Find or Sell Used Cars, Trucks, and SUVs in USA

2006 Mitsubishi Galant Ls Sedan 4-door 3.8l on 2040-cars

US $5,000.00
Year:2006 Mileage:119675 Color: Silver /
 Black
Location:

Dallas, Texas, United States

Dallas, Texas, United States
Advertising:
Transmission:Automatic
Engine:3.8L 3828CC 230Cu. In. V6 GAS SOHC Naturally Aspirated
Vehicle Title:Salvage
Body Type:Sedan
Fuel Type:GAS
VIN: 4A3AB36S16E062735 Year: 2006
Mileage: 119,675
Make: Mitsubishi
Exterior Color: Silver
Model: Galant
Interior Color: Black
Trim: LS Sedan 4-Door
Drive Type: FWD
Options: CD Player
Number of Cylinders: 6
Safety Features: Anti-Lock Brakes, Driver Airbag, Passenger Airbag
Power Options: Air Conditioning, Cruise Control, Power Locks, Power Windows, Power Seats
Condition: Used: A vehicle is considered used if it has been registered and issued a title. Used vehicles have had at least one previous owner. The condition of the exterior, interior and engine can vary depending on the vehicle's history. See the seller's listing for full details and description of any imperfections. ... 

Auto Services in Texas

World Tech Automotive ★★★★★

Auto Repair & Service, Automobile Parts & Supplies, Automotive Tune Up Service
Address: 213 E Buckingham Rd Ste 106, Fate
Phone: (972) 414-5292

Western Auto ★★★★★

Automobile Parts & Supplies, Tire Dealers, Wheels
Address: 106 W Clayton St, Hull
Phone: (936) 258-3181

Victor`s Auto Sales ★★★★★

New Car Dealers, Used Car Dealers, Wholesale Used Car Dealers
Address: 5808 Manor Rd, Geneva
Phone: (512) 270-5635

Tune`s & Tint ★★★★★

Automobile Parts & Supplies, Glass Coating & Tinting Materials, Consumer Electronics
Address: Booker
Phone: (806) 373-8863

Truman Motors ★★★★★

Used Car Dealers
Address: 5701 Burnet Rd Ste B., Cedar-Park
Phone: (512) 765-4494

True Image Productions ★★★★★

Auto Repair & Service
Address: N Waddill St, Copeville
Phone: (972) 542-4445

Auto blog

Mitsubishi Outlander PHEV production restarts after five-month delay

Wed, 21 Aug 2013

Back in March, production of both the Mitsubishi Outlander plug-in hybrid and the all-electric i-MiEV ground to a halt over a pair of incidents where overheated lithium-ion batteries caused vehicle fires. Following the rocky start, The Japan Times is reporting that production of the Outlander PHEV has recommenced following the five-month stoppage.
The battery fires were tracked down to a supplier issue before more than 4,300 vehicles were recalled in June, but Mitsubishi received heavy criticism from the Japanese government for the delayed recall. According to the report, though, that hasn't slow down enthusiasm for the plug-in crossover - Mitsubishi has received close to 18,000 for the Outlander PHEV. To keep up with demand, the automaker is planning to double production to 4,000 units a month.

No one wants to buy Mitsubishi's only US plant

Fri, Jan 8 2016

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:

Ghosn's legacy: one of the auto industry's most effective execs

Wed, Nov 21 2018

"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.