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Toyota Tells Dealers To Stop Selling Six Models

Toyota has told North American dealers to stop selling six popular models with heated seats because the fabric doesn't meet flammability standards. One soft material beneath the seat covers does not comply with U.S. safety standards, company spokesman John Hanson said. No fires or injuries have been reported, but Toyota can't legally sell cars that don't comply with U.S. safety codes, Hanson said. The company is still totaling how many vehicles are affected, but it will be in the thousands, according to the spokesman. The stop-sale order could mean trouble for Toyota and its dealers because it covers the company's top-selling vehicles. Dealers can no longer sell certain Camry, Avalon, Sienna and Tacoma models from the 2013 and 2014 model years, as well as Corollas and Tundras from 2014. The Camry, for instance, is the top-selling car in the U.S. with more than 408,000 sales last year. It depends on how long the repairs will take. Hanson said the company already has a new material that's being installed at factories and will be put in cars that are on dealer lots. "We don't think it will take long to get the parts and make the changes," Hanson said, without getting more specific. As for vehicles already on the road, Hanson says Toyota has reported the problem to the U.S. National Highway Traffic Safety Administration, which will decide if the sold vehicles should be recalled. A NHTSA spokesman said he would check into the matter. "We don't believe that there is a safety issue here because there have been no reports of any problems," Hanson said. The stop-sale order affects cars and trucks distributed to dealers in the U.S., Canada and Mexico. In addition, some vehicles were exported outside North America, Hanson said. The problem was discovered by safety regulators in South Korea, who disassembled seats and tested individual fabrics, Hanson said. U.S. safety standards require fabrics to resist flames at a certain rate, but the one fabric didn't meet the standard, Hanson said. Toyota spokesman Naoki Sumino in Japan said the affected vehicles were sold since August of 2012, when the fabric supplier was changed. Toyota has been struggling to regain its once sterling reputation for quality after announcing massive recalls over several years, starting in 2009, for a variety of defects including braking, accelerators and floor mats. The company was fined for being slow on recalls, which affected more than 14 million vehicles, and faces lawsuits.

Toyota, Mazda $1.6 billion plant goes to Alabama, sources say

Alabama will be the site of a new $1.6 billion Toyota and Mazda auto plant, a victory for President Donald Trump who had prodded manufacturers to build new U.S. facilities and threatened tariffs on foreign production, sources said on Tuesday. The plant, which will employ up to 4,000 people and produce about 300,000 vehicles a year, will be located in Huntsville, Ala., and is a boon for the state, where Toyota has a large engine plant and an existing network of automotive suppliers. A formal announcement by company and state officials is expected on Wednesday in Montgomery, sources briefed on the matter said. The new plant — in a state Trump won by 28 points in 2016 — could be a political boost to the Republican president, who has urged automakers to build plants in the United States and add jobs. The companies said they expect the plant to open in 2021. Trump tweeted in March he wanted "new plants to be built here for cars sold here." The White House did not immediately comment on Tuesday. The announcement also comes at a time of declining U.S. auto industry sales, so it could exacerbate overcapacity and add pressure to cut prices. U.S. new vehicle sales fell 2 percent in 2017, after hitting an all-time record high in 2016, and are expected to fall further in 2018. Details of an anticipated tax and incentive package for the investment were not yet known. It has been reported the companies sought at least $1 billion in incentives. A Toyota spokesman declined to comment, except to say an announcement was expected soon. A Mazda spokeswoman also declined to comment. In recent months, the companies had narrowed their choices down to sites in Alabama and North Carolina. Local media last month said the leading site under consideration was in northern Alabama's Limestone County, near Toyota's large engine plant in Huntsville. In September, Toyota announced a $106 million technology upgrade for the Huntsville plant. A Chamber of Commerce of Huntsville website for the "Huntsville Mega Site" touts the fact it has been "certified as development-ready." The commerce chamber, local and state officials declined to comment on Tuesday on plans for the plant. A year ago, President-elect Trump criticized Toyota and threatened hefty tariffs against the Japanese automaker if it built its Corolla sedan for the U.S. market in Mexico. "Toyota Motor said will build a new plant in Baja, Mexico, to build Corolla cars for U.S. NO WAY! Build plant in U.S.

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."