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130,000 Toyota Tundra pickups recalled over airbag issue

Toyota is announcing a recall for about 130,000 examples of the 2014 Tundra Tundra pickup in Crew-Max Cab and Double Cab configurations.
According to the company, the "garnish on the center pillars" inside the trucks might not have been installed correctly. If the vehicle were in an accident, the side curtain airbags could deploy in the wrong shape. Toyota says that it's not aware of any crashes, injuries or fatalities related to this potential problem.
To fix the issue, the pickups will have their interior center pillars inspected, and if faulty, the pieces will be replaced. Obviously, this will be done at no cost to owners. Scroll down to read the full announcement.

Vice chronicles Okinawa's illegal street racing scene

We all know that street racing is dangerous, and that motorsports are best left on the track or drag strip. However, that doesn't mean that there still isn't some outlaw allure among enthusiasts of racing on public roads. In this video, Vice Japan profiles Eikichi Nagayoshi of Japan's island of Okinawa. He is a used car dealer by day and an illegal racer by night.
Nagayoshi has a deep love for his highly customized Toyota Aristo (better known to us as a first-generation Lexus GS) that he claims produces over 1,000 horsepower and has hit 205 miles per hour. He races his car both on drag strips and in drifting competitions, but says that he often has to ship the car to mainland Japan to compete. In the absence of those opportunities, he sometimes gathers friends and takes the racing to the public roads. While we're not down with street racing, this Vice video is an intriguing personality piece, as well as a look into Japan's fabled underground racing scene. Scroll down to check out the video, but make sure you have the "CC" button clicked, because several portions are subtitled.

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.