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Weekly Recap: Things you might not know about the 2015 Dodge Charger and Challenger Hellcats

If you're an enthusiast, and you don't know that Dodge spawned another Hellcat this week, you really must have been living in cave. The 2015 Dodge Charger SRT Hellcat is probably the biggest news for enthusiasts since the reveal of, well the 2015 Dodge Challenger SRT Hellcat.
But, there are some things you might not know or might have missed about the new Charger and Challenger Hellcats. For starters, reports that the Hellcat production would be limited to a low volume are not true.
"We have not capped the Hellcat on either the Challenger or the Charger," Dodge CEO Tim Kuniskis said.

Ford only automaker to make 2012 Buzz Rankings, Toyota most improved

Ford landed itself a spot among the top 10 brands in the 2012 Buzz Rankings. The annual index scores 1,100 brands in 41 categories to determine which nameplates had the most positive buzz throughout the year.
For the third year in a row, Subway took the top honors overall with a score of 40.3, and Ford was the only automaker to break into the top 25 by earning a sixth-place finish overall. The manufacturer earned a score of 32.1 points, which was enough to push it up one spot from the 2011 Buzz Rankings. Honda managed 21.2 points overall, which is still well behind 25th-place Kohl's at 26.5 points. Toyota, Volkswagen and BMW all round out the top five automakers.
The 2012 Buzz Rankings also keep track of which brands improved the most over the past year, and this year, Toyota was the manufacturer with the largest leap forward. The Japanese automaker jumped from just 14 points in 2011 to 20.5 in 2012. Chrysler, Kia, Dodge and Volkswagen all saw sizable steps forward as well. Be sure to head over to the Brand Index site for more information.

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."