Wednesday, May 29, 2013
Monday, May 20, 2013
Toyota’s Prius v and Avalon on Kelley Blue Book’s List Of 10 Best Family Cars
“Our annual list is aimed at helping families find the right ride and always include something for everyone, with a special nod to what is new,” said Jack R. Nerad, executive editorial director and executive market analyst for Kelley Blue Book’s KBB.com.
Kelley Blue Book’s KBB.com editors offer these thoughts on the two Toyota models:
2013 Toyota Prius v
“Let's say you love Toyota vehicles and want the exceptional fuel economy of a hybrid, but the standard Prius just isn't big enough. Then consider the 2013 Prius v, which comes jam-packed with all the Prius-ness you crave while also offering roughly 50 percent more cargo space. Yes, plus-sizing the Prius cuts combined fuel economy from 50 mpg to 42 mpg, but among family-friendly vehicles the Prius v remains a mileage champ.”
2013 Toyota Avalon
“Renowned for its spacious interior quarters, abundance of luxury features and sofa-soft ride, the fully redesigned Toyota Avalon can now add "high style" to its list of highlights. In addition, laudable fuel economy coupled with an exemplary reputation for reliability and quality, make the 2013 Avalon a smart buy for today's value-conscious family.”
Courtesy of Toyota USA Newsroom
Thursday, May 16, 2013
Throwback Thursday!
It's Throwback Thursday, fans! Can anyone guess the year and model of this vintage Toyota?
Monday, May 13, 2013
Toyota Partners with EVSC to Improve Annual Collection of 14,000 Netbooks
Janit Market is pleased she can continue teaching her English classes at Central High School with only a brief interruption when student netbooks are collected this year. She’s also confident that because collections are more efficient, the distribution of netbooks next school year will be much more successful – the goal being to deliver a computer to each student on time.
That hasn’t always been the case.
“In the past, there was no uniformity to collections – and students were out of class too long,” Market said. “Now, we have a team of people who are solely focused on collections. I can keep an eye on my students and they take care of the paperwork.”
The difference?
A partnership between Toyota and the Evansville Vanderburgh School Corp. (EVSC) that takes aim at ensuring the collection and distribution of 14,000 netbooks (grades 6 through 12) runs as smoothly as the production lines at the automaker’s plant in Princeton. In fact, members from the Toyota Production System Support Center (TSSC) have provided on-site support free of charge since October, helping to create a more efficient system of collection and distribution.
EVSC is just one of nearly 200 companies and not-for-profit organizations that have been aided by Toyota in communities across North America.
“It has been an amazing turnaround,” said David Smith, superintendent for EVSC. “We knew that training a team of individuals in operational excellence would be beneficial, but this work with TSSC has helped us to see very practically how efficiencies can free up people and money, allowing us to direct resources to our core work in each classroom.
“We are excited with the success of the first two days of collections and anticipate a much smoother distribution cycle next fall.”
Netbook collections began Thursday, continued Friday and will also take place early next week. Rick Cameron, chief operating officer for EVSC, pointed to some immediate improvements:
• Less time taken away from the classroom during the collection process. In the past, 30 students missed up to an hour of class time; now, that has been reduced to 12-and-a-half minutes – a 79 percent improvement.
• Drastic reduction in manpower, which saves money. Previously, 15 information technology employees gathered at each school to handle netbook returns, and teachers were responsible for checking in netbooks in homerooms. Today, five employees handle the same workload, plus only one information technology staff member is needed to answer technical questions. This frees up other IT staff to continue with the regular work of the school system.
• Standardized work. In the past, each school had its own method of collections and distribution. Today, as at each Toyota plant across the U.S., each school follows the same guidelines.
• Accurate inventory. Via a bar-code scanning process, each laptop is now accounted for in a much more accurate manner.
