Toyota Quotes

She already has a car.” “A Ford. That’s like Toyota’s worst enemy.

She’d tried to program it when they’d gotten into the Toyota, but it had refused to turn on. Once, the GPS had only spoken in a heavy German accent for weeks. Julian had decided it was possessed.

Addiction is when natural biological imperatives, like the need for food, sex, relaxation or status, become prioritised to the point of destructiveness. It is exacerbated by a culture that understandably exploits this mechanic as it's a damn good way to sell Mars bars and Toyotas.

Disagreements are inevitable. There will always be opposing viewpoints and a variety of perspectives on most subjects. Tastes differ as well as preferences. That is why they make vanilla and chocolate and strawberry ice cream, why they build Fords and Chevys, Chryslers and Cadillacs, Hondas and Toyotas. That is why our nation has room for Democrats and Republicans, conservatives and liberals - and moderates. The tension is built into our system. It is what freedom is all about, including religious freedom. I am fairly firm in my theological convictions, but that doesn't mean you (or anyone) must agree with me. All this explains why we must place so much importance on leaving "wobble room" in our relationships. One's theological persuasion may not bend, but one's involvement with others must.

You can start by wiping that fucking dumb-ass smile off your rosey, fucking, cheeks! Then you can give me a fucking automobile... a fucking Datsun, a fucking Toyota, a fucking Mustang, a fucking Buick! Four fucking wheels and a seat! And I really don't care for the way your company left me in the middle of fucking nowhere with fucking keys to a fucking car that isn't fucking there. And I really didn't care to fucking walk down a fucking highway and across a fucking runway to get back here to have you smile at my fucking face. I want a fucking car RIGHT FUCKING NOW!

On a hairpin turn, above the dead forest, on no day in particular, a white Toyota crashed into a black Mercedes, for a moment blending into a blur of gray.

And just like you, I will die at some unknown date in the future. I just come equipped with a few extra powers. (Sebastian) I see. I’m a Toyota. You’re a Lamborghini.(Channon)

That is not my car!” “Correction. You used to drive a falling apart Toyota. B.A.” Had his lips just brushed her hair? She shivered. And though she knew better than to ask, she did it anyway. “Okay. You got me. What’s B.A.?” “Before. Adam. After Adam, you drive a BMW. I take care of what is mine. That Toyota wasn’t safe.” Figured that arrogant beast would define himself as the dawning of an epoch. “I’m not yours. It was too, and you can’t just go around stealing.” “I didn’t, and I filled out the paperwork myself.

Yes, I call my scooter Jessie, and I don't think that's weird in the slightest." (...) "Doesn't your truck have a name ?" she asked Blake with mock surprise. "Sure. Toyota...

Ridiculous!" The goddess sneered. "Your mind is too wily, girl-too stubborn and intelligent. I couldn't steer you as easily." "Steer me?" I protested. "Hey lady, I'm not a Toyota.

And why did men insist on buying the largest size? Didn’t they understand the concept of sizes? Did they think buying a magnum sized condom was going to fool me into thinking their Toyota Camery was an aircraft carrier?

Fucking is for bathroom stalls and the back seat of a Toyota

The Boy will not be a failure. Mythili knows.She has seen the generations before.The boy will make it.As his father has said,he does not have the option of failure.He will crack atleast one entrance exam,and he will one day have a nice house in a suburb of San Francisco,or in a suburb of a suburb of San Francisco.He will find a cute Tamil Brahmin wife and make her produce two sweet children.He will drive a Toyota Corolla to work.And there,in the conference room of his office,he will tell his small team,with his hands stretched wide in a managerial way,'We must think out of the box

I looked around me to make sure it was clear. That's when I noticed the still, white figure. Edward Cullen was leaning against the front door of the Volvo, three cars down from me, and staring intently in my direction. I swiftly looked away and threw the truck into reverse, almost hitting a rusty Toyota Corolla in my haste. Lucky for the Toyota, I stomped on the brake in time. It was just the sort of car that my truck would make scrap metal of. I took a deep breath, still looking out the other side of my car, and cautiously pulled out again, with greater success. I stared straight ahead as I passed the Volvo, but from a peripheral peek, I would swear I saw him laughing.

