Jump to content
  • William Maley
    William Maley

    Acura Turns Its Attention Back To Their Sedans

      Bringing back attention to sedans

    Acura's crossover lineup has been a bright spot for the Japanese automaker. For example, the redesigned RDX has been setting monthly sales records for sixth straight months since being launched in June. According to Automotive News, deliveries of the RDX "are outpacing 2017 by 22 percent." A fair number of automakers would take this as a sign to continue building out their crossover lineup. But Acura will instead focus on their car lineup.

    "We don't know what's going to happen in the future. What's critical is that we stay disciplined and balanced. [We'll] do our best to hit home runs with our sedans also," said Acura General Manager Jon Ikeda.

    Acura wants to emulate the success of the RDX onto their sedans. That means bringing a more aggressive design and adding more performance to their three sedans - the ILX, TLX, and RLX.

    But what about the CDX?!

    For a time, we have been hearing murmurs about Acura possibly bringing over the CDX from China. The CDX shares the same platform as the Honda HR-V, but features an extroverted design.  But an Acura spokesman tells Automotive News that the RDX "can reach down into that smaller segment with its pricing and sway consumers with its added room."

    Source: Automotive News (Subscription Required)



    User Feedback

    Recommended Comments

    The RLX need an interior overhaul... material quality and fit is well below the segment average.

    The ILX feels too close to Civic. The TLX is average at best. 

    • Like 1
    • Upvote 1

    Share this comment


    Link to comment
    Share on other sites
    8 minutes ago, dfelt said:

    Yawn, so in other worlds, their head in the sand approach will stay as is as they are too afraid to compete.

    Compete with whom?  Lexus, BMW? They are entry level luxury, and they are probably fine with that position.

    In a recent Motor Trend comparison between XT4, QX50 and RDX, RDX won.  So applying what they did in RDX should work for them.

    Share this comment


    Link to comment
    Share on other sites
    17 minutes ago, ykX said:

    Compete with whom?  Lexus, BMW? They are entry level luxury, and they are probably fine with that position.

    In a recent Motor Trend comparison between XT4, QX50 and RDX, RDX won.  So applying what they did in RDX should work for them.

    Cadillac seeming lost that comparo because it was noticeably smaller than the RDX.  Either way.. 

    The idea that all cars should be killed or forgotten is ridiculous.. and for once I'm siding with the Japanese on this. Ford, more so than GM.. as GM still has cars just cutting out the CT6 , Impala and its sisters, and the Cruze and Volt. Truthfully if they just keep thhe CT6 and Impala I wouldn't have a problem. The Malibu/Regal, along with a Sonic redesign can easily take the sales from the death of the Cruze, LaX, while the Volt's sales can be sopped up by the Bolt.. which I could see getting a boost in range soon. Anyway.. with the STOP of the death of the CT6.. Cadillac would have the same core cars that Acura has.. small medium and large

    Share this comment


    Link to comment
    Share on other sites
    10 minutes ago, Cmicasa the Great said:

    Cadillac seeming lost that comparo because it was noticeably smaller than the RDX.  Either way.. 

    The idea that all cars should be killed or forgotten is ridiculous.. and for once I'm siding with the Japanese on this. Ford, more so than GM.. as GM still has cars just cutting out the CT6 , Impala and its sisters, and the Cruze and Volt. Truthfully if they just keep thhe CT6 and Impala I wouldn't have a problem. The Malibu/Regal, along with a Sonic redesign can easily take the sales from the death of the Cruze, LaX, while the Volt's sales can be sopped up by the Bolt.. which I could see getting a boost in range soon. Anyway.. with the STOP of the death of the CT6.. Cadillac would have the same core cars that Acura has.. small medium and large

    Quoted for truth....and for once an economy of words and eloquence of language.  Well spoken.

    1 hour ago, Drew Dowdell said:

    The RLX need an interior overhaul... material quality and fit is well below the segment average.

    The ILX feels too close to Civic. The TLX is average at best. 

