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Toyota launches updated Verso-S in Europe

Globally, the Toyota Yaris has bred more variants than we can shake a stick at. It's been known in different markets as the Vitz, the Platz, the Bella, the Vios and, to us, as the Echo. The first-generation model bred a small cargo van called the Yaris Verso - a mini minivan riding on the shortest wheelbase in its class - which was renamed the Verso-S for Europe and alternatively known as the Space Verso, the Ractis, the Ractis Verso and even the Subaru Trezia in certain markets. And now Toyota has launched a revised version of its Verso-S in Europe.
Arriving as a mid-life facelift after three years on the market, the new Toyota Verso-S has been reinterpreted through the "Keen Look" design language that's been distinguishing the latest generation of Toyotas, particularly in the European market. That means new projector-beam headlights and LED daytime running lights, a reshaped grille with chrome surround, more LEDs around back, a fresh set of 16-inch alloys and new color options.
The interior has likewise been spruced up with new trim and color choices, as well as a tire pressure monitor fitted as standard. There's a new touchscreen display with more connectivity options, upgraded nav and a rearview camera as well. Since Toyota's made no mention of engine upgrades, until we hear back, we have to assume the 1.3-liter inline-four and 1.4-liter diesel engines carry over unchanged with the buyer's choice of either a six-speed manual or continuously variable transmission.

Toyota GT86 engineers explored shooting brake and sedan variants, are they still in the cards?

According to the Toyota UK blog, engineers for the automaker were so excited developing the GT86 coupe that they investigated producing a whole family of models based on the rear-wheel drive sports car. And at least one engineer - product chief Tetsuya Tada - still hopes it can happen, even if not everyone at Toyota is onboard. Tada: "Actually we tried to do this secretly but the executives found us out. They said: 'What are you doing? Will you please focus on the coupe.'"
Those mooted variants included both a four-door sedan and a shooting brake. Why? Aside from the pure excellence of a lightweight, brilliantly handling hatchback, Toyota was keenly aware of the fact that it may need to spread the cost of development out across several models. Tada says that's part of the reason why it was so easy to create the convertible. The company knew from the outset that a softtop version was in the cards, and built the machine's structure to accommodate having the roof sliced off.
Tada also made mention of the already-announced collaboration between Toyota and BMW. The engineer said that the GT86 was particularly helpful because it demonstrated just how successful a product conceived and designed by two different companies can be. While he didn't say exactly what Toyota and BMW are up to, it's clear the two are looking into a number of possibilities. It's an interesting read with a lot of

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."