Transcript
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Hey, it's Kathleen and Shannon here, and this is Get In Her Lane we are two automotive professionals diving deep into why women are so underrepresented in this industry and trying to make a positive change.
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So ride along with us as we discuss ideas and takeaways that can help everyone further this effort in the automotive world and beyond.
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Welcome back to another episode of Get In Her Lane, Kathleen.
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How's it going?
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I am doing great, shannon, thanks for asking, still riding high after our last great episode with Michael Alff and his team.
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A huge thank you to all those who reached out after the episode.
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It's super exciting for Shannon and I to think that some of you out there may be experimenting with the remote work option for your teams.
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Yes, that was such a fun and informative conversation so it's so good to hear some of our listeners enjoyed our conversation with one of the OGs of remote work.
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So we're always trying to bring these different perspectives to the pod and Michael and his team definitely delivered on that.
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And speaking of unique perspectives, today's guest has a wealth of knowledge and experience all across automotive.
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She spent time in engineering manufacturing and now is diving into the electrification space.
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So, shannon, can you tell us a little bit more?
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Yes, we're going to dive right into our guest today, because I know Kathleen and I are both so excited.
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Today we are going to be speaking to Susan Elkington, the senior vice president for electric vehicle supply at Toyota Motor North America.
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Susan's passion and her knowledge is so apparent in this interview and it will really shine through to all of you as you listen to her speak about an array of different topics.
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She is truly so inspiring and if you came to this podcast looking for a female role model in the industry, susan is it Absolutely.
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There is so much we can learn from Susan, and we're so grateful for the opportunity to pick her brain.
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So, without further ado, let's get into it.
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Well, susan, we are so, so glad to have you with us here today.
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To start, can you share a little bit about your remarkable career journey in automotive and how you became the president of Toyota Motor Manufacturing Kentucky and, most recently, the senior vice president for electric vehicle supply?
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Well, I am so excited to be here today and to share a little bit about my journey and then also where Toyota is going, related to electrification.
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But for me my journey started way back in 1998, and actually probably a little bit before then, when I became an engineer.
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I grew up in a very small rural community in Indiana, in a farming community where we were vertically integrated because the whole family did some part of either raising the animals, making the grain, make butchers or whatever else, and I had a teacher that encouraged me to go into engineering, and so that's how I started and I went into engineering having no idea what an engineer did, went into the electronics industry for about five years and then Toyota built a plant 45 miles from my hometown and so I applied, got my job offer as an engineer and went into this facility that was just concrete and a wall and that was it, absolutely no equipment.
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And as a production engineer I helped support the installation of all the equipment and processing setup for the very first Toyota Tundra, and that's where I started my journey with Toyota.
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I stayed at Indiana for 16 years, starting in 1998, and I left after going to many different departments in press and stamping and also administration, and I left as the vice president of manufacturing.
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And then I went on a journey that I never imagined.
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I spent three years in Japan at our global headquarters, with the opportunity to become the first female general manager at a global headquarters, leading a division.
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Yeah, I rotated through several divisions of production, control and logistics to learn that part of the business.
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Finally, as the production control divisional general manager, supporting our 53 plants around the world and leading through crisis and production allocations and also many, many product launches, and then finally being able to come back to the United States to lead our Kentucky facility for the last six and a half years and lastly, just in July, being able to get the promotion to the senior vice president of electric vehicle supply.
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It's a brand new journey for us, but I feel it's very important that we have a synergy between our whole supply chain in order for us to be successful in this transition, using all that knowledge that I've gained over all these years, plus my enthusiasm for manufacturing in general and building great products.
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Well, first of all, congratulations on the new role.
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That's so exciting.
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I know we're going to dig into that a little bit later, but first I mean clearly just such a long journey with Toyota that has taken you all over the globe.
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It sounds like I'm sure that's brought some unique challenges with that.
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As a female leader in automotive manufacturing, what were some of the significant challenges you faced throughout your career and how did you overcome them?
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Coming from the electronics industry where definitely there are more females to the automotive industry was a change for me, especially as an engineer, and I didn't realize initially what I had done.
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To try to fit in, I cut my hair short, I changed the color of the clothes that I wore, I learned to play golf, and I really do not like golf.
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I think Kathleen and I are still working on that one, so we'll take some lessons.
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Our golf game needs some.
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Yeah, our golf game oh don't take them from me.
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When I part of my own, whole, all by myself, I said I'm done, I'm good, that's your benchmark You're good yeah, and so it was really about finding myself and finding my voice and really looking to other leaders that are in the industry.
