1992 Toyota Previa 5-spd Awd All-trac Van, Perfect Interior, Needs Headgasket Wk on 2040-cars
Bend, Oregon, United States
Body Type:Mini Passenger Van
Vehicle Title:Clear
Engine:2.4L 2438CC l4 GAS DOHC Naturally Aspirated
Fuel Type:GAS
For Sale By:Private Seller
Number of Cylinders: 4
Make: Toyota
Model: Previa
Trim: DX Mini Passenger Van 3-Door
Options: Sirius XM Radio, 4-Wheel Drive, CD Player
Drive Type: AWD
Safety Features: Driver Airbag
Mileage: 149,450
Power Options: Air Conditioning, Cruise Control
Sub Model: DX, Manual, All-Trac AWD
Exterior Color: White
Interior Color: Blue
This is the most awesome van in the world... but know that the headgasket is starting to leak and it's going to need to be replaced in the near future. I'm afraid I don't have the patience or expertise to get it repaired.
Toyota Previa for Sale
Auto Services in Oregon
Tom`s Import Service ★★★★★
Thunder Auto Detailing ★★★★★
The Brake Shop ★★★★★
Texaco Xpress Lube ★★★★★
Speed`s Towing ★★★★★
Specialty Auto Electric ★★★★★
Auto blog
Toyota FCV Concept comes one step closer to reality
Wed, 20 Nov 2013When Toyota first conceptualized a gasoline-electric hybrid vehicle for mainstream Americans to drive, the initial response was pretty skeptical. Still, through relentless engineering and solid product after solid product, Toyota has built the Prius brand into the dominant force in the hybrid car market.
Something like that plan of attack is what the Japanese company is preparing for hydrogen fuel cell vehicles, as well, and that attack is seeing a critical salvo fired today with the debut of this FCV Concept at the Tokyo Motor Show.
Though there's nothing substantive to be said about rumors of a 300-mile range or a sticker price around $50,000, the FCV concept does offer a few technical details. The sharp-beaked concept makes use of two high-pressure hydrogen tanks and boasts a power output density of three kilowatts per liter.
Car thief caught in McDonald's drive-thru after placing order with owner
Mon, 20 May 2013If you're going to drive a stolen car in a town of roughly 77,000 people - about the same size as Scranton, Pennsylvania or Ogden, Utah - you want to be very careful about where you drive that stolen car to eat. That's the lesson Katherine York of Kennewick, Washington learned when she was arrested for being in possession of a stolen Toyota 4Runner that also happened to have a bunch of stolen clothes from JC Penney and Sears in it.
Virginia Maiden woke up Tuesday, May 14 to find her 1995 4Runner - that she thought she forgot to lock - swiped from her apartment building. At 3 PM that afternoon, while working her shift at the drive-thru at McDonald's that day, she saw her truck in line. York hadn't even gone far - the McDonald's is not even five miles from Maiden's apartment. Maiden called the police, they showed up just as York was leaving, and York made another vehicle switch, this time into a black-and-white for a trip to the Benton County jail. They don't have McDonald's there, but she won't have so far to go to eat.
Toyota retires robots in favor of humans to improve automaking process
Sat, 12 Apr 2014Mitsuru 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."