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Recharge Wrap-up: Model X pinch sensor update, Karma plans first store

Tesla has improved Model X pinch sensor function in its latest over-the-air update. As we've seen, the pinch sensors already stop the falcon wing doors from completely shutting when they sense an obstruction. Now, though, the doors retract slightly after the sensors are triggered. While the pre-update doors didn't appear to do as much damage to human fingers as they do to various foodstuffs, it definitely looked uncomfortable, especially when one's hand is stuck in the partially closed door. Now, any pinch that does occur should be brief. See the updated sensors at work in the video above, and read more from Teslarati. Karma Automotive will move to Kawasaki's former headquarters in Irvine, California where it will also open its first store. The revival of the now defunct Fisker will sell its Revero plug-in hybrid through both dealerships and company-owned stores like the one planned for its new two-building campus. The property owner, Bixby, had planned to renovate the site, but now says Karma will make its own improvements. Bixby said it was seeking, "a progressive-minded tenant that would value the unique configuration," and appears to have found just that in Karma. Read more at Electrek, or from the OC Register. San Francisco is asking residents for help in expanding its subways. Using an online tool called Subway Vision, users can draw their own subway lines and stations that they'd like to see built and submit them to planners. Listening to the public is a useful tool for the city because, as Grahm Satterwhite, San Francisco Municipal Transportation Agency's principal planner, admits, "Transportation planners may be too close to a problem to see the solution." This approach allows the subway expansions to "reflect the vision of not just a few transportation planners, but of all San Franciscans," he says. Read more from FastCo.Exist. Toyota is continuing its commitment to Yellowstone National Park with a sustainable Youth Campus for environmental education. The automaker donated $1 million to Yellowstone for the facility, which is seeking Living Building Challenge certification. It will have onsite wastewater treatment for its locally sourced water usage, and will generate all of its electricity needs from photovoltaic panels, with excess to put back into the grid. The campus will have classrooms and residences for students and staff for its youth programs.

Toyota buys Daihatsu for small-car development

Toyota is getting serious about small cars, but it's not going at it alone. Instead it's turning to its subsidiary Daihatsu, with which it will now share more resources and expertise. And in the process, it's acquiring the remaining stake in the smaller automaker. Daihatsu is a Japanese carmaker founded in its present form in 1951, but with roots that trace back as far as 1907. Toyota acquired a controlling interest of 51 percent in Daihatsu in 1988, bringing the company under its umbrella. But now it is raising its stake to 100 percent by a reciprocal share-swap agreement that will see Daihatsu's other shareholders take 0.27 shares in the larger company for each share in the smaller. As part of the new arrangement, the Daihatsu division will take the lead in developing new small cars, both for itself and for its parent company. Toyota in turn will also share key technologies with Daihatsu, and both will share each other's networks in emerging markets. The bottom line is that we can expect to see more small Toyotas and Scions developed and built by Daihatsu in the near future. The Daihatsu name may not be as familiar to Americans as some of Toyota's other brands. It briefly sold models like the Charade and Rocky in the United States under its own name in the late 1980s and early 90s. However US customers may be more familiar with those it built for the Scion brand, such as the Scion xB that was based on the Daihatsu Materia. While the realistic part of our brains force us to admit it's unlikely, the dreamer within us will hold out hope that the new arrangement could see a Scion version of the nimble little Daihatsu Kopen roadster make its way to our shores in the coming years. Toyota and Daihatsu to Strengthen Small Car Operations through Unified Global Strategy Toyota Motor Corporation (Toyota) and its subsidiary Daihatsu Motor Co., Ltd. (Daihatsu) have reached an agreement whereby Daihatsu will become a wholly-owned subsidiary of Toyota by way of a share exchange (expected to be completed in August 2016). The purpose of the agreement is to develop of ever-better cars by adopting a unified strategy for the small car segment, under which both companies will be free to focus on their core competencies. Ultimately, this will help Daihatsu and Toyota to attain their joint goal of achieving sustainable growth. Additionally, the aim of the share exchange is to enhance the value of both brands.

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."