When Ramli was teaching PROTON staff on the need for doing projects via teamwork like QCC@ICC they must always seek to improve all matters as to Q-C-D-S-M-E!Ramli also told them that nowadays Big and Small Companies can “change owners” anytime and now Proton is owned by DRB-Hicom and that too can change?Change always for the Better?

Ramli in his journey of promoting World Class Performance and Unleashing the Hidden Talents of people via teamwork projects like QCC@ICC,KMK@KIK and MQT,have always emphasised that Learning is Important and by Project by Project approaches we can help build our people to help build a quality,productive and prosperous company!We need many Breakthroughs in Attitude,Results and People.

For more on how Ramli can assist you to Unleash your People’s Talents,please call Ramli at +6019-2537165 or emailed: ramlipromoter@yahoo.com.

See some photos of Ramli’s Training sessions with Proton Staff (both production and administration departments):

This slideshow requires JavaScript.

If the “Super Boss and His Team of Bosses” aka Top Mgmt at Khazanah Nasional thinks that this share swap deal of MAS and Air Asia is Good (even Tun Dr.M thinks its good) then why not execute the same formula of share swap or even merger (like was thought before)between Proton and Perodua?Can it work well and “shoot up” their share prices or the 2 Mgmt Groups can work harmoniously for Malaysia’s Aspiration of Attaining High Income Economy through “Global Champions” Companies? We now wait for MAS and AIRASIA BUSINESS RESULTS maybe in 3 months time?

Lets have a look at Proton business performance ( so far):

PROTON HOLDINGS BERHAD

Summary of financial highlights for five years.

Balance Sheets as at 31 March

RM’ Million	2010	2009	2008	2007	2006
NON-CURRENT ASSETS
Property, plant and equipment	2,624.40	2,827.1	3,150.4	3,169.5	3,302.9
Prepaid land lease payments	–	–	24.1	9.9	10.0
Goodwill	29	29.0	29.0	29.0	29.0
Intangible assets	564	431.7	275.2	169.1	18.0
Associated companies	152.6	158.4	165.4	269.8	160.4
Jointly controlled entities	202.6	195.6	192.7	223.6	245.3
Investments	–	10.4	10.4	10.4	10.4
Deferred tax assets	15	5.7	–	–	105.8
	3,587.60	3,657.9	3,847.2	3781.3	3881.8
CURRENT ASSETS
Inventories	1,227.20	1,395.1	1,100.3	1,273.6	1,389.0
Receivables	991.6	1,080.3	1,099.0	1,192.0	1,244.0
Current investments	9.7	15.3	20.8	73.4	212.0
Deposits, bank and cash balances	1,652.10	913.9	1,226.0	626.5	1,586.0
	3,880.6	3,404.60	3,446.10	3,165.5	4,431.00
Non-current assets held for sale	36.9	36.4	–	–	–
TOTAL ASSETS	7,505.1	7,098.9	7,293.3	6,946.8	8,312.8
CAPITAL AND RESERVES
Share capital	549.2	549.2	549.2	549.2	549.2
Other reserves	411.0	398.5	395.8	389.7	412.7
Retained earnings	4,372.8	4,153.9	4,476.2	4,291.7	4,908.7
Equity attributable to equity holders of the Company	5,333.0	5,101.6	5,421.2	5,230.6	5,870.6
Minority interest	–	–	–	–	–
TOTAL EQUITY	5,333.0	5,101.6	5,421.2	5,230.6	5,870.6
NON-CURRENT LIABILITIES
Long term liabilities	88.6	101.5	230.5	181.6	100.3
Deferred tax liabilities	10.8	12.2	2.4	0.8	0.8
	99.4	113.7	232.9	182.4	101.1
CURRENT LIABILITIES
Payables	2,060.6	1,877.3	1,637.6	1,531.6	2,324.2
Taxation	12.1	6.3	1.6	2.2	16.9
	2,072.7	1,883.6	1,639.2	1,533.8	2,341.1
TOTAL LIABILITIES	2,172.1	1,997.3	1,872.1	1,716.2	2,442.2
TOTAL EQUITY AND LIABILITIES	7,505.1	7,098.9	7,293.3	6,946.8	8,312.8

