Nissan Motor Co., Ltd., today commemorated the off-line ceremony for the all-new Fuga, slated to go on sale on November 19 across Japan, at its Tochigi Plant.
The Fuga has established a strong heritage for its outstanding driving performance, design, comfort and quality.
“The Nissan Tochigi Plant is a center of excellence for quality, where our global luxury line-up of Infiniti, as well as the GT-R supercar, are built and exported worldwide,” said Nissan Chief Operating Officer Toshiyuki Shiga. “The all-new Nissan Fuga is our flagship model embodying the best quality and craftsmanship. I am confident this new luxury sedan will be well-accepted by our customers.”
Quality Leadership
The Nissan Quality Leadership program aims to achieve quality leadership in four key areas:
Perceived Quality and Product Appeal,
Product Quality,
Sales and Service Quality;and
Quality of management.
The Tochigi Plant targets to achieve Number 1 in Monozukuri Quality amongst all Nissan manufacturing facilities worldwide. The workforce at the Tochigi Plant are fully-trained in quality management systems and skilled in craftsmanship. Strict quality control measures are implemented across the production floor, to eliminate anomalies through in-line measurement of body framework, and every vehicle is put through a rigorous dynamic quality assessment.

Good fortune does not come all of a sudden. The good fortune derive from the combination of courage to start something new, perseverance, proper business opportunity, readiness to keep on improving the quality of a product in order to meet the customer’s need.

Those are the factors that have transformed ABC Battery from family business company into modern company as it is today. It has been known that our first factory was established in 1959 in Medan. As a result of our hardworking and perseverance, our company have been able to utilize new technology and build our second factory in Jakarta in 1968 as well as our third factory in Surabaya in 1982.

We would like to leave our message to our successor to keep on maintaining the development of our battery business so that our company can always provide greater services for the whole nation. We believe that we can reach this goal if all of our employees always work closely together in harmony to meet the customer’s needs.

Japanese automotive company Suzuki plans to relocate its motorcycle plant from Thailand to Indonesia in 2010, citing the huge market as one of its reasons.

“Suzuki originally wanted to develop (motorcycle industry) in Thailand but it later decided to switch to Indonesia,” PT Suzuki Indomobil Motor (SIM) President Director Yoshiji Terada said here on Wednesday. (antara.co.id)

The other reasons behind the company`s plan to relocate the plant were that Indonesia had large oil/gas, non-oil/non-gas potentials and high demand for transportation means, he said.
In addition to meeting domestic needs, PT SIM also exports its products to the Philippines.

“So far, we have exported 10,000 completely knocked down (CDK) motorcycles to the Philippines per month,” he said.

Suzuki would resume motorcycle exports to Thailand, Vietnam and Cambodia, he said adding nearly 90 percent of the exported motorcycles` components came from Indonesia.
“ASEAN is the target of our products,” he said.

Previously, Terada said the company would raise its investment in Indonesia by US$50 million to increase its production capacity by 40 percent next year.

The additional investment would enable the company to raise its production to 720,000 units from the current 500,000-600,000 units per year, he said.

We’re less than a month away from the LA Auto Show, which means that automakers are starting to dribble out some of what we’ll be seeing there. The gang from Zuffenhausen will be rolling out a new lightweight edition of the Boxster dubbed “Spyder” especially for those who live where the sun shines and the roads twist. Like the classic 550 Spyders of the Fifties, the top mechanism in this new Boxster is merely a formality – rather than providing fully enclosed driving is more of a sun-shade than anything else.

Overall, Porsche’s engineers have pared off about 176 pounds from the Spyder, bringing it down to 2,811 pounds. Propulsion comes via a direct-injected 3.4-liter boxer six with a 10 horsepower boost over the Boxster S for a total of 320. With the automaker’s seven-speed PDK dual clutch gearbox, the Spyder gets to 60 mph in 4.6 seconds and manages a combined 25.3 mpg (US) on the EU drive cycle.

In Porsche’s time-honored “less is more” (money) world, the Boxster Spyder goes on sale in February 2010 with a base price $61,200. We’re quite sure your local Porsche dealer will happily offer to put back some additional weight in your car in the form of options, but, hey – at least your wallet’s heft will be pared back significantly to help offset the difference.

Lenovo Group today reported results for its second fiscal quarter ended September 30, 2009, reaching its highest worldwide market share ever, lowest expense to revenue since the acquisition, while achieving a return to profitability. During the second quarter, Lenovo’s worldwide PC shipments grew 17 percent year-over-year. Comparatively, industry PC shipments increased 2.3 percent worldwide for the same period.

Consolidated sales for the second fiscal quarter decreased five percent year-over-year to US$4.1 billion, but grew 19 percent over the previous quarter. The Company’s gross profit for the second quarter declined 24 percent year-over-year, but grew 14 percent compared to the previous quarter, with gross margin at 10.6 percent.

