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Japan could consolidate to three automakers by 2020

Sergio Marchionne might see his dream of big mergers in the auto industry become a reality, and an analyst thinks Japan is a likely place for consolidation to happen. Takaki Nakanishi from Jefferies Group LLC tells Bloomberg the country's car market could combine to just three or fewer major players by 2020, from seven today. "To have one or two carmakers in a country is not only natural, but also helpful to their competitiveness," Nakanishi told Bloomberg. "Japan has just too many and the resources have been too spread out. It's a natural trend to consolidate and reduce some of the wasted resources." Nakanishi's argument echoes Marchionne's reasons to push for a merger between FCA and General Motors. Automakers spend billions on research and development, but their competitors also invest money to create the same solutions. Consolidating could conceivably put that R&D money into new avenues. "In today's global marketplace, it is increasingly difficult for automakers to compete in lower volume segments like sports cars, hydrogen fuel cells, or electrified vehicles on their own," Ed Kim, vice president of Industry Analysis at AutoPacific, told Autoblog. Even without mergers, these are the areas where Japanese automakers already have partners for development. Kim cited examples like Toyota and Subaru's work on the BRZ and FR-S and its collaboration with BMW on a forthcoming sports car. Honda and GM have also reportedly deepened their cooperation on green car tech. After Toyota's recent buyout of previous partner Daihatsu, Nakanishi agrees with rumors that the automotive giant could next pursue Suzuki. He sees them like a courting couple. "For Suzuki, it's like they're just starting to exchange diaries and have yet to hold hands. When Toyota's starts to hold 5 percent of Suzuki's shares, this will be like finally touching fingertips," Nakanishi told Bloomberg. "I absolutely do believe that we are not finished seeing consolidation in Japan," Kim told Autoblog. Rising development costs to meet tougher emissions regulations make it hard for minor players in the market to remain competitive. "The smaller automakers like Suzuki, Mazda, and Mitsubishi are challenged to make it on their own in the global marketplace. Consolidation for them may be inevitable." Related Video:

2020 Ford Explorer vs 3-row crossover rivals: How they compare on paper

The 2020 Ford Explorer has finally landed, and if history serves as an indicator, it should be bigger than sliced bread. And people sure love themselves some sliced bread. This new Explorer may look familiar on the outside, but beneath the skin is a radically new rear-drive platform related to the Ford Mustang (as opposed to a front-drive platform related to the Ford Taurus and a Volvo from the 1990s). Turbocharged four- and six-cylinder engines now exclusively rest under its hood, which as you'll see below, both better anything its competitors offer. Ah, but if you're curious to know how the new 2020 Explorer compares to its various three-row family crossover rivals, take a look at the chart below where we stack it up against the 2019 Chevrolet Traverse, 2019 Honda Pilot, 2020 Hyundai Palisade, 2019 Subaru Ascent and 2019 Toyota Highlander. There are others of course (Mazda CX-9, Dodge Durango, GMC Acadia, VW Atlas), but we only had so much room on the chart, and these were the newest and/or most likely to be cross-shopped with the new Explorer. Engine specs and towing Although the Traverse's V6 just nips it on horsepower, the 2020 Explorer's base 2.3-liter "EcoBoost" turbocharged four-cylinder engine smokes it on torque. Therefore, "best-in-class" power seems like a fair claim from Ford. That there's also a 365-horsepower turbo V6 available, plus a hybrid and even-more powerful ST model on the way shows that Ford isn't kidding around under the hood. Curb weight also seems competitive for the segment. In terms of drivetrain, the Explorer is the only member of this particular group to come standard with rear-wheel drive (2.3-liter only). The Durango is the only other three-row, non-luxury crossover to do so. This is significant for two reasons: First, you could potentially do a power slide in an Explorer. Second, and more important, those in the Snowbelt will have to opt for all-wheel drive (it comes standard with the 3.0-liter). By contrast, a set of winter tires will probably do the job just fine if you want to save some money and gas by sticking with its rivals' standard front-wheel drive. Well, except for the Subaru Ascent — that's standard with AWD. In terms of towing, the Explorer takes the cake with as much as 5,300 pounds for the four-cylinder and 5,600 pounds for the V6. Everything else tops out at 5,000, though again, the Durango is capable of besting them all thanks to its Hemi V8 engine option.

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."