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No one wants to buy Mitsubishi's only US plant

Mitsubishi Motors will very likely close its factory in Normal, IL, later this year after failing to find another company in the auto market to take over its only manufacturing site in the US. "We have given up looking for an automaker to buy the plant, but we are looking for possible buyers from other industries," a Mitsubishi spokesperson told Reuters. Mitsubishi announced plans to leave the site in 2015 to shift its business strategy toward Asia. The factory started as a joint venture with Chrysler in 1988 and was the only plant from a Japanese automaker in the US with a UAW-represented workforce. This was allegedly a sticking point when finding a buyer because other companies in the industry didn't want to take on the union employees' contract. The Normal factory ended assembly of the Outlander Sport in November 2015 and laid off 1,000 workers at that time. The site will continue to make car parts until May, and then Mitsubishi will let go of the remaining 250 employees. The costs of shutting down the factory could be as high as 30 billion yen ($255 million), but a company spokesperson wouldn't confirm that figure to Reuters. Mitsubishi's fortunes seem on the upswing in the US as of late. The company's deliveries jumped 22.8 percent in 2015 to a total of 95,342 vehicles, and the last fiscal year brought the automaker's first operating profit in this region in seven years. Related Video:

Junkyard Gem: 2005 Mitsubishi Lancer Ralliart Sedan

Ever since I pined for a new Starion while I was driving a beige Toyota sedan in high school, I've had a great affection for sporty Mitsubishis. That means that I keep my eyes open for such cars while making my appointed junkyard rounds, especially the more obscure machines. Cordia Turbos, Tredia Turbos, Colt Turbos, Conquests, and — of course — interesting variations on the Lancer theme (no, not this kind of Lancer, nor this kind) make up my Mitsubishi junkyard-photography shopping list. Just recently, I spotted this 2005 Lancer Ralliart in a Denver yard, right next to a clean 2006 MINI Cooper S. The O-Z Rally Edition Lancers sold very well in Colorado, and so I find plenty of them (nearly all missing their original O-Z wheels) in the car graveyards in these parts. Most of the O-Z Lancers came in bright yellow paint. When I spotted a discarded yellow Lancer with special decklid badging, I thought I had run across yet another cool-looking-but-slow, appearance-package Lancer. A closer look (and a VIN check, because car owners "upgrade" with badge swaps all the time) revealed the truth: not a dime-a-dozen O-Z Rally but a genuine, numbers-matching Ralliart! As a matter of fact, I do find Lancer Evolutions (and Subaru WRXs) in Colorado U-Wrench-type yards, but they're always so thoroughly crashed and/or gutted that I don't bother photographing them. The 2005 Ralliart was no Evo, of course, but it came with a 162-horsepower 4G69 2.4-liter straight-four instead of the regular Lancer's 120-horse 4G94. Throw in the Ralliart's four-wheel-disc brakes plus its suspension upgrades, add the front seats out of the Japan-market Evolution GTA, and you had a reasonably quick car for just $18,499 (about $25,000 in 2019 dollars). That was a pretty good deal, at a time when the Dodge Neon SRT-4 cost $20,700, the Chevy Cobalt SS started at $21,995, the Volkswagen 1.8T GTI went for $19,510, and the Honda Civic Si cost $19,220 (though all but the Civic Si boasted more power than the Lancer Ralliart). A five-speed manual came as standard equipment on the Ralliart, though I fear many (probably most) American buyers chose the optional slushbox. This car has the five-speed. In theory, the powertrain from this car ought to be a not-too-difficult swap into any number of cheap-as-dirt 1980s Dodge/Plymouth Colts, and I hope some Colt-owning junkyard shopper grabs the guts from this car for that purpose.

Nissan CEO Makoto Uchida rules out closer capital ties with Renault

YOKOHAMA — Nissan is committed to its automaking alliance with Renault but will not look to deepen its capital ties with the French automaker any time soon, its new CEO said on Monday. On his first day in the new position, chief executive Makoto Uchida also pledged to repair profitability at Japan's No. 2 automaker and said setting realistic targets would be key toward that goal, as it tries to make a clean break from the leadership of former chairman Carlos Ghosn. "Closer capital ties with Renault are not a focus in the short term," he told reporters. Uchida became CEO of Nissan on Dec. 1, as the car maker tries to recover from a profit slump and draw a line under a year of turmoil after the Ghosn scandal. The ousted chairman is fighting financial misconduct charges in Japan. One of the new CEO's big tasks is to salvage ties with Renault, which have deteriorated since Ghosn's ouster as chairman of both companies. Renault holds a 43.4% stake in Nissan after it saved the Japanese automaker from financial ruin two decades ago, and has pushed for the two companies to merge. In rejecting a notion of a merger with Renault, Uchida, 53, echoes his predecessor Hiroto Saikawa, who stepped down in September. He added that the alliance must re-think how it can serve all of its three members, which also includes Mitsubishi Motors. "The alliance has to benefit each of its partners in terms of revenue and profit," he said. "We need to re-evaluate what has worked and what hasn't worked in the alliance in the past few years." The CEO called for Nissan to set "challenging but achievable" targets, adding that this and the launch of more new car models and vehicle technologies would be key to its financial recovery. Nissan is bracing for its lowest annual profit in 11 years and has slashed its dividend by 65%. Its struggles come at a time when car companies desperately need scale to keep up with sweeping technological changes like electric vehicles and ride-hailing. "Somewhere along the way we created a culture of setting targets which could not be achieved," Uchida said, adding that this had resulted in a focus on short-term results. "Years of this had led Nissan to its current "difficult situation," he said, using heavy vehicle discounting in the U.S. market as an example of how aggressive sales targets to grow market share had deteriorated the company's brand.