You've got to hand it to today's automotive engineers. They are absolute magicians at getting new models to emit less CO2. One of the newest -- and coolest -- developments is on the third-generation Ford Focus.
The compact car's Active Grille Shutter, which is standard in Europe, improves aerodynamics by using vents to control airflow through the grille to the cooling system and engine compartment.
If the car needs air to cool the engine, the vents are automatically opened. If no airflow is needed, the vents are shut, which reduces aerodynamic drag and in turn cuts CO2 emissions by 2 percent, Ford says, or about a gram of CO2 per kilometer depending on the powertrain.
Ford says it is discussing whether to make the Active Grille Shutter standard in Russia and China.
Its development shows the lengths automakers are going to save every single gram of CO2 possible.
Wednesday, April 13, 2011
Monday, April 11, 2011
The big threat: Chip shortage
TOKYO -- The world's largest maker of automotive microcontrollers -- the electronic brains that control millions of vehicles built by major automakers -- is shifting production from a key crippled plant to two other plants, but it will take months before shipments can start.
The move by Renesas Electronics Corp., which controls 41 percent of the global automotive chip market, signals months of shortages of the highly specialized parts, already in tight supply before the March 11 earthquake in Japan. Japanese and North American automakers could face production shutdowns if the pipeline runs dry.
Renesas will move production from its Naka plant, which built 25 percent of its chips, to one plant in Singapore and one in western Japan. The transfer could take up to two months. The Naka plant won't resume partial operation until July.
And the manufacturing process for microchips can take up to two months, meaning it could be four months before those new sites are shipping finished products.
A modern vehicle uses 30 to more than 100 microchips, essential in such things as parking brakes, engine control units, entertainment systems, stability control and power steering. They are highly complex and often use-specific, which means they can't easily be re-sourced.
"The situation is quite difficult," says Matteo Fini, a senior analyst for the consulting firm Supplier Business, a division of IHS Automotive. "I see too many problems trying to replace these devices."
For example, each engine control unit is designed to match the characteristics of a particular powertrain. Microcontrollers are designed to run on a variety of voltages. Automakers use different programming languages, and the computer chips may have a different number of connecting pins. "It's a fragmented universe," Fini says.
And rival chip makers such as Freescale Semiconductor, Infineon Technologies and Texas Instruments cannot easily step up production.
Electronics suppliers such as Robert Bosch GmbH already were scrambling to bolster lean inventories of computer chips. The earthquake "has not made this critical situation any easier," says Bosch spokeswoman Cheryl Kilborn.
The situation is especially difficult for Toyota Motor Corp., Renesas' biggest end user. It is estimated that 80 percent of the microchips in the Lexus LS 460 come from the Japanese chip maker.
Robert Young, Toyota's purchasing chief in North America, declined to comment on specific suppliers. But in an e-mailed response, he confirmed that Toyota is "concerned about the global supply of electrical components."
Indeed, Toyota is worried about a long list of components, not just computer chips. It has 217 Tier 1 suppliers in Japan. As of Friday, its surveys of Tier 1 suppliers had identified 150 components whose supply could not be guaranteed.
A trend soon emerged: Electronics parts -- including wafer boards, connectors and electric wire -- were a big worry.
Toyota Motor Corp. said Friday that it will resume limited assembly at all 18 domestic plants from April 18-27, after more than a month with all but two factories offline.
Toyota was the last automaker to announce it would restart all its plants after the earthquake. But its race to come to grips with its supply chain problems underscores the challenges faced by all of Japan's automakers as they fight to restore full production.
When a supplier was identified as sourcing from an at-risk parts maker, Toyota urged the supplier to visit the subsupplier and hammer out problems. It even provided contact information.
But some factories were closed and turning away visitors, said one supplier executive. "All you could do is take a picture of you at the plant to show Toyota you tried," he said.
Meanwhile, switching to a new Tier 2 supplier is easier said than done. Doing so often requires Tier 1 suppliers to submit process change requests or design change requests to carmakers that can take up to several weeks for approval in complicated cases.
And some parts are unique, so no replacements exist. Finding a new supplier for the complex computer chips that control engines or infotainment systems "tends to be quite messy," Fini says. "I think Renesas' customers will try to stick with Renesas as long as it says it can supply the parts."
The move by Renesas Electronics Corp., which controls 41 percent of the global automotive chip market, signals months of shortages of the highly specialized parts, already in tight supply before the March 11 earthquake in Japan. Japanese and North American automakers could face production shutdowns if the pipeline runs dry.
