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Toyota builds its 500,000th Corolla in Mississippi

Toyota assembles the Corolla at plants around the world: from Brazil and South Africa to Turkey, Pakistan, China, Taiwan and Thailand. But the one we get here is built in Mississippi, and that location has just finished its 500,000th Corolla. The plant in Blue Springs, MS, is just one of a half-dozen assembly plants Toyota operates in the United States, but reached the half-million mark faster than any of the others. It began production late in 2011 and took over Corolla assembly from the NUMMI plant in California previously operated via joint venture with General Motors and now occupied by Tesla. Last year, the 2,000 workers at Toyota Motor Manufacturing Mississippi built 180,000 Corollas, contributing to the 10 million units of the model Toyota has sold in America since it was introduced here in 1968 and the 21 million vehicles Toyota has made in America over the years. 500,000th Corolla Speeds Off the Line at Toyota Mississippi Blue Springs plant celebrates milestone achieved at record pace BLUE SPRINGS, MISS. (Feb. 12, 2015) – Toyota Mississippi is celebrating the 500,000th Corolla coming off the line at the Blue Springs, Miss., production facility. The production accomplishment was achieved faster than any other Toyota plant in the U.S. – a testament to the 2,000 hardworking team members who have answered increasing consumer demand since the plant opened in 2011. "The 500,000th Corolla vehicle is a milestone we're excited to be celebrating," said Fred Volf, Toyota Mississippi, vice president of manufacturing. "We are proud to produce the Corolla, and it wouldn't have been accomplished without the 2,000 dedicated team members who support this operation." The milestone is one more to add to the long list of achievements for Toyota Mississippi and the Corolla. Toyota has sold more than 10 million Corollas in the U.S. and 40 million worldwide since the vehicle debuted here in 1968. The success of Corolla contributes to Toyota's accomplished domestic manufacturing footprint and represents Toyota's commitment to producing vehicles where they are sold. Since 1986, more than 21 million Toyota vehicles have rolled off the line in the U.S. and including dealers and suppliers, Toyota has generated 365,000 U.S. jobs. Toyota's local presence is felt by those in Northeast Mississippi through substantial economic investment, employment, philanthropic efforts and environmental responsibility.

Toyota to end Australian production by 2017

There is more bad news for the Australian auto industry today, as Toyota has just announced that it will follow General Motors and Ford in shuttering its manufacturing operations on the continent. Production and assembly will cease by the end of 2017, but Toyota will remain in Australia as a sales and distribution company.
"We did everything that we could to transform our business, but the reality is that there are too many factors beyond our control that make it unviable to build cars in Australia," said Toyota Australia President and CEO Max Yasuda.
In an official statement, Yasuda said that the closure would directly affect 2,500 manufacturing employees and an unknown number of corporate workers. However, a report in the Australian newspaper The Age suggests that the jobs of 24,000 workers at Australian auto suppliers could also be in jeopardy. Toyota currently builds its Camry, Camry Hybrid, Aurion sedans in Australia, along with four-cylinder engines, and it plans to begin importing the Camry and Aurion after production stops.

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."