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Despite missteps, Mitsubishi Outlander PHEV a hit in UK

Like a stiff breeze off the White Cliffs of Dover, UK sales of the Mitsubishi Outlander Plug-in Hybrid may have the wind at its back. That's because the Japanese automaker isn't charging any extra, relative to the diesel-powered Outlander. And UK's Duxford Auto Group says it's already feeling the positive effects. The auto dealership is conducting about a dozen test drives a day for potential (and curious) customers, Cambridge News says. More tellingly, Duxford Auto is rebooking another dozen or so test drives per weekend day because of pent-up interest. The company hasn't released UK sales figures, Mitsubishi spokesman Dan Irvin told AutoblogGreen, but Duxford Auto says sales will be stronger than expected, especially since the Outlander PHEV is exempt from UK congestion charges. Mitsubishi introduced the Outlander PHEV to the UK this spring. The bonus there was that, inclusive of a UK government grant, the car was priced at the equivalent of about $47,000, or about the same price as the base diesel-powered version. The model, which pairs a 2.0-liter gas engine with an electric motor, has an all-electric range of 32 miles. Mitsubishi ran into problems with the Outlander PHEV in spring 2013 after a battery melted at a Japan dealership, causing the company to halt production on the model. The company later discovered that some of the batteries were short-circuiting due to a flaw in the screening process. Once those issues were solved, Mitsubishi doubled its production rate last year to make up for lost time. Meanwhile, Automotive News reported last month that California regulators will delay sales of the model in that state to late next year or early 2016 because of battery issues. The state, easily the largest US plug-in vehicle market, wants Mitsubishi to include battery-degradation monitors for the car's lithium-ion batteries. Mitsubishi spokesman Alex Fedorak refuted the report that the Outlander PHEV may not be available in the US until 2016. "Launch plans for the US version of the Outlander PHEV remain unchanged with an expected debut of Fall 2015," Fedorak told AutoblogGreen.

Japan plans real-world diesel emissions test after companies fail

Japan's transport ministry plans to start real-world diesel emissions tests after an experiment found four models from Toyota, Nissan, and Mitsubishi that produced more nitrogen oxide (NOx) emissions than the nation's rules allow, according to The Japan Times. Regulators there usually only perform emissions checks in the lab. The VW diesel scandal has everyone double-checking their figures. Diesel versions of the Toyota Hiace van, Land Cruiser Prado, and Nissan X-Trail produced up to 10 times more NOx than allowed. The Mitsubishi Delica D:5 was up to five times over the limit, The Wall Street Journal reports. There was no evidence of defeat devices in the vehicles. Mazda performed well in the experiment, though. The CX-5 passed with nearly the same results on the road and in the lab. The Demio, better known as the Mazda2, did nearly as well with only slighter higher figures in the real world than in the controlled setting. The experimenters theorized the reason for the excessive emissions was that cold weather caused the engines' software to shut off the exhaust gas recirculation to prevent damage, according to the WSJ. However, this behavior also increased NOx production. Toyota, Nissan, and Mitsubishi don't have to worry about punishment from the transport ministry because this check was just an experiment. Their models already passed the mandated lab tests, which was the only requirement, according to The Japan Times. As governments begin greater real-world emissions tests, the results suggests diesels aren't very clean. A recent check in France found models from Ford, Renault, and Mercedes-Benz that didn't perform up to the standards. Regulators in India conducted similar evaluations and ordered VW to recall over 300,000 vehicles. Related Video:

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.