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Japanese automakers ramping production for renewed American sales

The 2011 earthquake and tsunami that struck Japan took quite the toll on the automotive industry in that nation. Not content to lean on that tragedy as excuse for slagging sales, the Japanese automakers are planning on a major production expansion in North America. The aim is to reclaim the market share lost from the Tsunami-based dip, and overcome a dollar/yen exchange rate that makes exporting to America unprofitable.
Following the Tsunami, Japanese automakers ramped up production in their North American facilities to compensate, but according to Automotive News, Nissan, Honda and others have all reported plans for still-further increased production in the year ahead. As part of this ramp-up, Mazda will open a facility in Salamnca, Mexico before March of 2014. Part of that increase in output is 50,000 units of a Toyota-badged compact car, which Mazda will produce.
Other Mexican production facilities opening include a Honda plant, which will open in Spring 2014 in Celaya, and a Nissan plant, set to open later this year in Aguascalientes. Nissan also said that it will need another plant in North America within the next five years. According to Nissan Boss Carlos Ghosn, the company aims to raise its stake in the US market from 8 percent to 10, and adding production will help achieve that goal. Even Mitsubishi is aiming to boost production at its Normal, Illinois plant. Production of the Outlander Sport is currently at 50,000, which Mitsubishi wants to raise to 70,000.

2016 Civic, Sonata, Lexus RX, and Altima earn TSP+ from IIHS [w/videos]

The 2016 Honda Civic sedan, Hyundai Sonata, Lexus RX, and Nissan Altima started the year with a bang by earning Top Safety Pick+ honors from the Insurance Institute for Highway Safety. They join 48 other 2016 model year vehicles that IIHS already tested that received the agency's top safety marks. These four models met the IIHS' latest requirement, scoring the agency's best possible score in all five of its crash tests – front, side, rear, rollover, and the difficult small-overlap – to be eligible for the safety accolade. Hyundai improved the 2016 Sonata's structure after the sedan's production began, so this rating only applied to examples produced after October. To get the TSP+ honor, a vehicle's crash prevention tech needs to earn least two points on the IIHS' scale. The lower Top Safety Pick designation can go to model with a "basic" version of these systems like a front collision warning. The Civic, Sonata, and RX scored the maximum six points to get "superior" scores for their optional crash prevention tech because they avoided collisions at up to 25 miles per hour. The Altima was successful in a 12-mph test, but the system slowed the sedan by 10 mph in the 25-mph test rather than completely stopping it. Therefore, the agency awarded the Nissan five points, which was still a "superior" score. You can watch the small-overlap tests for the Civic, RX, Altima, and Sonata respectively below. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. Four more vehicles earn the 2016 TOP SAFETY PICK+ award ARLINGTON, Va. — The Honda Civic 4-door, Hyundai Sonata, Lexus RX and Nissan Altima are the latest vehicles to earn the top award from the Insurance Institute for Highway Safety. The four vehicles join the 2016 winner's circle just one month after the initial crop of 48 TOP SAFETY PICK+ winners was announced. The requirements for TOP SAFETY PICK+ were tightened for 2016. To qualify, winners must earn good ratings in each of the Institute's five crashworthiness tests and have an available front crash prevention system earning an advanced or superior rating.

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.