Income Statement for the year ended 31 March

RM’ Million	2010	2009	2008	2007	2006
Revenue	8,226.9	6,518.7	5,621.6	4,687.3	7,796.9
Profit/(loss) before taxation	260.9	-319.2	144.3	-618.1	18
Profit/(loss) after taxation	218.9	-301.8	184.6	-589.5	46.7
Retained earnings atteributable to shareholders	4,372.8	4,174.5	4,476.2	4,319.2	4,963.6
Dividened paid	–	-20.6	–	-27.5	-54.9
Retained earnings carried forward	4,372.8	4,153.9	4,476.2	4,291.7	4,908.7
SHARE INFORMATION
Per Share
Basic earnings/(loss) (sen)	39.9	-54.9	33.6	-107.3	8.5
Dividend paid (sen)	–	5.0	–	5.0	10.0
Net assets (RM)	9.7	9.3	9.9	9.5	10.7
Issued share capital (‘000)	549,213.0	549,213.0	549,213.0	549,213.0	549,213.0

 

Ingin menjadikan KIK Anda yang terbaik,aktif,penglibatan semua ahli dan macam2 faedah ketara dan tidak ketara?Hubungi Ramli di 019-2537165 segera!

Adakah Anda dan Kumpulan Kreatif &Inovatif Anda perlu Transformasi kearah Kelas Dunia?Adakah KIK Anda perlu menjadi yang terbaik dalam Organisasi Anda?Adakah Anda menghadapi pelbagai masalah mengurus KIK atau ICC anda?

Ini adalah antara masalah atau fokus KIK pada masa kini (mengikut kajian dan pengalaman Ramli dalam bidang KIK@ICC sejak 1985 lagi):mungkin KIK@ICC Anda ada masalah yang sama dibawah ini…

• KIK anda “slow” tak boleh selesaikan projek KIK anda dalam masa yang telah dipersetujui dengan JawatanKuasa Pemandu KIK di syrikat atau agensi kerajaan
• Tema projek KIK anda susah nak dikenalpasti…
• Ahli2 KIK tidak bekerjasama untuk menjayakan projek KIK
• Ketua Kumpulan tidak ada pengalaman untuk menjayakan atau mengetuai KIK dalam projek yang di pilih
• Fasilitator tidak memberi nasihat atau tunjuk ajar pada KIK untuk melaksanakan Putaran PDCA
• Ahli2 KIK tidak tahu mengapplikasikan Alat2 QC dengan baik,betul dan menyeluruh
• Tidak ada bahan2 rujukan projek2 KIK dalam agensi atau syarikat untuk KIK yang baru pelajari
• Tidak ada program latihan khusus KIK dalam syarikat atau agensi kerajaan
• Jawatankuasa Pemandu KIK tidak ada “guideline” yang baik untuk memastikan Program Perlaksanaan KIK di urus dan dikawal dengan berjayanya
• KIK masih tidak berjaya memasuki atau layak ke Konvensyen KIK bagi Peringkat Kebangsaan atau Negeri
• dan banyak lagi isu isu terkini yang dihadapi oleh KIK@ICC terutama di dalam Malaysia dan Rantau ASEAN..sila beritahu Ramli akan masalah atau isuisu KIK anda supaya berjaya di selesaikan dan KIK Anda akan Berjaya dan menjadi World Class!

Hubungi Ramli Abu Hassan (Pakar KMK@KIK / QCC@ICC / MQT sejak 1983 lagi.Ramli juga adalah Pakar Rujuk KMK@KIK untuk INTAN dan telah memainkan peranan penting dalam penubuhan,pembelajaran,peningkatan dan arah tuju KIK@ICC dalam MALAYSIA.Ramli telah berkhidmat dengan Matsushita dan Affin Bank selaku Pengerusi Jawatankuasa QCC dan TQM Manager dari 1980 hingga 1996 dan selalu bekerjasama dengan MPC,INTAN,MAMPU dalam halhal mengenai QCC@ICC dan KMK@KIK tersebut.Ramli juga telah banyak membantu QCC@ICC dan KMK@KIK serta MQT untuk mendapat penghargan sebagai Kumpulan Terbaik seperti Johan QCC Kebangsaan NPC(MPC),Kumpulan Emas 3 Bintang,Johan Kumpulan Sektor E&E dan banyak lagi…

Ramli juga ada membentangkan Kertas Kerja QCC/KMK/MQT di dalam negara dan luar negara seperti di Konvensyen2 dan Forum TQM sejak tahun 1993 hingga sekarang.

