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2014 Pikes Peak Hill Climb: Final Practice Day 4 and pre-race notes

The running order has been established for the 92nd running of the Pikes Peak International Hill Climb for all classes and everyone's had all the practice they're going to get. On Sunday, June 29, the 14,110-foot-high mountain will ask each of them, "Who wants some?" Unlike previous years, while the bikes will run according to class, the cars will run according to their qualifying times set on the bottom section of the course, regardless of division, the fastest guys going first.
That puts Romain Dumas at the head of the 67 car entries, having set a time of 3:37.525 in his Norma M20 RD in the Unlimited Class, but the next Unlimited entry doesn't appear until sixth, Piero Nappi in his Picchio P4 pp with a time of 4:03.357. In between them, the two Mitsubishi MiEV Evolution IIIs start second and third in the Electric Modified class, that first one driven by Greg Tracy 11 seconds behind Dumas. Then comes Monster Tajima is his E-Runner Pikes Peak Special, then Paul Dallenbach leading the Open Wheel class, four positions ahead of the next Open Wheel competitor.
Leaders in the other classes: Michael Skeen driving a Nissan GT-R in the Open class in seventh, 12 positions ahead of the next class entrant; Jeff Zwart in eighth, driving a Porsche 911, will be the first in Time Attack 1, his competition starting right behind him; Robert Prillka in 21st is the first Time Attack 2 entry in a Porsche 911 GT3 Cup, three positions ahead of the next entry; in 23rd is Christopher Lennon in his 1973 Porsche 911 in the Vintage class, the next Vintage entry in 37th; the first Exhibition entrant is Donald Huffman in a Radical RXC in 50th, four positions ahead of the next in-class competition; and representing for Electric Production is Roy Richards in a Honda Fit EV.

Mitsubishi fuel economy scandal will result in $1.39 billion loss

The fuel economy scandal revealed a couple months ago will cost Mitsubishi Motors a pretty penny. According to The New York Times, the Japanese automaker predicted the fiscal year 2016 will result in a loss of 145 billion yen, or $1.39 billion. We won't know for sure until March rolls around. The prediction is even more striking when compared to Mitsubishi's performance during the last few years. It will be Mitsubishi's first reported loss in eight years. In 2014, Mitsubishi reported a global profit of $1.2 billion, which doubled the profits of the previous year, and in the spring of 2015 the US arm of the manufacturer reported its first profits in seven years – $4.18 million. For a little while there, it seemed like things were looking really good for Mitsubishi, but past flaws caught up with it. Some of the models built have had their fuel economy readings rounded by as much as 15 percent, due to the way running resistance is calculated in laboratory conditions. Nissan swept in to buy one third of Mitsubishi, and under the Renault-Nissan alliance it is likely Mitsubishi will be put on a crash course to clear its name and start turning a profit again. But the bad publicity caused by the scandal will probably mean it'll be far in the future. Related Video:

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.