Renesas will move production from its Naka plant, which built 25 percent of its chips, to one plant in Singapore and one in western Japan. The transfer could take up to two months. The Naka plant won't resume partial operation until July.
And the manufacturing process for microchips can take up to two months, meaning it could be four months before those new sites are shipping finished products.
A modern vehicle uses 30 to more than 100 microchips, essential in such things as parking brakes, engine control units, entertainment systems, stability control and power steering. They are highly complex and often use-specific, which means they can't easily be re-sourced.
"The situation is quite difficult," says Matteo Fini, a senior analyst for the consulting firm Supplier Business, a division of IHS Automotive. "I see too many problems trying to replace these devices."
For example, each engine control unit is designed to match the characteristics of a particular powertrain. Microcontrollers are designed to run on a variety of voltages. Automakers use different programming languages, and the computer chips may have a different number of connecting pins. "It's a fragmented universe," Fini says.
And rival chip makers such as Freescale Semiconductor, Infineon Technologies and Texas Instruments cannot easily step up production.
Electronics suppliers such as Robert Bosch GmbH already were scrambling to bolster lean inventories of computer chips. The earthquake "has not made this critical situation any easier," says Bosch spokeswoman Cheryl Kilborn.
The situation is especially difficult for Toyota Motor Corp., Renesas' biggest end user. It is estimated that 80 percent of the microchips in the Lexus LS 460 come from the Japanese chip maker.
Robert Young, Toyota's purchasing chief in North America, declined to comment on specific suppliers. But in an e-mailed response, he confirmed that Toyota is "concerned about the global supply of electrical components."
Indeed, Toyota is worried about a long list of components, not just computer chips. It has 217 Tier 1 suppliers in Japan. As of Friday, its surveys of Tier 1 suppliers had identified 150 components whose supply could not be guaranteed.
A trend soon emerged: Electronics parts -- including wafer boards, connectors and electric wire -- were a big worry.
Toyota Motor Corp. said Friday that it will resume limited assembly at all 18 domestic plants from April 18-27, after more than a month with all but two factories offline.
Toyota was the last automaker to announce it would restart all its plants after the earthquake. But its race to come to grips with its supply chain problems underscores the challenges faced by all of Japan's automakers as they fight to restore full production.
When a supplier was identified as sourcing from an at-risk parts maker, Toyota urged the supplier to visit the subsupplier and hammer out problems. It even provided contact information.
But some factories were closed and turning away visitors, said one supplier executive. "All you could do is take a picture of you at the plant to show Toyota you tried," he said.
Meanwhile, switching to a new Tier 2 supplier is easier said than done. Doing so often requires Tier 1 suppliers to submit process change requests or design change requests to carmakers that can take up to several weeks for approval in complicated cases.
And some parts are unique, so no replacements exist. Finding a new supplier for the complex computer chips that control engines or infotainment systems "tends to be quite messy," Fini says. "I think Renesas' customers will try to stick with Renesas as long as it says it can supply the parts."
Friday, April 08, 2011
U.S. should install electric car charging stations, Nissan says
NEW YORK (Bloomberg) -- The Obama administration's goal of putting 1 million hybrid and electric vehicles on U.S. roads by 2015 is "reasonable" if the government builds hydrogen fueling and electric-charging stations nationwide, a Nissan Motor Co. executive said.
"Carmakers can't go and put hydrogen fueling and charging stations throughout the U.S., but the government can," Andy Palmer, a senior vice president at Nissan said in an interview at a conference in New York Wednesday.
There are 722 electric car charging stations in the U.S., with 60 percent of those in California, according to the Energy Department. There are 58 hydrogen fueling stations in the nation, again with the most in California than any other state. U.S. sales of hybrid and electric vehicles could reach 1.6 million by the end of the decade, or 9 percent of all cars, Albert Cheung, a Bloomberg New Energy Finance analyst said in a presentation at the conference.
By 2030, sales could reach 4 million vehicles, he said. Models available today include Nissan's all-electric Leaf, and General Motors Co.'s Chevrolet Volt, which uses a gasoline engine to charge a battery. Ford Motor Co. makes the Transit Connect, an electric delivery van. U.S. government purchases accounted for about a fourth of the Ford and GM hybrid vehicles sold since President Barack Obama took office, according to government data.
Government purchases
The U.S. General Services Administration, which runs the government fleet, bought at least 14,584 hybrid vehicles in the past two fiscal years, or about 10 percent of 145,473 vehicles the agency purchased in that period, according to sales data obtained by Bloomberg under a Freedom of Information Act request.
That's up from fiscal 2008 when hybrids accounted for less than 1 percent of government purchases, the data showed.