I didn't try to pull away; things that can bench-press Toyotas don't let go.

Allowing Marcus to lead her back to the Toyota, she glanced over her shoulder at Kerrie. “You—if you come near us again, I’ll make you choke on your own ovaries. And I’ll enjoy it. What’s more, I’ll make you enjoy it. Just sayin’.

Eventually, though, I came to the conclusion that I was the male equivalent of a Toyota Camry. You know: No one ever says, "I have to have a Toyota Camry." But most people who spend some time in a Camry start to like it. "It's pretty reliable," they think. "It doesn't have a lot of problems, and it's not bad to look at. You know what? I'd probably prefer a nicer car. But I can live with a Camry.

When everything is a priority, nothing is a priority.

Here's something that might not occur to you: If a state trooper sees a weird, patchwork Toyota Echo hurtling down 1-95, and it looks like half of a small country is immigrating to the States in this one little car, you might get stopped.

As the Taliban circled the bazaar in their Toyota pickup trucks, the ice cream is no longer my enemy. Sunita is risking her life for this pleasure. She is sharing it with me. Finally, my being fat is clearly less important than being free. I eat the ice cream.

When a business utilizes resources wisely, it becomes better able to widen the margins between revenues and expenses.

You can live a good life without ever knowing real love, of the Corinthians variety, but I was fortunate to have found it with Harold. He was a sixteen-year-old Toyota Corolla

Most Business Processes Are 90% Waste and 10% Value-Added Work

One method is to try asking the question "why" as many times as it takes to get to an emotion. Usually this will happen by the fifth “why.” This is a technique adapted from the Toyota Production System described by Taiichi Ohno as the “5 Whys Method.” Ohno wrote that it was "the basis of Toyota's scientific approach ... by repeating ‘why?’ five times, the nature of the problem as well as its solution becomes clear.

THE FACE IN THE TOYOTA Suppose you see a face in a Toyota One day, and you fall in love with that face, And it is Her, and the world rushes by Like dust blown down a Montana street. And you fall upward into some deep hole, And you can’t tell God from a grain of sand. And your life is changed, except that now you Overlook even more than you did before; And these ignored things come to bury you, And you are crushed, and your parents Can’t help anymore, and the woman in the Toyota Becomes a part of the world that you don’t see. And now the grain of sand becomes sand again, And you stand on some mountain road weeping.

She took several slow deep breaths, then, "Okay, what happened to my car?" "This is your car." "I may not know much lately," she gritted, "but I do know what I drive. I drive a falling-apart Toyota. A disgustingly powdery-blue one. With lots of rust and no antenna. That is not my car." "Correction. You used to drive a falling apart Toyota, B.A." Had his lips just brushed her hair? She shivered, and though she knew better than to ask, she did it anyways. "Okay, you got me, what's 'B.A.'" "Before Adam. After Adam, you drive a BMW.

The production philosophy pioneered by Toyota calls for a focus on those activities that create value for the customer and the systematic eradication of everything else.

For while anyone can sit back and point to the bottom line as justification, assessing instead a person's actual knowledge and actual ability takes confidence, thought, good judgement, and, well, guts. You can't just stand up in a meeting with your colleagues and yell, "Don't fire her. She was just on the wrong end of a Bernoulli series." Nor is it likely to win you friends if you stand up and say of the gloating fellow who just sold more Toyota Camrys than anyone else in the history of the dealership, "It was just a random fluctuation.

he started by selling his Porsche Boxster and buying a Toyota Prius in its place.4 “I don’t want to live the life of a Boxster,” he told the New York Times, “because when you get a Boxster you wish you had a 911, and you know what people who have 911s wish they had? They wish they had a Ferrari.” That’s a lesson we can all learn: the more we have, the more we want. And the only cure is to break the cycle of relativity.

