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Lexus tops JD Power Vehicle Dependability Study again, Buick bests Toyota

It shouldn't surprise anyone, but Lexus has once again taken the top spot in JD Power's Vehicle Dependability Study. That'd be the Japanese luxury brand's fourth straight year at the top of table. The big news, though, is the rise of Buick. General Motor's near-premium brand beat out Toyota to take second place, with 110 problems per 100 vehicles compared to Toyota's 111 problems. Lexus owners only reported 89 problems per 100 vehicles. Besides Buick's three-position jump, Scion enjoyed a major improvement, jumping 13 positions from 2014. Ram and Mitsubishi made big gains, as well, moving up 11 and 10 positions, respectively. In terms of individual segments, GM and Toyota both excelled, taking home seven segment awards each. The study wasn't good news for all involved, though. A number of popular automakers finished below the industry average of 147 problems per 100 vehicles, including Subaru, (157PP100), Volkswagen (165PP100), Ford/Hyundai (188PP100 each) and Mini (193PP100). The biggest losers (by a tremendous margin, we might add) were Land Rover and Fiat, recording 258 and 273 problems per 100 vehicles. The next closest brand was Jeep, with 197PP100. While the Vehicle Dependability Study uses the same measurement system as the Initial Quality Survey, the two metrics analyze very different things. The VDS looks at problems experienced by original owners of model year 2012 vehicles over the past 12 months, while the oft-quoted IQS focuses on problems in the first 90 days of new-vehicle ownership. Like the IQS, though, the VDS has a rather broad definition of what a problem is. Because of that, a low score from JD Power is no guarantee of extreme unreliability, so much as just poor design. In this most recent study, the two most reported problems focused on Bluetooth connectivity and the voice-command systems. The former leaves plenty of room for user error due to poor design (particularly true of the Bluetooth systems on the low-scoring Fords, Volkswagens and Subarus), while the second is something JD Power has already confirmed as being universally terrible. That makes means that while these studies are important, they shouldn't be taken as gospel when it comes to automotive reliability. News Source: JD PowerImage Credit: Copyright 2015 Jeremy Korzeniewski / AOL Buick Fiat Ford GM Hyundai Jeep Land Rover Lexus MINI Mitsubishi RAM Scion Subaru Toyota Volkswagen Auto Repair Ownership study

Junkyard Gem: 1998 Mitsubishi Eclipse with Lambo Doors

Front-wheel-drive sporty cars with wild body kits and eye-searing graphics became increasingly popular in North America during the 1990s, but it took the enormous mainstream success of the first Fast and Furious movie in 2001 to place bewinged sport compacts with giant tailpipes in every town from Nome to Naples. No doubt due to the narrative-enhancing role of the cop-purchased 2005 Mitsubishi Eclipse and its Robo Car Aero Armor body kit in The Fast and the Furious, the second-generation Eclipse (and its Eagle twin, the Talon) built by Diamond Star Motors in Illinois became the car to have by the middle 2000s… and the only way to improve on a full complement of flares, scoops, and wings was the conversion of the doors to use scissors-style aka Lambo hinge mechanisms. You'd think a car so equipped would be sufficiently desirable to stay on the happy side of the boneyard fence (Those are the doors of a billionaire, after all. -Ed), but such was not the case with this '98 in the Denver area. As we all know, there's no point in going to the expense and trouble of installing Lambo doors in your Eclipse if you haven't got a wing big enough to keep a Mitsubishi F-2 fighter plane aloft. Check! I find these graphics a bit too subdued, but then I'd have chosen a Mitsubishi Debonair AMG for customization in the first place. The body kit looks plenty mean, but hard times appear to have befallen this car quite a few years back. A bit over 150,000 miles show on the odometer, which is non-shabby for a DSM product. The engine is the Chrysler-sourced 2.0 DOHC unit originally designed for use in the Neon, rated at 140 horsepower. A 210-horse turbocharged Mitsubishi 2.0 could be had in the 1998 Eclipse/Talon, but the real gone cats added 14,000 horsepower worth of NOSSS. Someone loved this car enough to put plenty of sweat and dollars into it, and I felt saddened to see it come to such a fate. If it had had an automatic transmission, at least I could have consoled myself that it was built entirely for show. Nope, five-speed manual. The aftermarket wheels look rough, but they may have been sold anyway. This car has been crushed by now, but perhaps the Lambo door hardware got sliced out before then. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. So fast, it destroys wholesome farmhouses. The final model year for this generation of Eclipse was 1999.

Nissan posts $6.2 billion annual loss and unveils plan to cut costs

TOKYO — Nissan outlined a new plan on Thursday to become a smaller, more cost-efficient carmaker after the coronavirus pandemic exacerbated a slide in profitability that culminated in its first annual loss in 11 years. Under a new four-year plan, the Japanese manufacturer will slash its production capacity and model range by about a fifth to help cut 300 billion yen from fixed costs. It will shut plants in Spain and Indonesia, leave the South Korean market and pull its Datsun brand from Russia as part of a strategy unveiled on Wednesday to share production globally with its partners Renault and Mitsubishi. "I will make every effort to return Nissan to a growth path," Nissan Chief Executive Makoto Uchida said, adding that the company had learned from its past mistakes of chasing global market share at all costs. "We must admit failures and take corrective actions," he said, adding that starting with top-level managers, the company had to break its inward-looking culture which in the past has stymied efforts to deepen cooperation with France's Renault. Uchida said improving the company's cash flow was its biggest challenge. He reiterated that Nissan's cash liquidity was good even though it had negative free cash flow of 641 billion yen in the year ended in March. Nissan declined to give any forecasts for its current financial year which started in April due to the uncertainty created by the coronavirus pandemic. It also declined to give details on how many jobs it was cutting. In what is Nissan's second recovery plan in less than a year, Uchida pledged a return to profitability with a core operating profit margin above 5% and a sustainable global market share of 6%. Nissan posted an annual operating loss of 40.5 billion yen for the year to March 31, its worst performance since 2008/09. Its operating profit margin was -0.4%. The automaker said on Thursday that it sold 4.9 million vehicles last year, up from an earlier estimate of 4.8 million. That was still the second decline in a row and a fall of 11% from the previous period but meant Nissan clung on to its position as Japan's second biggest carmaker, just ahead of Honda and a long way behind Toyota. Pandemic pressure Even before the spread of the novel coronavirus, Nissan's slumping profits had forced it to row back on an aggressive expansion plan pursued by ousted leader Carlos Ghosn. The pandemic has only piled on the urgency to downsize.