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Description
Tailpipe Kit 64"-72" GM Chevelle El Camino GTO Cutlass Skylark 2.5"inOverview: These Builder Series tailpipes are constructed from 2. 50 inch mandrel bent 16 gauge aluminized steel tubing for maximum flow, tuck up high in the chassis for good clearance and exit straight out the back under the rear bumper. Designed to be used with Side Inlet Opposite Side Outlet mufflers such as part# 942548 (Super 44 Series) or 53058 (Super 50 Series) mufflers. Covered by our 3 year Limited Warranty. Note: Not designed to fit in
Overview:
These Builder Series tailpipes are constructed from 2.50-inch mandrel-bent 16-gauge aluminized steel tubing for maximum flow, tuck up high in the chassis for good clearance and exit straight-out the back under the rear bumper. Designed to be used with Side Inlet/Opposite Side Outlet mufflers such as part# 942548 (Super 44 Series) or 53058 (Super 50 Series) mufflers. Covered by our 3-year Limited Warranty. Note: Not designed to fit in factory bumper cutouts. Some fitment may be necessary. Does Not include installation hardware or exhaust tips.
Features:
Specs:
Applications:
- 1970-1972 Buick GS 350 CID
- 1968-1969 Buick GS 350 350 CID
- 1968-1969 Buick GS 400 400 CID
- 1970-1972 Buick GS 455 455 CID
- 1965-1966 Buick Gran Sport 401 CID
- 1967-1967 Buick Gran Sport 340 CID
- 1967-1967 Buick Gran Sport 400 CID
- 1964-1967 Buick Skylark 300 CID
- 1965-1966 Buick Skylark 401 CID
- 1966-1967 Buick Skylark 340 CID
- 1967-1968 Buick Skylark 400 CID
- 1968-1972 Buick Skylark 350 CID
- 1970-1971 Buick Skylark 455 CID
- 1964-1967 Buick Special 300 CID
- 1966-1967 Buick Special 340 CID
- 1968-1969 Buick Special 350 CID
- 1968-1969 Buick Sportwagon 350 CID
- 1968-1969 Buick Sportwagon 400 CID
- 1964-1968 Chevrolet Chevelle 327 CID
- 1964-1967 Chevrolet Chevelle 283 CID
- 1965-1969 Chevrolet Chevelle 396 CID
- 1968-1972 Chevrolet Chevelle 307 CID
- 1969-1972 Chevrolet Chevelle 350 CID
- 1970-1972 Chevrolet Chevelle 402 CID
- 1970-1972 Chevrolet Chevelle 454 CID
- 1964-1969 Chevrolet El Camino 327 CID
- 1964-1967 Chevrolet El Camino 283 CID
- 1966-1970 Chevrolet El Camino 396 CID
- 1968-1972 Chevrolet El Camino 307 CID
- 1968-1972 Chevrolet El Camino 350 CID
- 1970-1972 Chevrolet El Camino 402 CID
- 1970-1972 Chevrolet El Camino 400 CID
- 1970-1972 Chevrolet El Camino 454 CID
- 1970-1972 Chevrolet Monte Carlo 350 CID
- 1970-1972 Chevrolet Monte Carlo 402 CID
- 1970-1972 Chevrolet Monte Carlo 400 CID
- 1970-1972 Chevrolet Monte Carlo 454 CID
- 1971-1972 GMC Sprint 307 CID
- 1971-1972 GMC Sprint 350 CID
- 1971-1972 GMC Sprint 402 CID
- 1971-1972 GMC Sprint 400 CID
- 1971-1972 GMC Sprint 454 CID
- 1964-1964 Oldsmobile 442 330 CID
- 1965-1969 Oldsmobile 442 400 CID
- 1968-1971 Oldsmobile 442 455 CID
- 1964-1967 Oldsmobile F85 330 CID
- 1965-1966 Oldsmobile F85 400 CID
- 1968-1972 Oldsmobile F85 350 CID
- 1970-1972 Oldsmobile F85 455 CID
- 1964-1967 Oldsmobile Cutlass 330 CID
- 1965-1968 Oldsmobile Cutlass 400 CID
- 1968-1972 Oldsmobile Cutlass 350 CID
- 1970-1972 Oldsmobile Cutlass 455 CID
- 1967-1967 Oldsmobile Cutlass Supreme 330 CID
- 1968-1972 Oldsmobile Cutlass Supreme 350 CID
- 1971-1972 Oldsmobile Cutlass Supreme 455 CID
