EV Sticker Shock
The first thing that caught my eye in John McElroy's column about the Nissan Leaf was the price tag (see WAW May '10, p.10). The second was his statement that the Leaf is relatively clean, as long as you don't burn coal or oil to generate the electricity. While I think the bloated prices of EVs is due in part to the government subsidies being offered to purchase them, the issue over the source of
August 1, 2010
The first thing that caught my eye in John McElroy's column about the Nissan Leaf was the price tag (see WAW — May '10, p.10). The second was his statement that the Leaf is “relatively clean, as long as you don't burn coal or oil to generate the electricity.”
While I think the bloated prices of EVs is due in part to the government subsidies being offered to purchase them, the issue over the source of the electricity is simple physics.
Even with government subsidies, it is hard to justify the cost of EVs over the typical life of a vehicle. Americans are reluctant to swallow the extra expense for a hybrid at today's fuel prices.
And unless we return to nuclear energy or find some other efficient carbon-free source of electricity, EVs will make the overall issue of greenhouse gases and pollution only worse.
At least the hybrids capture some of the energy already created by the combustion engine to generate electricity.
Rick January
Sugar Hill, GA
Product Leader Void
In response to Jerry Flint's column (see WAW — May '10, p.40), I would like to share four reasons why great “product leaders” aren't in leadership roles in the auto industry.
Firefighters get promoted while passionate, capable “product leaders” do not. I've seen this happen. Someone makes a big mistake that is covered up until the launch. At launch, the s*!t hits the fan. The person who caused the problem “volunteers” to fix it. Once solved, the person who fixed it (created it) gets endless praise from management. Meanwhile, the lowly “product leader” who always has quiet, flawless launches goes unnoticed. Guess who gets promoted?
At my current OEM employer, due to the massive buyouts in previous years, there is nowhere to advance. To be promoted, someone above you needs to either retire or move outside your leadership chain. I don't see anyone in my leadership chain who is within 10 years of retirement. This pretty much ensures that if there are “product leaders” deep in the organization, they're not moving up anytime soon.
The auto industry used to be a career of choice. This no longer is true. My wife's only offer coming out of college was from an automotive OEM, and she took it as an insult. The best talent doesn't want to do what we do and put up with what we put up with.
Things such as 10-hour days, relocating for six months to launch a product or spending weeks at a time overseas is not desirable to anyone except the most masochistic among us. Most “product leaders” wouldn't even consider working in the auto industry.
And the pay isn't competitive. From 1994 to 2000, my salary increased an average of 11.8% yearly. From 2000 to 2010, my salary has increased an average of 2.6% yearly.
While I wouldn't expect to have the good fortune of the 1990's every decade, I'd like to at least keep pace with inflation and stay near the median salary of others with my engineering degree and industry experience. When I look at online salary comparisons, I am still looking up at the median.
Name withheld
Not-So Simple Math
I would like to see the simple arithmetic of Mr. Kashmerick (see WAW — June '10, p.4) regarding diesel efficiency.
I hope he includes the costs associated with manufacturing and recycling of hybrid batteries; the costs associated with urea; the relative costs of refining; and the added repair costs that certainly come with the increased complexity of hybrids.
What about all that taxpayer money that is currently subsidizing hybrids? There is no simple arithmetic there. Have fun with that calculation!
Mick Daines
Roy, UT
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