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NuTonomy shows that people quickly relax in autonomous cars

For six weeks, nuTonomy has had a fleet of self-driving taxis on the streets of Singapore, and it seems the experiment is already yielding useful information based on rider surveys. CEO Dr. Karl Iagnemma revealed at UPSHIFT 2016 that despite most first-time riders initially being nervous about stepping into a self-driving vehicle, the anxiety quickly fades. In fact, after a minute or two in the car, riders will relax into near boredom. Customers who ride along in either a fully autonomous Renault Zoe or a Mitsuibshi i-MiEV have been providing valuable feedback to engineers pre- and post-ride. The research and data obtained from their self-driving taxi service and the riders who use it is already being integrated into their future, Level 4 autonomous products. The Cambridge, MA, based company has also found that riders are attributing human-like characteristics to the vehicles. It seems that riders prefer when the machines don't behave like machines but more like people. NuTonomoy is tailoring their future vehicles to be less trolly-like. Iagnemma revealed that the company is in talks with other global cities to bring their autonomous products to the roads. Related Video: Image Credit: Adam Whittaker Green Mitsubishi Renault Autonomous Vehicles Electric renault zoe nutonomy

Junkyard Gem: 1987 Dodge Ram 50

Chrysler began selling Dodge-badged Mitsubishis way back in the 1971 model year, when the Mitsubishi Colt Galant became known here as the Dodge Colt. Later in the decade, a Plymouth Arrow-badged version of the Mitsubishi Triton small pickup appeared here, along with a Dodge version known as the D-50 and — a few years later — the Ram 50. Once Mitsubishi began selling the same trucks here as Mighty Maxes, starting in the 1983 model year, the Ram 50 didn't seem quite so specialÂ… and then the Dakota made its debut for the 1987 model year. Still, when the Triton went to its second generation that same year, Chrysler continued selling it as the Ram 50. Here's one of those second-generation trucks, found in a Denver-area self-service yard last month. At this point, GM had long since stopped selling Isuzu Fasters with Chevrolet LUV emblems, as had Ford with the Courier-badged Mazda Proceed (after developing the all-American S-10 and Ranger, respectively). The decision-makers at Chrysler, however, calculated that the Ram 50 could grab some sales from Dodge truck shoppers who felt that the Dakota was too big for their needs; as a result, the Ram 50 stayed on sale here through 1994. The last Mighty Maxes rolled out of American Mitsubishi showrooms in 1996. The 6G72 V6 engine became available in four-wheel-drive Ram 50s a few years after this truck was built, but in 1987 all Ram 50s came with either the 2.0-liter 4G63 Sirius or 2.6-liter Astron four-banger. This truck has the base Sirius, rated at 92 horsepower. Remember when new trucks came with double-digit horsepower ratings? Most American-market small pickups still had manual transmissions during the middle 1980s, though that would change in a hurry with the dawn of the 1990s and the drop in slushbox prices. This one has the base five-speed. Just barely 100,000 miles on the clock, very unusual for a junkyard pickup of this age (especially one with a thick coat of brush-applied white house paint on the tailgate). Maybe the speedometer cable broke 25 years ago. You don't see many rear-wheel-drive pickups with roll bars. You'll find one in every car. You'll see. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. Dodge Ram 50 Commercial 1987 Those other Japanese imports hallucinated the Ram 50 in alarming ways. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings.

Renault, Nissan officially reboot their auto alliance for post-Ghosn era

Nissan CEO Makoto Uchida looks on as Renault CEO Luca De Meo and Mitsubishi CEO Takao Kato shake hands during a news conference to unveil new agreement between Nissan and Renault on Monday in London.   LONDON — Automakers Renault and Nissan on Monday formalized their reboot of a relationship that had grown rocky, culminating in the spectacular fall of top executive Carlos Ghosn, who had led successful turnarounds at both companies before his arrest and daring escape. The boards of both companies approved equalizing the stake each automaker holds in the other to 15%, bringing a better balance in the French-Japanese alliance, which also includes smaller Japanese carmaker Mitsubishi Motors Corp. The uneven shareholdings had been viewed at times as a source of conflict. Until now, Renault Group of France owned 43.4% of Nissan Motor Co., while the Japanese automaker owned 15% of Renault. “We have been waiting a long time for this moment,” Renault board Chairman Jean Dominique Senard said at a news conference in London, calling it a “new era." Nissan intends to invest up to 15% in Ampere, RenaultÂ’s electric vehicle and software entity in Europe that Mitsubishi also will consider investing in. The automakers said they will collaborate in markets worldwide, including Latin America, Europe and India. The moves come at a time when the extremely competitive auto industry is undergoing a major shift toward electric vehicles and other environmentally friendly models. The long speculated changes to the carmaker alliance were announced a week ago. Shares equivalent to a 28.4% stake will be transferred to a French trust, according to the companies. Renault, whose top shareholder is the French government, and Nissan agreed on an orderly sale of that stake, although there will be no deadline. Nissan Chief Executive Makoto Uchida vowed to take the alliance to “the next level of transformation” to adapt to a new era. “This is not a choice but a need,” he said. In theory, partnerships are a good way for automakers to cut costs by sharing parts, production and technology, especially when the industry is going through such dramatic change with EVs. That also means that, once formed, ending an alliance can be difficult because the companiesÂ’ development, manufacturing and products get so closely tied together. Still, partnerships can stumble because of the different corporate cultures of the automakers, especially when it involves a meeting of the West and East.