2010 Toyota Sequoia Limited 5.7l 4x4 With All The Goodies on 2040-cars

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Refreshed 2013 Toyota Landcruiser Prado gets official [w/video]

We'd seen leaked images of the the refreshed 2013 Toyota Land Cruiser Prado, now Toyota has deemed it officially ready for the European masses it is aimed at. We can only hope the masses are ready for that grille, probably the most intense of the many changes made to the volcano-eating truck. The new face and its "powerfully projecting vertical bars" were designed to "accentuate the new Toyota's rugged appearance," as if the legendarily capable SUV wasn't rugged enough. Other changes include redesigned headlight clusters, stronger character lines along the sides, new taillights and license plate "garnish" in back, and a slew of new wheel choices. Both the three- and five-door are 20 millimeters longer, all of that in the front overhang, but the approach angle apparently hasn't changed.
The new organization of trims runs from Entry to Legend, Prestige and Executive. The interior has been reorganized with better seats in the second and third rows, a new upper center console, a redesigned panel for controlling on- and off-road driving functions, reworked Optitron meters with a 4.2-inch LCD screen, and new switchgear, fabrics and color schemes. Infotainment has been upgraded with Toyota Touch 2 and Toyota Touch 2 with Go. They mirror your smartphone if said phone happens to be either a Samsung Galaxy S3 or Galaxy Note 2.
On-road driving dynamics have been improve with suspension changes, and a Rear Cross Traffic Alert added to the suite of safety features for maneuvering the beast. When it comes to the Land Cruiser's real reason for being, the five Multi-terrain Select choices and five-step Crawl Control are more easily used with a Multi-terrain Monitor reworked for more clarity.

Toyota settles complaints with states Attorneys General for $29 million

Toyota announced today that it has reached a settlement with the Attorneys General of 29 states and one US territory that will resolve their complaints relating to recalls performed by the automaker from 2005-2010, including those related to sticky accelerators and malfunctioning floor mats that may have contributed to cases of unintended acceleration.
The settlement includes a payout of $29 million to be divided among the states and US territory, as well as a commitment from Toyota "to take steps to make vehicle information more easily accessible to consumers to help them operate their vehicles safely and make more informed choices." The settlement also has Toyota continuing its rapid-response service teams and quality field offices that were put in place shortly after the largest of the recalls from 2010, as well as a "range of customer care amenities for owners of vehicles subject to certain recalls," though the press release below isn't specific about what those amenities might be.
This settlement marks the second major step in the last few months that Toyota has taken to settle legal disputes surrounding the unintended acceleration recalls, the first being a $1.4 billion settlement to address economic loss suffered by owners of current and past Toyota vehicles that may have lost value on account of these recalls.

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."