    The restyle on the TLX should appeal greatly to preschoolers whose vehicular styling experience comes from playing with legos while too tired for bed. Seriously.... someone saw this as a clay mock up and approved it for production?

    And for once I will side with Cmicassa and against the Japanese. We loose both the Impala and CT6 and get to keep THIS?

    40 minutes ago, ykX said:

    Compete with whom?  Lexus, BMW? They are entry level luxury, and they are probably fine with that position.

    In a recent Motor Trend comparison between XT4, QX50 and RDX, RDX won.  So applying what they did in RDX should work for them.

    Like Lincoln, their SUV's really outshine their sedans IMHO. One of my sisters just bought a new Acura SUV and loves it.  I like the technology and build quality of the TLX....latest front end refresh not so great.

    51 minutes ago, dfelt said:

    Yawn, so in other worlds, their head in the sand approach will stay as is as they are too afraid to compete.

    I think that more than afraid to compete know their market and stick to it, much like Subaru. The Japanese seem much less culturally adept at taking risks....in America...I'd rather be a hammer than a nail...in Japan...the nail that sticks up gets hammered down.

    • Haha 3

    Share this comment


    Link to comment
    Share on other sites

    MDX and RDX will continue to do well here but hard to see them growing volume much in other segments that are probably shrinking in sales but growing in competitors (Genesis, Alfa, Jag etc sedans).  I don't know why they haven't thrown the towel in on the RL/RLX yet.

     

     

     

    Share this comment


    Link to comment
    Share on other sites
    1 minute ago, frogger said:

    MDX and RDX will continue to do well here but hard to see them growing volume much in other segments that are probably shrinking in sales but growing in competitors (Genesis, Alfa, Jag etc sedans).  I don't know why they haven't thrown the towel in on the RL/RLX yet.

     

    I"m sure it is coming. 

    Share this comment


    Link to comment
    Share on other sites
    20 minutes ago, frogger said:

    MDX and RDX will continue to do well here but hard to see them growing volume much in other segments that are probably shrinking in sales but growing in competitors (Genesis, Alfa, Jag etc sedans).  I don't know why they haven't thrown the towel in on the RL/RLX yet.

     

    Its weird right? I have no clue what the sales of these vehicles outside of the U.S. are.. or if they exists since at one time Acura was a U.S/Cana. brand only. Perhaps they see profits based on the fact that most Acuras are revised styling exercises on Honda cars and SUVs with standard AWD. I have only one time, other than the NSX, felt that Acura was special.. and that was the original LEGEND COUPE. That's it. 

    Share this comment


    Link to comment
    Share on other sites
    23 minutes ago, Robert Hall said:

    I think the crossovers are NA market only.  Some of the sedans are sold as Hondas in other markets, along w the NSX. 

    Right.. but that makes my point. I find very little about Honda that appeals to me. So paying more for different styling makes no sense. With Chevy vs Buick at least.. I am buying domestic.. I am buying Buick heritage.. which exists.. and was prevalent before the Domestic haters attached the Blue Hair mantra on it as an actual characteristic. , plus I get upgraded interiors, quiet tuning, and more luxo styling. Even in terms of performance.. what does Honda really have in terms of consumer products? The Civic Si and Type R? Buick? Was a creator of the Muscle Car era with the Riviera GS,  Buick GSX, GNX, Grand National, and T-Type. Not to mention the current GS, which is a damn nice performer and even with the engine it has performs as well as many an Audi.  Acura??? I just never saw them as anything other than a Honda. And seriously.. when people say that the Corvette can't command prices above $120K.. I point to the HONDA EMBLEM (Europe/Asia) on the NSX and say WHY?

    ms4c6348.jpg?itok=WvakbDlY

    Share this comment


    Link to comment
    Share on other sites
    15 minutes ago, Cmicasa the Great said:

    Right.. but that makes my point. I find very little about Honda that appeals to me. So paying more for different styling makes no sense. With Chevy vs Buick at least.. I am buying domestic.. I am buying Buick heritage.. which exists.. and was prevalent before the Domestic haters attached the Blue Hair mantra on it as an actual characteristic. , plus I get upgraded interiors, quiet tuning, and more luxo styling. Even in terms of performance.. what does Honda really have in terms of consumer products? The Civic Si and Type R? Buick? Was a creator of the Muscle Car era with the Riviera GS,  Buick GSX, GNX, Grand National, and T-Type. Not to mention the current GS, which is a damn nice performer and even with the engine it has performs as well as many an Audi.  Acura??? I just never saw them as anything other than a Honda. And seriously.. when people say that the Corvette can't command prices above $120K.. I point to the HONDA EMBLEM (Europe/Asia) on the NSX and say WHY?

    ms4c6348.jpg?itok=WvakbDlY

    Besides being domestic, there is not many Buicks that appeal to me over Acura today to be honest.  Not talking about muscle era.  I doubt current GS is better than TLX with V6 and SH-AWD.  I like Buick Enclave and might take it over the MDX, need to drive it once, and I like the Tour X but it is no performer and probably will be gone next year. 

     

    Share this comment


    Link to comment
    Share on other sites
    6 minutes ago, ykX said:

     I like the Tour X but it is no performer and probably will be gone next year. 

     

    I assume given their Opel nature, both varieties of the Regal will be gone soon. 

    Share this comment


    Link to comment
    Share on other sites

    Speaking of Buick, I wonder if they will be a CUV only brand in the US in a couple years (at some point I assume they will end the Opel deal for the Regals). 

    Edited by Robert Hall
    • Like 1

    Share this comment


    Link to comment
    Share on other sites

    Acura needs to kill off the RLX, that car is hopeless and in a shrinking segment.  Double Whammy.  TLX and ILX need big upgrades, really that RLX interior is about what they should be putting in an ILX.  

    2 SUVs is not enough for this brand, they need a 3rd, or they'll just lose customers because you can't just ignore the segment below RDX especially as their sedan sales shrink away.

    Share this comment


    Link to comment
    Share on other sites

    Not sure about this one....granted some of the higher end Hondas are better (and cheaper) than the Acura.

     

    Not really impressed with the line up at all....

    Share this comment


    Link to comment
    Share on other sites
    8 hours ago, Robert Hall said:

    I assume given their Opel nature, both varieties of the Regal will be gone soon. 

    Not necessarily. The Buick Regal is as much a Malibu as it is an Insignia. Not to mention.. its on a GM platform designed with GM engineering

    Share this comment


    Link to comment
    Share on other sites
    15 hours ago, riviera74 said:

    Buick needs to seriously upgrade the Envision soon.  Acura needs to address their infotainment issues.

    MDX and TLX infotainment s@cks big time.   It seems they improved it a lot in the new RDX but it is still not as good as in Cadillac. 

    Share this comment


    Link to comment
    Share on other sites
    19 hours ago, Cmicasa the Great said:

    Not necessarily. The Buick Regal is as much a Malibu as it is an Insignia. Not to mention.. its on a GM platform designed with GM engineering

    i think there is actually a contract with PSA on how long they supply Regals to the US.  They can always cancel a contract, sure.  It is clear that GM has no interest in marketing or pricing and packaging the Regal to actually succeed.

    • Like 1

    Share this comment


    Link to comment
    Share on other sites


    Join the conversation

    You can post now and register later. If you have an account, sign in now to post with your account.
    Note: Your post will require moderator approval before it will be visible.

    Guest
    Add a comment...

    ×   Pasted as rich text.   Paste as plain text instead

      Only 75 emoji are allowed.

    ×   Your link has been automatically embedded.   Display as a link instead

    ×   Your previous content has been restored.   Clear editor

    ×   You cannot paste images directly. Upload or insert images from URL.




