Top management from four Toyota Group companies—Hino Motors, Daihatsu Motor, Toyota Industries Corporation, and Toyota Motor Corporation—together with the employees, donned their work clothes and went to the genba to put their heads together and face the issues.

Since 2022, the Toyota Group has faced ongoing certification issues*. Last February, Chairman Akio Toyoda established Akio Toyoda’s Juku TPS Jishuken for Certification Work to ensure the same mistakes are not made again.

* Group companies were carrying out certification testing necessary to apply for type approval to mass-produce car models using standards that differed from the ones set by the government.

Their goal was to use kaizen to create better systems for work. Their target was not only the certification work itself but the entire process leading up to certification, including planning, development, design, and production preparation.

Using the material and information flow diagram, they clarified the overall system behind their work, making it easy to see delays caused by re-dos and reworkings. This helped identify the true causes and implement countermeasures using genchi-genbutsu.

Early lessons from the TPS Jishuken included that to apply for certification for one model requires 1,300 pages of paperwork, that pressure to stick to the schedule piles up on the certification genba, and that there is anxiety about being able to perform the test correctly in one try due to the extreme pressure.

As the person responsible for guiding the Group, Chairman Toyoda is in charge of the activities. He praised the genba and offered some advice, saying, “I think we came to understand a lot of things we didn’t know before. Starting to understand is the first step forward.” “Don’t look for someone to blame for problems. Look at what happened. That’s the culture we need to create first and foremost.”

The aim is to build a system where it’s possible to find the issue and take action as soon as something happens.

From minivehicles to heavy-duty vehicles to engines, the four companies are deepening their connections and working together, sharing industry issues and developing case studies.

Source: https://toyotatimes.jp/en/newscast/100.html?padid=ag478_from_newsroom

At CFAO Mobility Zambia, we believe that continuous learning and skill enhancement are key to delivering the exceptional service our customers expect. That’s why, throughout the year, our teams are engaged in a blend of practical and online training designed to refine their skills, expand their knowledge, and keep them at the forefront of industry standards.

This year’s journey towards the highly anticipated Toyota National Skills Contest, held on Saturday, 9th November 2024, at the Nangwenya Toyota branch in Lusaka, is a perfect example of how our commitment to professional development culminates in a celebration of excellence.

Over the past year, employees from our Vehicle Sales, Parts, and Service departments participated in a series of online learning sessions and hands-on practical training. These sessions were designed to challenge them, expose them to real-life scenarios, and equip them with the skills needed to excel in their respective fields. By the time the contest arrived, our teams had already undergone rigorous training that tested their ability to apply what they had learned in realistic, competitive environments.

The Toyota National Skills Contest is not just a one-day event; it is the pinnacle of months of hard work and dedication. Employees from all five branches came together to compete in a series of tasks and challenges that tested their skills in real-world sales, service, and parts operations. The competition was fierce, with participants demonstrating a deep understanding of industry practices, technical expertise, and customer service excellence.

This contest, now in its 10th year, has become a cornerstone of our culture, encouraging growth, fostering innovation, and boosting morale. It’s a platform where the brightest minds of CFAO Mobility Zambia come to showcase their abilities, and where the winners are celebrated not only for their talent but also for their commitment to continuous improvement.

Celebrating Success and Continuous Improvement

We are excited to announce the winners of this year’s contest, whose dedication and expertise stood out among their peers. But beyond the awards and recognition, the real success is in the growth and development of every participant.

Here’s a look at the 2024 Toyota National Skills Contest Results:

Vehicle Sales Advisors

• 1st Place: Monde Siwale – Toyota Solwezi
• 2nd Place: Mwaka Mukela – Toyota Nangwenya
• 3rd Place: Masiliso Nyambe – Toyota Livingstone
• 4th Place: Ethel Mitti – Toyota Cairo Road
• 5th Place: Rita Kasakwa – Toyota Nangwenya

Technicians

• 1st Place: Henschels Chilufya – Wila Motors Kasama (ASC)
• 2nd Place: Daniel Miselo – Toyota Solwezi
• 3rd Place: Archie Musonda – Toyota Nangwenya
• 4th Place: Gerald Mumba – Toyota Kitwe
• 5th Place: Albert Phiri – Toyota Nangwenya

Parts Sales

• 1st Place: Mataka Mbangweta – Wila Motors Kasama (ASC)
• 2nd Place: Patric Lwipa – Toyota Nangwenya
• 3rd Place: Jethro Nyirongo – Toyota Solwezi
• 4th Place: Virgin Milinga – Toyota Cairo Road
• 5th Place: Stanley Mulonga – Toyota Solwezi

