2012 Nissan Altima S Sedan 2.5 Gas Saver Low Miles Blue With Black on 2040-cars

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Nissan Murano production fires up in America for first time [w/video]

Production of the new, third-generation Nissan Murano has finally kicked off at the company's Canton, MS factory, marking not only the eighth vehicle built on the facility's lines, but also the first global product to be built there since it opened in 2003.
"The strategic investments that Nissan has made in Canton serve as a testament to the flexibility, efficiency and talent of our workforce and suppliers," said John Martin, Nissan's boss for manufacturing, supply chain management and purchasing. "In Canton, we build high-quality vehicles that compete and win globally, and the bold new Murano will build on that reputation."
The addition of Murano production, which joins Altima, Armada, Titan, Frontier, Xterra and NV, brought a further 1,300 jobs.

Daimler consulting with Ford about 3-cylinder engines

Soon enough, Ford will offer its 1.0-liter EcoBoost three-cylinder engine under the hood of the Fiesta here in the United States, building on the success of the small powerplant overseas. In fact, this success has caused other automakers to take notice, and according to Automotive News Europe, Daimler is now talking to Ford about this engine for use in its own products.
In other markets, Ford offers the 1.0-liter mill under the hood of the Focus (we had the chance to sample this package on our home turf), as well as the B-Max MPV. For this new collaboration, Daimler would use the turbo-three in the next-generation Smart ForTwo, as well as the Renault Twingo, which the German automaker will be collaborating on as part of its alliance with Renault-Nissan. Speaking to AN, a Mercedes-Benz engineer called the 1.0-liter mill an "interesting and impressive engine."
In exchange for details about the EcoBoost inline-three, Daimler will supply Ford with information regarding its Euro6 stratified lean-burn gasoline engine, which is found in the new E-Class sedan.

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.