Driving the Prius 2010 on a German Autobahn...

I have been driving from Munich to Offenburg yesterday, via Stuttgart. All in all 370km/230mi (90% highway) in about 4,5hrs, avg. speed 80-85km/h-(50-52mph) as reported by the computer (I don’t remember the exact value, sorry).

The traffic was really thick (Friday afternoon…) and because of the expansion of the Autobahn A8 from 2 to 3 lanes (yes, you read correctly, 3, not 6 or 7 – we are not there yet, but we are doing our best to copy the US, and filling those lanes with SUV like vehicles ). The whole of the A8 is hilly with steep declines (up to 6%) and inclines. There are simply no tunnels and it’s all up and down…not many flat sections…

About 1hr of the whole driving time, was spent in stop&go traffic jams, mainly due to roadworks and heavy traffic. The rest of the time I was driving as fast as I could: after all I live in Germany, let’s have fun sometimes and more over I wanted to see how the Prius was doing at high speeds. When no speed limit was given (typically there is a 120km/h-75mph limit over a good third of the way and 80km/h-50mph one in all roadwork sections), I was going anything slower than 150km/h-93mph and as fast as 190km/h-118mph.

The overall stability was good but not excellent – I am driving now with winter tires (195/55 R16), instead of the 215/45 R17 – so this is certainly one limiting factor. I have tried driving 190km/h already once with the 215 summer tires and the stability is excellent.

Acceleration is OK but not that exciting – but mainly I was chased from 2.0+L BMWs/Mercedes and the such with 150+HP at least. I was never chased by a Golf or other mid-sized car. Surely the Prius is not a Ferrari, but you need to push it to get juice out of it (at least at these speeds). Often you press the gas and “nothing” happens. The eCVT likely doesn’t help, but I cannot imagine shifting gears at these speeds, it doesn’t make any sense – you really need HP and torque (if any left….). The engine gets quite noisy and the HSI is no indication of what are the RPMs of the ICE and if you are melting it down The HSI bar might not be in the red PWR zone, you are doing 180km/h-111mph going uphill and the engine is roaring, but you have no clue whether you are in the red rpm zone….. Comically enough, I never really had to floor the accelerator, but honestly I was afraid of having the ICE jump out of the car…

I used PWR mode all the time, not because the car goes any faster, but simply because on German highway, people do drive fast – no only in terms of overall speed, but also in terms of reaction times. When there is a chance to go faster, they will do it. No grannies here! So you need to accelerate fast, and PWR Mode gives you better reaction to the foot. After arriving in Offenburg I had to keep the PWR mode on as my foot got so used to it, that normal mode felt like ECO!!!

What I noticed is that the battery charges continuously – the ICE is running so much and at max power that it can generate traction power, power for the generator and power for the electric motor. The batter was charging while the motor was driving the wheels at the same time. This has been the only time that I have ever seen the battery of my Prius fully charged, even if for just a short period of time. Most of the time it was 70%-80% full. Having a full battery was really helpful when stuck in a traffic jam or at lower speeds as I could coast in electric mode most of the time.

So now the main question is – what was the average fuel consumption, including 25km/15mi in town before leaving Munich???? 10L/100km-23MPG? No. 8L/100km-29MPG? No. It was just 6L/100km-39MPG. I am honestly impressed.

This also means that if I drive it more slowly (say 140km/h-87mph), I would probably get 5L/100km-47MPG. And that for a german autobahn *is* impressive. I would never get that on the Polo diesel I got before. I have also tested today going 150km/h-93mph more or less constantly, and you do get 7L/100km-34mpg average.

A good reason for driving slower though, is to reduce the stress on the suspensions and overall on the drive train. German highway are indeed flat and quite good taken care of, but any tiny bump at these speeds is truly heavy on the suspensions. The last thing I want is to change something in 4-5 years time due to fast driving. I wonder if I have not already compromised some mechanical part (I am already imagining cracks and mini-fissures crawling up metal parts in the suspensions…. my poor Prius!)

I will drive back this Sunday I will post my findings on this thread. So, overall good, not a Ferrari and certainly not an “easy/comfortable” german highway car. On more relaxed highway trips though (140km/h max), it is certainly a good comfort car with (likely) excellent fuel consumption especially if helped by some traffic jams…

[Via http://prius3.wordpress.com]

Again?

Yet another recall, and also another problem for Toyota. The 2000-2003 Toyota Tundras in the “Salt Belt” have been recalled due to rust issues.

There are 110,000 affected cars. There can be excessive rust on the rear crossmember, which could result in the spare tire falling off, or even failure of the rear brake line.

The states in the “Salt Belt” are Connecticut, Delaware, Illinois, Indiana, Kentucky, Maine, Maryland, Massachusetts, Michigan, Minnesota, New Hampshire, New Jersey, New York, Ohio, Pennsylvania, Rhode Island, Vermont, Virginia, West Virginia, Wisconsin and the District of Columbia.

Toyota dealers will inspect the cars and replace rear crossmembers if necessary. They will also apply a corrosion-resistant compound to it. If parts are unavailable, a temporary fix will be to remove the spare tire and tie it to the truck bed, though you still run the risk of rear brake failure in this case.

Also, Toyota has plans for the 2004-2006 Tundras as well. The investigation didn’t find any rust problems with them, but Toyota will be working on something to prevent any rust from occurring, so if you own one of those, there may be a recall or just an addition to one of your next maintenances coming up.

The recall will begin December 15th. If you own one of these cars, my own advice is to not drive it. Rear brake failure isn’t exactly safe. Toyota’s own advice though is to simply remove the spare tire, but you still run the risk of brake failure in that case. Contact your local dealership to arrange to get the fix done.

Source: Inside Line

[Via http://theblogofcars.wordpress.com]

VW overtakes Toyota as world’s largest automaker

VW overtakes Toyota as world’s largest automaker.

 

 

I first heard this news at an event in Murfreesboro, TN on Monday and it took me a little by surprise.  EVERYONE knows that Toyota overtook GM in the not so recent past, but NO ONE knows that VW has surpassed Toyota during the first 9 months of 2009, selling 4.4 million vehicles worldwide to Toyota’s 4.0 million.

This really bodes well for VW as they agressively promote their Audi brand and move quickly along toward the opening of their production facility in Chattanooga, TN.

Congrats!

[Via http://danryansview.com]

J.D. Power Asia Pacific: Suzuki dan Toyota Raih Nilai Tertinggi

Singapura, 23 November 2009 - Kualitas awal secara keseluruhan kendaraan baru di Indonesia telah meningkat dari tahun 2008, menurut J.D. Power Asia Pacific 2009 Indonesia Initial Quality Study SM (IQS) yang diumumkan Senin (23/11) kemarin.

