2003 Toyota Rav4 Base Sport Utility 4-door 2.0l - 36k Miles on 2040-cars

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Lexus planning a hydrogen fuel-cell LS by 2017

Toyota's Fuel Cell System will certainly migrate to other vehicles in the carmaker's lineup, but Australian car site Motoring reports that one of the models at the head of the queue is the Lexus LS. According to its sources, the executive barge powered by hydrogen will be released by 2017 and take the top spot in the range, rolling in above the LS Hybrid. We're told that Toyota engineers will find a way to slide two hydrogen tanks into its bodywork with the same general setup as on the Mirai – one under the rear seats and another under the rear parcel shelf. The 150-kW fuel cell stack will be placed under the front seats. Motoring says the resulting sedan and its 220-kW electric motor would come in "at around 2,100 kg," which is 4,620 pounds; that's a ginormous 539 pounds less than the listed curb weight of the current LS Hybrid, and 387 pounds more than the standard LS. Assuming all goes as planned, it would have a range of roughly 238 miles, a few dozens less than the Mirai's range of about 300 miles. It would look slightly different, too, the front end getting larger intakes to cool the power unit. It wouldn't surprise us if Lexus does have a hydrogen LS planned – it would be a statement car, and the company likes making statements, even if few heed them; it has stuck with its LS 600h for the past seven years, yet of the 7,539 LS models sold through the end of November this year, only 61 of them were hybrids. The timing would be intriguing, however; by the time the LS hybrid came out, Lexus had already worked over its filet-and-potatoes models. And if the hydrogen version is going to come in above the $120,440 hybrid, well, that will be a statement indeed.

Toyota donates engineers, not money, to country's largest anti-hunger charity

Key to production of any kind is efficiency - the ability to achieve maximum productivity with minimal effort or waste. Toyota has become a master of efficiency, with streamlined manufacturing operations around the world. In fact, the Japanese brand has become so well known for efficient operations that it now offers consulting services for organizations and companies outside the auto industry.
It also offers the same consulting for non-profits, free of charge. The New York Times took an in-depth look at the transformative impact that Toyota's engineers had on the city's charities, including The Food Bank, the country's largest anti-hunger charity. The auto manufacturer helped revolutionize the way these organizations served the community, showing that there's more to corporate philanthropy than just donating money.
Head on over to the Times' website and give the story a read.

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."