2002 Ford F350 Xlt 7.3 Diesel Crew Cab 8' Bed 4x4 Plow Package Turbo Diesel on 2040-cars

Auto blog

NHTSA and Ford investigating steering issues in Crown Vic, Grand Marquis and Marauder

There may be more steering woes for the Ford Crown Victoria. The National Highway Traffic Safety Administration has opened a preliminary evaluation into the Crown Vic and Mercury Grand Marquis from the 2004 to 2007 model years and the Mercury Marauder for the 2004 and 2005 model years because the steering shaft can jam. The issue could potentially affect an estimated 500,000 vehicles.
According to the regulator, there is a possibility that the driver's side heat shield for the exhaust manifold can rust, dislodge, and then wedge into the steering shaft. If this occurs, it leads to a situation where the driver can no longer control the car.
NHTSA has received five complaints of this happening, including one alleged case with an injury. In that situation, the car was driving onto the highway, lost control and rolled over. One occupant was hurt in the accident.

Jay Leno sees how the other half lives with CHP cop cars new and old

Comedian Jay Leno is changing gears from driving fast cars to checking out some of the police cruisers that regularly chase down and dish out punishment to those fast cars. In this episode of Jay Leno's Garage, we get the lowdown on the modifications made to the Ford Explorer for the Interceptor package (which looks pretty tough in its California Highway Patrol livery).
The new Ford is cool, but cooler still are the pack of classic CHP cars that Jay has along for the episode. A 1982 Mustang, 1966 Dodge Polara, 1970 Mercury Monterey and 2000 Crown Victoria are all in the shop. Better still, Jay lays out an argument for ones of the classic cruisers as the best cop car of all time. Get your guesses in now, and then scroll down to watch and learn.

Suppliers love Toyota and Honda: Why that matters to you

You might think that a survey of automotive suppliers and their relationship with OEMs is the automotive equivalent of nerd prom. In some ways that's what the North American Automotive OEM-Supplier Working Relations Index (WRI) is. The study, the 17th annual conducted by Planning Perspectives Inc., is based on input from 652 salespeople from 108 Tier One suppliers, or, PPI points out, 40 of the top 50 automotive suppliers in North America. Suppliers to General Motors, Ford, FCA, Toyota, Honda, and Nissan. But the results have consequences in terms of tens of millions of dollars for OEMs - and in the quality, technology, and cost of the next vehicle you buy. There are a couple of ways to look at the results of the WRI. One is, "So what else is new?" And the other is, "Damn! How did that happen?" The study looks at five relationship areas — OEM Supplier Relationship; OEM Communication; OEM Help; OEM Hindrance; Supplier Profit Opportunity — within six purchasing areas — Body-in-White; Chassis; Electrical/Electronics; Exterior; Interior; Powertrain. In the overall rankings, Toyota is on top for the 15 th time in 17 years, with a score of 328. Honda, the only company to best Toyota (in 2009 and 2010), comes in second, at 319. Those two companies, explains John Henke, president of PPI, have collaborative working arrangements with colleagues and suppliers alike built into the very fabric of their cultures. This, however, is not a situation where one can readily conclude it is about "Japanese companies," because the third company with headquarters on the island of Honshu, Nissan, came in dead last. This is the "How did that happen?" portion. The Nissan score of 203 puts it 125 points behind Toyota. There hasn't been a number that low since the then-Chrysler Corp. scored 187 in 2010, when the company was clawing its way out of the recession. Clearly, the suppliers don't feel particularly engaged by the buyers at Nissan. Henke explains that whether a company does well or not on the WRI is rather simple. All people do things based on what they're measured on. "If you're measured on taking 10% out of your annual buy, you immediately know how to do it. But if you're also measured on improving relations, suddenly there is a new dynamic as to what you can do to achieve both.