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Junkyard Gem: 1964 Plymouth Valiant V-200 Wagon

When Chrysler introduced the Valiant for the 1960 model year, the automotive world had no idea that this new compact would become one of the most successful products in the company's history. Valiants and its A-Body siblings were built and sold by the millions around the world, with production continuing into the early 1980s (in Australia and South America). The sales pinnacle for the Valiant in the U.S. was 1964, and today's Junkyard Gem is one of those cars: an upscale V-200 station wagon, found in a Denver-area wrecking yard a few weeks back. The Valiant began life as its own marque, became a Plymouth for 1961, left Plymouth for 1962, then returned as a Plymouth model until American Valiant production ceased in 1976, and the Volare took its place. You'll barely see any mention of the Plymouth brand in the 1964 Valiant brochure, and Plymouth badging on the '64s was minimal. You could get the 1964 Valiant wagon as the base V-100, starting at $2,273, or as the nicer V-200 with its $2,388 price tag (that's about $21,150 and $22,220 in 2022 dollars). Valiant coupes and convertibles could be had with the even swankier (by cheap small-car standards) Signet trim level. As Ford showed us in the middle 2000s, numbers are just classier if you spell them out on emblems. In the middle 1960s, substituting an automatic for the base three-on-the-tree column-shift manual transmission jacked up the price of an affordable car by an eye-watering amount. The Torqueflite three-speed automatic and its slick-looking push-button shifter cost 172 bucks extra (around $1,600 today), which made the car more than 7% costlier. A four-on-the-floor manual was available for the first time in a new Valiant that year, but it cost $180. Also new for the 1964 Valiant was a V8 option (a 273-cubic-incher rated at 180 horsepower), but this car has the good old Slant-6. If it's the engine that came with the car when it rolled off the assembly line, it's a 101-horse example with 170 cubic inches… but these cars are notorious for getting engine swaps early and often and I didn't check the block casting numbers. The cassette deck tells us that it was being driven as recently as the late 1980s through middle 1990s. There's some rust in the usual spots, about what this car would have acquired by 1967 if it had stayed in Michigan. This car could have been restored, though the expense for rust repair and interior refurbishment wouldn't have been a good investment from a financial standpoint.

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.

Stellantis wants to trim 3,500 hourly U.S. jobs, UAW says

WASHINGTON — Chrysler-parent Stellantis NV wants to cut approximately 3,500 hourly U.S. jobs and is offering voluntary exit packages, according to a United Auto Workers union letter made public Tuesday. The automaker is looking to reduce its hourly workforce offering incentive packages that include $50,000 payments for workers hired before 2007, UAW Local 1264 said in a letter dated Monday posted on its Facebook page. Stellantis spokeswoman Jodi Tinson declined to comment. A person briefed on the matter said the figure might be lower than the figure cited in the UAW letter. In late February, Stellantis indefinitely halted operations at an assembly plant in Illinois, citing rising costs of electric vehicle production. The action impacted about 1,350 workers at the Belvidere, Illinois, plant that built the Jeep Cherokee SUV and resulted in indefinite layoffs. The automaker has warned it may not resume operations as it considers other options. The UAW letter said openings created by workers leaving would be filled by workers on indefinite layoff. Stellantis said in February that about 40,000 U.S. hourly workers were eligible for profit sharing. Last week, UAW President Shawn Fain said Stellantis' decision to idle the Illinois plant was "a flat-out violation" of the union's contract with the UAW and is unacceptable. The UAW will enter talks with the Detroit Three before labor contracts expire in mid-September. Earlier this month, General Motors said about 5,000 salaried workers accepted buyouts to leave the automaker. GM CEO Mary Barra said February job cuts of a few hundred jobs and the 5,000 buyouts "provided approximately $1 billion towards" a $2 billion cost cutting target. Ford Motor Co recently announced significant job cuts in Spain, Germany and other parts of Europe and in August said it would cut a total of 3,000 salaried and contract jobs, mostly in North America and India. Hirings/Firings/Layoffs UAW/Unions Chrysler Dodge Fiat Jeep Maserati RAM Stellantis