Kunden ein komfortables Fahrzeug zur Verfügung zu stellen während der Fahrt und kosteneffizient unterwegs zu sein! Hier passt also alles zusammen. Luxuriöses Fahren, gepaart mit sehr günstigem Verbrauch. Und was einem Taxifahrer recht ist, kann Ihnen durchaus billig sein. Diesen Beitrag können Sie nachhören oder downloaden unter:

 No one tells you when you start in sales that you need a crash course in juggling.  Not juggling balls in the air but juggling al the deals with clients that need the follow through and juggling all the deals that are cooking away but not quite ready yet.  We can get ourselves into trouble, if we don't acquit ourselves well in this juggling venture.  Find out why that is very shortly. Welcome back to this weekly edition every Tuesday of "THE Cutting Edge Japan Business Show" I am your host Dr. Greg Story, Your Corporate Coaching and Training Guy, President of Dale Carnegie Training Japan and best selling author of Japan Sales Mastery. We are bringing the show to you from our High Performance Center in Akasaka in Minato-ku, the business center of Tokyo. Why the Cutting Edge?  In this show, we are looking at the critical areas for success in business in Japan.  We want to help advance everyone's thinking so that we be at the forefront, the Cutting Edge, of how to flourish here in this market.   Before we get into this week's topic, here is what caught my attention lately. Toyota Motor Corporation is setting up a joint venture with Chinese ride hailing giant DiDi Chuxing Technology company.  Toyota is investing six hundred million dollars into the new venture to expand its business in China.   GAC Toyota Motor company a joint venture between China's Guangzhou Automobile Group will also join the project.  Toyota aims to promote the use of electric vehicles suitable for future mobility services in China, the world's biggest auto market.  In a bid to transform itself into a mobility company Toyota has established Monet technologies with investment from Softbank Group Corporation. Toyota also invested one billion into Uber technologies new subsidiary to develop autonomous vehicles together with the SoftBank Group and auto supplier Denso corporation.  In other news, A science Ministry committee of experts have approved Japan's first research involving the injection of human induced pluripotent stem iPs cells into fertilized animal eggs with the aim of growing human organs. The aim is to use human organs for transplantation in the future. Finally, The bank of Yokohama and Chiba Bank have agreed to a business tie-up.  The two banks the biggest and third largest by assets aim to launch a partnership in areas such as sharing information on mergers and acquisitions and business successions. This is episode number ninety five  and we are talking about Winning Sales Follow Through     Soredewa ikimasho, so let's get going.   The implication of this title is that if you don't properly follow through on the sale then you are losing.  Well, it is true - you are losing.  The difficulty of gaining a sale is hard enough, but the real difficulty is to get the re-order.  This is where we should all be very finely focused.  Rather than approaching a potential client with a sale in mind, what if we set off with the idea of the re-order firmly entrenched in our brain? This simple switching of gears completely changes the conversation, the goals and the execution of the sale follow through.   What often happens though in a busy life is we have more than one client on the go.  As we are completing one sale, we have other sales coming to fruition.  There are proposals to write, meetings to be held, materials and data to be gathered – all sorts of tasks required to make the sale happen.  In the middle of this rush, a sale is registered and the concentration on the imminent future sales, suck up all the energy and time that should be available to do a proper job of the follow through.   We need to think carefully about our workload and ensure that above all, we protect our reputation for reliability.  If we are going though the Valley of Sales Death, where we have run out of prospects and the sales pipeline is now empty, we may be rushing around like a maniac trying reboot the sales process.    This means we are often over extending ourselves and we don't get to the follow through in a timely manner.  It might mean not following through fast enough with potential clients we met at networking events.  We lose the momentum and now they don't respond to us.  It might mean, that we have sealed the sale and then mentally move on to securing the next one, without properly nailing down the execution piece of the first sale, we have just completed.   One key thing we need to check with the clients, is what are their expectations on the follow through, be they someone to meet after the networking event or actual clients who have just purchased from us.    Clients themselves are genius at this.  You meet them, hit them up for a follow on meeting and they say contact me: after Golden Week (May), after obon(summer holidays in August), after Silver Week (September), after bonenkai(end of year party) season, after oshogatsu (New Years).    Basically they are trying to condition our expectations of getting a meeting with them.  That is to say, they are resisting our efforts to see them, by trying to slip out of our schedules.   We can take a leaf out of their book too and make sure we set up the proper expectations for our follow through.  If we are going to be busy, then we should say: “Is it okay if I get back to you in a week or so, regarding scheduling our follow up meeting?”   In this way, we are not putting too much pressure on ourselves, if we think we cannot actually squeeze in this next meeting reasonably soon.   If we have had the meeting, gone through our offer and have promised to send a proposal with pricing, then again we need to consider what is the time frame which will allow us to remain in control and project the best image of trustworthiness and reliability.    We could say: “Thank you for the meeting today, would you mind if I shoot the proposal out to you in two weeks time?”   If we have just made the sale, then we could looking at conditioning the follow through, by saying:   “Would it be too much trouble if I sent you the necessary materials you have requested, in about two weeks time?”   I struggle with this myself.  I get on a roll and pump up the client meetings, then the proposals have to start rolling out and this is highly time consuming.  The days are filled with more and more meetings and the time between them to do the follow up gets squeezed. Deadlines start to get missed or start to drift and things start to fall of the table and not get done at all.  I have to have a few harsh words with myself and tell myself to stop biting off more than I can chew.    Often, the client will stall you on a decision.  “We will study the materials and get back to you”. They don't and you don't get back to them either, to see about the why they haven't gotten back to you as promised. This is because you have moved on seamlessly to the next client meeting, then the next subsequent round of either hollow promises or genuine undertakings, which are slow to materialize.  