“In the Toyota Production System, it all comes down to eliminating waste through solving problems,” said Craig Kelle, Toyota Production System (TPS) manager at Toyota Motor Manufacturing, Indiana. “Before TPS, there was wasted time and duplication of work. For instance, while the correct number of netbooks were shown by the system to be available, they were not available at the correct locations.”
As part of the improvement strategy, some “trial runs” took place at Central High School, which proved a turning point, Cameron said. “Those involved could really see the improvements unfold. We had a material and information flow chart; it just jumped out at you, how much more efficient we could be.”
Cameron said that while many savings in time and money have been realized through EVSC’s Operational Excellence Program over the past two years, the experience with TSSC has caused the school system to think about other areas in which process refinements can be made and savings realized. “We have already started to look at Just-In-Time inventory for our bus-garage service. We are taking TPS and trying to make it our way.”
That is music to Toyota’s ears.
“In a nutshell, that is why we do this,” said Scott Dickson, TSSC manager. “While business and industry sectors are familiar with lean processes such as TPS, it is encouraging to see a school district thinking in such a way and willing to devote time and effort to becoming more efficient. To see that light come on and for Evansville Vanderburgh School Corp. to carry this to other parts of its operation is fantastic. That is forward thinking.”
That hasn’t always been the case.
“In the past, there was no uniformity to collections – and students were out of class too long,” Market said. “Now, we have a team of people who are solely focused on collections. I can keep an eye on my students and they take care of the paperwork.”
The difference?
A partnership between Toyota and the Evansville Vanderburgh School Corp. (EVSC) that takes aim at ensuring the collection and distribution of 14,000 netbooks (grades 6 through 12) runs as smoothly as the production lines at the automaker’s plant in Princeton. In fact, members from the Toyota Production System Support Center (TSSC) have provided on-site support free of charge since October, helping to create a more efficient system of collection and distribution.
EVSC is just one of nearly 200 companies and not-for-profit organizations that have been aided by Toyota in communities across North America.
“It has been an amazing turnaround,” said David Smith, superintendent for EVSC. “We knew that training a team of individuals in operational excellence would be beneficial, but this work with TSSC has helped us to see very practically how efficiencies can free up people and money, allowing us to direct resources to our core work in each classroom.
“We are excited with the success of the first two days of collections and anticipate a much smoother distribution cycle next fall.”
Netbook collections began Thursday, continued Friday and will also take place early next week. Rick Cameron, chief operating officer for EVSC, pointed to some immediate improvements:
• Less time taken away from the classroom during the collection process. In the past, 30 students missed up to an hour of class time; now, that has been reduced to 12-and-a-half minutes – a 79 percent improvement.
• Drastic reduction in manpower, which saves money. Previously, 15 information technology employees gathered at each school to handle netbook returns, and teachers were responsible for checking in netbooks in homerooms. Today, five employees handle the same workload, plus only one information technology staff member is needed to answer technical questions. This frees up other IT staff to continue with the regular work of the school system.
• Standardized work. In the past, each school had its own method of collections and distribution. Today, as at each Toyota plant across the U.S., each school follows the same guidelines.
• Accurate inventory. Via a bar-code scanning process, each laptop is now accounted for in a much more accurate manner.
“In the Toyota Production System, it all comes down to eliminating waste through solving problems,” said Craig Kelle, Toyota Production System (TPS) manager at Toyota Motor Manufacturing, Indiana. “Before TPS, there was wasted time and duplication of work. For instance, while the correct number of netbooks were shown by the system to be available, they were not available at the correct locations.”
As part of the improvement strategy, some “trial runs” took place at Central High School, which proved a turning point, Cameron said. “Those involved could really see the improvements unfold. We had a material and information flow chart; it just jumped out at you, how much more efficient we could be.”
Cameron said that while many savings in time and money have been realized through EVSC’s Operational Excellence Program over the past two years, the experience with TSSC has caused the school system to think about other areas in which process refinements can be made and savings realized. “We have already started to look at Just-In-Time inventory for our bus-garage service. We are taking TPS and trying to make it our way.”
