2013 Toyota Fj Cruiser Base 4x4 4dr Suv 6m on 2040-cars
Sheridan, Indiana, United States
Engine:4.0L V6
Fuel Type:Gasoline
Body Type:SUV
Transmission:Manual
For Sale By:Dealer
VIN (Vehicle Identification Number): JTEBU4BF7DK172893
Mileage: 151161
Make: Toyota
Trim: Base 4x4 4dr SUV 6M
Drive Type: --
Number of Cylinders: 4.0L V6
Features: --
Power Options: --
Exterior Color: Green
Interior Color: Black
Warranty: Vehicle does NOT have an existing warranty
Model: FJ Cruiser
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Auto blog
Welcome Audi RS6 Avant, goodbye Lincoln Continental | Autoblog Podcast #592
Fri, Aug 23 2019In this week's Autoblog Podcast, Editor-in-Chief Greg Migliore is joined by Senior Editor, Green, John Beltz Snyder and Assistant Editor Zac Palmer. Our editors cover a lot this week, starting with the news. They geek out over the Audi RS6 Avant coming to America, and mourn the loss of the Lincoln Continental. They address rumors of the Toyota Land Cruiser's demise, and analyze spy photos of the Ford Mach E electric crossover. They also honor the memory of the godfather of spy photography, Jim Dunne. Finally, they talk about driving the BMW Z4, Ram 1500 EcoDiesel, and another diesel, the diesel-powered Mazda CX-5 Skyactiv-D. Autoblog Podcast #592 Get The Podcast iTunes – Subscribe to the Autoblog Podcast in iTunes RSS – Add the Autoblog Podcast feed to your RSS aggregator MP3 – Download the MP3 directly Rundown Audi RS6 Avant headed to U.S. Lincoln Continental discontinued Rumor: Toyota Land Cruiser to be canceled Ford Mach E spied RIP spy photographer Jim Dunne Cars we're driving: 2019 BMW Z4 sDrive30i 2020 Ram 1500 EcoDiesel 2019 Mazda CX-5 Diesel Feedback Email – Podcast@Autoblog.com Review the show on iTunes Related Video:   Â
Toyota sees Camry share loss despite predicting increasing sales
Tue, 02 Apr 2013Toyota may be set to lose share the midsize sedan market. While speaking with Automotive News, Toyota North America CEO Jim Lentz said that if his company kept pace with the current swell in the market for family four doors, Toyota would need to sell around 500,000 Camry models. "I'm not sure we can do much more than 400 [thousand] today," Lentz said.
But that doesn't mean Camry sales are shrinking - on the contrary, Lentz thinks Toyota will likely sell more Camry units in 2013 than it did in 2012, it's just that the company isn't keeping pace with segment's current explosion in popularity. Industry wide, midsized sedan sales have increased by 20 percent. "Are we going to lose [Camry] share? Probably so," Lentz said, "but we will continue to grow in raw volume."
Toyota sold 404,886 Camry units last year, and the company just revised its 2013 sales objective from 2.18 million units earlier this year to 2.2-million plus units, so while things are looking up for the brand and Camry sales may be on the rise, Toyota may not have the muscle to keep up its share in the sedan segment. Whether that's because of a production bottleneck or a predicted sales ceiling isn't clear. We've got a call in and will update this news item if/when we learn more.
Toyota retires robots in favor of humans to improve automaking process
Sat, 12 Apr 2014Mitsuru 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."




