Sales brethren, don't expect the client to do all the work on the follow through – that is our job.   So the first step is to condition the client's expectations as you end the meeting about what will happen next and when it will happen. Give yourself time because you want to reinforce trust, credibility and reliability.  Remember to the client, the things you promised in the meeting are just so much hot air coming from a salesperson.  The real test is when we get down to the follow through.  How do you want to be perceived when it's show time?   Having set the time frames in a reasonable way, so you don't blow yourself up, you now have to really ensure you deliver what was promised, on time, or even slightly ahead of time.  Not too early though, because it will seem you were just sandbagging them on your turnaround times and certainly do not deliver anything after the agreed deadline.    They have given you permission to delay, but they don't trust people who can't make their own indulgent deadlines.  Your trust quota from the client will immediately start to evaporate.  Remember, our objective here is the re-order, not just a single sale.  Find out more when we come back from the break Welcome back You might worry about all the potential business you have left on the table by taking this extra time to concentrate on the follow through with this one client.  The trade off is that your reputation remains solid gold and you are going to ensure you will be around for a long time, not just a good time.   The terms of the deal will have certain specifications and these must be met.  If you unilaterally decide to alter them and then announce the fact as a fait accomplito the client, expect trouble. Flexibility is not a widespread trait here in business in Japan, so expect a possible client meltdown.    There are so many human relations complexities in play here in Japan, because the people we are talking to have promised something specific to others.  If we don't fulfill our side of the bargain, then our clients lose face with their buyers. This is the modern commercial equivalent of seppuku(suicide) in Japan. The clients are more concerned about their long-term position in the market, based on established trust, than they are about saving a few pennies on the pound.  They will never deal with you again, because the risk is too high against the potential reward.  You don't want that reputation – it will always come back to bite you when you can least afford it.  In this social media world we now live in, bad news travels vast distances and at light speed.   You may have seen entertainment programmes where the performer has a number of large plates spinning on a thin, reedy looking stick. As they increase the number of plates in motion, they get busier and busier rushing around to keep them all spinning, so none crash and get broken.  This is the sales life of follow through.  If we over estimate our capacity and launch too many items for follow through at the same time, like those spinning plates, we will falter and crash.   We need to have a brilliant technology for time control and time management.  We need to be highly disciplined.  We need to be excellent memo takers to ensure we write down what needs to happen next. Never try to commit the many things you have to do to memory, unless you are operating at the genius level of detail recall.  There is an ancient piece of wisdom on this:  “The faintest ink is superior to the best memory”   Write it all down, in detail, so that it is clear, creates a retrievable record and which is then actionable.  We need to be able to transfer that information to our schedules and link it back to the required sequences of follow through.  These all add up to our completion of the promise.   Often, we depend on others for some parts of the follow through and this is where we need to be excellent at delegation.  The main reason we don't delegate at all and blow ourselves up, is we are scared to rely on others.  Somewhere in the past we were let down and we are haunted by that memory for our entire working lives.  We cannot grow unless we get leverage. The chief source of leverage is other willing hands.  The issue with delegation is we don't do it properly and then conclude the tool, rather than the tradesperson is the problem.   When delegating there are some fundamental steps which must take place in order for us to be successful.  Firstly we need to plan the delegation and select the best person for the task.  This sounds infinitely reasonable, except we usually select the person who looks the least busy instead. Later we wonder why we have trouble on our hands.    The next step is we meet with that person to explain the task. This is where 99% of people get it wrong.  They tend toward the “dump it” approach rather than the “sell it” approach.  The “dump it” approach is where they just hand off the task and maybe explain a few of the details.  Typically they just say, “I need this done by next Monday”.  They leave out the WHY and the “What Is In It For You” part of the conversation.   Having explained the background, the WHY, their self interest in the project etc., we now work with the person being delegated to, on the timeline and delivery method.  We want them to be doing the main part of this, so that they have ownership and control over how they deliver it.  There will be milestones towards completion which need to be monitored.  At the successful fruition of the delegation we celebrate the achievement.   Follow through is not a one time effort, it is an every time thing.  In Japan, there is no margin for forgiveness of an error.  We are focused on the re-order, so we begin the follow through in the way we want to finish – highly regarded as someone true to their word, who can be trusted and who is totally reliable.   Action Steps   Understand the risks of poor execution after the sale has been completed Control the client's expectations Realise if you have too much on your plate, you need to slow down the pace Gather the best time control and time management methods you can find and use them Write it all down some place where you can later find the notes Use proper delegation methods that lead to success THE Cutting Edge Japan Business Show is here to help you succeed in Japan.  Subscribe on YouTube, share it with your family, friends and colleagues, become a regular. Thank you for watching this episode and remember to hit the subscribe button. Our website details are on screen now, enjapan.dalecarnegie.com, it is awesome value, so check it out. Please leave me some feedback on YouTube, I would love to know how this show helped and what other topics you are interested in for me to cover.  Remember I am here as a free resource to help you, so just tell me how I can help you best. You might also enjoy my podcasts. Look for the Leadership Japan Series, The Presentations Japan Series and The Sales Japan series wherever you get your podcasts.   In episode  ninety six we are talking about Ignore Your Business school Advice. Uh, oh - Find out more about that next week. So Yoroshiku Onegai Itashimasu please join me for the next episode of the Cutting Edge Japan Business Show We are here to help you and we have only one direction in mind for you and your business and that is UP!!!

