Round Up
ROUND UP
JOE PARKHURST
YAMAHA INTERNATIONAL made the month of November somewhat brighter by including me in their "Holiday In Japan" tour, awarded to the winning dealers in a nation-wide sales contest. To keep me company (as if I needed it), my wife joined me, so it truly was a Holiday in Japan for us.
I will take this spot to thank Yamaha for one of the most memorable and enjoyable times we have ever had. They treated us royally while showing us most of the corners of the mighty Nippon Gakki empire, including an amusing tour of one of their piano factories, a new experience for all of us. Yamaha's group of plants is highly automated and I was quite impressed with the standard of quality maintained. You never saw so many inspectors in your life! Also, my visit to Japan put paid, and very well, to whatever impression I might have had concerning the quality of the Japanese products and the standard of finish and workmanship. I have never seen better, and that includes products of several German firms as well.
Though I was not given the opportunity to prowl about the racing department, much to my sadness, I had a long and pleasant talk (while probing as gently as I could) with Mr. T. Hasegawa. Yamaha Racing Team Manager. I was able to uncover a thing or two, little of which I can mention here, and Yamaha's 1966 racing program should be their most illustrious yet. And that's a pretty hard thing, to improve upon, considering their 1964 and 1965 250cc World Championships.
In the company of Richard Holmberg, Yamaha International's Sales Mgr., Leo Lake, Service Mgr., plus Ron German, Milt Loflin, Ron Knapp, Dave Hetzler and about 40 Yamaha dealers, some with their wives. We toured from Tokyo to Kyoto, with a bunch of sightseeing and pleasant stops amid the rural charm of Japan. Since I was the guest of Yamaha, I spent all of my time in their company. But, so fascinated with the industry did I become, that I have laid plans for a full tour of the other Japanese motorcycle plants and some special projects early next year.
We visited the Tokyo Motor Show and saw the few new machines on display. In all modesty, CYCLE WORLD'S Show has more to offer in the way of a variety of machines and bikes of special interest. The displays constructed by Yamaha, Honda, Suzuki, Kawasaki, Bridgestone and Rabbit, were fabulous, though. Little is spared to keep the potential customer entertained. Some displays even allowed viewers to crawl all over the exotic racing bikes.
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Highlight of the trip for me was a garden party at the palatial home of Mr. Genichi Kawakami, President of Nippon Gakki Co., Ltd., Yamaha's parent firm. In a soft lovely garden setting, under a warm sun, we were fed a marvelous luncheon and shown about his beautiful garden with its own lake and incredibly beautiful trees and shrubbery. Further distractions were offered in the form of an elaborate visit to Toba, cultured pearl capital of the world. Need I point out how relieved most of the wives were by this time to see something besides motorcycles!
We visited three motorcycle plants at Hamamatsu, Kitagawa, and Numazu. Editors on the trip were treated to the first views of the new Yamaha lOOcc twin, shown internationally for the first time in the January issue of CW. (First again, as usual.) One thing in particular I had never seen in a motorcycle manufacturing plant before was the practice of riding each machine off the end of the assembly line, directly on to a dynamometer and running it at full throttle and under full dyno load for about one minute. Remember this the next time someone starts talking about two-cycle motorcycle engines seizing when run too hard while still new. Each bike must produce a prescribed amount of power at the rear wheel or it is returned and put straight. I would give a pretty penny to have one of the marvelous dynos in our shop. They are completely automatic in that when the machine rolls onto the rollers, a set of blocks rise up out of the floor, holding it in position, eliminating the embarrasing possibility of the bike (and rider) taking off at full throttle.
