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Toyota investing $200M in Southern manufacturing

Over the past two years, Toyota has invested more than $2 billion at its North American production facilities, and it apparently doesn't plan on stopping there. To keep up with recent strong sales, Toyota is investing an additional $200 million at its engine plants in the Southern US to increase production capacity of its V6 engines.
The bulk of this money ($150 million) will go to expand Toyota's engine plant in Huntsville, AL, which is currently responsible for supplying engines - four-cylinder, V6 and V8 - to eight of Toyota's 12 domestically produced vehicles. That includes the best-selling Toyota Camry (shown above).
Toyota didn't say exactly what improvements are being made to the plant, but this follows last year's $80 million investment in the plant that is set to be completed by next year raising the engine capacity to 750,000 annual units including 362,000 V6s. The remaining $50 million will go to the casting plants of Toyota-owned Bodine Aluminum in Missouri and Tennessee, which supply engine blocks and cylinder heads to the Huntsville engine plant as well as others in Kentucky and West Virginia. Scroll down below for the official press release.

Toyota ready to get dirty with new TRD Pro Series

To the general public, Toyota is often thought of as a maker of bland but dependable cars, crossovers and SUVs that get their owners and a whole herd of whatever from Point A to Point B. Generally speaking, they're fuel efficient, comfortable and affordable. What the general public may not realize, however, is that Toyota enjoys a very strong history of going off road, too. The legendary Land Cruiser arguably established the trend, helping explore remote parts of the globe, while various guerilla warfare outfits and world military branches have unwittingly joined up with the boys from Top Gear to help cement the Hilux pickup's reputation for invincible performance. Now, though, Toyota is launching a new line of trucks and SUVs in the US that are even more explicitly targeted at hitting the trails. Meet the TRD Pro Series.
Featuring the 4Runner, Tacoma and Tundra, each Pro Series vehicle features TRD-tuned springs with Bilstein shocks, a TRD front skid plate, a TRD shifter, black wheels, branded floor mats and a "TOYOTA" grille badge, the latter of which harkens back to classic models. TRD Pro Series vehicles will be offered in the new Inferno paint color shown above, as well as Black and Super White.
The Tundra benefits from softer TRD springs that also provide a two-inch lift and a better ride in the rough, while the truck itself rides on 18-inch wheels with Michelin ORP tires. Each truck gains an extra two inches of wheel travel in front and 1.25 inches in back, while a TRD dual exhaust should generate a nicer sound than the trucks's standard V8 engine. Finally, a unique interior with red contrast stitching freshen up the cabin. We wouldn't go so far as to call this a Ford F-150 SVT Raptor fighter - far from it, in fact - but it's a bit more off-road oriented than your average pickup.

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."