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Toyota settles first wrongful death suit related to unintended acceleration

Toyota's sales seem to have rebounded from the unintended acceleration issues from 2009 and 2010, but the automaker is far from done dealing with this situation. Following a settlement worth up to $1.4 billion for economic loss to affected vehicle owners, Toyota has settled rather than going to trial in a wrongful death lawsuit stemming from an accident in Utah in 2010 that left two passengers dead. This isn't the first case in which Toyota has settled, but it was the first among a consolidated group of cases being held in Santa Ana, CA.
According to The Detroit News, this case was scheduled to take place next month, and it was for a November 2010 incident in which Paul Van Alfen and Charlene James Lloyd were killed in a Camry when, based on findings by the Utah Highway Patrol, the accelerator got stuck causing the car to speed out of control and hit a wall; the terms of the settlement were not announced.
The article says that while Toyota will settle on some cases, it doesn't plan on settling on all of them as it still wants to be able to "defend [its] product at trial." This will probably be the case in suits claiming that software for the drive-by-wire accelerator was the cause of an accident in a Toyota or Lexus vehicle. The question of whether or not the electronic accelerator played any role in this problem has been a hot-button topic since the beginning. Toyota has issued recalls in the past to attempt to prevent unintended acceleration caused by trapped floor mats and faulty accelerator pedals, but it also says driver error was to blame in some instances.

Scion testing updated FR-S

It looks like Toyota is preparing a mid-cycle update for its critically acclaimed GT86, known here in the US as the Scion FR-S or Subaru BRZ. As far as updates go, this one looks to be rather average. Hidden behind the camouflaged front and rear ends, we have new headlights and taillights, which according to our spies looked to be of the LED variety. We wouldn't be shocked to see the GT86 get LED taillights, although fitting the top-of-the-line headlights seems less likely. Supporting that position are the images we have of the actual headlights in action, which don't look quite bright enough to be full LED units. Instead, we'd expect some new form of running light, perhaps with bi-xenon low beams. Aside from the lamps, the front bumper gets a larger, more prominent lower intake, while the rear end sports a redefined bumper that houses larger dual exhaust tips. The size of the spoiler has been increased, too. According to our spies, we should also expect powertrain enhancements – which we can only hope means more power – as well as upgrades to the interior of the GT86. While it's possible that the updates being tested in Germany could be exclusive to the European market, that seems unlikely. We'd expect the same new enhancements to at least find their way to the Scion, if not its Subaru-badged twin. Check out the full battery of spy photos up top. Related Video:

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."