Parts Stores

• 1st Place: Juma Ndekela – Toyota Cairo Road
• 2nd Place: Derby Mushokabanji – Toyota Livingstone
• 3rd Place: Belly Makabakano – Toyota Nangwenya
• 4th Place: Motson Mudenda- Toyota Nangwenya
• 5th Place: James Kunda – Toyota Kitwe

National Vehicle Sales

• 1st Place: Chimfwembe Mwambazi – Toyota Cairo Road
• 2nd Place: Namangolwa Meleka – Toyota Cairo Road
• 3rd Place: Raymond Samulela – Toyota Nangwenya
• 4th Place: Valarie Mumba – Toyota Nagwenya
• 5th Place: Alinedi Daka – Toyota Cairo Road

A huge congratulations to all the winners and participants for their hard work and outstanding achievements! As we look forward to the regional competition in South Africa next year, we encourage all participants to continue sharpening their skills, setting their sights on even greater accomplishments.

This year’s National Skills Contest not only highlighted the skills of our top performers but also reinforced the importance of year-round training. Through online learning and practical sessions, we continue to push the boundaries of what we can achieve, ensuring that CFAO Mobility Zambia remains a leader in the automotive industry.

As we celebrate another successful contest, we remain committed to the growth and development of our people, knowing that their success is the foundation of our continued corporate achievements.

Here’s to the future, where every skill learned today leads to even greater success tomorrow!

Toyota Motor Corporation
Nippon Telegraph and Telephone Corporation

Through their previous collaborations, the two companies have confirmed that they share common values, such as contributing to society through technological and industrial development, a people-centered approach, and global contributions that start in Japan. This time, they will further deepen their collaboration with the aim of achieving a “society with zero traffic accidents” as the first step towards realizing a prosperous mobility society where safety and freedom are in harmony.

In order to achieve a society with zero traffic accidents, it is necessary to take an infrastructure-cooperative approach that constantly connects people, mobility and infrastructure, in addition to the advancement of driving support technology based on data-driven technology in cars and the development of future automated driving technology.

To achieve both of these things, Toyota is developing Software Defined Vehicles (SDV) with safety and security as the top priority. Alongside the evolution of SDV, it will become more important to build infrastructure such as a high-speed, high-quality communication infrastructure, an AI infrastructure that can collect and intelligently process vast amounts of information, and a computing infrastructure.

In this collaboration, NTT, whose strengths lie in the telecommunications, and Toyota will jointly build a “Mobility AI Platform” that combines a seamless communications infrastructure with AI and computing platforms that can intelligently process large amounts of data. By doing so, they aim to connect people, mobility, and infrastructure to realize a safe, secure, and sustainable mobility society with no traffic accidents.

Details of the joint initiative

We will jointly develop and operate the “Mobility AI Platform” and use it in our efforts^*1 to achieve a society with zero traffic accidents. The Mobility AI Platform is made up of multiple elements^*2.

The Mobility AI Platform aims to standardize the mobility field, and we envision that it will be used not only by the two companies, but also by a wide range of industry, government, and academic partners who share the goal of realizing a society with zero traffic accidents.

Through this initiative, the two companies expect to invest a total of 500 billion yen by 2030. Starting in 2025, they will begin development of the Mobility AI Platform, and from around 2028 under the three-pronged infrastructure, they will begin social implementation and collaboration with various partners, aiming for widespread adoption from 2030 onwards.

*1 Main initiatives aimed at achieving a society with zero traffic accidents
“Three-pronged infrastructure collaboration” to prevent collisions at blind intersections, etc.
“Development of advanced driving support/future automated driving systems” that are data-driven, with AI learning on its own based on large amounts of driving data

Image of a society with zero traffic accidents through “Three-pronged approach”

*2 Elements that make up the mobility AI platform
1. Distributed computing platform (data center)
Computing resources (data centers) for analyzing and processing vast amounts of data using AI are installed in distributed locations, utilizing IOWN’s optical communication technology. By locating them in areas rich in renewable energy, we can achieve local production for local consumption of electricity, and by achieving high power efficiency in the coordination and processing of distributed computing resources and AI, we can promote the greening of the vast amounts of electricity needed for data analysis and processing.
2. Intelligent communication infrastructure
A system is being built to coordinate human mobility infrastructure through seamless communication that is suitable for various traffic environments and conditions in urban areas, rural areas, and suburbs. In addition to being highly reliable, it also achieves low-latency communication for large volumes of data.
3. AI infrastructure
A platform that achieves mobility AI that learns and infers from various data from human mobility infrastructure, based on a “distributed computing infrastructure (data center)” and “intelligent communication infrastructure”.