"Government fleets create momentum, but they're not the be all and end all," Palmer said. "The more vehicles you get out into customer hands, the more people start to understand that an electric car is not the same as a golf cart."
This is especially important as Japan's Nissan, GM and other carmakers developing hybrid and electric vehicles are looking for ways to further develop technologies. Longer-lasting batteries would increase product reliability and help make prices more attractive to consumers, he said. Hybrid and electric vehicle models purchased by the government ranged from $23,072 to $47,079.
The government paid an average of $5,281 less for its hybrid vehicles than sticker prices, according to a comparison of the GSA purchase data with prices collected by Edmunds.com, a consumer information Web site.
"Carmakers can't go and put hydrogen fueling and charging stations throughout the U.S., but the government can," Andy Palmer, a senior vice president at Nissan said in an interview at a conference in New York Wednesday.
There are 722 electric car charging stations in the U.S., with 60 percent of those in California, according to the Energy Department. There are 58 hydrogen fueling stations in the nation, again with the most in California than any other state. U.S. sales of hybrid and electric vehicles could reach 1.6 million by the end of the decade, or 9 percent of all cars, Albert Cheung, a Bloomberg New Energy Finance analyst said in a presentation at the conference.
By 2030, sales could reach 4 million vehicles, he said. Models available today include Nissan's all-electric Leaf, and General Motors Co.'s Chevrolet Volt, which uses a gasoline engine to charge a battery. Ford Motor Co. makes the Transit Connect, an electric delivery van. U.S. government purchases accounted for about a fourth of the Ford and GM hybrid vehicles sold since President Barack Obama took office, according to government data.
Government purchases
The U.S. General Services Administration, which runs the government fleet, bought at least 14,584 hybrid vehicles in the past two fiscal years, or about 10 percent of 145,473 vehicles the agency purchased in that period, according to sales data obtained by Bloomberg under a Freedom of Information Act request.
That's up from fiscal 2008 when hybrids accounted for less than 1 percent of government purchases, the data showed.
"Government fleets create momentum, but they're not the be all and end all," Palmer said. "The more vehicles you get out into customer hands, the more people start to understand that an electric car is not the same as a golf cart."
This is especially important as Japan's Nissan, GM and other carmakers developing hybrid and electric vehicles are looking for ways to further develop technologies. Longer-lasting batteries would increase product reliability and help make prices more attractive to consumers, he said. Hybrid and electric vehicle models purchased by the government ranged from $23,072 to $47,079.
The government paid an average of $5,281 less for its hybrid vehicles than sticker prices, according to a comparison of the GSA purchase data with prices collected by Edmunds.com, a consumer information Web site.
Thursday, April 07, 2011
Toyota and Microsoft team up on telematics
Next-generation software will appear on vehicles next year
Toyota Motor Corp. and Microsoft Corp. are teaming-up to deploy a next-generation telematics software platform that the automaker expects will debut on Toyota electric and plug-in hybrid vehicles next year.
The first applications developed for the platform will let drivers monitor and manage charging and energy use of electric and plug-in hybrid vehicles equipped with the technology, the companies said.
The companies plan to invest 1 billion yen, or about $12 million, into Toyota Media Service Co., a Toyota subsidiary, to support the partnership, the companies said in a joint statement today.
Toyota's telematics applications will run on Microsoft's Windows Azure platform, a so-called "cloud" computing platform, the companies said.
In essence, a cloud platform essentially allows software applications to operate remotely, using data and running on infrastructure stored over the internet, rather than on local software and hardware.
Behind the scenes
The deal stands in contrast to the Ford's Sync infotainment system developed by Microsoft. Ford's Sync system is an infotainment technology system installed in the car. Microsoft's deal with Toyota affects the behind-the-scenes IT infrastructure Toyota uses to operate its telematics applications. From that platform, a variety of applications can be developed.
"Utilizing Windows Azure and Microsoft's vast information infrastructure will boost the value of automobiles by making them information terminals, moving beyond today's GPS navigation and wireless safety communications while reducing driver distraction," Toyota president Akio Toyoda said today in an online press conference about the deal.
For example, the new system will include applications to manage vehicle charging to reduce stress on the electricity grid, remote control of home appliances connected to the grid, and applications using voice activation, Toyoda said in the press conference.
"Users will be able to turn on the heat or air conditioning in their car while their vehicle is plugged into the grid, or dynamically monitor miles until the next charging station right from their GPS system, or somebody could use a smart phone to check battery power or maintenance information remotely from their vehicle," Microsoft CEO Steve Ballmer said in the press conference with Toyoda.
