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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.

DC fast charging not as damaging to EV batteries as expected

As convenient as DC fast charging is, there have been lots of warnings that repeated dumping of so many electrons into an electric vehicle's battery pack in such a short time would reduce the battery's life. While everyone agrees that DC fast charging does have some effect on battery life, it may not be as bad as previously expected. Over on SimanaitisSays, Dennis Simanaitis, writes about a recent presentation by Matt Shirk of the Idaho National Laboratory (INL) called DC Fast, Wireless, And Conductive Charging Evaluation Projects (PDF) that describes an ongoing test of four 2012 Nissan Leaf EVs that are being charged in two pairs of two. One pair only recharges from 50-kW DC fast chargers, which the other two sip from 3.3-kW Level 2 chargers exclusively. Otherwise, the cars are operated pretty much the same: climate is automatically set to 72 degrees, are driven on public roads around Phoenix, AZ and have the same set of dedicated drivers is rotated through the four cars. "Degradation depends more on the miles traveled than on the nature of recharging." What's most interesting are the charts on page seven of Shirk's presentation (click the image above to enlarge), which show the energy capacity of each of the four vehicles. When they were new, the four batteries were each tested to measure their energy capacity and given a 0 capacity loss baseline. They were then tested at 10,000, 20,000, 30,000 and 40,000 miles, and at each point, the DC-only EVs had roughly the same amount of battery loss as the Level 2 test subjects. The DC cars did lose a bit more at each test, but only around a 25-percent overall loss after 40k, compared to 23 percent for the Level 2 cars. Simanaitis' takeaway is that, "INL data suggest that the amount of degradation depends more on the miles traveled than on the nature of recharging." The tests are part of the INLs' Advanced Vehicle Testing Activity work and a final report is forthcoming. These initial numbers from IPL do mesh with other research into DC fast charging, though. Mitsubishi said daily fast charging wouldn't really hurt the battery in the i-MiEV and MIT tests of a Fisker Karma battery showed just 10-percent loss over 1,500 rapid charge-discharge cycles.

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.