We look at three small eco-concept cars from the 1980s and see what became of them.
The last of the cars featured in this series is the BL Technologies ECV3. This is a classic BL tale of burgeoning promise turning to wracking frustration as funds dried up for the development of a new small car. As might be expected, it is also by some margin the most convoluted and protracted of the three stories.
BL Technology was the R&D arm of the state-owned British car maker. In 1980, it was led by renowned engineer Spen King and given a home at BL’s new testing facility at Gaydon in Warwickshire. BL Technology and its Gaydon site was basically a sand-box environment, enabling King and his colleagues to propose theories about the future design of cars, then turn these into working prototypes to Continue reading “Eighties Eco-Concept Marvels: Number 3 – BL Technologies ECV3”
Following the 2005 launch of the well-received Outlook full-sized crossover SUV, next up for replacement was the once popular but now fading L Series mid-size saloon. The replacement was introduced in 2006 and called the Aura. This was based on the GM Epsilon platform shared with the Opel/Vauxhall Vectra C and Signum, Saab 9-3, Chevrolet Malibu, Pontiac G6 and Fiat Croma. It was powered by either a 2.4-litre version of the GM Ecotec engine or 3.5 and 3.6-litre V6 units, installed transversely with FWD.
The L Series estate was not replaced, and the Aura was offered only in four-door saloon form. Stylistically, the Aura dispensed with the Saturn family look, closely resembling the Vectra, both inside and out. It also dispensed with the thermoplastic external body panels, another Saturn hallmark, in favour of a wholly conventional construction. Just two trim levels were offered, XE and XR. A mild hybrid version of the former was introduced in 2007, called Green Line. The Aura was manufactured at GM’s Kansas City plant. Continue reading “Falling Back to Earth (Part Five)”
After a more than a decade, Saturn was still struggling to achieve a level of sales that would make it viable on a stand-alone basis within General Motors, and the company had never turned a profit. US sales had recovered in 2002 to 280,248(1) units, thanks to the successful launch of the Vue SUV, which alone sold 75,477 units in its first full year on the market. Total sales were, however, still below the peak of 286,003 seen back in 1994, when Saturn had just a single model line, the S Series.
The aged S Series was finally pensioned off in 2002 and was replaced by the Ion. The new model was based on the GM Delta platform that underpinned the Opel Astra, Chevrolet Cobalt and Pontiac G5. It was offered in four-door saloon or four-door Quad Coupé variants. The latter featured narrow coach(2) rear doors with concealed handles that could only be opened by first opening the front door, similar to those on the Mazda RX-8. An estate derivative was no longer offered. Continue reading “Falling back to Earth (Part Four)”
For those who believe in such things, the decision of General Motors’ Chairman and CEO, Roger B. Smith, who was Saturn’s adoptive father and head cheerleader, to retire on 30th July 1990, the very day the first Saturn car rolled off the production line in Spring Hill, Tennessee, might have been an ominous portent.
Amongst the other divisional heads within GM, particularly at Chevrolet, Oldsmobile and Pontiac, there was growing resentment towards Saturn and a feeling that their divisions were being starved of investment as a consequence of the huge costs incurred in bringing Saturn to market, alleged to be up to $5 billion. It did not help those who would later attempt to Continue reading “Falling back to Earth (Part Three)”
There was great interest and excitement, both from the general and specialist automotive press, when the first car rolled off the production line at the new Saturn manufacturing plant in Spring Hill, Tennessee, on 30th July 1990. Journalists were invited to tour the plant and engage with the workforce. They detected a certain evangelical spirit amongst the workers, who felt that the company was “people-oriented” and that they had a “voice” in the production process. This referred to regular team discussions with their managers and engineers, where problems were aired and suggestions for improvements were heard constructively and rewarded if adopted.
There were practical innovations in the manufacturing process too. The production line was called the Skillet(1) and the vehicles were carried, not nose to tail, but at right angles to the line, thereby reducing its length by 40%. The workers rode on the skillet with the cars and were free to allocate jobs within the teams, to optimise the use of individual workers’ proficiencies. Any worker could stop the line if they encountered a problem or fault.
Saturn was General Motors’ response to the Japanese invasion of the US auto market.
The Japanese automakers’ penetration of the US market gathered momentum throughout the 1970s and ‘80s. By 1990, this was a major cause for concern, not just in Detroit, but also in Washington DC, where politicians observed the country’s ballooning trade deficit with alarm. The problem was exacerbated by the behaviour of the US automakers themselves, who were sourcing an increasing proportion of their vehicle parts from Japan.
In 1990, the US-Japan bilateral trade deficit in vehicles and automotive parts was $31.1 billion(1). This represented 28% of the total US trade deficit, and 76% of the country’s bilateral trade deficit with Japan. The deficit in vehicles was $20.6 billion, barely increased on the $19.7 billion deficit seen in 1985. The deficit in automotive parts, however, had more than doubled over the same period, from $4.4 billion to $10.5 billion.