Glen, I don’t recall ever writing, or implying, that Asia produced poor quality motorcycles! I did say that Triumph did not go to Thailand for quality reasons. They went to reduce costs in order to improve profits. Period. And I said that... Nissan, Honda, Toyota, Triumph, plus I might as well add Airbus and a vast array of military hardware by BAE systems... have all proven that British workers are very able, and perhaps you missed the point Glen where I said “provided they have proper management”. Norton’s problems aren’t the workers fault ! Norton’s problems are cheaply sourced parts, badly trained workers, total lack of proper ‘standardised work’, total lack of proper ‘root cause problem solving’ leading to robust process improvements. Let’s take one small issue: the oil cooler smacking the front mudguard... if the frame welders had a proper jig to angle the bracket correctly, and proper training and standardised work, and if the managers regularly confirmed that the standard was being followed, the bracket would be correct. If the assembly process had proper standardised work and training in the correct length and orientation of the oils pipes, and the managers regularly confirmed, the cooler would be ‘pulled in’ correctly. None of the above is rocket science, but it doesn’t happen by itself, it’s the managements job. ‘Standardised work’ is a grossly under valued and miss understood concept. Toyota are the masters of it. The Americans actually invented the ‘modern’ version of it in WW2 with the Training Within Industry initiative (google it cos it’s a very interesting story). In summary, weak management and overly strong unions were a destructive combination in the U.K. and it’s still not fully recovered. The workers were trapped in the middle !