1609 English explorer Henry Hudson, discovers and explores Delaware Bay. He will go on to claim it for the Dutch East India Company. 1898 Pharmacist Caleb Bradham has developed a digestion aid at his North Carolina drug store concocted with sugar, water, caramel, lemon, nutmeg, and what he terms 'rare oils.' Today he names it 'Pepsi-Cola,' a play on the word 'dyspepsia,' the ailment that the drink purports to soothe. 1937 Toyota Motor Corporation is formed. The car company was first founded in 1933 as a subsidiary of the Toyoda Automatic Loom Works, Ltd. The division was headed by Kiichiro Toyoda, the son of the Toyota founder, Sakichi Toyoda. 1941 Mass slaughter in the Ukraine. Hungarian Jews are murdered by the Gestapo in occupied Ukraine. SS General Franz Jaeckeln marched more than 23,000 Hungarian Jews to bomb craters at Kamenets Podolsk, ordered them to undress, and riddled them with machine-gun fire. 1944 German forces in Toulon and Marseilles, France, surrender to the Allies. 1963 One of the largest demonstrations in the history of the United States, the March on Washington for Jobs and Freedom, takes place and reaches its climax at the base of the Lincoln Memorial when Dr. Martin Luther King Jr. delivers his "I have a dream" speech. The historic speech was a call to end racism in the United States and is one of the most recognizable speeches in recorded history. 2005 Hurricane Katrina reaches Category 5 strength; Louisiana Superdome is opened as a "refuge of last resort" in New Orleans.

A new robot created by a team of Toyota engineers set a Guinness World Record after demonstrating its impressive free-throw shooting skills. Toyota Motor Corporation's robot, CUE3, completed 2,020 consecutive basketball free throws in a demonstration last May. According to Toyota, the number of CUE3's shots is in honor of the 2020 Olympic and Paralympic Games that is going to happen in Tokyo. The robot, which stands six feet and ten inches, started as an unofficial project of some Toyota employees. The engineers, who were all new to AI, developed the robot during their free time. The very first CUE robot could only hit shots from the free-throw range, but CUE3 can shoot from different distances, even from the three-point line. To execute perfect shots, the robot uses sensors on its torso to calculate the basket's distance and angle. It also has motors inside its arms and knees that allow it to repeat the correct shooting movement multiple times. In a separate demonstration meant to test CUE3's ability to make three-point shots, the robot was able to score 62.5% of the time. This figure beats NBA player Kyle Korver's single season record of 53.6% and two-time NBA MVP Stephen Curry's average of 43.6%. Although the AI robot made some record-breaking shots, it still has to learn more skills, such as running, dribbling, and jumping. As Japanese professional basketball player Yudai Baba of the Alvark Tokyo said, human players are still better for now. He said, however, that he was ready to let CUE3 play as a full-fledged player on his team if the robot could master more skills.