Ramli ada menulis pasal subjek QCC@ICC dan KMK@KIK di dalam bukunya bertajuk REVOLUSI AKSI yang diterbitkan pada bulan Mac,2006.

Sila hubungi Ramli untuk sesi latihan,seminar atau khidmat konsultansi di talifon 019-2537165 atau email: ramlipromoter@yahoo.com

sila lihat foto foto kursus QCC@ICC dan KMK@KIK yang Ramli telah anjurkan dan mengambil bahagian:

Toyota,Honda,Ford,GM,Proton are now behaving abnormally ie.sporadic spike but now the word is “That’s Normal”.What the hell is normal when you recalled thousands,hundred thousands and million of cars due to defects of all sorts from the market!

Ramli still remember very well the Teachings of Dr.J.M.Juran who in his famous Chart showing Control & Improvement Levels have indicated that if our processes are not well managed or in control zone then we will faced abnormalities in our processes and definitely defects due to errors are happening.Errors can be from new employees who were not well trained to do their work well and as in the SOP.Errors can also be wrong instruction or orders given by Managers as to what need to be done accordingly.Errors are also due to machine sudden breakdown due to poor maintenance and checking.Errors can also be due to wrong materials supplied or does not follow the actual specifications as supplied by the many vendors like in the car assembly lines.

All these errors occuring in the processes will therefore lead to the “sporadic spike” as Dr.Juran defined it in his famous Control&Improvement Chart.Without a good Control or working in the Zone of Control status is difficult for Management to start doing “Breakthrough” or Improvement Projects!We can only Improve when we have great control of our processes and working within the SOP or specification limits of our processes.

Nowadays  as  Ramli have read in Bloomberg Businessweek Year in Review Edition Dec 20,2010 to Jan 2,2011 that highlight what they called the New Normal.According to the magazine “Pimco’s Bill Gross used this term in an investor letter.He wrote “growth is slower,profit margins are narrower,and asset returns are smaller than in the decades past” It’s a time of steadily high unemployment,slow moving credit and budget cuts.Normal, in this context,is the last thing anyone wants.President Obama also used this phrase where he fears of a slow growth,higher inequality “New Normal” on 60 Minutes on Nov7,2010.All year long,the notion of a New Normal of reduced expectations dominated the national debate about the economy and its future.

To Ramli’s thoughts as a New Normal term and defined in the  Way We Think of Quality,then New Normal can have many bad implications to our quality performance and thinking (Paradigm)

This is defined as like having high rate of unemployment is the New Normal,having lots of rejects in your factories is also a New Normal.Maybe thats why with all the recalls of cars on the road by the Automotive Giants like Toyota,Honda,Nissan,Ford,GM,Proton and others is no more like before a A Big Market Claim but more of a New Normal situation where every automobile manufacturer also does the same mistake and its OK to be in this kind of situation.If Dr.Juran or Dr.Deming,both MahaGurus of Quality are still living,they will “scream” and demand a Top Management Review of their Quality and Act Immediately to at least come back to the Control Zone and not allow themselves to be at the Out of Control Zone or Abnormality status.

qc n qi

Only the Best Quality Companies knows what is Control & Improvement is and they make sure they always go for many Breakthroughs because only with Breakthroughs can they perform better and better all the time to become the Best Performer and Reap The Harvest of  Great Sales and Satisfied Customers.