  • Similar Content

    • By William Maley
      On Wednesday, Honda CEO Takahiro Hachigo announced plans for the future of the company's automobile division. Efficiency was the theme in Hachigo's speech in terms of their lineup. manufacturing, and driving.
      One of the initiatives put forth by Hachigo was to cut down on the number of variations on offer in their global lineup, along with the dropping of various regional nameplates.
      "However, as a result of accommodating regional needs somewhat excessively in each individual region, we recognize that the number of models and variations at the trim and option level have increased and our efficiency has declined. So, we will undertake initiatives to further strengthen our inter-regional coordination and collaboration and advance our art of making automobiles in order to simultaneously increase the attractiveness and efficiency of both global and regional models," he said.
      "With this initiative, by 2025, we will reduce the total number of variations at the trim and option level for our global models to one-third of what we have now.In addition, we will increase efficiency by eliminating and consolidating some similar regional models into even more competent models shared across multiple regions."
      This will allow Honda to simplify model allocation at their various assembly plants around the road. According to Hachigo, this will allow the company to achieve "100 percent capacity utilization worldwide by 2020" and cut production costs by 10 percent by 2025. 
      Part of that initiative involves a new modular architecture that will debut in a global model next year. No details on the vehicle were provided, but Honda says the goal of the architecture "is to commonize about 70 percent of the components" used in a vehicle such as the engine bay and passenger cabin.
      Honda is also planning to have two-thirds of their global lineup electrified by 2030. Furthermore, it wants 100 percent of its European lineup to be electrifed by 2025. To do this, Honda is readying a new electric city car known as the e, along with deploying their two-motor i-MMD hybrid setup to all of their models in Europe. In the U.S. Honda is planning to launch more hybrid models, and increase their electric car lineup with some help from General Motors.
      “In North America, we will jointly develop battery components with General Motors and introduce highly-competitive battery EVs in the market,” said Hachigo.

