Talk Morgan Forums Morgan Sports Cars Morgan Plus Four, Supersport & Plus Six (CX & CXV Generation Vehicles) Another brake issue?

On my new lexus the orange light for engine problem lights on after 80km.
They first told me i had put diesel instead of super in the car. But i didnt have refuelled.
I explain them this could be the lamda probe. They changed all the the exhaust and the light was still on.
After one mounth of research they changed the lamda probe and it was ok.

MMC build the cars from either made in or bought in parts. Happens in nearly all industry.
Bought in....
What part do you need? Who can supply? Quality of the part? Supplier ability to make the part to the required standard?
QA plays a huge part in this, or it should!
In setting up the supply contract/terms the quality of the parts is specified, often using an agreed level of quality. In the early days this should be monitored tightly until confidence in the supplied parts is built up. Checking can then be reduced using standard sampling techniques with warning limits to trigger corrective action. Batches identified and pass/fail for each batch. This adds traceability should faults be found ( recall process initiates). Add in monitoring assembly properly to prevent bad practices/poor workmanship causing problems.
Good practice involves monitoring suppliers properly, including making sure their systems are good.
I remember visits to our steel works by Ford QA people, Rover QA and others, checking our processes, record keeping etc.
MMC are no different to any other car manufacturer. They all have failures of some kind. Toyota used to be ( still are) a leader in QA but had problems resulting in recalls, but very few as they put the effort into preventing problems. Suppliers were tightly monitored.
So, have good QA on design, supply, build, after sales. Quality problems cost money and loss of reputation. It is sensible to build in good quality and maintain it. However, many QA costs are looked on as non essential and a waste. Short sightedness and/or looking for quick cost cuts.
QA can be fun and frustrating!

Unfortunately were in a sensor age. Just had some problems with my outboard motor running in limp mode water issue, Changed the impellor 60 quid the thermostat the size of your finger nail was 80 I also ran some hyperchloride around the water channels which are raw water cooled to get rid of some crud. Ran her up exactly the same turns out it was a faulty heat water pressure sensor a snip at over 200quid plus the vat. If you were to bypass it everything works perfectly. If it was a car you pull over but out at sea going into limp mode throws up other issues and things can get very nasty quite quickly,,,,,Em

No doubt we've all heard the apocryphal story of the Japanese component supplier which was allowed a faulty component rate of 3 per 10,000 per order. So they enclosed a note with the first delivery, stating that they had packaged the three faulty parts separately so that they could be easily identified. Dates back to the eighties I think - possibly the seventies. No doubt fanciful - but certainly rang true with me in my former motor industry career, as a reflection of Japanese car and component quality and attention to detail, after a decade of tearing my hair out over good ol' British Leyland "quality"control and customer-led product development!

When Japan was rebuilding post WW2 a lot of advisors from the UK ( and US?) were there helping. The Japanese took a lot of the then good guidance and improved/developed it themselves. Bigger companies sub-contracted out to smaller ones with very tight quality and delivery monitoring. Hence the build up of the Japanese quality reputation.
I remember talking to a car salesman who moved from a Western manufacturer to a Japanese one. When he sold the “western” it was not uncommon to see the car back in. At the Japanese one he only saw the car again when traded in for new.
A lot of the big names in QA development soon became Japanese orientated ( no pun intended) as they developed systems and processes. The West fell behind in a big way, sticking to outdated practices and a cultural reluctance to change. See the British Leyland demise.
Em, buy a Seagull as a back up outboard. Simple design!

[quote=sospan]When Japan was rebuilding post WW2 a lot of advisors from the UK ( and US?) were there helping. The Japanese took a lot of the then good guidance and improved/developed it themselves. Bigger companies sub-contracted out to smaller ones with very tight quality and delivery monitoring. Hence the build up of the Japanese quality reputation.
/quote]


Iirc that - after the fire of their fabric- "advisors" from Triumph visited some Japanese motor cycle manufacturers ....

The result (quality) can be seen today on many street.

I recall when QA was introduced to my workplace some 25 years or so ago. My sad conclusion was that it was more to do with records and paperwork resulting in consistent quality rather than outstanding quality. In other words, your product may not be first class but as long as it was consistently like that, and you had records to prove that approved methods were being applied, was ok.

Agreed, first it was BS5750 and in internal QA manual about 2000 pages long, then came along ISO 9001, 9002, 14001, bla bla, nice earners for the consultants and independent vetting companies, but basically you could still build crap, so long as it was fully traceable

It was Apple ordering hard discs (5Mb, yes Mb) from Sony IIRC.

Aha! The early days of ex Civil Servants ruling the roost on assessments for QA compliance. Some were very stuck in the mud types, resistant to common sense and insisting on “ jobsworth” procedures. We used a software based system that eliminated a lot of paperwork based cumbersome methods. The added in SPC processes reduced unwanted variations and stabilised processes and product variation. This then enabled refinement of specs and tighter product variation. Important in a business involving paying HUGE quarterly tax to HMRC. Large volume cigar manufacture so weight management was critical. One obstacle to deal with was getting staff to accept the SPC methods and stop fiddling with machine settings unless SPC told them to.