08 Short Wide Bed V8 Auto Alloys Loaded 76k Mi 19 To 24 Mpg Texas on 2040-cars

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Honda, Subaru airlifting parts to bypass port labor diputes

It should be abundantly obvious that a vital element in building cars is actually having the components on hand to assemble them. A labor dispute on the West Coast between the International Longshore and Warehouse Union and management is not making that quite so easy for some Japanese automakers. Work slowdowns at the ports have pushed Honda and Subaru parent Fuji Heavy Industries into flying some parts into the country. The two automakers began shipping by airplane late last month to avoid production delays, according to Bloomberg, but it has been an expensive solution. Subaru's chief financial officer said the decision cost around $60 million more per month than sending components by cargo ship. They aren't the only companies dealing with the problem, either. Toyota reportedly stopped overtime assembly at some of its factories here because of the delays in getting parts, according to Bloomberg. The dockworkers have been negotiating on a new contract since May 2014, and the current offer on the table to them has offered a 3 percent raise, according to Bloomberg. Although, the union is reportedly considering another slowdown at 29 ports along the West Coast in the coming days. News Source: BloombergImage Credit: Nick Ut / AP Photo Auto News UAW/Unions Honda Subaru Toyota shipping port labor dispute

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.

Toyota buys Daihatsu for small-car development

Toyota is getting serious about small cars, but it's not going at it alone. Instead it's turning to its subsidiary Daihatsu, with which it will now share more resources and expertise. And in the process, it's acquiring the remaining stake in the smaller automaker. Daihatsu is a Japanese carmaker founded in its present form in 1951, but with roots that trace back as far as 1907. Toyota acquired a controlling interest of 51 percent in Daihatsu in 1988, bringing the company under its umbrella. But now it is raising its stake to 100 percent by a reciprocal share-swap agreement that will see Daihatsu's other shareholders take 0.27 shares in the larger company for each share in the smaller. As part of the new arrangement, the Daihatsu division will take the lead in developing new small cars, both for itself and for its parent company. Toyota in turn will also share key technologies with Daihatsu, and both will share each other's networks in emerging markets. The bottom line is that we can expect to see more small Toyotas and Scions developed and built by Daihatsu in the near future. The Daihatsu name may not be as familiar to Americans as some of Toyota's other brands. It briefly sold models like the Charade and Rocky in the United States under its own name in the late 1980s and early 90s. However US customers may be more familiar with those it built for the Scion brand, such as the Scion xB that was based on the Daihatsu Materia. While the realistic part of our brains force us to admit it's unlikely, the dreamer within us will hold out hope that the new arrangement could see a Scion version of the nimble little Daihatsu Kopen roadster make its way to our shores in the coming years. Toyota and Daihatsu to Strengthen Small Car Operations through Unified Global Strategy Toyota Motor Corporation (Toyota) and its subsidiary Daihatsu Motor Co., Ltd. (Daihatsu) have reached an agreement whereby Daihatsu will become a wholly-owned subsidiary of Toyota by way of a share exchange (expected to be completed in August 2016). The purpose of the agreement is to develop of ever-better cars by adopting a unified strategy for the small car segment, under which both companies will be free to focus on their core competencies. Ultimately, this will help Daihatsu and Toyota to attain their joint goal of achieving sustainable growth. Additionally, the aim of the share exchange is to enhance the value of both brands.