2006 Endeavor Limited 2wd 4-door Suv 5-pass Ultra Red Pearl on 2040-cars

Auto blog

Even Ferrari swept up in latest Takata recall expansion

The scope of Takata's deadly airbag problems continues to widen. Eight manufacturers announced recalls Friday that affect more than 12 million vehicles, according to documents filed with federal regulators. The automakers include Honda, which is recalling 4.5 million units, Fiat Chrysler with 4.3 million, Toyota with 1.65 million, and Subaru, which is recalling almost 400,000. Some of these cars include the Saab 9-2x and Pontiac Vibe that Toyota and Subaru made for General Motors. Mazda will recall 730,000 vehicles and Nissan has 400,000 affected units. The smallest numbers were posted by Mitsubishi, with 38,000 Lancers manufactured from 2006 to 2007, and as a noteworthy high-end manufacturer, Ferrari is calling back 2,800 vehicles. These are all US-market cars. Beyond America, the Japanese Transport Ministry has announced seven million additional vehicles will be recalled, which means 19.6 million vehicles across the globe are affected by recalls announced. The defects have been traced to an insufficiently manufactured airbag inflator, which lacks a drying agent that would prevent the inflators from deteriorating over time. Thirteen deaths have been linked to the faulty airbags, which have become unstable and are prone to exploding and showering vehicle occupants with lethal amounts of metal shrapnel. A private equity firm, KKR & Co., has been named in a possible buyout of the struggling Takata. Related Video: News Source: ReutersImage Credit: Shutterstock Government/Legal Recalls Ferrari Honda Mazda Automakers Mitsubishi Nissan Pontiac Subaru Toyota Saab Safety

Junkyard Gem: 1987 Mitsubishi Mirage L Hatchback

  Chrysler Corporation began selling Mitsubishi Colt Galants with Dodge Colt badging in North America all the way back in the 1971 model year, with many more rebadged Mitsubishis to follow in later decades. Soon after Mitsubishi developed the new front-wheel-drive Mirage for the home market in 1978, this car received Dodge Colt and Plymouth Champ badging on these shores. Sales were brisk, despite internal competition from the Simca-derived Dodge Omni/Plymouth Horizon. Starting in the 1983 model year, Mitsubishi began selling vehicles under its own badging here; at first, Americans could buy the Starion, Tredia, Cordia, and Mighty Max. For the 1985 through 1987 model years, the second-generation Mirage rolled out of North American Mitsubishi showrooms, doing sales battle with its near-identical Colt twins at the Dodge and Plymouth dealers. Here's one of those cars, found in battered condition in a Denver self-service car graveyard. This car didn't get much beyond 150,000 miles during its career, but those miles must have been hard ones. More likely, it spent long periods (maybe decades) sitting outdoors after being parked for the last time. Presumably, the driver's side was facing south and bore the brunt of many years of mile-high solar radiation. While the 1985-1987 Dodge and Plymouth Colts sold in huge numbers here, this generation of Mirage didn't catch on nearly as well with car shoppers. I hadn't seen an early Mirage in a junkyard for many years when I found this one. The "Big Nose Guy" icons on the HVAC controls appeared in all Mitsubishi-built cars sold here during the 1980s. Mitsubishi was (and is) a consumer-electronics behemoth, and so the high-end factory AM/FM/cassette rig in this car bears the same nameplates as the car itself. I couldn't get the hood open, but this car was almost certainly powered by an ordinary 4G Orion engine. The transmission is the five-speed manual, which was easier to use than the dual-range Twin-Stick four-speed but not nearly as cool. Starting in the 1989 model year, the Mitsubishi Mirage had to compete with three different badge-engineered siblings for sales: the Dodge Colt, the Plymouth Colt, and the Eagle Summit. On top of that, the first-generation Hyundai Excel and its Mitsubishi Precis twin were close cousins to the Mirage. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. The 1980s really were the Golden Age of JDM Car Advertising.

Ghosn's legacy: one of the auto industry's most effective execs

"Bob Lutz ... estimated that carrying out the Nissan operation would be the equivalent, for Renault, of putting $5 billion in a container ship and sinking it in the middle of the ocean." So wrote Carlos Ghosn in "SHIFT: Inside Nissan's Historic Revival," which was published in the U.S. in late 2004. Two points about that observation: It is in keeping with Lutz's "Often wrong but never in doubt." It shows that Ghosn is a remarkable executive, given that he was able to take Nissan from the edge of financial oblivion to one of the foremost automotive companies (although with alliance partners Renault and, more recently, Mitsubishi). In 1999, Ghosn created what was named the "Nissan Revival Plan." It could have just as well been called the "Nissan Resuscitation Plan." Things were that bad. Now Ghosn is in the midst of legal trouble, accused of financial improprieties of some sort. There is no indication that this is at anything near the scale of what happened at Volkswagen Group. There's malfeasance. And then there's malfeasance. It is likely that this is going to be the end of Ghosn's career, but at age 64, and as a man who has spent nearly the past quarter-century essentially on airplanes, it is probably a good time to leave the stage. What his next act will be — to court or even prison — is an open question. But arguably, Ghosn's performance in the transformation of Nissan and Renault, which also needed some strong medicine to keep it from collapse in the early '00s (although one suspects that the French government would have done its damnedest to keep it propped up), makes him one of the all-time most-notable executives in the auto industry. Ghosn closed plants in both France and Japan and he worked to dismantle the Nissan keiretsu network of interlocked companies, things that were absolutely unthinkable. He established plans with stretch goals in their titles, like the "20 Billion Franc Cost-Reduction Plan," and worked with his people to achieve them, despite the pushback that seemed to come along with the announcement of the plan. As in, as he recalled in SHIFT, "Some people said, 'He's off the deep end. He's raving mad. Doesn't he know that at Renault you set the most conservative goals possible so you can be certain to reach them?' My answer to that sort of thinking was 'You're going to get what you ask for. If you set the bar too low, you'll be a low-level performance.