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Nissan tests 'self-cleaning' paint on Leaf models in Europe

Once upon a time, self-cleaning ovens were all the rage. Now, Nissan thinks the concept may apply to its vehicles. And the Japanese vehicle maker is testing it out on some of its Leaf battery-electric vehicles Europe, no less. Nissan says its trying out what's called a "superhydrophobic and oleophobic" paint on Leaf battery-electric vehicles for testing and demonstration purposes. The paint, produced by UltraTech International Inc., is designed to repel splats of liquid such as oil or standing water away from the car's surface. The paint, called Ultra-Ever Dry, does this by creating what Nissan says is a layer of air around the vehicle surface. We imagine there's a detailed chemical explanation for this phenomenon that would better explain this process, but that's the best way we can explain it. Right now, Nissan is pitching the product testing as a way to further the Leaf's reputation as what the automaker calls "the world's cleanest car." That said, the paint hasn't been tested in North America, and no plans have been made to add the feature as either a standard or optional goodie for the battery-electric vehicle. Still, go ahead and check out Nissan's press release on the magic paint below. Nissan Creates "World's Cleanest Car" – a Zero Emissions Nissan LEAF with Self-Cleaning Nano-Paint Technology For LEAF owners who never qualify for gas stations' "Free Car Wash with Purchase" offers, this technical study might be the perfect solution July 09, 2014 10:00 AM Eastern Daylight Time NASHVILLE, Tenn.--(BUSINESS WIRE)--What do you get when you combine the world's best-selling zero emission vehicle with innovative paint technology that repels mud, rain and everyday dirt? Answer: A very special Nissan LEAF electric vehicle that might just be the "world's cleanest car." "No matter what the road throws at this LEAF, its Ultra-Ever Dry® exterior coating will throw right back" Created to demonstrate its potential use in future production vehicles, this Nissan LEAF's exterior was treated with a specially engineered superhydrophobic and oleophobic paint that is designed to repel water and oils. The "self-cleaning" paint, called Ultra-Ever Dry®, creates a protective layer of air between the paint and environment, effectively stopping standing water and road spray from creating dirty marks on the LEAF's surface. Nissan is one of the first carmakers to apply this technology to a vehicle.

Nissan alters all CVTs to act less like a stretched rubberband

Among automotive enthusiasts, no one seems to hold a neutral opinion when it comes to continuously variable transmissions. CVTs are either praised for their ability to boost fuel economy or chided for their occasionally poor driving dynamics. Nissan is among the masters of these un-shifting gearboxes in the US, and it uses them in many vehicles in its lineup. However, for the 2015 model year, several models are getting a software update to make their CVTs a bit more like a conventional automatic.
To give drivers the option of feeling gearshifts while on the road, Nissan is adding its D-Step Shift Logic feature to the CVTs in multiple vehicles. Steve Powers, Nissan's senior manager of powertrain performance, told Autoblog the system forces the transmission to "hold a ratio and then shift" to simulate the way that a traditional automatic would. It's simply a change in software, but the company "can't do it to older CVTs," he said, because it would require changes to transmission logic, as well. According to Automotive News, the upgrade is coming to the 2015 Versa, Versa Note (pictured above), Sentra, V6-equipped Altima, Pathfinder and Quest. "We're rolling it out to all programs," said Powers.
Interestingly, buyer perception appears to be pushing the upgrade. John Curl, a Nissan North America regional product manager, told Automotive News that the decision to add the tech partially comes because some owners are bothered that the CVTs aren't changing gears. According to Powers, D-Step "avoids the rubber band feel," that many drivers didn't like. The different sensation of these transmissions seems like something consumers would notice during the test drive, or that the salesperson would inform them about. The same issue cropped up last year when the company was facing customer satisfaction problems among new buyers customers' unfamiliarity with the gearboxes.

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.