This thinking of the New Normal will certainly make us become Bad Performers in our Business because we know acknowledge or accept the fact that having recalls by the millions or hundred of thousands of cars is OK and a New Normal thing to do?Try having a defect aeroplane and then recall it from the market?See whether your airline co will want to buy from you again or even fly your aircrafts in the air?The Road to Bankruptcy maybe is following to the New Normal Paradigm when it should be a Great Problem that needs to be Control and Improve immediately!

As far as Quality is concerned,we aim for Zero Defects as our standard of performance and to get Customer Satisfaction we must Control & Improve all the time and reach the highest level of quality achievement or performance where being and having 100% Quality is Normal!

Contact Ramli for enquiries or training at Mobile:+6019-2537165 or email at ramlipromoter@yahoo.com

This great quality problem or your product branding is tarnishing (among the World’s Auto Manufacturers) like “wildfires.”First,we heard of Toyota then Honda,Ford and now Proton!Whose Next?

Quality is the cornerstone of Good Business so when companies make product recalls from the market that means her quality is BAD and thats not good for business.Surprisingly,it looks like the consumers around the world,doesn’t bother maybe many Top Auto Manufacturers all seem to recall their cars for quality problems in the markets…

Here is an article from Star Online:

Saturday October 9, 2010

Recall to cost Proton RM5mil

By EUGENE MAHALINGAM
eugenicz@thestar.com.my

PETALING JAYA: The recall of 15,911 of Proton Holdings Bhd’s Gen.2 and Satria Neo models made between 2004 and 2008 due to a clock spring malfunction is likely to cost the company an estimated RM5mil, according to analysts.

Based on reports, the clock spring connects switches and airbags to the radio, horn and cruise control.

OSK Research in its report yesterday said assuming that all the cars were affected, the repairs, which would involve replacement of the driver’s side airbags, would cost RM300 to RM400 per car.

“Assuming a worse-case scenario that would affect all 15,911 cars relating to deployment of the driver’s side airbags, this could see the total costs of the recall hovering between RM4mil and RM5mil, which is 1.4% of our financial year 2011 (net profit) forecast.”

MIDF Research in its report said it expected minimal impact to earnings as the number of cars affected was small and the parts affected not too costly.

“The recall affects 15,911 cars out of a total of 660,000 produced and sold by Proton over the four-year period. A quick check revealed that the replacement cost is relatively inexpensive (around RM300) and the work can be done fairly quickly in about one hour.

“The total cost for Proton is estimated at RM4.8mil,” it said.

OSK said the impact was likely to be minimal, given that the recall affected the company’s non-core models.

“On a positive note, however, the recall so far is limited to Proton’s non-core models although we do not rule out that this could affect its key models, such as the Saga, Exora and Persona, though we think chances of this would be quite minimal as Proton has stepped up its efforts to improve its quality given its improved rating,” it said.

OSK said it was making no changes to its forecast currently pending more clarity and guidance from Proton.

An analyst said the real impact would be on Proton’s brand image.

“Proton has always had issues over the quality of its vehicles, though the company has been doing a good job in recent years to help rectify this,” he said.

“News of its cars having defects will only refresh the memory of potential car buyers on the quality issue and this could steer them towards other makes that have a more sound track record. The uphill climb of assuring buyers about its quality just got harder.”

OSK also said the stock could face temporary negative reaction as the improved quality perception on Proton might be reassessed by potential buyers and also investors.

Proton’s shares closed down 4 sen to RM4.87 at 5pm yesterday on news of the recall.

HwangDBS Vickers Research in its report said there could be a knee-jerk reaction to the recall.

“This should drive Proton to be more diligent in sourcing its parts and improve the quality of the vehicle it produces,” it said.

Given that under 16,000 vehicles are affected against an annual sales volume of about 160,000 units, HwangDBS Vickers expects the impact on earnings on Proton’s financial year ending March 31, 2011 (FY11) to be minimal.

For FY10, Proton posted a net profit of RM239.09mil from a net loss of RM301.81mil a year earlier. Revenue increased to RM8.23bil from RM6.49bil previously.

Total sales volume increased 11% to 174,481 units from 156,845 in FY09.

AmResearch in its report said it did not think Proton would bear the full recall cost as part of the fault lied with the suppliers.

