Toyota's initial entry into the market was relatively arduous. In 1957, Toyota attempted to enter the United States market by establishing a subsidiary in California. It was later confirmed that it was a nightmare; Toyota cars performed poorly in road tests on US highways. Evidently, Toyota had not sufficiently studied the basic local circumstances of the US market, basically the way Americans used vehicles. Due to a lack of local responsiveness, Toyota closed its US subsidiary and abandoned the market. Returning home, the company began studying feedback from American customer surveys and road tests in the United States, remodeled numerous of its models accordingly, and significantly reformed its reputation in the US market in the late 1960s, selling well with pleasing invention features and consistently reducing retail prices and production cost. Thanks to rising oil prices following the Arab-Israeli conflict, U.S. customers have shifted en masse to small, fuel-efficient vehicles. Toyota was among the biggest beneficiaries. Although this demand for fuel-efficient small cars in the US market occurred without Toyota's predictions, it corresponded to the normal order of this type due to the shortage of natural resources in Japan. This could be seen in a kind of knowledge transfer and learning effect within the universal markets, i.e. the collective information transfer achieved in the Japanese function to the US market. However, the market changes. In the early 1980s, import quotas imposed by the United States on Toyota significantly stunted foreign sales growth. To manage this crisis, Toyota's first foreign business, NUMMI, was born. This step could be considered Toyota's further tactical access to the US market. In this deal, Toyota designs… half of the paper… (green boxes). With eight sections of line, the facility still has fewer than Kyushu (eleven sections), but more than in 1994 (six sections) and much more than before 1994 (three to four sections). Each small blue box at the bottom represents a station along the line or, in most cases, around an employee (not counting group leaders and the team). The accurate number of people on the line also depends on consumer demand. One of the ways to adjust line productivity is to remove or add employees. The highly mechanized welding line was much faster, being able to produce a frame in just over a minute. Amusingly, Toyota used a traction system instead of filling the line with the chassis. New chassis were released only as fast as the assembly line could carry them; so there were always idle frameless stations in the welding line.