2019 Toyota Tacoma Sr on 2040-cars

Auto blog

Toyota fills in details about its future design direction and global platform

"In the future, out of 100 customers, we want to excite ten of them instead of not offending all 100."
Almost all of the details about the Toyota New Group Architecture (TNGA) strategy have come out since the initiative was first reported on in March of this year, but Autoblog did learn a few new things about it on a recent trip to Japan. Probably the second-most important detail is that each new segment platform will be based around a common hip point to create an "optimal driving position architecture."

2014 Toyota 4Runner Limited

What would you say if we told you that outside of Jeep and Land Rover, the best brand for those who want to go off road is Toyota? Sounds remarkable, eh? But the truth is, Toyota's history of providing vehicles for the rougher bits of our blue marble dates back to 1950, barely a decade after Willys built the first Jeeps and only a few years after Land Rover made its big debut with the iconic Series I.
In fact, Toyota's start in off-roaders was with a small contract for providing the US Army with vehicles, during the Korean War. From that, the BJ was spawned. This Jeep-like vehicle evolved into the 20 Series and then into the iconic 40 Series Land Cruiser in the 1960s.
So yes, Toyota knows its way around the trails. While the Land Cruiser, deservedly, gets all the attention thanks to its impressive longevity, we're partial to the 4Runner, which is a far more affordable entry that serves as Toyota's challenger to the Jeep Grand Cherokee.

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."