Variance

The Daily Auto Insider Tuesday, February 7, 2006 February 2006 The average automotive manufacturer incentive in the U.S. was $2,423 per vehicle sold in January 2006, down $109, or four percent, from December 2005, and up $15, or 0.6 percent, from January 2005, according to Edmunds.com, an online resource for automotive information. The industry's aggregate incentives spending is estimated to have totaled $2.6 billion in January, down from $3.7 billion in December, according to an Edmunds.com news release. Chrysler, Ford and General Motors spent an aggregate of $1.84 billion, or 71 percent of the total; Japanese manufacturers spent $489 million, or 19 percent; European manufacturers spent $186 million, or seven percent; and Korean manufacturers spent $93 million, or four percent. "While the domestics are still spending far more proportionally, the numbers are not as far off as they had been," remarked Dr. Jane Liu, vice president of data analysis for Edmunds.com. "Our January sales forecast predicted that domestic automakers earned approximately 54 percent market share of new vehicle sales, and that Japanese, European and Korean automakers would earn 35 percent, six percent and five percent, respectively." According to Edmunds.com, combined incentives spending for domestic manufacturers averaged $3,226 per vehicle sold in January, down from $3,501 in December 2005. Chrysler's incentives spending was up $216 to $4,314 per vehicle sold — a record high for Chrysler; Ford's incentives spending was down $214 to $2,911 per vehicle sold; and General Motors decreased its incentives by $621 to $2,824 per vehicle sold. From December to January, European automakers increased incentives spending by $543 to an average of $2,466 per vehicle sold; Japanese automakers increased incentives spending by $137 to a record high of $1,287 per vehicle sold; and Korean automakers increased incentives spending by $121 to an average of $1,890 per vehicle sold. Comparing all brands, in January Scion and Porsche spent the least, $78 and $585 per vehicle sold, respectively. At the other end of the spectrum, Jaguar spent the most, $6,832, followed by Lincoln at $5,241 per vehicle sold. Relative to their vehicle prices, Mercury and Jeep spent the most, 18.9 percent and 15.2 percent of sticker price, respectively, while Scion spent the least, 0.5 percent, followed by Porsche at 0.8 percent of sticker price. Among vehicle segments, large SUVs continued to have the highest average incentives, $5,998 per vehicle sold, while incentives on large trucks were next highest at $3,632. Sport cars had the lowest average incentives per vehicle, $715, while incentives on compact cars averaged just $970 per vehicle. Analysis of incentives expenditures as a percentage of average sticker price for each segment shows large SUVs averaged the highest, 13.7 percent, and minivans followed at 11.3% of sticker price. Sports cars averaged the lowest, 2.4 percent, while incentives on luxury SUVs averaged just 4.7 percent of sticker price. Edmunds.com says its monthly True Cost of Incentives report takes into account all manufacturers' various U.S. incentives programs, including subvented interest rates and lease programs, as well as cash rebates to consumers and dealers. To ensure the greatest possible accuracy, Edmunds.com bases its calculations on sales volume, including the mix of vehicle makes and models for each month, as well as on the proportion of vehicles for which each type of incentive was used. Link: http://www.caranddriver.com/article.asp?se...rticle_id=10644