Studi yang berada pada tahun ketujuhnya ini menganalisa kualitas kendaraan baru dalam masa dua sampai enam bulan kepemilikan. Studi ini mengukur lebih dari 200 gejala masalah yang mencakup delapan kategori kendaraan: eksterior kendaraan; pengalaman berkendara; fitur, kontrol dan tampilan; audio, sistem hiburan dan sistem navigasi; tempat duduk; ventilasi dan pendingin (HVAC); interior kendaraan; dan mesin/transmisi. Masalah-masalah yang dilaporkan dirangkum dalam jumlah masalah per 100 kendaraan (PP100). Nilai PP100 yang lebih rendah mengindikasikan jumlah masalah yang lebih sedikit dan kualitas yang lebih tinggi.

Kualitas awal secara keseluruhan di Indonesia rata-rata 122 PP100 di tahun 2009, membaik 17 PP100 dari 2008. Diantara delapan kategori kendaraan yang dianalisa, jumlah masalah telah berkurang dalam enam kategori: eksterior kendaraan; pengalaman berkendara; audio, sistem hiburan dan sistem navigasi; tempat duduk; HVAC; dan interior kendaraan.

Hampir sepertiga (31%) dari seluruh masalah kualitas awal yang dilaporkan oleh pelanggan di Indonesia terkait dengan mesin atau transmisi kendaraan. Untuk tiga tahun berturut-turut, sulitnya memindahkan gigi adalah masalah yang paling sering dilaporkan oleh pelanggan.

Studi ini mengungkapkan bahwa 44 persen dari pelanggan yang melaporkan tidak mengalami masalah kualitas awal menyatakan “pasti akan” merekomendasikan model kendaraan mereka ke teman dan keluarga. Diantara pelanggan yang mengalami tiga masalah atau lebih dengan kendaraan mereka, hanya 27 persen mengatakan hal yang sama. Tingkat kecenderungan untuk merekomendasikan merek juga mengikuti pola yang serupa.

Studi ini juga menemukan bahwa 69 persen dari pelanggan mengatakan mereka menanyakan informasi merek dan model kendaraan kepada teman dan keluarga saat memilih kendaraan untuk dibeli.

“Mencapai tingkat kualitas awal yang tinggi dapat membantu pabrik kendaraan meraih kepercayaan pelanggan, yang bisa membuat produk mereka semakin diterima di pasaran,” menurut Rajeev Nair, senior manager J.D. Power Asia Pacific, Singapura. “Ini dapat memelihara kesetiaan pelanggan terhadap suatu merek dan juga mendatangkan pelanggan-pelanggan baru ke dealer melalui rekomendasi yang positif.”

Studi ini mencakup masalah yang dialami pemilik kendaraan dalam tiga kategori yang berbeda: masalah disain, kecacatan dan kerusakan, dan masalah lainnya. Lebih dari tiga dalam lima masalah-masalah yang dilaporkan pada studi tahun 2009 ini masuk dalam kategori kecacatan/kerusakan, dan hampir satu dalam empat berkaitan dengan masalah disain.

“Kegagalan disain dan kecacatan manufaktur berdampak sangat negatif pada persepsi pemilik terhadap kualitas keseluruhan kendaraan mereka,” kata Nair. “Pengertian atas masalah yang dilaporkan pelanggan dalam dua area tersebut dan mengurangi jumlah masalah dapat membantu suatu merek untuk unggul dari para kompetitor.”

Hasil yang Dicapai Model Berdasarkan Segmen

Suzuki SX4 meraih peringkat teratas untuk segmen premium compact car dengan nilai 72 PP100, diikuti oleh Toyota Yaris (85 PP100) dan Honda Jazz (87 PP100).

Toyota Rush meraih peringkat tertinggi di segmen entry SUV untuk tiga tahun berturut-turut dengan nilai 103 PP100. Isuzu Panther (126 PP100) dan Daihatsu Terios (143 PP100) mengikuti dalam peringkat segmen ini.

Dengan nilai 60 PP100, Toyota Fortuner meraih peringkat tertinggi di segmen SUV. Model tersebut dibuntuti oleh Nissan X-Trail (74 PP100) dan Honda CR-V (115 PP100) dalam segmen SUV.

Suzuki APV meraih peringkat tertinggi dalam segmen entry MPV dengan 131 PP100. Daihatsu Luxio (147 PP100) yang baru diluncurkan dan Toyota Avanza (150 PP100) mengikuti dalam peringkat segmen ini.

2009 Indonesia Initial Quality Study berdasarkan respon yang diberikan 2.034 pemilik kendaraan baru yang membeli kendaraan mereka antara Oktober 2008 dan Juli 2009. Studi ini mengevaluasi 33 model kendaraan penumpang dan utility vehicle dari sembilan merek kendaraan di Indonesia.

Indonesia Initial Quality Study adalah satu dari tiga studi yang berbasis konsumen yang dilaksanakan J.D. Power Asia Pacific di Indonesia. 2009 Indonesia Customer Service Index (CSI) Study, yang mengukur kepuasan pelanggan terhadap layanan purna jual, telah diumumkan pada bulan Juli 2009. 2009 Indonesia Sales Satisfaction Index (SSI)

Study, yang mengamati kepuasan pelanggan dengan pengalaman penjualan dan pengiriman kendaraan baru, telah diumumkan pada bulan September 2009.

[Via http://rajufebrian.wordpress.com]

Does "Cool Cars" Rule Block Wireless Signal? Cali Says No

A new rule in California meant to help keep vehicles cool in the sun (and thus cut the need for fuel-chugging air conditioners) could interfere slightly with signal reception for GPS devices, but probably won’t block most mobile phone signals. Those are some of the findings in a report released this month by the California Air Resources Board, which dug into the matter after gadget and car makers protested that metallic glazing required under the so-called Cool Cars initiative would block, or at least degrade, in-car wireless reception.

Set to phase in starting with the 2012 model year, the Cool Cars regulation comes as part of California’s Global Warming Solutions Act (AB 32), which mandates a drop in greenhouse gas emissions for the state to 1990 levels by 2020. Noting that “reflective windows are known to attenuate electromagnetic waves,” ARB explains in its report that it researched ways to work around this problem and decided to allow a small portion to be removed from the glaze (a “deletion” window, pictured at left) where signals would be able to come through unhindered. Nice try, but not enough, said Garmin International, Toyota, Nissan and other companies in recent months.