“While the recall may have a certain amount of impact on Proton’s sales volume, we note that Satria Neo and Gen.2 only account for 4% of Proton’s average monthly sales volume in 2010,” it said.

“Additionally, the quantum of recall is much smaller compared with the 34,000 units of the Savvy model that were recalled back in 2008 for wheel bearing problems.”

OSK also concurred that the recall of the Savvy in 2008 had a minimal impact on the company.

“Despite the concerns, earnings were not affected as Proton’s sales remained resilient given that the Savvy is a not a key contributor to total sales due to its small volume.

“Given the earnings potential from the newly-released Saga back then (January 2008) amid the negative news on the Savvy recall, Proton’s share price did not take any hit at all as the stock price ended in positive territory,” it said.

In a statement on Thursday, Proton group managing director Datuk Syed Zainal Abidin Syed Mohamed Tahir said although the number of vehicles affected was small, the safety of its customers was paramount.

The cost of replacing the clock spring at its authorised service centres would be borne by the company, Proton said in the statement , adding that it would be sending letters to affected customers alerting them to the defect.

How many cars have u bought in your life so far?what are your dream cars?here’s Ramli dream cars..so far…

Yesterday,Ramli met an old friend Dato’SM Zulkifli SM Amin (the late Tan Sri SM Nasimuddin’s younger brother)at the Malaysia Sports Tourism Council (MSTC) Event themed as “Sports Tourism 2010-Sustaining Sports Tourism Forum” held at Zamrud Room,Saujana Hotel Subang.

Ramli have bought altogether 3 cars from NAZA Motor Trading Sdn.Bhd.The cars that Ramli bought in the early Naza Motor Trading car business was a Datsun 120Y,Toyota 5-door can and Galant Sigma wagon.All the cars are RECON cars and Ramli loved them as they all look brand new and you get a fresh (new) registration number.Nowadays,NAZA sells all the luxury and top branded cars plus the normal Proton,NazaKia and others for their “hungry” customers.Ramli’s 1st car was the Datsun 120Y bought in 1980 at only RM7,600.00 and Tan Sri SM Nasimuddin was the salesman.Malaysia really lost a great businessman and 1malaysian in the late Allahyarham Tan Sri SM Nasimuddin.Ramli have also purchased other cars like Daihatsu Rocky Jeep,Proton Saga and Iswara,Perodua Rusa, and a few more.As of today,Ramli have purchased and used almost 10 cars…what’s the next car for Ramli?

Nowadays with great careful planning and leadership succession plans,Naza Motor Trading Sdn Bhd is a “Giant Malaysian Co” with business interests in motor trading,bikes,afer sales services/accessories,manufacturing,transport services,training,plantation,ciagarette distribution,F&B,credit &leasing,water crafts,properties,hotel operation and insurance agent.

Naza’s business is a great Malaysian Success Story from a small motor trading company to become a Giant Conglomorate with business interests in many industries employing almost over 4000 people.Hopefully with continual Great Leadership and Great People will help create a Greater Business with Greater Satisfaction to the Customers and Employees and stakeholders alike.

So,for Ramli’s Dream Cars…see the videos below:

The Car Components – maybe almost over 10,000 parts to make a complete car -So making the car from start to end,QUALITY is everybody’s responsibility!

Ramli who once trained Malaysia’s Proton Poeple on subjects of Quality realized that to make a car actually it involves so many people (the Main Car Manufacturer and all her hundreds or thousands of parts or components suppliers)

So making a Good Quality and Safe Car needs everyone’s cooperation and clear understanding about Quality!

In Ramli’s teaching or training to companies and government agencies,Ramli will always emphasize the subjects involving Q,C,D,S,M,E and also I&C.To know more about this alphabets,please contact Ramli soon at +6019-2537165 or email: ramlipromoter@yahoo.com

Have a look about this car business especially the car components as Ramli retrieved from Google Images:

REmembering the Quality Gurus -some of them Ramli have met and got their autographs…you will learn from these videos that cooperation is the key for business success and not competition..

videos from YouTube.com

First Toyota now Honda..whose NEXT to fall (brand damage) because of Poor Quality..but remember they have more than 5,000 car parts suppliers..they are also the culprits!