"Imagine being able to tell a car to charge at the time of day when demand for energy is low and therefore the least expensive time available," Ballmer said.
More applications
The new platform could also allow for more applications to be developed for Toyota's "Entune" infotainment suite that debuted at the Consumer Electronics Show last January, Toyoda said.
On another note, Toyoda said he was at first doubtful about leaving Japan today as the company struggles to get operations back to normal after last month's earthquake, but he said working on future business opportunities was the best way to help Japan's recovery.
Microsoft has worked with Toyota for more than a decade, but today's announcement signals an escalation of their co-operation.
Toyota Motor Corp. and Microsoft Corp. are teaming-up to deploy a next-generation telematics software platform that the automaker expects will debut on Toyota electric and plug-in hybrid vehicles next year.
The first applications developed for the platform will let drivers monitor and manage charging and energy use of electric and plug-in hybrid vehicles equipped with the technology, the companies said.
The companies plan to invest 1 billion yen, or about $12 million, into Toyota Media Service Co., a Toyota subsidiary, to support the partnership, the companies said in a joint statement today.
Toyota's telematics applications will run on Microsoft's Windows Azure platform, a so-called "cloud" computing platform, the companies said.
In essence, a cloud platform essentially allows software applications to operate remotely, using data and running on infrastructure stored over the internet, rather than on local software and hardware.
Behind the scenes
The deal stands in contrast to the Ford's Sync infotainment system developed by Microsoft. Ford's Sync system is an infotainment technology system installed in the car. Microsoft's deal with Toyota affects the behind-the-scenes IT infrastructure Toyota uses to operate its telematics applications. From that platform, a variety of applications can be developed.
"Utilizing Windows Azure and Microsoft's vast information infrastructure will boost the value of automobiles by making them information terminals, moving beyond today's GPS navigation and wireless safety communications while reducing driver distraction," Toyota president Akio Toyoda said today in an online press conference about the deal.
For example, the new system will include applications to manage vehicle charging to reduce stress on the electricity grid, remote control of home appliances connected to the grid, and applications using voice activation, Toyoda said in the press conference.
"Users will be able to turn on the heat or air conditioning in their car while their vehicle is plugged into the grid, or dynamically monitor miles until the next charging station right from their GPS system, or somebody could use a smart phone to check battery power or maintenance information remotely from their vehicle," Microsoft CEO Steve Ballmer said in the press conference with Toyoda.
"Imagine being able to tell a car to charge at the time of day when demand for energy is low and therefore the least expensive time available," Ballmer said.
More applications
The new platform could also allow for more applications to be developed for Toyota's "Entune" infotainment suite that debuted at the Consumer Electronics Show last January, Toyoda said.
On another note, Toyoda said he was at first doubtful about leaving Japan today as the company struggles to get operations back to normal after last month's earthquake, but he said working on future business opportunities was the best way to help Japan's recovery.
Microsoft has worked with Toyota for more than a decade, but today's announcement signals an escalation of their co-operation.
Tuesday, April 05, 2011
1996 Nissan Quest minivan
I'm driving to work, on a road that has been under construction. Most of it is smooth and new, but there is a short section that is very rough and bumpy. So I hit a bump in the road and the car stalls. I roll to a stop and then put it in park and turn the key. Nothing!
All the idiot lights come on, including "check engine." I had to have it towed. A mechanical friend came and checked it out. He said it isn't getting a spark, but he doesn't know why.
We checked wires for a short and fuses for one that is blown but didn't find anything. So now my van is sitting in my driveway for a week.
Anyone have something like this happen? If so, what was the cause and the fix?
Response:
1) Check your battery cable ends for losening or corpses turminals. Another place to look is where the wires connect to the starter. It is possible that those wire may be lose as well.
2) Check the ignition coil. That happened to me once.
3) No fuel pressure??
All the idiot lights come on, including "check engine." I had to have it towed. A mechanical friend came and checked it out. He said it isn't getting a spark, but he doesn't know why.
We checked wires for a short and fuses for one that is blown but didn't find anything. So now my van is sitting in my driveway for a week.
Anyone have something like this happen? If so, what was the cause and the fix?
Response:
1) Check your battery cable ends for losening or corpses turminals. Another place to look is where the wires connect to the starter. It is possible that those wire may be lose as well.
2) Check the ignition coil. That happened to me once.
3) No fuel pressure??
Saturday, April 02, 2011
94 jeep gc brakes
I have the vehicle listed above... I have completely replaced all parts in the braking system except the abs pump which still functions
Changed:
Power booster
Master cylinder
Proportoning valve
Rubber hoses
Calipers
Wheel cylinders
New rotors
Best non ceramic pads $ can buy on from and shoes on back
I can only get a semi hard brake pedal but I have pretty decent stopping(much better than before I changed the power booster)
Any thoughts on getting a more firm pedal??