      Press Release is on Page 2
      Summary of Honda CEO Speech on Automobile Business Direction
      Remarks by Takahiro Hachigo, President & CEO, Honda Motor Co., Ltd. May 8, 2019
      Honda has been working on two top-priority management challenges in the midst of abrupt changes in the global business environment surrounding the automobile industry: to strengthen the structure of our automobile business and to further increase the speed of business transformation for future generations.
      So, today, I would like to introduce some initiatives we are taking for our automobile business, especially how we are strengthening the structure of our automobile business, the direction we are taking with electrification, as well as some progress we have made to date.
      Strengthening automobile business structure 
      Ever since I became the president of the company, I have been conveying the message that we will make Honda strong by creating strong products and also by strengthening our inter-regional coordination and collaboration. We put special emphasis on the strengthening of our global models, which have been the source of Honda's core competence, and also the enhancement of our regional models.
      As a result, we currently have the five global models, namely Civic, Accord, CR-V, Fit/Jazz and Vezel/HR-V, and these five strong models now account for 60% of our global automobile sales. At the same time, our regional models such as the N Series for Japan, Pilot for North America and Crider for China are playing an important role as a source of growth for each respective region.
      However, as a result of accommodating regional needs somewhat excessively in each individual region, we recognize that the number of models and variations at the trim and option level have increased and our efficiency has declined. So, we will undertake initiatives to further strengthen our inter-regional coordination and collaboration and advance our art of making automobiles in order to simultaneously increase the attractiveness and efficiency of both global and regional models.
      Strengthening inter-regional coordination and collaboration
      As for inter-regional coordination and collaboration, under the new operational structure we adopted for our automobile operations starting from April, we began reviewing and sharing the product lineup by grouping some of our six regions outside Japan based on a similarity of key factors, such as market needs and environmental regulations. With this initiative, by 2025, we will reduce the total number of variations at the trim and option level for our global models to one-third of what we have now. In addition, we will increase efficiency by eliminating and consolidating some similar regional models into even more competent models shared across multiple regions.
      Advancement of our art of making automobiles (automobile development) 
      As for the advancement of automobile development, since I became the president, we have been increasing the efficiency and speed of our Monozukuri (the art of making things) by innovating the entire process, from planning and development all the way through production, by enabling the S-E-D-B (sales, manufacturing, R&D, purchasing*1) functions to collaborate beyond the boundaries of their divisions.
      Moreover, we have already introduced the Honda Architecture in our development.
      The Honda Architecture is a company-wide initiative which will increase the efficiency of development and expand parts-sharing for our mass-production models. The first model being developed with this new method will be the global model we are launching next year. And we will continue increasing the number of models to which we apply this new architecture.
      With the strengthening of global and regional models through inter-regional coordination and collaboration and with the introduction of the Honda Architecture, by 2025, we will reduce the number of manhours we use for the development of mass-production models by 30%, and we will repurpose those manhours to accelerate our research and development in advanced areas for the future. In this way, we can continue creating new technologies which will support the future of Honda.
      Strengthening our operational structure in the area of production 
      In addition to the area of development, we are further strengthening our operational structure in the area of production as well, so that we can create strong products with high efficiency.
      We are making steady progress in optimizing our production capacity in all regions. When this is complete, we are expecting to see that our global capacity utilization rate, excluding China, will increase from 90% recorded in 2018, and we will be producing at full capacity by 2022.
      In China, the third plant of Dongfeng Honda became newly operational, and this put us in a position where we can definitely accommodate market demand in China. We believe that this progress we made paved the way for the optimization of our global production capacity.
      From here onward, we think it is important to increase our competitiveness by increasing the efficiency of our production system in North America.
      For our business in North America, while keeping pace with sales expansion, we enhanced our model lineup and established a flexible production system where our plants sometimes produce various models in duplication to accommodate changes in market demand. However, as a result of the pursuit of high flexibility, an increase in the investment amount and a decline in production efficiency started to become an issue. Therefore, in North America as well, we will reduce the number of variations at the trim and option level, and at the same time, we will simplify the production model allocation at each plant. Through this initiative, we will re-establish a highly-efficient production system and realize the growth of North American business through the pursuit of quality.
      By implementing these initiatives to increase production efficiency in each region, we are expecting to reduce global cost in the area of production by 10% by 2025, compared to the cost recorded in 2018.
      Through all these initiatives I have mentioned, we will steadily strengthen the structure of our automobile business and realize the solidification of our existing automobile businesses by 2025, and, at the same time, we will accelerate our preparation for the future.
      Direction for the electrification of our automobile products
      Striving to realize a carbon-free society, Honda set a goal to electrify two-thirds of our global automobile unit sales by 2030.
      When we talk about the introduction of electrified vehicles, there are two perspectives. One is the improvement of fuel economy, and the other is zero emissions. Regulations for the Corporate Average Fuel Economy (CAFE) standards are becoming increasingly stringent in every country around the world and complying with CAFE standards is one of the most important challenges for the automobile industry. At Honda, in light of the required infrastructure and how people use automobiles, we believe that hybrid technology is, at this moment, the most effective way for us to comply with CAFE standards. Therefore, we will electrify our products mainly with hybrid technologies. By increasing sales of our hybrid models all around the world, Honda will contribute to the global environment through the improvement of fuel economy.
      To this end, we will expand the application of our 2-motor hybrid system to the entire lineup of Honda vehicles. In addition to the 2-motor hybrid system which is compatible with mid-to-large-sized vehicles, we developed a new, more compact 2-motor hybrid system suitable for small-sized vehicles. This small-sized 2-motor hybrid system will be adopted first by the all-new Fit which we are planning to exhibit as a world premiere at the Tokyo Motor Show this fall.
      In addition to the expansion of the lineup of products equipped with the 2-motor hybrid system, we also will expand the application of the 2-motor hybrid system on a global basis. With that, by 2022, we are expecting to reduce the cost of the 2-motor hybrid system by 25% compared to the cost of this system in 2018.
      As for zero emission vehicles, with our battery EVs we will comply with the Zero Emission Vehicle (ZEV) program being adopted by California and other states in the U.S. and China's New Energy Vehicle (NEV) mandate. We will efficiently introduce our battery EVs to the market by selecting the most appropriate partners and resources to satisfy the different needs in each region.
      In North America, we will jointly develop battery components with General Motors and introduce highly-competitive battery EVs in the market.   
      In China, in order to keep up with the fast speed of electrification, we have already begun introducing battery EV models developed together with our local joint venture companies in China. While envisioning the introduction of battery EV models from the Honda brand, we will continue utilizing local resources in China and introduce more battery EV models in a timely manner to fulfill local market needs in China.
      In Europe and Japan, we will introduce the Honda e, a new battery EV model, which was recently introduced as a prototype at the Geneva Motor Show.
      To summarize, Honda will popularize and improve the business feasibility of electrified vehicles by focusing on hybrid vehicles and battery EVs.
      Changes in operational structure
      In order to ensure the solid implementation of these initiatives I just introduced for our automobile business, we renewed our operational structure as of April. The aims of this structural change are to establish an organization which brings all regional operations together to strongly facilitate inter-regional coordination and collaboration and to increase the speed of our business operations by enabling prompt decisions and prompt execution.
      Today, I introduced our initiatives to strengthen our automobile business structure and the direction of our electrification. Under the new organizational structure, we will realize our goals with a keen sense of speed. 
      Closing
      As we stated in our 2030 Vision, Honda is striving to grow through the pursuit of quality so that we can fulfill our vision to "Serve people worldwide with the joy of expanding their life's potential."
      Honda will continue taking on new challenges while being driven by strong passion, so that we can continue to be a company that society wants to exist even in 2050 after Honda becomes more than 100 years old. 
      *1 S-E-D-B: Sales, Engineering (Manufacturing), Development (R&D), Buying (Purchasing)