Do you know actually what is the definition of Quality and all that matters in Quality?

The many Great Gurus of Quality have stated:

Dr.Deming:Quality is delighting the customer.

Dr.Juran: Quality is Fitness for use.

Dr.Crosby:Quality means Conformance to Requirements.

Dr.Kaoru Ishikawa:Total Quality Control is a Thought Revolution in Management

Dr.Imai:Kaizen means Improvement.

and many more quality definitions by Quality Gurus.

Now,beginning this year we hear about Toyota (No.1 Auto Manufacturer in the World) “BIG Quality Problem” and today Ramli read about Honda’s “BIG Quality Problem” and soon maybe more Giant Auto Manufacturers are ready to announce in public their same “BIG Quality Problem” so that this kind of public announcements may “soften the blow” from the market (customers) for any serious quality problems reported or found in the market (customers) or “still in the company’s premises” ie.cars not sold yet to the market.

Ramli once taught Quality Control Circles (QCC) to Malaysia’s Proton car manufacturer based in Shah Alam Plant  and from Ramli’s observation of the factory and office premises plus the Proton People (including Leaders) that is  ” to see with his own eyes,listen with his own ears and sense with his own heart”   Ramli believes a “Quality Car can be made with Quality People” all the time BUT they must adhere to all the teachings of Quality Gurus like  Quality Management Absolutes as described by Dr.Crosby plus Dr.Deming’s “System of Profound Knowledge ” and Dr.Juran’s “Juran Trilogy”

Nowadays because demand is so good and globally the case and supply need to be as fast as possible (afap) or as soon as possible (asap) the great tendency of that “greed factor” will surfaced and thats where ZERO DEFECT become secondary what more 6Sigma (yes,you can telerate 3 defects in a million) also become not important (this is Ramli’s theory need to confirm with all the facts and datas like doing the cause verification in the fishbone diagram study by the QCCs)

Furthermore like PROTON,all major car manufacturers are supported by their car vendors or suppliers which maybe over 5000 of them supplying to the main car manufacturer like PROTON regularly right from the screws,windows,brake pads,car seats,safety belts,air bags,horns,etc…so many actually…normally all the body,painting,assembly of parts and final inspection will be done in the main car manufacturing factory and only after all this are done well with final approval by QC will these completed cars then send to the market either domestically or overseas.Even that their car sales company will also do some standard checking before releasing the cars to the rightful buyers.

So,if you understand QUALITY all the checking you make on the cars your factory produced will not give 100% guarantee that there will be no error or quality problem (customer complaints)

QUALITY MUST BE BUILD AT THE DESIGN STAGE

MAKE QUALITY PEOPLE BEFORE MAKE QUALITY CARS

These are the important quality slogans well worth thinking and acting everyday by all people in your company either you make cars,biscuits or underwears….

What Ramli suggests to World Business Leaders are the following:

1.Study again what is Quality for this 21st Century? And like Juran once remarked “the 2oth century is the century of productivity and this 21st century is the century for quality” maybe what this Quality Guru said is true…

2.Remember “Make Quality People before Making Quality Products” as what Tan Sri Konosuke Matsushita once remarked a long time ago.

3.Always follow the “PDCA” cycle in doing things like Dr.Deming have taught the Japanese Top Mgmt also a long time ago..

4.New thoughts or buzz words are good nowadays but with no strong evidence of R&D,success stories and people building,they must be used with CAUTION not WITH THE WOW FACTOR  since without deep thoughts,research and applications they can become “sleeping volcanoes” and a danger to human lives and business turmoils..

5.and many more…(contact Ramli for details at +6019-2537165 or email: ramlipromoter@yahoo.com)

Ramli have attached the article about today’s news on Honda’s BIG Quality Problem as well as the ongong Toyota’s BIG Quality Problem:

Honda airbag fault fuels Japan’s auto woes

AFP – Thursday, February 11,2010

TOKYO (AFP) – – Honda, Japan’s second-biggest carmaker after crisis-hit Toyota, Wednesday recalled more than 400,000 vehicles to fix airbags that it said can explode and spray out potentially deadly metal shards.

