We have owned this 2003 Olds Silhouette for the past 2 years. It's by far the best vehicle we've yet owned. Had it from Michigan to Minnesota and back. Husband drives it every day a total of 62 miles. For the most part, we are confident in its reliability. It currently has 158,000 miles on it.
But we figured it was time for some general maintenance, and a repair. We have been hearing a POP noise when we go down an incline like a short, steep driveway. Primarily from the right. My husband thinks he's hearing it on the left now, too. I haven't heard that but definitely have the one on the right. Neither of us are car experts, but we figured ball joints or something similar. (My husband is that most dangerous of people, someone who knows "a little" about cars. He's getting better at admitting he really doesn't know all THAT much about them, really. ;D )
We've also got a bit of a wobbly, shaky ride. We put used but great condition tires on the front prior to the winter. Now, they are quite worn on the outside edges. My husband thinks they look canted to him and thinks we need an alignment. (I don't have the car here to tell you if the tires are more worn on inside, outside or evenly on both, but I think the inside was worn more.)
I took the van to a mechanic yesterday that came highly recommended. I trusted this guy and honestly, still don't think he was in any way trying to cheat me. However, this is what I asked him to do:
Check and top off trans fluid. Flush and fill radiator. Check AC but DO NOT RECHARGE until I know what everything else would cost in case we couldn't afford it after everything else. Change plugs and wires. Diagnose popping noise and do repair. Do an alignment.
The ONE thing I neglected to tell him was about the wobbly drive.
He was instructed to not do ANY repairs/tune-up/charging/etc until he called me with a report on what's causing the popping noise and what it would cost to fix it. We're under pretty tight funds and I needed to make sure the most important things were done and paid for leaving the rest for when we had more money.
I sat in the library all day while waiting to hear from him. Hours went by and I still hadn't, so I called him. He said he couldn't find what's causing the popping noise. Said that it might be something up in the struts, but he didn't think it was something like ball joints, etc. (I forget the exact wording he used, but it was akin to that). He said he'd keep looking, but that he thought the car was in excellent condition and safe to drive. Said he'd call back in an hour.
Well more than an hour went by. At least 2 or more. I called him again. He said he still can't find a problem causing a popping. He also said that we have platinum plugs and wires and that they don't need replacing. When I expressed some surprise and doubt about that, he said if I insist, he can replace them and charge us but that we don't need to.
In retrospect, the previous owner had this under warranty and had it serviced quite often - I wouldn't doubt he put top of the line plugs and wires in it. But my husband insists it's not running as smoothly as it did 2 years ago. He does the oil changes himself, most often well before the automatic "change oil" alert says we need to. And we think we could be getting slightly better gas mileage (we got 25 mpg when we drove it to Minnesota 2 years ago, and now get around 22.3 tops). I don't have them on hand right now, but I'll be double-checking the repair/maintenance records the previous owner supplied to see if there's note of what kind of plugs/wires he had put in.
In any case, the mechanic said he did the fluids and AC, which pissed me off a bit because the popping noise had not been fully diagnosed and I didn't want to put any money into something as unimportant as AC when still faced with possibly pricey repairs, and had VERY plainly told him so when I dropped the car off. I let that go and asked about the alignment. He said, "you want an alignment?" as if I'd never mentioned it (and saw him write it down). I did say I was not sure if an alignment should be done in case whatever's causing the popping noise would cause the car to quickly go out of alignment again. But that the car has a wobbly ride. He had not test driven it himself (had another guy do it) and didn't know about the wobbly ride. I said yes, it's quite obvious when driven, and that the tires are wearing unevenly, too. I told him I had to talk to my husband before he did anything else.
I talked to my husband. At this point, he was pissed and didn't want this guy doing anything else to it. So I called the guy back. He was out test driving the van, so I told the person on the phone to have him call me as soon as he got back.
Over a half hour went by. I called back. He answered the phone. He had been "messing with another car" and didn't call me. At this point, it was getting VERY late in the day and I needed the car back so I could pick up my husband from work. He said he felt the wobbly drive but blamed it on the condition of the tires. I don't doubt that is a big part of the problem at this point. However, the tires wore very quickly and both my husband and I think it's due to a misalignment.
