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How Toyota's 100-year textile history influenced FCV hydrogen fuel cell car

Turns out, Toyota had a surprising ace in the hole when it came to building the new fuel tanks for the FCV hydrogen fuel cell car, which is coming next year. Well before Toyota became the Toyota Motor Company, it was the Toyota Industries Corporation and it made textile looms. This is important because the main structure of the hydrogen tank is wound carbon fiber. When Toyota set out to increase the strength of the tanks to hold hydrogen stored at 10,000 psi (up from 5,000 in the previous tanks), it was able to draw on its 100-year-old history as it designed its car of the future. "A lot of that textile experience came back when we did the tank wrapping." – Justin Ward "We have a lot of experience with textiles," Justin Ward told AutoblogGreen at the 21st World Congress on Intelligent Transport Systems (ITS) in Detroit this week, "and a lot of that textile experience came back when we did the tank wrapping." On top of being able to hold the higher-pressure hydrogen, Toyota's first attempt to build its own hydrogen tank was six times faster than the industry standard, so it saved time and money as well as working better. The company will also be able to inspect its own tanks. Ward is the general manager of powertrain system control at the Toyota Technical Center and hydrogen vehicles are something he knows a lot about. The reason for the stronger, 10,000-psi tanks is because the 5,000-psi tanks only offered around 180-200 miles of range, even with four tanks in the early $129,000 FCHV Highlander hydrogen prototypes. The FCV only has two, but they will able to deliver the 300-mile range that customers told Toyota they wanted. Dropping the number of tanks not only obviously reduced the cost for the tanks themselves but also the number of valves and hoses and other components you need. Despite the benefits of higher compression, going much higher doesn't make sense. 10,000 psi is the "natural progression," Ward said, because "you start to bump up against compression inefficiencies." Think of an air compressor. When hydrogen is produced at a wastewater treatment plant or a reforming site, Ward said, is it at around ambient pressure (14 psi). That has to be raised, using compressors, all the way to 10,000 psi. "That takes energy," Ward said, "and every doubling of pressure adds another doubling of energy needed, so it starts to add up pretty fast if you go too high." Component specifications are also fine at 10,00 psi, but more difficult at higher levels.

Scion was Toyota's lost generation

Toyota's top North American leader was succinct in explaining the reasons for killing Scion. "It's the right decision at the right time," Jim Lentz said. It's hard to disagree. In a strong market that saw 17.5 million sales last year, Scion volume dipped three percent. Its product lineup has withered for years, which is always a telltale sign a brand doesn't have the full support of its owner. Though enthusiasts love the FR-S sports car, it's the fruit of a joint project with Subaru that also produced the BRZ. Scion's coolest car has a twin sold by one of its rivals. After the FR-S launched in 2012, Scion got nothing – squat – in the way of new products until the iA and iM arrived late last year, IHS senior analyst Stephanie Brinley noted. "[Scion] was not successful in building a visual brand identity or product personality," she said. Lentz, Scion's first vice president and now CEO of Toyota's North American division, admitted the market has changed. "Younger customers have a different mindset," he said. In the early oughts, a brand that catered to a youthful demographic made some sense, and this is one front where Toyota can declare victory. Seventy percent of Scion's buyers were new to Toyota, and the average age was 36 years old. The problem is, not enough of them buy Scions anymore. Scion hit a highwater sales mark of 173,034 vehicles in 2006 and hasn't come close to reaching that since. The recession hurt Scion, too. It bottomed out in 2010 with just 45,678 sales, a time when the rest of the industry was beginning to recover. There was a brief uptick (73,507) in 2012, but Scion failed to capitalize on that momentum and sales fell for three more years. Toyota is calling Scion's pending death a "transition" back to the main company. Sure, most of the cars will be rebadged Toyotas, like the FR-S, iA, and iM. The C-HR, an attractive future crossover that would have given Scion a boost, will go into production as a Toyota. But make no mistake: This is a failure. Toyota is closing a brand in the same way General Motors scrapped Oldsmobile, Ford shuttered Mercury, and Chrysler dropped Plymouth. Those brands languished for years. Toyota moved quicker to put the fork in Scion, which prevented it from becoming a long-term drain on the parent company. Lentz was dead on. It's the right time. News & Analysis News: Sergio Marchionne is against a Ferrari SUV Analysis: His exact words were, "you have to shoot me first," Bloomberg reported.

Toyota officially outsells GM, VW through first three quarters

When it comes to global vehicle deliveries, the term "Big Three" doesn't apply to Ford, Chrysler and General Motors, but instead Toyota, GM and Volkswagen - in that order - through the third quarter of 2013. Toyota sold 7.41-million vehicles through the third quarter and is on track to deliver more vehicles this year than GM and VW, which sold 7.25-million and 7.03-million, respectively, through the same period, Bloomberg reports.
During the third quarter, from July to September, Toyota's 2.5-million deliveries helped to push it higher than its closest competitors this year. In that period, GM delivered 2.4-million vehicles while VW posted 2.33-million deliveries.
Part of the reason behind Toyota's and other Japanese automakers resurgence globally is the weakened yen, which can be attributed to policies made by Prime Minister Shinzo Abe since he took office in December 2012. Many refer to those monetary easing policies as 'Abenomics,' which has led some, such as Ford, to call Japan a currency manipulator and is a big reason why the US is lobbying to oppose Japan's entry into the Trans-Pacific Partnership (TPP).