Consultant: Toyota will spurn Michigan UAW dissidents' Delphi protest killed chances for a plant, Cole says By LINDSAY CHAPPELL | AUTOMOTIVE NEWS AutoWeek | Published 02/06/06, 1:29 pm et Toyota Motor Corp. says it still is considering locations in union-heavy Michigan to build a transmission and engine plant. But one of Michigan's biggest boosters, industry consultant David Cole, says he believes Toyota no longer is serious about the state. Cole says he thinks recent activism by dissident UAW members has effectively killed the deal for Michigan. "I believe we had a great shot at bringing a Toyota plant here," Cole said from his office at the Center for Automotive Research in Ann Arbor, Mich. "It's now off the track. Indiana looks like the front-runner for it now." Cole and his colleagues consult with automakers, including Toyota, and provide various support services to Michigan industry. He says he was convinced a Grand Rapids, Mich., site was Toyota's favorite until UAW dissidents in Detroit made news in January. The dissidents, without the union's blessing, protested proposed wage and benefit cuts at Delphi Corp. "It didn't help having UAW dissidents picketing at the Detroit auto show this year while auto executives from around the world watched," Cole fumed. "The message was, here's a union that can't control its own people." No change Dan Sieger, a spokesman for Toyota Motor Manufacturing North America Inc. in Erlanger, Ky., wouldn't discuss sites under review. But he says nothing has changed since January, when Toyota Motor Sales U.S.A. Inc. President Jim Press said Michigan was "very close to the top of the list." Toyota wants to produce more automatic transmissions and engines in North America but has not said a plant is definite. Ohio also is considered a contender. Cole will put in a good word for Michigan when he meets with Toyota management next week in New York. But he's pessimistic. He said he already has been quizzed about union attitudes by a senior Japanese Toyota official who said he heard UAW comments vowing not to help U.S. companies work through financial troubles. "Our union in Japan helps us solve our problems," Cole quoted the Toyota official as saying. For many, the fact that Toyota would be considering Michigan, the UAW's home and a state where unions represent 21.4 percent of all hourly workers, signals a change in Toyota's North American posture. Toyota has a reputation for building plants in nonunion areas. It operates three nonunion auto assembly plants and two nonunion engine plants in North America, and its supply chain is largely union-free. In the heart of Texas A pickup plant will open this year in Texas, where unions represented only 6.2 percent of hourly workers last year, according to the Bureau of Labor Statistics. But Sieger says Toyota's reputation for avoiding unions is not based in fact. West Virginia, where Toyota has invested $920 million in an engine and transmission plant, is heavily unionized because of the heavy concentration of coal mining. Last year unions represented 15.5 percent of West Virginia's hourly workers, compared with 6.6 percent in Tennessee, where Toyota has been investing in engine component plants for two years. In Alabama, where Toyota is expanding an engine plant in Huntsville, unions represented 11.2 percent of hourly workers. And in Indiana, where Toyota produces pickups, SUVs and minivans, unions represented 13.2 percent of hourly workers last year. The company also has continued to invest in Ontario despite the strength there of the Canadian Auto Workers, the UAW's Canadian counterpart. Sieger says Toyota also has good relations with the UAW, which represents workers at New United Motor Manufacturing Inc., its Fremont, Calif., car and truck assembly joint venture with General Motors. Toyota also works with the Teamsters at TABC Inc., a Toyota subsidiary in Long Beach, Calif., that performs various manufacturing functions in North America. Japan and the unions U.S. and Canadian Japanese-affiliated auto plants with labor union representation AutoAlliance International Inc. (Mazda-Ford 50/50 ownership) Flat Rock, Mich. (UAW) New United Motor Manufacturing Inc. (Toyota-GM 50/50 ownership) Fremont, Calif. (UAW) Mitsubishi Motors North America, Manufacturing Division Normal, Ill. (UAW) CAMI Automotive Inc. (Suzuki-GM 50/50 ownership) Ingersoll, Ontario (CAW) TABC Inc. (Toyota) Long Beach, Calif. (Teamsters) Link: http://autoweek.com/apps/pbcs.dll/article?...E/60206006/1041

