1991 Toyota Mr2 108k Miles! Sweet Super Clean Car! No Excuses! on 2040-cars

Auto blog

What to do if the infotainment in your Lexus isn't working

According to Toyota, "errant data from our traffic and weather data service provider" caused the infotainment systems in 2014-2016 Lexus vehicles and the 2016 Toyota Land Cruiser to go into some sort of endless reboot loop. The video above shows what that looks like, in case you're interested. Obviously, it's not good – the malfunction means the audio systems, navigation and climate control systems aren't working properly, and that the hands-free mobile phone function won't work. Apparently, some owners were able to manually fix their cars by disconnecting the battery cables for 10 minutes, which forces the car's computer systems to restart. But Toyota isn't officially suggesting that people take that action. Instead, "Toyota and Lexus owners experiencing these issues should visit their dealer for a complimentary system reset and a confirmation of the system," the automaker said in a statement. It's worth noting that issues with the usability of modern infotainment systems have caused customer satisfaction scores to drop. Lexus, though, has been mostly immune to such complaints, having come in first place in J.D. Power's most recent Vehicle Dependability study. Not that you should automatically trust those findings, anyway... Related Video: This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. News Source: Lexus via Twitter Lexus Toyota Auto Repair Ownership Technology Infotainment

Local production could improve Toyota Prius' fortunes in China

The Toyota Prius is the world's most popular hybrid vehicle, but it may take domestic production capabilities for the model to achieve a high level of popularity in China. Japan-based Toyota is aiming to produce an increasing percentage of Prius components in China in order to bring down its price there, Bloomberg News reports. Eventually, the goal is to make all Priuses sold in China in that country in order to avoid the steep 25-percent import tariff. As it is, Toyota sold just 1,400 Prius vehicles in China last year, compared to about 234,000 in the US and 315,000 worldwide. Hindering sales is the fact that the Prius costs about as much as an entry-level Audi in China, where Volkswagen is the country's best-selling automaker. Toyota has been selling the Prius in China for almost a decade but may soon find local sources for the batteries and other hybrid parts for the Prius and Camry Hybrid, Bloomberg says, citing comment from Hiroji Onishi, Toyota's China chief, at the Beijing Auto Show. Part of the problem is that the Chinese government provides less than $500 worth of subsidies for each hybrid sold, compared to about $9,600 for an electric vehicle. While that subsidy may rise as China municipalities take on the country's growing pollution problems, there's lingering concern over spurring sales of a car that's made by competing Japan. Toyota starting making some of its Prius vehicles in China in 2005 but halted production on the second-generation version of the hybrid four years later.

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."