Evening all,
Just to be boring, and perhaps give one or two of you something to meuse about over the festive season…problems, and how to solve them.
Enter into the French market…(and please think about this in relation to the 500 serie Leyland), Berliet with their sensational, (because this is 1970), V825, 12760cc V8,125x130mm 4 valve per cylinder, direct injection performance 2500 rpm gives@300 hp, (sae), under the sensational KB 2400 cab designed in house by the team led by Louis Lepoix, (destined for a 27 year life cycle).
But sadly like the “little” V800 I mentioned earlier, the realisation with operators is sadly far below what the client expected…High fuel and oil consumption, poor starting, smoking under load, piston failure…oh dear, as soon as they were on the road…they were back in the workshop!
Looked great on Berliets stand at the 1970 Paris Show…less so smoking and sullen by the side of the route, over a spreading patch of oil…What to do?
Redesign the whole engine…(imagine the cost)…and in July 72, after approx. 700 units had been sold, STOP PRODUCTION…at mega cost, but it saved the company reputation
Why?
Because in November 1972, (following a major re engineering operation started in 1971), the revised V8 08. 35 . 30, (135x130mm), is launched, smooth reliable economic, first turbo charged, then intercooled, it went from 320 hp, up to 420 in the 90s, when it was dropped in favour of the 6 cylinder 12 litre, because of its higher,performance , and better economy potential.
Operators were compensated by advantageous part exchange, plus over riding discounts on the “new” model…but many had left Berliet behind, for Unic, Saviem, MAN, and Mercedes…but many stayed, and remembered how well they had been looked after!
Perhaps Leyland should have been more generous, more proactive in the field, because the basic products that they offered were quite good, some outstanding, and well able to compete with the competition.
Was it just typical British Manufacturers arrogance , born of lack of understanding of the market that they were selling into? And this engine was only selling into two basic prime market sectors, yet its poor reputation was cataclysmic in impact upon the whole range of lorries. Or was it the unweildly and burocratic relationship between the After Sales Departments, …(Warranty, Parts, Field Service), where safeguarding their own budget took prime consideration over the total effect upon the company…A major, and terminal failure of Senior Management to" grasp the nettle", and realise just how serious the problem was for the corporate body!
But had anyone senior have grasped that nettle, would the consequence have been similar to that of Berliet? Where the cost of surgery simply destroyed the balance sheet…and if so, would it have hastened the end of Leyland?
Lots of Railway Sidings for ones minds to explore on that one!
Happy Christmas to all!
Cheerio for now.