ARB’s report on electromagnetic interference due to the required glazing looks at how GPS navigation units, cell phones and GPS ankle bracelets worn by some parolees performed in a small test (just a handful of vehicles in a limited area). The 30-page document includes three key points — GPS devices are the most likely among the devices to see a dent in their signal strength, while cell phones in urban areas with strong reception will be just fine, and parolees don’t have to worry about setting off false off-the-grid alarms for their monitoring officer when they drive. Or, as ARB put it:

• “GPS navigation data revealed that GPS devices are impacted by reflective glazing, but that navigation accuracy was improved by placing the device or an external antenna in the deletion window.”
• “Cell phone calls were not impacted in any way by the presence of reflective glazing. However, the cell phone test only evaluated the ability to make a phone call in an urban environment where cell phone signals are generally strong.”
• “In total, these results indicate that there are no effects of reflective glazing, and thus the Cool Cars regulation, on GPS monitoring ankle bracelets or cell phone usage in an urban environment.”

But GPS devotees of California, take heart — you probably won’t be sent back to the dark ages of paper roadmaps anytime soon. Automakers also have an option to use other technologies besides the metallic glazing (ARB suggests solar reflective paints, passive or active ventilation systems, solar reflective or thermo-regulating materials, and vehicle insulation) if they can prevent the same amount of heat gain.

The ARB test found that the first phase of the Cool Cars initiative — which calls for glazing only on windshields (for prevention of 45 percent of solar heat gain) — leaves plenty of untreated window space for signals to come through. By 2016, when the second phase calling for treatments of side, rear and rooftop windows begins (for prevention of 60 percent solar heat gain), we expect something will give: California will backpedal on the rule (unlikely, given the state’s stance so far) or automakers and device makers will figure out a way to make it work in order to compete in the California market for location-based services (by 2013, the global market for these services is forecast to reach $75 billion). On balance, according to ARB statistics cited in the Detroit News, it would mean avoiding 700,000 metric tons of carbon dioxide from vehicle emissions by 2020.

Photo credit California ARB

[Via http://earth2tech.com]

Clean Levin.

My brother sent me a link to this car today from Teamblink.
The turbo 20v makes 270hp at 17psi.
It’s on 15×8 zero offset with 195/50/15.

[Via http://fulllock.wordpress.com]

Talkin' with homie Ralph today...

…  The owner of THE CLEANEST MX73 Toyota Cressida in the state.  15 x 10 with a -38 offset.  HOW.  THE.  HELL?

He convinced me that I definitely need more low in the Zed.  Whether it’s coils or cut springs, I am definitely not worthy of the Cress.  Also, I need to have the trip-Webers with six trumpets screaming her beautiful song in my life.

DAMN YOU MR. suPREME.

[Via http://kyushakai.wordpress.com]

Another reason to buy a Ford

Aside from General Motors “going out of business” taxpayer bail-out fire sales and their deceptive “you can return this care if you don’t absolutely love it” teevee commercials… yeah, that’s enough to make anyone’s stomach turn.

Andyway, the Insurance Institute for Highway Safety, a private, insurance-company-funded organization (don’t get me started on those bastards, the insurance ones, that is), has released their “Top Safety Pick” for 19 sedans and 8 SUVs fro the 2010 model year. Their ratings are, in order, from the top: Good (G), Acceptable (A), Marginal (M), and Poor (P).

Ford and Volvo (a Ford-owned subsidiary), each earned 6, while Subaru, Volkswagen and their Audi division each received 5.

Chrysler earned 4, while Honda and GM each had 2, with Toyota, BMW, Mazda and Mitsubishi receiving none.

Hey!

What about Mercedes-Benz?

Oh yeah… their C class automobile (which the IIHS classifies as “midsize” – what’s their S class, then? Super? The C class is Coupe/Compact, you idiots!) is a “Top Safety Pick” for 2010.

And, Mercedes models have ranked Good from 200-2009 and Acceptable from 1997-2000.

Lean Haiku - Fujio Cho in the Gemba

When I was in elementary school I couldn’t stand poetry.  I didn’t mind reading it, but I absolutely despised having to write poems.  I found it bothersome trying to make everything rhyme.  Then the teacher taught me about haiku.  “Those kids in Japan sure are lucky for not having to make everything rhyme,” I thought.  I still find making stuff rhyme a pain, and being grown up I don’t have to do stuff like that just because the ‘teacher says.’  So I won’t.  I am going to ‘do haiku’ instead.

Haiku fits into the lean paradigm because only having 17 syllables to make your point forces a lot of thought, and reflection leading to concision (think fitting your story on one side of one piece of A3 size paper).  If you think about economy of effort and concision which is certainly the goal of, or the natural outcome of the lean philosophy, 17 syllables is certainly more concise than Beowulf.

So, all that being said I will bare my artistic soul to your literary criticism and share with you my first Lean Haiku. It’s called Fujio Cho on the Way to His Office.

stand in the gemba an eagle spying details wisdom follows this

The subject of the poem is Fujio Cho, the first president of the Toyota Georgetown, Kentucky plant.  It relates the first part of chapter 18 of Jeffrey Liker’s The Toyota Way. This chapter tells us of the importance of going to the actual place and seeing the actual thing (genchi gembutsu).  Mr. Cho would stop at various places on the floor of the plant (in the Gemba) on the way to his office and just watch stuff happen. The point of the poem is that Fujio didn’t just go to the gemba for morale’s sake – to show that he felt comfortable around the operators.  He didn’t talk to a bunch of people.  He just went and studied the work taking place looking for deviation from the ‘normal.’  He would watch to assure that standardized work was being followed, was material flowing as it should, how would people respond when there were problems, etc.

A few rules for genchi gembutsu:

1. Watch first, ask questions later.
2. When you see abnormality ask why, don’t correct, don’t judge.
3. Be intellectually humble.

What are your rules when you are in the gemba?  Do you feel that you do it enough?  What are some non-manufacturing gemba(s)?  Comments welcome.

Ed. Note – The presence of a umich.edu link in this post in no way indicates that the author condones, sanctions, or otherwise justifies any public praise for said university.  It remains the position of the author that beyond Dr. Liker not much of anything good has ever emanated from up there.  Go Bucks!

Subaru Version of FT-86 To Be Very Different from Toyota's

The Toyota FT-86 is being joint developed by Toyota and Subaru. This made everyone think that the Toyota and Subaru variants would only have subtle styling differences. Reports say that there will be more differences.

Toyota’s version will be powered by a 2.0L four-cylinder “boxer” engine putting out 200hp, and the power will be sent to the rear wheels.