That is music to Toyota’s ears.
“In a nutshell, that is why we do this,” said Scott Dickson, TSSC manager. “While business and industry sectors are familiar with lean processes such as TPS, it is encouraging to see a school district thinking in such a way and willing to devote time and effort to becoming more efficient. To see that light come on and for Evansville Vanderburgh School Corp. to carry this to other parts of its operation is fantastic. That is forward thinking.”
Courtesy of Toyota USA Newsroom
Monday, May 6, 2013
All-New 2013 Toyota RAV4 SUV Scores Early Sales Surge Thanks to New Styling and In-Cabin Technologies
RAV4 sales have increased since the new model began rolling into Toyota dealerships in January. In February, its first full month in showrooms, RAV4 sales increased nearly 10 percent over the same period last year with the new model making up 65 percent of all RAV4 sales. Due to strong demand, Toyota dealers expected new RAV4 sales to continue to climb as the vehicle ramps up to full production, raising dealer inventory levels. This has proven true as RAV4 sales in April increased 17 percent over the same period last year and are up nearly nine percent for the year.
“When developing the new RAV4 we spent a lot of time talking to consumers to understand what they wanted and needed in a small SUV,” said Bill Fay, group vice president and general manager, Toyota Division. “We have met those needs and now, since its launch, the new RAV4 is one of the fastest selling vehicles in the Toyota line up.”
Early dealer reports have found buyers of the new RAV4 have been particularly attracted to its dynamic exterior design, perceiving it as contemporary and very stylish. Buyers have also been impressed with the many in-cabin features like the available Blind Spot Monitor with Rear Cross Traffic Alert, calling the new RAV4 technologically advanced.
“Sales of the new RAV4 have been tremendous,” said RJ Romero, chief executive officer of Tustin Toyota in Tustin, Calif. “Our buyers really like the new styling, including the new rear liftgate and the removal of the spare tire from the rear door. They also tell us they feel the new RAV4 is a great value as it is loaded with key standard equipment that is important to them. Our only challenge has been keeping our inventory well-stocked to meet the heavy demand.”
The new RAV4 offers great value through balanced performance and capability, including improved fuel efficiency, increased cargo capacity, a dynamic design, eight standard airbags and a compelling array of standard features.
The new RAV4's design achieves strong proportions while conveying the agile and fun character. The dynamic exterior features a progressive silhouette, with a sleek-sloping roofline and an aggressive character line. In a significant break with its heritage, RAV4 has switched from its side-hinged rear door to a convenient roof-hinged liftgate with a space-saver spare tire stored under the cargo floor.
RAV4 is available in three trim levels: LE, XLE and Limited. Among the many technologies and convenience features early buyers have been drawn to include standard Display Audio with a 6.1-inch touchscreen and an integrated backup camera, Eco and Sport modes and 60/40 split-folding and reclining rear seats. Dual zone climate control is standard on XLE and Limited grades, while navigation with Toyota’s Entune™ multimedia system is available on both XLE and Limited. Standard on the Limited is the new adjustable power liftgate, Premium SofTex seating, power driver’s seat with memory, heated front seats, and Smart Key system.
All RAV4’s are equipped with a fuel-efficient 2.5-liter four-cylinder engine and a new six-speed automatic transmission. The all-new RAV4’s fuel efficiency is improved from the previous generation. The new Eco mode also promotes more efficient driving for maximum mpg. RAV4 front-wheel drive models receive EPA-estimated fuel efficiency ratings of 24 mpg in the city and 31 mpg on the highway, while all-wheel-drive models are EPA-estimated at 22 city/29 highway mpg.
The new RAV4 provides active owners a more dynamic drive, with new technologies like a Sport Mode with Dynamic Torque Control AWD, enhancements in suspension performance and optimized electric power steering.
Courtesy of Toyota USA Newsroom
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