I had a lot of trouble being confrontational with this guy because 1) I don't think he was intentionally blowing off my concerns 2) I trust that he wasn't trying to rip me off 3) I needed him to pick me up from the library and take me back to the shop to get my car, so I was facing a very uncomfortable ride if I at all got testy about things like him charging the AC, etc.
My husband and I are also willing to admit that we're not used to owning a vehicle that needs relatively little service. We're used to having lots of things go wrong with our cars (the 1999 Chevy S-10 was a particular nightmare of dysfunction), and having to dump a lot of work and time into them. We're willing to admit maybe we're not used to being told "the car is fine, it doesn't need pricey repairs done."
At this point, my husband and I agree on a course of action:
1) We're going to get 4 new (used) tires put on the car. We have a total of $1150 we're prepared to put into the car (after the $150 we paid this guy yesterday), and have a reliable tire shop with a set of nearly new tires for about $200 we're going to pursue.
2) Before we do that, we're going to take the car, with the current tires intact, to an already highly recommended alignment shop so they can see the tire wear and test drive it first. We'll tell them about the popping noise and get their opinion. If they don't do the sort of work that might be involved in diagnosing and fixing that, we'll ask for their recommendation on a place to take it.
3) We'll get the tires. And take the car to either the alignment shop or the recommended mechanic to have the popping noise properly diagnosed and repaired, and aligned.
4) We'll check maintenance records about the plugs/wires and ask a 2nd opinion if we still think it's necessary.
I welcome input as to whether we're still on the wrong track with our new plans. It's not usual that we have this kind of money to devote all at once to car maintenance. We need to make sure we keep this van on the road.
Friday, April 29, 2011
Tuesday, April 26, 2011
Redesigned Civic battles some tough new rivals
Nine vehicle generations. One in four people who buy a Honda buys a Civic.
The Civic's grip on the compact segment has been strong and steady. But now, as a redesigned car goes on sale, it faces a far tougher array of competitors.
The reworked 2012 Civic, which goes on sale this month, is critical for another reason: It is the first of Honda's three core vehicles receiving a redesign during the next 18 months. The CR-V compact crossover is scheduled for September, and a reworked Accord comes in summer 2012.
With every redesign, the Civic has grown substantially -- to the point that a current Civic is nearly as large as a 1994 Accord.
But just before r&d work for the redesigned 2012 Civic was ready for sign-off, the global economy collapsed. Honda Motor CEO Takanobu Ito ordered a quick rethinking of the Civic's mission.
The Civic was to have become larger and have more upscale features. But Ito felt that such a car would struggle in the conservative shopping climate and would stray from the Civic's message of economy.
"This is a carefully packaged car," John Mendel, American Honda executive vice president, said at the press preview here. "It's about understanding the needs of the segment."
At 39 mpg, the base Civic just misses the new magic mark of 40 mpg in highway driving -- something the Hyundai Elantra achieves across all trim levels -- although some Civic models do exceed that number.
Vicki Poponi, Honda assistant vice president of product planning, says fuel economy is just one piece of the puzzle. "One mile per gallon isn't going to make a difference," Poponi said. "The customer doesn't care about it that much. It's not as single-dimensional as that."
But merely building a better Civic may not be enough. The compact segment is awash in new interpretations of value, technology and styling.
"When Civic last launched [in fall 2005], the competitive set was much weaker," said Lincoln Merrihew, managing director of Compete Automotive in Boston.
"Today, Civic faces a truly brand-new Ford Focus, which has a technology and hipness factor," he said. "The Hyundai Elantra has 'wow' styling, the VW Jetta is bigger and less expensive, and the Kia Forte is 'mini muscle.' High mpg is obviously no longer just Honda's domain."
Compete's examination of consumer shopping behavior in the compact segment shows interest in the Civic tailing off toward the end of this model cycle, as would be expected. But interest in the Elantra, Focus and Chevrolet Cruze have surged to attract shoppers and threaten the Civic, Merrihew noted.
Honda dealer Forrest McConnell III of Montgomery, Ala., calls the Civic "our mainstay. If you buy a Civic, it's a sure bet."
