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Owner reflects on his $20.91 Toyota unintended acceleration settlement check

Where General Motors and Takata have grabbed many auto safety-related headlines this year with their problems with ignition switches and airbag inflators, a few years ago, a similar sort of scrutiny fell on Toyota for unintended acceleration. After multiple settlements with various parties totaling billions of dollars, the issues seem largely behind the Japanese automaker now. Owners are actually starting to receive their money, but it isn't exactly breaking the bank. Payouts are expected to be between $37 and $125 per person. Computer science student Jonathan Sourbeer received a check for just $20.91, and he considers what that money actually means in an op-ed in The Wall Street Journal. Sourbeer's biggest gripe is that the roughly 85 lawyers in the case are receiving $227 million in attorneys' fees and expenses, while the 25 primary plaintiffs and class representatives receive a total of just $395,270. According to the Frequently Asked Questions about the settlement, Toyota set up a $250 million fund to pay affected owners, as well. The money isn't for injuries or damages but for alleged economic loss to the vehicles. However, Sourbeer says he feels no personal suffering and still has the same car. In addition to the settlement, the automaker obviously has its own legal fees to deal with, as well. Sourbeer wonders how this is all going to affect Toyotas in the future. Obviously, the money has to come from somewhere, and it likely gets amortized over the company's vehicles in the coming years to add a few dollars to each one. That puts the problem back onto customers. Anyone involved in a class-action suit has likely seen this happen first hand. The lawyers take a large chunk of the money, and the rest is distributed in tiny morsels to those actually affected. Unfortunately, Sourbeer offers no solutions beyond saying the system needs to change.

Scion testing updated FR-S

It looks like Toyota is preparing a mid-cycle update for its critically acclaimed GT86, known here in the US as the Scion FR-S or Subaru BRZ. As far as updates go, this one looks to be rather average. Hidden behind the camouflaged front and rear ends, we have new headlights and taillights, which according to our spies looked to be of the LED variety. We wouldn't be shocked to see the GT86 get LED taillights, although fitting the top-of-the-line headlights seems less likely. Supporting that position are the images we have of the actual headlights in action, which don't look quite bright enough to be full LED units. Instead, we'd expect some new form of running light, perhaps with bi-xenon low beams. Aside from the lamps, the front bumper gets a larger, more prominent lower intake, while the rear end sports a redefined bumper that houses larger dual exhaust tips. The size of the spoiler has been increased, too. According to our spies, we should also expect powertrain enhancements – which we can only hope means more power – as well as upgrades to the interior of the GT86. While it's possible that the updates being tested in Germany could be exclusive to the European market, that seems unlikely. We'd expect the same new enhancements to at least find their way to the Scion, if not its Subaru-badged twin. Check out the full battery of spy photos up top. Related Video:

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."