Every team member has the responsibility to stop the line every time they see something that is out of standard. That's how we put the responsibility for quality in the hands of our team members.

Josie’s house was near the edge of town, next to the used car lot. When a person was done with a car, and they didn’t need to pawn it, they would park it in the used car lot, open the door, and run as fast they could for the fence, before the used car salesmen could catch them. No one ever came to buy one. The used car salesmen loped between the lines of cars, their hackles raised and their fur on end. They would stroke the hood of a Toyota Sienna, radiant with heat in the desert sun, or poke curiously at the bumper of a Volkswagen Golf, nearly dislodged by potholes and tied on with a few zip ties. The used car salesmen were fast and ravenous, and sometimes a person who meant only to leave their car would leave much more than that.

Chaos is the enemy of any organization the strives to be outstanding.

The two pillars of the Toyota production system are just-in-time and automation with a human touch, or autonomation.

white Toyota crashed into a black Mercedes, for a moment blending into a blur

My blender has a more powerful engine than my car, but my car doesn’t make smoothies as well. I drive a Toyota Starbucks Limited Edition.

He sent an older marine to supervise as I shopped for my first car so that I’d end up with a practical car, like a Toyota or a Honda, not the BMW I wanted.

Daimler uses Tesla’s battery packs; Mercedes-Benz uses a Tesla powertrain; Toyota uses a Tesla motor. General Motors has even created a task force to track Tesla’s next moves. But

Augustus Waters drove horrifically. Whether stopping or starting, everything happened with a tremendous JOLT. I flew against the seat belt of his Toyota SUV

Which means that when designing their self-driving car, Toyota or Tesla will be transforming a theoretical problem in the philosophy of ethics into a practical problem of engineering

We have to change the culture from one in which people simply do their own job in their own function to make their own numbers look good (a vertical focus) to one in which people are focused horizontally on the customer and on improving value streams that deliver value across functions.

Toyota discovered that small batches made their factories more efficient. In contrast, in the Lean Startup the goal is not to produce more stuff efficiently. It is to-as quickly as possible-learn how to build a sustainable business.

We build cars, not intellectuals

If you want engagement, you must engage.

Chaos is NOT a condition of doing business.

The act of deeply thinking through problems, energizing people, and aligning them toward a common goal is the only way to practice and develop real leadership ability.

Go and see for yourself to thoroughly understand the situation (genchi genbutsu).

Here’s something that might not occur to you: If a state trooper sees a weird, patchwork Toyota Echo hurtling down I-95, and it looks like half of a small country is immigrating to the States in this one little car, you might get stopped. Just FYI. In

After what happened to the Toyota, Seven says you aren't allowed to drive a vehicle again worth more than fifteen grand.' 'What!' the Clock Twins said, sounding shocked. 'Billy! How are we supposed to pick up chicks in a crapmobile?' Tock groaned.

Let’s be clear,” I told him, trying to match his air of casual mateyness. “I’m glad you’re happy. You and JoJo seem like you’ll be great together. But we are never going to be friends because you will always be the guy who sold me out for the price of a Toyota Supra.

But somehow I manage to miss the faded blue Toyota pickup until it's so close I can feel the warmth of the engine and smell the smoke of locking brakes. Until the only thing I have time to do is haphazardly throw an arm in front of my face. Because apparently I'm vain like that.

It would be a very accurate historian who could pinpoint the precise day when the Japanese changed from being fiendish automatons who copied everything from the West, to becoming skilled and cunning engineers who would leave the West standing. But the Wasabi had been designed on that one confused day, and combined the traditional bad points of most Western cars with a host of innovative disasters the avoidance of which had made firms like Honda and Toyota what they were today. Newt

You were not mass-produced like a Toyota. You are an original. Not a copy! You were handcrafted and handmade by God, who took his time to create you, making you “wonderfully complex.” You’re unique. You’re special. You’re one of a kind. There is no one else quite like you, dead or alive, in the whole world. Nor will there ever be.

I start with the premise that the function of leadership is to produce more leaders, not more followers. —Ralph Nader, consumer advocate

Our own attitude is that we are charged with discovering the best way of doing everything.

