In an organisation whose employees are self-motivating and largelyself-directing, the compass that steers them in the way the organisation wants them to go is its culture. Toyota (丰田) has 580 different companies around the world, 51 factories out Japan, and sells cars in more than 【S1】______ 170 countries. What hold these operations together and makes them 【S2】______ part of a single entity, says Talks Athanasopoulos, the head of its European operations, is the company's strong corporate culture. 'The Toyota Way', which embodies the Japanese carmaker culture, has five distinct elements: 【S3】______ ?Kaizen, a well-known Japanese process of continuous 【S4】______ improvement. Kaizen is more a frame. of mind as a 【S5】______ business process. ?Genchi genbutsu (GG), which roughly translated means 'go to the source'. Finding the facts and do not rely 【S6】______ on hearsay (传闻), because it is easier to build consensus (一致意见) around with arguments that are well supported. 【S7】______ And also go to the source of the problem. ?Challenge. Toyota employees are encouraged to see problems not as something undesirable, as to view them 【S8】______ positively as a way to help them to improve their performance further. ?Teamwork. This means putting the company's interests before those the individual, and sharing knowledge 【S9】______ with others in the team. ?Respect for other people, not just as people but also for their skills and the special knowledge that is derived 【S10】______ from their particular position in the company. Toyota believes that if two people always agree, one of them is superfluous. Different opinions must be expressed, but in a respectful way. 【S1】