![]() ![]() Drawing on the strengths of our Toyota Production System, we will change the way we work to reduce the number of processes by half. As indicated by the blue line on the left-hand graph, one feature of FCEVs is that the energy source, hydrogen, is lightweight, so even when traveling longer distances the vehicle is not as heavy as a battery EV, and less space is required.” “For FCEVs, we will pursue mass production centered on commercial vehicles. ![]() By increasing battery efficiency to extend the EV-mode driving range beyond 200 km, we will reposition PHEVs as ‘the practical BEV’ and will work harder on developing this as another BEV option. This new generation of BEVs will double driving range by using batteries with far greater efficiency, while also offering designs and driving performance to set hearts racing. We also have plans to release next-generation BEVs entirely different from those of today - BEVs created by carmakers in 2026. “We will expand our current battery electric line up by releasing ten new models by 2026, which would amount to 1.5 million vehicles of annual sales. We will continue to tailor electrification to the needs of customers and individual regions by drawing on the strengths and characteristics of each vehicle type. On April 7, former Toyota chief engineer and now executive vice president Hiroki Nakajima said at a company meeting, “I want to begin by saying that we remain firmly committed to our multi-pathway approach. Clearly Toyota needs to adapt and adjust quickly of risk becoming irrelevant, even if it sells more vehicles than any other car company today. According to industry reports, Tesla’s profit margin on every car it sells is nine times that of Toyota. Reliance on the e-TNGA platform has left Toyota behind the 8-ball as companies like Tesla power forward. A source tells Reuters that several projects that were supposed to take advantage of the e-TNGA platform are now being delayed or cancelled. It is a hedge strategy, one that in theory allows the company to rapidly switch its product mix to react to changes in the marketplace, and it may have been appropriate at a time when the EV revolution was still gathering steam and no one was sure whether electric cars would ever go mainstream. The company today relies on its e-TNGA platform, which permits the manufacture of vehicles with internal combustion engines, hybrid powertrains, plug-in hybrid powertrains, battery electric powertrains, hydrogen fuel cell powertrains, and any other means of propulsion known to science on the same assembly line. 頑張れトヨタĪccording to Reuters, four Toyota insiders are saying the company is now beginning to move forward with a plan to transition to a new dedicated platform for battery-electric vehicles. Its modern, uncluttered design is quite appealing and the company has gone to great lengths to give it an injection of much needed steroids to take it out of the world of wimpy commuter cars and into the world of performance driving machines. The Next Generation Toyota Prius Is Hereīut now Toyota has taken the wraps off the next generation Prius and it is a thing of beauty, especially in comparison to the old car. Not surprisingly, sales suffered as a result. According to sources, Akio Toyoda was personally responsible for the appearance of that car, having delayed its introduction so his designers could add a few more slashes and gashes to an already ugly car. ![]() The last generation Toyota Prius was a styling nightmare, a hodgepodge of creases, crinkles, and vestigial tail fins that harked back to the past instead of the future. At first, Sato made all the right noises about honoring his predecessor and keeping true to his beliefs, but as Toyoda fades into the rear view mirror, Toyota under Soto is starting to show signs of awakening from its long held conviction that what the world needs now is hybrids, hybrids, and more hybrids. Until recently, Toyota has followed the lead of Akio Toyoda, grandson of the founder, who hewed very much to the philosophy of “If it ain’t broke, don’t fix it.” Then in January, Toyoda-san stepped aside in favor of Koji Sato. Some other companies that have fallen into the same trap are Nokia, Kodak, Polaroid, Xerox, IBM, and Lucent. For more than a decade, Toyota has been the poster child for sticking to the tried and true, stay the course come hell or high water mentality that infects many mature companies who believe because they are dominant market players today, they will continue to be dominant market players in the future. ![]()
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