Akio Toyoda, vous connaissez? Une rapide recherche vous révélera qu’il est le petit-fils du fondateur de Toyota Motors, Kiichiro Toyoda, mais aussi l’arrière-petit-fils de Sakichi Toyoda, considéré comme l’un des principaux artisans de la Révolution industrielle japonaise. Mais surtout, Akio Toyoda est, depuis dix ans, le président de Toyota Motor Corporation, premier constructeur japonais et l’un des géants de l’industrie automobile. Monsieur Toyoda est aussi un véritable passionné de la chose automobile. Cet article Essai routier : Toyota Camry (podcast 88) est apparu en premier sur Philippe Laguë.

Thema heute:    Toyota gibt 24.000 Patente aus 20 Jahren Hybrid-Entwicklung frei Toyota treibt die weitere Verbreitung elektrifizierter Fahrzeuge voran: Der japanische Automobilhersteller hat die Freigabe von fast 24.000 Patenten aus über 20 Jahren Hybridtechnik-Entwicklung zur gebührenfreien Nutzung angekündigt. Darüber hinaus bietet das Unternehmen anderen Automobilherstellern eine kostenpflichtige technische Unterstützung bei Entwicklung und Verkauf elektrifizierter Fahrzeuge an, wenn diese Hersteller Motoren, Batterien, Steuergeräte und andere Komponenten von Toyota für ihre eigenen Antriebe nutzen. Mit diesen Maßnahmen möchte man die Elektrifizierung der Mobilität beschleunigen und Regierungen, Autoherstellern und der Gesellschaft insgesamt dabei helfen, ihre Ziele im Zusammenhang mit dem Klimawandel zu erreichen. „Die Zeit der Zusammenarbeit ist gekommen“, sagte man bei der Toyota Motor Corporation. „Wir erhalten sehr viele Anfragen zu unseren Elektrifizierungssystemen von Unternehmen, die erkannt haben, dass Hybridantriebe und andere elektrifizierte Fahrzeugtechnologien noch beliebter werden müssen. Wenn die Zahl der elektrifizierten Fahrzeuge in den nächsten zehn Jahren deutlich steigt, dann werden sie zum Standard. Diesen Prozess wollen wir unterstützen.“ Bei den gebührenfreien Patenten handelt es sich um fortschrittliche Technologien insbesondere aus Hybridfahrzeugen, die dazu beigetragen haben, die Leistung der Antriebstechnik zu verbessern, ihre Größe zu verringern und die Kosten zu senken. Dabei geht es vor allem um Kerntechnologien wie Elektromotoren, Steuergeräte und Systemsteuerungen, die in verschiedenen elektrifizierten Antriebssystemen - etwa in Hybrid-, Plug-in-Hybrid- und Brennstoffzellenfahrzeugen - zum Einsatz kommen. Insgesamt bietet Toyota rund 23.740 Patente aus mehr als 20 Jahren Hybridtechnik-Entwicklung an - ab sofort bis Ende des Jahres 2030. Die gebührenpflichtige technische Unterstützung umfasst die Bereitstellung von Überblicken zu Elektrifizierungssystemen, Bedienungsanleitungen sowie detaillierte Erläuterungen zur Abstimmung von Fahrzeugen, die diese Systeme nutzen. Die Unterstützung von Toyota hilft anderen Automobilherstellern dabei, ausgezeichnete Produkteigenschaften im Hinblick auf Kraftstoffeffizienz, Leistung und Laufruhe in ihren Fahrzeugen zu erreichen.  Die Services werden im Rahmen von Verträgen angeboten. Mit den kostenlosen Patenten und der technischen Unterstützung möchte Toyota die Entwicklung und weltweite Markteinführung elektrifizierter Fahrzeuge fördern und beschleunigen. Bereits seit Januar 2015 stellt der japanische Automobilhersteller 5.680 Patente zur Antriebstechnik von Brennstoffzellenfahrzeugen zur Verfügung. Diesen Beitrag können Sie nachhören oder downloaden unter:

In the automotive industry, the race is always on to be first to market with the product that will not only change the industry, but transform culture itself – and the race is really heating up around autonomous vehicles. That’s one of the main reasons why Toyota invested $8B to start the Toyota Research Institute, or TRI, right in the heart of California’s Silicon Valley.   And one of the voices leading the development of innovative, life- and product-changing technology is Dr. Gill Pratt, CEO of the Toyota Research Institute and a Fellow at the Advanced Research & Development Company at Toyota Motor Corporation in Japan.   We had the opportunity to speak with Dr. Pratt at the Detroit Auto Show where he gave some insight into the rad world of high-tech, Toyota-style.   Resources: Learn more at www.tri.global Watch: “Toyota Press Conference at CES 2019: TRI CEO Dr. Gill Pratt” Toyota Untold is produced by Crate Media

Herb Kelleher: Your people come first, and if you treat them right, they'll treat your customers right. When you have a people first mindset/ a strategic engagement mindset, you know it's people first; projects second (Bruno Zheng Wu), you also know it's not about the efficiencies of the organizational structure or systems in place. You know it is based on the effectiveness of your employees. Your employees want to know that they are your highest value. And they are, because they produce everything at all levels. Always remember, you build people first, you value people first, and then they build your business or organization. Employees will give you their best, when they know that you value them as individuals who are individuals with a life – at home, socially, and at work, - who have dreams, aspirations, values of their own, preferences, and a unique approach of their own. They want to know you value their work/life balance as well. Fujio Cho, honorary chairman of Toyota Motor Corporation said: We build people first, then we build cars. Most management styles are about making people into efficient assets, and so make people expendable. You can efficient with things, but you must be effective with people. (Stephen Covey). Being people-centered makes leadership way more effective. Engage your team as individuals who are valued, and have a valuable contribution to make and they will be more productive. --- Send in a voice message: https://anchor.fm/theleadershipboost/message Support this podcast: https://anchor.fm/theleadershipboost/support

My guest for Episode #324 of the podcast is Art Smalley. Art was one of the first Americans to work for Toyota Motor Corporation in Japan and, since then, has been helping other organizations with the Toyota Production System (a.k.a. “Lean”) methods and approaches. You can also visit his website to learn more, www.ArtOfLean.com.Art is a fellow faculty member at the Lean Enterprise Institute. He has written two Shingo Publication Award-winning books: Creating Level Pull and (co-authored with Durward Sobek) Understanding A3 Thinking. Art later wrote Toyota's Kaizen Methods: Six Steps to Improvement with Isao Kato.I own all of these books and have only met Art briefly in the past, so I'm happy to finally have him here as a guest. Today, we'll talk about Art's career and his most recent book, Four Types of Problems, published by the Lean Enterprise Institute (note: LEI provided me a free electronic copy of the book).I hope you enjoy the conversation as much as I did.

Supreme Court of Georgia Argued on December 11, 2017 For Appellant: Keith Allen Pittman, Robert David Cheeley (argued), John Raymond Bevis, Keith E. Fryer, Roy E. Barnes (argued) For Appellee: Carrier Lynn Christie, Frank Mitchell Lowrey (argued), Robert Harris Burke, Joel H. Smith, Richard Hood Willis, Ashleigh R. Wilson, Amanda Kay Seals Bersinger --- Support this podcast: https://anchor.fm/georgia-appellate-review/support

Toyota Motor Corporation has announced the recall of millions of Toyota and Lexus automobiles. Toyota warned that the gas pedals in nearly four million Toyota and Lexus vehicles may be defective and can be pinned by floor mats, causing the vehicles to speed out of control. There have been reports of numerous accidents, many of them serious, involving Toyota and Lexus vehicles that "unintentionally" accelerated. If you or a loved one was involved in an accident involving a Toyota or Lexus automobile, contact Mark & Associates, P.C. today for a free, no obligation, case evaluation.

Toyota Motor Corporation has announced the recall of millions of Toyota and Lexus automobiles. Toyota warned that the gas pedals in nearly four million Toyota and Lexus vehicles may be defective and can be pinned by floor mats, causing the vehicles to speed out of control. There have been reports of numerous accidents, many of them serious, involving Toyota and Lexus vehicles that "unintentionally" accelerated. If you or a loved one was involved in an accident involving a Toyota or Lexus automobile, contact Mark & Associates, P.C. today for a free, no obligation, case evaluation.