Mercedes’ Goal: 30,000 S-class Sales in the US By DIANA T. KURYLKO | AUTOMOTIVE NEWS AutoWeek | Published 02/07/06, 8:07 am et Mercedes-Benz is betting that a 70 percent loyalty rate, a sleeker look and new features will push annual US sales of the new S-class upper-premium sedan to 30,000. The US is the largest market for the S class, accounting for up to 50 percent of annual sales. Bernhard Glaser, general manager for US marketing and product management at Mercedes, predicts the S class will continue to lead sales in the luxury segment. Glaser says this segment has annual sales of 80,000 units in the US. “We defined leadership in this segment with every launch and every generation of the S class,” says Glaser. “We set the benchmark, and every time we raise the bar for our outgoing model just a little bit higher.” Typically, S-class volume in the US market is between 20,000 and 25,000 units annually, says Glaser. Radar and infrared The S class continues to push the technology envelope with features such as: *An upgraded radar-based Brake Assist Plus feature that increases the intensity of driver braking if it detects the risk of a crash. *An advanced Pre-Safe occupant protection feature that closes the sunroof and windows, adjusts seats, inflates bolsters and backrests and tightens driver and front seat belts if the car senses an imminent crash. *A cruise control system called Distronic Plus with an extended sensing field. It automatically brakes if the vehicle in front stops and then automatically again starts driving when the preceding vehicle moves. *Park Assist, which uses a rear camera and short-range radar up to 36 feet that gives warnings on the instrument panel and an audible beep. *Night vision that uses infrared technology with two special headlamps that can detect a person in white clothing up to 210 meters away and in dark clothing more than 150 meters away. The S class has as standard keyless entry, a start/stop button similar to that on the BMW 7 series and an electronic seven-speed automatic gear selector mounted on the steering wheel. The sedan has an electronic parking brake and a new-generation Comand system similar to BMW’s iDrive. Mercedes says the standard Comand system, with its eight-inch color display screen, is easier to use than the previous-generation system, and includes voice control. The S class went on sale in the US this month. It launched in Europe last autumn. Link: http://autoweek.com/apps/pbcs.dll/article?...1024/LATESTNEWS

GM's New Full-sized SUVs: So Far, So Good By JAMIE LAREAU | AUTOMOTIVE NEWS AutoWeek | Published 02/06/06, 12:03 pm et DETROIT -- Initial indicators show that General Motors' high-stakes gamble to pull forward the launch of its new full-sized SUVs amid unstable gasoline prices might pay off. January sales of the first SUVs on the GMT900 architecture -- the 2007 Chevrolet Tahoe, GMC Yukon and Cadillac Escalade -- were strong. Dealers say the redesigned SUVs are selling at or near sticker price. GM executives have acknowledged that the high-margin SUVs are critical to GM's financial success this year. Dealers sold 3,000 new 2007 model Tahoes in January, says Paul Ballew, GM's executive director of global market and industry analysis. That's twice as many as GM had hoped for, he says. GM shipped Tahoes to dealers in mid-January. It started building and shipping Yukons in the second half of January, so sales were minimal at about 200 Yukons for January, Ballew says. GM has shipped only 400 new Escalades, he adds. "We've exceeded the sales estimate for the month," Ballew says. "We turned the production at a very healthy pace." Strong start Dealers say the public reception of the vehicles has been positive. "It's going to be a hot seller," says Frank Debartolo, general sales manager of Bredemann Chevrolet in Park Ridge, Ill. "People with older units will want this. Once we get more product on the ground, it'll start selling well." Debartolo says he got three Tahoes on Jan. 27 and sold two the next day with a slight discount. He has two factory orders for customers who wanted specific vehicle features and has ordered 10 more. Multistore dealer Mike Bowsher has ordered 250 Yukons and 60 to 70 Tahoes. Bowsher owns a Chevrolet store in Nashville, Tenn., and several Pontiac-Buick-GMC stores in Georgia and Florida. "We won't see sales volume until we get plenty of product on the ground," says Bowsher, co-chairman of the Pontiac-GMC national dealer council. "Once I get this lot filled up, we'll do some serious volume." GM is offering no incentives on the new SUVs, dealers say. It has cut prices on the new SUVs and has added features, while trying to minimize rebates. Bowsher says consumers will pay close to sticker price. "I had one new Yukon come in, and I sold it in one hour for full sticker," he says. The Yukon starts at $34,690, $3,290 less than the 2006 model. The Tahoe starts at $33,990, about $2,000 less than its predecessor. The 2007 Escalade starts at $57,280, the same as the prior model. All prices include shipping. Built in Texas Tahoes, Yukons and Escalades are built at GM's Arlington, Texas, plant. Many Texas dealers got the first wave of shipments, says Scott Brasher, general manager of Brasher Motor Company in Weimar, Texas. He says he got eight new Tahoes on Jan. 6 and has sold two of them. He expects sales to improve once he gets a broader selection. But Brasher says some buyers have gotten accustomed to rebates. "The ride is much better, and people are impressed with the gas mileage," he says. "What customers are having a hard time getting used to is 'Where's my $8,000 rebate off the sticker?' " Media reviews of the new vehicles are positive, especially regarding the new interiors. In Car and Driver's February issue, writer Tony Quiroga says, "The 2007 Chevrolet Tahoe LTZ we drove is good enough to steal sales away from the competition and, equally important, will likely sell without the incentive coercion that was necessary to move the previous generation throughout much of its life." Says Jim Hall, vice president of industry analysis for AutoPacific Inc. in Southfield, Mich.: "They are a vast improvement." Hall says his only criticism would be that GM has not marketed the trucks' fuel economy aggressively. The vehicles get 16 mph city/22 mpg highway. That's up from 15 mpg city/20 mpg highway for 2006 two-wheel-drive models. Full-sized schedule GM's introduction timetable for full-sized SUVs Chevrolet Tahoe: Early January GMC Yukon: Late January Cadillac Escalade: Late January Chevrolet Suburban: April Chevrolet Avalanche: April Cadillac Escalade ESV: April GMC Yukon XL: April Cadillac EXT: April Link: http://autoweek.com/apps/pbcs.dll/article?...1024/LATESTNEWS