Subaru’s version will reportedly use their symmetrical all-wheel-drive system, linked to a 250hp version of the same engine. It should also have a longer wheelbase.

These differences mean that the Subaru version will likely be positioned and priced higher than the Toyota so that they don’t directly compete with each other. The Subaru should cost around $30,000 (USD), while the Toyota should cost around $25,000.

Source: MotorAuthority

Speed Day C&C - Over Pressure

Like mentioned before I went to Monza this weekend for a track day organized by Speed Day. They have themes for each event and this one was Coupe & Cabriolet. Luckily my Celica, which is in fact a hatchback, qualified as a coupe, so 50% off the normal rates.

I got there nice and early at 9am. I was praying for dry weather but what I got was cold, wet and miserable. It had rained all night so it was pretty soaked.

The track didn’t look so wet and I thought it might dry up, so I expected to go faster than last time. Here’s a video of a lap:

As it happens the track didn’t dry and I ended up running with way too high tire pressure and couldn’t get heat into them, felt very slippery. I was definitely pushing harder and braking later than my last track day here, but in then end I managed a best time of 3:03.83, which is pretty much the same as last time. Despite this it was great fun, gained some experience and learned a lot.
I also discovered than the stock Celica brakes are rubbish. They’re fine on the street, but on the track they just didn’t have enough force and they felt like poo. I also had to do a cool down lap every 2 laps, as soon as the brakes got hot they would have large fade and the disks would warp slightly. You can hear it in the video, on the last corner (the Parabolica) you can hear a vibrating noise, makes it very hard to slow down.

I doubt this car could take a track session in the dry, the brakes would last 1 lap.

Used and abused. The old track in the background with one of its epic banked turns.

I was using some new filming equipment, but I realize I need to learn how to use this as well. You couldn’t see much of the road and the speaker was rattling on the door.

Next post I’ll post some pics of the amazing cars present…

Hmm...orange or green?

I was driving in a parking garage and I saw a new Toyota Tacoma. I used to have one but it was a ‘93. Anyways, the Tacoma I saw was orange….yep ORANGE!!! Why is that a color option in the automotive industry??? I used to think certain shades of green shouldn’t make the list either but ORANGE?

Here’s the scenario below:

DEALER:  May I help you find something today?

MAN:  Yes. I was looking at the Tacomas over here.

DEALER:  Great!. Let me know if you have any questions.

MAN:  Well, I have one question and this determines if I’ll buy or not.

DEALER:  Ask away.

MAN:  Do you have this in orange?

DEALER:  Yes. Would you prefer ‘puke’ or ‘flourescent’?

MAN: Oohh….let’s go with puke.

——THE END——

If you have an orange vehicle, please don’t take this personal. It’s just a thought.

Thanks for reading – let me know what you think.

 

 

 

Принципы менеджмента Тойота: противоречит ли Кайдзен стратегическому управлению?

Принципы менеджмента Toyota: противоречит ли Кайдзен стратегическому управлению?

Это пост в продолжение моих постов о принципах успешности в бизнесе. Точнее о главном принципе успешности в бизнесе, на мой взгляд. Принципе неравновесности. Принцип неравновесности в моей интерпретации заключается в преобладающей концентрации усилий на ограниченном числе направлений в ущерб другим. Причем сознательном ослаблении других направлений. И не только в силу отсутствия ресурсов на них, но как некий способ борьбы с конкурентами и/или приданию дополнительных степеней свободы, гибкости.

И только Япония, Кайдзен, Toyota не давали мне покоя) Казалось, что Кайдзен как философия бизнеса противоречит принципу неравновесности.

Кайдзен  — японская философия, которая фокусируется на непрерывном улучшении всех аспектов жизни. В приложении к работе, действия Кайдзэн непрерывно улучшают все функции бизнеса, от производства до высшего руководства, от директора до рядового рабочего. Улучшая стандартизованные действия и процессы, Кайдзен имеет целью устранить всё лишнее (см. Бережливое производство). Впервые философия Кайдзен была применена в ряде японских компаний (включая Toyota) в период восстановления после Второй мировой войны, и с тех пор распространилась по всему миру. Термин Кайдзен ввел Масааки Имаи в 1986 году в его книге, после чего термин стал широко известен.
Кайдзен зародился в Японии. Само слово является составным, и включает в себя два других – «кай» (перемена) и «дзен» (мудрость). Автором этой концепции менеджмента является Масааки Имаи. Он считает, что кайдзен – это настоящая философия, которая может быть одинаково успешно применима и в бизнесе, и в личной жизни.
Главная мысль кайдзен фокусируется вокруг постоянного беспрерывного совершенствования процесса. Любого процесса, как на работе, так и в личной жизни. И в этом плане кайдзен, пожалуй, лучше всего описывает подход японских компаний, который так тщательно изучали в Европе и США в 80-е годы.
Успех японцев во многом основан на философии, которую они исповедуют – философии постоянного, неторопливого совершенствования всех процессов. Если на Западе компании предпочитают меняться за счет инноваций – больших, но редких преобразований, то в Японии принят совершенно иной подход, согласно которому компании меняются на протяжении всей своей жизни. Все время, незаметно, медленно, совершенствуясь каждую минуту.
Кайдзен – это процесс, который является нормой в Японии. Его не изучают так пристально, как в Европе или США, так как отношение к делу, где сотрудники, группы и процессы подвергаются постоянному совершенствованию, является нормой для любого японца, не представляющего как можно жить иначе.
В это же время кайздзен далеко не всегда лежит на поверхности. Часто, этот процесс совершенно незаметен, так как в его основе лежит постепенное, незаметное совершенствование. К концепции кайдзен относят большую часть известных японских техник менеджмента, включая «поставки-точно-в-срок», канбан, всеобщий контроль качества, контроль качества в масштабе всей компании, систему нуль дефектов, систему подачи предложений и многое другое.
Конечно, нельзя сказать, что кайдзен вышел за пределы Японии в том виде, в котором он находился внутри самой страны. Это не так. В Японии достаточно важным (хотя и не основным) элементом кайдзен были специально создаваемые кружки качества, так и не нашедшие поддержки за пределами страны самураев. Но многие другие вещи из кайдзен получили широкое распространение, повлияв на мировой менеджмент.

И вот мне представлялись такие сверх осторожные, мудрые менеджеры Тойота с девизом а-ля  "Один шаг вперед, 10 назад и еще 15 в сторону", а рабочие сродни нашим передовикам при социализме: пашут сутками, хвалят высшее руководство Тойота и еще постоянно подают рацпредложения по усовершенствованию работы. Но больше всего я опасался, что японцы придают слишком большое значение уровню рабочих: хороший солдат это здорово, но одно стратегическое решение стоит значительно выше.

