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Junkyard Gem: 1983 Mitsubishi 4WD SPX Truck

Mitsubishi began building the Forte small pickup in 1978, and Chrysler quickly started selling the Forte in North America with Dodge D-50/Dodge Ram 50/Plymouth Arrow Truck badging. Mitsubishi-badged vehicles first showed up on our shores as 1983 models, with four models available: the Cordia liftback coupe, the Tredia sedan, the Starion sports car and the Truck. Today's Junkyard Gem is one of the very first of those Mitsubishis to be sold in the United States, found in a Denver self-service car graveyard recently. This series is all about gems of automotive history, and we've got a really rare bit of Mitsubishi Motors history here with this August 1982 build date. I've documented six discarded (Mitsubishi-badged) Mitsubishis from the 1983 model year prior to now, and none had build dates earlier than January of 1983. This pickup may have been on the first shipload of new Mitsubishis to arrive at San Pedro (while the town's most legendary band was just becoming known outside of Southern California). Even my discovery of one of the very first Camrys sold in North America (in the same junkyard a few years back) isn't as cool as this. The commonly used name for all of the first-generation (1983-1986) Mitsubishi pickups is "Mighty Max," but a look through contemporary price guides (of which I have an extensive library) and Mitsubishi Motors USA's own marketing materials shows that the official name for this truck was "Truck," available in Mighty Max, Turbo Diesel and SPX sub-designations. Other Japanese manufacturers also sold vehicles named Trucks and Vans here, with the Toyota Truck (aka Hilux everywhere else in the world) being the best-known. Later on, Mitsubishi fully embraced the Mighty Max trim level as the model name for all the Forte/Triton-based pickups it sold here. For the 1983 model, the Mighty Max was the cheapest Mitsubishi Truck, sold only with 2.0-liter engine, rear-wheel-drive and four-on-the-floor manual transmission. This is a 4WD SPX with automatic transmission, the most expensive Mitsubishi Truck available in 1983. It has the 2.6-liter Astron SOHC four-cylinder engine, rated at 108 horsepower and 142 pound-feet. The Astron went into a wide variety of U.S.-market vehicles over the years, including Chrysler K-Cars and Dodge Challengers. Such luxury! The Dodge-badged version of this truck, the Ram 50, remained available all the way through the second generation of Forte and the 1994 model year.

Mitsubishi NA gets new president and CEO

Last week, we told you that Mitsubishi will be getting a new global president, with Osamu Masuko stepping aside in favor of Tesuro Aikawa. The executive changes at the Japanese automaker are hitting closer to home, now, with official word that Mitsubishi Motors North America is getting a new president and CEO, as well. Effective March 1, Ryujiro Kobashi will take over for Yoichi Yokozawa, 49, who has been in charge since April of 2011. Yokozawa is headed back to Japan, where he will assume a spot in the company's corporate planning offices.
Kobashi, 53, has been with Mitsubishi since 1983 when he was fresh out of college. Previous to taking the top job in North America, he was installed as corporate general manager of the NA office at Mitsubishi's headquarters in Japan, where he coordinated regional operations for the US, Canada and Mexico. Before that, he held posts in planning, marketing, advertising and public relations for the company.
Kobashi takes over the company's North American operations at a pivotal time, when the region is finally showing signs of life after a prolonged period of stagnation. As Automotive News notes, Mitsubishi only sold 62,227 vehicles in the US in 2013, but that figure still represents an eight-percent increase. Its crossovers, the new-for-2014 Outlander and the two-year-old Outlander Sport have been selling relatively well, and the affordable Mirage subcompact is a new arrival at dealers.

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.