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Suppliers love Toyota and Honda: Why that matters to you

You might think that a survey of automotive suppliers and their relationship with OEMs is the automotive equivalent of nerd prom. In some ways that's what the North American Automotive OEM-Supplier Working Relations Index (WRI) is. The study, the 17th annual conducted by Planning Perspectives Inc., is based on input from 652 salespeople from 108 Tier One suppliers, or, PPI points out, 40 of the top 50 automotive suppliers in North America. Suppliers to General Motors, Ford, FCA, Toyota, Honda, and Nissan. But the results have consequences in terms of tens of millions of dollars for OEMs - and in the quality, technology, and cost of the next vehicle you buy. There are a couple of ways to look at the results of the WRI. One is, "So what else is new?" And the other is, "Damn! How did that happen?" The study looks at five relationship areas — OEM Supplier Relationship; OEM Communication; OEM Help; OEM Hindrance; Supplier Profit Opportunity — within six purchasing areas — Body-in-White; Chassis; Electrical/Electronics; Exterior; Interior; Powertrain. In the overall rankings, Toyota is on top for the 15 th time in 17 years, with a score of 328. Honda, the only company to best Toyota (in 2009 and 2010), comes in second, at 319. Those two companies, explains John Henke, president of PPI, have collaborative working arrangements with colleagues and suppliers alike built into the very fabric of their cultures. This, however, is not a situation where one can readily conclude it is about "Japanese companies," because the third company with headquarters on the island of Honshu, Nissan, came in dead last. This is the "How did that happen?" portion. The Nissan score of 203 puts it 125 points behind Toyota. There hasn't been a number that low since the then-Chrysler Corp. scored 187 in 2010, when the company was clawing its way out of the recession. Clearly, the suppliers don't feel particularly engaged by the buyers at Nissan. Henke explains that whether a company does well or not on the WRI is rather simple. All people do things based on what they're measured on. "If you're measured on taking 10% out of your annual buy, you immediately know how to do it. But if you're also measured on improving relations, suddenly there is a new dynamic as to what you can do to achieve both.

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."

Lexus LFA prototype spied lapping the Nurburgring with new bodywork

The Lexus LFA was a real engineering tour de force. Sure, it was stuck in development hell for years, and the 4.8-liter V10's 552-horsepower output wasn't super impressive when it came out, but it integrated a ton of expertise Toyota gained from its F1 team in the early to mid 2000s. Unfortunately, it didn't sell well. Last year, we found there were a few new models sitting on dealer lots, five years after the 500-model run ended. Still, it looks like Toyota may not have given up on the idea of a race-derived flagship for Lexus, at least based on this prototype running around the Nurburgring this week. At first glance, the car pictured here looks like an LFA with the Nurburgring Package and some camouflage on the front and rear fenders. If you look closely, you can see that the fenders are significantly wider than on the standard LFA. Based on the license plate, this appears to be the same car with two different sets of wheels. Lexus may simply be swapping out worn tires, or they may be testing different wheel and tire combinations to fit the wider wheel wells. Anything beyond this is just speculation. There have been rumors of a new flagship Lexus sports car that sits atop the LC 500 and LC 500h. We saw the Toyota GR Super Sport Concept back in January, though that car looks nothing like what we see here. As much as we would love that sweet Yamaha co-developed V10 to carry over, we're not holding our breath. Some sort of hybrid powertrain is almost a certainty. Maybe Lexus and Toyota could pull some tech from its Le Mans-winning TS050 Hybrid race car. Related Video: