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Toyota's Bob Carter says far fewer stations needed in shift from gas to hydrogen

Toyota's Bob Carter has been talking about green cars for years, but it's only been recently that his comments have really caught widespread attention thanks to his disparaging remarks about electric vehicle supporters like Elon Musk and Carlos Ghosn and optimism about hydrogen. Speaking at the opening of the Chicago Auto Show this morning, Carter said that Toyota has claimed the "pole position on CAFE," thanks to its deep hybrid bench. The company's green car cred will continue to grow because of its upcoming hydrogen fuel cell car, due out next year. Carter is relentlessly optimistic: "I truly believe fuel cells will fundamentally change how we feel about transportation," he said. The reason, Carter said, is that a hydrogen infrastructure will be easier to install than people think. He referenced a study conducted by the University of California (which we've heard about before) that found that California would only need 68 hydrogen stations to refuel the roughly 10,000 H2 vehicles that Toyota hopes to sell in by 2016 or so. That's a lot more than the nine that exist today, but the state has already approved funding for 20 new stations by 2015 and then up to 100 by 2024. Then he said this: "If every vehicle in California ran on hydrogen, we could meet refueling logistics with only 15 percent of the nearly 10,000 gasoline stations currently operating in the state." "We could meet refueling logistics with only 15 percent of gasoline stations currently operating in CA" - Bob Carter This made us wonder: if the refueling time and range are roughly equivalent between hydrogen and gasoline – Toyota's hydrogen car is supposed to be able to go 300 miles on a five-minute fill-up - then why has the market decided that there should be 10,000 gas stations in California and why would 1,500 be sufficient for hydrogen? "If the locations are optimized," he said, "we don't need 10,000 stations." For example, at major intersections, instead of three gas stations, you'd really just need a single hydrogen one. "There are a lot of questions about the infrastructure, but it's coming. ... It's a hurdle that we've got to climb but it's not as steep as some may imagine." Toyota's Mike Michaels, the national manager, media and public affairs at Toyota Motor Sales, then stepped in to point out that there are gas stations closing and admitted that there might be too many gas stations in California.

Toyota FT-1 hints at Supra, more aggressive hybrids

Toyota showed off the new FT-1 performance concept at the 2014 Detroit Auto Show today, and the obvious story angle is that this is the new Supra. That's enough weight for most concept cars to carry, but then we thought about it a bit more - FT-1 stands for "Future Toyota 1," after all - and re-read the hints Toyota is dropping about how the FT-1 fits into the company's future. Put all the pieces together, and we think there's a chance Toyota's hybrid models are about to get a whole lot cooler. Technically, the FT-1 is an EV, but that's just because all it has for a powetrain is a small battery and motor to move it around on stage. This concept doesn't even have a proposed powertrain, but a production Supra could have any number of powerplants under the hood (V6, V8, hybrid and inline-six are all mentioned by Automotive News). We also like the big red start button on the steering wheel, which owes at least a little to the blue start button in the Prius. What we're more interested here is what this sleek red beast could do for the look of Toyota's hybrids. The FT-1 could change how Toyota designs cars in the future. To make the FT-1, Akio Toyoda, the president and CEO of Toyota Motor Corporation, apparently challenged Toyota's Calty Design Research team to create a car with passion and "a palpable heart-pounding sense of excitement." Instead of making design decisions "by consensus among a large group of stakeholders," the company says "the [design] approval process has been streamlined. This new approach aims to produce cars that connect more deeply with customers." There was a sense in Detroit today that the FT-1 heralds a change in how the company designs cars in the future. The FT-1 is apparently not the result of Toyota's hybrid supercar partnership with BMW, but we know that Toyota isn't a total stranger to a high-performance hybrid category, having built the TS030 hybrid Le Mans race car. For an on-road gas-electric from the company, though, we're much more used to the egg-shaped Prius. While Toyota has backed off a 2003 pledge to make every model a hybrid, it has said that it wants gas-electrics powertrains to proliferate throughout the line-up. And, if the FT-1 previews a new Toyota look, then at least some of those hybrids will benefit from some of the good looks on display in Detroit.

Toyota retires robots in favor of humans to improve automaking process

Mitsuru 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."