2008 Toyota Highlander Base Sport Utility 4-door 3.5l on 2040-cars
Cranford, New Jersey, United States
Smoke free, New all weather interior mats for all 3 seating rows, 7 seater, middle seat in 2nd row comes out to allow for captains chairs in middle row and walk through to 3rd row, Snow tires that fit the car are included in the price, Rear bumper has small scratches and one larger scratch, other than that the body is in good condition Pick up Only
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Toyota Highlander for Sale
- Fwd v6 sport suv 3.5l nav cd leather seats jbl audio sun roon low mileage
- 2006 toyota limited all wheel drive
- 2010 se used 3.5l v6 24v automatic fwd suv
- 2007 toyota highlander base sport utility 4-door 2.4l(US $11,000.00)
- 2011 toyota highlander limited sunroof nav rear cam 41k texas direct auto(US $28,980.00)
- 2008 toyota highlander sport sport utility 4-door 3.5l
Auto Services in New Jersey
Zambrand Auto Repair Inc ★★★★★
W J Auto Top & Interiors ★★★★★
Vreeland Auto Body Co Inc ★★★★★
Used Tire Center ★★★★★
Swartswood Service Station ★★★★★
Sunrise Motors ★★★★★
Auto blog
Why Toyota Camry's Korea Car of the Year win is a big-time upset
Tue, 26 Feb 2013The 2013 Toyota Camry is officially the car of the year in Korea. The country's motoring press graced the Japanese sedan with the honor for the first time, officially marking a shift in prevailing Korean attitudes toward Japan and its products. According to industry analysts, buyers in the country are no longer simply choosing their purchases based on whether or not they're made in South Korea, but rather based on quality and personal choice. That's a big jump from a few years ago, when buyers viewed their purchases through a patriotic lens.
The Camry managed to edge out a total of 44 other cars, including hardware from both Hyundai and Kia, to become the first foreign vehicle to take home the Korea Automobile Journalist Association's Car of the Year award. As The Detroit News points out, just 10 years ago, domestic manufacturers held some 99 percent of the Korean car market. But a change in trade regulations has opened up the country considerably, and buyers now have access to a wide range of products from around the globe. As a result, Hyundai and Kia have countered by cutting prices in an attempt to keep their grip on the market.
US-built Corollas will soon be exported to Latin America, Caribbean
Sun, 29 Sep 2013Toyota has announced plans to export the American-made Corolla south, to 18 countries in Latin America and the Caribbean by 2014. The move follows statements made to The Wall Street Journal by Toyota's South American leader, Steve St. Angelo, that spoke to Toyota's resolve in emerging American markets.
Toyota is expected to begin export production in April, with initial production of 7,500 Corollas in the first year, courtesy of its Tupelo, Mississippi assembly plant. Years of unpredictable swings in the value of the Japanese yen has seen Toyota push its manufacturing operations in other countries, particularly the US, where its builds ten different models.
Scroll down to read the full press release from Toyota.
Toyota retires robots in favor of humans to improve automaking process
Sat, 12 Apr 2014Mitsuru 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."