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Honda Civic losing ground to Toyota Corolla, sales crown threatened

Oh, what a difference a year has made. When the numbers were tallied for 2013, the Honda Civic was riding high by claiming its segment's sales crown in the US despite being challenged by the latest generation of the Toyota Corolla for part of the year. However, with just a month to go in the battle for C-segment supremacy in 2014, it looks like Toyota gets to hoist the trophy this time. Looking at November sales numbers, Honda moved 300,644 Civics through the first 11 months of the year, down 2.1 percent in volume. Furthermore, for the month alone, the company sold 23,060 Civics, a 12.3 percent drop. Meanwhile, on Toyota's side, business has been booming comparatively. Through the first 11 months it sold 309,373 Corollas, a 10.6 percent jump, and for November alone it moved 25,609 examples, a 14.2 percent improvement. With fewer than 10,000 cars between them, it would take quite a December slump for the Corolla to lose this fight. According to The Truth About Cars, the Civic actually started out the 2014 somewhat positively with 5 percent growth over the previous year, though still behind the Corolla's figures. However, the Honda has seen a slide since then with five consecutive months of sales drops. Meanwhile, the Toyota has generally kept showing growth. Being the newer model of the two, the Corolla comes to this fight with an advantage. Honda hasn't let the Civic languish; it gave the model a CVT in 2014 to boost fuel economy. That's nothing like the Toyota's thorough recent rethink, though. According to TTAC, Honda does have reason to crow about the Civic, just not necessarily in the US. The model is on track to be the bestselling vehicle in Canada for the 17th consecutive year and have its best sales since 2008 there.

Toyota renews Supra trademark, we renew frothing at the mouth

Enthusiasts have been begging for a new Supra practically since Toyota stopped selling its fourth generation in the US way back in 1998. We've been hearing rumors about a successor for years, but the Toyota FT-1 Concept from the 2014 Detroit Auto Show is the first tangible sign from the automaker that a new generation may be on the table. To temp us even more, the Japanese company reportedly filed with the US Patent and Trademark Office last week to renew its 2010 trademark for the name "Supra."
Granted, these kinds of trademark updates aren't uncommon, as automakers don't want to lose their rights to nameplates (even if they have no immediate plans to use them). However, Toyota briefly abandoned its rights to the Supra name entirely. According to The Motor Report, the original trademark was continually renewed until 2006, but the Japanese automaker let it lapse in the US until applying for it again in 2010.
The FT-1 Concept in Detroit was created at Toyota's Calty Design Research center in California and carries cues from the 2000GT, Celica and Supra in an ultra-curvy body. Officials did not disclose anything about its powertrain. Toyota is also co-developing a future sports car platform with BMW that will underpin models from both companies, but few other details are konwn, and it isn't yet clear that the joint venture has anything to do with a future Supra. Hope springs eternal.

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."