The use of a good process that engages people is much more desirable, even if it does not initially achieve all the results.

Standardization Is the Basis for Continuous Improvement and Quality

Andon works only when you teach your employees the importance of bringing problems to the surface so they can be quickly solved.

When things don’t happen right away, just remember: it takes 6 months to build a Rolls-Royce and just 13 hours to build a Toyota.

Toyota

Learning to see waste and then systematically eliminate it has allowed lean companies such as Toyota to dominate entire industries.

The Toyota Way

the essence of Toyota’s system: a belief in employees’ problem-solving skills.

While Toyota was a hierarchical organization, to be sure, it was guided by a democratic central tenet: You don’t have to ask permission to take responsibility.

The kid may have bought a Toyota, but that doesn’t mean he’s entirely beyond help,

Steer me?’ I protested. ‘Hey, lady, I’m not a Toyota.

Which means that when designing their self-driving car, Toyota or Tesla will be transforming a theoretical problem in the philosophy of ethics into a practical problem of engineering.

A Toyota. Hardly an optimal choice of car for any kind of thinking person, Ove had pointed out to him many times while they stood there at the dealership. But at least it wasn’t French.

However, one intriguing shift that suggests there are limits to automation was the recent decision by Toyota to systematically put working humans back into the manufacturing process. In quality and manufacturing on a mass scale, Toyota has been a global leader in automation technologies based on the corporate philosophy of kaizen (Japanese for “good change”) or continuous improvement. After pushing its automation processes toward lights-out manufacturing, the company realized that automated factories do not improve themselves. Once Toyota had extraordinary craftsmen that were known as Kami-sama, or “gods” who had the ability to make anything, according to Toyota president Akio Toyoda.49 The craftsmen also had the human ability to act creatively and thus improve the manufacturing process. Now, to add flexibility and creativity back into their factories, Toyota chose to restore a hundred “manual-intensive” workspaces.

Maybe you've been in love. I mean real love, the kind my grandmother used to describe by quoting the apostle Paul's First Letter to the Corinthians, the love that is kind and patient, that does not envy or boast, that beareth all things and believeth all things and endureth all things. I don't like to throw the L-word around; it's too good and rare a feeling to cheapen with overuse. You can live a good life without ever knowing real love, of the Corinthians variety, but I was fortunate to have found it with Harold.

Toyota would be credited for its just-in-time theory of manufacturing, in which parts arrived from suppliers just in time to be part of the final assembly. But in any real sense that process began at the Rouge. Toasting Philip Caldwell, the head of Ford who in 1982 was visiting Japan, Eiji Toyoda, of the Toyota company, said, “There is no secret to how we learned to do what we do, Mr. Caldwell. We learned it at the Rouge.

Though Toyota or Argentina has neither a body nor a mind, they are subject to international laws, they can own land and money, and they can sue and be sued in court. We might soon grant similar status to algorithms.

Life is a Curious Thing. Winter turns to spring and Parvaneh passes her driving test. Of teaches Adrian how to change tires. The kid may have bought a Toyota, but that doesn't mean he's entirely beyond help, Ove explains to Sonja when he visits her one Sunday in April. The he shows her some photographs of Parvaneh's little boy. Four months old and as fat as a seal pup. Patrick has tried to force one of those cell phone camera things on Ove, but he doesn't trust them. So he walks around with a thick wad of paper copies inside his wallet instead, held together by a rubber band. Shows everyone he meets. Even the people who work at the florist's,

All we are doing is looking at the time line from the moment the customer gives us an order to the point when we collect the cash. And we are reducing that time line by removing the non-value-added wastes. (Ohno, 1988)

In my Toyota interviews, when I asked what distinguishes the Toyota Way from other management approaches, the most common first response was genchi gembutsu—whether I was in manufacturing, product development, sales, distribution, or public affairs. You cannot be sure you really understand any part of any business problem unless you go and see for yourself firsthand. It is unacceptable to take anything for granted or to rely on the reports of others.

