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Toyota says no one wants a Toyota electric car

It's no secret that Toyota doesn't really have a heart in pushing pure electric vehicles. The very limited Scion iQ EV project was killed before it went very far and the RAV4 EV project with Tesla was always only meant to produce just 2,600 units, but it didn't even get that far. In short, by all public appearances, Toyota just doesn't see the value of a pure EV. "No one is coming to our door asking us to build a new electric car." – Toyota's Craig Scott Toyota's public reasoning for the lack of a Prius C EV, for example, has often been that customers don't want to compromise on range and that hydrogen is a better bet. Company executives like Bob Carter say so over and over again. A new comment by Craig Scott, Toyota's national manager of advanced technologies, says that the Japanese automaker, give a slightly different spin on things. "Toyota actually favors fuel cells over other zero-emission vehicles, like pure battery electric vehicles," he told the Los Angeles Times. "We would like to be still selling cars when there's no more gas. And no one is coming to our door asking us to build a new electric car." This, understandably, has riled up a lot of EV supporters, many of whom have called on all automakers to sell more electric vehicles. After all, if Nissan can sell around 3,000 EVs a month in the US, couldn't Toyota do something similar? Are there thousands of people coming to the door asking for the fuel cell sedan that Toyota will start selling in the US next year? That answer is unclear, but it certainly doesn't look like Toyota is backing off its H2 bet any time soon.

Will Toyota lose up to 70% of its workforce in TX relocation?

Toyota's decision to move its US headquarters from its longtime home in Torrance, CA, to Plano, TX, was one of the biggest stories in the automotive industry this spring. With several months since the announcement, more details about the plan have leaked out. It seems that pulling up stakes could mean an even larger shakeup in the Toyota workforce than first thought.
According to Automotive News, Toyota intends to hang onto around 50 percent of its workforce in the move to the Lone Star State. However, even that figure might be optimistic. According to an unnamed insider speaking to AN, there is a fear the actual number could be closer to 30 percent. For comparison, Nissan retained about 42 percent of its workers in its move from California to Tennessee.
The actual percentage making the move is a mystery because Toyota is still rewriting its job descriptions under a single set of guidelines. The changes affect benefits, bonuses and the reporting structure, according to Automotive News, and employees' reactions could play a big role in who decides to go. According to an unnamed worker speaking to AN, the wait is hurting morale. Some people are even applying at the nearby Honda headquarters.

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."