2012 Red Grade! on 2040-cars

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Five automakers now being investigated by NHTSA for airbag woes

It appears that Toyota's renotification to owners of recalled vehicles from last year is just the tip of the iceberg for what could potentially be a much larger industry-wide recall. The National Highway Traffic Safety Administration is opening a preliminary evaluation investigation into roughly 1.1 million vehicles from Chrysler, Honda, Mazda, Nissan, Toyota and parts supplier Takata regarding faulty airbag inflators in several models.
NHTSA has received six reports - three directly, two from Takata and one from Toyota - of vehicles with ruptured airbag inflators from 2002-2006, which resulted in three injuries. So far, all six incidents have occurred in high humidity areas like Florida and Puerto Rico. According to Toyota's latest recall announcement, the inflators may have an improper propellant that could cause it to rupture in a crash and the bag to deploy abnormally.
This new investigation follows a previous recall from April 2013 of about 3.4 million vehicles worldwide for the airbag inflators from Takata. As Autoblog reported, Toyota jumpstarted the new situation when it found that the original list of serial numbers for the faulty part was incomplete and discovered more cars in need of replacement. Honda and Nissan told us that they were investigating whether further models would need called in again as well. Mazda told Autoblog: "Regarding the current Takata situation, we're working closely with NHTSA and investigating the situation, but nothing else to report at this time." Chrysler Group responded to us with the statement: "Chrysler Group engineers are conducting the appropriate analysis. The Company will cooperate fully with the National Highway Traffic Administration."

Scion's would-be savior C-HR spied before its Toyota rebadging

Scion is dead, but one of its future products, the C-HR concept, is still in development for launch as a Toyota. Toyota does a thorough job of hiding the C-HR's rakish shape on these test cars, but we can spot the concept's design cues. For example, the pointed nose and narrow headlights are present, and the giant box on the roof can't hide the downward arch for the coupe-like rear. The back doors on these examples look larger than before, which suggests a switch to a traditional five-door body rather than the hidden rear openings on the concept. The change would offer easier access to the backseat and make the C-HR a better competitor in the segment against vehicles like the Honda HR-V, Mazda CX-3, and Jeep Renegade. The C-HR debuted as a boldly styled three-door crossover at the 2014 Paris Motor Show. Toyota later restyled the CUV with a more angular shape and extra doors. We most recently saw the compact crossover with Scion branding at the 2015 Los Angeles Auto Show. Rumors suggest the production model's debut at the Geneva Motor Show in March, and it could arrive at dealers in the latter half of 2016. The powertrain lineup likely consists of a four-cylinder engine with a CVT and possibly a hybrid version, too. You'll also get to see the C-HR on the track because Toyota will race the crossover in the 2016 Nurburgring 24 Hours. 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."