Everything I had to give went to my children, and though I loved them and my husband utterly, the drudgery of the day-to-day made it seem as if not love but coffee, my Toyota and sheer logistics were what propelled me through life.

I believe benchmarking best practices can open people’s eyes as to what is possible, but it can also do more harm than good, leading to piecemeal copying and playing catch-up. As one seasoned Toyota manager commented after hosting over a hundred tours for visiting executives, “They always say ‘Oh yes, you have a Kan-Ban system, we do also. You have quality circles, we do also. Your people fill out standard work descriptions, ours do also.’ They all see the parts and have copied the parts. What they do not see is the way all the parts work together.” I do not believe great organizations have ever been built by trying to emulate another, any more than individual greatness is achieved by trying to copy another “great person.

term Lean was coined by John Krafcik in a 1988 article based on his master’s thesis at MIT Sloan School of Management1 and then popularized in The Machine that Changed the World and Lean Thinking. Lean Thinking summarized Womack and Jones’s findings from studying how Toyota operates, an approach that was spearheaded by Taiichi Ohno, codified by Shigeo Shingo, and strongly influenced by the work of W. Edwards Deming, Joseph Juran, Henry Ford, and U.S. grocery stores. Lean Thinking framed Toyota’s

It is an unquestioned assumption that managers should have and set targets and then create control systems—incentives, performance appraisals, budget reporting and computers to keep track of them all—to ensure the targets are met. In Toyota, these practices simply do not exist. To

know I shouldn’t say it in this day and age but I’m absolutely useless without a man. There isn’t a moment I don’t miss Charlie. I never get anything right. I can’t work out the buttons on the TV remote control. Parking the car is a nightmare even though it’s only a Toyota Prius and it isn’t that big.

Grinning, she hovered over him. Then, like a fist closing around a doorknob, her grin closed around him. With her lips, she turned the knob first one way and then the other: left, right, open, shut; left, right, open, shut. The knob did not squeak. In fact, Wiggs was unusually quiet. Now, falling into rhythm, she sucked the knob from its axle, sucked the axle from its door, the door from its hinges. Out onto the lawn, tempo increasing, she sucked up the flagstone walk, the rosebushes, the petunia bed, the sprinkler, the driveway, and the small Japanese car parked in the driveway: oh, what a feeling! Toyota! Wiggs moaned as the neighborhood disappeared. The towers of the city began to sway, and soon, the planet itself fell victim to the force, swelling at its equator, throbbing at its poles. It wobbled violently on its axis, once, twice, then exploded. The Big Bang theory, proven at last. Continuing to impersonate a black hole, she pulled in every drop and particle – she’d never had a man in such entirety – and it wasn’t until the final spasm had subsided and the cosmos was at peace that she loosened her grip and, lips glistening like the Milky Way, looked up to see – the legs of a third party standing there.

Be responsive to the day-by-day shifts in customer demand rather than relying on computer schedules and systems to track wasteful inventory.

Automobiles account for about 20 percent of the carbon dioxide from all human sources, yet about one fourth of the world's population enjoys their benefits.

He opens the passenger door of a white Toyota Prius and helps me inside. First herbal tea, now this. If it were possible for this guy to be getting less and less my type, he’s doing it in a hurry. Worse than a Muggle, he’s a vanilla Muggle. An herbal-tea-drinking, Prius-driving, vanilla Muggle policeman with gorgeous eyes. I guess we all have our redeeming qualities.

Japanese industrialist and founder of Toyota Industries Sakichi Toyoda understood that problems often have nested causes. He wanted people to get past their preconceptions and “with a blank mind” get to the heart of the issue.7 He didn’t ask Why? once, or even twice. Repeat ‘why’ five times to every matter, he instructed, until you arrive at something with real context.

What in the world does the word ‘Lexus’ mean? It doesn’t mean anything. It’s a made-up word. An ad agency in New York came up with it at Toyota’s request. It sounds high class, expensive, and has a nice ring to it. What a strange world we live in. Some people plug away at building railroad stations, while others make tons of money cooking up sophisticated-sounding words.