- 1964-1967 Oldsmobile Vista Cruiser 330 CID
- 1968-1972 Oldsmobile Vista Cruiser 350 CID
- 1968-1969 Oldsmobile Vista Cruiser 400 CID
- 1970-1972 Oldsmobile Vista Cruiser 455 CID
- 1964-1966 Pontiac GTO 389 CID
- 1967-1972 Pontiac GTO 400 CID
- 1970-1972 Pontiac GTO 455 CID
- 1964-1968 Pontiac Beaumont 327 CID
- 1964-1967 Pontiac Beaumont 283 CID
- 1965-1969 Pontiac Beaumont 396 CID
- 1968-1969 Pontiac Beaumont 307 CID
- 1968-1969 Pontiac Beaumont 350 CID
- 1964-1966 Pontiac Grand Prix 389 CID
- 1964-1966 Pontiac Grand Prix 421 CID
- 1967-1972 Pontiac Grand Prix 400 CID
- 1967-1969 Pontiac Grand Prix 428 CID
- 1970-1972 Pontiac Grand Prix 455 CID
- 1964-1967 Pontiac LeMans 326 CID
- 1968-1972 Pontiac LeMans 350 CID
- 1968-1972 Pontiac LeMans 400 CID
- 1970-1972 Pontiac LeMans 455 CID
- 1964-1967 Pontiac Tempest 326 CID
- 1968-1970 Pontiac Tempest 350 CID
- 1968-1970 Pontiac Tempest 400 CID
Emissions:
- This part is legal for sale or use on Emissions Controlled Vehicles, Uncontrolled (Non-Emissions Controlled) Vehicles, and Racing Use Only Vehicles because it does not affect vehicle emissions and is not covered by emissions regulations.
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4.8 ★★★★★
Based on 1691 reviews
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Product Reviews
★★★★★ 5
A wonderful telling of history.
Format: Kindle
A wonderful telling of history by an enjoyable author. It isn't light reading per se but if you want a read that will enhance your understanding of the American people this is a good book.
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on December 15, 2013
★★★★★ 5
Scholarly and Readable, Too
Format: Paperback
I read the first volume in this series (about the Great Depression), and now I'm in the midst of this one. Kennedy's very-lucid prose keeps the reader moving along, and of course, the sweep of the story he's telling is nearly-irresistible. But in lamer hands, the prose might well have bogged down in turgidity--not so in this case!
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Reviewed in the United States on June 23, 2014
★★★★★ 4
Good but not as good
Format: Kindle
Freedom From Fear #1 was one of the most interesting and informational books I've ever read. Part Two was interesting but I did not learn much more about the war than I had known before other than the fact that, while Japan lost the war, Anglo-Saxons are no longer in control in the Far East. I somewhat disagree with his ending ideas about the "good" war, that it wasn't so "good" after all in it's outcome. However, those who fought in it and their families would probably disagree.
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on May 22, 2014
★★★★★ 5
The Innovator's DNA - Disruptive Research - Disruptive Writing
A Politically Correct Status Quo
It is politically correct in management circles to say that you are "results oriented" or that you "drive for results" in your organization.
The status quo in business schools is to indoctrinate students in the delivery skills of analyzing, planning, detail-oriented implementing, and disciplined executing.
This book and the research upon which it is based disrupts that politically correct status quo.