With the strong volume growth and expense control efforts, the Company returned to profit in the second fiscal quarter. Operating profit was US$43 million (excluding restructuring costs/one-off items), a more than two-and-a-half times improvement over the first fiscal quarter operating profit of US$16 million. Pre-tax income was US$30 million (excluding restructuring costs/one-off items) compared to the Company’s breakeven first fiscal quarter (excluding restructuring costs/one-off items).

During the second fiscal quarter, Lenovo continued its previously announced worldwide restructuring program, designed to make the Company more cost competitive and operationally efficient. As a result of the restructuring, Lenovo expects to save approximately US$300 million on an annual run-rate basis. The Company incurred a restructuring cost of US$3 million in the second quarter.

The Company recorded one-off items representing the disposal gain of US$38 million of some investments as other income. 

The pre-tax income after taking into account of restructuring costs/one-off items was US$65 million for the second fiscal quarter. Profit attributable to equity holders for the quarter was US$53 million, an increase of more than double year-over-year, and compared to the Company’s first fiscal quarter’s loss attributable to equity holders of US$16 million.

Basic earnings per share for the second fiscal quarter was 0.59 US cent, or 4.57 HK cents. Net cash reserves as of September 30, 2009, totaled US$1.8 billion. The Board of Directors declared an interim dividend of 0.13 US cent, or 1.00 HK cent per share.

“Lenovo’s second quarter results showed that the Company has the right strategy
in place and is executing on that strategy. Our results are moving in the right direction and we are particularly pleased with our performance in China and in the transactional business model,” said Lenovo Chairman Liu Chuanzhi. “We are starting to see positive signs that the worldwide economy is improving, and we will continue to focus on our long-term goal of growing our business profitably worldwide. The strategy we have set in motion will continue to help us produce the appropriate results, as long as we keep executing as we are capable, and carefully managing
our costs.”

“In the last quarter, our share in the global market climbed to a historic high and we returned to profit. At the same time, our expenses-to-revenue ratio improved notably, reaching the best level since the acquisition of IBM’s PC division. These achievements bear witness to the clear strategies we set at the beginning of the year and our effective execution of those strategies,” said Yang Yuanqing, Lenovo CEO. “In the coming quarters, we will continue to reinforce our leadership in China, improve the sustainability and profitability of mature markets, seize growth opportunities in emerging markets and our transactional business, continue to strengthen cost structure and innovate with raising efficiency and customers’ needs in mind.  We will remain steadfast in executing our proven strategies so as to drive long-term growth of Lenovo.”

Lenovo Group today reported results for its second fiscal quarter ended September 30, 2009, reaching its highest worldwide market share ever, lowest expense to revenue since the acquisition, while achieving a return to profitability. During the second quarter, Lenovo’s worldwide PC shipments grew 17 percent year-over-year. Comparatively, industry PC shipments increased 2.3 percent worldwide for the same period.

Consolidated sales for the second fiscal quarter decreased five percent year-over-year to US$4.1 billion, but grew 19 percent over the previous quarter. The Company’s gross profit for the second quarter declined 24 percent year-over-year, but grew 14 percent compared to the previous quarter, with gross margin at 10.6 percent.

With the strong volume growth and expense control efforts, the Company returned to profit in the second fiscal quarter. Operating profit was US$43 million (excluding restructuring costs/one-off items), a more than two-and-a-half times improvement over the first fiscal quarter operating profit of US$16 million. Pre-tax income was US$30 million (excluding restructuring costs/one-off items) compared to the Company’s breakeven first fiscal quarter (excluding restructuring costs/one-off items).

During the second fiscal quarter, Lenovo continued its previously announced worldwide restructuring program, designed to make the Company more cost competitive and operationally efficient. As a result of the restructuring, Lenovo expects to save approximately US$300 million on an annual run-rate basis. The Company incurred a restructuring cost of US$3 million in the second quarter.

The Company recorded one-off items representing the disposal gain of US$38 million of some investments as other income. 

The pre-tax income after taking into account of restructuring costs/one-off items was US$65 million for the second fiscal quarter. Profit attributable to equity holders for the quarter was US$53 million, an increase of more than double year-over-year, and compared to the Company’s first fiscal quarter’s loss attributable to equity holders of US$16 million.

Basic earnings per share for the second fiscal quarter was 0.59 US cent, or 4.57 HK cents. Net cash reserves as of September 30, 2009, totaled US$1.8 billion. The Board of Directors declared an interim dividend of 0.13 US cent, or 1.00 HK cent per share.

“Lenovo’s second quarter results showed that the Company has the right strategy
in place and is executing on that strategy. Our results are moving in the right direction and we are particularly pleased with our performance in China and in the transactional business model,” said Lenovo Chairman Liu Chuanzhi. “We are starting to see positive signs that the worldwide economy is improving, and we will continue to focus on our long-term goal of growing our business profitably worldwide. The strategy we have set in motion will continue to help us produce the appropriate results, as long as we keep executing as we are capable, and carefully managing
our costs.”