 Components of the mobility AI infrastructure

Source: https://global.toyota/

Nagoya University recently unveiled a bust of alum and Honorary Chairman Shoichiro Toyoda at the university’s Toyoda Auditorium. Chairman Akio Toyoda attended the unveiling on October 10, 2024 and gave a speech on behalf of the family.

Honorary Chairman Shoichiro graduated from the Nagoya University School of Engineering in 1947 and received a PhD in Engineering in 1955.

He had a belief that for Japan to help address global-scale issues such as environmental problems would require collaboration between industry and academia and initiatives that go beyond industrial boundaries. Those beliefs were behind the support he gave his alma mater in nurturing the next generation.

When the university alumni association was established in 2002, he worked as its first chairman for 18 years and was instrumental in establishing the Nagoya University Foundation. In order to preserve his achievements for future generations, the university proposed a bust be erected in his honor.

Toyoda Auditorium, where the bust now stands, was dedicated to the university by Toyota Motor Co., Ltd. (present Toyota Motor Corporation) to be a place where young people can grow. Honorary Chairman Shoichiro later supported the large-scale renovation of the building and attended entrance and graduation ceremonies held there nearly every year.

Chairman Akio said of the bust at Toyoda Auditorium, “I’m sure he will warmly watch over the growth of the young people who carry Japan’s future.”

Honorary Chairman Shoichiro devoted himself to the development of his alma mater to nurture the next generation. We look back at that passion and the beliefs he has passed down to Chairman Akio.

Source: https://toyotatimes.jp/en/newscast/098.html?padid=ag478_from_newsroom 

As Zambia marks 60 years of independence on October 24th, 2024, CFAO Mobility Zambia proudly reflects on a shared history of growth, resilience, and progress. Since opening our doors in Lusaka in 1963, just before Zambia’s first Independence Day, we have been committed to serving this great nation. Over the decades, our business has remained undisturbed, expanding to several branches, Authorized Service Centers, and Team Toyota Garages across the country.

This year’s theme, “60 Years Strong: Honouring Our Heritage, Embracing Our Future,” resonates deeply with us. We honor our roots, the sacrifices of our forefathers, and the rich cultural heritage that continues to shape our identity as Zambians. At CFAO Mobility, we take pride in being part of Zambia’s journey, delivering mobility solutions that drive progress and support the nation’s development.

As we embrace the future, we remain committed to serving the Zambian people by providing reliable vehicles, unmatched customer service, and innovative automotive solutions. Just as Zambia continues to move forward, so do we—building brighter, more sustainable futures together.

Happy 60th Independence Day, Zambia! Here’s to many more years of unity, progress, and success.

The path to the world’s fastest cars was previously slammed shut for Toyota’s racing drivers. Is it about to reopen?

On October 11, TOYOTA GAZOO Racing (TGR) and the MoneyGram Haas F1 Team (Haas), which has competed in Formula 1 since 2016, announced a technical partnership aimed at cultivating talent and developing vehicles.

On the motorsport genba, Toyota has long pursued a “driver-first” approach to carmaking that incorporates feedback from professional drivers into the development of production vehicles. Through this partnership with Haas, TGR’s young drivers, engineers, and mechanics will get a chance to take on the pinnacle of motorsports, with their accumulated expertise and the resulting technologies helping to make ever-better cars.

Dreams and aspirations

On the day of the announcement, the teams held a press conference at Fuji Motorsports Forest in Oyama, Shizuoka. GAZOO Racing Company President Tomoya Takahashi explained the three elements of “driver-first” carmaking: people (personnel development), pipeline (data analysis and utilization), and product (vehicle development).

On the people front, Takahashi revealed that as part of this arrangement, TGR and Haas will establish a new “driver development program,” allowing TGR’s training drivers to gain F1 experience by participating in test runs. Similarly, engineers and mechanics will take part in developing racing car aerodynamics, simulating use under extreme conditions, as well as designing and fabricating carbon components.
At the same time, TGR’s engineers and mechanics will acquire expertise in instantly analyzing Haas’s vast troves of data during races and harnessing it to map out strategies in real-time, contributing to the Pipeline. The knowledge obtained through this process will be continually applied to Toyota’s vehicle development, the Product.