Still, McConnell's dealership is in the shadow of the Hyundai manufacturing plant, and he admits to seeing more Korean sheet metal around town.
The Civic will have "the most comprehensive and integrated campaign in Honda's history," said American Honda's chief marketing officer, Steve Center, declining to assign a dollar value to the advertising budget.
Using the tag line "To Each His Own," Honda is going to push the message of efficiency alongside its longtime serenade of quality, reliability and value, Center said.
Honda also will be active online on Facebook, YouTube and MSN.com. There will be a nationwide scavenger hunt with prize money going to charities. The Civic will be connected with the "Austin City Limits" live music TV show.
Honda also will conduct a contest in which people can submit songs online about why they desire a Civic, with first prize being a new Civic.
With new-car sales still in recovery mode, Honda estimates it will sell about 260,000 Civics a year. But should the market rebound, and fuel prices continue rising, the 2008 high of 339,289 Civics should be attainable, Mendel said.
"I think it can hit those numbers again," he said. "We are seeing small cars coming back, and we don't have to offset full-sized pickup sales. We can concentrate on Civic."
The Civic's grip on the compact segment has been strong and steady. But now, as a redesigned car goes on sale, it faces a far tougher array of competitors.
The reworked 2012 Civic, which goes on sale this month, is critical for another reason: It is the first of Honda's three core vehicles receiving a redesign during the next 18 months. The CR-V compact crossover is scheduled for September, and a reworked Accord comes in summer 2012.
With every redesign, the Civic has grown substantially -- to the point that a current Civic is nearly as large as a 1994 Accord.
But just before r&d work for the redesigned 2012 Civic was ready for sign-off, the global economy collapsed. Honda Motor CEO Takanobu Ito ordered a quick rethinking of the Civic's mission.
The Civic was to have become larger and have more upscale features. But Ito felt that such a car would struggle in the conservative shopping climate and would stray from the Civic's message of economy.
"This is a carefully packaged car," John Mendel, American Honda executive vice president, said at the press preview here. "It's about understanding the needs of the segment."
At 39 mpg, the base Civic just misses the new magic mark of 40 mpg in highway driving -- something the Hyundai Elantra achieves across all trim levels -- although some Civic models do exceed that number.
Vicki Poponi, Honda assistant vice president of product planning, says fuel economy is just one piece of the puzzle. "One mile per gallon isn't going to make a difference," Poponi said. "The customer doesn't care about it that much. It's not as single-dimensional as that."
But merely building a better Civic may not be enough. The compact segment is awash in new interpretations of value, technology and styling.
"When Civic last launched [in fall 2005], the competitive set was much weaker," said Lincoln Merrihew, managing director of Compete Automotive in Boston.
"Today, Civic faces a truly brand-new Ford Focus, which has a technology and hipness factor," he said. "The Hyundai Elantra has 'wow' styling, the VW Jetta is bigger and less expensive, and the Kia Forte is 'mini muscle.' High mpg is obviously no longer just Honda's domain."
Compete's examination of consumer shopping behavior in the compact segment shows interest in the Civic tailing off toward the end of this model cycle, as would be expected. But interest in the Elantra, Focus and Chevrolet Cruze have surged to attract shoppers and threaten the Civic, Merrihew noted.
Honda dealer Forrest McConnell III of Montgomery, Ala., calls the Civic "our mainstay. If you buy a Civic, it's a sure bet."
Still, McConnell's dealership is in the shadow of the Hyundai manufacturing plant, and he admits to seeing more Korean sheet metal around town.
The Civic will have "the most comprehensive and integrated campaign in Honda's history," said American Honda's chief marketing officer, Steve Center, declining to assign a dollar value to the advertising budget.
Using the tag line "To Each His Own," Honda is going to push the message of efficiency alongside its longtime serenade of quality, reliability and value, Center said.
Honda also will be active online on Facebook, YouTube and MSN.com. There will be a nationwide scavenger hunt with prize money going to charities. The Civic will be connected with the "Austin City Limits" live music TV show.