“In the last quarter, our share in the global market climbed to a historic high and we returned to profit. At the same time, our expenses-to-revenue ratio improved notably, reaching the best level since the acquisition of IBM’s PC division. These achievements bear witness to the clear strategies we set at the beginning of the year and our effective execution of those strategies,” said Yang Yuanqing, Lenovo CEO. “In the coming quarters, we will continue to reinforce our leadership in China, improve the sustainability and profitability of mature markets, seize growth opportunities in emerging markets and our transactional business, continue to strengthen cost structure and innovate with raising efficiency and customers’ needs in mind.  We will remain steadfast in executing our proven strategies so as to drive long-term growth of Lenovo.”

PT AQUA Golden Mississippi was established in 1973 by Tirto Utomo as the pioneer of bottled mineral water company in Indonesia. The first factory was built in Bekasi. Throughout 30 years of experience, the company has expanded into 14 factories throughout Indonesia.

In 1998 a strategic alliance occurred between AQUA Group (with PT Tirta Investama as its holding company) and DANONE Group. The merger has further improved AQUA’s performance in terms of product quality, market share and the industry’s advanced bottling technology requirements.

Under the flag of Danone-AQUA, the company provides far-reaching services throughout Indonesia and is available in more than 1,000,000 outlets across Indonesia to ensure the availability of AQUA products to its loyal consumers.

1973
PT AQUA Golden Mississippi was established as a pioneer in the bottled mineral water industry in Indonesia. The first factory was built in Bekasi.

1974
AQUA’s first product was launched in the form of 950 ml glass bottles from its Bekasi factory at a price of Rp.75 per bottle.

1984
AQUA’s second factory was established in Pandaan, East Java, as an effort to get closer to its customers in that area.

1985
AQUA developed 220 ml PET packaging for its bottled water, making AQUA products better quality and safer for consumption.

1993
Introduced the AQUA Peduli (AQUA Cares) program as a step toward recycling plastic AQUA bottles for reutilization.

1995
AQUA became the first mineral water producer to apply the in-line production system at its Mekarsari factory. This process allowed the simultaneous production of AQUA water processing and packaging. This system results in the direct filling of newly produced bottles, so that the production process is more hygienic.

1998
The merging of the AQUA and DANONE groups on September 4, 1998, constituted an important step toward improving the quality of AQUA products and has placed AQUA in the position of the largest bottled mineral water producer in Indonesia.

2000
Right at the change of the millennium, AQUA launched its AQUA-DANONE product label.

2001
On March 21, DANONE raised the number of its shares in PT. Tirta Investama from 40% to 74%, and became the majority shareholder of AQUA group. On November 1, AQUA launched a new design for the 380 ml glass bottle.

2002
AQUA was awarded “The Indonesian Best Brand Award”. 0n June 1, AQUA started implementing The “Kesepakatan Kerja Bersama” (KKB 2002-2004) program.

2003
AQUA increased its production capacity by establishing a new factory in Klaten. AQUA also started implementing the System Application System and Products (SAP) for data processing and the Human Resources Information System (HRIS), which allow for better integration of the company’s work process.

2004
AQUA launched a new logo. AQUA also launched its new product, AQUA Splash of Fruit with the essences of strawberry and orange-mango flavors in it. The launching of AQUA Splash of Fruit helped strengthen AQUA’s position in the beverage category.

2005
Danone AQUA lent a hand to tsunami victims in Aceh. AQUA initiated the first production of MIZONE, a nutritional drink from DANONE, which comes in orange, lime and passion fruit flavors, on September 27.

The all-new 2010 Acura ZDX will make its auto show debut as a production model on October 15, 2009, at the Orange County Auto Show. Arriving this winter at Acura dealerships, the ZDX features dramatic styling, outstanding performance and the latest in advanced technology. The segment bending ZDX has stunning coupe-like styling with the added benefit of a commanding presence and flexible utility.

Designed, developed and manufactured entirely in North America, the ZDX is the first vehicle to be styled from start to finish in the new, dedicated Acura Design Studio in Torrance, California. Staying true to the original sketch from Acura’s first female designer, Michelle Christensen, the ZDX features sensuous curves, deeply sculpted shoulders and strong character lines.

The design highlights of the 2010 Acura ZDX include:

• All-glass panoramic roof stretches from the windshield to the tailgate – making it the longest continuous glass surface found in the automotive industry
• Rear door handles cleverly concealed within in the C-pillar to emphasize coupe-like styling
• Ultra-luxurious interior features a standard hand-stitched leather dash, door panels and sculpted center console

The ZDX is powered by a 3.7-liter VTEC® V-6 that generates 300 horsepower and 270 lb-ft of torque. Standard on the ZDX is Acura’s exclusive Super Handling All-Wheel Drive™ (SH-AWD®) system that provides outstanding handling as well as excellent all-season capability.