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Junkyard Gem: 1989 Mitsubishi Galant Sedan

The history of the Mitsubishi Galant in North America goes all the way back to the 1971 model year, when Chrysler imported the first-generation Galant and badged it as the Dodge Colt. Later in the 1970s, we got Galant coupes badged as Dodge Challengers and Plymouth Sapporos, and Mitsubishi began selling Galants (now with front-wheel-drive) with the company's own badging starting in the 1985 model year. The sixth-generation Galant arrived here for the 1989 model year, as a stylish and technology-packed competitor to the Taurus, Camry, and Accord, and it made a fair-sized splash in the automotive world. You'd have a tough time finding one of these cars today, but this '89 appeared in a self-service yard in Phoenix a couple of months back and I was there to document it. 159,385 miles is a respectable total for a 1980s car, and this one looks clean enough to indicate that it had conscientious owners for most of its 31-year life. Check out the dual analog trip counters, the sort of cool little feature Mitsubishi did so well during this era. One of this car's owners (probably its final owner) applied glue-on bling to many locations inside the car. A fairly typical Japanese sedan interior for the late 1980s and early 1990s, though a bit flashier than what Toyota and Honda were doing at the time. The base Galant sedan listed at $10,971 in 1989, versus $12,400 for a Ford Taurus L sedan, $12,105 for a base Chevrolet Celebrity sedan, $11,488 for a base Toyota Camry sedan, and $11,770 for a Honda Accord DX sedan. That was a good price for a competent and fuel-efficient sedan with a modicum of sportiness. Power came from a 2.0-liter 4G63 Sirius four-cylinder rated at 102 horsepower. This engine went into a list of vehicles longer than a Mitsubishi HIIB rocket, everything from the Eclipse to the Great Wall Coolbear, and you can buy a brand-new BAW BJ2022 Brave Warrior with 4G63 power to this day. Protected by the Nassau County PBA and Radio Shack. This car must have begun its career in New York, then moved to Arizona. Some Americans still bought midsize sedans with manual transmissions during this era, but their numbers were in steep decline (Ford stopped selling three-pedal Tauruses, other than the SHO after 1988). This car has an automatic, though I have found a bullet-riddled '91 Galant with a 5-speed during my junkyard travels. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings.

Lexus tops JD Power Vehicle Dependability Study again, Buick bests Toyota

It shouldn't surprise anyone, but Lexus has once again taken the top spot in JD Power's Vehicle Dependability Study. That'd be the Japanese luxury brand's fourth straight year at the top of table. The big news, though, is the rise of Buick. General Motor's near-premium brand beat out Toyota to take second place, with 110 problems per 100 vehicles compared to Toyota's 111 problems. Lexus owners only reported 89 problems per 100 vehicles. Besides Buick's three-position jump, Scion enjoyed a major improvement, jumping 13 positions from 2014. Ram and Mitsubishi made big gains, as well, moving up 11 and 10 positions, respectively. In terms of individual segments, GM and Toyota both excelled, taking home seven segment awards each. The study wasn't good news for all involved, though. A number of popular automakers finished below the industry average of 147 problems per 100 vehicles, including Subaru, (157PP100), Volkswagen (165PP100), Ford/Hyundai (188PP100 each) and Mini (193PP100). The biggest losers (by a tremendous margin, we might add) were Land Rover and Fiat, recording 258 and 273 problems per 100 vehicles. The next closest brand was Jeep, with 197PP100. While the Vehicle Dependability Study uses the same measurement system as the Initial Quality Survey, the two metrics analyze very different things. The VDS looks at problems experienced by original owners of model year 2012 vehicles over the past 12 months, while the oft-quoted IQS focuses on problems in the first 90 days of new-vehicle ownership. Like the IQS, though, the VDS has a rather broad definition of what a problem is. Because of that, a low score from JD Power is no guarantee of extreme unreliability, so much as just poor design. In this most recent study, the two most reported problems focused on Bluetooth connectivity and the voice-command systems. The former leaves plenty of room for user error due to poor design (particularly true of the Bluetooth systems on the low-scoring Fords, Volkswagens and Subarus), while the second is something JD Power has already confirmed as being universally terrible. That makes means that while these studies are important, they shouldn't be taken as gospel when it comes to automotive reliability. News Source: JD PowerImage Credit: Copyright 2015 Jeremy Korzeniewski / AOL Buick Fiat Ford GM Hyundai Jeep Land Rover Lexus MINI Mitsubishi RAM Scion Subaru Toyota Volkswagen Auto Repair Ownership study

Nissan CEO Makoto Uchida rules out closer capital ties with Renault

YOKOHAMA — Nissan is committed to its automaking alliance with Renault but will not look to deepen its capital ties with the French automaker any time soon, its new CEO said on Monday. On his first day in the new position, chief executive Makoto Uchida also pledged to repair profitability at Japan's No. 2 automaker and said setting realistic targets would be key toward that goal, as it tries to make a clean break from the leadership of former chairman Carlos Ghosn. "Closer capital ties with Renault are not a focus in the short term," he told reporters. Uchida became CEO of Nissan on Dec. 1, as the car maker tries to recover from a profit slump and draw a line under a year of turmoil after the Ghosn scandal. The ousted chairman is fighting financial misconduct charges in Japan. One of the new CEO's big tasks is to salvage ties with Renault, which have deteriorated since Ghosn's ouster as chairman of both companies. Renault holds a 43.4% stake in Nissan after it saved the Japanese automaker from financial ruin two decades ago, and has pushed for the two companies to merge. In rejecting a notion of a merger with Renault, Uchida, 53, echoes his predecessor Hiroto Saikawa, who stepped down in September. He added that the alliance must re-think how it can serve all of its three members, which also includes Mitsubishi Motors. "The alliance has to benefit each of its partners in terms of revenue and profit," he said. "We need to re-evaluate what has worked and what hasn't worked in the alliance in the past few years." The CEO called for Nissan to set "challenging but achievable" targets, adding that this and the launch of more new car models and vehicle technologies would be key to its financial recovery. Nissan is bracing for its lowest annual profit in 11 years and has slashed its dividend by 65%. Its struggles come at a time when car companies desperately need scale to keep up with sweeping technological changes like electric vehicles and ride-hailing. "Somewhere along the way we created a culture of setting targets which could not be achieved," Uchida said, adding that this had resulted in a focus on short-term results. "Years of this had led Nissan to its current "difficult situation," he said, using heavy vehicle discounting in the U.S. market as an example of how aggressive sales targets to grow market share had deteriorated the company's brand.