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I have never in my whole entire career worked for a female Wow.
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So I never had a direct supervisor or anybody in my line of reporting to look up to, so I looked outward.
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But then also I had some unbelievable mentors and sponsors that were male.
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That really helped open doors for me.
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So I think that is one of the key things for a lot of women is that they don't know how to find themselves, and when you're not finding yourself, you really can't beat yourself and you don't perform to your highest level, and so I really encourage people to reach out to others, join organizations to be able to find that.
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But then also there's a lot of males that want to support, because guess what?
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Males have wives and they have children and daughters and sisters and they want them to succeed, just like they want you to succeed.
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I think that is one of the key items, and with that I also have some great co-workers that have been unbelievable supporters of me and have given me words of encouragement.
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We have these couple of phrases that we tell each other whenever we're thinking, oh, we can't do this.
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One is the Q-tip, and that's Millie Marshall, if you ever know that name.
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But it means quit taking it personally.
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As women, we often take things personally.
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The guys can forget it, go off, and then you know, next day don't even think about it, but we're still stirring and thinking, oh, I should have done something differently, right.
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And then the other one is if not you, then who?
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Because often we're shy, are we uncertain about our capabilities and I'm willing to take the challenge.
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So we need somebody to say okay, it's not you than who, who is really more qualified to do that job?
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Who really has more passion than you for that job?
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And often there is nobody else but us.
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I think those are very key things for any woman whenever you're dealing with an industry where they're not expecting you.
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And you know, often sometimes I don't know how many times I walked into a room and there would be you know five guys with me and guess what?
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The questions go directly to the guys and I'm like whoa, I'm here.
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I'm the engineer and you know, say it's.
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I've come to learn that I do my best when I'm doing things that I love.
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And.
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I love manufacturing and I love the automotive industry, so I keep choosing to do it.
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Your passion really comes through when you talk about it and obviously a huge goal for Shannon and I on this podcast is to attract and retain more women and also diversity in the industry and show them you know the incredible opportunities that you have experienced and that there is passion to be found in this space.
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Over your time in manufacturing, have you guys taken any innovative approaches to attract more diverse candidates, particularly women?
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It's twofold One is about recruiting them.
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The second one is about retaining them, and I think one of the first things that we have truly done is going beyond just an engineer that's already an engineer or somebody that's in supply chain it's already in supply chain, but going all the way down into elementary schools to show women and minorities that these jobs are for you and you can excel in these, because many times you don't know what you don't know, and so if you don't have anybody in your family just like I didn't have anybody in my family that was an engineer I could never imagine being an engineer, and so I think that's very, very important.
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Here in where I live today in Lexington, there is an all girls STEM school that started at kindergarten Wow.
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I had no idea, and so this is where they're in a safe environment, where they don't have to worry about all the other things.
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Oh, does that point like me?
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Does he not like me?
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It is all about empowering them to love what they do related to science, technology, engineering, mathematics, and it allows them from the very point of kindergarten and now they're all the way up to, I think, third grade.
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I think this year is third grade, so they're adding a class every year and so they're moving them up every year.
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So I think those are really cool ways that.
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Yes, it takes a long time, but it is an important, important thing.
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The second part, about retaining we have an unbelievable Offending to group, or we call business partnering group, women empowering, impacting Toyota Culp wit, where women are able to a network and get to support one another and plus you can get leadership roles and learn about Leadership in a very safe environment.
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And then we have unbelievable allies that join, because I remember at one of the chapters the secretary was a male and I asked him.
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I said why are you so involved in with?
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And he goes, because I have four dollars.
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Oh, wow and I want to make sure I'm doing everything I can to make sure that they can exceed in everything that they do.
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And so there's a lot of allies out there that support women, and I think those type of organizations are very important Both for the development of women, but then also for the development of the organization.
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I think one thing Shannon and I always discuss and you had mentioned this previously it's really exciting to see more females in leadership roles, because you like to see yourself in leadership and you know it.
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It allows you to kind of create mentors and I it's.
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It's really exciting to see that continue to grow.
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It's clear that with your many years at Toyota, you've been able to get yourself into this leadership role.
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There's probably a lot of lessons that you've learned along the way, specifically on the topic of leadership, especially, as you said, not having many female leaders around you at some points in your career.
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So do you have any specific leadership lessons that you would want our listeners to know for anyone who's trying to grow their career within the industry?
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That's a very good question and, you know, I sort of reflect it back on my career and said, okay, what?
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What are some of the key things that allowed me the opportunities?
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First of all, always it's about performing.
