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Junkyard Gem: 1987 Chrysler LeBaron Coupe

For the 1989 through 1991 model years, Chrysler and Maserati teamed up to create one of the most fascinating machines of the era: the Chrysler TC by Maserati. Built in Milan, the chassis and general body lines of the TC derived from the smooth-looking 1987 Chrysler LeBaron Coupe (just as its Turin/Hamtramck-made Cadillac Allante competitor traced its ancestry to the Eldorado). After writing about a few discarded TCs, I decided that I'd keep my junkyard eye open for an example of its LeBaron Coupe sibling. Here's an '87, customized in proper mid-2000s-style Fast & Furious Mode, found in a self-service yard in northeastern Colorado. The LeBaron name came from a 1930s coachbuilder, ultimately bought by Chrysler, and spent many decades being applied to super-luxe Imperial models. In the late 1970s and early 1980s, Chrysler glued LeBaron badges and lots of bling on the Dodge Diplomat; the famous Iacocca-era K-Car LeBarons followed in the 1982 model year. The original K-based LeBaron Coupe seemed boxy and stodgy, so a slicker design went on a modified K chassis for the 1987 through 1995 model years. This car got some serious interior modifications at some point, including aftermarket seats, purple-and-white paint on the dash, and fiberglass door panels. The original door controls now live in diamond-plate panels. The gauge faces have faded in the harsh Colorado sun, but they appear to be custom-made. The engine is long gone from the yellow-wire-loom-decorated compartment, but the emissions sticker on the hood underside indicates that it was the 2.2-liter turbocharged four, rated at 146 horsepower. That was a big number for a 2,731-pound car in 1987. More LeBarons than you might have expected came with manual transmissions around this time, but this one has the three-speed automatic. The big-bore tailpipe got stuffed with dirt at some point during this car's journey here. The hood scoop must have been so good that a junkyard shopper grabbed it. I hope it stood at least a foot tall. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. James Earl Jones did the narration on these heart-pounding advertisements. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. Even though the earlier LeBarons were very different cars, we need to get Ricardo Montalban in here. Here's Ricardo after being seduced by the '84 LeBaron convertible.

5 reasons why GM is cutting jobs, closing plants in a healthy economy

DETROIT — Even though unemployment is low, the economy is growing and U.S. auto sales are near historic highs, General Motors is cutting thousands of jobs in a major restructuring aimed at generating cash to spend on innovation. It's the new reality for automakers that are faced with the present cost of designing gas-powered cars and trucks that appeal to buyers now while at the same time preparing for a future world of electric and autonomous vehicles. GM announced Monday that it will cut as many as 14,000 workers in North America and put five plants up for possible closure as it abandons many of its car models and restructures to focus more on autonomous and electric vehicles. The reductions could amount to as much as 8 percent of GM's global workforce of 180,000 employees. The cuts mark GM's first major downsizing since shedding thousands of jobs in the Great Recession. The company also said it will stop operating two additional factories outside North America by the end of next year. The move to make GM get leaner before the next downturn likely will be followed by Ford Motor Co., which also has struggled to keep one foot in the present and another in an ambiguous future of new mobility. Ford has been slower to react, but says it will lay off an unspecified number of white-collar workers as it exits much of the car market in favor of trucks and SUVs, some of them powered by batteries. Here's a rundown of the reasons behind the cuts: Coding, not combustion CEO Mary Barra said as cars and trucks become more complex, GM will need more computer coders but fewer engineers who work on internal combustion engines. "The vehicle has become much more software-oriented" with millions of lines of code, she said. "We still need many technical resources in the company." Shedding sedans The restructuring also reflects changing North American auto markets as manufacturers continue to shift away from cars toward SUVs and trucks. In October, almost 65 percent of new vehicles sold in the U.S. were trucks or SUVs. That figure was about 50 percent cars just five years ago. GM is shedding cars largely because it doesn't make money on them, Citi analyst Itay Michaeli wrote in a note to investors. "We estimate sedans operate at a significant loss, hence the need for classic restructuring," he wrote. The reduction includes about 8,000 white-collar employees, or 15 percent of GM's North American white-collar workforce. Some will take buyouts while others will be laid off.

Lee Iacocca, Chrysler's savior and godfather of the Mustang, dies at 94

Lee Iacocca, a charismatic U.S. auto industry executive and visionary, who gave America the Ford Mustang and Chrysler minivan, and was celebrated for saving Chrysler from going out of business, died at the age of 94, the Washington Post reported. He died Tuesday at his home in Bel-Air, California of complications from Parkinson's disease, his daughter Lia Iacocca Assad told the Post. During a nearly five-decade career in Detroit that began in 1946 at Ford Motor Co, the proud son of Italian immigrants made the covers of Time, Newsweek and the New York Times Sunday Magazine in stories portraying him as the avatar of the American Auto Age. One of the first celebrity U.S. chief executives, his autobiography made best-seller lists in the mid-1980s. Iacocca was a cracker-jack salesman. He encouraged his design teams to be bold, and they responded with sports cars that appealed to baby boomers in the 1960s, fuel-efficient models when gasoline prices soared in the 1970s, and the first-ever, family-oriented minivan in the 1980s that led its segment in sales for 25 years. "I don't know an auto executive that I've ever met who has a feel for the American consumer the way he does," late United Auto Workers Union President Douglas Fraser had said. "He's the greatest communicator who's ever come down the pike in the history of the industry." Iacocca also had some duds, such as the Ford Pinto, an economy car that became notorious for exploding fuel tanks. "You don't win 'em all," he said of the Pinto. Iacocca won a place in business history when he pulled Chrysler, now part of Fiat Chrysler Automobiles, from the brink of collapse in 1980, rallying support in U.S. Congress for $1.2 billion in federally guaranteed loans and persuading suppliers, dealers and union workers to make sacrifices. He cut his salary to $1 a year. Iacocca was often described as a demanding and volatile boss who sometimes clashed with fellow executives. "He could get mad as hell at you, and once it was done he let it go. He wouldn't stay mad," said Bud Liebler, vice president of communications at Chrysler during the 1980s and 1990s. "He liked to bring an issue to its head, get it resolved. You always knew where you stood with him." Iacocca often spoke of his immigrant roots and how America rewards hard work.