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Toyota wants improved crash scores with midcycle facelifts

The performances of some Toyotas in the Insurance Institute for Highway Safety's (IIHS) regimen of crash tests leave something to be desired. Consider the small overlap frontal crash test: only six Toyota, Lexus and Scion vehicles have undergone the new test, yet all but one of them received a poor rating. Osama Nagata, CEO of Toyota Motor Engineering & Manufacturing North America Inc., says midcycle vehicle updates are in the works to address the safety issues brought to light by the IIHS test, Automotive News reports. He confirmed that the RAV4 is getting safety updates following its crash test performance last month, but he didn't name any other models.
All three Toyotas that were tested - 2013 RAV4, 2012-2013 Prius V, 2012-2013 Camry - received poor ratings. The 2007-2012 Lexus ES 350 and 2006-2013 IS 250/350 also received poor ratings. The only other Toyota Motor Corp. vehicle to score better than poor is the 2014 Scion TC. It received an acceptable rating in the small overlap frontal crash test and is the only recent vehicle in Toyota's line-up to get the IIHS Top Safety Pick+ rating.
The small overlap front crash test measures the safety of a car when its front left corner is strikes an object during an accident, bypassing traditional crumple zones, which deform in a way to protect passengers. In 2009, automakers were alerted to the forthcoming addition of the test, which was first implemented last year, IIHS spokesman Russ Rader says. They responded with differing intensity, he says, pointing out that Subaru and Honda started incorporating design changes early on so their cars would perform well in the tests.

Toyota moving US headquarters to Plano, Texas

It's official, Toyota is relocating its US operations to Plano, TX. And it won't be a symbolic 'all ranch and no cattle' gesture - the Japanese automaker, whose headquarters have been in California since 1957, has decided to base nearly all of its operations in the Lone Star State, including much of its engineering, finance and sales and marketing teams.
The move, which will see the establishment of a new headquarters campus in the Dallas suburb will not only affect employees at the company's current Torrance, CA Toyota Motor Sales USA campus, it will also touch the lives of thousands of employees at the company's other operations, including 1,000 workers at Toyota Motor Engineering & Manufacturing North America in Erlanger, KY and some New York-based staff as well. The Toyota Technical Center in Ann Arbor, MI is not facing relocation, however, and it actually stands to gain responsibilities as Toyota overhauls its US org chart. Toyota says that its reorganization will affect about 4,000 employees in total.
According to Automotive News, while Toyota is adopting an "'everyone is invited' stance for the relocation," some attrition is expected from employees who aren't interested in relocating southward from the Golden State. For its part, the automaker is reportedly making expenses-paid visits to Plano available to full-time staffers and spouses to help them make the relocation decision, as well as a lump-sump payment if they decide to go through with the move.

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."