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Toyota releases its Le Mans recap, 'The Ultimate Endurance Race'

Two weeks ago, Audi released its short video about this years 24 Hours of Le Mans, and now Toyota has put the experience into its own words and pictures. Called The Ultimate Endurance Race, the clip and accompanying press release focus on how hybrid power helped Toyota claim second and fourth places with the TS030 Hybrid in just its second year competing at Le Mans.
There are some brief scenes of the battles had this year, like when Lucas di Grassi in the Toyota almost kissed Allan McNish in the Audi above, but the best part might be when Toyota promises it will be back. Next year, it's gonna be good. You'll find the relevant words and the images just below.

BMW, Toyota outline new tech joint venture, new sports car

Back in June, Toyota and BMW announced a "memorandum of understanding" outlining plans for the two companies to join forces on future products and technology development. On Thursday, they signed a more formal and binding agreement that goes further into detail about the partnership, and it all sounds pretty exciting. The two announced they will work together in four main areas:
Joint development of a fuel cell system
"Set up a feasibility study to define a joint platform concept for a mid-size sports vehicle"

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."