1997 Toyota Land Cruiser on 2040-cars

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Toyota Yaris Hybrid-R is road-going version of brand's racing technology [w/video]

Did you know that the Yaris is Toyota's best-selling vehicle in Europe? That may help explain to us Americans why the car that's lowest on the company's totem poll here in the US got turned into an all-wheel-drive hybrid track monster for the 2013 Frankfurt Monster Show.
Called the Toyota Yaris Hybrid-R, this three-door pocket rocket isn't just a hybrid making a lot of horsepower - it incorporates technology from Toyota's TS030 Hybrid racecar that competes in the FIA World Endurance Championship series, including the 24 Hours of Le Mans. The Yaris Hybrid-R packs a 300-horsepower, turbocharged, 1.6-liter four-cylinder engine under its hood, which should be enough for most speed freaks, but Toyota pairs it with two 60-hp electric motors at each rear wheel (the same ones used in the production Yaris Hybrid that's sold in Europe). That makes total system output an insane-for-this-size 420 hybrid horsies.
But that's not all, as the Yaris Hybrid-R forgoes the traditional battery pack below the rear seats in favor of a supercapacitor, which can both hold more energy and has a much faster power charge/discharge speed than traditional batteries. Paired with the supercapacitor is a third 60-hp electric motor/generator positioned between the engine and six-speed sequential transmission. Its job is to feed the super capacitor energy during deceleration and direct its power to the rear electric motors when more grip and oomph is needed.

Toyota won't face recall for Corolla unintended acceleration

Toyota will not face a recall or further investigation into an alleged unintended acceleration problem in the 2006-2010 Corolla. Following months of analysis, the National Highway Traffic Safety Administration was unable to find a mechanical defect to cause the issue. If there had been a safety campaign to fix the vehicles, it could have affected 1.69 million cars, according to NHTSA. The incident that prompted the investigation occurred in June 2014 when a driver was pulling into a parking spot. The 2010 Corolla allegedly lurched forward under braking and hit an unoccupied Jeep, according to The Detroit News. No one was injured. The owners had the vehicle examined by a Toyota dealer, and it found no problems. They then filed a petition with NHTSA to open a deeper investigation. NHTSA took the family's Corolla and tested it for over 2,000 miles, according to The News. The agency couldn't replicate the problem and found the brakes were capable of keeping the vehicle from moving at full throttle. In their petition, the owners also submitted 143 other unique complaints of this issue in the Corolla, but the Feds found that most of these incidents were due to driver error where the gas or both pedals were accidentally pressed. After taking all of this into account, "NHTSA has concluded that further investigation of the issues raised by the petition is not warranted," the agency wrote in its report. You can read the entire, 23-page explanation for yourself in PDF format, here. INVESTIGATION Subject : Low-speed surging Date Investigation Opened: SEP 19, 2014 Date Investigation Closed: APR 29, 2015 NHTSA Action Number: DP14003 Component(s): VEHICLE SPEED CONTROL All Products Associated with this Investigation Vehicle Make Model Model Year(s) TOYOTA COROLLA 2006-2010 Details Manufacturer: Toyota Motor Corporation SUMMARY: The Agency received a petition on September 11, 2014 requesting an investigation into, "low-speed surging in the 2006-2010 Toyota Corolla [vehicles] with ETCS-i, in which the brakes fail to stop the vehicle in time to prevent a crash." NHTSA conducted a technical review of the material cited and provided by the petitioner, material Toyota submitted in response to a NHTSA formal request, interviews with complainants and manufacturer representatives, as well as the results of testing of the complaint vehicle.

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.