2007 Toyota Fj Cruiser Trd Special Edition Sport Utility 4-door 4.0l New Tires on 2040-cars

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This first-gen Toyota Celica is one mean mother

Brian Karasawa's gen-one Toyota Celica is, in a word, badass. As a long-standing fan of the marque, the doting owner has tried to both restore and improve his Celica keeping period-correct modifications in mind. The 20R/22R mashup engine is outputting roughly 185 horsepower and graced with a lot of JDM-specific parts and modifications. Clearly, the exhaust has been upgraded from stock, as clips of the orange Toyota in motion are accompanied by one hell of a nice sound.
Tastes clearly vary, and there's not as much love for the first-wave of Japanese metal as there is for similar era American-iron, but we're pleased to see these cars finally getting more time in the spotlight. Scroll down below to see why we're stoked, and consider cruising your local Craigslist for late 1970s and early 1980s Japanese coolness (before we get there first).

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."

Toyota donates engineers, not money, to country's largest anti-hunger charity

Key to production of any kind is efficiency - the ability to achieve maximum productivity with minimal effort or waste. Toyota has become a master of efficiency, with streamlined manufacturing operations around the world. In fact, the Japanese brand has become so well known for efficient operations that it now offers consulting services for organizations and companies outside the auto industry.
It also offers the same consulting for non-profits, free of charge. The New York Times took an in-depth look at the transformative impact that Toyota's engineers had on the city's charities, including The Food Bank, the country's largest anti-hunger charity. The auto manufacturer helped revolutionize the way these organizations served the community, showing that there's more to corporate philanthropy than just donating money.
Head on over to the Times' website and give the story a read.