SKU: 97476528104

Cometic Chrysler B/RB V8 4.500in Bore .080in MLS Cylinder Head Gasket

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Description

Cometic Chrysler B/RB V8 4.500in Bore .080in MLS Cylinder Head GasketComprised of multiple embossed layers of stainless steel with the outer layers utilizing a Viton rubber coating. Compressed operating thickness is 0. 080". Cometic MLS (Multi Layer Steel) Head Gaskets provide maximum sealing performance for todays high output engines and require no sealants. MLS gaskets are ideal for both aluminum heads to aluminum blocks and aluminum heads to cast iron blocks. They can withstand the shearing force created by the two

Comprised of multiple embossed layers of stainless steel with the outer layers utilizing a Viton rubber coating. Compressed operating thickness is 0.080". Cometic MLS (Multi-Layer Steel) Head Gaskets provide maximum sealing performance for todays high output engines and require no sealants. MLS gaskets are ideal for both aluminum heads to aluminum blocks and aluminum heads to cast iron blocks. They can withstand the shearing force created by the two materials. MLS gaskets have increased strength because they are comprised of multiple layers of stainless steel; which also creates the ability to rebound and resist corrosion. The outer layers are embossed and coated on both sides with Viton (a flour elastomer rubber based material that is heat resistant to 250 C/ 482 F). Viton is designed to meet the demands of a variety of harsh sealing environments, load conditions, and surface finishes. The center or shim layer is uncoated stainless steel, which can be varied to accommodate multiple thickness requirements.

This Part Fits:

Year Make Model Submodel
1969-1974 Bristol 411 Base
1959-1971 Chrysler 300 Base
1962-1963 Chrysler 300 Sport
1975-1978 Chrysler Cordoba Base
1959-1967 Chrysler Imperial Base
1959-1970 Chrysler Imperial Crown
1959-1975 Chrysler Imperial LeBaron
1959-1974 Chrysler New Yorker Base
1972-1978 Chrysler New Yorker Brougham
1959-1971,1973-1978 Chrysler Newport Base
1967-1976 Chrysler Newport Custom
1971-1972 Chrysler Newport Royal
1959-1960 Chrysler Saratoga Base
1959-1977 Chrysler Town & Country Base
1959-1961 Chrysler Windsor Base
1959-1960 DeSoto Adventurer Base
1959 DeSoto Firedome Base
1959 DeSoto Fireflite Base
1963-1964 Dodge 330 Base
1963-1964 Dodge 440 Base
1962-1965 Dodge 880 Base
1962-1965 Dodge 880 Custom
1974 Dodge B100 Van Base
1974 Dodge B100 Van Sportsman
1975-1978 Dodge B200 Base
1971-1974 Dodge B200 Van Base
1972-1974 Dodge B200 Van Maxi
1972-1974 Dodge B200 Van Maxi Wagon
1971-1974 Dodge B200 Van Sportsman
1975-1978 Dodge B300 Base
1971-1974 Dodge B300 Van Base
1972-1974 Dodge B300 Van Maxi
1972-1974 Dodge B300 Van Maxi Wagon
1971-1974 Dodge B300 Van Sportsman
1976-1979 Dodge CB300 Base
1970-1974 Dodge Challenger Base
1970-1971 Dodge Challenger R/T
1972 Dodge Challenger Rallye
1969-1971 Dodge Charger 500
1966-1974,1976 Dodge Charger Base
1969 Dodge Charger Daytona
1967-1971 Dodge Charger R/T
1969 Dodge Charger SE
1971-1978 Dodge Charger Special Edition
1976 Dodge Charger Sport
1971 Dodge Charger Super Bee
1965-1970 Dodge Coronet 440
1965-1970 Dodge Coronet 500
1958-1959,1965-1966,1970-1976 Dodge Coronet Base
1971,1975-1976 Dodge Coronet Brougham
1971-1976 Dodge Coronet Crestwood
1971-1975 Dodge Coronet Custom
1966-1970 Dodge Coronet Deluxe
1967-1970 Dodge Coronet R/T
1968-1970 Dodge Coronet Super Bee
1958-1961 Dodge Custom Base
1975-1978 Dodge D100 Custom
1976-1978 Dodge D100 Warlock
1968-1974 Dodge D100 Pickup Base
1967 Dodge D100 Series Base
1977-1978 Dodge D150 Base
1978 Dodge D150 Li'l Red Express
1977-1978 Dodge D200 Base
1975-1976 Dodge D200 Custom
1968-1974 Dodge D200 Pickup Base
1967 Dodge D200 Series Base
1977-1978 Dodge D300 Base
1975-1976 Dodge D300 Custom
1968-1974 Dodge D300 Pickup Base
1967 Dodge D300 Series Base
1967-1968 Dodge Dart 270
1962 Dodge Dart 330
1962 Dodge Dart 440
1960-1962,1967-1969 Dodge Dart Base
1969 Dodge Dart Custom
1967-1969 Dodge Dart GT
1968-1969 Dodge Dart GTS
1960-1961 Dodge Dart Phoenix
1960-1961 Dodge Dart Pioneer
1969 Dodge Dart Swinger
1961 Dodge Lancer 170
1958-1959 Dodge Lancer Base
1978 Dodge Magnum XE
1960 Dodge Matador Base
1967-1968 Dodge Monaco 500
1965-1978 Dodge Monaco Base
1974,1977-1978 Dodge Monaco Brougham
1977-1978 Dodge Monaco Crestwood
1974 Dodge Monaco Custom
1975-1976 Dodge Monaco Royal
1975-1976 Dodge Monaco Royal Brougham
1960-1961 Dodge Phoenix Base
1961 Dodge Pioneer Base
1963,1968-1969 Dodge Polara 500
1960-1973 Dodge Polara Base
1971 Dodge Polara Brougham
1970-1973 Dodge Polara Custom
1970 Dodge Polara Special
1974-1978 Dodge Ramcharger Base
1975-1978 Dodge Ramcharger SE
1958-1959 Dodge Royal Base
1975-1977 Dodge Royal Monaco Base
1975-1977 Dodge Royal Monaco Brougham
1961 Dodge Seneca Base
1958-1959 Dodge Sierra Base
1958-1959 Dodge Sierra Custom
1958 Dodge Suburban Base
1975-1977 Dodge W100 Custom
1968-1974 Dodge W100 Pickup Base
1967 Dodge W100 Series Base
1977-1978 Dodge W150 Base
1975-1978 Dodge W200 Base
1968-1974 Dodge W200 Pickup Base
1967 Dodge W200 Series Base
1977-1978 Dodge W300 Base
1975-1976 Dodge W300 Custom
1968-1974 Dodge W300 Pickup Base
1967 Dodge W300 Series Base
1960-1963 Dual-Ghia L6.4 Base
1959-1963 Facel Vega Excellence Base
1962-1964 Facel Vega Facel II Base
1959-1961 Facel Vega HK500 Base
1964-1966 Jensen C-V8 Base
1967-1971 Jensen Interceptor FF
1967-1969 Jensen Interceptor MK I
1970-1971 Jensen Interceptor MK II
1972-1976 Jensen Interceptor MK III
1972-1973 Jensen Interceptor SP
1964,1967-1972 Plymouth Barracuda Base
1970-1971 Plymouth Barracuda Gran Coupe
1959-1970 Plymouth Belvedere Base
1968-1970 Plymouth Belvedere Satellite
1965-1967 Plymouth Belvedere II Base
1970-1972 Plymouth Cuda Base
1959-1961 Plymouth Custom Base
1960-1963 Plymouth Fleet Special Base
1959-1967,1975-1978 Plymouth Fury Base
1971,1975 Plymouth Fury Custom
1968,1970-1975 Plymouth Fury Custom Suburban
1970,1972 Plymouth Fury Gran Coupe
1972 Plymouth Fury Gran Sedan
1970 Plymouth Fury GT
1974 Plymouth Fury Police
1970 Plymouth Fury S-23
1976-1978 Plymouth Fury Salon
1959,1962-1971,1975-1978 Plymouth Fury Sport
1970-1971 Plymouth Fury Sport GT
1968,1970-1978 Plymouth Fury Sport Suburban
1968,1970-1978 Plymouth Fury Suburban
1966,1968-1969 Plymouth Fury VIP
1968-1974 Plymouth Fury I Base
1969,1971,1974 Plymouth Fury I Suburban
1965-1966,1968-1974 Plymouth Fury II Base
1968-1969,1973 Plymouth Fury II Custom Suburban
1965-1974 Plymouth Fury III Base
1968-1969 Plymouth Fury III Sport Suburban
1972-1977 Plymouth Gran Fury Base
1975-1977 Plymouth Gran Fury Brougham
1975-1976 Plymouth Gran Fury Custom
1972-1973,1975-1976 Plymouth Gran Fury Custom Suburban
1975-1977 Plymouth Gran Fury Sport
1972-1973,1975-1977 Plymouth Gran Fury Sport Suburban
1972-1973,1975-1977 Plymouth Gran Fury Suburban