Honda also will conduct a contest in which people can submit songs online about why they desire a Civic, with first prize being a new Civic.
With new-car sales still in recovery mode, Honda estimates it will sell about 260,000 Civics a year. But should the market rebound, and fuel prices continue rising, the 2008 high of 339,289 Civics should be attainable, Mendel said.
"I think it can hit those numbers again," he said. "We are seeing small cars coming back, and we don't have to offset full-sized pickup sales. We can concentrate on Civic."
Sunday, April 24, 2011
GM to raise U.S. vehicle prices 0.4% as raw-material costs rise
Here we go again, in a time that dealers are just starting to get back on there feet the manufacturer is going to reach into there pockets and the consumers and raise the prices. Lets see, sales are finally starting to come back so lets raise the price and slow the buying down... Do these Execs even think before acting????
DETROIT -- General Motors Co. plans to raise prices on most of its vehicles starting next month in response to escalating raw-materials costs.
Today, GM notified its 4,500 U.S. dealers that the increases will average $123, or 0.4 percent, starting May 2.
"The increase is a response to the continued rise in materials costs, which has been driven by an increase in commodity prices," GM spokesman Tom Henderson said.
The price increases will be widespread across Chevrolet's portfolio, according to the notice sent to Chevy dealers today. The memo said prices are slated to rise on the Camaro and Corvette sports cars, the Malibu and Impala sedans, the Avalanche truck, the Traverse crossover and the light-duty Silverado and Colorado pickups.
The memo did not mention the Equinox crossover or the Cruze compact, two of Chevy's hottest-selling vehicles.
GM's move echoes a boost by rival Ford Motor Co. On April 1, Ford lifted its prices on 2011 models an average of $117, or 0.4 percent.
Toyota Motor Sales U.S.A. Inc., coping with a rising yen and an earthquake-shattered supply chain, is also raising prices an average 1.7 percent on many 2011 Toyota, Scion and Lexus models, starting next month.
Henderson cited rising oil prices as a factor but declined to say which materials are raising GM's costs the most. He also declined to say which vehicles would see price increases, citing competitive reasons.
As of the end of March, GM had a U.S. inventory of 574,000 vehicles, or about a 75-day supply. Henderson said the price increase was unrelated to parts shortages from Japan, which have crimped production at Japanese automakers and some Detroit 3 operations.
DETROIT -- General Motors Co. plans to raise prices on most of its vehicles starting next month in response to escalating raw-materials costs.
Today, GM notified its 4,500 U.S. dealers that the increases will average $123, or 0.4 percent, starting May 2.
"The increase is a response to the continued rise in materials costs, which has been driven by an increase in commodity prices," GM spokesman Tom Henderson said.
The price increases will be widespread across Chevrolet's portfolio, according to the notice sent to Chevy dealers today. The memo said prices are slated to rise on the Camaro and Corvette sports cars, the Malibu and Impala sedans, the Avalanche truck, the Traverse crossover and the light-duty Silverado and Colorado pickups.
The memo did not mention the Equinox crossover or the Cruze compact, two of Chevy's hottest-selling vehicles.
GM's move echoes a boost by rival Ford Motor Co. On April 1, Ford lifted its prices on 2011 models an average of $117, or 0.4 percent.
Toyota Motor Sales U.S.A. Inc., coping with a rising yen and an earthquake-shattered supply chain, is also raising prices an average 1.7 percent on many 2011 Toyota, Scion and Lexus models, starting next month.
Henderson cited rising oil prices as a factor but declined to say which materials are raising GM's costs the most. He also declined to say which vehicles would see price increases, citing competitive reasons.
As of the end of March, GM had a U.S. inventory of 574,000 vehicles, or about a 75-day supply. Henderson said the price increase was unrelated to parts shortages from Japan, which have crimped production at Japanese automakers and some Detroit 3 operations.
Thursday, April 21, 2011
Chevy: Eco version of Malibu targets 38 mpg on highway
General Motors today unveiled an Eco version of the next-generation Chevrolet Malibu that the automaker says will get an estimated 38 mpg on the highway, a level reached by many conventional hybrids.
