I do agree with the union on some points.
Even years ago "Kaizen" was all the rage, and my firm studied it in detail. Basically, for the line employees, it's terrible! Literally, it means "constant improvement." Sounds good? Well, suppose you can put 100 dash boards together in an hour. We make the goal 105. You go like gangbusters and reach 105. The goal is once again raised. Very high pressure environment.
However, it can be done right. If the goal is to be raised, then the
process has to be changed. Simply expecting the worker to do more is not productive in the end, as it leads to employee burn-out. Toyota has used Kaizen both ways, and in the former, with poor results.
The other problem in Toyota culture is the need for constant growth. This has lead to overproduction and stretching themselves pretty thin with respect to engineering.
Now, all that said, we're not talking about Toyota suddenly making

-boxes. Overall, a Toyota is a still a good bet, but the other problem for Toyota is that everyone's quality has come up. It's not longer their key advantage. And this is why they need to get back having interesting and exciting products. Sure, a Corolla is designed to be an appliance, and most buyers bought it for that reason, but where are the Celica, the MR2, the Supra, and who knows what other slick products they can think of?