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NHTSA releases updated Takata airbag recalled cars list, but it still has errors

Unfortunately, the government's list still contains errors.
The National Highway Traffic Safety Administration has issued an updated list of vehicle models that it's urging owners to repair under the mushrooming Takata airbag inflator recall. The latest version adds vehicles from new automakers like Subaru and Ford that are missing from the original announcement, and it also removes erroneous entries from General Motors, leaving only the 2005 Saab 9-2X (a reskinned Subaru WRX), and the 2003-2005 Pontiac Vibe, a joint project with Toyota.

Toyota investing $30 million in Indiana for more Highlander production

Indiana seems like the place to be if you're looking for work in a car factory. In May, Subaru announced plans to invest $400 million in its Lafayette, Indiana plant, creating 900 new jobs in the process and increasing capacity to 300,000 units per year. Now, Toyota has announced plans to invest $30 million in its Princeton, Indiana plant, 170 miles south of the Subaru factory, which also builds the Camry.
Toyota's investment will create an additional 200 jobs and increase the factory's volume by 15,000 units. Toyota announced an investment in the plant in February of 2012 that bumped volume up from 300,000 to 350,000 units. Toyota Motor Manufacturing Indiana, as the Princeton facility is officially known, produces the recently revised Toyota Highlander, the Sequoia and the Sienna. It employs 4,500 people, and this announcement represents Toyota's tenth production increase in under two years.
Scroll down below for the official announcement.

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."