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Federal investigations about safety of rear-mounted gas tanks is nothing new

The National Highway Traffic Safety Administration and Chrysler are currently making waves in our daily news feeds due to a disagreement over the safety of a few million Jeep Liberty and Grand Cherokee models. Specifically, NHTSA has asked Chrysler to recall the SUVs because of the location of their fuel tanks, but you may be interested to know that requests such as this are nothing new.
Besides the two Jeep models, NHTSA has launched investigations over the years in such models as the Ford Crown Victoria (and its police-car counterpart), GM pickups built between 1972 and 1987, and rather famously the Ford Pinto.
Understanding how automakers and NHTSA have dealt with fuel-tank-safety concerns in the past may offer a better understanding of how Chrysler and the government agency will settle their current dispute. Check out the complete article from The Detroit News here.

Airbag fault on 1M recalled Jeeps getting second look from NHTSA [UPDATE]

UPDATE: Here is the statement we received from Chrysler regarding NHTSA's query: "Chrysler Group LLC advised the National Highway Traffic Administration of the six reports and, in accordance with the Company's long-standing practice, is cooperating fully with the resulting investigation. Customer safety is paramount at Chrysler Group. Customers who are concerned may call 1-800-853-1403."
It appears that Jeep's repairs for nearly one million Grand Cherokees from 2002-2004 and Liberty models from 2002-2003 might not be over yet. The vehicles were first recalled in November 2012 because the front airbags could suddenly deploy without being in an accident. Now, the National Highway Traffic Safety Administration is opening a recall query into them because of reports of inadvertent activation on some already corrected vehicles.
The original problem affected over 919,000 vehicles worldwide, including 744,822 in the US, and was caused by a degrading circuit in the wires that control the airbags. In some cases the airbag warning light would come on just before the premature activation, but in other cases it would just happen. The automaker installed an "in-line jumper harness with an integrated electrical filter" meant to eliminate the power spikes believed to be the cause.

Auto Mergers and Acquisitions: Suicide or salvation?

We love the Moses figure. A savior riding in from stage right with the ideas, the smarts, and the scrappiness to put things right. Alan Mullaly. Carroll Shelby. Lee Iacocca. Andrew Carnegie. Steve Jobs. Elon Musk. Bart Simpson. Sergio Marchionne does not likely view himself with Moses-like optics, but the CEO of Fiat Chrysler Automobiles recently gave a remarkable, perhaps prophetic interview with Automotive News about his interest and the inevitability of merging with a potential automotive partner like General Motors. Marchionne has been overtly public about his notion that GM must merge with FCA. For a bit of context, GM sold 9.9 million vehicles in 2014, posting $2.8 billion in net income, while FCA sold 4.75 million units and earned $2.4 billion in net income, painting a very rosy FCA earnings-to-sales picture. But that's not the entire picture. Most people in the auto industry still remember the trainwreck that was the DaimlerChrysler "merger" written in what turned out to be sand in 1998. It proved to be a master class in how not to fuse two companies, two cultures, two continents, and two management teams. Oh, it worked for the two individuals at both helms pre-merger. They got silly rich. And the industry itself was in a misty romance at the time with mergers and acquisitions. BMW bought Rolls-Royce. Volkswagen Group bought Bentley, Bugatti, and Lamborghini, putting all three brands into their rightful place in both products and positioning. No marriages there, so no false pretense. Finally, Nissan and Renault got married in 1999. A successful marriage requires several rare elements in this atmosphere of gas fumes and power lust. But a successful marriage requires several rare elements in this atmosphere of gas fumes and power lust, the principle part being honesty. Daimler and Chrysler lied to each other. The heads of each unit, the product planners, and finance all presented their then-current and long-range forecasts to each other with less-than-forthright accuracy. Daimler was the far greater equal and no one from the Chrysler side enjoyed that. The cultures were entirely different, too, and little was done to bridge that gap. Which brings me back to the present overtures by Marchionne to GM. "There are varying degrees of hugs," Marchionne stated in the Automotive News piece. "I can hug you nicely, I can hug you tightly, I can hug you like a bear, I can really hug you." Seriously?