Mr. Fumito Sakai, Editor and Publisher of the Motorcyclist Magazine (Tokyo), with whom CYCLE WORLD enjoys an editorial affiliation, entertained Betty and me, in the company of CW's man about Japan, W. B., or "Dub." Swim. We spent a long and charming evening learning about each other's motorcycling, cementing arrangements for several future projects that will benefit both publications, and our readers as well. Yamaha held a press conference for the motorcycle press on the trip to Tokyo, attended by a large number of Editors representing the Japanese motorcycle publications and many of their newspapers and sporting magazines. They were extremely interested in the motorcycle scene in the United States and asked questions ranging from market trends to what exactly is wrong with racing in the U.S., with regard to our lack of International standing. (Ten days was not enough time in Japan to properly answer that question!) I was even honored with a membership in the Motorcycle Federation of All Japan, the riders' motorcycle association in Japan that numbers over 14,000 riders, by Mr. Shuichi Nishiyama, Secretary General. An interesting point here is that there are over five million motorcycles in Japan, but only 14,000 sporting riders. Motorcycles in Japan are used almost entirely for transportation. Since I am now eligible, as is Betty, to ride in competition, I just may enter a trials when I return to Japan next year to more fully understand the country that supplies over 80% of the motorcycles in use in the U.S. today.
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CYCLE GRAPHICS CO. DEBUTS
My friend Roy White, former Editor and Publisher of the weekly Southern California motorcycle newspaper Motorcycle Journal (now published by ex-CW staffer Chuck Clayton and now called Cycle News), has founded a new company specializing in printing and advertising. Called Cycle Graphics Company, Roy says his company offers to print anything from small business cards to full color motorcycle accessory catalogs and brochures. He also feels that no firm handling similar work really understands motorcycling, so his company is in a better position to handle clients with qualified authority.
Like many of us, Roy is a former competition rider and is still active in the sport. His association with the graphic arts industry and journalism totals more than 28 years. Headquarters of the new firm is 16408 South Broadway Ave., Gardena, California.
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PENNSYLVANIA MOTORCYCLE INSPECTION
Starting in January 1966, the state of Pennsylvania will have a twice-yearly motorcycle inspection, similar to the automobile inspection it has had for many years. To qualify, a machine must have a front fender that comes forward of the front axle, a rear fender that extends beyond the rear tire, brakes that will stop the bike within 30 feet from 20 mph, a headlight (double or single filament), taillight, brake light and self-closing throttle. Plus passenger footpegs and "hand grips" if the bike has a double seat. Fog lamps, turn signals, windshields and mirrors are not required, but if they are mounted they must be in working order.
Causes for rejection will include bent frames, bent or welded handlebars, bald tires or tires with cord damage or treads altered or "not designed for highway use," wheels out of balance, handlebars over 12-inch rise, tires with "runout exceeding 3/16 inch," any muffler replacement "which does not extend to the same length, emit exhaust fumes at the same point or which makes more noise" than the original equipment. Frayed or binding cables or wires, corroded connections, dimmer and horn switches in "unnatural positions," license plates mounted more than 30 degrees off the vertical are violations.
Inspections will be performed by motorcycle dealers who will affix a sticker on the rear fender and charge the rider $4.00 for it.
Thomas Firth Jones, a frequent contributor to CYCLE WORLD, alerted me to the new law, and lamented that it would put an end to the pleasure of driving a scrambler to the track, racing it, and riding it back home. The law will indeed spoil the fun of those who ride to and from races, though they must be few indeed. What it will do is rid the roads of a lot of potentially dangerous machines. I must point out that the danger is in store for the rider and few, if any, others. So from some it will raise the cry of the wounded who hate seeing rules drawn for people to protect themselves only. I agree that it is a form of governmental meddling, but for years I have seen some pretty awful equipment cause some really awful accidents. It is enough that motorcyclists must do battle with automobiles every now and then, but at least in the sovereign state of Pennsylvania they will be better armed.
NEW BLOOD IN THE INDUSTRY
Professor Vic Preisser of Stanford Univerisity Research Institute has a proposition for some of our readers, and he voices a cry for an increasingly pressing need in the motorcycle industry — that of the rapidly growing demand for young new blood. The motorcycle industry is growing at an almost unbelievable pace, the supply of competent help is short, and things will get worse as time goes on. I herewith reprint the text of an appeal Professor Preisser prepared especially for CYCLE WORLD'S readers, and the members of the motorcycle industry. I think both factions of our readers will find it most interesting and provocative:
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"A WORD OF WARNING
"The leaders in the motorcycle industry are in for trouble. In their frantic preoccupation to solve today's problems, they are ignoring the major problem of tomorrow — a shortage of skilled managers. I -firmly believe that within 5 to 7 years the lack of capable management personnel will be the most significant problem faced by the industry. Why waste time with problems that far in the future? It's because of that old bugaboo — statistics.
