Why the Toyota Recalled Models Will Not Destroy the Company’s Quality Image

by Ry@SpillingBuckets on February 9, 2010


Full Disclosure:
I own a Toyota. When my truck (“The Red Sled”) died I purchased a used 2000 Toyota Corolla after coming to the conclusion that this brand (within my price range) lasts longer and has fewer problems than others.  My particular make and model was not involved in the recall.

Toyota Recall Models:
2005-2010 Avalon
2009-2010 RAV4
2007-2010 Camry
2008-2010 Sequoia
2009-2010 Corolla
2005-2010 Tacoma
2008-2010 Highlander
2007-2010 Tundra
2009-2010 Matrix
2009-2010 VENZA
2004-2009 Prius



Is this the end of Toyota?  

I am pretty sure everyone would agree that it is most certainly not. Maybe except for Colbert and Stewart.  
Is this the end of the Toyota brand’s dominating image of quality?
Some say yes. I say no for three reasons.


Toyota’s culture has built the quality brand.  And they’ve delivered.

It has taken Toyota decades to build an image of quality and it’s only after these decades of delivered promises that we the consumer allow ourselves to trust a company.  I think most marketing experts will agree that it is the culture at Toyota that has built this brand, and the culture is not going away.  David McBride of Reliable Plant states it well when he says:

At Toyota, everyone within the organization, from executives to shop-floor workers, is challenged to use their initiative and creativity to experiment and learn. We often hear labor advocates criticize assembly line work as being oppressive, and claim that menial labor robs workers of their mental faculties. However, this could not be further from the truth with respect to lean. When Toyota sets up assembly lines, it selects only the best and brightest workers, and challenges them to grow in their jobs by constantly solving problems. All areas of the organization (including sales, engineering, service, accounting, human resources, etc.) are staffed with carefully selected individuals, and the company gives them directives to improve their processes and increase customer satisfaction. 

Toyota invests time and money into their employees and has become the model for a true learning organization. The importance of teams and teamwork is a way of life: team-building training is required, and it is put to practice daily. This investment in its employees far exceeds that of the typical organization that focuses on making parts and counting quarterly dollars.

Toyota admits its mistakes, and apologizes.

I made a mistake.  I am sorry for that mistake and the trouble it has caused.  From what I can tell from this pedal engineering error and from from my research on past mistakes, Toyota is straightforward and open about any failures it discovers.  I think this goes a long way.

[youtube=http://www.youtube.com/watch?v=ZCb2dEFBq7I]

Toyota makes mistakes but fixes them, and fixes them well.

Example:  Toyota started receiving reports that excessive corrosion was occurring on the frames of some older Tacoma pickup trucks, specifically 1995-2000 models.  After investigation they realized that during the half decade of production some frames may not have received the corrosion protection from the factory that harsh climates and salty roads required.

Even though the numbers of instances were small Toyota:

  • Extended rust perforation warranty coverage on all 1995-2000 Tacoma pickups regardless of whether you were the first, second, third, owner.
  • Fully repaired trucks from this era who did suffer rust damage or offered to buy back the vehicle regardless of condition at one and a half times its value.
It’s the out of the way and above and beyond effort that goes so far to fix a problem.  You see this same level of effort with this most recent problem.

[youtube=http://www.youtube.com/watch?v=XZoBfpm1zHg]

Has your view of Toyota changed?
Do you have experience with one of the recalled models and Toyota’s efforts to fix the problem?

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