1996 Toyota Camry Le - Florida Car Only 60k Miles! 5 Pass A/c Pw Pl! Automatic 4 on 2040-cars
Pompano Beach, Florida, United States
Body Type:Sedan
Engine:I4 2.2L
Vehicle Title:Clear
For Sale By:Dealer
Make: Toyota
Model: Camry
Warranty: No
Mileage: 60,586
Sub Model: LE - Florida Car ONLY 60K Miles! 5 Pass A/C PW PL!
Doors: 4
Exterior Color: Tan
Fuel: Gasoline
Interior Color: Tan
Drivetrain: FWD
Toyota Camry for Sale
- 2007 toyota camry hybrid sedan 4-door 2.4l 50th anniversary(US $14,050.00)
- 2012 toyota camry xle automatic sunroof leather only 2k texas direct auto(US $24,980.00)
- 2011 toyota camry le v6 auto cd audio cruise ctl 65k mi texas direct auto(US $15,980.00)
- 2.5l cd am/fm radio mp3 decoder air conditioning rear window defroster
- 2012 toyota camry(US $19,000.00)
- 2007 toyota camry le 2.4l v6 auto leather 2 owners only 37,801 miles(US $14,981.00)
Auto Services in Florida
Xtreme Car Installation ★★★★★
White Ford Company Inc ★★★★★
Wheel Innovations & Wheel Repair ★★★★★
West Orange Automotive ★★★★★
Wally`s Garage ★★★★★
VIP Car Wash ★★★★★
Auto blog
Toyota produces millionth truck in Texas
Thu, 19 Sep 2013After going online in 2006, Toyota's San Antonio, Texas truck plant has just built its one-millionth vehicle, the 2014 Tundra 1794 Edition you see above. The plant originally focused on just the Tundra pickup, but the smaller Tacoma started rolling off the line there in 2010, as well.
Fittingly, the 1794 Edition (a new premium trim level for 2014) pays homage to the property on which the Toyota plant now resides - a ranch that was founded in 1794. Scroll down for the official press release for the plant's milestone, and be sure to check out the full gallery of Tundra 1794 Edition images as well.
2014 Toyota Corolla
Tue, 27 Aug 2013Reprising The Recipe For A Perfect Slice Of Toast
My toaster broke the other week. Halfway through the process of cooking my gourmet Pop-Tart breakfast, the thing crapped out with a small bang, leaving my delicious morning treats trapped inside. To rectify the situation, I ventured out to a big box store, located the toaster aisle, and ran a couple of questions through my mind. Do I need two slots or four? Do I need to spend more than 20 bucks on this thing? Should I just buy a toaster oven to give me a wider range of bachelor-pad cooking functionality? After no more than two minutes of contemplation, I grabbed the cheapest one on the shelf, paid and left the store. The new toaster works just fine.
This sort of unemotional shopping experience is how I suspect people decide to purchase the Toyota Corolla. It's a perfectly fine appliance, and to a good number of people in the world, the bond between a car and a driver is no more important than the connection I feel to my toaster. Does it seat four people relatively comfortably? Does it get decent fuel economy? Is it easy to drive? Reliable? Safe? The Corolla checks all of these boxes, and because of that, Toyota managed to move just under 300,000 examples of the tenth-generation car in 2012 (though that number does include sales of the Corolla-based, now-deceased Matrix) - a vehicle that, at the time, was already six years old.
Toyota retires robots in favor of humans to improve automaking process
Sat, 12 Apr 2014Mitsuru Kawai is overseeing a return to the old ways at Toyota factories throughout Japan. Having spent 50 years at the Japanese automaker, Kawai remembers when manual skills were prized at the company and "experienced masters used to be called gods, and they could make anything." Company CEO Akio Toyoda personally chose Kawai to develop programs to teach workers metalcraft such as how to forge a crankshaft from scratch, and 100 workstations that formerly housed machines have been set aside for human training.
The idea is that when employees personally understand the fabrication of components, they will understand how to make better machines. Said Kawai, "To be the master of the machine, you have to have the knowledge and the skills to teach the machine." Lessons learned by the newly skilled workers have led to shorter production lines - in one case, 96percent shorter - improved parts production and less scrap.
Taking time to give workers the knowledge to solve problems instead of merely having them "feed parts into a machine and call somebody for help when it breaks down," Kawai's initiative is akin to that of Toyota's Operations Management Consulting Division, where new managers are given a length of time to finish a project but not given any help - they have to learn on their own. It's not a step back from Toyota's quest to build more than ten million cars a year; it's an effort to make sure that this time they don't sacrifice quality while making the effort. Said Kawai, "We need to become more solid and get back to basics."