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If you can't perform and delivering your current role, likelihood you're not gonna be able to really be able to jump somewhere else, especially outside of your area of expertise.
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But then the key thing is also then is to get experiences out of the area of expertise.
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You can only go so far whenever you're just the expert in what you do, and so it's very important to be able to get a broader Experience and different perspectives.
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When I took my assignment in Japan, I one of the things after the end of the three years, I I sat back and I and I was reflecting.
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Actually, I reflected every three months.
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I sat down and I actually sat down and said, okay, what did I learn?
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What do I want to learn?
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And then, how is this changing my way of thinking?
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And the biggest thing that I learned was I didn't know what.
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I didn't know Mm-hmm.
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And so if you don't know it, how do you know that you need it?
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And so Getting out of that comfort zone is so important, so you got to take those assignments that make you feel uncomfortable.
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Mm-hmm.
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And also, with that, making you feel uncomfortable.
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One of the key traits to success is resilience Mm-hmm.
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And so you don't know what resilience you have, until you are like the only one and you're thinking, oh my gosh, how in the world?
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You know, after my assignment in Japan, I met with the global lead of HR and I sat down.
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I said man, I said this assignment wasn't easy and he goes oh, it wasn't intended to be, he said.
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But whenever there are people that take these assignments, there's three types ones that will just sort of check the box and get through it.
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One's, it will quit.
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And the other ones that will have the resilience to continue to make change.
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And I said, well, I hope I'm the latter and he goes, waiting to your next assignment, and so that's what I got to be the president of Toyota Kentucky, toyota's largest manufacturing facility in the world.
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I think those are what, like some of the key things that I would share with any any person, and and the key thing is about how to go about getting those assignments, and that goes into networking.
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You have to have people trust that you will achieve that, and if you're only with the people that are in your own department, well, guess what?
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You're only gonna get those challenging assignments within your own department.
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So you have to create those networks so that people see you, or potentially throughout your name, as being that person that can take on that challenge of that Project that may be brand new or need a different way of thinking and be able to bring you in, but if they don't know you, yeah it's just not gonna happen.
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Did you other than obviously you know, you excelled, you performed at your job?
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Did you find yourself in the early years of your career proactively seeking out other people in the in the company and networking?
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not intentionally, because that is what I needed to do for my career.
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I'm just highly inquisitive and I love that for you.
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In my first three weeks at Toyota, I was in training in Japan.
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Two weeks in, they put me on a plane you're going to Japan and I was there with two other engineers.
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Their field was different than mine.
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They were in logistics and supply chain, where I was more on the equipment and processing side.
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But we went to our training together.
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And my boss he had a sleep, voicemails every night about what we were doing and what we were learning and I guess I into a message.
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I made a comment.
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I said well, even though this is not my area, this is what I learned.
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And the voicemail I got the next morning when I woke up he's like every area is your area, that's good for you.
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I was like oh, got it.
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And so I was like, okay, that means he's empowering me to make action, even though it's not officially my responsibility.
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And so whenever they just opened that door, I was, I was starting to pre-need to go, and so I just got really inquisitive and asking a lot of questions and wanting to learn well, how does this connect to this?
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And so I was creating that network without really knowing that I was creating that network.
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The second part of it is I was very lucky in the fact that I was one of the first 200 people hired at a plant that is now like 6,500 people, and so when you're in that small of a group, you really are able to create a very strong network.
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And, yeah, and many of those members have expanded and gone across the United States in different roles.
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And then, of course, my assignment in Japan got me a whole global network that I never, ever imagined.
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That's incredible.
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So changing directions a little bit, and I'm sure you've seen this more than ever in your current role.
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But you know the automotive industry is rapidly evolving in terms of technology and sustainability.
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How do you envision women's contributions to the future of the automotive manufacturing sector?
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This is a very good question, and one is there are amazing women already in these roles that are having an impact Within Toyota, of course, and myself in my role.
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I think about Leah Curry, who's the president of the Indiana facility, and at Hustler, who's our senior vice president of Rejoint Bezure and Mazda.
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The person in Japan right now leading our charge for our battery manufacturing for our facility in North Carolina, our first Toyota facility in the United States to build battery cells is a woman.
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So, besides being there, and doing the work they are definitely and actually our production engineering is led for that plant also is led by a woman.
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They're there, right.
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But then also, I think we bring some unique skillsets that are very important in the fact that it's very scary to make this huge leap, especially for a company that has been doing something for so long, and so we have innate capabilities for empathy right, and so when you want to make change, it's very important to have empathy to where people are today, to help them get to be where we need to be in the future, and so I think that's also very important to one of the traits that we have.