The Malibu Eco will have GM's eAssist technology, a start-stop system to be introduced this year in the Buick LaCrosse and Regal sedans.
The redesigned Malibu, which goes on sale early next year as a 2013 model, will be the first Chevrolet to get the fuel-saving technology.
Mark Reuss, GM's North American president, said the relatively inexpensive technology gives buyers an affordable option to significantly boost fuel economy without having to buy a conventional hybrid or plug-in hybrid such as the Chevrolet Volt.
"Not everyone can afford those. We know that," Reuss told reporters today after unveiling the Eco version of the next-generation Malibu at the New York auto show.
The new mid-sized sedan was unveiled Monday at the Shanghai auto show.
"The customer base finds cars like this very attractive because they pay for themselves," Reuss said.
He said it will be the most fuel-efficient mid-sized car Chevrolet has ever made. Prices for the 2013 Malibu won't be announced until closer to its launch. GM estimates the Eco version will get 38 mpg highway/26 mpg city.
Reuss said the Malibu Eco will beat many conventional hybrids, including the Toyota Camry Hybrid and Ford Fusion Hybrid, based on GM's mpg estimates. An official EPA rating hasn't been assigned.
Sometimes called a "mild hybrid, the eAssist system uses power stored in a lithium ion battery and an electric motor generator to give a boost to the 2.4-liter, four-cylinder engine when the car accelerates.
A start-stop feature also saves fuel when the vehicle stops, while regenerative braking transfers electricity to the battery.
The Malibu Eco will have GM's eAssist technology, a start-stop system to be introduced this year in the Buick LaCrosse and Regal sedans.
The redesigned Malibu, which goes on sale early next year as a 2013 model, will be the first Chevrolet to get the fuel-saving technology.
Mark Reuss, GM's North American president, said the relatively inexpensive technology gives buyers an affordable option to significantly boost fuel economy without having to buy a conventional hybrid or plug-in hybrid such as the Chevrolet Volt.
"Not everyone can afford those. We know that," Reuss told reporters today after unveiling the Eco version of the next-generation Malibu at the New York auto show.
The new mid-sized sedan was unveiled Monday at the Shanghai auto show.
"The customer base finds cars like this very attractive because they pay for themselves," Reuss said.
He said it will be the most fuel-efficient mid-sized car Chevrolet has ever made. Prices for the 2013 Malibu won't be announced until closer to its launch. GM estimates the Eco version will get 38 mpg highway/26 mpg city.
Reuss said the Malibu Eco will beat many conventional hybrids, including the Toyota Camry Hybrid and Ford Fusion Hybrid, based on GM's mpg estimates. An official EPA rating hasn't been assigned.
Sometimes called a "mild hybrid, the eAssist system uses power stored in a lithium ion battery and an electric motor generator to give a boost to the 2.4-liter, four-cylinder engine when the car accelerates.
A start-stop feature also saves fuel when the vehicle stops, while regenerative braking transfers electricity to the battery.
Sunday, April 17, 2011
Ford missing market-share goal adds pressure to boost discounts
DETROIT (Bloomberg) -- Ford Motor Co., after increasing its share of the U.S. light-vehicle market for the last two years, is falling short of its retail goal this year, which may put pressure on the automaker to offer larger discounts.
Ford in the first quarter had 13.6 percent of the U.S. retail auto market, which excludes sales to fleet buyers, according to researcher Edmunds.com. That trailed the 14.1 percent target Ford's board set for executives to match or exceed this year, according to the automaker's government filings.
Ford's share slipped as General Motors Co. increased sales incentives 11 percent in the first three months of the year, according to Autodata Corp. Ford, which reduced discounts by 9.1 percent in the first quarter, saw its total U.S. market share fall to 16.2 percent from 16.8 percent a year earlier, Autodata said.
"We believe Ford's management could be forced to become more aggressive with incentives to avoid additional market share loss," Joseph Amaturo, an analyst with the Buckingham Research Group who rates Ford "neutral," said in an April 12 research note. "We are increasingly concerned about net-price erosion."
CEO Alan Mulally, who has emphasized profits over market share, said Ford will maintain pricing discipline.
