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Cadillac Super Cruise, a hands-off review

Cadillac Super Cruise won't let you eat breakfast behind the wheel, climb in the back seat or any of the other stupid human tricks displayed on YouTube by Tesla owners. It even won't allow the car to change lanes on its own, like Tesla Autopilot. But it's a big step on the road to full autonomy, a huge convenience on long-distance road trips and a substantial technological triumph for Cadillac. In the simplest terms, Super Cruise is a lane-centering enhancement to adaptive cruise control (ACC). But Super Cruise is anything but simple. Its technical complexity — hence its long delay after first being unveiled five years ago — belies its straightforward operation and intuitive user interface, which I discovered on an almost 750-mile, 11-hour drive in a 2018 Cadillac CT6 between Dallas and Santa Fe to test the system. LOADS OF LIMITATIONS First, let's dispense with the details and disclaimers. Super Cruise is standard on the 2018 CT6 Platinum and a $5,000 option on other trim levels. Because Super Cruise is supported by OnStar — an OnStar operator will call to find out if first responders need to be sent in a worst-case scenario — a three-year OnStar Super Cruise Package is included with the system. Super Cruise has loads of limitations that are probably more concerning to GM's legal counsel than they were to me during my long drive. Some are no-brainers, such as not for use in construction zones or for driving on the shoulder. But the system can also be stymied by adverse weather, poor visibility and faded lane markings. Super Cruise only works on freeways with on and off ramps and a center divider. ACC and forward collision warning also need to be engaged, and the system's cameras and radar sensors can't be obstructed. To keep drivers from looking away from the road for too long — and to keep the system active — an infrared camera on top of the steering column keeps an electronic eye on the driver's seat. GM has over 100 patents alone on this Driver Attention System, including an algorithm that triangulates the nose, eyes and ears in case the camera can't see through sunglasses to make sure you're not nodding off. In addition to the car's visible sensors, another major component of the system is something you don't see: mapping software. But not the kludgy kind that powers in-dash navigation systems.

J.D. Power 2020 Initial Quality Study puts Dodge and Kia in first place

For the first time ever, an American automaker is ranked at the top of J.D. Power's yearly Initial Quality Study as Dodge tied with Kia for the top spot. Kia landed in first from second place last year — though it's Kia's sixth consecutive year as the top-ranked "mass market" brand — while Dodge jumped an impressive seven spots to move into a tied first from eighth in the 2019 edition of the study. Dodge is one of seven domestic automakers that find themselves in the top half of J.D. Powers' 34th consecutive IQS study. Dodge and Kia's score of 136 problems experienced per 100 vehicles (PP100) puts them ahead of Chevrolet and Ram (141 PP100), Genesis (142 PP100), Mitsubishi (148 PP100) and Buick (150 PP100), which make up the top five after accounting for tied scores. GMC, Volkswagen, Hyundai, Jeep and Lexus round out the top 10. As you probably noticed, Mitsubishi and Lexus are the only Japanese brands to make it into the first 10 spots, and Genesis took home the award as the top-ranked premium brand. This is the first year that J.D. Power released data on the survey results from Tesla owners, and it's not good news for the California-based electric vehicle manufacturer. With an adjusted score of 250 PP100, Tesla is in dead last place on the 2020 IQS Study, just behind Land Rover's score of 228 PP100. It's worth noting that Tesla's score isn't an official entry into the IQS study because surveys were only available in 35 states as the company is the only automaker that has not granted J.D. Power permission to survey Tesla owners in the 15 other required states. According to J.D. Power, about a third of all problems reported by owners of 2020 model-year vehicles within the first three months of ownership relate to issues with infotainment and technology. In many cases, the high-tech systems aren't broken, but are difficult for owners to use or don't work as well as they should. Those issues are "just as severe as other problems," according to Dave Sargent, vice president of automotive quality at J.D. Power, especially since a "customer is stuck with this [issue] for the rest of the time they own the vehicle." J.D. Power surveys the owners of new cars with a questionnaire that covers 223 problems organized into nine categories: climate, driving assistance, driving experience, exterior, features/controls/displays, infotainment, interior, powertrain and seats.

How the Chinese tycoon driving Volvo plans to tackle Tesla

HANGZHOU, China — "Do you know how big Volvo is?" asked Don Leclair, finance chief at Ford. It was 2008, and Leclair was responding to an offer from a little-known Chinese businessman to purchase the Swedish carmaker, which Ford owned. The businessman, Li Shufu, had a company with less than half Volvo's sales and a flagship model, King Kong, almost unknown outside China. He was politely shown the door of the "Glass House," Ford's iconic headquarters near Detroit, according to two people who were at the meeting. Ford's Leclair did not respond to requests for comment about the episode. Fast-forward to 2021 and Li Shufu's company, Zhejiang Geely Holding Group, is one of the biggest-selling automakers in the world's biggest auto market. It controls not only Volvo Cars but also a clutch of global auto brands, and a significant stake in German giant Daimler AG, the maker of Mercedes-Benz. These names are now part of its plans for a revolution in autos. Geely is preparing Volvo for a listing on the Nasdaq Stockholm exchange as a route towards the future of transportation: One where cars are part of an electrified network of mobility services, driving themselves, connecting to each other and — like cellphones — generating an array of data and new business opportunities. It's a vision more Silicon Valley than Detroit, where traditional automakers globally are chasing another giant — Tesla Inc. Li Shufu and his advisers eventually convinced Ford to part with Volvo in 2010 for $1.8 billion. It was the first in a string of deals, tapping brands such as Lotus, Smart and the London Electric Vehicle Company to form a network that he calls a "bigger circle of friends" across industry segments. Li Shufu sees them as building blocks to help Geely compete in a future where autos are not vehicles, but "service providers," he told Reuters in his management suite at Geely's headquarters in Hangzhou, eastern China. In that business model, cars will be available on subscription and offer services such as making payments and in-car apps. They will update their own software, and spawn opportunities in the same way as the mobile operating systems developed by Apple Inc and Google. "We are trying to create an automotive ecosystem similar to Android," he said. Li Shufu, 58, recently adopted a foreign first name - Eric - because he liked the sound of it.