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Ford EcoBoost smashes records at Daytona

Some mighty machines have lapped the banks of the Daytona International Speedway over the years: thunderous V8-powered stock cars, Le Mans-conquering Group C prototypes, open-wheel Champ Cars, knee-dragging superbikes... heck, the infield lake has even hosted powerboat racing. But this - this is the fastest car ever to lap the legendary raceway.
What you're looking at is the new Daytona Prototype being prepared by Riley Technologies for the new United SportsCar Championship. The car, released just last week, is powered by a new 3.5-liter turbocharged V6 from Ford's EcoBoost family, and just obliterated the top speed at the track with a blistering 222.971 miles per hour through the traps.
That's enough to annihilate the previous record that was set, also under Ford power, by Bill Elliott while placing his Thunderbird on pole for the 1987 Daytona 500 that he would go on to win. His 210.364 mph record had stood for 26 years until now.

Weekly Recap: Chevy and Alfa plot comeback strategies

Chevrolet and Alfa Romeo were two of the 20th Century's most iconic automotive brands. Chevy embodied America's post-war power and confidence. Alfa was the definition of the stylish Italian sports car. They reached halcyon heights in the 1950s and '60s, before declining precipitously amid new competition, changing consumer tastes, and uneven corporate management. Both say 2015 is the start of something better, and this week Chevy and Alfa laid out ambitious plans and showcased new cars that they hope will make them more relevant this year, and in the coming years. Each brand sits at its own crossroads, and their paths forward are as different as the Chevy Cruze and the Alfa Romeo Giulia. Chevy is still a sales beast, as evidenced by its volume of 4.8 million vehicles sold around the world last year. Chevy executives are fond of saying one of their cars is sold every seven seconds, which illustrates the strength and reach of a car brand that is the fourth largest in the world. "Make no mistake about it, we are a brand for the people," said General Motors North America president Alan Batey. But he wants consumers to want to buy a Chevy for its design and technology, not simply because it's affordable. That starts with all Chevys now featuring a distinctive a family look, with sporty cues from the Corvette or strong lines that riff on the Silverado pickup. "We want people to fall in lust with our cars," said Mike Pevovar, executive design director for Chevy passenger cars. "That initial emotional attraction has to be right on the exterior, and that's where form comes into play." Chevy is also loading up its cars, like the freshly unveiled 2016 Chevy Cruze, with technology to appeal to a younger crowd that prizes connectivity. The Cruze will offer Apple CarPlay and Android Auto with its MyLink infotainment system, and OnStar with 4G LTE and wifi. Seeking out younger buyers is also sound business practice: Millennials now outnumber Baby Boomers as the largest single age group in the United States. Younger buyers also can improve a brand's image, which is another area where Chevy would like to improve. Chevy ranks 82nd on Interbrand's Best Global Brand's list, behind 11 other automakers. Apple is No. 1. "We need our own variation of the Genius Bar," Batey said. 2016 Alfa Romeo Giulia View 3 Photos Meanwhile, Alfa is in different shape.

Malcolm Gladwell reflects on engineering, recalls, and compromise

Journalist Malcolm Gladwell has made a career taking on big, complicated topics and humanizing them to make the unwieldy understandable. He has already done this in bestsellers like The Tipping Point and Outliers, and now he has brought the same approach to automotive recalls in a long piece for The New Yorker. The article titled The Engineer's Lament is framed around an interview with the former head of Ford's recall office about the famous Ford Pinto campaign where the position of the compact's fuel tank could cause it to explode in rear-end collisions. Plus, there are detours into Toyota's unintended acceleration cases and the General Motors ignition switch problem. While all the history is illuminating, the heart of the story comes from an examination at the thought process of engineers, and how their thinking differs from other professions. Gladwell comes off as sympathetic to auto engineers in this piece. While he admits that they often approach problems in a sterile way, the writer doesn't try point that out as a failing. It's merely a fact to be understood. The story itself is quite lengthy, but well worth a read if you have the time for an insiders view into how these recalls are assessed on the inside.