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Toyota ups Prius incentives to $3,000 for some Californians

So, Southern Californians, here's a little math question for you. If Toyota is offering about $3,000 in incentives on the Prius in San Francisco and just $2,500 in perks in Los Angeles, is it worth it to take the trip up? Yes, but barely. Looking to goose sales in by far its largest US market, Toyota is continuing many of the incentives it started in April to reverse the trend of falling year-over-year Prius sales, according to Green Car Reports. Specifically, Toyota is offering discounts worth about $3,000 in San Francisco, though many of those incentives expire May 26, Green Car Reports says, citing Cars Direct. Down in LA, those incentives are worth about $2,500, though they do extend until June 1. While US Prius sales fell last year, they did rise two percent in California. Through April, the four Prius variants combined for sales of 15,235 units, down 15 percent from a year earlier. And for those looking to do a little comparison shopping, a one-way flight from Los Angeles to San Francisco is running about $200, while that drive down will cost about $30 in gas (it is a Prius, after all). Factoring in the rides to and from the airports, though, we'll call it a wash.

Toyota's chief engineer wants the Supra name back

There's no guarantee that Toyota's forthcoming sports car will revive the Supra name. For all we know, it could be some senseless alphanumeric. But there's at least one powerful voice among Toyota's developers pushing for a new Supra – Global Chief Designer Tetsuya Tada. Tada-san, a died-in-the-wool sportscar enthusiast known as the father of the Toyota 86, is fighting for the iconic nameplate. He told Australia's CarAdvice, "I love the Supra and I love the Supra name. It's historically important to Toyota. We're pushing for the name Supra for the new car we are developing with BMW." This is a good thing. There are too many brands willing to throw away prestigious vehicle names in favor of trendy but less endearing alphanumerics. We hope Toyota follows Tada-san's advice and brings the Supra name back. Besides sending enthusiasts around the globe into a fit of chop licking by merely mentioning the Supra name, Tada-san also gave a few insights about how work on the car, which Toyota is developing alongside BMW, is going. "I'd say the partnership is going well, very smooth," Tada-san told CarAdvice. But despite the cooperation between the two very different brands, the resulting vehicles should be unique, which is something Toyota's engineering boss supports. CarAdvice sees this as further support for rumors that Toyota's variant of the jointly developed car will lean more towards performance, potentially with a twin-turbocharged Lexus V6. The BMW version, supposedly called the Z5, will hew more towards a grand tourer's roll, succeeding the current Z4 and combatting the new Audi TT and Mercedes-Benz SLC. CarAdvice expects the Z5 to debut first, likely later next year, while the Supra probably won't show up until 2018. Related Video: News Source: CarAdvice BMW Toyota Coupe Performance bmw z5 tetsuya tada

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."