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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.

Mitsubishi profits in North America for first time in seven years

Well, this is a change of pace. Mitsubishi has actually made some money in North America. It's the company's first operating profit in seven years, and while it might only be $4.18 million – yes, Mitsubishi made less in 2014 than some professional athletes – it's definitely a start. Sales in the US were up 19 percent between January and March, to 32,000 units, while 2014's overall sales jumped 21 percent to 117,000 units, Automotive News reports. Perhaps more impressively, the company is predicting a bountiful 2015, with sales up to 128,000 units and operating profits climbing to $58.5 million. If Mitsubishi is doing this with cars like the ancient Lancer and the awful Mirage, we should probably expect some good things when newer, more competent vehicles like the new Outlander hit dealers.

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.