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Mitsubishi ending US production

Mitsubishi is closing the doors on its US production as part of a "strategic move," Japan's Nikkei news service reports. According to Automotive News, the company declined to comment on the factory, and instead said it had "no plans to stop selling" vehicles in the United States. That's not what we asked, folks. According to the Nikkei news, the company is in the process of finding a buyer for is Normal, IL factory, which it opened as part of a joint venture with Chrysler back in 1988. The facility currently employs 918 UAW workers, whose jobs Mitsubishi is attempting to save as part of its negotiations with labor reps. The Normal plant is the only Japanese production facility with UAW representation, Automotive News reports. Normal is responsible for production of the Outlander Sport, building nearly 70,000 examples last year. Production is continuing on, according to the vice president for the local UAW Local, Kyle Young. "We haven't heard anything," Young told AN in a phone interview. "We're supposed to have negotiations coming up" in August. It's not clear how much the Mitsubishi will be selling the Normal plant for, nor is it clear if any parties are interested in picking up the facility, which contributes around $120 million to the local economy each year.

Mitsubishi Geoseek Concepts sport new paint, not much else

While the company may be on life support here in the United States, Mitsubishi still sells cars in a great many markets across the globe. That includes Europe, which is probably why Mitsubishi trotted out a pair of concepts at the 2016 Geneva Motor Show. But as you'll see, calling them concepts is generous. Both vehicles are based on actual production models, the L200 pickup and the ASX (Europe's version of the Outlander Sport), and wear the Geoseek name. Both Geoseek cars are production models that have just been fitted with "tough-look added accessories geared toward outdoor enthusiasts." We can't exactly spot what accessories Mitsu is talking about, though. The most obvious changes are to the grilles, which are mesh. Both the L200 and ASX also get a new underbody skid plate in front. Cosmetic changes include the Pearl Gray paint and orange accents. There's also orange trim in the cabin, although Mitsubishi acknowledges that the interior is mostly black. The L200 does get a rather nifty looking roof rack with integrated lights and handles, while the ASX gets LED fog lights. So yeah, these might be called concepts, but there's really not a lot going on besides the paint and the roof rack on the L200. Still, you can check out both cars at the top of the page. Related Video: Featured Gallery Mitsubishi ASX Geoseek Concept: Geneva 2016 View 10 Photos Related Gallery Mitsubishi L200 Geoseek Concept: Geneva 2016 View 9 Photos Image Credit: Live photos copyright 2016 Drew Phillips / AOL Geneva Motor Show Mitsubishi Truck Crossover Economy Cars 2016 geneva motor show mitsubishi asx mitsubishi l200

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.