The recall, the third related to the defect since late 2008, includes top-selling Accord and Civic cars sold in the United States and Canada as well as models marketed in Japan, Mexico, Taiwan and Australia.

Honda said the defective airbag inflators could rupture, “resulting in metal fragments passing through the airbag cushion material and possibly causing injury or fatality to vehicle occupants”.

The expanded recall of 437,763 vehicles covers models made in 2001 and 2002, mostly in North America, and also includes family-friendly models such as the Odyssey and CR-V.

Honda said it knew of 12 incidents involving the defect and one fatality, but added that there had been no new reports since last year.

The latest safety recall adds to the woes of Japan’s auto industry, a key export earner of Asia’s largest economy, with Toyota making global headlines over its faulty accelerator and brake systems.

Hans Greimel, the Asia editor of Automotive News, said Honda’s airbag problem was “significant” but said the company was “coming under increased scrutiny now because of the Toyota problem”.

“I think all automakers are coming under pressure because of the increased intricacies and complicated nature of today’s cars,” Greimel said. “There are a lot of electronics in the cars. A lot of things that can go wrong.”

Toyota on Tuesday expanded its global recall to over 400,000 of its Prius and other petrol-electric hybrid models. The world’s biggest car maker has now pledged to fix 8.7 million vehicles worldwide. Related article: Toyota announces mass Prius recall

Toyota dealers in Japan have started fixing software problems that can make brakes slow to respond in the third-generation Prius, the company’s flagship hybrid.

Toyota has also said it is recalling more than 7,000 Camry sedans with power steering problems in the United States, while US authorities say they are “reviewing” complaints about steering problems from Corolla drivers.

Company president Akio Toyoda, the grandson of the Toyota founder, has publicly apologised and plans to fly to the United States soon, where his company faces a congressional grilling and a host of lawsuits. Related article: Toyota boss ‘expected’ to testify in Congress

Angry US consumers and Congress members claim Toyota knew about the dangerous problem of “sticky accelerators” for years but was slow to respond until it was forced into action by federal authorities.

Japan’s centre-left government — which took power last year promising to put the interests of consumers before those of big business — has also ramped up pressure on Toyota, one of Japan’s most iconic companies. Related article: Toyota crisis hits hometown

Transport Minister Seiji Maehara, after publicly upbraiding Toyoda on Wednesday, said he expected the company boss to face Congress if US lawmakers request his presence.

However, Toyota officials in Tokyo said they were unaware of such plans.

A House of Representatives committee in Washington postponed a hearing on the Toyota recalls from Wednesday until February 24, after huge snow storms engulfed the US capital.

The Asahi Shimbun daily reported that a contrite Toyota had turned down an energy efficiency award from the government in light of the recall troubles.

Greimel of Automotive News said that Toyota, a company not used to crises, was enduring a “perfect storm” after looking unstoppable during its rise to global dominance.

“They are having their first operating loss in 70 years. Now their quality has been questioned like never before,” he said. “It is a classic fall-from-grace story.”

Businesses Must (Always) Remember Crosby’s Quality Management Absolutes otherwise YOU are in (BIG)trouble!

Ramli have been a student of the Gurus of Quality like Juran,Deming,Crosby,Ishikawa,Imai and many others…

Example like Dr.Philip Crosby teachings on the 4 Quality Management Absolutes that are:

1.Quality means conformance to requirements

2.Quality is obtained through prevention

3.Quality has  a performance standard of zero defects

4.Quality is measured by the price of nonconformance.

If Business Leaders always study,practice and live “Quality” then the chances of a major quality problem or crisis is almost null or zero occurences.

In 2010,Ramli heard that the World Economic Forum in Davos came to realize the need for Relearning of Fundamental Skills of Managing and Leading Rightly for Top Executives both in Business and Goverment.The many problems of businesses and govt have occured rampantly in the last 5 years or so and maybe its time to “go back to school” rather than “making money like mad” with poor quality results and products offered to the customers or citizens alike.

