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4th-gen Toyota Prius production delayed by 6 months

If you were holding off buying a new car in anticipation of the fourth-generation Toyota Prius arriving in 2015, your wait might be a little longer. Company insiders are claiming that production of the bestselling hybrid is being pushed back from spring to possibly as late as December 2015. Toyota is reportedly still making alterations to make sure everything is just right before it unleashes the all-important, efficient hatch on a waiting public.
According to unnamed sources speaking to Automotive News Europe, the main reasons for the delay aren't completely known. It's believed the engineers are still working on making the hybrid powertrain more efficient and improving the new Toyota Global Architecture modular platform. The insiders claim that the final production prototype of the Prius is still under development, and it might be November before it's finalized. From there, it usually takes around 12 months to tool up and for the first car to roll off the assembly line. It would be another year after that before the plug-in variant starts assembly. The national manager of Toyota Product Communications, Michael Kroll, told AutoblogGreen, "As you might expect, we can't comment on future product plans."
Despite the delay, some potential details have already emerged about the new hybrid. A company spokesperson recently told Autoblog via email that Toyota is engineering the next-gen Prius to have smaller, more power-dense electric motors and greater thermal efficiency. The new modular platform is also rumored reduce weight, and the changes could lead to a targeted 10 percent improvement in fuel economy.

Toyota's refreshed Sai is a Lexus HS by any other name

Toyota first launched Lexus in the United States back in 1989, but it wasn't until 2005 that it brought the luxury marque home to roost. But don't think that Toyota didn't find a way of selling many of its premium models in the Japanese Domestic Market in the meantime. The Lexus LS was sold as the Toyota Celsion, the ES as the Vista and Camry Prominent, and the SC as the Soarer. (We could go on, but you get the point.)
These days Lexus sells in markets around the world, including Japan, but Toyota still spins off its own versions of Lexus models to sell domestically as well. Like the new Sai, for example. Sharing its platform, hybrid propulsion and much more with the Lexus HS (which you may remember as the world's first dedicated luxury hybrid until it was pulled from the market early last year), the Sai was introduced to Japan at the same time as the HS was rolled out around the world. Now nearly four years on the market, Toyota has given it a bit of a refresh.
Boasting a far more aggressive front end and a restyled rear, the revised Sai features LED headlights, 16-inch alloys and a higher-quality interior in which JDM buyers will find a new center console and trim, along with an optional 10-speaker infotainment system. Toyota also boasts that the new Sai is made of 20-percent Ecological Plastic and recycled resin.

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."