Именно поэтому добрался до принципов менеджмента Toyota. И был приятно удивлен. Итак, принципы менеджмента Toyota

1.Принимай управленческие решения с учётом долгосрочной перспективы, даже если это наносит ущерб краткосрочным финансовым целям - это и есть тот самый принцип неравновесности. Жертва одним ради стратегического успеха
2.Процесс в виде непрерывного потока способствует выявлению проблем.
3.Используй «вытягивающую» схему, чтобы избежать перепроизводства. Организация работы производства требует, чтобы потребитель получил то, что ему требуется, в нужное время и в нужном количестве.
4.Выравнивай объёмы работ. Для того, чтобы создать правильное бережливое производство и добиться улучшение качества обслуживания, нужно выровнять график производства, не всегда строго следуя порядку поступления заказов.
5.Останавливай производство, если того требует качество – жертвуем
6.Стандартные задачи и делегирование полномочий сотрудникам — основа непрерывного совершенствования.
7.Используй визуальный контроль, чтобы ни одна проблема не осталась незамеченной.
8.Используй только надёжную, испытанную технологию.
9.Воспитывай лидеров, которые досконально знают своё дело, исповедуют философию компании и могут научить этому других.
10.Воспитывай незаурядных людей и формируй команды, исповедующие корпоративную философию. 9-й и 10-й принципы не очевидны, но лидерство это тоже неравновесность. Ставка на лидеров, на незаурядных
11.Уважай своих партнёров и поставщиков, ставь перед ними трудные задачи и помогай совершенствоваться.
12.Хочешь разобраться в ситуации — посмотри на всё своими глазами.
13.Принимай решение не торопясь, взвесив все возможные варианты.
14.Сделай свою компанию обучающейся организацией за счёт неустанного анализа и непрерывного совершенствования.

Особо был удивлен подходом к воспитанию лидеров и незаурядных личностей в Японском менталитете, который, мне казалось, всегда был напрвлен на скорытие индивидуальности. Поправьте меня, если я неправ.

Задаю провокативный вопрос: какие риски для компании могут нести 9 и 10 принципы?) В чем опасность лидеров и незаурядных личностей?

Если же мои мысли о принципе неравновесности не покажутся вам интересными, глубокими и, вообще, заслуживающими внимание, то буду рад, по крайней мере познакомить с определением Кайдзена и принципами менеджмента Тойота.  

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Масааки Имаи. Кайдзен. Ключ к успеху японских компаний
Практика дао Toyota. Руководство по внедрению принципов менеджмента Toyota. Джеффри Лайкер и Дэвид Майер

Futuro em jogo

A Toyota já sabe muito bem o que irá fazer com sua equipe de F1 num futuro próximo. Para ser mais preciso, eles estão cogitando participar das 24 Horas de Le Mans.

Toyota: equipe pronta para voltar a Le Mans em 2010

Em julho, os rumores de que a saída da Toyota era iminente e o presidente da equipe (Toyota Motorsports) John Howett fez uma proposta de compra para a montadora. Tudo indica que a proposta de compra da equipe era nos mesmos moldes em que Ross Brawn adquiriu a Honda. Mas sua proposta foi recusada pela montadora, até porque os japoneses ainda não sabiam se iriam continuar ou não na F1.

Porém, assim que a Toyota declarou que não iria mais fazer parte do circo, Howett fez a mesma proposta novamente para a Toyota e essa, por sua fez, não aceitou novamente porque quer aproveitar parte do pessoal e aproveitar também toda a estrutura tecnológica disponível na fábrica para avançar em seus projetos.

A Toyota pretende mandar embora cerca de 600 dos 970 funcionários que lá trabalham, pois eles precisam de mais ou menos 300 pessoas para tocar o projeto da Toyota para correr em Le Mans. Parte dessa mão de obra dispensada deve arrumar emprego na própria F1, já que temos quatro novas equipes entrando no ano que vem. Além disso, a mídia especializada indica que a Toyota irá gastar cerca de 30 milhões de euros em indenizações.

Existe também a informação de que Toyota deverá reduzir em 30% o seu financiamento para o seu departamento voltado para as corridas, mas que no entanto, Akio Toyoda, o novo CEO da Toyota e reconhecido fã das provas de endurance, terá colocado 300 milhões de dólares à disposição do mesmo departamento para que este faça da Toyota a primeira marca a vencer Le Mans com um carro híbrido. Inclusive, Jarno Trulli já teria assinado um contrato de 4 anos e seria o responsável pelo desenvolvimento do carro.

Hoje temos a informação de que a Toyota poderá vender seu projeto – que já esta pronto – para alguma equipe novata. A notícia foi dada pelo jornal francês Le Parisien. Ao que tudo indica, os engenheiros da equipe optaram por completar o projeto do carro para 2010, mesmo depois de a fabrica anunciar o seu afastamento da categoria.

E o jornal foi além, disse que USF1 e Manor podem ser esses compradores, pois a Lotus confirmou nestes últimos dias a sua ligação com a Aerolab e a Campos tem um acordo com a Dallara. Inclusive, o carro da Campos já foi aprovado nos crash-tests frontal e lateral, exigidos pela FIA.

Essa é a única imagem do site da USF1

Acredito que a Manor compre o bendito projeto. Ken Anderson e Peter Windsor, chefões da USF1, trabalham no projeto da equipe desde 2006. Eles tentaram entrar na F1 em 2007 junto com a BMW americana e em 2008 com a Honda, também americana. Como já se sabe, ambas as tentativas falharam, mas Anderson conseguiu juntar 22 milhões de dólares através de investidores. Para quem não sabe, Anderson é um nome respeitado no meio, com várias vitórias em todas as categorias Top no automobilismo americano.

Fora isso, a FIA já visitou a fábrica da equipe por três vezes e seu novo presidente do senado da FIA, Nick Craw, informou que a USF1 pagou há 10 dias a taxa de entrada para o  Mundial co ano que vem, algo em torno de 440 mil dólares.

É esperar pra ver.

 

Volkswagen Steals Toyota's Crown as World's Largest Automaker

The people want an empire, apparently, with that unassuming little black VW bug at the head of it.

The U.K.’s Guardian explains, “Volkswagen-Porsche has overtaken Toyota to become the world’s largest car manufacturer as the German group benefits from state-backed stimulus packages around the globe.” VW has “produced 4.4 million vehicles so far this year, outstripping its Japanese rival which has seen four million cars roll off production lines since January.”