      View full article
    • By William Maley
      On Wednesday, Honda CEO Takahiro Hachigo announced plans for the future of the company's automobile division. Efficiency was the theme in Hachigo's speech in terms of their lineup. manufacturing, and driving.
      One of the initiatives put forth by Hachigo was to cut down on the number of variations on offer in their global lineup, along with the dropping of various regional nameplates.
      "However, as a result of accommodating regional needs somewhat excessively in each individual region, we recognize that the number of models and variations at the trim and option level have increased and our efficiency has declined. So, we will undertake initiatives to further strengthen our inter-regional coordination and collaboration and advance our art of making automobiles in order to simultaneously increase the attractiveness and efficiency of both global and regional models," he said.
      "With this initiative, by 2025, we will reduce the total number of variations at the trim and option level for our global models to one-third of what we have now.In addition, we will increase efficiency by eliminating and consolidating some similar regional models into even more competent models shared across multiple regions."
      This will allow Honda to simplify model allocation at their various assembly plants around the road. According to Hachigo, this will allow the company to achieve "100 percent capacity utilization worldwide by 2020" and cut production costs by 10 percent by 2025. 
      Part of that initiative involves a new modular architecture that will debut in a global model next year. No details on the vehicle were provided, but Honda says the goal of the architecture "is to commonize about 70 percent of the components" used in a vehicle such as the engine bay and passenger cabin.
      Honda is also planning to have two-thirds of their global lineup electrified by 2030. Furthermore, it wants 100 percent of its European lineup to be electrifed by 2025. To do this, Honda is readying a new electric city car known as the e, along with deploying their two-motor i-MMD hybrid setup to all of their models in Europe. In the U.S. Honda is planning to launch more hybrid models, and increase their electric car lineup with some help from General Motors.
      “In North America, we will jointly develop battery components with General Motors and introduce highly-competitive battery EVs in the market,” said Hachigo.