Any organization’s competitiveness, ability to adapt, and culture arise from the routines and habits by which the people in the organization conduct themselves every day. It is an issue of human behavior.

The mighty Toyota Company was born from the ashes of a failed weaving business. And perhaps you have heard of Wrigley’s gum? William Wrigley started off his company trying to sell baking soda and soap, but he never turned a profit, and so he turned to making and selling chewing gum instead. These men share one thing in common—they were open to change and they listened to their intuition. Sometimes we hear a whisper in the air that guides us positively. This whisper we hear, it is not passive—it is a response to our own enthusiasm, passion, and commitment. We put in the effort and we get back a divine message. Call it inspiration if you want. Call it an entrepreneurial muse. But it feels and sounds like a whisper in your soul. If you hear it, listen to it. You must be willing to change course when it tells you to.

the fact is, our relationships to these corporations are not unambiguous. some memebers of negativland genuinely liked pepsi products. mca grew up loving star wars and didn't mind having his work sent all over the united states to all the "cool, underground magazines" they were marketing to--why would he? sam gould had a spiritual moment in the shower listening to a cd created, according to sophie wong, so that he would talk about tylenol with his independent artist friends--and he did. many of my friends' daughters will be getting american girl dolls and books as gifts well into the foreseeable future. some skateboarders in washington, dc, were asked to create an ad campaign for the east coast summer tour, and they all love minor threat--why not use its famous album cover? how about shilling for converse? i would have been happy to ten years ago. so what's really changed? the answer is that two important things have changed: who is ultimately accountable for veiled corporate campaigns that occasionally strive to obsfucate their sponsorship and who is requesting our participation in such campaigns. behind converse and nike sb is nike, a company that uses shit-poor labor policies and predatory marketing that effectively glosses over their shit-poor labor policies, even to an audience that used to know better. behind team ouch! was an underground-savvy brainreservist on the payroll of big pharma; behind the recent wave of street art in hip urban areas near you was omd worldwide on behalf of sony; behind your cool hand-stenciled vader shirt was lucasfilm; and behind a recent cool crafting event was toyota. no matter how you participated in these events, whether as a contributor, cultural producer, viewer, or even critic, these are the companies that profited from your attention.

The competitive advantage of an organization lies not so much in the solutions themselves—whether lean techniques, today’s profitable product, or any other—but in the ability of the organization to understand conditions and create fitting, smart solutions.

Some might debate whether people are born with talent, or whether it is developed. Toyota’s stand is clear—give us the seeds of talent and we will plant them, tend the soil, water and nurture the seedlings, and eventually harvest the fruits of our labor... Of course the wise farmer selects only the best seeds, but even with careful selection there is no guarantee that the seeds will grow, or that the fruits they yield will be sweet, and yet the effort must be made because it provides the best chance of developing a strong crop.

We have had thousands of years of experience in regulating the ownership of land. We know how to build a fence around a field, place a guard at the gate, and control who can go in. Over the past two centuries we have become extremely sophisticated in regulating the ownership of industry; thus today I can own a piece of General Motors and a bit of Toyota by buying their shares. But we don’t have much experience in regulating the ownership of data, which is inherently a far more difficult task, because unlike land and machines, data is everywhere and nowhere at the same time, it can move at the speed of light, and you can create as many copies of it as you want.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

Maddie spun to her left - looked back to the cliff - but it was too late. He was already there, standing in front of her. The gun was trained on the center of her chest, and the look on Stefan's face was pure, unadulterated loathing. "You should have forgotten about the phone," he said. Maddie had seen evil up close; she'd witnessed terror and rage, and she knew better than most people the effect that pure hate can have on the human body. First, in Maddie's experience, it was terrible for your skin. (If there was one thing a zit loved, it was stress. Second, it could do awful things to your eyes. They got glossy, but not with tears, with wild and untamed fury. Finally, that much adrenaline might make you strong enough to lift a Toyota off a toddler or whatever, but it could also make your hands shake and your heart race. That's how Stefan looked. His eyes were too wide, his lips were too dry, and his grip was too hard on the gun. Maddie didn't scream. Or plead. Or cry. She just rolled her eyes and said, "But I'm a teenage girl. We're addicted to our phones, or haven't you heard?" She could feel the boulder at her back, as Stefan stepped closer, she knew there was nowhere to go. So she tensed. "You think you are so smart." Stefan's accent was thicker. The words were cold. "Well, not to brag, but I am number one in my class. Does it matter if you're the only one in your class?" she asked. "I don't know about -" "Shut up!" he yelled, limping closer.

