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G6_TP0_Toyota Overview, ICE, Planning, Handles full cycle - Coggle Diagram

- - - - Global Expansion and Identity (1980s–1990s)
        
        Sustainability, Innovation, and Mobility (2000s–2020s)
        
        2001: Toyota Way 2001 introduced.
        
        1997: Prius launched — the world’s first mass-produced hybrid car.
        
        2011: Toyota Global Vision announced.
        
        2015: Toyota Environmental Challenge 2050 launched.
        
        2020: Toyota Philosophy and Toyota Way 2020 updated.
        
        2021: Construction of Woven City (a prototype smart city) began.
        
        2022: Faced challenges like the Russia–Ukraine crisis and global supply chain issues.
        
        1984: NUMMI joint venture with GM established in the U.S.
        
        1982: Toyota Motor and Toyota Motor Sales merged.
        
        1992: Guiding Principles at Toyota adopted.
      - 1963: Kanban method adopted to improve production efficiency.
      - 1961: Total Quality Control (TQC) introduced.
      - 1960s–70s: Japan entered a period of rapid economic growth.
- - - - Lead the future of mobility by enriching lives through safe, responsible, and innovative transportation.
        
        Work Principles
        
        Teamwork & shared challenges
        
        Kaizen (Always a better way)
        
        Exceed expectations through customer satisfaction
        
        Monozukuri (Create value, develop people, contribute to society)
        
        Visual Metaphor: A symbolic tree :deciduous_tree:
        
        Fruits :kiwifruit: = Vision outcomes
        
        Trunk = Operational strength
        
        Roots = Founding principles
        
        Planted in a human environment to symbolize customer focus
        
        Key Directions
        
        Continuous innovation
        
        Respect for the planet
        
        Quality first
  - - - Software
        
        People-first design, imagination, Genchi Genbutsu (go to the source)
      - Hardware
        
        Flexible systems adapting with tech
      - Partnerships
        
        Unite employees, customers, and communities for sustainable happiness
    - - Be faithful to duties for the greater good
      - Pursue learning and creativity
      - Be practical, avoid waste
      - Build a warm, friendly workplace
      - Respect spiritual values, show constant gratitude
- - - - Global luxury brand HQ (Nagoya, Japan)
      - Brand strategy / Product development / Marketing
    - - North America, Europe, Japan
      - Other Regions
        
        Tailor development
        
        Sales strategies
    - - Development & production
  - - - Key component & supply chain partners
        
        Denso: 24.77%
        
        Aisin: 30%
        
        Toyota Tsusho: 33%
      - Strategic stakes
        
        Subaru: 20%
        
        Mazda: 5.05%
        
        Suzuki: 4.9%
        
        Isuzu: 4.6%
    - - Toyota Financial Services Corp
        
        Auto loans/ leasing/credit cards/insurance
      - Toyota Motor Credit
        
        Retail & wholesale financing and leasing
        
        Toyota Financial Savings Bank
        
        Lexus Pursuits Visa | Toyota Rewards Visa
      - Mobility-linked finance
        
        Partnerships with Uber, Grab
        
        Telematics-based insurance
- - - - traditional gasoline/diesel vehicles.
    - - e.g., bZ series (like bZ4X).
    - - BEV
        
        FCEV
    - - Short Term (2024–2025)
        
        Medium Term (by 2026)
        
        Long Term (2030 Goal)
        
        3.5M BEV sales/year
        
        Achieve carbon neutrality
        
        10 new BEV models
        
        Expand production (e.g., Kentucky plant)
        
        Improve battery efficiency
        
        Expand bZ lineup
        
        bZ3 (China), bZ Compact SUV (US)
        
        Regional BEV strategies
- - - - ¥4.32T new debt for liquidity (COVID)
    - - EV & hybrid investment (e.g., Kentucky plant)
    - - Recovery, profit rebound, debt repayment
  - - - Quick ratio ↓ (less cash, more inventory)
      - Current ratio ↑ (inventory growth > liabilities)
    - - Both ratios ↑
      - Better liquidity, stable operations, improved cash flow
  - - - 🕓 Dropped (2020–2022) → COVID delays
      - 🚀 Recovered (2022–2024) → Global demand rebound
    - - 📉 Slowed (2020–2022) → Overstocking
      - 📈 Improved (2022–2024) → Better supply-demand match
  - - - Strong hybrid sales
  - - - ⬇️ 2023 dip: -14% (¥2.45T)
        
        Caused by
        
        Chip shortages
        
        Regional sales challenges
        
        Currency issues
        
        Daihatsu certification scandal
        
        High material & energy costs
      - 🔁 2024 rebound: Strong EV investment & global expansion
- - - - 2020
        
        2021
        
        2022
        
        2023
        
        ~60%
        
        ~32%
        
        2 more items...
        
        Decreasing :arrow_down:
        
        ~65%
        
        ~32%
        
        ~2%
        
        1 more item...
        
        ~70%
        
        ~28%
        
        ~1.5%
        
        <0.2%
        
        1 more item...
        
        ~75%
        
        ~24%
        
        ~1%
        
        <0.1%
        
        <0.1%
      - ~80%
        
        ~20%
        
        <1%
        
        <0.1%
        
        <0.1%