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Honda, Nissan, and Toyota expand Takata recall by millions worldwide

Honda, Nissan, and Toyota are expanding their global Takata airbag inflator recalls to cover millions of additional vehicles. Toyota alone is adding about 5 million vehicles to its campaign globally, and over 600,000 of those are in the US, according to Automotive News. Nissan's expansion includes an estimated 1.56 million cars worldwide, including about 326,000 in North America, but the exact models from the company are not yet known. According to Automotive News, Honda has also announced plans to increase the scope of its campaign but hasn't yet disclosed specific models, total numbers, or their location. Company spokesperson Chris Martin tells Autoblog that none of these vehicles are in the US, though. In the US, Toyota is replacing the driver's side front inflators on 160,000 examples of the 2004 and 2005 RAV4 nationwide. It's also swapping out the front passenger side parts for 177,000 units of the 2003 and 2004 Tundra (pictured above) and 2004 Sequoia. The automaker is also expanding its regional recalls in high-humidity areas to include the passenger-side inflators of 300,000 more vehicles. In total, the affected models are 2005-2007 model-year Corolla, Matrix, Sequoia, and Lexus SC; plus the 2005-2006 Tundra is included, as well. All of the states that are covered by this campaign are listed in Toyota's announcement, below. In a statement to Autoblog, Nissan said that it's currently working with the National Highway Traffic Safety Administration on this campaign. "We expect to have a more formal statement and additional information by Friday, May 15," the company said. TOYOTA EXPANDS TAKATA AIRBAG SAFETY RECALLS TORRANCE, Calif., May 12, 2015 – Toyota Motor Sales, U.S.A., Inc. today announced that it is expanding its recalls involving Takata air bag inflators. First, Toyota will conduct a recall to replace Takata-supplied driver front airbag inflators on approximately 160,000 model year 2004 and 2005 RAV4 sport utility vehicles. The inflators could potentially be susceptible to rupture when deployed in a crash, increasing the risk of injury to vehicle occupants. For similar reasons, Toyota will expand two existing recalls for Takata-supplied front passenger airbag inflators, namely: Toyota's nationwide recall launched in April 2013 will expand to include approximately an additional 177,000 model year 2003-2004 Tundra and model year 2004 Sequoia vehicles.

It won't be long now before Nissan Leaf finally overtakes Chevy Volt

The two best-selling plug-in vehicles ever are the Chevy Volt and the Nissan Leaf. When the two vehicles launched in late 2010, the plug-in hybrid Volt quickly outpaced the all-electric Leaf and, despite lots of ups and downs since then, continues to hold on to a cumulative sales lead. This will change in 2015. Cumulatively, from November 2010 through November 2014, the Volt sold 71,867 units while the Leaf trails with 69,220. That's a difference of just 2,647. Based on current trends (with the Leaf selling around 2,500-2,700 a month and the Volt at 1,500-1,700) we expect the Leaf to take over either in January or, more likely, February when the Leaf takes over as the most popular plug-in car in America. Perhaps even March, depending on how low the numbers are for January and February, which are always slow sales months in the US. Of course, once it takes the crown, the Leaf can't expect to easily hold on for long. A new Volt is coming in the second half of 2015, likely beating a new Leaf to market. The question is, then, how well the Chevy sells with all of its new bells and whistles. Do you think the Volt will be the comeback kid once the 2016 model becomes available? Featured Gallery 2013 Nissan Leaf View 55 Photos Green Chevrolet Nissan AutoblogGreen Exclusive Electric Hybrid ev sales hybrid sales

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.