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Aston Martin DB11 arrives with 600 horsepower, stunning design

The drapes have been removed from the new DB11, billed by Andy Palmer, Aston Martin's chief executive, as "not only the most important car that Aston Martin has launched in recent history, but also in its 103-year existence." Well, they all are, Andy. Aston Martin is such a small company that it bets the farm with each new model. That's part of its appeal, for Aston's one constant is the svelte beauty of its cars, which (lest we forget) are the company wheels for one Commander James Bond. So the DB11 is important, make no mistake. It goes on sale this autumn and will cost $211,995 in the US. It's the tenth car (there was no DB8) in a lineage that began in 1948 with the DB1 – the first car to bear the initials of then owner, David Brown. Just 15 DB1s were made, but the DB line has been the most successful model for Aston Martin over the years, including such cars as the DB5 and DB7 as well as the 2003 DB9, which was the last all-new Aston Martin. This totally new DB11 is a clean-sheet approach from design director Marek Reichman, with a new aluminum bodyshell, suspension, cabin, and a Mercedes-Benz-based electronic architecture, which runs the systems. View 24 Photos To save fuel the engine will close down one bank and run as a 2.6-liter straight-six when the extra power is not required. The heart is a brand-new, 5.2-liter V12 boosted with two Mitsubishi Heavy Industries twin-scroll turbochargers with water-to-air inlet-charge coolers. It punches out 600 horsepower at 6,500 rpm and 516 pound-feet of torque from 1,500 rpm. Maximum speed is said to be 200 miles per hour with 0-62 acceleration in 3.9 seconds. The new engine drives the rear wheels via a ZF eight-speed automatic transmission and a mechanical limited-slip differential. Aston moved from the previous 6.0-liter naturally aspirated unit to a 5.2-liter biturbo to improve the part-load efficiency and EPA fuel economy figures. "In downsizing we want the emissions and we want the economy, but more than those, we want the torque," says Ian Minards, director of product development. To save fuel the engine will close down one bank and run as a 2.6-liter straight-six when the extra power is not required, but to prevent the exhaust catalyst from overcooling, the electronics switch between two banks. "It's undetectable," says Minards. Minards' team spent three years creating this car. "It's been a little bit daunting," he says.

Race Recap: 2014 24 Hours of Le Mans defines 'endurance'

Commenting on the rush of events that rocked beginning and end of the 24 Hours of Le Mans, Paul Truswell of Radio Le Mans said "the race is about the ability to endure, not just the ability of drivers to do what they do for a long time." The entire race machine, all the way down to the pit boards and radios, has to survive the stress and abuse of the entire day. This was the race to prove those words.
There were two Toyotas, two Porsches and three Audis, five of the seven led the race at some point, six of the seven ran in the top three. Toyota will be hugely disappointed that it didn't win when its car and drivers were so, so strong, but they gave Audi the kind of scare we haven't seen since the best of Peugeot's days, and Toyota did a better job of it even in the loss. Porsche blew away everyone's expectations, falling 3.5 hours short of a fairy tale ending that would have made Disney cry.
But Le Mans doesn't really do fairy tales. Well, not that fairy tale. Audi's Twitter handle during the event was #welcomechallenges. As usual, Le Mans answered for the entire field.

Ford's J Mays feels vindicated by Fusion reception

It's hard to think back now, but the same man overseeing the design of the 2013 Ford Fusion also presided over a rather lackluster period in Ford design, highlighted by vehicles like the Five Hundred and Freestyle. With the redesigned Fusion receiving high praise, J Mays tells Automotive News that he feels vindicated from criticisms suggesting he's not a daring enough designer.
When Mays took over as lead of design in 1997, he admits to having quite an ego ("My head would barely fit through the door some days. I've long since gotten over myself") and the workload to match. With the Blue Oval's portfolio full of premium brands like Aston Martin, Jaguar, Land Rover and Volvo at that point, along with the bread-and-butter Ford, Lincoln and Mercury models, Mays certainly had quite the challenge.
It was in the mid-2000s that Mays took over just the premium brands, and took on the new title of Chief Creative Officer. At the time, Mays endured some criticism for looking backwards to retro styling, rather than setting a new standard for American car design - criticism that Mays says he is free from with the all-new Fusion.