3tc Corolla Green Hatch Sr5 1.8 Te72 E70 No Reserve on 2040-cars

Auto blog

This first-gen Toyota Celica is one mean mother

Brian Karasawa's gen-one Toyota Celica is, in a word, badass. As a long-standing fan of the marque, the doting owner has tried to both restore and improve his Celica keeping period-correct modifications in mind. The 20R/22R mashup engine is outputting roughly 185 horsepower and graced with a lot of JDM-specific parts and modifications. Clearly, the exhaust has been upgraded from stock, as clips of the orange Toyota in motion are accompanied by one hell of a nice sound.
Tastes clearly vary, and there's not as much love for the first-wave of Japanese metal as there is for similar era American-iron, but we're pleased to see these cars finally getting more time in the spotlight. Scroll down below to see why we're stoked, and consider cruising your local Craigslist for late 1970s and early 1980s Japanese coolness (before we get there first).

Toyota develops new pre-collision system with steering assist

A number of automakers are working on developing fully autonomous cars, but it looks like the groundwork for such technologies will likely show up first as semi-autonomous systems for both safety and convenience. Following recent announcements from Nissan and Ford in this area, Toyota has now released information for some of its advanced semi-autonomous technologies that could be offered in production cars over the next few years.
On the safety front, Toyota's new pre-collision system with pedestrian-avoidance steering assist is aimed at protecting the folks who aren't in the car. This system combines visual and audible alerts with automatic brake assist and automatic steering. If warnings don't get the driver to slow down, the brake assist kicks in if a collision is very likely, but if that is still not able to avoid the impending collision (and if there is enough room to do so), the car can automatically steer itself around the pedestrian. This sounds most beneficial for last-second dangers such as a person accidently stepping out into the road in front of a car. Toyota hopes to have this technology available to customers by 2015.
The Japanese automaker is also testing a suite of technologies called Automated Highway Driving Assist (AHDA). The key part of this is a new adaptive cruise control system that uses vehicle-to-vehicle (V2V) communications rather than a radar-based system. This cooperative-adaptive cruise control allows vehicles to communicate their acceleration and deceleration data with other cars, which Toyota says this helps to improve fuel efficiency and traffic flow. Also a part of AHDA is the Lane Trace Control feature, which sounds like a next-gen lane keep assist. This system uses cameras, radar and a computer to keep the vehicle in a "smooth driving line" by being able to change steering angle, engine torque and braking force. Toyota says this technology could be in place by the "mid-2010s."

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."