Official GM Press Release: http://media.gm.com/servlet/GatewayServlet...n=2&docid=22849

The Daily Auto Insider Monday, February 6, 2006 February 2006 Toyota announced a "voluntary special service campaign" that involves approximately 3,900 early 2004 model year Lexus RX330 vehicles in the U.S. In these vehicles, there is a possibility that the anchor bolt for the rear, left-side passenger seatbelt buckle (directly behind the driver's seat) does not have sufficient strength. Lexus has received one report of this condition. Lexus said in a news release that it will mail owners of the involved vehicles a special service campaign notification via first class mail beginning in late January or early February, 2006. Lexus dealers will replace the anchor bolt at no charge to the vehicle owners. Owners are requested to contact their local Lexus dealer for diagnosis and repair upon receiving their notification. Customers with questions or concerns should contact the Lexus Customer Satisfaction Center at 1-800-255-3987. Link: http://www.caranddriver.com/article.asp?se...rticle_id=10642

Nissan to lose 20% of top managers 12 execs to leave carmaker when it relocates its U.S. headquarters to Tennessee this summer Christine Tierney / The Detroit News A fifth of Nissan Motor Corp.’s top North American managers will leave the company when it moves its U.S. headquarters to Tennessee this summer, including the senior executive for product planning and the chief product spokesman. Jack Collins, vice president for product planning, and Kurt von Zumwalt, director for product and consumer public relations, are among 12 managers ranked director, vice president or higher who told the company they would resign or retire. Nissan announced on Nov. 10 that it was relocating its headquarters to Nashville from Gardena, Calif., a suburb of Los Angeles, despite intense lobbying from U.S. executives opposed to the move. Nissan gave its 60 highest-ranking executives until Feb. 1 to decide whether they would head east with the company. The other roughly 1,240 employees have until April. The list of departing executives includes Joy Crose, vice president for legal, and John Rinek, director of media and agency management. Nissan spokeswoman Frederique Le Greves said that, excluding managers who will retire, only 15 percent will not make the move. Collins and von Zumwalt both plan to retire. The company has not yet announced replacements. “If it’s 80 percent” who are moving, “it’s a sign to middle management that loyalty at the top is running high,” said Jim Sanfilippo, executive vice president for business development at marketing firm AMCI in Bloomfield Hills. “But I’m wondering how solid these statistics are,” he said. “It may be preliminary intent on the part of these guys. It’s unconfirmed until they make the move.” Nissan expects to save money by relocating to Nashville, which has a lower cost of living than California and is near the company’s U.S. manufacturing operations. As part of a plan to cut administrative costs worldwide, Nissan also is relocating its Japanese headquarters from downtown Tokyo to Yokohama, an hour away. But auto industry experts say the company may lose some of the edginess in its North American corporate culture by uprooting the headquarters from the trend-setting California market. Nissan generates more than half of its total profit in the United States. The company will relocate employees in June and July. They will work in downtown Nashville for two years until a new headquarters in nearby Franklin, Tenn., is complete.Nissan’s North American design and advance product planning operations will stay in California. Link: http://www.detnews.com/apps/pbcs.dll/artic.../602070420/1148