"The most important thing about our plan is profitable growth, so that leads us to tremendous discipline on everything about the business," Mulally told reporters April 13 in Detroit. "The No. 1 thing is to match the production capacity to the real demand."
Americas share
Ford, which earned $6.56 billion last year, failed to achieve its market share targets globally and in the Americas, according to its proxy statement filed this month. Ford achieved 44 percent of its corporate market-share goal and 58 percent of its target for the Americas, the proxy said.
Ford has said its market share in Europe fell to 7.6 percent last year from 8.9 percent in 2009 as it resisted matching competitors' discounts. The automaker said its retail market share in the U.S. last year was 14.1 percent, trailing the board's 14.2 percent target.
Mulally said Ford will continue to avoid the heavy, profit- eroding discounts that U.S. automakers used in the past to keep factories running.
"We will always be very disciplined about our production and our pricing and have the pricing reflect the real demand and inherent value of the product," he said.
Retail target
Ford hasn't met its retail market-share target in any month since October, when it sold 14.5 percent of the cars and trucks purchased by individual consumers, according to automotive researcher R.L. Polk & Co. Ford's retail share fell to 13.2 percent in February, the most recent month Polk has analyzed.
In March, Ford raised incentives and surpassed GM in monthly U.S. sales for the second time in the last 13 years, said Michelle Krebs, an analyst for Edmunds.
"GM's retail share was higher than Ford's in March, despite Ford beating GM in total," Krebs said. "Not good if Ford resorts to incentives as well as high fleet percentages again -- old habits."
Ford should continue to put a priority on profits over market share, said Brian Johnson, an analyst for Barclays Capital.
Incentives 'crutch'
"Anyone would like to improve market share; the question is how do you go about doing that without resting on the easy crutch of incentives," said Johnson. "They were well ahead of plan on profit, cash flow, pricing and cost reduction, even if market share was a bit low."
Ford's total U.S. market share rose to 16.7 percent last year from 14.4 percent in 2008, according to Autodata, as new models such as the Fusion sedan and Fiesta subcompact attracted buyers. Ford's share gains in 2009 and 2010 represented the first consecutive annual improvements since 1992 to 1993, the company said.
Ford also gained consideration from car buyers when it avoided the bankruptcies and government bailouts that beset the predecessors of GM and Chrysler Group LLC in 2009.
Ford's board used market-share targets for 8.33 percent of its formula for determining cash bonus and performance stock grants for top executives. The board's compensation committee said U.S. retail share is "the best measurement" of consumer acceptance.
Compensation formula
Global profits before taxes accounted for 30 percent and automotive operating cash flow accounted for another 30 percent, according to the proxy. Business unit profit before taxes accounted for 15 percent of the formula, while cost performance and quality each represented 8.33 percent.
Ford executives' performance exceeded every target except market share, according to the filing.
Compensation for Ford's five top-paid executives rose 64 percent to $75.9 million last year from $46.4 million in 2009, according to the proxy. That included incentive bonus awards paid at 180 percent of the target on the corporate level and 181 percent for the Americas region.
The board's compensation committee wrote that it "considered our outstanding 2010 performance-to-metrics and our execution of our One Ford Plan as the primary reasons for paying out the award to the full extent that they were earned."
Mulally pay
Mulally's 2010 compensation rose 48 percent to $26.5 million, including salary, bonus, stock, option awards and other pay. Ford last month also gave Mulally $56.5 million in stock for the turnaround since he joined the automaker from Boeing Co. in 2006.
He halted three years of losses and led Ford to $9.28 billion in net income in the last two years.
"I am very pleased that we continue to align the compensation with the business performance of Ford," Mulally said April 13 when asked about criticism of his pay package by the UAW. "This is the way it should be."
Ford in the first quarter had 13.6 percent of the U.S. retail auto market, which excludes sales to fleet buyers, according to researcher Edmunds.com. That trailed the 14.1 percent target Ford's board set for executives to match or exceed this year, according to the automaker's government filings.
Ford's share slipped as General Motors Co. increased sales incentives 11 percent in the first three months of the year, according to Autodata Corp. Ford, which reduced discounts by 9.1 percent in the first quarter, saw its total U.S. market share fall to 16.2 percent from 16.8 percent a year earlier, Autodata said.
