Shoichiro Toyoda | |
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豊田 章一郞 | |
 Toyoda in 2007 | |
| Born | (1925-02-27)February 27, 1925 Nagoya, Empire of Japan |
| Died | February 14, 2023(2023-02-14) (aged 97) |
| Education |
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| Title | Chairman ofToyota Motor Corporation (1994–1999) |
| Children | Akio |
| Father | Kiichiro Toyoda |
| Relatives |
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Shoichiro Toyoda (Japanese:豊田 章一郞,Hepburn:Toyoda Shōichirō; February 27, 1925 – February 14, 2023) was a Japanese business executive who served as chairman ofToyota Motor Corporation from 1992 to 1999,[1] as well as chairman of the influentialJapan Business Federation (日本経済団体連合会,NipponKeidanren)[2] from 1994 to 1998.[3] Under Toyoda's leadership, Toyota started manufacturing vehicles overseas[4] and undertook the development of theLexus brand.[5] He was the grandson of theToyoda Automatic Loom Works founderSakichi Toyoda and the son of the Toyota Motor founderKiichiro Toyoda.[4]
Shoichiro Toyoda was born inNagoya on February 27, 1925.[6][7] The eldest son and second of four children, his parents wereKiichiro Toyoda, the founder of Toyota Motor, and Hatako Toyoda.[8][9][10] He was the grandson ofSakichi Toyoda, the founder of theToyoda Automatic Loom Works.[10]
Toyoda graduated fromNagoya University with a degree in engineering in 1947.[11][8] He avoided being drafted duringWorld War II, because the field of engineering was considered vital to the war effort.[9] After graduating, he worked at a fishcake-processing plant in Hokkaido, and at a house construction firm.[12][13]
In 1955, Toyoda received a PhD in engineering fromTohoku University, after completing his doctoral dissertation on fuel injection.[14]
In 1952, Toyoda joined Toyota Motor following the sudden death of his father.[8] Until then, he had not planned to join the company, but did so at the urging of his uncle,Eiji Toyoda.[8] His initial role was director of the inspection department.[9]
In 1957, Toyoda signed off on exporting theToyopet Crown to the United States, after taking it on a road trip himself.[9][13] Lacking an engine powerful enough to drive on US highways, however, the Crown failed to win over American drivers and incurred a significant loss for the company.[9][13][15] The experience was a turning point for Toyoda, who later wrote that he became "determined to develop a high-quality passenger car that would perform well anywhere in the world".[9]
Toyoda was appointed managing director in 1961,[14] the same year that Toyota introducedTotal Quality Control (TQC).[16] In his role as deputy general manager, Toyoda became a "standard-bearer" for TQC within Toyota Motor, supporting Eiji Toyoda, who served as general manager for QC promotion and went on to become president.[16] In 1965, Toyota Motor applied for and was awarded theDeming Prize for successful implementation ofTotal Quality Management (TQM).[16][17]
In 1967, Toyoda was promoted to senior managing director, and became executive vice president in 1972.[14] Company highlights during this period included the launch of theToyota Corolla in 1966,[18] and its introduction to the US market in 1968;[8] the Corolla became the bestselling car in the world in 1974,[18] and went on to become the bestselling car of all time.[8][18]
In 1981, Toyoda moved from Toyota Motor to become president of Toyota Motor Sales.[16] In 1982, the two organizations merged to form Toyota Motor Corporation, with Toyoda as the new entity's president.[16] He served as chairman from 1992 to 1999; and he became honorary chairman in 1999.[19]
Following the merger of Toyota Motor with Toyota Motor Sales, Toyoda led a concerted effort to blend the two organizations' distinct corporate cultures, emphasizing what he called "'The Three Cs': Creativity, Challenge and Courage".[16][17] Until then, their management philosophies had been compared to "oil and water"; the old Toyota Motor had prioritized "efficiency", while Toyota Motor Sales had a more "free and open" culture.[16] In 1984, a group was formed to explore organizational reform within Toyota, which found that the company suffered from "big company disease", discouraging younger employees from proposing new ideas due to the bureaucracy which had become entrenched within the old Toyota Motor.[16] Toyoda pushed the company to overcome its "rigidity" to encourage innovation, and in 1988, nearly all the recommendations of the study group were adopted.[16]
Starting in 1990, Toyoda shifted gears to emphasize contributions to society, rather than corporate social responsibility.[16] In 1992, the company updated its Basic Precepts with new Basic Principles, and also issued a document that came to be known as the Toyota Global Earth Charter.[16] Before stepping down as president in 1992, Toyoda drove the adoption of the Toyota Development Center System, organizing the company in "clusters" that would help foster creativity and innovation.[16]
Under Toyoda's leadership, Toyota expanded its global footprint by manufacturing vehicles in local markets, starting with North America.[20][9] In 1983, Toyoda opened discussions withGeneral Motors to form a joint venture to take over a GM factory in California.[20][13] CalledNUMMI, the New United Motor Manufacturing, Inc., started producing the Toyota Corolla, as well as theChevrolet Nova, in 1984.[13][20]
Two years later, Toyota opened its first wholly owned vehicle manufacturing plant in Kentucky, and began production of theToyota Camry in 1988.[8][9][13] When the plant was opened, Toyoda stated that the company would "work hard to become a good citizen of Kentucky and America".[8] The company subsequently opened plants inCambridge, Ontario in Canada, andBurnaston in the United Kingdom.[13] By the time Toyoda became chairman in 1992, Toyota had manufacturing plants in 22 countries.[9]
After successfully building Toyota's reputation as a manufacturer of affordable compact cars, in 1989, the company introduced theLexus brand of luxury automobiles to the US market, as Toyoda aimed to design a vehicle that could compete with German models.[8][12] In 1991, Toyota introduced the first wide-body Camry, an example of the growing number of vehicles specifically designed for markets outside Japan.[13]
Even after he was no longer involved in day-to-day management of the company, Toyoda remained personally interested in car design, and was an enthusiastic participant at test-drive events into his later years.[12] Toyoda was a staunch opponent of Toyota's participation inFormula One races, publicly disagreeing with later company presidentHiroshi Okuda, who nevertheless entered Toyota into the F1 in 1999 and orchestrated its purchase of theFuji Speedway in 2000.[16]
From 1994 to 1998, Toyoda served as chairman ofKeidanren, the Japanese Business Federation.[12][20] Taking the helm of the powerful business lobbying organization in the aftermath of theJapanese asset price bubble, Toyoda helped to navigate tense trade relations with the US.[12] When his younger brotherTatsuro Toyoda, the new president of Toyota Motor Corporation, was unable to join discussions with US AmbassadorWalter Mondale due to illness, Shoichiro stepped in as chairman of Toyota to negotiate the voluntary purchase of more American parts to help alleviate the US trade deficit with Japan, roughly half of which was due to automobiles.[12] Toyoda also led Keidanren in lobbying the government to reduce corporate tax rates and deregulate the economy.[8]
Toyoda remained honorary chairman of Toyota from 1999 until his death.[8] He died of sudden heart failure on February 14, 2023, at age 97.[21][13] He was survived by his wife, daughter, and sonAkio Toyoda, who has served as president of Toyota Motor Corporation for 14 years and stepped down from the post in April 2023.[8]
| Business positions | ||
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| Preceded by | President ofToyota 1982–1994 | Succeeded by |
| Chairman ofToyota 1994–1999 | Succeeded by | |
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| Grand Cross (Bayani) |
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| Grand Officer (Marangal na Pinuno) | |
| Commander (Komandante) | |
| Officer (Pinuno) | |
| Champion for Life (Kampeon Habang Buhay) | |
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| Other | |
