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Toyota must go to trial over unintended acceleration suits

Toyota is surely readying its trial lawyers, as the Japanese giant is officially headed to court in a pair of cases relating to its unintended acceleration fiascos of 2009 and 2010.
In the first case, the United States Supreme Court has actually got involved in matters, ignoring an appeal from Toyota that attempted to use an arbitrator to settle its California lawsuits. The automaker will now go to trial to face owners of 2010 Prius models over an alleged defect with the anti-lock braking systems, which plaintiffs say made the cars more difficult to stop, according to Bloomberg.
The second trial is a bit more in depth, covering the case of Ida St. John, an 83-year-old from Georgia, that crashed her 2005 Camry in 2009. The accident is believed to have played a part in her death, although the suit, being filed by her grandson, doesn't actually place blame on Toyota for her death.

Bibendum 2014: Former EU President says Toyota could lose 100,000 euros per hydrogen FCV sedan

Pat Cox does not work for Toyota and we don't think he has any secret inside information. Still, he's the former President of the European Parliament and the current high level coordinator for TransEuropean Network, so when he says Toyota is likely going to lose between 50,000 and 100,000 euros ($66,000 and $133,000) on each of the hydrogen-powered FCV sedans it will sell next year, it's worth noting. That was just one highlight of Cox's presentation at the 2014 Michelin Challenge Bibendum in Chengdu, China today, which addressed the main problem of using more H2 in transportation: cost. The EU has a tremendous incentive to find an alternative to fossil fuels, since Europe today is 94 percent dependent on oil for its transportation sector and 84 percent of that 94 percent dependency is imported oil. The tab for that costs the EU a billion euros a day, Cox said, on top of the environmental costs. To encourage a shift away from petroleum, European Directive 2014/94 requires each member state to develop national policy frameworks for the market development of alternative fuels and their infrastructure. For the member states that choose to fulfill 2014/94 by developing a hydrogen market – and to be clear, Cox said, it's not an EU diktat that they do so, since a number of other alternatives are also allowed – the aim is to have things in place by the end of 2025. The plans don't even have to be submitted until the end of 2016. The long lead time is due to a quirk in a hydrogen economy. In hydrogen infrastructure, "the first-mover cost is not the first-mover advantage, but the firstmover disadvantage." – Pat Cox In deploying a hydrogen infrastructure, Cox said, "the first-mover cost is not the first-mover advantage, but the first-mover disadvantage, and high risk." That's why the EU and member states will financially support the early stages, but everyone agrees that "if this is to work, it will have to be ultimately and essentially a commercially viable and commercially driven infrastructure roll-out." Since 1986, European Union research programs have spent 550 million euros on hydrogen-related and fuel-cell-related research, including methods of hydrogen storage and distribution as well as improved fuel cells vehicles, Cox said. Expensive problems remain to be solved. At a conference in Berlin, Germany this past summer, Cox said, the unit cost of the refueling stations was identified as the main problem.

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."