Speed dating jan 11detroit
"Toyota is a model company in the field of environmental management and resource productivity," said Ryoichi Yamamoto, a professor of environmental materials design at the Institute of Industrial Science of the University of Tokyo.Yamamoto cited Toyota's steps to improve the recyclability of its cars, its reduction of waste and pollution in its manufacturing plants, and its focus on fuel efficiency."We don't believe carbon dioxide is the same as a pollutant, and for this reason it's not covered under the Clean Air Act," he said, referring to the 1977 law, amended in 1990, that gives California the right to set air-quality standards different from the federal government's rules. N: Quote, Profile, Research) and Toyota Motor Corp. T: Quote, Profile, Research), that have bet on broadening popularity for hybrids, including more powerful six-cylinder models and sport utility vehicles.In fact, Toyota probably would benefit if the new California rule goes into effect in 2009 as scheduled, because its cars produce less emissions than its competitors' cars. "What it comes down to is whether you want to pay for that premium right up front...Ogiso was one of the original team of about 100 engineers selected by Toyota chiefs in late 1993. "Our only instruction was that it should achieve a fuel-efficiency improvement of 50 percent, and it somehow should be the 'car of the 21st century.' " The insistence on fuel efficiency was highly unusual.At the time, the price of oil averaged below per barrel, Americans were snapping up ever-bigger SUVs, and saving gasoline seemed like a politically correct anachronism.Masayuki Sasanouchi, general manager of Toyota's environmental affairs division, defended the company's attack on the California rules.
' " said Cleveland, whose company's client list includes several Toyota parts suppliers.But some analysts said Toyota seems to have bowed to larger political concerns, calculating that by allying with the politically powerful Detroit automakers on the anti-environment lawsuits, it could defuse pressure in Congress for anti-Japanese tariffs. sales are soaring while American automakers' sales are slumping, there is never time for bragging. consumers are concluding that what they save in gasoline and on tax credits from driving a hybrid does not justify the roughly ,000 premium they face at the dealership, even with high and volatile fuel prices, analysts said. or pay for it incrementally in the form of a different vehicle that gets a slightly lower fuel economy," CSM Worldwide analyst Mike Jackson said."Toyota is hypersensitive to the potential for protectionist backlash," Jeffrey Liker said, pointing out that Toyota's exports from Japan to North America are growing fast, reaching 940,000 cars in 2005, up 16 percent from 2004. fuel-efficiency rules, the high mileage of the Prius helps Toyota comply with fleet averages even as it launches gas guzzlers like a larger, beefed-up version of the Tundra, its big pickup. A hybrid version of the best-selling Camry will be released this autumn. And here's why that "successful gamble" could very well be just a lot of hype. type=ousiv&story ID=2006-04-24T203917Z_01_N24388311_RTRIDST_0_BUSINESSPRO-AUTOS-HYBRIDS-DC. XML US hybrid sales mostly slack despite gasoline hike Mon Apr 24, 2006 PM ET By Poornima Gupta DETROIT (Reuters) - U. gas prices have risen nearly a third over the past year without touching off a boom in sales of fuel-efficient hybrid vehicles, some of which are sitting on dealer lots for as long as three months. That poses a problem for car makers including Honda Motor Co. Gasoline prices across United States are nearing a gallon, up from .23 a year ago, driven by a surge in oil prices to record highs. consumers, the economics still favor traditional gasoline-powered cars.For years, Toyota recorded solid growth because of its dependable, fuel-efficient cars such as the Camry. Executives at GM, Ford and Daimler-Chrysler derided the hybrids as money-losers and lagged in producing their own models. Hybrids make up only 3 percent of Toyota's overall world sales, but the buzz resulting from their success has added to Toyota's public image as a trend leader.Toyota pressed ahead, and its resulting hybrids -- the Prius, the Highlander SUV and Lexus RX400h, as well as a half-dozen other hybrid models sold only in Japan -- now dominate the market, accounting for about 80 percent of U. "Toyota is willing to make investments to gain technological capability, not just for guaranteed returns on investment, like the Big Three," said Jeffrey Liker, the author of a recent book, "The Toyota Way." "Toyota believes that 10 years from now, its hybrid technology will be like the Windows platform is now -- most cars will be a version of hybrid," said Liker, a professor of industrial and operations engineering at the University of Michigan. In many ways, the Prius project appears to be a textbook example of Toyota's much-vaunted, much-imitated internal management system and its mantra of kaizen, or continuous improvement, in which top executives steadily ratchet up performance standards for their employees, while also listening closely to suggestions and emphasizing consensus.
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"What has made this revolution possible is that Toyota is a company with a focus on technology, because we think innovation is the future of our company," Ogiso said in an interview. We are trying very hard, and it is very difficult." Ogiso's humility is typical of Toyota.