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Senator pushes for up to life sentence for auto execs found to delay recalls

Democratic Senator Claire McCaskill (shown above) has had it with automotive execs stalling when it comes to recalls. The Missiourian has proposed a new bill, the Motor Vehicle and Highway Safety Enhancement Act, which aims to improve the automotive safety following the high-profile fiascos involving General Motors and Toyota. Aside from a doubling of the budget for the National Highway Traffic Safety Administration over the next six years and the removal of the $35-million limit for fining automakers, the plan includes a provision that would punish auto executives if it's discovered they knowingly delayed recalls. How will it punish them, you ask? Oh, you know, just life in prison. The bill "gives federal prosecutors greater discretion to bring criminal prosecutions for auto safety violations and increases the possible penalties, including up to life in prison for violations that result in death," McCaskill's office told The Detroit News. If a delayed recall led to serious injuries, meanwhile, execs could still face a 15-year stint behind bars. As for that change in the fine structure for automakers, the removal of the limit is complemented by a hefty increase in the per-vehicle fine, from $5,000 to $25,000. With this change, GM could have been on the hook for $55 billion (with a "b") in fines for its bumbling of the ignition switch recall, rather than just $35 million. The News says, though, that NHTSA has "wide discretion" in handing out the fines. Considering a $55-billion fine is enough to sink any automaker, it is unlikely that such a monumental sum would be handed out. Still, the potential threat of such a death sentence should be enough for any automaker to sit up and take notice. "With millions of Americans behind the wheel every day, and more than 33,000 killed on our roads each year, we've got to do more to keep our cars and the roads we drive them on safe," McCaskill said, according to The News. "Painful recent examples at Toyota and GM have shown us we also must make it easier to hold accountable those who jeopardize consumers' safety. For too long, auto safety resources have remained virtually stagnant while cars and the safety challenges they present have become more complex." What do you think? Do you agree with McCaskill's proposed bill? Should the punishments for automakers and execs be more or less harsh? Have your say in Comments. News Source: The Detroit NewsImage Credit: J.

Next-gen Toyota 86, Subaru BRZ could arrive by 2021

If these rumors are true, a small but dedicated core of fans could be in for a treat. According to Japan Times — and citing unspecified "sources" — Toyota and Subaru are developing a next-generation 86 and BRZ, with a possible launch around 2021. The new car(s) would reportedly have more power, improved handling and newer safety features. According to the report, the rear-drive sports coupes could do away with the current 2.0-liter engine in favor of one with a larger 2.4-liter displacement. The Japan Times sources say the next-gen 86 will also have a lower center of gravity, which will translate to an improvement on the car's already impressive cornering stability. Theoretically, the 2.4-liter in question could be the new FA24 mill used in the upcoming Subaru Ascent crossover that's turbocharged to produce 260 horsepower and 277 pound-feet. That output would be a mammoth jump from the current Toyobaru pair, and it seems doubtful that's what possible second-generation cars would get. Nevertheless, it's at least consistent with recent comments from Toyota engineer Tetsuya Tada that indicated a more powerful, turbocharged 86/BRZ would not be possible unless there was a new, next-generation model. In an interview with Australia's CarAdvice, Tada said, "I do like turbos, however if we come up with a turbo version of the 86 and boost up the power that would result in the necessity of changing the basic configuration completely, to come up with a car that I would be satisfied with." "One characteristic of the 86 is that in terms of the front balance it's slightly front loaded so it makes the handling more fast and agile," he continued. "So if we were to come up with a turbo version, we would have to go change the weight balance between the front and the rear. That means we have to come up with a completely new platform, so it's not about just changing or slight modification in the engine parts." Note that "we have to come up with a completely new platform" does not equal "we are coming up with a completely new platform." He could be talking strictly hypothetically, it could be a wink-wink nudge-nudge implication that his team is already hard at work, or things could've just been a bit fudged in translation. In any event, as hopeful as we are about the possibility of a new generation of Subaru BRZ and Toyota 86, we can't help but maintain a healthy dose of skepticism that the partnership will continue as the Japan Times report suggests.

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."