Body Type:Pickup Truck
Engine:2.7L 2694CC l4 GAS DOHC Naturally Aspirated
For Sale By:Private Seller
Cab Type (For Trucks Only): Extended Cab
Trim: DLX Extended Cab Pickup 2-Door
Options: 4-Wheel Drive, CD Player
Drive Type: 4WD
Safety Features: Driver Airbag
Power Options: Air Conditioning, Cruise Control
Sub Model: LX
Exterior Color: Tan
Interior Color: Tan
Disability Equipped: No
Number of Cylinders: 4
Warranty: Vehicle does NOT have an existing warranty
Toyota Tacoma for Sale
- 2006 toyota tacoma base extended cab pickup 4-door 2.7l
- 2002 toyota tacoma prerunner(US $9,100.00)
- 2005 toyota tacoma x-runner extended cab -- clean title! dependable and reliable
- 2009 toyota tacoma trd off road 4x4 access cab sr5(US $22,500.00)
- 2013 toyota tacoma pre runner crew cab pickup 4-door 4.0l(US $34,500.00)
- 2010 toyota tacoma 4x2 pre runner v6(US $17,150.00)
Auto Services in Mississippi
3D Automotive Repair ★★★★★
King`s Tires & Alignment ★★★★★
High Gear ★★★★★
Discount Auto Glass ★★★★★
Advanced Transmissions ★★★★★
Auto blogFri, 10 Oct 2014 15:43:00 EST
Toyota has unveiled a mid-cycle refresh of its seven-passenger, UK-market Prius +, known here in the US as the five-passenger Prius V. The revised hybrid MPV now boasts looks inspired by Toyota's more aggressive compact stylings as seen on its new Yaris and Aygo - particularly in the redone front fascia.
The new LED headlights are the most obvious change, sporting a sharper style, while the vertical slats that bookend front fascia are much larger and deeper, and are now home to LED running lights. The lower grille is also newly enlarged and trimmed in black plastic. Changes out back are far less noticeable, with the biggest tweak being a new diffuser that's been integrated into the rear bumper.
The interior gets a light freshening, too, with fresh trimmings around the switchgear, as well as a new 4.2-inch TFT display in the center mounted instrument cluster. The latter includes a new "Eco Judge" function designed to help owners drive more efficiently through a point-based reward system.
No, a Ford Expedition did not drive from Russia to Canada via the North Pole, but that's exactly what a team of intrepid explorers accomplished recently. Using specially-modified buses with massive tires, the group slowly drove 2,485 miles in 70 days over drifting ice, occasionally using a pickaxe to clear a path and staying on guard for chasms that could open up and plunge the team into the frigid arctic waters. Average speeds were about 6 mph, "at the speed of a (farm) tractor." While the big tires technically allowed the buses to float if the need arose, the team preferred to stay out of the water to keep the suspension from getting coated in thick, hard ice. Falling in on foot would mean almost certain death.
According to Phys.org, the buses were powered by Toyota diesel engines, but were built with prototype parts from a previous driving expedition to the North Pole. Right now, the machines are parked in a garage in Canada's Resolute Bay while the the team rests up with family back home. They plan to continue their trek to back across the Bering Straight to Russia. If successful, the team may eventually offer a version of their buses for commercial sale.
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."