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Fuel-saving devices are sold on the aftermarket with claims they may improve the fuel economy, the exhaust emissions, or optimize ignition, air flow, or fuel flow of automobiles in some way. An early example of such a device sold with difficult-to-justify claims is the 200 mpg ‑US (1.2 L/100 km) carburetor designed by Canadian inventor ...
The displayed fuel economy is 18.1 km/L (5.5 L/100 km; 43 mpg ‑US). A Briggs and Stratton Flyer from 1916. Originally an experiment in creating a fuel-saving automobile in the United States, the vehicle weighed only 135 lb (61.2 kg) and was an adaptation of a small gasoline engine originally designed to power a bicycle.
Active Fuel Management (formerly known as displacement on demand (DoD)) is a trademarked name for the automobile variable displacement technology from General Motors. It allows a V6 or V8 engine to "turn off" half of the cylinders under light-load conditions to improve fuel economy .
Electric and hybrid vehicles made a lot of news at this month's International CES in Las Vegas and the big auto show in Detroit. The Nissan LEAF and General Motors' Chevy Volt have sold more than ...
Reducing vehicle weight can also improve fuel economy, which is why composite materials are widely used in car bodies. More advanced tires, with decreased tire to road friction and rolling resistance, can save gasoline. Fuel economy can be improved by up to 3.3% by keeping tires inflated to the correct pressure. [39]
Arvin Meritor, a Tier 1 supplier of automotive technology, at one time, was experimenting with a plasma reformer technology which would use hydrogen produced from the fuel to enhance engine combustion efficiency and reduce emissions of NO x. [26] This reference states that a 20% to 30% increase in engine thermal efficiency is possible. However ...
Activity-based management focuses on managing activities to reduce costs and improve customer value. Kaplan and Cooper [1] divide ABM into operational and strategic: Operational ABM is about doing things right, using ABC information to improve efficiency. Those activities which add value to the product can be identified and improved.
Some see continual improvement processes as a meta-process for most management systems (such as business process management, quality management, project management, and program management). [3] W. Edwards Deming , a pioneer of the field, saw it as part of the 'system' whereby feedback from the process and customer were evaluated against ...