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Junkyard Gem: 1996 Nissan Quest XE with 338,549 miles

When I hit the junkyard, I always look for vehicles with impressive final figures showing on their odometers. I find so many Hondas and Toyotas with better than 300,000 miles that I don't consider them especially noteworthy (the exception being super-low-spec cheap models, such as a Tercel or Civic VX), and it goes without saying that the bar is quite high for Mercedes-Benzes as well. It has been surprisingly difficult to find discarded Nissans that made it past the 300k mark; today's Junkyard Gem is just the fourth I've documented. The highest-mile junked Nissan I'd found prior to today's minivan is a 1994 Maxima with 364,238 miles, followed by a 1987 Maxima with 341,176 miles and a 1986 200SX with 309,222 miles. Keep in mind that Nissan didn't go to six-digit odometers on most of its US-market cars until the early 1980s, and then went to tough-to-read-in-the-junkyard electronic odometers in the early 2000s; this means the pool of potential high-mile Nissans is limited to about the 1983-2000 range of model years. Ford has just as much right to claim credit to this van's impressive mile total as does Nissan, since the Quest was a collaboration between Ford and Nissan that also produced the Mercury Villager; this van was built by Ford at the Ohio Assembly plant. The Quest/Villager platform was derived from the Maxima's, and the engine is pure Nissan: a 3.0-liter VG30 V6 rated at 151 horsepower. The only transmission available in the first-generation (1993-1999) Quest/Villager was a four-speed automatic. This one appears to have been sold new at Landrum Nissan in Pueblo. The rear glass has been painted flat black, possibly to keep prying eyes from seeing valuable cargo. The rear seats are long gone, so this van probably hauled cargo for much of its long life. The front interior seems to be in good shape. Why is this van here? There's body damage on the left rear and right front, suggesting a crash that may have bent the suspension past the worth-fixing threshold. Perhaps the crinkled metal just made this van too unsightly, or maybe some powertrain problem was the culprit. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. It's time to expect more from a minivan. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. It's all fun and games until the toddler takes the wheel.

Toyota, Honda, Nissan and more collaborating to increase fuel efficiency

Toyota, Honda, Mazda, Nissan, Subaru, Mitsubishi, Suzuki and Daihatsu have announced an alliance that will see a push to improve fuel economy from both gas-powered and diesel-powered engines by as much as 30 percent before the end of the decade.
The newly assembled Research Association of Automotive Internal Combustion Engines put the roughly $20-million project together, with the Japanese government committing to half the cost while the eight manufacturers will chip in the rest.
According to Automotive News, the automakers will team up and share basic research on internal-combustion engines in a bid to cut costs. Eventually, the results of the research will find its way into a production vehicle, although it's unclear just when we'll see the fruits of this partnership on the road.

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.