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1979 Dodge Li'l Red Express in Generation Gap showdown with 1933 Ford Pickup

Auto enthusiasts love a good debate, whether it's Mustang versus Camaro or Ferrari against Lamborghini. But how about a battle between two very different vintages of classic pickup trucks? In this case, the fight is between a 1979 Dodge Li'l Red Express and a 1933 Ford Model 46 truck with a flathead V8.
The shootout comes courtesy of the internet series Generation Gap, and its concept is super-simple. One guy prefers classics, and the other likes newer rides. They choose a category, pick two vehicles and put them head to head. In this case, neither is exactly modern, though. The Ford is more than old enough to receive Social Security checks, and the Dodge is hardly a young whippersnapper.
Other than both being pickups, these two models were made to serve very different functions. The Li'l Red Express was basically the progenitor of today's muscle trucks, with a big V8 that made it one of the quickest new models in its day (admittedly, 1979 was a rough time for automotive performance). On the other hand, the '33 Ford was just meant to work, with little pretense for anything else. One of the hosts describes it as "the simplest, most difficult" vehicle he's driven because of the tricky double clutchwork necessary to shift gears. Scroll down to watch the video and try to decide which of these two American classics you would rather have in your garage.

NHTSA advances investigation of Ford Crown Victoria headlights

The National Highway Traffic Safety Administration is opening a preliminary evaluation into reports of suddenly failing headlights on 517,945 examples of the 2003-2005 Ford Crown Victoria and Mercury Grand Marquis. The government started looking into this problem in April when the North Carolina Consumers Council filed a defect petition with the agency. Now, the inquiry has moved to the next step. According to NHTSA's documentation (as a PDF), it examined its own database and worked with Ford to come up with a total of 3,609 complaints of the front lighting control module suddenly failing. When this happens, drivers lose the low-beam headlights, but the high-beams can be used by holding the stalk. Sometimes turning the switch off and on fixes the issue. Additionally, there are 15 allegations of crashes, and one reported shoulder injury. NHTSA's preliminary evaluations "evaluate the scope, frequency, and consequence of the alleged defect" and don't necessarily lead to a recall. NHTSA looked into this problem once before in 2008 and 2009 and decided that a recall wasn't necessary. Ford also extended the warranty on the front lighting control module for these vehicles. INVESTIGATION Subject : Loss of headlights Date Investigation Opened: AUG 10, 2015 Date Investigation Closed: Open NHTSA Action Number: PE15028 Component(s): EXTERIOR LIGHTING All Products Associated with this Investigation Vehicle Make Model Model Year(s) FORD CROWN VICTORIA 2003-2005 MERCURY GRAND MARQUIS 2003-2005 Details Manufacturer: Ford Motor Company SUMMARY: After receiving a defect petition (DP15002) concerning the loss of headlights and other exterior lighting in model year (MY) 2003-2005 Ford Crown Victoria and Mercury Grand Marquis vehicles, the Office of Defects Investigation (ODI) analyzed Vehicle Owner Questionnaire (VOQ) complaints received from consumers and identified a total of 605 reports (for all submission dates) alleging headlight failure. The complaints indicate failures of both low beam headlights typically while driving, a defect condition that was evaluated under a prior ODI investigation (PE08066). Most consumer VOQs indicate that the headlights failed suddenly and without warning leaving the driver with no forward lighting, however some report the headlights flickered or dimmed prior to turning off. In some cases drivers were able to turn the headlights back on after a period of time while others reported the headlights would not come back on at all.

Suppliers love Toyota and Honda: Why that matters to you

You might think that a survey of automotive suppliers and their relationship with OEMs is the automotive equivalent of nerd prom. In some ways that's what the North American Automotive OEM-Supplier Working Relations Index (WRI) is. The study, the 17th annual conducted by Planning Perspectives Inc., is based on input from 652 salespeople from 108 Tier One suppliers, or, PPI points out, 40 of the top 50 automotive suppliers in North America. Suppliers to General Motors, Ford, FCA, Toyota, Honda, and Nissan. But the results have consequences in terms of tens of millions of dollars for OEMs - and in the quality, technology, and cost of the next vehicle you buy. There are a couple of ways to look at the results of the WRI. One is, "So what else is new?" And the other is, "Damn! How did that happen?" The study looks at five relationship areas — OEM Supplier Relationship; OEM Communication; OEM Help; OEM Hindrance; Supplier Profit Opportunity — within six purchasing areas — Body-in-White; Chassis; Electrical/Electronics; Exterior; Interior; Powertrain. In the overall rankings, Toyota is on top for the 15 th time in 17 years, with a score of 328. Honda, the only company to best Toyota (in 2009 and 2010), comes in second, at 319. Those two companies, explains John Henke, president of PPI, have collaborative working arrangements with colleagues and suppliers alike built into the very fabric of their cultures. This, however, is not a situation where one can readily conclude it is about "Japanese companies," because the third company with headquarters on the island of Honshu, Nissan, came in dead last. This is the "How did that happen?" portion. The Nissan score of 203 puts it 125 points behind Toyota. There hasn't been a number that low since the then-Chrysler Corp. scored 187 in 2010, when the company was clawing its way out of the recession. Clearly, the suppliers don't feel particularly engaged by the buyers at Nissan. Henke explains that whether a company does well or not on the WRI is rather simple. All people do things based on what they're measured on. "If you're measured on taking 10% out of your annual buy, you immediately know how to do it. But if you're also measured on improving relations, suddenly there is a new dynamic as to what you can do to achieve both.