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Former NHTSA chief may lead automaker-backed Takata investigation

An automaker-led effort may see the former head of the National Highway Traffic Safety Administration take on the probe into the Takata airbag inflator disaster. A coalition of at least ten automakers is in talks with former NHTSA administrator David Kelly, with unnamed sources familiar with the discussions telling The Wall Street Journal he is "among those we are considering to coordinate" the investigation.The Detroit News, meanwhile, is reporting he could be hired "in the coming days." Takata, the Japanese seatbelt and airbag manufacturer, has been the center of a defect scandal since last year. Takata is under fire for air bag inflators that can explode, shooting out metal and plastic pieces. At least five deaths and dozens of injuries have been linked to the problem worldwide. Earlier this year, Honda Motor Co., the automaker with the biggest exposure to the defective Takata air bags, was fined $70 million in the U.S. for not reporting to regulators some 1,729 complaints that its vehicles caused deaths and injuries, and for not reporting warranty claims. It was the largest civil penalty levied against an automaker. Should he take the role, Kelly would be at the fore of an investigation being assembled by an alliance of ten automakers, which includes the Detroit Three and Honda. Toyota first suggested a joint investigation back in December, The Journal reports. Kelly's goals, meanwhile, will be many. The Detroit News reports that questions abound regarding not only the recalled airbag inflators and the conditions that cause them to fail, but the whether the replacement units will have similar problems in the future. The automaker committee is far from the only one analyzing the airbag issue. Takata has assembled its own panel, led by former Secretary of Transportation Samuel Skinner, while NHTSA's deputy administrator, David Friedman, has brought in an outside engineering firm to investigate the inflators, The Detroit News reports. Separately, on Friday Takata Corp., the Japanese seatbelt and air-bag maker at the center of a defect scandal, is expecting more red ink for the fiscal year through March. It is projecting a 31 billion yen ($264 million) loss, worse than the previous forecast for a 25 billion yen ($214 million) loss, despite higher sales expected for the fiscal year. Ten automakers have recalled about 12 million vehicles in the U.S. and about 19 million globally for problems with the air bags.

Toyota Crown celebrates 60 years

Toyota offers a robust lineup of cars in North America, but while the Crown may not be one of them, that wasn't always the case. And this year, the company's longest-running nameplate is marking its sixtieth anniversary. First introduced way back in 1955, the Crown was Toyota's first major export. It became the first Japanese passenger car to reach the US market when the first-generation Crown was launched here in 1958, and marked the company's arrival in Europe when the second-gen model arrived in Denmark in 1963. It started building the Crown in Australia in 1967 and in China more recently in 2005. The Crown is now on its fourteenth generation, and to mark its birthday, Toyota is launching the sedan for a limited time only in sky blue and bright green. Jan. 08, 2015 Toyota 'Crown' Turns 60 Sixty years ago this week, Toyota launched the "Crown", a luxury sedan that would go on to become the company's longest-running passenger-car nameplate and a significant vehicle in the history of the Japanese automobile industry. In 1958 the Crown became the first Japanese passenger car to be exported to the United States, and also started Toyota's passenger car exports to Africa in 1957 and Europe in 1962. Now in its 14th generation, its foremost models are the Crown Royal deluxe saloon and the Crown Athlete sports sedan, both with hybrid powertrain options. In Japan, Toyota is marking the anniversary with the introduction of limited-time-only sky blue and bright green exterior body colors. Toyota Crown Milestones January 1955 First generation launched April 1957 Exported to Ethiopia, Africa August 1958 Exported to the United States October 1962 Second generation launched December 1963 Exported to Denmark, Europe February 1965 Exported to Canada February 1967 Assembly begins in Australia September 1967 Third generation launched February 1971 Fourth generation launched October 1974 Fifth generation launched September 1979 Sixth generation launched August 1983 Seventh generation launched September 1987 Eighth generation launched October 1991 Ninth generation launched December 1995 10th generation launched October 2001 11th generation launched December 2003 12th generation launched March 2005 Production begins in China February 2008 13th generation launched December 2012 14th generation launched

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."