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Honda reports $1.9 billion profit in first quarter despite sales lag at home

Ford, General Motors and Chrysler have been living in a world of sunshine and buttercups after their April-through-June financials hit the newswire, and Toyota is doing pretty good as well. Honda? Not so much.
While Japan's third-largest manufacturer saw $1.9 billion in profits, the 5.1-percent jump was lower than expected thanks to a drop in its home-market sales. US sales also took a sting, as Honda hasn't been able to match the SUV and truck demand that are currently permeating the American market, despite an uptick in Accord sales.
Honda's initial forecasts targeted a take of 209.3 billion yen ($2.1 billion at today's rates), and while a $200 million shortfall is nothing to sniff at, we'd hardly take this as Honda being in trouble. And even with the dip, Honda hasn't adjusted its forecast for the fiscal year, which remains at 780 billion yen ($7.9 billion).

Acura TLX sales stopped over rollaway fears

A bad indicator that could convince customers that affected cars are in park, even when they aren't, has pushed Acura to issue a stop-sale for the V6-equipped TLX sedan. The company has already alerted the National Highway Traffic Safety Administration of the potential safety defect. According to Consumer Reports, the defect is being blamed on unnamed transmission components in the nine-speed-automatic transmissions, which were damaged during assembly. A representative from Acura confirmed to CR that a more complete statement would be coming once the case can be reviewed by NHTSA. At this point, this case isn't a full recall, although it seems quite likely that's the direction it will take. Stay tuned for more.

Honda's Acura NSX masterstroke: building the factory in Ohio

When Honda announced it was going to build its NSX supercar in Ohio instead of Japan, it caught everybody in the industry by surprise. No one expected this proud Japanese company to build its most technologically advanced sports car anywhere but in its home country. Now Honda has a supercar production facility in rural Ohio that would be the envy of any Formula One team. The people at Honda call it the PMC, but its official name is the Performance Manufacturing Center. It's a building that started out as a shipping facility for suppliers, but Honda invested $70 million to transform it into a showcase facility that will build the NSX. Honda benchmarked the assembly operations at Ferrari, Lamborghini, McLaren, and Bentley before work began on its facility. The 200,000 square-foot building will also double as a customer reception center – Honda will open the doors for customers to come see their car being built. It's also going to offer them high-speed test drives at the gigantic Transportation Research Center just down the road. No one expected this proud Japanese company to build its most technologically advanced sports car anywhere but in its home country. Inside, the layout is wide open and well lit. There are no stripes or lines on the floor and none of the different departments are walled off. This creates a more welcoming appearance and lets you get a comprehensive view of the entire process at a glance. And with an eye towards future lessons learned, most of the equipment is of a modular design that can be easily reconfigured or moved. The body shop and paint shop are enclosed by glass walls so that anyone can see what's going on inside. And while you'll see some automation here and there, the idea was to achieve a blend between man and machine, not to try and automate everything. This is a low-volume facility with production targeted at only eight to ten cars a day. The plant runs four days a week with one ten-hour shift. Don't expect to see rows of new NSXs parked on any dealer's lot. The car will only be built to order. Honda is obsessed with ensuring the NSX is built to the most exacting quality standards. The plant people pored over the JD Power Appeal study to determine what supercar customers care about the most, then looked at which aspects of that directly tie into manufacturing. They developed their quality control strategy with three goals in mind. First, they wanted to build everything right the first time with no adjustments.