As discussed in Chapter 1, there is a human tendency to desire and even artificially create a sense of certainty. It is conceivable that the point here is not that we do not see the problems in our processes, but rather that we do not want to see them because that would undermine the sense of certainty we have about how our factory is working. It would mean that some of our assumptions, some things we have worked for and are attached to, may not be true.

The Toyota Production System unlocked employees’ capacity to suggest innovations by giving them more control. The Disney system does something different. It forces people to use their own emotions to write dialogue for cartoon characters, to infuse real feelings into situations that, by definition, are unreal and fantastical. This method is worth studying because it suggests a way that anyone can become an idea broker: by drawing on their own lives as creative fodder. We all have a natural instinct to overlook our emotions as creative material. But a key part of learning how to broker insights from one setting to another, to separate the real from the clichéd, is paying more attention to how things make us feel. “Creativity is just connecting things,” Apple cofounder Steve Jobs said in 1996. “When you ask creative people how they did something, they feel a little guilty because they didn’t really do it, they just saw something.

If you program a self-driving car to stop and help strangers in distress, it will do so come hell or high water (unless, of course, you insert an exception clause for infernal or high-water scenarios). Similarly, if your self-driving car is programmed to swerve into the opposite lane in order to save the two kids in its path, you can bet your life this is exactly what it will do. Which means that when designing their self-driving car, Toyota or Tesla will be transforming a theoretical problem in the philosophy of ethics into a practical problem of engineering. Granted, the philosophical algorithms will never be perfect. Mistakes will still happen, resulting in injuries, deaths, and extremely complicated lawsuits. (For the first time in history, you might be able to sue a philosopher for the unfortunate results of his or her theories, because for the first time in history you might be able to prove a direct causal link between philosophical ideas and real-life events.)

Despite the rocky start, I wound up enjoying a beautiful day on the ranch with Marlboro Man and his parents. I didn’t ride a horse--my legs were still shaky from my near-murder of his mother earlier in the day--but I did get to watch Marlboro Man ride his loyal horse Blue as I rode alongside him in a feed truck with one of the cowboys, who gifted me right off the bat with an ice-cold Dr. Pepper. I felt welcome on the ranch that day, felt at home, and before long the memory of my collision with a gravel ditch became but a faint memory--that is, when Marlboro Man wasn’t romantically whispering sweet nothings like “Drive much?” softly into my ear. And when the day of work came to an end, I felt I knew Marlboro Man just a little better. As the four of us rode away from the pens together, we passed the sad sight of my Toyota Camry resting crookedly in the ditch where it had met its fate. “I’ll run you home, Ree,” Marlboro Man said. “No, no…just stop here,” I insisted, trying my darnedest to appear strong and independent. “I’ll bet I can get it going.” Everyone in the pickup burst into hysterical laughter. I wouldn’t be driving myself anywhere for a while.

There are perhaps only three things we can and need to know with certainty: where we are, where we want to be, and by what means we should maneuver the unclear territory between here and there. And the rest is supposed to be somewhat unclear, because we cannot see into the future! The way from where we are to where we want to be next is a gray zone full of unforeseeable obstacles, problems, and issues that we can only discover along the way. The best we can do is to know the approach, the means, we can utilize for dealing with the unclear path to a new desired condition, not what the content and steps of our actions—the solutions—will be.

