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Japan considering offering free hydrogen cars because $30k incentives apparently not enough

There's no such thing as a free lunch. A free hydrogen fuel-cell vehicle, though? It may become a possibility in Japan, says Automotive News. We know the Japanese government is being plenty supportive of hydrogen vehicles since it will provide about $20,000 worth of incentives to prospective customers of the $69,000 vehicle. And with local governments like Toyota City's Aichi prefecture supplying another $10,000, out of pocket costs could reach less than $40,000 for the Toyota hydrogen car. We don't know for sure that the 'free' H2 car will happen, but with Toyota starting sales of its first production FCV next spring (potentially named Mirai), it could happen. That would also spell good news for Honda, which will follow up Toyota's effort for its own hydrogen fuel-cell vehicle. The case for the free car is still pretty tenuous. Automotive News, citing the Nihon Keizai business publication, reports that the Japanese government has thrown around the idea of subsidizing the vehicles outright to early adopters just to gain some momentum for this kind of zero-emissions vehicles. Heck, the government would even throw in free fuel for good measure. We'll see about that. To see some of the official hydrogen excitement, click here for a video of Japanese Prime Minister Shinzo Abe taking a Toyota fuel cell vehicle for a brisk test drive. Featured Gallery Toyota at 2014 Aspen Ideas Festival News Source: Automotive News - sub. req.Image Credit: Toyota Government/Legal Green Honda Toyota Hydrogen Cars incentives h2

Scion's would-be savior C-HR spied before its Toyota rebadging

Scion is dead, but one of its future products, the C-HR concept, is still in development for launch as a Toyota. Toyota does a thorough job of hiding the C-HR's rakish shape on these test cars, but we can spot the concept's design cues. For example, the pointed nose and narrow headlights are present, and the giant box on the roof can't hide the downward arch for the coupe-like rear. The back doors on these examples look larger than before, which suggests a switch to a traditional five-door body rather than the hidden rear openings on the concept. The change would offer easier access to the backseat and make the C-HR a better competitor in the segment against vehicles like the Honda HR-V, Mazda CX-3, and Jeep Renegade. The C-HR debuted as a boldly styled three-door crossover at the 2014 Paris Motor Show. Toyota later restyled the CUV with a more angular shape and extra doors. We most recently saw the compact crossover with Scion branding at the 2015 Los Angeles Auto Show. Rumors suggest the production model's debut at the Geneva Motor Show in March, and it could arrive at dealers in the latter half of 2016. The powertrain lineup likely consists of a four-cylinder engine with a CVT and possibly a hybrid version, too. You'll also get to see the C-HR on the track because Toyota will race the crossover in the 2016 Nurburgring 24 Hours. Related Video:

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."