Ironically, VW reached the milestone in part by taking over Porsche – which it was forced to do after Porsche failed in an attempt to take over VW earlier this year.

 

“Of course,” Autoblog notes, there is “some number play involved” in the Guardian’s numbers. “We’re talking about the combined entity VW-Porsche, which has built 4.4 million cars to date, which is roughly 400,000 beyond Toyota’s mark. However, Toyota halved its production earlier this year and shut down all its plants in February.” VW also “benefited much more than Toyota from the European cash-for-clunkers programs,” though Toyota saw more sales than VW spurred by the U.S. version of the car-swap program.

 

The news doesn’t just push Toyota down a notch. Jalopnik notes that VW has “passed Toyota and GM at the top of the heap.” America’s largest automaker – the world’s largest just three years ago – now sits in third globally.

 

The change may not be permanent. The Guardian notes that Toyota “has the capacity to make 10 million vehicles a year but it expects to make seven million vehicles in 2009″ as production picks back up. VW, however, may see its production increase long-term enough to stay ahead, or at least to take the title again even if it loses it later this year.

 

After all, Autoblog notes, “VW’s also got the edge on Toyota” in the huge Chinese market, “where it has spent years introducing models.”

 

I still like Toyota.

Sell export used cars, trucks

Tacoma,

Carina ED,

Toyota Crown, Isuzu big horn, Mark2,

CE106,town,liteace truck-diesel. surf-diesel.

hilux-double-cab-diesel,landcruiser–diesel

Camery, corona–diesel cars

PLease indicate what you need to us

Payment–bank wire transfer beforeshipment in Japan. Before TT.
we provide you 2 IDs. Passport and Japan drivers licese.　No laond and No finance

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We have 2 ports for loading

Australia's Toyota Yaris Social Media Campaign Downfall

I found this video originally from Laurel Papworth’s article where she lambastes Toyota for taking a shot-gun approach to social media marketing in the Australia market. They’ve given five agencies $15k AUD each to see what they can do with social in a “winner-take-all” contest.

Papworth correctly calls them on trying to take a strategy that would work with traditional advertising firms and platforms and make it work with social media. The mistake in this is that the online medium is far less unforgiving than print, radio, TV or even basic banner ads. If Toyota’s agencies don’t tread lightly (which in this case means treading with sincerity, humility and appropriate tone), they stand to do more damage than good to their online brand, largely due to the backlash that appears to have already begun by the people they know doubt had the intention of influencing.

I believe that the intensity of Papworth’s criticism stem from a correct assumption that Toyota underestimates the unique challenge of creating a successful social media brand as well how big a role strategy plays. And because of the fact that she and other bloggers certainly do appreciate these challenges because they’ve done it for themselves -they’ve done the social media equivalent of pounding on doors to build/maintain their following and brand – Toyota’s shotgun approach unavoidably comes off as trying to simplify the strategy, responsibility and work that goes into the process. I would imagine that the agencies are a bit more ahead of the game than their client; they likely realize the challenges, but they don’t have a much of a choice (it’s Toyota after all) but to try and put their best foot forward and fake it until they make it.

The irony in all of the stir that’s been created is that none of it would likely have occurred if Toyota had, instead of awarding $75k across 5 agencies, simply awarded a single agency with a $25k test budget. I would argue that as far as actual results are concerned, they would likely have achieved the same relative level of impact but it would be significantly easier to digest the results and also determine appropriate next steps/investment. I do feel badly for the poor Toyota soul that was involved in pitching this and who no doubt had sincere intentions in helping push his/her company into the social media space in the “right” way and now may be forced to answer questions about some of the unintended buzz that has already been created.

Che succede amico?

La domanda del coniglio della Warner andrebbe posta al vecchio Bernie.

La sua lungimiranza nel gestire il circus della Formula 1 sembra sparita da tempo.
Lo dimostrano le sparate degli ultimi anni e i problemi della Fia connessi all’ormai dimesso Max Mosley.

SI parte dallo scandalo dell’orgia nazista per passare dalla proposta delle medaglie, fino ad arrivare all’esaltazione di Hitler e persino a definire la morte di Senna una manna dal cielo.

Ormai la formula 1 è veramente un circo, ma nel senso negativo, molto negativo.
E a farne le spese purtroppo sono, oltre agli spettatori, i lavoratori del settore.

Anche la Toyota infatti se ne va, dopo Honda e Bmw anche la più grande (in termini economici) casa automobilistica del mondo lascia le competizioni, causa la crisi mondiale.
Ma soprattutto è il non saper trovare il bandolo della matassa da parte di chi gestisce questo sport che ormai lascia perplessi.

L’anno se n’è andato con gare non certo belle (ma questo non stupisce più), un campione del mondo che definire campione è almeno discutibile, regolamenti praticamente inesistenti e decisioni federali spesso ridicole, per non parlare della continua rincorsa verso nuovi mercati, dell’apertura all’oriente, sponda araba ma non solo, che non guarda certo in faccia la storia di questo sport.

Serve un cambio di rotta, un drastico e repentino cambiamento di principi, ma non credo che Jean Todt sarà il nuovo messia, spero di sbagliarmi di grosso…

Por que a Toyota foi embora

IMAGEM: Toyotaf1.com/Divulgação (A última foto juntos)

Leo Lewis, correspondente de economia do TIMES no Japão, tem um artigo que sintetiza e racionaliza um pouco a a saída da Toyota e por tabela a debandada em massa dos japoneses da F1 nos últimos meses. O artigo é interessante porque revela o ponto de vista extra-F1, menos esportivo e mais centrado na identidade corporativa da companhia, algo sobre qual não estamos acostumados a ler.

Saída da Toyota é um reflexo dos problemas econômicos atuais

Por Leo Lewis — Correspondente de economia para a Ásia

“Os flashes dispararam, os obstinados executivos dobraram-se em súplica e o homem encarregado da divisão de esportes a motor soluçou como um samurai em pranto com o irmão caído nos braços: mais que isso, a desistência da Toyota da F1 foi um drama estilizado — algo que os japoneses denominam Kabuki.

O vilão da peça foi a recessão global e a miséria que assola as grandes fabricantes de automóveis ao redor mundo. Esse bicho-papão da crise é uma explicação conveniente, ainda que a Toyota tenha sido forçada a informar o seu primeiro prejuízo em 65 anos.

