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What do J.D. Power's quality ratings really measure?

Check these recently released J.D. Power Initial Quality Study (IQS) results. Do they raise any questions in your mind? Premium sports-car maker Porsche sits in first place for the third straight year, so are Porsches really the best-built cars in the U.S. market? Korean brands Kia and Hyundai are second and fourth, so are Korean vehicles suddenly better than their US, European, and Japanese competitors? Are workaday Chevrolets (seventh place) better than premium Buicks (11th), and Buicks better than luxury Cadillacs (21st), even though all are assembled in General Motors plants with the same processes and many shared parts? Are Japanese Acuras (26th) worse than German Volkswagens (24th)? And is "quality" really what it used to be (and what most perceive it to be), a measure of build excellence? Or has it evolved into much more a measure of likeability and ease of use? To properly analyze these widely watched results, we must first understand what IQS actually studies, and what the numerical scores really mean. First, as its name indicates, it's all about "initial" quality, measured by problems reported by new-vehicle owners in their first 90 days of ownership. If something breaks or falls off four months in, it doesn't count here. Second, the scores are problems per 100 vehicles, or PP100. So Power's 2015 IQS industry average of 112 PP100 translates to just 1.12 reported problems per vehicle. Third, no attempt is made to differentiate BIG problems from minor ones. Thus a transmission or engine failure counts the same as a squeaky glove box door, tricky phone pairing, inconsistent voice recognition, or anything else that annoys the owner. Traditionally, a high-quality vehicle is one that is well-bolted together. It doesn't leak, squeak, rattle, shed parts, show gaps between panels, or break down and leave you stranded. By this standard, there are very few poor-quality new vehicles in today's U.S. market. But what "quality" should not mean, is subjective likeability: ease of operation of the radio, climate controls, or seat adjusters, phone pairing, music downloading, sizes of touch pads on an infotainment screen, quickness of system response, or accuracy of voice-recognition. These are ergonomic "human factors" issues, not "quality" problems. Yet these kinds of pleasability issues are now dominating today's JDP "quality" ratings.

Jack Olsen built a Porsche 911 to drive every day and conquer Willow Springs

Almost two years ago we wrote about the 12-Gauge Garage Jack Olsen built to house his multifarious Porsche 911 - its 1972 bodywork hides four decades of Porsche parts, like the transaxle from a 1977 911 and the engine from 1995 911, for example. It weighs 2,400 pounds and has 272 horsepower, and Olsen uses it daily driving and for track days, the latter excursions featuring homemade, bolt-on aero parts. German magazine Auto Bild stopped by Olsen's house to look in on the Porsche called "Black Beauty II," and we get a few more details about the mods he's made, like swapping out for fiberglass body panels and welding Fuchs wheel centers to wider Corvette barrels so he could run different tires. Most importantly, though, Olsen divulges his passion for lowering his lap time at Willow Springs. Randy Pobst set the lap record for a production car around the 2.5-mile Big Willow track in a Porsche 918 Spyder at 1:23.54 during a Motor Trend test (the outright record, according to Willow Springs, is held by Michael Andretti at 1:06.050 in a CART car). Further down the list, Steve Millen drove a 415-hp 911 GT3 RS around the same track in 1:33.14 - a car 600 pounds heavier than Olsen's. Over the past 14 years of tinkering with his car, Olsen says his data shows his lap time is now down to 1:26.88, achieved on the day of filming the Auto Bild video. That time would put him in between the 1:26 flat posted by Dominik Farnbacher in a 608-hp Dodge Viper SRT-10 ACR and the 1:28.93 put up by Pobst in a 400-hp, 991-series 911. You can hear Olsen tell it in his own words in the video.

The Volkswagen Group switches official language to English

The Volkswagen Group can't be fairly thought of as entirely German anymore, so the news that the company is switching its official language to English to help attract managers and executives is a rational, if surprising, decision. While many VW Group companies are still staidly German in character and culture, consider the other companies that it controls: Bentley (British), Bugatti (French), Ducati and Lamborghini (Italian), Skoda (Czech), Scania trucks (Swedish), and SEAT (Spanish). Not to mention the large Volkswagen Group of America operation, which constructs cars in Chattanooga, TN. Volkswagen's explicit motivation is to improve management recruitment – making sure the company isn't losing out on candidates for important positions because they can't speak German – and that's inherently sensible in a globalized economy. Particularly considering, like it or lump it, that English is the lingua franca of said global economy. It also should make it inherently easier to communicate between its world-wide subsidiaries and coordinate operations. It's hard to say for sure if this will have any impact on the consumer, although it's easy to see the benefits if, say, VW Group hires some American product planners or engineers and they push for features and designs that more closely suit American needs. After all, the US is a hugely important market for any manufacturer, and so the switch to English almost certainly has something to do with the outsized influence of the US in the global economy. And there doesn't seem to be a downside from a purely rational perspective, although it could mean that the Group's corporate culture becomes less German. Whether that's a good or a bad thing depends on your perspective. Related Video: Image Credit: Krisztian Bocsi/Bloomberg via Getty Images Plants/Manufacturing Audi Bentley Bugatti Porsche Volkswagen SEAT Skoda