2006 Mitsubishi Lancer Es Sedan 4-door 2.0l on 2040-cars

Auto blog

Mitsubishi Lancer Evo X Final Edition gets official for Japan only

It'll be the end of an era when Mitsubishi discontinues the Lancer Evolution, putting to rest a dynasty that challenged the Subauru WRX STI for decades. But before it does, the Diamond-Star automaker is sending off its most celebrated model with the Final Edition you see here. Unfortunately, it's nowhere near as cool as the concept. While the showcar pumped the output from its 2.0-liter turbo four to 473 horsepower thanks to a remapped ECU and a fresh HKS turbocharger, the production version is sticking with the stock 296 hp. It's otherwise based on the GSR model, so it's got a five-speed gearbox, but packs a long list of top-shelf equipment: BBS alloys, Bilstein shocks, Eibach springs, Brembo brakes, Recaro seats... the works. Mitsubishi will only offer 1,000 examples of the Evo X Final Edition in Japan, where buyers will be able to choose between five exterior colors and a contrasting roof in black or white. We don't know at this point whether a similar special will be offered Stateside, but if it is, we hope it'll pack at least some of the concept's power upgrades (we can dream, right?).

Junkyard Gem: 1991 Dodge Stealth R/T

Chrysler's relationship with Mitsubishi goes back to the early 1970s, when the first Mitsubishi Colt Galants arrived from Japan with Dodge Colt badging. Plenty of Mitsubishi-built Arrows and Ram 50s and Challengers followed, and the joint Chrysler-Mitsubishi plant in Illinois began building cars in 1988. By the 1990s, you could find Mitsubishi DNA throughout the American Chrysler family, and the Mitsubishi GTO was brought over to become the Dodge Stealth starting in 1991. Here's one of those first-year Stealths, now residing in a Colorado self-service boneyard. Four grades of Stealth were available here in 1991, with the R/T Turbo AWD at the very pinnacle. This car, a regular R/T, is one step down from that model but still a pretty quick machine for its time. MSRP was $25,155, or about $55,370 in 2022 dollars. The R/T got this naturally-aspirated DOHC 6G72 engine, displacing 3.0 liters and making 222 horsepower. If you got the turbocharged version in the R/T Turbo AWD (or the Mitsubishi 3000GT VR-4), power went up to 300 horses. The 3000GT (as the GTO was known here) was mechanically identical to this car but had slightly different styling. The GTO/3000GT/Stealth replaced the Mitsubishi Starion and its Chrysler/Dodge Conquest siblings, which were sold here from the 1983 through 1989 model years. The Starion was a rear-wheel-drive machine that competed for sales against the Toyota Supra and Nissan Z, while the Mitsubishi GTO was available with either front- or all-wheel-drive. As illustrated by this photo of the rear suspension, this car is a front-wheel-drive version. Americans loved automatic transmissions 30 years ago, nearly as much as we love them today, but this car has a proper five-on-the-floor manual. If you wanted the optional four-speed automatic, it cost 813 bucks ($1,790 today). The Stealth R/T AWD had a mandatory five-speed manual transmission. This car has been hit hard by junkyard shoppers and the ravages of time, but it was fairly luxurious when new. Air conditioning was standard equipment on the R/T, though not on the lesser Stealths. This car came close to 150,000 total miles, but fell a bit short of that milestone. The final year for the Dodge Stealth was 1996, though the Mitsubishi 3000GT remained available here through 1999. The Mitsubishi GTO held on through 2000 in its homeland. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. Outhandles the Lotus Esprit!

Ghosn's legacy: one of the auto industry's most effective execs

"Bob Lutz ... estimated that carrying out the Nissan operation would be the equivalent, for Renault, of putting $5 billion in a container ship and sinking it in the middle of the ocean." So wrote Carlos Ghosn in "SHIFT: Inside Nissan's Historic Revival," which was published in the U.S. in late 2004. Two points about that observation: It is in keeping with Lutz's "Often wrong but never in doubt." It shows that Ghosn is a remarkable executive, given that he was able to take Nissan from the edge of financial oblivion to one of the foremost automotive companies (although with alliance partners Renault and, more recently, Mitsubishi). In 1999, Ghosn created what was named the "Nissan Revival Plan." It could have just as well been called the "Nissan Resuscitation Plan." Things were that bad. Now Ghosn is in the midst of legal trouble, accused of financial improprieties of some sort. There is no indication that this is at anything near the scale of what happened at Volkswagen Group. There's malfeasance. And then there's malfeasance. It is likely that this is going to be the end of Ghosn's career, but at age 64, and as a man who has spent nearly the past quarter-century essentially on airplanes, it is probably a good time to leave the stage. What his next act will be — to court or even prison — is an open question. But arguably, Ghosn's performance in the transformation of Nissan and Renault, which also needed some strong medicine to keep it from collapse in the early '00s (although one suspects that the French government would have done its damnedest to keep it propped up), makes him one of the all-time most-notable executives in the auto industry. Ghosn closed plants in both France and Japan and he worked to dismantle the Nissan keiretsu network of interlocked companies, things that were absolutely unthinkable. He established plans with stretch goals in their titles, like the "20 Billion Franc Cost-Reduction Plan," and worked with his people to achieve them, despite the pushback that seemed to come along with the announcement of the plan. As in, as he recalled in SHIFT, "Some people said, 'He's off the deep end. He's raving mad. Doesn't he know that at Renault you set the most conservative goals possible so you can be certain to reach them?' My answer to that sort of thinking was 'You're going to get what you ask for. If you set the bar too low, you'll be a low-level performance.