      Press Release is on Page 2
      Summary of Honda CEO Speech on Automobile Business Direction
      Remarks by Takahiro Hachigo, President & CEO, Honda Motor Co., Ltd. May 8, 2019
      Honda has been working on two top-priority management challenges in the midst of abrupt changes in the global business environment surrounding the automobile industry: to strengthen the structure of our automobile business and to further increase the speed of business transformation for future generations.
      So, today, I would like to introduce some initiatives we are taking for our automobile business, especially how we are strengthening the structure of our automobile business, the direction we are taking with electrification, as well as some progress we have made to date.
      Strengthening automobile business structure 
      Ever since I became the president of the company, I have been conveying the message that we will make Honda strong by creating strong products and also by strengthening our inter-regional coordination and collaboration. We put special emphasis on the strengthening of our global models, which have been the source of Honda's core competence, and also the enhancement of our regional models.
      As a result, we currently have the five global models, namely Civic, Accord, CR-V, Fit/Jazz and Vezel/HR-V, and these five strong models now account for 60% of our global automobile sales. At the same time, our regional models such as the N Series for Japan, Pilot for North America and Crider for China are playing an important role as a source of growth for each respective region.
      However, as a result of accommodating regional needs somewhat excessively in each individual region, we recognize that the number of models and variations at the trim and option level have increased and our efficiency has declined. So, we will undertake initiatives to further strengthen our inter-regional coordination and collaboration and advance our art of making automobiles in order to simultaneously increase the attractiveness and efficiency of both global and regional models.
      Strengthening inter-regional coordination and collaboration
      As for inter-regional coordination and collaboration, under the new operational structure we adopted for our automobile operations starting from April, we began reviewing and sharing the product lineup by grouping some of our six regions outside Japan based on a similarity of key factors, such as market needs and environmental regulations. With this initiative, by 2025, we will reduce the total number of variations at the trim and option level for our global models to one-third of what we have now. In addition, we will increase efficiency by eliminating and consolidating some similar regional models into even more competent models shared across multiple regions.
      Advancement of our art of making automobiles (automobile development) 
      As for the advancement of automobile development, since I became the president, we have been increasing the efficiency and speed of our Monozukuri (the art of making things) by innovating the entire process, from planning and development all the way through production, by enabling the S-E-D-B (sales, manufacturing, R&D, purchasing*1) functions to collaborate beyond the boundaries of their divisions.
      Moreover, we have already introduced the Honda Architecture in our development.
      The Honda Architecture is a company-wide initiative which will increase the efficiency of development and expand parts-sharing for our mass-production models. The first model being developed with this new method will be the global model we are launching next year. And we will continue increasing the number of models to which we apply this new architecture.
      With the strengthening of global and regional models through inter-regional coordination and collaboration and with the introduction of the Honda Architecture, by 2025, we will reduce the number of manhours we use for the development of mass-production models by 30%, and we will repurpose those manhours to accelerate our research and development in advanced areas for the future. In this way, we can continue creating new technologies which will support the future of Honda.
      Strengthening our operational structure in the area of production 
      In addition to the area of development, we are further strengthening our operational structure in the area of production as well, so that we can create strong products with high efficiency.
      We are making steady progress in optimizing our production capacity in all regions. When this is complete, we are expecting to see that our global capacity utilization rate, excluding China, will increase from 90% recorded in 2018, and we will be producing at full capacity by 2022.
      In China, the third plant of Dongfeng Honda became newly operational, and this put us in a position where we can definitely accommodate market demand in China. We believe that this progress we made paved the way for the optimization of our global production capacity.
      From here onward, we think it is important to increase our competitiveness by increasing the efficiency of our production system in North America.
      For our business in North America, while keeping pace with sales expansion, we enhanced our model lineup and established a flexible production system where our plants sometimes produce various models in duplication to accommodate changes in market demand. However, as a result of the pursuit of high flexibility, an increase in the investment amount and a decline in production efficiency started to become an issue. Therefore, in North America as well, we will reduce the number of variations at the trim and option level, and at the same time, we will simplify the production model allocation at each plant. Through this initiative, we will re-establish a highly-efficient production system and realize the growth of North American business through the pursuit of quality.
