2005 Nissan 350z Touring on 2040-cars

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Nissan recalls over 120,000 Altimas due to... spare tire inflation?!

A pressure regulator that over- or underinflated spare tires for five days earlier this year has led to a recall of 123,308 units of the 2013 Nissan Altima. Sedans that were manufactured from March 21-26 are those possibly affected by the temporary tire snafu, the recall for which will begin on May 3.
Those notified of the issue can take their sedans to their local Nissan dealer, who will check the tire pressure and correct it if necessary, but we imagine owners can probably just whip out a tire gauge to check and adjust the inflation for themselves. Should you need it, there's an official notice from the National Highway Traffic Safety Administration below with a few more details.

Nissan rolls Versa Note inside world's largest zorb [w/video]

With features like lane departure warning, blind spot monitoring and moving object detection bundled into its Safety Shield suite, Nissan touts the Versa Note as among the safer vehicles on the road. And to highlight that, the Japanese automaker has taken its diminutive hatchback Zorbing.
Zwhat now, you ask? Zorbing. It's a sport (really more of a recreational activity, if you ask us) that involves getting into a giant inflatable ball, rolling down a slope and, well... that's about the extent of it. It's the same thing we did on hills as kids, only with more plastic. And ridicule.
The CarZorb which Nissan had crafted for the Note measures 60 feet around and weighs a metric ton. Nissan tested the device, which took two months to make, at a "top secret military training facility in the UK," then placed the hatchback inside and rolled it down a hill, all for the sake of the two-minute video clip below. So we hope you enjoy.

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.