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Honda, Nissan and Mazda recalling 3 million vehicles for airbag inflators

Three million more vehicles can be added to the worldwide tally to be repaired for the faulty airbag inflators supplied by Takata. Honda, Nissan, and Mazda have all issued recalls to replace the bad part, including about 1.2 million of them in North America. NHTSA has been investigating all three companies, plus Chrysler and Toyota, for potentially affected vehicles.
Honda is recalling roughly 1.02 million Civic, CR-V, Odyssey and Element models In North America, built between April 2000 and October 2002. Mazda needs to repair 14,794 units of the RX-8 and Mazda6, and Nissan has 228,000 vehicles in North America to be fixed.
Chrysler is also starting what it calls a "regional field action" to replace the inflators in the 2006 Dodge Charger, according to a company spokesperson. The company says that it has not yet found the problem in any of its vehicles, but it's being done "out of an abundance of caution." The final number of Chargers affected will be announced later this week.

Does the Toyota Prius still matter?

Toyota remains incredibly proud of its green halo car, the Prius. On the company website, it calls the gas-electric car, "The hybrid that started it all." Chances are, if someone tells you to think of a hybrid car today, your first thought is going to be the Prius. Now a cultural icon, the Prius changed a lot of attitudes about what an efficient car is able to achieve. But the car is aging, despite numerous refreshes and model tweaks over the years, and sales dropped 11.5 percent last year. It's taken Toyota 25 years of ups and downs to get the Prius to where it is today, and we started wondering if that's too long for the car to remain viable in an era of 40+ mile-per-gallon non-hybrid cars and a plethora of plug-in competitors for the green car crown (we're not the only ones). Plus, Toyota is rapidly shifting its green focus away from the Prius and towards the hydrogen-powered Mirai fuel cell car. But if you ask Toyota representatives if the Prius is still a vital car in 2015 – and we did – you'll find that there's still a lot of love for the car that went before. For example, Geri Yoza is a Toyota national manager who spent years traveling all across the US teaching people about the Prius. The veteran of countless customer education sessions told AutoblogGreen that it took a long time for the Prius to "cross the technology chasm," and that it wasn't until about a decade after launch that the car became a common sight outside of the initial popularity hotspots. "It takes a while for people to become confident in the technology, to understand that it's been proven," she said. Now that the hybrid is ensconced in the public mind, it's time for the next step. "I think the Prius, the whole idea 'to go before,' was to go before the Mirai." Part of that precursor status is due to the fact that a lot of the Prius' powertrain technology has made the jump to the Mirai. When we asked Bob Carter, Toyota's senior vice president of automotive operations, if the Prius still matters, he had a clear answer: "My goodness, yes." "We've been selling hybrids for 25 years," he said, "but when you go back, we had said that the Prius and hybrid technology were a bridge to the future and we were very clear that it's going to be a very long bridge. Essentially, and I'm not an engineer, the Mirai takes the technology from the Prius and takes the ICE engine out and puts a fuel cell stack in.

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."