GM beefs up its Onstar package Automaker adds Turn-by-Turn Navigation, which guides drivers to their destination. Brett Clanton / The Detroit News General Motors Corp. plans a new version of its OnStar driver-support service that it hopes will give carbuyers another reason to put a GM car or truck on their shopping lists. OnStar will begin offering a new feature called Turn-by-Turn Navigation, which uses automated voice prompts to guide drivers to their destinations and builds on other safety and communication services already packaged with OnStar. The service is the first of its kind in the market and appears to be an answer to complaints about in-dash mapping systems that are sometimes distracting and confusing to operate. "We take the simple part of our brand very seriously," OnStar President Chet Huber said in an interview. "We don't have any interest in being a company that requires you to take five steps to program one of our services." The Turn-by-Turn feature is part of a seventh-generation overhaul of OnStar, which debuted at the Chicago Auto Show in 1996 and will return there this week to celebrate its tenth anniversary. It will be introduced this spring on the 2006 Buick Lucerne, Cadillac DTS and Cadillac STS and be phased in on other GM vehicle models over the next two years. GM is looking to OnStar to set its vehicles apart in a crowded market. While luxury auto brands Mercedes-Benz and Lexus have similar services, GM has pledged to make OnStar available on every vehicle by the end of 2007. GM is also adding features to OnStar to ensure it remains relevant to consumers who are becoming more tech-savvy. Late last year, for instance, OnStar began offering a vehicle diagnostic service that runs remote check-ups on a subscriber's car or truck each month and e-mails the customer a report with its findings. Other standard features such as remote door unlock, stolen vehicle assistance and notification of airbag deployment to medical institutions have helped OnStar gain 4 million subscribers since its launch. Despite its successes, OnStar must be careful to nurture its growth carefully as it builds on its core lineup of services, said Jim Sanfilippo, industry analyst with AMCI Inc. in Detroit. "The challenge is that the technology is starting to go really fast," he said. "And like anything, they will need to explain it." To that end, OnStar began running new ads last month pitching its new vehicle diagnostic system, and it is planning a marketing launch for the Turn-by-Turn system in March. OnStar, part of collaboration between GM, EDS and Hughes Electronics Corp., started as in-vehicle communication services company with around-the-clock operator assistance. In 1999, it became a wholly-owned subsidiary of GM. Link: http://www.detnews.com/apps/pbcs.dll/artic.../602070414/1148

If I were BMW, I wouldn't want to give an entry-level (it being the high-performance notwithstanding) car the same name that once graced my high-dollar supercar.

Spy Shots: ’07 BMW 1-Series Convertible Is there room for a sub-3er ragtop? by Hans Lehmann/Hidden Image (2006-02-06) BMW is set to show a new three-door version of the 1-Series at next month's Geneva Motor Show. But the hardtop won't be the only new version of BMW's smallest model to emerge in the coming year. These are the very first pictures of the future 1-Series Convertible, taken during a short test drive in Munich 's city traffic. The prototype in the photos still wears some disguise, but its canvas top is still clearly visible. While the 1-Series three-door will be in dealerships this summer across Europe, the convertible's launch is expected to be on hold until a year from now. A U.S. launch, if it happens, would be even later. Link w/spy photos: http://www.thecarconnection.com/Enthusiast...S178.A9981.html