Response:
On SOME Jeep Trucks on the rear axle where the brake lines connect is a "Limiter" that functions to allow more fluid to the rear brakes as more payload is gained. On others there is an electrical switch simular to a leveling device that controls the computer and ABS distribution. every wheel has a speed sensor that control each wheel by pressure and signal to the computer. If you have a Bendix System the Accumulator is part of the Pump Assy.
Changed:
Power booster
Master cylinder
Proportoning valve
Rubber hoses
Calipers
Wheel cylinders
New rotors
Best non ceramic pads $ can buy on from and shoes on back
I can only get a semi hard brake pedal but I have pretty decent stopping(much better than before I changed the power booster)
Any thoughts on getting a more firm pedal??
Response:
On SOME Jeep Trucks on the rear axle where the brake lines connect is a "Limiter" that functions to allow more fluid to the rear brakes as more payload is gained. On others there is an electrical switch simular to a leveling device that controls the computer and ABS distribution. every wheel has a speed sensor that control each wheel by pressure and signal to the computer. If you have a Bendix System the Accumulator is part of the Pump Assy.
Thursday, March 31, 2011
Buick developing hybrid model using Volt technology
DETROIT (Bloomberg) -- General Motors Co. is developing a Buick brand car using the Chevrolet Volt's plug-in hybrid technology as the automaker expands its line of fuel-efficient vehicles, according to two people familiar with the project.
Designers and engineers are working on a version of the plug-in hybrid Opel Ampera, which was modeled after the Volt and scheduled for sale in Europe this year, with a Buick grille and front-end styling, said the people, who didn't want to be named because the plans are private.
Sales of the Buick version would begin in 2013 if it gets final approval, the people said.
The challenge for GM will be making the car different enough and adding amenities to justify selling it for a higher price under the Buick brand, said Jim Hall, principal of 2953 Analytics Inc., a consulting firm in Birmingham, Mich.
The Volt sells for $41,000 before a federal tax incentive of $7,500.
Reducing weight
"The Volt is already well-equipped," Hall said in an interview. "It's missing power seats and that's about it. What else can you add to make it a premium car?"
The plan could work if GM equips the Buick version with expensive advanced materials that reduce weight and improve the car's electric-only range or driving performance, Hall said.
GM CEO Dan Akerson has said he plans to sell a car using GM's Voltec gasoline-electric drive system among each of the automaker's four brands.
He told analysts at a conference in January that GM must continue developing new technology to prepare for higher fuel prices.
Rob Peterson, a GM spokesman, declined to comment on a possible plug-in hybrid Buick and reiterated Akerson's comments that GM wants to do more with its Voltec technology.
"We have talked about a variety of ways to leverage the Voltec drive system," Peterson said.
Buick, Opel
The Buick version of the car may not be drastically different than the Ampera or the Volt because GM wants to begin sales quickly, the people said.
GM already shares vehicles between Buick and Opel, with the new Buick Regal midsize sedan and the Opel Insignia featuring similar styling and platform.
If the new car is too similar to the Volt, some consumers may see it as only a look-alike version of another vehicle in GM's line, a practice referred as "badge engineering," said Rebecca Lindland, an analyst with IHS Automotive, a research firm based in Lexington, Mass.
"Why are they badge engineering?" Lindland said. "The Ampera really is just the Volt."
GM is looking at putting the Voltec system in other future models, people familiar with the matter have said.
Using the system in larger models is a challenge because they need more battery power, which adds weight to the car and reduces the vehicle's pure electric driving range, Hall said.
Designers and engineers are working on a version of the plug-in hybrid Opel Ampera, which was modeled after the Volt and scheduled for sale in Europe this year, with a Buick grille and front-end styling, said the people, who didn't want to be named because the plans are private.
Sales of the Buick version would begin in 2013 if it gets final approval, the people said.
The challenge for GM will be making the car different enough and adding amenities to justify selling it for a higher price under the Buick brand, said Jim Hall, principal of 2953 Analytics Inc., a consulting firm in Birmingham, Mich.
The Volt sells for $41,000 before a federal tax incentive of $7,500.
Reducing weight
"The Volt is already well-equipped," Hall said in an interview. "It's missing power seats and that's about it. What else can you add to make it a premium car?"
The plan could work if GM equips the Buick version with expensive advanced materials that reduce weight and improve the car's electric-only range or driving performance, Hall said.