Clayton Christensen has spent close to two decades creating the research, conceptual, and application foundation of the disruptive innovation body of knowledge. He has been working for more than 8 years with Jeff Dyer and Hal Gregersen, both gifted researchers, teachers, and consultants in their own right, on this project. These guys are a disruptive "dream team" of contributors.
This book articulates an extension of the disruptive innovation body of knowledge that clearly describes an individual profile of the disruptive innovator and an organizational profile of an organization that makes disruptive innovation happen.
So what makes this book disruptive?
The first thing is timing. It arrives on the scene at a time when innovation is one of the most critical components of a solution to our global financial and organizational mess. If we are to get out of our morass of debt and sluggish growth and respond to the continually emerging challenges of a burgeoning global society it will ride on the backs and wings of innovation. The status quo must be disrupted for us to survive and thrive!
Second is the audacity of the core models. The authors claim that innovation can be learned at both the individual and organizational level. Individuals can increase their ability to discover (Discovery Quotient - DQ) and learn to be more innovative. They cite the four specific behavioral skills of asking questions, engaging in observations, networking with people who have a different point of view, and experimenting to figure out what can work as the common elements of what innovators do. They also identify the cognitive skill of associational thinking, the ability to find connections between ideas that do not seem to be related to each other, as the connection between the behavioral skills and the generation of ideas. They extend their claim that the innovation competency can be learned to the organizational domain by saying that organizations can become more innovative through developing and leading people, designing and implementing processes, and advocating and living by philosophies that support innovation. These two arguments stand in stark contrast to the beliefs and practices of a vast majority of leaders and institutions.
(For a diagram of the Model see [...])
'And all of this is built upon the third source of disruption: research. Their work is based on well-founded research into the "DNA" of the world's leading innovators and the world's most innovative organizations. The authors conducted nearly 100 interviews of world class innovators and their colleagues to get at the heart of what innovators do. They also interviewed and surveyed executives who are not innovators. (Their survey data base has over 5000 respondents in it.) So they have been able to compare and contrast the two populations to more clearly see what it takes to effectively innovate.
They have also done research on business results attributable to innovation. Collaborating with HOLT (a division of Credit Suisse) they were able to craft a measurement called the "innovation premium." This measure identifies if an organization's market capitalization can be accounted for by existing cash flows or if there is an innovation influence on the stock price. By using this measure, they have been able to clearly and objectively identify which organizations are benefiting from innovation.
Yet to Explore
The tension in the balance of influence and power between the leaders with predominantly "Discovery" or "Delivery" mindsets is an area that has yet to be explored. If the premises of this book are sound, and I believe they are, we need to figure out how to manage that tension and balance in order to generate, incubate, and strengthen innovative ideas as we bring them to full fruition in the marketplace. Great ideas that are not delivered upon are simply recreational pursuits that do not build great people, great institutions, and great societies. So there is work yet to do.
Invest Your Time and Effort
This book makes a significant contribution to both the disruptive innovation body of knowledge and the evolving body of practice on innovating disruptively. It is well worth reading, pondering, and acting upon.
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Reviewed in the United States on August 18, 2011
★★★★★ 5
Inspiring and well-written
This is a very interesting book written by some Harvard profs. They did a large national survey of innovative businesses and their leaders. The book posits that innovative people follow five skills: associating, questioning, observing, networking, and experimenting. These skills can be found at the individual or organizational level. The idea is that most people have these skills in their DNA and can bring them out with some practice. There are a lot of interesting and inspiring examples like Steve Jobs and Jeff Bezos. Although this book seems like a self-help type book with a lot of hype, it has an academic underpinning. Any organization that is interested in promoting innovation could benefit from encouraging these 5 skills. If you are interested in innovation or creativity in business or any organization that produces something, you will like this book. The books is a little distracting to read because it has sidebars all through it giving interesting examples that break up reading concentration. Aside from that, it is a well-written book that is easy and enjoyable to read. I enjoyed the book greatly and found it to be inspiring.
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on December 5, 2015
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