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GM puts 3 million miles on hydrogen fuel cell test fleet

Have General Motors' hydrogen fuel-cell vehicles emitted enough water vapor over the past six-plus years to equal the steam coming out of Old Faithful? Not exactly, but GM has released a few figures related to the Project Driveway initiative it began in 2007. The numbers are impressive, if not quite of the geyser-spouting variety. In all, the General converted 119 Chevrolet Equinox SUVs to run on hydrogen, and those vehicles have just collectively surpassed the 3 million mile mark. And if you were waiting for us to tell you that the distance equals a half-dozen round trips between the earth and the moon, well, there you go. The better news is that the SUVs have combined to save almost 158,000 gallons worth of gas, and some of the vehicles have more than 120,000 miles on them. More than 5,000 drivers have participated in the project. GM reached that landmark about 10 months after it announced that it was working with Honda to accelerate the development of hydrogen fuel-cell powertrain technology. The two companies estimated last summer that it may have something to sell to the public as soon as 2020. For now, you can check out General Motors' press release below. GM Fuel Cell Fleet Tops 3 Million Miles Chevrolet Equinox fuel cell vehicles driven in real world reach milestone DETROIT – General Motors' fleet of fuel cell vehicles recently passed 3 million miles of hydrogen-powered, real-world driving. Some individual vehicles have accumulated more than 120,000 miles. By GM's estimate, using hydrogen to power these vehicles, the fleet has avoided 157,894 gallons of gasoline consumption. This specially equipped fleet of Chevrolet Equinox Fuel Cell vehicles are part of GM's 119-vehicle Project Driveway program, which launched in 2007. Since then, more than 5,000 drivers have provided feedback on the functionality and drivability of fuel cell technology. "Hydrogen fuel cell technology is an important part of GM's advanced propulsion portfolio and we continue to make substantial progress in furthering this technology," said Charlie Freese, executive director of GM's global fuel cell engineering activities. "These vehicles have operated through seven full winters and a wide range of environmental conditions, proving that fuel cells can meet the demands of real-world drivers." Last year, GM announced two fuel cell-related collaborations.

A conversation with GM's Mark Reuss on MPG, aluminum and Corvettes

There was plenty to talk about when General Motors hosted its annual mid-December holiday media reception a few months ago. GM had just decided to pull its global Chevrolet brand out of major European markets, where Chevys have competed directly with GM Europe Opel and Vauxhall vehicles, and the US government had sold its last remaining shares of GM stock. But most important was the company's just-reshuffled leadership. Post-bankruptcy CEO Dan Akerson had announced that he would step aside and that 52-year-old Mary Barra would replace him on January 15. Not only would she be the first woman to lead a major automaker, she would also be GM's first engineer CEO since Bob Stempel in the early 1990s. "I look at 2013 and 2014, as the retooling of General Motors" - Mark Reuss Replacing her as executive VP for global product development (and purchasing and supply chain) would be 49-year-old Mark Reuss, who had served a stellar four years as North American president, and elevated to corporate president (from executive VP and CFO) would be 42-year-old Dan Amman. All three are relatively young auto enthusiasts who are liked and respected inside and outside the company, and their collective talents and experience are highly complementary. I've interviewed Barra and found her smart, personable and knowledgeable, though she carefully walks the corporate line in speaking and answering questions. I met and chatted with Ammann for the first time at that holiday reception, and he made a good first impression. But I've known Reuss for some time as a genuinely good guy and a highly capable and inspiring leader, and I believe he is exactly the right person for the global product responsibility once famously held by the outspoken, oft-controversial Bob Lutz. So I jumped at an opportunity to join a group interview of Reuss (with mostly business reporters) at the Detroit Auto Show in January. It was an interesting session of mostly good questions, which he answered with refreshing candor and humor. "I look at 2013 and 2014, as the retooling of General Motors," Reuss said. "We've taken down almost every plant in North America, converted and turned it this last year, and to do that with award-winning vehicles and pretty flawless launches is key. We have to keep the train rolling on great product, because the rest won't happen without the best product, period." A reporter asked whether GM was pushing big trucks, SUVs and Corvettes again because gas is cheap. "No," Reuss said.

China's rise, global restructuring wither GM's Korea division

An article in the Daily Kanban suggests the sun is setting on GM Korea, and it could already be well into dusk. GM Korea came about when General Motors, along with co-investors SAIC and Suzuki, bought Daewoo Motors from parent company Daewoo Group in 2001; it had a previous tie-up with GM, a joint venture that ended in 1992, although Daewoo cars were based on GM cars until 1996. Over the decade following the purchase, it became such an important part of operations that it was renamed GM Korea in 2011, "to reflect its heightened status in [the] global operations of GM." Just two years later, the printed rumors were that the subsidiary responsible for a fifth of Chevrolet's global production could be shutting down. The division's sales were down almost 21 percent through November of last year, counting domestic South Korean sales, exports, and CKD – Complete Knock Down – products. That makes the labor strife, already an issue for four years, even more acute, reports say the subsidiary will lose $36 million a year if it can't get the job and wage cuts it wants, and government concessions can't make up for the losses. And it gets worse, so head over to Daily Kanban to read the rest of the story.