GM CEO Dan Akerson has said he plans to sell a car using GM's Voltec gasoline-electric drive system among each of the automaker's four brands.
He told analysts at a conference in January that GM must continue developing new technology to prepare for higher fuel prices.
Rob Peterson, a GM spokesman, declined to comment on a possible plug-in hybrid Buick and reiterated Akerson's comments that GM wants to do more with its Voltec technology.
"We have talked about a variety of ways to leverage the Voltec drive system," Peterson said.
Buick, Opel
The Buick version of the car may not be drastically different than the Ampera or the Volt because GM wants to begin sales quickly, the people said.
GM already shares vehicles between Buick and Opel, with the new Buick Regal midsize sedan and the Opel Insignia featuring similar styling and platform.
If the new car is too similar to the Volt, some consumers may see it as only a look-alike version of another vehicle in GM's line, a practice referred as "badge engineering," said Rebecca Lindland, an analyst with IHS Automotive, a research firm based in Lexington, Mass.
"Why are they badge engineering?" Lindland said. "The Ampera really is just the Volt."
GM is looking at putting the Voltec system in other future models, people familiar with the matter have said.
Using the system in larger models is a challenge because they need more battery power, which adds weight to the car and reduces the vehicle's pure electric driving range, Hall said.
Wednesday, March 30, 2011
Buick developing hybrid model using Volt technology
DETROIT (Bloomberg) -- General Motors Co. is developing a Buick brand car using the Chevrolet Volt's plug-in hybrid technology as the automaker expands its line of fuel-efficient vehicles, according to two people familiar with the project.
Designers and engineers are working on a version of the plug-in hybrid Opel Ampera, which was modeled after the Volt and scheduled for sale in Europe this year, with a Buick grille and front-end styling, said the people, who didn't want to be named because the plans are private.
Sales of the Buick version would begin in 2013 if it gets final approval, the people said.
The challenge for GM will be making the car different enough and adding amenities to justify selling it for a higher price under the Buick brand, said Jim Hall, principal of 2953 Analytics Inc., a consulting firm in Birmingham, Mich.
The Volt sells for $41,000 before a federal tax incentive of $7,500.
Reducing weight
"The Volt is already well-equipped," Hall said in an interview. "It's missing power seats and that's about it. What else can you add to make it a premium car?"
The plan could work if GM equips the Buick version with expensive advanced materials that reduce weight and improve the car's electric-only range or driving performance, Hall said.
GM CEO Dan Akerson has said he plans to sell a car using GM's Voltec gasoline-electric drive system among each of the automaker's four brands.
He told analysts at a conference in January that GM must continue developing new technology to prepare for higher fuel prices.
Rob Peterson, a GM spokesman, declined to comment on a possible plug-in hybrid Buick and reiterated Akerson's comments that GM wants to do more with its Voltec technology.
"We have talked about a variety of ways to leverage the Voltec drive system," Peterson said.
Buick, Opel
The Buick version of the car may not be drastically different than the Ampera or the Volt because GM wants to begin sales quickly, the people said.
GM already shares vehicles between Buick and Opel, with the new Buick Regal midsize sedan and the Opel Insignia featuring similar styling and platform.
If the new car is too similar to the Volt, some consumers may see it as only a look-alike version of another vehicle in GM's line, a practice referred as "badge engineering," said Rebecca Lindland, an analyst with IHS Automotive, a research firm based in Lexington, Mass.
"Why are they badge engineering?" Lindland said. "The Ampera really is just the Volt."
GM is looking at putting the Voltec system in other future models, people familiar with the matter have said.
Using the system in larger models is a challenge because they need more battery power, which adds weight to the car and reduces the vehicle's pure electric driving range, Hall said.
Designers and engineers are working on a version of the plug-in hybrid Opel Ampera, which was modeled after the Volt and scheduled for sale in Europe this year, with a Buick grille and front-end styling, said the people, who didn't want to be named because the plans are private.
Sales of the Buick version would begin in 2013 if it gets final approval, the people said.
The challenge for GM will be making the car different enough and adding amenities to justify selling it for a higher price under the Buick brand, said Jim Hall, principal of 2953 Analytics Inc., a consulting firm in Birmingham, Mich.
The Volt sells for $41,000 before a federal tax incentive of $7,500.
Reducing weight
"The Volt is already well-equipped," Hall said in an interview. "It's missing power seats and that's about it. What else can you add to make it a premium car?"
The plan could work if GM equips the Buick version with expensive advanced materials that reduce weight and improve the car's electric-only range or driving performance, Hall said.
GM CEO Dan Akerson has said he plans to sell a car using GM's Voltec gasoline-electric drive system among each of the automaker's four brands.