1st -- 2006 Mitsubishi Evolution IX Vehicle Tested: 2006 Mitsubishi Lancer Evolution IX 4dr Sedan AWD (2.0L 4cyl Turbo 5M) MSRP of Test Vehicle: $35,114 What Works: Euphoric acceleration, perfectly tuned suspension and steering, sticky tires, seats hold you tight in turns. What Needs Work: No side airbags or cruise control, undersized speedometer. Bottom Line: The best performance buy at the $35,000 mark. Arguably the best performance buy at any price. 2nd -- 2006 Subaru WRX STi Vehicle Tested: 2006 Subaru Impreza WRX STi 4dr Sedan AWD w/Gold-Painted Wheels (2.5L 4cyl Turbo 6M) MSRP of Test Vehicle: $32,995 What Works: Stops and corners hard, revs with authority, sticky tires, roomy and comfortable enough for a road trip. What Needs Work: Personality isn't as intense as Evo's, steering isn't as quick or direct as Evo's. Bottom Line: Less capable than the Evo, but a satisfying compromise of performance and practicality for everyday use. Link: http://www.edmunds.com/insideline/do/Drive...rticleId=109126

I just remembered, I saw this too: Yep, a '67 Eldorado. The one I saw was tan.

Today: Not one but two Envoy XUVs... ...and four first-gen Pathfinders (two seperate sightings with one right behind or near the other).

With the revelation of the next G35 (and Altima), I expect to see the VQ engine's successor (rumored to be named FZ). Rumor also has it that it will be a 3.7L V6 with around 330hp in the G. I wouldn't be the least bit suprised as I don't expect Nissan is going to let Toyota's new 3.5L V6 steal the show.

The Hummer commericals had been out previously (or at least a shorter version of it). The CareerBuilder.com commercials were great. Monkeys/apes in commercials = funny automatically. The Gillette Fusion commerical for all that buildup in previous commercials in the weeks before: . "OMG, it's got five blades and a single one on one razor! The world will never be the same!"

Mitsubishi Prices 2007 Eclipse Spyder Under $26,000 Date posted: 02-04-2006 LA JOLLA, Calif. — The 2007 Mitsubishi Eclipse Spyder, which goes on sale in March, will start at $25,984, including a $595 destination charge, for the base GS model. The uplevel GT model will start at $28,864, including destination, the company said. A leather package on the GS includes such items as heated front seats and side mirrors; it adds another $980. The $1,980 premium sport package on the GT includes 18-inch wheels, leather seats, heated front seats, automatic temperature control, and aluminum pedals. A windscreen is a dealer-installed option, but pricing has not been set on that feature. The GS model is powered by a 162-horsepower, 2.4-liter, four-cylinder engine mated to a five-speed manual transmission or an optional four-speed automatic. The Spyder GT's 3.8-liter V6 produces 260 hp and 258 pound-feet of torque and is teamed with a standard six-speed manual transmission or an optional five-speed automatic. Both models come with an automatic cloth top and a standard 650-watt Rockford Fosgate audio system. What this means to you: Mitsubishi has priced its Eclipse Spyder smack in the middle of an intensely competitive set that includes such varied offerings as the Volkswagen New Beetle convertible, the Toyota Solara, and the Nissan 350Z. Link: http://www.edmunds.com/insideline/do/News/articleId=109183

To me, when I see this... I immediately think of this... ...and to me, the Pathfinder looks cleaner and more refined. The Nitro looks like Dodge took the Pathfinder, beefed up the fender flares, watered down the sides and rear, outlined the headlights in trim and slapped a Dodge grille on the front.

Looks like a Pathfinder with DCX ugly thrown in.

Everybody has a GTO but me...

Porsche gear: Something's under wraps at the Bridgestone display: An undercover RX400h: I wasn't aware Hertz rented out forklifts as well: Imposing:

Some GMC wheels:

Then why are they (and Nissan) making HD versions of their fullsize pickups? Oh and they've been in the workhorse business for a while (Hino and Nissan Diesel). Nissan's creating a new light-duty commercial division as well: http://www.cheersandgears.com/forums/index...?showtopic=5282 Not every Titan used for work has had problems. There are plenty of MY 2004 adopters who's trucks have been pretty reliable. That said, the Canton plant still needs to straighten itself out. It's in its third year of production, so the workers should be becoming less green. The HQ move might help as well.