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And also we are very good multitaskers, yeah, and there's an unbelievable amount of tasks to be done.
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And then on the other side I mean, I'm looking at from the manufacturing side but in the industry, in the auto industry, women are the majority in the decision-making related to automobiles, and so if they are the ones that are the customers, who knows that customer better than us?
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Absolutely, and how they're used and how they're needed, and so I think there's just an unbelievable amount of impact that our women are going to be having on us, on our transformation to electrification.
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I really enjoyed hearing you speak about the empathy part, especially.
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Just you would think such a something that would sound so black and white.
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Like you said, transitioning an industry to a new power source you wouldn't think empathy is one of the first qualities of how to get through that transition.
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But it's really cool to hear you talk about that because you're definitely right.
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Yeah, and can I?
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just hit on that.
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Yeah, because, especially on the manufacturing side, you think about where our plants are.
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They've been building engines yeah, for building engines in the United States for 35 years.
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Well, as that transitions, they're not going to be building engines, they're building batteries.
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We have members that are moving locations.
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It can be scary.
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It's huge and scary.
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It's not about just getting the task done.
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For Toyota to be success, we believe in the Toyota way, which has the respect for people.
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That means that we have to bring everybody along with us.
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We're not going to leave any of our customers out.
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That's why we have a portfolio of products.
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But the same thing for our team members.
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We're not going to leave them behind.
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We're going to help.
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They're going to be the strength that gets us through, because they have the energy and the passion to make it happen.
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Absolutely Good for you in leading through that change, because it's scary for all the individuals involved and then you're kind of leading the charge and making sure everyone is comfortable along the way.
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Taking that to the next level in your role, what do you see Toyota's role in leading the supply for electric vehicles?
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What does that look like?
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Toyota is in a very unique condition.
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We've been very successful in our traditional ice and hybrids, and I think hybrids is definitely something that is the first step for a lot of consumers.
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I'm not sure about the selectivication what is that?
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And hybrids are really a good way to make that first step, and our hybrid cells have continued to just grow and we have products that are just 100% hybrid available now.
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And then the second part of it is is then providing that portfolio of options for our consumers to know that, hey, what is right for you, we have for you.
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So we have our plug-in hybrids, our hybrids are plug-in hybrids.
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We have our fuel cells, and then we also have our full BEVs, and we're taking a little bit of different approach on our BEVs than maybe some of the other makers, and the fact that we see it as a transition to a new product is really important.
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So our first BEVs are more similar to a traditional vehicle, so that, hey, I'm changing my battery to a battery, but, yes, I'm still being able to drive my car like I drive my car.
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But then we're going to take the leap forward.
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We're going to make a big leap in some of our products coming out here in the near future that really take out on the prolonged range and performance that we know our consumers are going to want in the future.
00:20:36.010 --> 00:20:42.297
So, like I said, I think it's one of the key things with us on a way to electrification and this is one of the ways that we can do that.
00:20:42.297 --> 00:20:53.173
And also, as you're looking at our consumers, it's not just the person driving the car, it's also about the large trucks there on our roads and our logistics space.
00:20:53.173 --> 00:20:57.099
We use a lot of ways to move people and to move products.
00:20:57.099 --> 00:21:02.176
So then how do we also change all those fleets over to be in a full electrified future?
00:21:02.176 --> 00:21:10.278
So we're very broad in our perspectives and I think that's one of the key things about Toyota is they're taking that full portfolio approach versus just one.
00:21:10.278 --> 00:21:14.095
And then the second part of it is that Toyota has done so much research.
00:21:14.095 --> 00:21:23.955
If you look at the number of patents that Toyota has and sell at state batteries and goes back for 20 years, I have high confidence in our ability to make some of those leaps in the future.
00:21:24.569 --> 00:21:37.020
So, susan, beyond your direct role at Toyota, have you been involved in any initiatives or programs aimed at promoting diversity and equality in the automotive industry?
00:21:37.020 --> 00:21:42.098
So could you tell us a little bit about it and the impact on you personally and on the industry as a whole?
00:21:42.549 --> 00:21:58.474
So, outside my role at Toyota, where I am fully engaged both in our manufacturing but then also in promotion of programs that really support women and other minorities to excel to their highest, there are some really great programs in the industry and then also just out and about.
00:21:58.970 --> 00:22:06.616
One of the ones that we're really proud of is our partnership with the Manufacturing Institute, with the Women Make America.
00:22:06.616 --> 00:22:17.058
We've had many women recognized in that and it's a great way to create networks and within the manufacturing world and to be able to help each other and learn and to promote.