1967-1971 Plymouth GTX Base
1976-1978 Plymouth PB200 Voyager
1974 Plymouth PB200 Van Voyager
1974 Plymouth PB200 Van Voyager EX
1974 Plymouth PB200 Van Voyager EX Wagon
1976-1978 Plymouth PB300 Voyager
1974 Plymouth PB300 Van Voyager
1974 Plymouth PB300 Van Voyager EX
1974 Plymouth PB300 Van Voyager EX Wagon
1968-1975 Plymouth Road Runner Base
1965-1974 Plymouth Satellite Base
1971 Plymouth Satellite Brougham
1971-1974 Plymouth Satellite Custom
1971-1974 Plymouth Satellite Regent
1971-1974 Plymouth Satellite Sebring
1971-1974 Plymouth Satellite Sebring Plus
1968-1970 Plymouth Satellite Sport
1959-1964 Plymouth Savoy Base
1960-1961 Plymouth Savoy Deluxe
1960-1961 Plymouth Sport Wagon Base
1958-1961 Plymouth Suburban Base
1960-1961 Plymouth Suburban Custom
1960-1961 Plymouth Suburban Sport
1970 Plymouth Superbird Base
1974-1978 Plymouth Trailduster Base
1967 Plymouth VIP Base
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4.3 ★★★★★
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moangu
Belleville, US
★★★★★ 4
Indicators framework done right
Format: Paperback
I have found this book really useful. I would say it could be useful also for anyone working in a large organization and dealing with the challenges, virtues and downsides of performance indicators methodologies, both for career development within the organization and for the organization's success. The book confirms the need to read Andrew Grove's (1983) High Output Management. And it reminds us that Peter Drucker's (1954) The Practice of Management is still relevant. I would highlight several ideas promoted by the book: First, regarding OKRs: the benefits of the transparency of OKRs, with all OKRs visible to the entire organization, from the CEO down to the lowest level employees; the recommendation of dual planning (annual and quarterly); the role OKRs should have on engagement, commitment and motivation; the importance of constructing and cascading OKRs in a meaningful way as opposed to by rote (set them and forget them), enthusiastic compliance instead of bureaucratic compliance; the need to have two kinds of goals (committed and aspirational); the need to encourage staff to define a portion of their OKRs, to let them develop their own objectives, a healthy proportion of alignment (top-down) and autonomy (bottom-up); the key role of culture and the impossibility sometimes of changing it without staff renewal; the recommendation to separate bonuses from the OKR cycle; the flexibility to adjust or discard OKRs mid-cycle; the real risk of big organizations at any time of having some significant percentage of people working on the wrong things; Second, all the discussion regarding performance management, the recognized futility and sometimes demoralizing effect of annual performance reviews, is very insightful. Other thoughts, not original from this book, but worth recalling: ideas are easy, execution is everything; the ideal number of direct reports to a manager should be somewhere between 7 and 20; the most important things need to get done first or they won't get done at all; not everything that can be counted counts and not everything that counts can be counted; transparency and accountability are two related but clearly different concepts, the latter rather an outcome, the former totally an output; moral suffers when people know they can't succeed. Unfortunately, the book has its shortcomings, most of them associated with the testimonies of OKR virtues. Particularly interesting is the case of Zume Pizza, presented as a success case (and OKR as one of the critical factors of that success story). However, we know now that the company bankrupted a few years after the book was published, showing that even the most successful venture capitalist is not always right, his knack for business not always foolproof. And also showcasing that OKRs might be necessary but certainly not sufficient. At any rate, since the book is complemented by a website (https://www.whatmatters.com/) I wish the author shared there a post-mortem, assessing what happened and the relationship between OKRs and that failure. On the other hand, the case of Bono's NGO could have been spared. Zero value added. And, maybe, also the one about the Gates Foundation. Both examples are part of the book's evangelizing, metaphor-ridden and inspirational tone, where billionaires are presented as driven only for the possibility of bringing happiness to humanity and not as real people, that take most of their decisions in the pursuit of money, power or fame.
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on August 16, 2025
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Verified Purchase
mary Leach
Pawtucket, US
★★★★★ 5
Improve any size business-use everyone's brainpower!
Format: Kindle
Use of OKRs is fantastic in any size business. Global goal setting and feedback- everyone in the company on the same page! Get ideas from all levels to solve problems and see improvements. Love it. Get input from everyone. Super great examples of how it works. Very good summary of each chapter at the back for quick refresh. Every business owner should read this book to make that company run well.
