2006 Toyota Le V6 on 2040-cars

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Toyota reveals new versions of FT-1 concept at Pebble Beach [w/video]

Toyota certainly caught our attention when it unveiled the FT-1 concept at the Detroit Auto Show last January. Coming from the same people who gave us the Lexus LFA, Scion FR-S and Toyota Supra, the FT-1 concept looked striking in its bright red livery. But the Japanese automaker isn't quite done with it yet.
No, we're afraid we don't have a production announcement to share at the moment, but Toyota has revealed two new versions of the FT-1 concept that cast it in different light. Most notable is the graphite version pictured above. Replacing the bright red paintjob and two-tone red and black interior of the original concept, this second iteration - presented in the metal at McCall's Motorworks Revival in Monterey, California - goes for a more upscale and refined graphite exterior and a tan leather interior with exposed metal elements.
Both versions of the virtually road-going FT-1 concept will be playable in GT6, but at the same time Toyota also revealed (in digital form, at least) a virtual racing version of the concept called the FT-1 Vision Gran Turismo. Looking like the original concept was prepared for Japan's Super GT series, the FT-1 Vision GT is retuned for racing, with wider fenders, more extreme aero, competition-spec alloys on slicks and the like.

Expedition drives from Russia to Canada over North Pole...

No, a Ford Expedition did not drive from Russia to Canada via the North Pole, but that's exactly what a team of intrepid explorers accomplished recently. Using specially-modified buses with massive tires, the group slowly drove 2,485 miles in 70 days over drifting ice, occasionally using a pickaxe to clear a path and staying on guard for chasms that could open up and plunge the team into the frigid arctic waters. Average speeds were about 6 mph, "at the speed of a (farm) tractor." While the big tires technically allowed the buses to float if the need arose, the team preferred to stay out of the water to keep the suspension from getting coated in thick, hard ice. Falling in on foot would mean almost certain death.
According to Phys.org, the buses were powered by Toyota diesel engines, but were built with prototype parts from a previous driving expedition to the North Pole. Right now, the machines are parked in a garage in Canada's Resolute Bay while the the team rests up with family back home. They plan to continue their trek to back across the Bering Straight to Russia. If successful, the team may eventually offer a version of their buses for commercial sale.

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.