"We believe Ford's management could be forced to become more aggressive with incentives to avoid additional market share loss," Joseph Amaturo, an analyst with the Buckingham Research Group who rates Ford "neutral," said in an April 12 research note. "We are increasingly concerned about net-price erosion."
CEO Alan Mulally, who has emphasized profits over market share, said Ford will maintain pricing discipline.
"The most important thing about our plan is profitable growth, so that leads us to tremendous discipline on everything about the business," Mulally told reporters April 13 in Detroit. "The No. 1 thing is to match the production capacity to the real demand."
Americas share
Ford, which earned $6.56 billion last year, failed to achieve its market share targets globally and in the Americas, according to its proxy statement filed this month. Ford achieved 44 percent of its corporate market-share goal and 58 percent of its target for the Americas, the proxy said.
Ford has said its market share in Europe fell to 7.6 percent last year from 8.9 percent in 2009 as it resisted matching competitors' discounts. The automaker said its retail market share in the U.S. last year was 14.1 percent, trailing the board's 14.2 percent target.
Mulally said Ford will continue to avoid the heavy, profit- eroding discounts that U.S. automakers used in the past to keep factories running.
"We will always be very disciplined about our production and our pricing and have the pricing reflect the real demand and inherent value of the product," he said.
Retail target
Ford hasn't met its retail market-share target in any month since October, when it sold 14.5 percent of the cars and trucks purchased by individual consumers, according to automotive researcher R.L. Polk & Co. Ford's retail share fell to 13.2 percent in February, the most recent month Polk has analyzed.
In March, Ford raised incentives and surpassed GM in monthly U.S. sales for the second time in the last 13 years, said Michelle Krebs, an analyst for Edmunds.
"GM's retail share was higher than Ford's in March, despite Ford beating GM in total," Krebs said. "Not good if Ford resorts to incentives as well as high fleet percentages again -- old habits."
Ford should continue to put a priority on profits over market share, said Brian Johnson, an analyst for Barclays Capital.
Incentives 'crutch'
"Anyone would like to improve market share; the question is how do you go about doing that without resting on the easy crutch of incentives," said Johnson. "They were well ahead of plan on profit, cash flow, pricing and cost reduction, even if market share was a bit low."
Ford's total U.S. market share rose to 16.7 percent last year from 14.4 percent in 2008, according to Autodata, as new models such as the Fusion sedan and Fiesta subcompact attracted buyers. Ford's share gains in 2009 and 2010 represented the first consecutive annual improvements since 1992 to 1993, the company said.
Ford also gained consideration from car buyers when it avoided the bankruptcies and government bailouts that beset the predecessors of GM and Chrysler Group LLC in 2009.
Ford's board used market-share targets for 8.33 percent of its formula for determining cash bonus and performance stock grants for top executives. The board's compensation committee said U.S. retail share is "the best measurement" of consumer acceptance.
Compensation formula
Global profits before taxes accounted for 30 percent and automotive operating cash flow accounted for another 30 percent, according to the proxy. Business unit profit before taxes accounted for 15 percent of the formula, while cost performance and quality each represented 8.33 percent.
Ford executives' performance exceeded every target except market share, according to the filing.
Compensation for Ford's five top-paid executives rose 64 percent to $75.9 million last year from $46.4 million in 2009, according to the proxy. That included incentive bonus awards paid at 180 percent of the target on the corporate level and 181 percent for the Americas region.
The board's compensation committee wrote that it "considered our outstanding 2010 performance-to-metrics and our execution of our One Ford Plan as the primary reasons for paying out the award to the full extent that they were earned."
Mulally pay
Mulally's 2010 compensation rose 48 percent to $26.5 million, including salary, bonus, stock, option awards and other pay. Ford last month also gave Mulally $56.5 million in stock for the turnaround since he joined the automaker from Boeing Co. in 2006.
He halted three years of losses and led Ford to $9.28 billion in net income in the last two years.