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on November 7, 2025
S
Verified Purchase
Sal P.
Birmingham, US
★★★★★ 5
Great Execution Book!
Format: Hardcover
I just finished "Measure What Matters" by John Doerr. Such a great book full of advice for companies struggling with #execution. My favorite #quotes from this book: "Good ideas with great execution are how you make magic." @Larry Page "Ideas are easy. Execution is everything." "I view this year's failure as next year's opportunity to try it again." @Gordon Moore "Specific hard goals produce a higher level of output than vaguely worded ones." "Set goals from bottom up." "Dare to fail." "... four OKR superpowers: focus, alignment, tracking, and stretching." "Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them." @Andy Grove "When you are tired of saying it, people are starting to hear it." Jeff Weiner "Done is better than perfect." Sheryl Sandberg "... if we try to focus on everything, we focus on nothing." "Growth costs money." "... you can only do one big thing at a time really well, and so you better know what that one is." "Doing too much too soon will definitely end in pain." "To inspire true commitment, leaders must practice what they teach" "Transparency seeds collaboration." "Having a good mission is not enough. You need a concrete objective, and to need to know how you're going to get there." "... my favorite definition of entrepreneurs: Those who do more than anyone thinks possible ... with less than anyone thinks possible." "If you set a crazy, ambitious goal and miss it, you'll still achieve something remarkable." @Larry Page "Stretch goals can be crushing if people do not believe they're achievable. That's where the art of framing comes in." "Feedback is an opinion, grounded in observations and experiences, which allows us to know what impression we make on others." Sheryl Sandberg "Feedback can be highly constructive- but only if it is specific." "Continuous recognition is a powerful driver of engagement." "... a really good company values different opinions." "... behavior defines a company more meaningfully than product lines or market share." "Vision-based leadership beats command-and-control." "People watch what you do more than what you say." "Time is the enemy of transformation." "... there was no shame in trying your hardest and failing, not when OKRs help you fail smart and fail fast." "Goal setting is more art than science."
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on September 20, 2018
K
Verified Purchase
Kevin
New York, US
★★★★★ 3
helpful and moderately entertaining
Format: Kindle
Like most business books this likely could have been a long journal article, but overall still worth a quick read.
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Reviewed in the United States on March 10, 2026
D
Verified Purchase
David E.
Lowell, US
★★★★★ 5
Excellent way to learn about a framework used by Andy Grove and Google. Specific examples and case studies are terrific!
Format: Hardcover
I couldn’t put this book down, so I read it in one sitting. Many business books talk about the organizational brilliance of Andy Grove's Intel, Google, disruptive startups, and high-performing charities. This one actively teaches you how to mimic their organizational brilliance. The book distinguishes itself by providing clear examples of how OKRs help organizations achieve their full potential. Primary source documents, including internal memos, show how Intel CEO Andy Grove used OKRs to rapidly respond to competitive threats. As an admirer of Google, I enjoyed learning how OKRs were used at key points in its history. When Google employed 25 people, CEO Larry Page set OKRs for every engineer. When Chrome sought to disrupt the browser market, OKRs enhanced the product team’s creativity. When YouTube sought to establish its own identity within Google, OKRs helped the team set appropriate business goals. It’s really nice that specific OKRs from Google’s history are included in the book. Some people mistakenly believe that OKRs only work for Google, and the book provides clear examples of how OKRs were successfully implemented by startups, large corporations, and non-profit organizations. Entrepreneurs will enjoy learning how fitness, education, healthcare, and food delivery startups used OKRs to find new markets and manage their expanding headcount. Fans of corporate transformations will enjoy learning how OKRs led to human resources and technology process overhauls at some of the world's largest companies. Non-profit leaders will enjoy learning how the Bill & Melinda Gates Foundation and Bono used OKRs to impact millions. All in all, I found the chapters to be short yet impactful, and arranged in a logical sequence. I particularly liked that as the book progresses, it provides clear examples of how to overcome the nuances of implementing OKRs. I felt my OKR-setting muscles getting stronger by the end of the book.
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on April 30, 2018

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