"As a staff scientist for a large research organization and a lecturer at a well-known university I spend most of my time solving problems faced by today's successful corporations (one characteristic of unsuccessful corporations being their refusal to admit problems). I naturally wonder why the same types of companies always encounter the same types of problems. Is it fate or is it a pattern of consistent human error? Business failure records indicate that it's the latter. Statistically speaking, over 90% of business failures are caused by management blunders. So, nobody's perfect, are they? Why then are almost one-half of all failures directly traceable to 'lack of managerial experience' or 'unbalanced experience?' The major conclusion drawn from that statistic is that any company wishing to stay successful had better spend a considerable time developing tomorrow's managers — equipping them with all the education, experience, and motivation that is available. Barring this, the company had better hire educated people, from outside their industry, and give them experience while motivating them in any way necessary. But, the motorcycle industry won't do it! The reason is that the industry's vision is obscured by piles of back orders from dealers and their hearing is drowned out by the jangling of cash registers. As far as the motorcycle industry's top executives are concerned, today's problem is their biggest problem and they proceed unaware of the penalties resulting from management myopia.
"Today, the industry leaders fret about getting manufacturers to speed up production and add manufacturing capacity. All efforts are focused on getting enough Greeves 250s, Honda 450s, BSA 500s, Triumph 650s, replacement parts for Italian machines, and special modifications on the Spanish machines . . . emphasis is on production. Nobody wants to miss the growing market and kiss the new consumers goodbye — especially when 7 out of 10 people are buying their first motorcycle and research indicates brand loyalty is strong. "Get 'em while they're hot" seems to be the motto of the industry, and they really shouldn't be blamed for their present concern over manufacturing shortages in the face of growing demand. However, is this an ever-present problem the industry will always have to face? I seriously doubt it. An increase in production requires only the investment of more money toward expanding the manufacturing capability. No matter how severe a manufacturing problem may be, it can eventually be solved with additional expenditures. What happens when these supply problems are solved, dealerships settle down, and a large market of used motorcycles tempts the new-bike purchaser? What happens when prices are cut in order to maintain the future volume of new motorcycle sales? What determines who will survive in the cutthroat environment of the 1970's when the motorcycle giants begin to lock horns in their battle for long-run supremacy? Who will win?
"I predict that the winner will be that motorcycle manufacturer or distributor who can beat his competitor at every cost-cutting corner. Cost-cutting resulting from successful integration of data processing, use of computer information systems for management, new dealer sales incentives, effective employee profit-sharing and compensation plans, careful analytical approaches to capital investment based on a time-value of money criterion, well-planned management training and recruitment programs, long-range planning departments, market research and development teams, operations research techniques applied to problems in logistics, budgeting, distribution, economic order quantities, and production scheduling — these management Science Tools will make the difference between future success and failure and that is not opinion, it is historical fact!
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"The « obstacle to an easy solution lies in the industry's inability to do without their present managers while they go off to school to acquire these new skills. Today's operations in the motorcycle industry are crisis-oriented and their present managers are 150% occupied. It is obvious, then, that what the industry's chief executives must do to prepare for tomorrow's problems is to develop capable managers today — and I mean managers capable of applying the sophisticated management tools mentioned above. At present the industry is neither training their own people (by sending them out to acquire these tools) nor are they hiring skilled people from 'outside.' They are, in fact, burying their heads in the sand by refusing to prepare for future demands for skilled, professional, and sophisticated managers. What I am most afraid of is that they'll all pull their heads out of the sand at once (about 5 years from now) and begin howling in unison for formally trained and experienced managers in the fields of finance, market research, computer applications, etc. The result will probably be that motorcycle industry executives will overpay a group of highly-trained specialists completely unfamiliar with the practicalities of the industry, and who end up trying to stuff their hasty research down the throats of the old-line management. My point is that you shouldn't wait until the rain starts before you decide to patch your roof, because at that point in time you are willing to pay almost any price for almost any kind of results. The time to fix your roof, for the best job and at the cheapest price, is during the dry season. Case studies indicate that companies suddenly forced into 'modern management methods' usually stumble about for a period of years because they tried to accomplish too much in too short a time with new people. I don't think the leaders of the motorcycle industry can afford this.