"I am very pleased that we continue to align the compensation with the business performance of Ford," Mulally said April 13 when asked about criticism of his pay package by the UAW. "This is the way it should be."
Friday, April 15, 2011
12004 Ford Mustang Electrical Problem with Dash Cluster
mustang with 3.8L V-6 engine has a dash cluster electrical problem that is happening randomly. The cluster loses power at times off/on while the engine is running. The instrument cluster gauges all go to the off positions, including the speedometer as well. Previously only the battery light was flashing on/off randomly and thought it was just faulty. Now this problem has arose. We don't know if the engine light ever came on during the instrument dash gauge power loss. Do you think there may now be a stored computer code to help identify this gremlin? Otherwise is there a relay or circuit breaker that may be the cause? How do you track this down to repair and will it damage anything if it continues? So far the engine is starting and running normally.
Thursday, April 14, 2011
tapping noise from top of engine After timing belt was replaced
Hi- I need help! DESPERATELY! I own a 2001 Kia sportage- base model- 2.0L- 4 cyl- DOHC engine. about 98k miles on it and some what mechanically inclined.
Purchased it used- Changed the oil- replaced the thermostat. I was driving and the engine stopped- NO noise when it stopped and I figured it was the timing belt- had it towed to a local garage. There was about 4 -6 teeth missing. They replaced the belt and said it started right up- nice and quiet- ran for a little bit(no clue how long they ran it) BUT… I go to pick it up and starts up- but I notice alittle tapping noise- I go in- ask the shop- they said she was quiet- ok- maybe it was because it was cold. I drove to the bank(aprox 10 miles) the noise got LOUDER- you could hear the belt slipping or spinning… my poor little kia sounds like a “generator or sewing machine”. People look @ me like I have NO oil in it. The oil and temp is fine- I took it back to the shop and they said the timing is “FINE”- they took off the head- there is enough “clearance” and Nothing is touching- they are stumped(not great mechanics- but NOW I find out..ughh). What could cause the engine NOW after running quiet to sound like this? Is this an interference engine? did I do damage to it? OH- they did tell me- when they turn the crank shaft by hand- you can hear the noise!? HELP! I live in the country and a single mom with little $$$ and an active son in sports and scouts- I NEED MY CAR:( and really like the gas mileage… HELP- almost 2 wks with NO car!!!
Response:
Yes, this is an interference engine. The most common cause of this noise after a broken timing belt would be bent valves. A simple compression test on each cylinder should be able to determine which cylinder/s have the bent valve/s. Onec the located, simply replacing the valves should correct the issue and remove the noise.
Purchased it used- Changed the oil- replaced the thermostat. I was driving and the engine stopped- NO noise when it stopped and I figured it was the timing belt- had it towed to a local garage. There was about 4 -6 teeth missing. They replaced the belt and said it started right up- nice and quiet- ran for a little bit(no clue how long they ran it) BUT… I go to pick it up and starts up- but I notice alittle tapping noise- I go in- ask the shop- they said she was quiet- ok- maybe it was because it was cold. I drove to the bank(aprox 10 miles) the noise got LOUDER- you could hear the belt slipping or spinning… my poor little kia sounds like a “generator or sewing machine”. People look @ me like I have NO oil in it. The oil and temp is fine- I took it back to the shop and they said the timing is “FINE”- they took off the head- there is enough “clearance” and Nothing is touching- they are stumped(not great mechanics- but NOW I find out..ughh). What could cause the engine NOW after running quiet to sound like this? Is this an interference engine? did I do damage to it? OH- they did tell me- when they turn the crank shaft by hand- you can hear the noise!? HELP! I live in the country and a single mom with little $$$ and an active son in sports and scouts- I NEED MY CAR:( and really like the gas mileage… HELP- almost 2 wks with NO car!!!
Response:
Yes, this is an interference engine. The most common cause of this noise after a broken timing belt would be bent valves. A simple compression test on each cylinder should be able to determine which cylinder/s have the bent valve/s. Onec the located, simply replacing the valves should correct the issue and remove the noise.
Wednesday, April 13, 2011
Ford Focus-ed on reducing CO2
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.
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.
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 8, 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 7, 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 5, 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 2, 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.
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