2000 Toyota Camry on 2040-cars

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Toyota JV will sell Leahead EVs in China next year

You may have read that Toyota is about to establish a new electric vehicle sub-brand in China called Leahead that will focus on "cheap electric cars aimed at young and hip car buyers in China." This isn't 100 percent true, but the Japanese automaker is revving its electric motors for EVs in China, in a fashion. It makes sense for automakers to push for more EVs in China, given government support for the technology and the proven success of Tesla there. Low-speed EVs are popular, as well. Indirectly, Toyota is going to sell electric vehicles to Chinese customers next year. We've heard reports before that Toyota is interested in going electric in China, with a different Toyota JV and thus a different brand but now we have an official word on Toyota's future EV moves in China, direct from Jana Hartline, the environmental communications manager for Toyota Motor Sales, USA. Hartline told AutoblogGreen that Toyota just celebrated the 10-year anniversary of GAC Toyota Motor Co., Ltd (GTMC), its joint-venture manufacturing company in China. And it is GTMC, not Toyota directly, that is the company behind Leahead (called Ling Zhi in Chinese). Leahead will begin selling EVs under the Ling Zhi brand starting in 2015. So, yes, indirectly, Toyota is going to sell electric vehicles to Chinese customers next year. There are rumors that the new EVs will be electric versions of the Corolla EX and/or the Yaris L, but we've got nothing confirmed on that front. We will be waiting for more new at the Shanghai Motor Show next April.

Edmunds ranks the best used cars for 2013

When people ask us what car we would recommend for them, it's usually not easy to answer. To make a useful recommendation we must consider which of the numerous vehicle segments fits their needs best, and then choose one of the many vehicles offered in each segment. For some people, new cars don't meet their expectations of value, because they lose so much of it the moment they are purchased and driven off the dealer lot. For them, there's always the used-car market, where great deals can be found, but cars' histories of reliability and maintenance records - and perhaps that Certified Pre-Owned warranty - become ever-important factors playing into purchase choice.
To help out, Edmunds has done us the favor of assembling a list of the best used vehicles money can buy, covering model years 2006-2011, according to what it considers the most important criteria when shopping for used autos: reliability, safety, value and availability. That means unreliable, unsafe, super-expensive or limited-edition models don't appear on the list, but instead cars from each segment that are more likely to satisfy the general population.
There are some real goodies on the list, including but not limited to vehicles such as the capable Honda Fit, the cultish Honda Accord coupe (which can be had with a 240-horsepower V6 and a six-speed manual transmission some years), and the powerful Chevrolet Corvette. While Edmunds' choice of the Volvo C70 for best used convertible baffled us at first (not that it's a bad car), it redeemed itself by stating that the Mazda MX-5 still is an unofficial top choice if you don't require more than two seats.

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."