He told analysts at a conference in January that GM must continue developing new technology to prepare for higher fuel prices.
Rob Peterson, a GM spokesman, declined to comment on a possible plug-in hybrid Buick and reiterated Akerson's comments that GM wants to do more with its Voltec technology.
"We have talked about a variety of ways to leverage the Voltec drive system," Peterson said.
Buick, Opel
The Buick version of the car may not be drastically different than the Ampera or the Volt because GM wants to begin sales quickly, the people said.
GM already shares vehicles between Buick and Opel, with the new Buick Regal midsize sedan and the Opel Insignia featuring similar styling and platform.
If the new car is too similar to the Volt, some consumers may see it as only a look-alike version of another vehicle in GM's line, a practice referred as "badge engineering," said Rebecca Lindland, an analyst with IHS Automotive, a research firm based in Lexington, Mass.
"Why are they badge engineering?" Lindland said. "The Ampera really is just the Volt."
GM is looking at putting the Voltec system in other future models, people familiar with the matter have said.
Using the system in larger models is a challenge because they need more battery power, which adds weight to the car and reduces the vehicle's pure electric driving range, Hall said.
Monday, March 28, 2011
1999 Ford Tarus Cylinder #3 misfire detected
Customer Complaint:
Check engine light on and flashing. Dead miss when engine running.
Shop Diagnosis:
Computer diagnostics showed code p0303 cylinder #3 Misfire detected.
Tested for spark and fuel injection pulse and both were found.
Performed compression test and found it to be low at only 20psi.
Coolant levels were good and engine oil appeared to be ok.
No white smoke from tail pipe.
Still suspected a blown head gasket as these engine are not prone to cracked heads.
Further Engine Diagnostics:
After removing the head, found the #3 cylinder combustion chamber in the head to be wet looking. After further checking( turn upside down and fill chamber with water) found the exhaust valve not sealing.
Repair:
Removed exhaust valve($15.00) and found it to be bent.
Replaced with new valve.
Reassembled and tested operation... No more misfire and customer is happy.
Check engine light on and flashing. Dead miss when engine running.
Shop Diagnosis:
Computer diagnostics showed code p0303 cylinder #3 Misfire detected.
Tested for spark and fuel injection pulse and both were found.
Performed compression test and found it to be low at only 20psi.
Coolant levels were good and engine oil appeared to be ok.
No white smoke from tail pipe.
Still suspected a blown head gasket as these engine are not prone to cracked heads.
Further Engine Diagnostics:
After removing the head, found the #3 cylinder combustion chamber in the head to be wet looking. After further checking( turn upside down and fill chamber with water) found the exhaust valve not sealing.
Repair:
Removed exhaust valve($15.00) and found it to be bent.
Replaced with new valve.
Reassembled and tested operation... No more misfire and customer is happy.
Thursday, March 24, 2011
Japan quake may cut global auto output by about 30%, IHS says
LOS ANGELES -- Production disruptions at automakers outside Japan could become more widespread by the third week of April as parts shortages caused by the 9.0-magnitude earthquake that rocked Japan intensify, according to a report issued today by forecasting firm IHS Automotive.
Such parts shortages could cut global automobile production by about 30 percent, the IHS report said.
Toyota said Wednesday it expects parts shortages to interrupt its assembly lines in North America soon. In Japan, production remained suspended indefinitely at the bulk of Toyota’s assembly plants, even as the automaker resumed limited production of its hybrid vehicles.
Honda said today it has extended vehicle assembly plant shutdowns in Japan from March 27 through at least April 3. The extended shutdowns underscore the damage sustained by Japanese suppliers, which experts expect to affect non-Japanese automakers in the coming weeks.
Matteo Fini, principal analyst for Supplier Business, a division of IHS Global Insight, expects production disruptions at vehicle assembly outside of Japan to become more widespread as parts in the pipeline run dry. Parts take between two and seven weeks to be shipped from Japanese suppliers to assembly plants in North America, he said.
“When that production already in the logistics pipeline is over, problems might become much more serious, both in North America and in Europe,” Fini said.
Components, parts at risk
Automakers around the world buy components from Japan. Products such as electronic components, plastics and rubber are already in short supply and could affect vehicle assembly plants outside of Japan, according to the IHS report. A variety of powertrain components are also sourced from Japan, Fini said.
For example, a Hitachi Automotive plant that makes airflow sensors was badly damaged by the earthquake and tsunami, the report said. Hitachi Automotive supplies about 60 percent of the airflow sensors used by leading automakers, including Ford, General Motors, Renault-Nissan, Toyota and Volkswagen, according to the report.
