2003 Honda S2000 Ap1 22k Miles Silver on 2040-cars

Auto blog

Honda: Somebody To Love (Ridgeline)

If you want to search for symbolism in this Honda Ridgeline ad that aired during Super Bowl 50, there's plenty to be had. It looks like a simple, funny demonstration of the compact truck's cargo bed audio system. Sheep, hearing the speakers from the back of bed, pick up the earworm of Queen's Somebody to Love and start singing on their own. But the sheep imagery could also be seen as an indictment of the me-too half-ton truck crowd. The Ridgeline, returning for the second generation after a brief hiatus, is sort of an anti-truck with unibody construction, a dual-hinged tailgate, and a trunk inside the bed. Normal pickup folk see the Ridgeline as not enough truck. Honda fans see those types as sheeple. Or maybe it's just a fun ad with a catchy song and some talking animals. Marketing/Advertising Honda Super Bowl Commercials 2016 super bowl ad

Honda recalling 204k CR-V, Odyssey, Acura RDX models over rollaway risk

Honda has announced a recall over a possible rollaway risk that affects 204,169 crossover and minivan models. The specific vehicles in question are the 2012-13 Honda CR-V and Odyssey, as well as the 2013 Acura RDX.
According to the National Highway Traffic Safety Administration, "the brake-shift interlock blocking mechanism may become slow and allow the gear selector to be moved from the Park position without pressing the brake pedal." In other words, these vehicles could unintentionally roll away.
NHTSA states that this scenario may only happen during sub-freezing temperatures, but notes that this means the vehicles fail to conform with Federal Motor Vehicle Safety Standard 114: Theft Protection and Rollaway Prevention. Honda will notify owners of the problem, and dealerships will install an updated interlocking mechanism free of charge.

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.