Well in the Hyundai's case it is a brand new Sonata built in their new Alabama plant, so the establishing reliability to be unknown isn't unreasonable. However, CR could use a more clear way to predict reliability.

Bah! Still less than the full 400hp you would've gotten from an LS2. Jealousy is an ugly thing, isn't it? It's a cool suprise, anyway.

Nissan’s Smyrna Plant Marks Silver Anniversary [Feb. 3, 06] 25 years since groundbreaking for Nissan’s first U.S. manufacturing facility SMYRNA, Tenn. (Feb. 3, 2006) – Twenty five years ago today, Nissan executives, state and local officials and area residents gathered for a ceremonial groundbreaking in Smyrna, Tenn., for Nissan’s first U.S. manufacturing facility. In the years since then, the Smyrna plant has played an important role in the automotive industry, in the South’s development as an automotive center and in Middle Tennessee’s economic landscape. With the Smyrna Plant, Nissan brought production of a compact pickup truck to the U.S. In 1981, project plans called for a $300 million, 3.2-million-square-foot facility on 884 acres with a workforce of 1,300. Today, the facility represents a $2.1 billion investment and has expanded to 5.4 million square feet. Nissan employs 6,700 people with 2,400 contract and onsite suppliers. Vehicles produced at the Smyrna Plant include the Nissan Frontier pickup truck, Altima sedan, Xterra sport utility vehicle, Maxima sedan, and Pathfinder sport utility vehicle. “We’ve achieved a great deal since the Smyrna Plant was just a blueprint,” said Dan Gaudette, senior vice president, North American Manufacturing and Quality Assurance. “With a dedicated workforce and attractive, innovative products, the manufacturing operation has thrived. We’re proud that we’ve been able to make a positive contribution to Nissan globally and to the Middle Tennessee community that’s supported our growth through the years. We’re looking forward to what the next 25 years will bring for Nissan.” Over the last 25 years, the Smyrna Plant has matured into a productive, highly efficient operation. For the past 12 years, the Smyrna Plant has consistently ranked among the most productive automobile plants in North America, according to the Harbour Report benchmarking study. The plant’s efficiency and flexibility have allowed it to expand from one shift building one truck to two shifts building five vehicles. With the capacity to assemble 550,000 vehicles a year, the plant produces a new model every 28.5 seconds during full production. Production at Smyrna has grown from just under 20,000 vehicles in 1983 to 495,000 vehicles in 2005. (See attached chart.) As the first automaker located in the Tennessee, Nissan has helped to position the South as an automotive center. Smyrna’s 1981 groundbreaking opened the door for Tennessee to rise to fifth in the nation for vehicle and parts production. Today over 800 automotive-related companies are located in 93 of Tennessee’s 95 counties. The industry employs over 159,000 people with a payroll of $6.6 billion. Nissan’s own payroll has grown to just over $500 million at the Smyrna Plant. Middle Tennessee’s economic landscape has changed since Nissan’s arrival. According to 2004 U.S. Census data, the Smyrna Plant’s home county, Rutherford County, Tenn., was listed as No. 1 in the nation in job growth. Almost 49% of Nissan’s Smyrna employees live in Rutherford County and embrace Nissan’s mission to give back to the communities it serves. For 13 consecutive years, Nissan and its employees have given over $1 million to the United Way. The company also supports numerous humanitarian and educational organizations through charitable and in-kind donations. Nissan’s manufacturing operations have been key to supporting the company’s global business objectives. The company recently completed the second three-year plan to achieve sustained profitability – NISSAN 180. The goals of the plan were completed successfully as Nissan delivered its commitments to sell 1 million additional units globally, to achieve an 8 percent operating profit margin and to realize 0 automotive debt. During NISSAN Value-Up, the business plan for fiscal years 2005 through 2007, Nissan aims to achieve global sales of 4.2 million units measured in fiscal year 2008, to maintain the top level of operating profit margin among global automakers each year of the plan, and to achieve a 20% return on invested capital on average over the course of the plan. Link: http://nissannews.com/corporate/news/curre...203104711.shtml