2024 Toyota Sienna Xle Braunability Handicap Wheelchair Van on 2040-cars
Boca Raton, Florida, United States
Engine:4 Cylinder Engine
Fuel Type:Hybrid-Electric
Body Type:Passenger Van
Transmission:Automatic
For Sale By:Dealer
VIN (Vehicle Identification Number): 5TDJRKEC9RS190951
Mileage: 11
Make: Toyota
Trim: XLE Braunability Handicap Wheelchair Van
Drive Type: FWD
Horsepower Value: 245
Horsepower RPM: 6000
Net Torque Value: 176
Net Torque RPM: 4400
Style ID: 444882
Features: --
Power Options: Electric Power-Assist Speed-Sensing Steering
Exterior Color: Wind Chill Pearl
Interior Color: Graphite
Warranty: Unspecified
Disability Equipped: Yes
Model: Sienna
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Auto blog
Honda, Subaru airlifting parts to bypass port labor diputes
Fri, Feb 6 2015It should be abundantly obvious that a vital element in building cars is actually having the components on hand to assemble them. A labor dispute on the West Coast between the International Longshore and Warehouse Union and management is not making that quite so easy for some Japanese automakers. Work slowdowns at the ports have pushed Honda and Subaru parent Fuji Heavy Industries into flying some parts into the country. The two automakers began shipping by airplane late last month to avoid production delays, according to Bloomberg, but it has been an expensive solution. Subaru's chief financial officer said the decision cost around $60 million more per month than sending components by cargo ship. They aren't the only companies dealing with the problem, either. Toyota reportedly stopped overtime assembly at some of its factories here because of the delays in getting parts, according to Bloomberg. The dockworkers have been negotiating on a new contract since May 2014, and the current offer on the table to them has offered a 3 percent raise, according to Bloomberg. Although, the union is reportedly considering another slowdown at 29 ports along the West Coast in the coming days. News Source: BloombergImage Credit: Nick Ut / AP Photo Auto News UAW/Unions Honda Subaru Toyota shipping port labor dispute
Carmakers, NHTSA to unveil auto-emergency braking agreement tomorrow
Wed, Mar 16 2016Happy St. Patrick's Day Eve. Tomorrow, there will be green beer, corned beef and cabbage, and automatic emergency braking for all. Weird combo, we know. But on St. Patty's we can expect an official announcement from a pact of automakers making auto-braking systems standard equipment by 2022. That's per a report from Reuters, which cites three sources familiar with the plans. Originally announced in September 2015 by 10 automakers and the National Highway Traffic Safety Administration, the agreement is expected to be even larger when the details are unveiled tomorrow. According to Reuters, the manufacturers of 99 percent of the US domestic market's vehicles will be represented by the new agreement. It's believed that standard AEB systems could prevent thousands of accidents across the country. Expect more on the official announcement when it's made. Related Video:
Toyota retires robots in favor of humans to improve automaking process
Sat, 12 Apr 2014Mitsuru 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."