Sweden
About Me
Yasumitsu Morita
Transforming Workplaces with the Morita System
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In 1978, I began my career in manufacturing at Toyota. What started in an oily corner of the factory grew into a global journey—across four continents, working with thousands of people, and supporting the production of millions of vehicles.
Over 47 years, I have led factory improvement efforts around the world, helping companies improve quality, productivity, talent development, and build sustainable systems.
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One key lesson I learned: tools like kanban and jidoka are valuable, but not enough. The real foundation of the Toyota Production System is people.
A strong mindset, teamwork, open communication, and the will to learn and improve together, these are the true drivers of excellence.
The Toyota system is praised globally, but behind it lies a unique Japanese culture: developing people, building trust, and respecting everyone. These values are rarely explained, yet they are the heart of Toyota's success.
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To make this invisible strength usable in any company, I created the Morita System a simple and practical management framework that combines the core of Toyota thinking with teamwork, communication, and respect for people.
With the Morita System, any company in any country can reach global standards and build lasting value.
Journey & Experiance
Japan HQ - Overseas Engineering Division (1978 - 1983)
In the early part of my career at Toyota headquarters, I was in charge of local procurement for overseas production. Stationed in the Philippines, I worked on evaluating local suppliers and building inspection systems in collaboration with Japanese manufacturers, contributing to a framework that ensured Toyota-quality standards abroad.
Through this experience, I learned the importance of the many people who support manufacturing, as well as Toyota’s unwavering commitment to quality.
Japan HQ - Lexus Production Plant - Press Engineer (1983 - 1989)
At the current Lexus plant, I worked as a press engineer involved in plant expansion and model changes. I supported the introduction and launch of the latest automated press lines that achieve both high quality and high productivity.
On the production floor, all related members—including operators, quality, maintenance, and production planning—practiced the Toyota Production System together. Through continuous improvement, I learned the importance of collaborative manufacturing, where everyone works as one team.
Toyota Australia - Press Section Manager​ (1989 - 1994)
In Australia, I served as Assistant Manager at a press plant, where I led the automation of three high-load manual lines using the latest Japanese technology, significantly improving production efficiency.
During the transition, I held repeated dialogues with shop floor workers, HR, and labor unions to build mutual trust. This enabled a smooth implementation and helped create a more vibrant and positive workplace.
Toyota Japan - Crown Plant Press Section Manager ​ (1994 - 1999)
I took over a press department with low productivity and a gloomy workplace atmosphere, and began a reform initiative as department manager.
We launched a 4S (Sort, Set in order, Shine, Standardize) program called the “Pikachu Strategy,” which led to a 65% reduction in oil leaks.
By creating a cleaner, more comfortable workplace, employee awareness and morale improved significantly.
Within four years, productivity greatly increased, and the department became a model plant that attracted external visitors.
This initiative continues to evolve even today.
Toyota France - Senior Seconded Officer​ (1999 - 2004)
When Toyota entered continental Europe for the first time, I supported the launch of the new plant in France as a senior executive on　assignment.
I led the recruitment and development of local management and approximately 2,000 French employees, establishing the Toyota Production System from the ground up.
We successfully launched Yaris production with high quality and on schedule. This success became a model for Toyota’s subsequent production expansion in Europe, including in the Czech Republic.
Toyota Japan - corolla Plant Body Manager (2004 - 2006)
I led the production of 600,000 Corolla units annually and oversaw Toyota’s largest body plant while supporting global manufacturing operations.
I was also involved in company-level policy decisions on what global manufacturing and global quality should mean for Toyota.
To ensure consistent quality across 15 countries, I developed and implemented a standardized system that became a foundation for advancing Toyota’s global production.
Toyota South Africa - Senior Executive Vice President (2006 - 2010)
As Executive Vice President in charge of manufacturing, I oversaw 8,000 employees and led a major transformation to enable the export of South Africa-produced Corollas to the European market.
We introduced state-of-the-art automation equipment across all shops in the plant and carried out large-scale talent development programs.
By raising quality awareness while respecting the diverse cultural backgrounds of the workforce—White, Indian, and Black—we elevated local standards to a global level.
As a result, we built a highly cooperative organization and established a high-quality, on-time production system that met the strict requirements of the European market
Perodua Manufacturing (Malaysia) - President
Appointed as President of Malaysia’s largest automotive brand, Perodua, I focused on more than just market share — I aimed to reshape culture.
I led a shift from a “protected national project” mindset to a globally competitive, quality-driven enterprise.
The results were measurable: market share rose from 31% to 36% during my term — and the momentum continues, now reaching 43%
​Simultaneously, I served on Daihatsu’s executive team, helping to align Southeast Asia’s operations with the broader Toyota Group vision
Malaysia Automotive,Robotic,IoT institute (MARii) - Advisor
Today, I serve as a senior advisor to MARii (Malaysia Automotive, Robotics & IoT Institute), under MITI.
My mission: support Malaysian and Japanese companies in building sustainable, high-performing production ecosystems.
Through customized coaching and kaizen-driven management systems, I have worked with over 100 companies ranging from 15 to 7,000 employees.
Combined with my Toyota career, I’ve directly impacted over 200 organizations across Asia, Europe, and Africa.
Snapshot of My Global Transformation Journey
"Learn the culture , Transform the future"