Ramli hoped Business Leaders “really” study about what is Quality and how to lead their organisations on Managing Quality themselves and not allow their salient duties of Managing & Leading Quality to be delegable to their No.2 or No.3 and worst still to the Quality Manager!

For Training & Consulting on areas of World Class Performance,the Q-C-D-S-M-E+I Factors,TQM as your business philosophy for making quality certain in uncertain times,Revolusi Aksi (Action Revolution) for Great Results Fast and many others,please contact:

Ramli Abu Hassan hp:+6-019-2537165 or email: ramlipromoter@yahoo.com

Profile: http://www.linkedin.com/in/ramlipromoter or URL:uk.groups.yahoo.com/group/dpsworldclass

Here is an article on the recent Toyota Quality Problem-Time to rethink and restudy all things that Dr.Crosby have taught us so hard so well.

Toyota faces fresh questions over recall response

AFP – Tuesday, February 9,2010.

TOKYO (AFP) – – Toyota’s handling of dangerous defects in its cars came under fresh scrutiny Monday as the group was reported to be planning a global recall of 300,000 Prius hybrids worldwide over a brake problem.

The world’s largest auto maker is expected to tell Tokyo and Washington Tuesday it will pull the latest version of the cars that went on sale from May last year, Japan’s Kyodo News agency said late Monday, citing unnamed sources.

“Toyota is also considering filing recalls over other hybrid models, such as the luxury Lexus HS250h sedan and the hybrid-only Sai compact sedan, which employ a similar brake system to the Prius gas-electric hybrid,” the agency quoted the sources as saying.

The brake trouble comes on top of recalls of more than eight million vehicles worldwide due to sticking accelerator pedals that have severely tarnished the Japanese giant’s reputation for reliability.

The company, whose brand has long been synonymous with safety and quality, faces a class-action lawsuit on behalf of owners in the United States alleging that it hid problems that have led to the rash of recalls.

And Toyota’s North America president, Yoshimi Inaba, is set to testify at a US congressional hearing on Wednesday as part of a wider probe by lawmakers.

Toyota has denied it was slow to respond to the unintended acceleration issue but faces new questions about its handling of the episode, after it emerged that the company acted on the problem in Europe about six months ago.

“We did fix this in August last year (in Europe) after first hearing about the issue at the end of 2008,” said Toyota spokesman Paul Nolasco.

But it was initially thought that the problem only affected European right-hand drive vehicles, sold mainly in Britain and Ireland, he said.

Related article: Toyota recall raises questions about computerized cars

The trouble was attributed to the car heater blowing hot air on the gas pedal, causing condensation to build up inside and result in sticking, but was not thought to occur in left-hand drive models, he said.

Toyota officials could not immediately confirm whether any action was taken at that point for vehicles already on the road in Europe.

Toyota has come under fire after saying it had fixed the brake system flaw during production of the latest Prius model last month, without warning drivers of those vehicles already on the road.

Toyota is believed to have already notified its dealers in Japan that it will pull all the new model Prius vehicles sold in Japan, amounting to about 170,000 units. The firm will recall about 100,000 Priuses in the US.

Related article: Prius woes may muffle hybrid buzz

The model — which combines a petrol combustion engine with a battery-powered electric motor — is Toyota’s flagship hybrid car and key to its efforts to stay in pole position in fuel-efficient vehicles.

Toyota, which in 2008 dethroned General Motors as the world’s biggest car maker, has seen its brand image badly hurt by its handling of recalls affecting more than its entire 2009 global sales of 7.8 million vehicles.

The accelerator problems have been blamed for several accidents, including one in California in August in which four family members were killed.

Company president Akio Toyoda said Friday he was “deeply sorry” for the string of quality issues and said he would head a new task force to raise standards and investigate the cause of the problems.

Toyota shares fell 1.05 percent to 3,280 yen on Monday, having plunged by more than 20 percent in roughly two weeks.

Toyota has said it expects the accelerator trouble to burn a two-billion-dollar hole in its profits this year in recall costs and lost sales.