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This Month’s Exclusive News

Made by Toyota: Joby Aviation Targeting 4 Aircraft Per Month

Reported by Jeffrey Neal Johnson. Article Posted: 2/17/2026. 

Quick Look

• Toyota has deployed a team of engineers to Joby’s facilities to implement the Toyota Production System to improve manufacturing efficiency.
• Joby recently secured capital to fund operations through the certification phase and support the expansion of its production capabilities.
• The company is shifting from a research startup to an industrial manufacturer with a clear path toward commercial passenger flights in the near future.

The stock chart for Joby Aviation (NYSE: JOBY) may tell one story, but activity on the factory floor tells a different one. As of mid-February, shares of the electric air-taxi pioneer are trading near $9.88.

That level reflects a decline of roughly 25% since the year began — a drop that has rattled retail investors watching the company burn cash while they await the launch of commercial flights. But a significant announcement on Feb. 17 signals Joby is shifting from a research startup toward serious industrial manufacturing within the aerospace sector.

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Joby revealed plans to roughly double its manufacturing capacity, targeting a production rate of four aircraft per month by 2027. While four may sound small to an automotive investor, in aerospace that rate represents a substantial step forward.

The key detail for investors isn’t only the target number but how Joby intends to reach it. The company is not doing this alone: it is deploying nearly 200 engineers from Toyota (NYSE: TM)directly into its facilities to oversee the expansion. That shift suggests the primary risk for Joby is no longer whether it will fly, but whether it can build thousands of aircraft without going broke.

The Toyota Production System Arrives

For years, Joby’s relationship with Toyota was viewed mainly as a financial lifeline. Toyota has invested nearly $900 million in the startup, providing capital to keep the lights on through an expensive research and development phase. However, the Feb. 17 update changes the relationship from passive investment to active operational support.

Deploying approximately 200 Toyota engineers to Joby’s pilot production line in Marina, California, and its future high-volume facility in Dayton, Ohio, represents a major transfer of manufacturing know-how. These engineers will implement the Toyota Production System (TPS).

For those unfamiliar with manufacturing, TPS is widely regarded as the global standard for efficiency. It rests on three core pillars:

• Just-in-Time Production: Reducing inventory costs by having parts arrive precisely when needed.
• Jidoka (Automation with a Human Touch): Designing machines that stop automatically when a defect is detected, preventing bad parts from moving down the line.
• Kaizen (Continuous Improvement): A culture where every worker is empowered to suggest incremental changes that speed up the process.

Applied to aerospace, that logic could yield a significant competitive advantage. Traditional aviation manufacturing is bespoke, slow, and expensive. By adopting automotive-grade efficiency, Joby aims to materially lower the unit cost of each aircraft.

If Joby can produce four aircraft a month by 2027 with low defect rates, it would create a clearer path to profitability that competitors relying on standard aerospace methods will find hard to match. That operational moat is difficult to quantify on a balance sheet today, but it could form the foundation for future earnings.

The Price of Ambition

Building a factory and hiring hundreds of specialized engineers is expensive. That reality hit shareholders in late January 2026, when Joby completed a capital raise of roughly $1 billion through a mix of new stock and convertible bonds.

The market reacted negatively, pushing the stock down about 17% in days. The drop was driven by dilution: when a company issues new shares, existing shares represent a smaller slice of the pie, which often pressures the price in the short term.

But in the capital-intensive world of aerospace, cash is oxygen. After the raise, Joby’s cash reserves sit comfortably above $1 billion. That war chest is critical for two reasons:

1. Burn Rate: The company reported a net loss of roughly $401 million in the third quarter of 2025. Without the January capital injection, the aggressive manufacturing targets announced on Feb. 17 would have been mathematically impossible.
2. Infrastructure: The funds support acquisition and tooling for the planned 700,000-square-foot facility in Dayton, Ohio.

Investors must weigh the pain of short-term dilution against the risk of running out of cash. The electric vertical take-off and landing (eVTOL) sector is littered with companies facing liquidity challenges. By securing capital now, Joby has bought the runway needed to survive until commercial revenues begin. The recent share-price decline was essentially the price of admission to remain solvent through the critical 2026–2027 ramp-up.

Volatility vs. Viability

The road ahead will remain volatile. While the 2027 manufacturing targets provide a clear destination, Joby still needs to execute its near-term commercial launch. The company is targeting the start of passenger services in Dubai in 2026, followed by operations in New York and Los Angeles in partnership with Delta Air Lines.

Despite current bearish sentiment and a Reduce consensus rating from some analysts, the average price target is $13.21 — more than 30% above today’s $9.88. That gap implies Wall Street may be cautious about the timing but still recognizes value in Joby’s underlying assets.

For investors, the thesis is straightforward: the recent share-price decline is a backward-looking reaction to financing, while Toyota’s deeper operational involvement is a forward-looking signal of viability.

Joby appears to be trading stock volatility for operational stability. If the company can reach four aircraft per month by 2027, today’s share price could eventually look like a discount on a major industrial player.

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