1994 3000gt Mistubishi on 2040-cars

Auto blog

2014 Pikes Peak Hill Climb: Practice Day 3

Greg Tracy's MiEV Evolution III topped the time sheets almost 14 seconds ahead of third-place Monster Tajima.
On Thursday, qualifying times for six categories were set on the bottom-section switchbacks of Pikes Peak: Electric Modified - near-unlimited showcases of electric-vehicle engineering; Electric Production - electric vehicles "readily available to the public;" Open Wheel - single engine, open wheeled, open cockpit, single seat vehicles; Open - based upon a production or approved-aftermarket-replica vehicle; Exhibition - a prototype or pre-production vehicle limited to one year of eligibility in this class; and Vintage - vehicles and drivelines from 1990 or earlier.

2014 Pikes Peak Hill Climb Practice Day 1

This year the big news about the Pikes Peak International Hill Climb is about who isn't showing up. Sebastien Loeb, fresh off his record setting run last year, hasn't bothered coming back (and probably won't unless someone breaks his record). The Millen family is also noticeably absent. Rhys and Rod have been driving here for the past couple of decades but it looks like Rhys is focusing his efforts on Global RallyCross.
Last year Pikes Peak added a fourth practice day on Tuesday to allow drivers to get more time on the mountain. It's an optional practice day, but most drivers show up.
Today, both Time Attack divisions (1 and 2) as well as Unlimited division drove the lower third of the mountain. Pikes Peak Open, Open Wheel, Electric Production, Electric Modified, Exhibition and Vintage all practiced on the middle section, and bikes power sports did the top section.

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.