If parts plants affected by the quake don’t return to operation within six weeks, global auto output may drop as much as 100,000 vehicles a day, said Michael Robinet, vice president of IHS. The industry produces 280,000 to 300,000 vehicles daily, he said.
“Most vehicle manufacturers will be affected by this,” Robinet said. “It will be very difficult for any major automaker to escape this disaster.”
Auto industry executives have refrained from forecasting lost production as their managers seek other sources for parts. If carmakers can’t find alternate sources of parts, or if plants don’t come on line in eight weeks, as much as 40 percent of daily production may be lost, he said.
Tier 2 crisis?
Anticipating such part shortages is a difficult task for automakers, supplier experts say.
Daniel Cheng, a leader of the automotive practice at suburban Detroit consulting firm A.T. Kearny, says automakers have a good grasp on their Tier 1 suppliers, the parts makers that sell directly to manufacturers. Tier 1 suppliers in turn manage their own network of suppliers that provide components and materials. The result is a supply chain without a central point from which disruptions in the lower tiers can be seen, Cheng said.
“An OEM will have a good understanding of its Tier 1 suppliers but not its Tier 2 and Tier 3 suppliers,” Cheng said. “That creates a potential blind spot.”
Fini says that lack of visibility into the lower tiers of the supply chain is still vexing automakers.
“After a number of days after the earthquake there are still problems understanding what’s going on,” Fini said. “The main problem is at the Tier 2 level. If parts are not flowing from Tier 2s to Tier 1s, you can imagine that there will be some disruptions.”
Such parts shortages could cut global automobile production by about 30 percent, the IHS report said.
Toyota said Wednesday it expects parts shortages to interrupt its assembly lines in North America soon. In Japan, production remained suspended indefinitely at the bulk of Toyota’s assembly plants, even as the automaker resumed limited production of its hybrid vehicles.
Honda said today it has extended vehicle assembly plant shutdowns in Japan from March 27 through at least April 3. The extended shutdowns underscore the damage sustained by Japanese suppliers, which experts expect to affect non-Japanese automakers in the coming weeks.
Matteo Fini, principal analyst for Supplier Business, a division of IHS Global Insight, expects production disruptions at vehicle assembly outside of Japan to become more widespread as parts in the pipeline run dry. Parts take between two and seven weeks to be shipped from Japanese suppliers to assembly plants in North America, he said.
“When that production already in the logistics pipeline is over, problems might become much more serious, both in North America and in Europe,” Fini said.
Components, parts at risk
Automakers around the world buy components from Japan. Products such as electronic components, plastics and rubber are already in short supply and could affect vehicle assembly plants outside of Japan, according to the IHS report. A variety of powertrain components are also sourced from Japan, Fini said.
For example, a Hitachi Automotive plant that makes airflow sensors was badly damaged by the earthquake and tsunami, the report said. Hitachi Automotive supplies about 60 percent of the airflow sensors used by leading automakers, including Ford, General Motors, Renault-Nissan, Toyota and Volkswagen, according to the report.
If parts plants affected by the quake don’t return to operation within six weeks, global auto output may drop as much as 100,000 vehicles a day, said Michael Robinet, vice president of IHS. The industry produces 280,000 to 300,000 vehicles daily, he said.
“Most vehicle manufacturers will be affected by this,” Robinet said. “It will be very difficult for any major automaker to escape this disaster.”
Auto industry executives have refrained from forecasting lost production as their managers seek other sources for parts. If carmakers can’t find alternate sources of parts, or if plants don’t come on line in eight weeks, as much as 40 percent of daily production may be lost, he said.
Tier 2 crisis?
Anticipating such part shortages is a difficult task for automakers, supplier experts say.
Daniel Cheng, a leader of the automotive practice at suburban Detroit consulting firm A.T. Kearny, says automakers have a good grasp on their Tier 1 suppliers, the parts makers that sell directly to manufacturers. Tier 1 suppliers in turn manage their own network of suppliers that provide components and materials. The result is a supply chain without a central point from which disruptions in the lower tiers can be seen, Cheng said.
“An OEM will have a good understanding of its Tier 1 suppliers but not its Tier 2 and Tier 3 suppliers,” Cheng said. “That creates a potential blind spot.”
Fini says that lack of visibility into the lower tiers of the supply chain is still vexing automakers.
“After a number of days after the earthquake there are still problems understanding what’s going on,” Fini said. “The main problem is at the Tier 2 level. If parts are not flowing from Tier 2s to Tier 1s, you can imagine that there will be some disruptions.”
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