Também justificável foi a declaração da Toyota de que o movimento salvaria dinheiro — US$ 350 milhões por ano no que entende-se ser o custo da F1 para a companhia. Mas para um fabricante do tamanho da Toyota, a idéia de que ela não pode competir na F1 é uma fachada.

Talvez a companhia seja uma perdedora e Akio Toyoda, o seu novo presidente, não possa carregar o estigma e a vergonha de financiar uma equipe medíocre por mais três anos. A Toyota não venceu uma única corrida desde que adentrou o esporte em 2002. Recessão, sob esse ponto de vista, torna-se uma desculpa que livra a cara pelo abandono do esporte.

A desculpa financeira também é falsa. Os engenheiros da Toyota aprenderam um bocado com o esporte. A Maurgau Matrix, companhia britânica especializada em análise de mídia, calcula que esta temporada trouxe à equipe e seus parceiros exposição de US$ 353 milhões. Nem os gananciosos e vigilantes acionistas da Toyota justificariam sua partida da F1 baseada no desperdício de dinheiro.

A decisão da Toyota de deixar a F1 é desculpa esfarrapada para tempos difíceis — o sacrifício de algo brilhante e caro para persuadir o Japão de que sua maior empresa está levando a recessão a sério.

Akio Toyoda herdou uma companhia gigante com força extraordinária, mas com iguais desafios. Ele talvez tenha de desempregar centenas de trabalhadores em um país que tem desprezo ideológico pelo capitalismo.

A verdade é que a Toyota, como os seus rivais locais, deixou o automobilismo porque percebeu que o Japão não está disposto a assistir suas empresas se divertindo.”

IMAGEM. Ferrari.com

Images ~ Street Image x Toyota SEMA Project Vehicles

Once again Toyota contracted the masterminds at Street Image to produce a couple of vehicles for the annual SEMA show. Eric Valdes was given a Toyota Venza and a Toyota Camry Hybrid this year and here are the results of the builds.

The Toyota Venza, a staple of school carpools, morphed into a dream ride for extreme athletes at the 2009 SEMA Auto Show. The Toyota/Billabong Ultimate Venza is laden with gear for outdoor lovers, including a heated shower system, a custom roof rack and a hidden cargo rack that extends from the rear bumper for skis and snowboards.

While the curious can only ogle the custom Venza via photographs at this point, Toyota says the concept will be the official Billabong Team vehicle for use by surf-, snow-, skate- and wakeboard athletes. It will be displayed at upcoming Billabong events in the U.S. following the aftermarket show.

Street Image built the concept, adding a custom body kit with “Billabong” emblazoned on the side. Large Enkei wheels with Nitto tires and a TRD big brake kit round out the package. The cabin gets seats upholstered with wetsuit materials, while the headliner features a collage showing Billabong athletes in action.

Toyota says a Verizon Wireless access point router was installed, which lets athletes get up-to-date surf or snow reports. Other details include headrest-mounted LCD monitors, an audio system with 18 speakers and an iPod interface.

The Toyota Surfrider Camry Hybrid CNG is not going to be limited to the elite crowd at the 2009 SEMA Auto Show. Toyota said on Tuesday that it will provide a production version of the Camry that runs on compressed natural gas to the Surfrider Foundation. The organization is expected to use it for outreach campaigns, education programs and beach clean-up events.

The Surfrider looks distinctive and PC, with a vehicle wrap that features CNG and Surfrider logos. The car’s gas fuel system was replaced with a CNG system in the spare tire well. A viewing window shows off the CNG fuel cylinders.

Toyota says the Surfrider has a range of 250-plus miles and returns 32 miles per gallon in city driving and 24 mpg on the highway. The powertrain is a 2.4-liter four-cylinder engine with Toyota’s Hybrid Synergy Drive.

The hybrid showcar gets a body kit with a custom front grille and unique rear bumper that covers the tailpipe and exhaust system. The ride height was lowered on an adjustable coil-over suspension. A set of 20-inch alloy wheels rounds out the package.

The nonprofit Surfrider Foundation was founded in Malibu, California.

Renault decision to come in December

Renault has said that it will have decided whether or not to remain in Formula One before the end of the year. Following confirmation of Toyota’s exit from the sport on Wednesday, the French marque held emergency meetings in Paris with the future of its Formula One team being the sole priority.

With Honda having pulled out in December last year, BMW making its announcement in July and Toyota following suit this week, three major car manufacturers have now left the sport within the space of twelve months; Renault could become a fourth, depending on the outcome of their executives’ meeting in the French capital.

“You’ll just have to be patient,” Carlos Ghosn, Renault’s Chief Executive, told reporters. “We’ll be making an announcement on our participation in Formula One before the end of the year.”

Having returned to F1 as a full-time works team after buying the Benetton team for 2002, Renault clinched the Drivers’ and Constructors’ Championship titles back-to-back in 2005 and 2006. Another option also being considered by diamond brand is to stay in the sport as an engine supplier only.

Reference: gpupdate.net

Withdrawal symptoms!

This week started with the news that Bridgestone will withdraw from the sport after 2010 and yesterday Toyota kissed F1 goodbye and now there is news that Renault held a meeting to discuss their future in the motorsport.

Were Renault to pull out, it will be an extraordinary year of the exit of major manufacturer teams in F1. Honda and BMW exit is not even a year old by now. Only remaining manufacturer involvement will be Mercedes and Ferrari.

Toyota’s reason to leave sport is due to falling sales of their cars. For the first time in their history since 1937 they lost money in a fiscal year. They lost $4.74b in 2008 and are expected to lose $8.3b in 2009. This is compounded by Toyota’s F1 programme’s high costs and failure to live up-to its expectations. In last 8 years of their involvement Toyota was on podium only for 8 times. Although Toyota signed concorde agreement to remain in the sport till 2012 but the numbers have played a huge part in their decision to quit.

Renault always looked like first time to leave the sport. They are already indebted by bail out package from their goverment. Along with that Carlos Ghosn isn’t F1 friendly. Numbers can play a part there too. Recently, Renault also had to suffer from ignominy of Piquet-gate. F1 is famous across the world and such incidents really tarnish the image of the whole company. Although Renault have fired the culprits but still this disgrace will be languishing at the back of their minds and can act as another factor on why they want to withdraw.

Renault can remain as a engine supplier much like 90s when they formed a formidable champion car with Williams.

The situation never looked good for manufacturers to remain in the sport in the current climate. The economic meltdown in the past 2 years have taken a toll on manufacturers and when the core business suffers, other things are bound to suffer.  F1 is all about cycles and in the current phase the number of manufacturer entries will be low.

