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Race Recap: Rolex 24 at Daytona was fast and feisty

Let the record show that victory at the 2015 Rolex 24 at Daytona went to the No. 02 Chip Ganassi Racing with Felix Sabates Target/Ford EcoBoost Riley DP driven by Verizon IndyCar drivers Scott Dixon and Tony Kanaan and NASCAR drivers Jamie McMurray and Kyle Larson. The winner did 740 laps to cover 2,634.3 miles in 24 hours and 57.667 seconds. That's a statement to this year's pace in spite of 18 cautions, two more than last year: the Michael Shank Racing Ligier got pole with a time of 1:39.194, slower than last year's pole time of 1:38.270; however, the winning car last year only did 695 laps. The fight for top honors was shaved to a four-car battle over the first third of the event. The No. 02 Ganassi car took the lead on the first lap, swapping it well into the night with the No. 01 Ganassi car, the No. 10 Wayne Taylor Racing Corvette DP, and the defending champion No. 5 Action Express Corvette DP, all of them staying within about 20 seconds of one another. The Action Express car had a fuel connector come loose and lost three laps getting towed back to the pits to have it reattached, but was back in the lead 18 hours in. The No. 01 Ganassi car dropped out with recurring clutch problems 22 hours in, retiring not long after. A race-within-the-race is where the concluding action happened, a seven minute, 30-second dash from the end of the last caution to the checkered flag. During the penultimate pit stops with an hour to go, Dixon was in second place followed Jordan Taylor in the Wayne Taylor Racing DP into the pits but beat him out, taking the lead. The Action Express car was in third. In the last pit stops of the race, Dixon gained even more time, getting a four-second advantage over Taylor. Then a full-course caution came out twenty minutes before the finish when a Prototype Challenge car hit the wall and caught fire, bunching up the field. That closed the pits, but the Wayne Taylor Racing car had to pit during that yellow because of a miscalculation of driver time. No driver can be behind the wheel for more than four hours in a six-hour period but Jordan Taylor was going to go over, so he came in to swap out for brother Ricky. That cost the team any chance of second place, since they took an additional drive-through penalty for entering closed pits. When the track went green again, Sebastien Bourdais in the Action Express car stayed all over Dixon for the final five laps but couldn't get around him.

Kia leads J.D. Power's Vehicle Dependability Study for 2022

For the first year ever, Kia leads J.D. Power's annual Vehicle Dependability Study with a score of 145 problems per 100 vehicles. Buick (147) and Hyundai (148) round out the top three. The highest premium brand on the list is Genesis, with a score of 148. It's common for so-called "mass market" brands to lead this particular study, according to J.D. Power, as "premium" brands "typically incorporate more technology in their vehicles, which increases the likelihood for problems to occur" and aren't necessarily built to a higher standard that less-expensive brands. The highest-rated single nameplate is the Porsche 911. It's the third time out of the past four years and the second year in a row that Porsche's quintessential sports car has taken top honors. Porsche as a brand sits in seventh place (162) just behind Lexus (159) and ahead of Dodge (166). At the very bottom of the list is Land Rover with a dismal score of 284; the SUV specialist held the same unfortunate distinction on last year's list. Ram (266), Volvo (256), Alfa Romeo (245) and Acura (244) also performed poorly. The overall industry average score sits at 192 — mass market brands average a score of 190 while premium brands sit 14 points lower at 204. While Tesla is unofficially included in some of J.D. Power's results, the agency says the sample size it has access to for this study is too small to include. As has been the case for the past several years, infotainment systems dominate the list of problems reported by owners. Popular (or unpopular, depending on your point of view) complaints include built-in voice recognition (8.3 PP100), Android Auto/Apple CarPlay connectivity (5.4 PP100), built-in Bluetooth system (4.5 PP100), not enough power plugs/USB ports (4.2 PP100), navigation systems difficult to understand/use (3.7 PP100), touchscreen/display screen (3.6 PP100), and navigation system inaccurate/outdated map (3.6 PP100). While problems with the car's infotainment and technology packages are indeed bothersome, it's important to remember that such issues aren't usually leaving owners stranded with an immovable vehicle like a broken transmission or blown engine would. Culling infotainment complaints from the results would reduce the average problem-per-100-vehicle score by a staggering 51.9 points. The vehicles included in this study are from the 2019 model year. That means owners have had three years to get to know their cars and trucks. It's the 33rd year that J.D.

Stellantis announces ‘Circular Economy’ business to drive revenue, decarbonization

Stellantis has already announced its plans to reach net-zero carbon emissions by 2038. Today, the automaker has announced a new business unit to help it reach that goal while generating 2 billion euros per year in revenue by 2030. The “Circular Economy” business will help make revenue less dependent on finite, rare and ecologically problematic materials. The Circular Economy model features what Stellantis calls a “4R” strategy, comprising remanufacturing, repair, reuse and recycling. The goal is to make materials last as long as they can, reducing reliance on the acquisition of those precious new materials in the future by returning them to the business loop when theyÂ’ve reached the end of their first life. Through these processes, Stellantis says it can save up to 80% raw material and 50% energy compared to manufacturing a new part. Remanufacturing, or “reman” in Stellantis shorthand, means dismantling, cleaning and rebuilding parts to OEM spec. Nearly 12,000 remanufactured parts are available for customers to purchase. Some remanufacturing is done in-house, and some with partners and through joint ventures. Repair is pretty obvious — fixing parts to put back into vehicles. This also consists of reconditioning, to make a vehicle feel like new. Stellantis boasts 21 “e-repair” centers for repairing electric vehicle batteries.  Reuse refers to parts still in good condition from end-of-life vehicles sold as-is. Stellantis says it has 4.5 million multi-brand parts in inventory. These are sold in 155 countries through the B-Parts e-commerce platform. Reuse also refers second-life options, such as using batteries outside of automotive purposes. Recycling involves dismantling parts and scraps back into raw material form that is then looped back into the manufacturing process. Stellantis says it has collected 1 million parts for recycling in the past six months. Recycling doesnÂ’t get counted in that aforementioned 2 billion euros of revenue, but it does save the company money on acquisition of raw materials. As for batteries, specifically, Stellantis expects this recycling business to ramp up after 2030, when the packs currently in service begin to reach the end of their lifecycle. Stellantis will use its new “SUSTAINera” label to denote parts that are offered as part of its Circular Economy business.