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The COI have spoken!

Many million of MAN-HOURS were wasted. Many ORGANISATIONS were involved in putting up MSK fotos. (HDB, Town Councils, Pte Condos & etc) Thousand of MOTORISTS who were crossings the 2 chechpoints. (Cars, lorries, trailers & so on) So much PETROL were wasted cos of the LONG JAM. Plus so many others that were not mentioned above. Now The BIG QUESTION IS ?? Who is RESPONSIBLE for NOT HAVING MSK relative house UNDER SURVEILLANCE?? 1} Mr CAN'T SING 2) Commssioner of Police 3) Director of CID 4) Head of ISD A veteran crime buster, Mr Lionel De Souza was quoted in today ST forum that, IT IS NOT UNCOMMON FOR HIGH PROFILE CRIMINALS TO SEEK REFUGE IN THEIR CLOSE RELATIVES HOUSE BEFORE PICKING THE RIGHT TIME TO FLEE TO A SAFER HAVEN. Could this oversight was made becos of the lack of experiences by all the many SCHOLARS MATAS in the various important departments in the SPF? How about re-engaging all those OLD SCHOOL CRIME BUSTERS like Mr De Souza and many other big name ORANG LAMA MATA as CONSULTANTS or TRAINERS for our SPF??

Lapses were not systemic, says MHA YOUR editorial yesterday, 'Were failings systemic?' questioned whether the breach of security at Whitley Road Detention Centre (WRDC) is a 'systemic contagion or the personal failing of only certain staff', and 'the appropriate level of culpability (that) should be drawn'. As Deputy Prime Minister Wong Kan Seng has explained in Parliament, the Committee of Inquiry (COI) did inquire into all aspects of the circumstances relating to the escape of Mas Selamat at the WRDC, including whether the lapses were the result of individual action or omission, or were they due to systemic issues. Although the COI made recommendations to strengthen or improve the WRDC's systems and processes, it found that the custodial protocols and procedures of WRDC to be generally sound. The principal security lapses occurred because specific individuals had failed to observe these protocols and procedures. For instance, it was the WRDC Superintendent's wrong decision which resulted in the failure to secure the toilet ventilation window, which in turn enabled Mas Selamat to escape. These were specific faults, not a 'systemic contagion'. As DPM Wong also stated, the Ministry of Home Affairs will be taking action against the officers responsible for Mas Selamat's escape, including not just the junior officers but also the supervisory and management levels. There is, therefore, no basis for the editorial to suggest that 'it is usually small fish that get fried'. There is a due process to be followed and the outcome will be made known in due course. Toh Yong Chuan Press Secretary to DPM and Minister for Home Affairs EDITOR'S NOTE: For the record, this was what our editorial said: 'If it is determined there was only one weak link, at junior escort level, then the people should stop carping about why it is usually small fish that get fried.' http://www.straitstimes.com/ST%2BForum/Sto...ory_230802.html

ST, 27/09/06 Firm will improve training and review resource allocation: Camry chief engineer TOYOTA Motor expanded too rapidly and, as a result, did not devote enough time to maintaining quality for some of its products, admitted the carmaker's chief engineer for the new Camry. Mr Yasuyuki Kawamoto, who unveiled the new executive sedan at the Ritz-Carlton, Millenia Singapore yesterday, said rapid expansion was the reason for the spate of recalls that Toyota had to initiate in the last few months. 'I believe we've expanded fast, and as our volume increased, our development work could not catch up,' said the 48-year-old, who is one of Toyota's youngest chief engineers. From being the world's fourth-largest vehicle maker in 1999, Toyota has overtaken Volkswagen and Ford to become No. 2. It is now on the verge of beating No. 1 General Motors (GM). To achieve this, it makes cars in various countries, primarily the United States, Europe, Thailand and China. More than half of the nine million vehicles it produces are made outside of Japan. Mr Kawamoto said that maintaining consistent quality is a top priority. 'This is the main challenge of globalisation. 'Whether we overtake GM is not that important. We must have the range of cars that people want and maintain our standard of quality.'' He added that Toyota has realised its mistake and is making 'drastic adjustments' to address the quality issue. 'If there are models we can delay, we will delay. Also, we are reviewing our allocation of resources,' he said, referring, in particular, to outsourcing. 'Some of these outside resources are not used to the Toyota way.' From within, the company will raise efforts to nurture and impart know-how to younger workers whom, he admitted, were 'a little different' from the older generation. There had been reports blaming Japan's quality lapse on the country's repudiation of lifelong employment and a seniority-based system for American-style performance-based rewards. This had apparently led to workers taking a short-term view of their careers, with little or no loyalty to the company. Meanwhile, quality lapses have prompted the Japanese government to call on Toyota and Sony - which had to recall faulty laptop batteries - to buck up. Influential motoring quality consultants JD Power has even placed South Korea's Hyundai ahead of Toyota at the top spot for the first time in a recent poll. Mr Kawamoto said, however, that the Camry is still one step ahead of the Hyundai Sonata - its direct South Korean rival. 'Before Hyundai made the new Sonata, it studied the previous Camry closely. But before we made the new Camry, we studied the new Sonata closely. On the surface, the quality of the two cars looks very similar. But deep down, the Camry has better durability,' he said. Buyers here seem to agree. Since Toyota agent Borneo Motors started taking orders for the car in June, it has collected more than 1,300 bookings - or 350 units a month. In the first eight months of the year, Hyundai sold 560 Sonatas, or about 70 a month.