"Look at the evidence. Just let a bright young man with his hard-earned diploma from a graduate school of business try to secure work in the motorcycle industry. You'd think he was a foreign legionaire trying to be hired as a harem guard. To stretch the analogy even further, the harem owner (in this case the motorcycle industry) will expect him to work as a guard for wages that won't even buy him his Wheaties. Evidence hints very strongly that the industry is presently willing to pay less for a formally trained manager than they are for a skilled mechanic. I consider that shortsighted and the day is coming when their myopia will cause an unexpected fall. Summarizing, you can't even get today's motorcycle executives to talk with you, much less pay within 50% of the salaries offered by other industries.
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"Let's presume the fault lies entirely within the hands of the brash outsiders who have unsuccessfully tried to crack the clannish motorcycle industry. Perhaps the reasons for their rejection by the industry's executives is ( 1 ) lack of executive time to even consider their future problems and/or, (2) executive disbelief that formally trained managers can offer an adequate return on the salaries they might demand. I would like to recommend an experiment that could evaluate the merits of their objections:
First, let the chief executive of a major motorcycle firm contact CYCLE WORLD magazine with at least 5 of his major problems clearly stated.
Second, let us screen through these 5 major problems to determine which problems among them can be solved within 90 days using some of the latest management sciences techniques.
Third, having selected two of the problems I will recommend three graduate students from among mv classes at the university and present them for an interview at the motorcycle executive's front door.
Fourth, the executive can interview all three men and select the one or two among them that he feels has the best approach to the problem. He will then hire them only for the summer.
Fifth, during the summer I will guide them in their projects and assist them in preparing a briefins for the chief executive and his staff.
Sixth, if at the end of the summer following their briefing, the executives feel they have not received their money's worth, I will return with my students and rot quietly in my leather chair at the faculty club.
"I might mention that this very same program is currently being carried out by us for IBM, Proctor and Gamble, Ford Motor Company, and the U.S. Government. In every instance the students have saved the participating company approximately $100 for each $1 they received as salary. Yes, gentlemen, we have some converts — the problem now is that we have more requestors than we have students.
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"Well, we're ready and waiting. After all, the proof of any academic mumbojumbo is whether or not it can do useful things for business. As a matter of fact, I would wager that this is one of those golden enterprises where 2 + 2 5. and everyone benefits. You can avoid tomor row's problems by planning and acting today. Contact CYCLE WORLD when you're ready.'
KREIDLER NEWS CONFERENCE
Kreidler held a news conference at New York's Waldorf Astoria to introduce members of the press to the incredible little streamliner after its successful record breaking runs at Bonneville. Kreidler also set somewhat of a world record in preparing a half-hour documented sound film in less than one week, showing all the details that go into a successful record bid. Everyone in attendance was very impressed with the thoroughness of the whole Kreidler effort, up to and including the press conference itself. In addition to the streamliner, there was a standard "Florett" 50cc touring machine on display, a very attractive lightweight; in fact, it is from the Florett that all racing and record Kreidlers have evolved. During the explanation of Kreidler motorcycle development, it was learned that this company is one of Germany's oldest and largest producers of non-ferrous metal tubing. The present owner, son of the founder, started building motorcycles in the 1950s as a hobby. With tremendous resources to back up development, it is understandable that if any firm in the world could achieve this feat it should be Kreidler.
However, money alone cannot buy success and our hats are off to the people who made three cubic inches propel a man across the salt at 140 mph.