When the attendant at Britz Rentals of Australia whipped around in our prepaid-in-full honeymoon car, my eyes grew wide and I knew we were in trouble. It was an SUV, yes, and a Toyota Land Cruiser at that--just as Marlboro Man had ordered. It was white and clean and very shiny. And painted in huge bright orange and royal blue lettering across the hood, the roof, all four doors, and the tailgate of the vehicle, were scrawled the enormous words: BRITZ RENTALS OF AUSTRALIA. I could see Marlboro Man’s jaw muscles flex as he beheld his worst nightmare playing out in front of his eyes. He could hardly even bear to gaze upon such an attention-grabbing abomination, let alone conceive of driving it all over an entire continent. Unfortunately, our last-minute attempts to trade to another vehicle proved to be futile; even if Britz hadn’t been completely booked that week, it wouldn’t have mattered anyway. Every single car in their fleet was smeared with the exact same orange and blue promotional graffiti. Having no other transportational alternative, we set off on our drive, a black cloud of conspicuousness and, in Marlboro Man’s case, dread following us everywhere we went. Being an attention-seeking middle child, I didn’t really mind it much. But for Marlboro Man, this was more than his makeup was programmed to handle. As far as he was concerned, we were the Griswolds, and the Land Cruiser was our Family Truckster. It was a pox on what might have been the perfect honeymoon. Except for my inner ear disturbance. And the vomiting. And the slightly marsupial undertone to the hamburgers.

Miraculously, thirty minutes later I found Marlboro Man’s brother’s house. As I pulled up, I saw Marlboro Man’s familiar white pickup parked next to a very large, imposing semi. He and his brother were sitting inside the cab. Looking up and smiling, Marlboro Man motioned for me to join them. I waved, getting out of my car and obnoxiously taking my purse with me. To add insult to injury, I pressed the button on my keyless entry to lock my doors and turn on my car alarm, not realizing how out of place the dreadful chirp! chirp! must have sounded amidst all the bucolic silence. As I made my way toward the monster truck to meet my new love’s only brother, I reflected that not only had I never in my life been inside the cab of a semi, but also I wasn’t sure I’d ever been within a hundred feet of one. My armpits were suddenly clammy and moist, my body trembling nervously at the prospect of not only meeting Tim but also climbing into a vehicle nine times the size of my Toyota Camry, which, at the time, was the largest car I’d ever owned. I was nervous. What would I do in there? Marlboro Man opened the passenger door, and I grabbed the large handlebar on the side of the cab, hoisting myself up onto the spiked metal steps of the semi. “Come on in,” he said as he ushered me into the cab. Tim was in the driver’s seat. “Ree, this is my brother, Tim.” Tim was handsome. Rugged. Slightly dusty, as if he’d just finished working. I could see a slight resemblance to Marlboro Man, a familiar twinkle in his eye. Tim extended his hand, leaving the other on the steering wheel of what I would learn was a brand-spanking-new cattle truck, just hours old. “So, how do you like this vehicle?” Tim asked, smiling widely. He looked like a kid in a candy shop. “It’s nice,” I replied, looking around the cab. There were lots of gauges. Lots of controls. I wanted to crawl into the back and see what the sleeping quarters were like, and whether there was a TV. Or a Jacuzzi. “Want to take it for a spin?” Tim asked. I wanted to appear capable, strong, prepared for anything. “Sure!” I responded, shrugging my shoulders. I got ready to take the wheel. Marlboro Man chuckled, and Tim remained in his seat, saying, “Oh, maybe you’d better not. You might break a fingernail.” I looked down at my fresh manicure. It was nice of him to notice. “Plus,” he continued, “I don’t think you’d be able to shift gears.” Was he making fun of me? My armpits were drenched. Thank God I’d work black that night. After ten more minutes of slightly uncomfortable small talk, Marlboro Man saved my by announcing, “Well, I think we’ll head out, Slim.” “Okay, Slim,” Tim replied. “Nice meeting you, Ree.” He flashed his nice, familiar smile. He was definitely cute. He was definitely Marlboro Man’s brother. But he was nothing like the real thing.