00:22:17.058 --> 00:22:36.076
And then also, of course, we have women in manufacturing and then also the Automotive Women's Society that we've been partners with, and these are great programs that we've used to help develop up-and-coming leaders but then also to help to learn from each other in our industries and challenge ourselves in the technical side of our business.
00:22:36.076 --> 00:22:46.946
And I encourage any woman that's out there to be able to join something where you can learn in a safe environment with other women and then also you can talk about the things that you enjoy.
00:22:46.946 --> 00:22:47.410
And guess what?
00:22:47.410 --> 00:22:49.056
Women are very diverse in themselves.
00:22:49.652 --> 00:22:53.479
So you might not say, hey, you know, hey, I'm not sure about that, I think I fit better over here.
00:22:53.479 --> 00:22:54.143
But guess what?
00:22:54.143 --> 00:22:58.635
There are, like your heads and people that are going to be wanting to talk about.
00:22:58.635 --> 00:22:59.950
Hey, what about the hairstyles?
00:22:59.950 --> 00:23:02.130
I mean, there's a wide range of everybody that's there.
00:23:02.130 --> 00:23:09.976
But the thing is is that we're all very passionate about what we do in the world of manufacturing, and then also without a motive, and bring unique perspectives.
00:23:10.096 --> 00:23:10.718
Absolutely.
00:23:10.718 --> 00:23:26.397
I feel like I have learned so much in this conversation and I'm so excited for our listeners because, from the different women who are kind of already in this space that you've been able to highlight through this and all of these different programs, I think our listeners will just have a lot of like, even if they're not in the manufacturing space.
00:23:26.397 --> 00:23:32.556
There's eye-opening moments of oh I didn't even know these resources were available, so that's really exciting.
00:23:32.556 --> 00:23:46.138
But are there any just key takeaways that, if someone is listening to this interview, that any words of wisdom, any life models, anything like life lessons that you would want to really drive home for our listeners?
00:23:46.771 --> 00:23:53.180
I think the one takeaway if I could tell women, the one takeaway I would say is lift each other up.
00:23:53.180 --> 00:23:55.498
This is not a competition amongst women.
00:23:55.498 --> 00:24:01.460
It is about women lifting each other up, because we will make change when we do it together.
00:24:01.460 --> 00:24:06.515
Just like I said earlier in the podcast is like Q-tip, quit taking it personally.
00:24:06.515 --> 00:24:08.756
And if not you, then who?
00:24:08.756 --> 00:24:13.075
And I see you guys, Shannon and Kathleen, you're already here you guys are lifting each other up.
00:24:13.075 --> 00:24:15.836
Can you do that?
00:24:15.836 --> 00:24:17.093
Yeah, I mean.
00:24:17.093 --> 00:24:21.719
And you have the energy, then right, If you have energy, imagine what you can do.
00:24:21.719 --> 00:24:25.715
And so then how do we inspire each other to really make a difference?
00:24:25.715 --> 00:24:30.701
And that's why I'm excited to be on this link today and to talk to all the women that are out there.
00:24:31.124 --> 00:24:31.950
We're so glad to have you.
00:24:31.950 --> 00:24:33.034
This has been incredible.
00:24:34.096 --> 00:24:51.804
As our final question, we like to ask this so if you, in a different world, were the owner of a dealership probably a Toyota dealership in your case what would you want as your ideal waiting room snack for all of your customers while they wait for service?
00:24:51.804 --> 00:24:53.279
You can dream big here.
00:24:53.615 --> 00:24:56.744
Oh, wow, I can dream you can go as crazy as you want.
00:24:56.744 --> 00:24:58.942
Oh, as crazy as you want.
00:24:58.942 --> 00:25:05.057
Actually, I am one that I would want like a little bit of a smorgasbord I want to wear.
00:25:05.057 --> 00:25:12.344
Hey, you got like the standard, you know salty and sweet type of snack that you have, but then you got to have something that makes people go.
00:25:12.344 --> 00:25:14.482
Oh, I don't know if I really want to try that.
00:25:14.482 --> 00:25:15.779
That sounds really crazy.
00:25:16.214 --> 00:25:17.200
But they will remember it.
00:25:17.454 --> 00:25:19.619
Yeah, it's a small piece, I'm going to try it, right?
00:25:19.619 --> 00:25:22.506
I mean, I remember the first time I tried bacon and peanut butter together.
00:25:22.506 --> 00:25:23.878
I'm like, are you serious?
00:25:23.878 --> 00:25:27.584
But it is unbelievable.
