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Toyota Mirai hydrogen car on sale in Europe by end of summer

Want to see Toyota hydrogen fuel cell vehicles cruising down the Autobahn? It could happen as soon as September. Benz and Bimmer drivers, beware. The Japanese automaker, which started hometown sales of its hydrogen fuel-cell electric Mirai in December, will expand distribution of its first mass-produced fuel-cell car to Europe by September. The first three countries Toyota is targeting are the UK, Denmark and Germany, and the price will be 66,000 euros ($73,000). The caveat, of course, is that this is going to be a low-volume affair (a maximum of 100 cars per year for this year and next) and that the rest of the Continent won't get the Mirai until 2017. Toyota, which is showing off the Mirai at the Geneva Motor Show, will start California deliveries of the Mirai later this year, pricing it at $57,500 for those who want to buy and $499 a month for those who prefer to lease. Toyota also said in January that it would bump Mirai production to about 2,000 units in 2016, up from 700 this year. Toyota is spending about $168 million for that production increase, necessitated in part by the European plans. The Mirai delivers 153 horsepower and has goodies such as lane-departure alerts and collision-avoidance systems, along with the zero-emission hydrogen fuel cell powertrain, of course. Check out Toyota's press release below. Related Videos: Show full PR text Mirai Fuel Cell Sedan European premiere Brussels, Belgium - While sales1 have already started in Japan since last December, the new Toyota Mirai will be launched in Europe by the end of the summer. The Geneva motor show is its first public display in Europe. The Mirai2 signals the start of a new age of vehicles. Using hydrogen - an important future energy source - as fuel to generate electricity, the Mirai achieves superior environmental performance with the convenience and driving pleasure expected of any car. The Mirai uses the Toyota Fuel Cell System (TFCS), which features both fuel cell technology and hybrid technology, and includes Toyota's new proprietary FC Stack and high-pressure hydrogen tanks. The TFCS is more energy efficient than internal combustion engines and emits no CO2 or pollutants when driven. Drivers can also expect the same level of convenience as offered by gasoline engine vehicles, with a generous cruising range and a hydrogen refuelling time of about three minutes3.

2013 Toyota RAV4

A Nicer View Than Ever Of Middle Of The Road
When we had our first shot behind the wheel of the 2013 Toyota RAV4, the overall judgment from Managing Editor Jeremy Korzeniewski could be summed up in a sentence along the lines of, "Eh, not bad." The truth is that the compact crossover segment, now filled with not-so-compact offerings, is as cutthroat as any in the industry these days. When a heavyweight player like the RAV4 comes to market with a new generation, it is not at liberty to start from a clean sheet, lest it throw cold water on a vehicle that sells tens of thousands of units globally every month. Like De La Soul says, "Stakes is high."
If the choices in the marketplace were still largely limited to the Honda CR-V, as was the case when this market niche was green, the Toyota offering might actually seem like the exciting choice. But with new players offering better dynamic thrills (Mazda CX-5), cool turbo motors and fancy technology (Ford Escape), or even crunchy cred (Subaru Forester), the small crossover shopper is really spoiled for choice in 2013.

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."