2003 Mitsubishi Montero Limited on 2040-cars

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Chip shortage will hit Nissan, Suzuki and Mitsubishi in June

TOKYO — A global chip shortage is forcing Nissan and Suzuki to temporarily halt production at some plants in June, sources with direct knowledge of the plans told Reuters on Friday. Nissan will idle its factory in Kyushu, southern Japan, for three days on June 24, 25 and 28, while making production adjustments during the month at its Tochigi and Oppama plants in Japan, three sources said. Nissan will also temporarily halt production of some of its models at its Mexico plant, they said, declining to be identified because the plan is not public. "A global shortage of semiconductors has affected parts procurement in the auto sector. Due to the shortage, Nissan is adjusting production and taking necessary actions to ensure recovery," a Nissan spokeswoman said. Suzuki will idle its three plants in Shizuoka prefecture from three to nine days, two sources said, also declining to be identified because the plan is not public. The plan "has not been confirmed," a Suzuki spokesman said, explaining that while the carmaker gave its provisional production plan to auto part makers, it is still making adjustments to minimize the impact of the chip shortage. Elsewhere, Mitsubishi will reduce production by 30,000 vehicles in total in June at five plants in Japan, Thailand and Indonesia, a spokeswoman said, adding that the impact has already been factored into its earnings outlook for the current fiscal year. Related video: This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. Plants/Manufacturing Mitsubishi Nissan Suzuki

Mitsubishi eX Concept portends an electric future

Mitsubishi's future is electric, and the Japanese brand's eX Concept presents its vision for a crossover EV for the years to come at the Tokyo Motor Show. At the same time, the company is using this opportunity to show off some next-gen tech that could arrive in production models someday. To get around, the all-wheel-drive eX Concept packs front and rear electric motors that each produce 94 horsepower, and they're powered by a 45-kilowatt-hour, lithium-ion battery under the passenger compartment. For added traction, the torque split is variable between the back wheels, and braking can adjust things at the nose. Plus, sensors and cameras can read the road ahead and tweak the system accordingly. The eX portends what's next for the company's design language, but traces from the latest Outlander are still visible. Up front, there's a revised version of the brand's X-shaped grille that Mitsubishi calls the Dynamic Shield, but here the turn signals and LED running lights are placed at the top. The concept's bigger innovation to the brand's styling language is the floating roof that makes the side glass appear to wrap around the body. Mitsubishi highlights some future tech inside by using an augmented reality windshield. The idea is to display important info right on the glass to keep a driver's eye on the road, and it also means just a few digital displays are necessary for the physical instruments. For safety, a front-mounted camera and radar also help spot pedestrians and other potential hazards. Mitsubishi goes into elaborate detail about all of the eX's features in the announcement below. MITSUBISHI eX Concept – World Premiere ??????????????????????????????????????????????????????????????????????????????????Evolution in EV Technology + Heart-thumping SUV Allure Next-generation Compact SUV ?The MITSUBISHI eX Concept is a vision for a compact SUV powered by a next-generation EV system. In terms of design, overall it evokes the image of a sports crossover zipping nimbly around town as it merges the elegance and stylishness of a "shooting brake" (a term for a coupe with flowing styling fused with a hatchback car, the term originates from British hunting-use horse carriages) with compact SUV lines. The front end expresses a new interpretation of MMC's Dynamic Shield front design concept. In both its exterior and interior, the MITSUBISHI eX Concept indicates the direction MMC Design is taking.

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

"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.