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UAW to vote on strike authorization amid claims Detroit talks are moving slowly

DETROIT — About 146,000 members of the United Auto Workers union will vote next week whether to authorize their leaders to call strikes against the Detroit automakers. Union President Shawn Fain told members in a Facebook Live appearance Tuesday that the talks, which started in mid-July, are moving slowly and have yet to get to wages and other economic issues. The union's contracts with General Motors, Ford and Stellantis expire in about a month, at 11:59 p.m. Sept. 14. “If we want to make progress at the bargaining table, we need to show the companies that it's not just talk,” Fain said of the strike vote. He told local offices to report the results of their votes to the union headquarters by Aug. 24. Strike authorization votes are a routine part of contract talks and are often overwhelmingly approved, but Fain said the vote is a sign of the union's strength. Fain has set high expectations for the contract talks and says the union will seek more than 40% general pay raises over four years, restoration of pensions for newer hires, cost-of-living increases, an end to wage tiers, and other benefits. He has said workers can make big gains but must be ready to strike to get them. The union also wants guarantees that it will represent workers at 10 U.S. electric vehicle battery plants proposed by the companies. Most are joint ventures with Korean battery companies. Much of Fain's rhetoric has been focused on Stellantis, the most profitable of the three companies with the highest profit margins. Fain has complained that Stellantis is seeking concessions in the contract when the union wants gains. But a union spokesman said singling out Stellantis doesnÂ’t mean the UAW has picked a company as a strike target, and it could choose all three. He said the union doesn't plan to extend the contracts beyond Sept. 14. Automakers say they are facing billions of dollars in development costs as the industry shifts from combustion engines to electric vehicles. In a letter to employees last week, Stellantis Chief Operating Officer Mark Stewart accused Fain of “theatrics and personal insults” that Stewart said will not help to reach a deal. He wrote that the company is committed to an agreement based on “economic realism” that supports the viability of Stellantis' operations while rewarding workers. The company, he wrote, wants to find solutions to protect Stellantis from nonunion companies with lower costs and additional costs from moving to electric vehicles. “Mr.

Junkyard Gem: 2002 Chrysler PT Cruiser Convertible Conversion

Chrysler started selling PT Cruisers for the 2001 model year, and these "trucks" (yes, they were considered trucks for American regulatory purposes) proved quite popular for at least the first half of the 2000s. A factory-built version with a convertible top appeared for 2005 (and later "won" the Top Gear Worst Car of the Last 20 Years award), but what about the PT Cruiser shoppers who wanted a drop-top before then? It turns out the aftermarket had the solution: the Newport Convertible Engineering conversion, which took new PT Cruisers and added a fully functioning convertible top. According to a discussion on Allpar, 54 of these conversions were performed, and I found one of them in a Denver-area self-service yard last month. Newport Convertible Engineering is still around, though they're in Huntington Beach instead of Placentia these days. If you want a Tesla Model S or Range Rover convertible, they'll build it for you. The NCE conversion for the PT Cruiser cost $9,900 (about $15,715 in 2022 dollars) plus the $17,000 sticker price of a new PT Cruiser, and included the needed chassis-stiffening modifications and a shortened, hydraulically-actuated rear hatch. The materials used look pretty good, even after 20 years of abuse and neglect. This one had the convertible mechanism ziptied shut in many locations when I found it. Naturally, I cut all those zipties to see if the roof mechanism still worked. It was very, very stiff but proved semi-functional (the zipties appeared to be an attempt to keep a faulty latch mechanism from letting the roof pop open at speed). The roof assembly weighs a lot, though you could spend an extra $3,000 to get a power-actuation system from NCE. This cab must have been extremely noisy and buffety with the top down at speed, but so what? Convertibles are cool. Mechanically, it's an ordinary Touring Edition with a Neon's 2.4-liter four-cylinder making 150 horsepower. You could get a PT Cruiser with a five-speed manual transmission, and many did, but this one has the extra-cost automatic. Starting in the 2003 model year, a 215-horse turbocharged engine became available. Rare, but not valuable. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. This commercial is for the factory convertible, but you get the idea.

Detroit and Silicon Valley: When cultures collide

Culture is a subject that rarely, if never, gets discussed when traditional auto companies buy — or hugely invest — in Silicon Valley-based companies. The conversation surrounding the investments is usually about how the tech looks appealing and how it's an appropriate step to move the automakers toward autonomy. Culture — the way things are done, the expectations, and the approaches — is something that is overlooked only at one's peril. The potential cultural gap is almost always evident in the obligatory photos of the participants in these deals, with is essentially a photo op of auto execs with their Silicon Valley counterparts. The former — rocking jeans and no ties — look like parochial school kids playing hooky. Don't worry: The regimental outfits will be back in place once they get back in the Eastern time zone. Consider what happened back in 1998 when Daimler bought Chrysler. First of all, there was a denial in Detroit that it happened. It was positioned as a "merger of equals." Which it wasn't. In any corporate situation, when one has more than 50 percent of the business, it owns the whole thing. And the German company was in the proverbial driver's seat. People who were around Auburn Hills back then kept their heads down and their German Made Simple books at hand. Things did not go well. Daimler had had enough by 2007, when it offloaded Chrysler to Cerberus Capital Management — which brought ex-Home Depot CEO Bob Nardelli into the picture, which is a story onto itself. But when you think about the Daimler-Chrysler situation, realize that these were two car companies (at least the Mercedes part of the Daimler organization), so they had that in common, and the language of engineers is something of an Esperanto based on math, so there was that, too. Yet it simply didn't work. It doesn't take too many viewings of HBO's Silicon Valley to know that the business people in that part of the world are far more aggressive than people who ordinarily head and control car companies in Detroit. About 20 years ago, a book came out about the founder of Oracle titled The Difference Between God and Larry Ellison* - and the asterisk on the book jacket leads to: God Doesn't Think He's Larry Ellison. It would be hard to imagine a book about a Detroit executive, even a book that had the decided bias that the tome about Ellison evinces, that would be quite so searing. Sure, there are egos. But they are still perceived to be, overall, "nice" people.