In terms of personnel development, Takahashi added, “The active roles of F1 drivers, engineers, and mechanics can provide children with dreams, aspirations, and goals. For TOYOTA GAZOO Racing, it is extremely important to demonstrate such hope to the children who will be responsible for the future of the automotive industry.”

On the other side of this partnership, Haas is currently in its ninth F1 season, sitting in seventh place out of ten teams after the Singapore Grand Prix in September.

At the press conference, Team Principal Ayao Komatsu described Haas as “both the youngest and the smallest team.” Having competed efficiently despite its size, the Haas team was seeking to push further up the rankings when this partnership was first mooted in February.

Haas Team Principal Komatsu

I believe that a major partnership such as this can only be built upon a relationship of respect and trust and a desire to work together towards a shared goal. Since we had plenty of that, I felt this could really work.

It was arranged that I would meet Chairman Toyoda, and I came to Tokyo before the Canadian Grand Prix in June.

Our visions were so closely aligned that it was hard to believe we were meeting for the first time. He is a very passionate person, and his ideas for the future, for inspiring Japan’s young people and the world of motorsports, shine through brightly.

These really resonated with what I want to accomplish through the Haas F1 Team, which was another green light.

I think these kinds of partnerships come about through personal connections, and that was the basis for this agreement. TGR possesses the manufacturing capabilities that we currently lack.

What we do have is the latest F1 know-how, while being short on people, facilities, and horsepower. These are things that TGR can contribute as we work together in various areas to improve the team and develop our personnel.

Formula 1 makes use of cutting-edge technologies, but the crucial element is the people. It is people who build things, who create simulation software, and who put them to use.

Even looking at the same data, each individual will make different decisions. We decided to pursue this partnership because both sides truly want to focus on developing people and creating a team whose efforts can inspire the next generation.

Morizo clears the air

Next to take the mic was Chairman Akio Toyoda, aka Morizo. He touched on the nature of racing drivers and the atmosphere that had pervaded Toyota’s pits since the company withdrew from F1 back in 2009.

Although I’m not a professional racing driver, I’m surrounded by numerous professional racers who don’t mind driving with me.

Recently, among them are both drivers who grew up with Honda and racing drivers who have long been with Toyota.

There’s something I sense when talking to professional racing drivers.

It’s that everyone wants to drive the world’s fastest cars.

I think that’s the way drivers are.

That said, I’m the person who quit F1. So, I think that drivers were never able to frankly talk about it in front of me. It was like there was always this inhibiting atmosphere in our pit.

In January this year, I said in front of everyone that I had finally gotten back to being an ordinary guy who loves cars.

I think that, somewhere deep in his heart, that ordinary older car-loving guy Akio Toyoda had always regretted having blocked―by pulling out of F1―Japanese youths’ path toward driving the world’s fastest cars.

That said, with the media watching my every step, I dare to add that I still believe my decision as the president of Toyota to withdraw from F1 was not wrong.

Not very long ago, I had the opportunity to speak with Team Principal Komatsu. He himself is someone who has carved out big dreams. But behind him was his father, who always allowed him to chase those dreams freely.

Both Mr. Komatsu and I have come to share the same desire to be a “father” who allows children to chase their dreams. Mr. Komatsu, I owe you my thanks.

The Super Formula drivers over there (Fuji Speedway), both the Toyota and the Honda drivers, all grew up as kids driving karts.

I believe there are many children all over the country who, admiring them, also drive karts. I think that, together with Mr. Komatsu and his team, we need to increase the number of such children.

But before that, I would like to see the day when a Super Formula driver grips the steering wheel of the world’s fastest car.

Mr. Komatsu and all the members of Haas, I look forward to working with you for the sake of the Japanese motorsports world.

And….to the media!

Please make sure that tomorrow’s headlines don’t read: “Toyota Finally Returns to F1”. Rather, it would be great to see headlines and articles that inspire Japanese children to dream of the possibility that they, too, could one day drive the world’s fastest cars.

This wasn’t the first time that Morizo had spoken his mind about the F1 withdrawal. In September 2023, when Ryo Hirakawa became a McLaren reserve driver after spending his entire career with Toyota-affiliated teams, Morizo shared the following comment:

“As a driver myself, even though no one ever mentions it when I speak with other drivers, I could sense these reservations between us.”

On that occasion, he made a distinction between his positions as Toyota’s chairman and driver Morizo. This time around, an “ordinary car-loving guy” was added to the mix.

Now that this “ordinary car-loving guy” is able to help racing drivers achieve their dreams, the inhibiting atmosphere may be starting to clear.