      By implementing these initiatives to increase production efficiency in each region, we are expecting to reduce global cost in the area of production by 10% by 2025, compared to the cost recorded in 2018.
      Through all these initiatives I have mentioned, we will steadily strengthen the structure of our automobile business and realize the solidification of our existing automobile businesses by 2025, and, at the same time, we will accelerate our preparation for the future.
      Direction for the electrification of our automobile products
      Striving to realize a carbon-free society, Honda set a goal to electrify two-thirds of our global automobile unit sales by 2030.
      When we talk about the introduction of electrified vehicles, there are two perspectives. One is the improvement of fuel economy, and the other is zero emissions. Regulations for the Corporate Average Fuel Economy (CAFE) standards are becoming increasingly stringent in every country around the world and complying with CAFE standards is one of the most important challenges for the automobile industry. At Honda, in light of the required infrastructure and how people use automobiles, we believe that hybrid technology is, at this moment, the most effective way for us to comply with CAFE standards. Therefore, we will electrify our products mainly with hybrid technologies. By increasing sales of our hybrid models all around the world, Honda will contribute to the global environment through the improvement of fuel economy.
      To this end, we will expand the application of our 2-motor hybrid system to the entire lineup of Honda vehicles. In addition to the 2-motor hybrid system which is compatible with mid-to-large-sized vehicles, we developed a new, more compact 2-motor hybrid system suitable for small-sized vehicles. This small-sized 2-motor hybrid system will be adopted first by the all-new Fit which we are planning to exhibit as a world premiere at the Tokyo Motor Show this fall.
      In addition to the expansion of the lineup of products equipped with the 2-motor hybrid system, we also will expand the application of the 2-motor hybrid system on a global basis. With that, by 2022, we are expecting to reduce the cost of the 2-motor hybrid system by 25% compared to the cost of this system in 2018.
      As for zero emission vehicles, with our battery EVs we will comply with the Zero Emission Vehicle (ZEV) program being adopted by California and other states in the U.S. and China's New Energy Vehicle (NEV) mandate. We will efficiently introduce our battery EVs to the market by selecting the most appropriate partners and resources to satisfy the different needs in each region.
      In North America, we will jointly develop battery components with General Motors and introduce highly-competitive battery EVs in the market.   
      In China, in order to keep up with the fast speed of electrification, we have already begun introducing battery EV models developed together with our local joint venture companies in China. While envisioning the introduction of battery EV models from the Honda brand, we will continue utilizing local resources in China and introduce more battery EV models in a timely manner to fulfill local market needs in China.
      In Europe and Japan, we will introduce the Honda e, a new battery EV model, which was recently introduced as a prototype at the Geneva Motor Show.
      To summarize, Honda will popularize and improve the business feasibility of electrified vehicles by focusing on hybrid vehicles and battery EVs.
      Changes in operational structure
      In order to ensure the solid implementation of these initiatives I just introduced for our automobile business, we renewed our operational structure as of April. The aims of this structural change are to establish an organization which brings all regional operations together to strongly facilitate inter-regional coordination and collaboration and to increase the speed of our business operations by enabling prompt decisions and prompt execution.
      Today, I introduced our initiatives to strengthen our automobile business structure and the direction of our electrification. Under the new organizational structure, we will realize our goals with a keen sense of speed. 
      Closing
      As we stated in our 2030 Vision, Honda is striving to grow through the pursuit of quality so that we can fulfill our vision to "Serve people worldwide with the joy of expanding their life's potential."
      Honda will continue taking on new challenges while being driven by strong passion, so that we can continue to be a company that society wants to exist even in 2050 after Honda becomes more than 100 years old. 
      *1 S-E-D-B: Sales, Engineering (Manufacturing), Development (R&D), Buying (Purchasing)
    • By Drew Dowdell
      American Honda Announces April Sales Results
       
      May 1, 2019 Civic continues to lead U.S. passenger car sales, driven by strong retail performance Honda truck sales rise 2.7% in April as Passport adds strength and CR-V and Pilot maintain momentum Acura trucks also gain, with RDX surging 17.3% on the way to an overall increase of 6.2% for the month  American Honda Total
      125,775
      +0.1%
      Cars
      57,452
      -3.4%
      Trucks
      68,323
      +3.1%
      Total
      114,088
      +0.2%
      Cars
      54,030
      -2.4%
      Trucks
      60.058
      +2.7%
      Total
      11,687
      -1.7%
      Cars
      3,433
      -16.6%
      Trucks
      8,265
      +6.2%
       

  • Social Stream

  • Who's Online (See full list)

  • My Clubs

About us

CheersandGears.com - Founded 2001

We ♥ Cars

Get in touch

Follow us

Recent tweets

facebook

×
×
  • Create New...