Max Mosley already envisaged such a scenario and he was pushing for low costs but his methods were too radical and this led to famous FIA-FOTA war. His bad mouthing in the press might have already made F1 a less attractive place for manufacturers who were considering a breakaway series.

I would be upset to see Renault leave the sport. It is my second team because of Fernando Alonso. Also, a hugely talented driver in Robert Kubica’s future will be in disarray again after similar thing happened in BMW.

Toyota Dikabarkan Mundur dari Formula 1

(Chris McGrath/Getty Images)

Tokyo, 04 November 2009 - Toyota Motor Corporation (TMC) yang selama ini terlibat aktif dalam balapan bergengsi Formula 1, Rabu (04/11) dikabarkan akan mundur dari kegiatan balapan itu pada 2010 mendatang. Mainichi Newspaper menulis, mundurnya TMC dari F1 itu dikarenakan turunnya penjualan akibat krisis global.

Toyota merupakan satu-satunya tim Jepang yang tinggal di F1 namun tidak memiliki pembalap untuk musim balap pada tahun depan. Pabrikan ini disebut-sebut juga akan menarik diri sebagai pemasok mesin Williams mulai musim 2010.

Bila benar terjadi, langkah Toyota ini menambah deretan pabrikan otomotif dan perlengkapan otomotif yang menarik diri dari F1. Sebelumnya, pada Desember tahun lalu, Honda juga menyatakan mundur dari olah raga ini. Dan Senin (02/11) lalu pabrikan ban Bridgestone juga menyatakan mundur dari kegiatan F1 setelah musim balap 2010 mendatang.

Seperti diketahui, sejak 2002 Toyota tidak pernah memenangi kejuaraan balap F1 itu. Sementara dana anggaran yang digunakan juga semakin membesar. Setidaknya US $ 300 juta.

Pada awal tahun ini, Toyota telah menandatangani perjanjian concorde yang berisikan komitmen Toyota untuk tetap berada dalam ajang F1 setidaknya hingga 2012. Sehingga, bila benar-benar mundur Toyota harus mendapatkan ijin secara legal.

Manajemen Toyota, sebut Mainichi Newspaper, hingga saat ini tidak membenarkan maupun membantah kabar yang menyebut Toyota mundur dari F1 tersebut.

Sumber foto

Auto piccole, ma grandi dentro

Sul numero di novembre di Altroconsumo:

Anche nella fascia di prezzo economica, sotto i 13 mila euro, la parola d’ordine è: spazio da vendere.
Scegliere un’utilitaria, dalle dimensioni e dal peso più contenuto, consente di abbattere la spesa del carburante e di inquinare meno. Lo dice il nostro test.

// Auto piccole, ma grandi dentro

Risparmiare sul carburante
Il peso e le dimensioni dell’automobile sono fattori da cui dipende il consumo di benzina e quindi le emissioni. Consumi ed emissioni sono le prove più riuscite di questo test sulle auto di fascia di prezzo economica, quasi tutte utilitarie. Ed è la riprova che se l’automobile è meno pesante il motore non è mai sotto sforzo, perché deve sviluppare una potenza ridotta per muovere il mezzo, consumando poco anche se l’alimentazione è a benzina. Alla faccia dei Suv. Oggi il motto è: piccola fuori, spaziosa dentro. E, infatti, la sempre maggiore abitabilità interna è una delle novità della categoria.

Al volante qualche sbandata
Sono molti i modelli al di sotto dei 13 mila euro o poco più. Cifra che consente di acquistare anche una berlina o una station wagon. In strada emergono i maggiori punti deboli delle vetture, da cui i numerosi giudizi negativi. In pratica molti modelli sono poco scattanti, poco reattivi nei cambiamenti di direzione e nello scartare gli ostacoli. Le prove su motore e cambio non destano preoccupazioni, mentre qualche modello ha prestazioni modeste nelle frenate ripetute.

Le utilitarie sono richieste soprattutto in città, perché semplificano la caccia al parcheggio, oppure per fare piccole commissioni percorrendo brevi tragitti. Ma se questa comodità comporta la necessità di acquistare la seconda auto di famiglia non è detto che ne valga la pena: meglio fare un pensierino sul car sharing, l’auto a noleggio a ore.

Sicurezza variabile
Le piccole dimensioni in generale non riducono la sicurezza attiva e passiva garantita al guidatore e al passeggero. Attualmente molte utilitarie superano brillantemente i test europei Euroncap. Ciò nonostante, qualche modello vacilla da questo punto di vista. I giudizi negativi riguardano la verifica della sicurezza passiva di un veicolo, ovvero come si comporta in caso di incidente.

Questi risultati negativi ci ricordano ancora una volta che quando acquistiamo un’auto non dobbiamo farci abbagliare dalle sole dotazioni di sicurezza attiva (garantita da Abs, EPS, cinture di sicurezza…), perché la salvaguardia in auto non può prescindere dalla risposta del nostro veicolo in caso di impatto.

Fonte: www.altroconsumo.it

FT-86, Sedan Sport Perkawinan Toyota dan Subaru

Tokyo, 1 November 2009 - Dua pabrikan otomotif Toyota dan Subaru, akhirnya resmi meluncurkan model hasil kolaborasi mereka di ajang Tokyo Motor Show 2009, Jumat (30/10). Mobil yang diberi nama FT-86 tersebut memadukan kemampuan Toyota dan kecantikan Subaru.

Seperti dilaporkan motorauthority, mobil berjuluk Hachiroku itu disebut-sebut akan dipasarkan mulai 2011 mendatang. Mobil ini menggunakan konsep sporty dengan kursi 2+2 dan mengadopsi gaya RWD Corolla AE86.

Meski bukan mobil listrik atau hybird, namun FT-86 diklaim sebagai mobil sporty berbahan bakar bensin yang ramah lingkungan, tetapi tetap mengumatakan kecepatan yang selama ini menjadi keunggulan Toyota dan Subaru.

FT-86 dibekali mesin 2.000 cc empat silinder, yang mampu menyemburkan tenaga hingga 200 daya kuda. Mobil yang menggunakan sistem transmisi manual enam kecepatan itu juga dilengkapi piranti rem ADVICS.

Sementara penggerak roda menggunakan sistem penggerak roda belakang. Desain dan tampilan FT-86 versi produksi, diklaim tidak akan mengalami perubahan yang mencolok dengan versi konsepnya.

Yang pasti, sumber terpercaya di kalangan Toyota mengatakan, FT-86 akan menyuguhkan perpaduan yang berbeda dan tidak bisa ditemui di pasar manapun.

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