ABSTRACT
The "Toyoda Platform" written by Kiichiro Toyoda advocates to "always strive to build a warm and friendly homelike atmosphere at work". Toyoda decided to step down because the company was forced to have a layoff and he never came back to Toyota. Toyota, as seen by the Toyota Production System, seems to believe that processes and systems trigger behaviors and therefore results. Toyota emphasizes the capabilities of the people who create products as well as the network of their relationships. Toyota has applied its thinking habits to identify problems, to identify solutions, and to implement these solutions autonomously using informal groups called jishu ken. Labor–management relations at Toyota are strongly influenced by the company's thinking habits. Sharp's tragedy took place after its internal power struggle. As Toyota announced its draft plans to set up a new plant in the United States, many state governments tried to invite Toyota to their home states.
