All About Green Machines: Glossary by Paul A. Eisenstein (7/17/2006) What's the difference between a biodiesel and McDonald's fry machine? Find out here.
Mechanic's Tale: Feel-Good Greenism by Douglas Flint (1/2/2006) Environmentalists want you to feel good about your place in the world. Then there's reality.
Anyone inclined to believe the nonsensical notion that General Motors is to blame for "killing" the electric car needs a quick history lesson.
First, it was GM (via high-tech contractor Aerovironment) that created the advanced concept EV called Impact and began serious work to try to turn it into a real vehicle - well before California's Air Resources Board (CARB) decided to force all major makers to do it. Second, it was CARB's unrealistic sales mandate that attempted to artificially create a market for EVs before the technology was remotely ready for widespread acceptance.
It was January 1990 when GM unveiled the teardrop-shaped two-seat Impact concept car. It looked great, performed remarkably well, and had achieved (in one test under ideal conditions) an astounding 120 miles on a charge - better than any battery EV ever built.
Reaction to it from media and showgoers was hugely positive. So GM that April appointed Ken Baker, an inspirational engineering leader with previous experimental EV experience, to put together a select team of some of the company's best, brightest, and most dedicated engineers to investigate the feasibility of mass-producing such a car.
That summer, inspired by the Impact's apparent potential and GM's effort to design and build a production version, CARB passed a law mandating the top several automakers to sell a specific percentage (starting with five percent and growing over time) of their California totals as "zero emission" (battery electric) vehicles. That was not good news to any maker it affected.
Even if a practical EV could be developed at a price people would be willing to pay - a very big if - GM wanted to be there first and lead an emerging market for them. No one knew how many could be sold, and no business wants its toughest competitors jumping into an unpredictable new market segment all at once. Also, no business wants to be told how many of anything it must sell, since a mandate can't force people to buy something they don't want.
I joined GM's growing EV effort the following April as manager of vehicle test and development. My job was to put together and manage a small Proving Ground-based team of engineers and technicians who would test and develop the car's ride, handling, NVH (noise, vibration and harshness) and, above all, its energy consumption.
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