Setting the stage for a starring role

When answering questions from reporters, Morizo again spoke openly about racing drivers and his first meeting with Team Principal Komatsu.

Last September, the Japanese Grand Prix returned to the country for the first time in 14 years. When you attended, Japanese F1 and Suzuka fans gave Morizo a very warm reception. Did their support have any influence on this decision?

Morizo

Walking around Suzuka, there were actually four of us—myself, Hirakawa, Kamui Kobayashi, and Kazuki Nakajima. But the crowd only called out Morizo’s name.

I turned to the other three and said, “What’s happening with you guys? I’m not even a racing driver.”

Then it occurred to me: the guys behind the wheel need to play more of a starring role, and I need to create the stage where they can do that.

It was the same when we went to the F1 venue. As you all know, I am the guy who pulled Toyota out of F1, so I honestly was not expecting to be greeted by such a welcoming atmosphere.

Since we don’t have a path to the world stage, that made me all the more eager to find a place where young people can learn how to pursue their dreams.

Then, this partnership came about. When we were at Suzuka, neither of us had the slightest inkling that we would be here doing something like this today.

Since Toyota’s involvement won’t be a full re-entry into F1, how do you plan to incorporate F1 technologies into production cars?

Morizo

I am a carmaker. Ever since I became president, I’ve always emphasized the same thing: let’s make ever-better cars. After 14 years leading the company, I have dealers telling me that, across Toyota’s full lineup, our products have turned into the kinds of cars they want to have in their showrooms.

I think our GR Company vehicles are the result of ever-better carmaking rooted in motorsports.

It’s not enough to just pave the way for drivers alone; motorsport also needs engineers to make cars, mechanics to support races, and various other staff.

Haas is, to put it one way, an extremely compact team. Despite its size, it continues to take on the big guys.

I felt that such a team would offer a tremendous learning environment, which is why I decided to take the first step.

Even so, this will no doubt take time. It takes time for people to grow and for the world to change.

To begin with, I hope that more people will show an interest in motorsports and respect for F1, the pinnacle of racing. We look forward to your continued support for many years to come.

Why do you believe that withdrawing from F1 (in 2009) was the right decision?

Morizo

I feel that, back then, Toyota was more focused on becoming a bigger company than making ever-better cars.

As the president, I decided that activities such as F1 didn’t really fit a company seeking to become larger by pursuing sales and profits.

Today, we have transformed into a company focused on making ever-better cars and motorsport-driven carmaking. We need the people who can make that happen.

Because we haven’t been involved in the sport (F1) for a long time, we may be starting from zero, or perhaps even worse, but I hope you will support Toyota’s commitment to putting people first.

Like old friends

Morizo and Team Principal Komatsu, what resonated with each of you in that first meeting? What words gave a sense of the other’s passion, and what left a strong impression?

Morizo

To be honest, I couldn’t believe it was our first time meeting. I felt like we had already met and talked somewhere before.

I don’t think either of us even said, “Nice to meet you.” It was like the conversation just started rolling the moment we met.

Truthfully, for me, it felt like catching up with someone who I’d been talking to for a long, long time and just chatting about what we’re going to do.

Team Principal Komatsu

Exactly the same for me. It’s not like I hadn’t known about Chairman Akio Toyoda before we met, but…

Morizo

What image did you have of me?

Team Principal Komatsu

In my mind, Toyota seemed like a very large, strait-laced company.

Morizo

A bureaucratic pain in the neck?

Team Principal Komatsu

A place with hefty inertia, where getting anything done takes time.

As already mentioned, looking on from afar, this was the person who quit F1. I couldn’t understand why you would quit!

We needed to create a motorsports culture, yet the Japanese manufacturers kept coming and going. Even at our first meeting, I brought that up and told Morizo that I really wanted it to stop.

We threw off all reserve, and I was able to ask him frankly, “Why did you do that (withdraw from F1)?” That’s what it was like. You wouldn’t imagine that happening, normally.

It really felt like we had known each other a long time, and we had a wonderful conversation. I honestly thought, what an honor to be able to work with someone who is driven by such inspirations and ideas.

I feel very fortunate to have had such an encounter in my life. Now, the only thing left is to make the most of it, and I’m determined to ensure that we do.

Perhaps it was inevitable that two individuals who are used to taking on the world would hit it off. Cars bearing the TOYOTA GAZOO Racing name will take to the track from the upcoming United States Grand Prix, to be staged on Haas’s home soil in October.