2007 Honda Odyssey Ex-l Mini Passenger Van 4-door 3.5l on 2040-cars

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Suppliers love Toyota and Honda: Why that matters to you

You might think that a survey of automotive suppliers and their relationship with OEMs is the automotive equivalent of nerd prom. In some ways that's what the North American Automotive OEM-Supplier Working Relations Index (WRI) is. The study, the 17th annual conducted by Planning Perspectives Inc., is based on input from 652 salespeople from 108 Tier One suppliers, or, PPI points out, 40 of the top 50 automotive suppliers in North America. Suppliers to General Motors, Ford, FCA, Toyota, Honda, and Nissan. But the results have consequences in terms of tens of millions of dollars for OEMs - and in the quality, technology, and cost of the next vehicle you buy. There are a couple of ways to look at the results of the WRI. One is, "So what else is new?" And the other is, "Damn! How did that happen?" The study looks at five relationship areas — OEM Supplier Relationship; OEM Communication; OEM Help; OEM Hindrance; Supplier Profit Opportunity — within six purchasing areas — Body-in-White; Chassis; Electrical/Electronics; Exterior; Interior; Powertrain. In the overall rankings, Toyota is on top for the 15 th time in 17 years, with a score of 328. Honda, the only company to best Toyota (in 2009 and 2010), comes in second, at 319. Those two companies, explains John Henke, president of PPI, have collaborative working arrangements with colleagues and suppliers alike built into the very fabric of their cultures. This, however, is not a situation where one can readily conclude it is about "Japanese companies," because the third company with headquarters on the island of Honshu, Nissan, came in dead last. This is the "How did that happen?" portion. The Nissan score of 203 puts it 125 points behind Toyota. There hasn't been a number that low since the then-Chrysler Corp. scored 187 in 2010, when the company was clawing its way out of the recession. Clearly, the suppliers don't feel particularly engaged by the buyers at Nissan. Henke explains that whether a company does well or not on the WRI is rather simple. All people do things based on what they're measured on. "If you're measured on taking 10% out of your annual buy, you immediately know how to do it. But if you're also measured on improving relations, suddenly there is a new dynamic as to what you can do to achieve both.

Inside Honda's ghost town for testing autonomous cars

On the edge of the San Francisco suburb of Concord, California sits a ghost town. Dilapidated buildings and cracked roads are framed by overgrowth and slightly askew street signs. The decommissioned five acre portion of the Concord Naval Weapons Station that once housed military personnel and their families is now home to squirrels, jack rabbits, wild turkeys and Honda's mysterious testing lab for autonomous vehicles. This former town within a Naval base – now dubbed "GoMentum Station" – is the perfect testing ground for Honda's self-driving cars. An almost turn-key solution to the problem of finding somewhere to experiment with autonomous vehicle inside an urban area. Thanks to the GoMentum Station, the automaker has access to 20 miles of various road types, intersections and infrastructure exactly like those found in the real world. Just, you know, without all the people getting in the way. While the faded lane markers and cracked asphalt might initially make it difficult for the car to figure out what's going on around it, that's exactly what you want when training a self-driving system. Many roads in the real world are also in dire need of upkeep. Just because autonomous vehicles are hitting the streets doesn't mean the funding needed to fix all the potholes and faded lane markers will magically appear. The real world doesn't work that way and the robot cars that will eventually make our commutes less of a headache will need to be aware of that. Plus, it's tougher to train a car to drive downtown than to barrel down the highway at 80 miles per hour. A company is going to want to get as much practice as possible. While semi-autonomous driving on the everyone-going-the-same-way-at-a-constant-speed freeway is already a reality, navigating in an urban environment is far more complex. If you've driven on the streets of Los Angeles, San Francisco, New York, Chicago or Seattle you know that driving downtown takes far more concentration than cruising down the interstate. With all that in mind, Honda's tricked out Acura RLX did a good job during an (admittedly very controlled) hands-free demo. It didn't hit either of the pedestrians walking across its path. It stopped at stop signs and even maneuvered around a mannequin situated in the middle of the road. The reality is, watching a car drive around the block and safely avoid stuff is boring. Not to metion, Google has been doing this for a while in the real world.

Honda replaces CEO Takanobu Ito with Takahiro Hachigo

At its upcoming shareholders' meeting in June, Honda is set to make a raft of changes to its senior personnel, including new board members, directors, auditors and operating officers. But the most pivotal of the new appointments will see the replacement of its president and chief executive. That job currently belongs to Takanobu Ito, who will step down in June and hand the reins over to Takahiro Hachigo, subject to ratification by the shareholders. Hachigo-san has been with Honda since 1982, rising up the ranks and holding a series of key executive and R&D posts with the Japanese automaker in locations around the world – including here in the United States, where he spearheaded development of the original Odyssey minivan and directed the company's American R&D center. He subsequently headed Honda's European operations and currently serves as its most senior officer in China. He's 55 years old. He takes over from Ito-san after a tumultuous period for Honda. Ito, 62, joined Honda in 1978 and similarly rose through the R&D ranks, holding some of the same positions along the way that Hachigo would later, albeit more focused on the company's operations at home in Japan. Ito took over as president and CEO in 2009, steering Honda through a difficult period marked by fluctuating currencies, the tsunami disaster of 2011 and flagging quality issues that have forced Honda to issue unprecedented recalls, focusing much criticism on Ito's leadership. Honda recently recalled millions of vehicles that were fitted with Takata's faulty airbag inflators, which had the unpleasant tendency to spew shrapnel at consumers. Ito will remain on board as a director and advisor, but what we'll be most interested to see is the direction in which Hachigo will take the company. Under Ito's leadership, Honda has brought back performance icons like the NSX and Civic Type R, launched innovative environmental technologies, delved into aerospace with the HondaJet and re-entered Formula One. One of Hachigo's first priorities will undoubtedly be to restore the company's reputation for quality, but we'll have to wait and see what (if any) sort of new and exciting developments he'll spearhead once he takes office. Honda Motor Co., Ltd. Announces New President & CEO Tokyo, February 23, 2015 --- Honda Motor Co., Ltd.