Bikeline in Newark Delaware was pretty good in fixing my bike, once Dahon sent the backordered part.
I did get around to poring over the CPSC guidelines and I think, that although the bike shop is expected to help, it makes it pretty clear that Dahon should have been in the driver's seat with the recall. That is, unless you think that every bike shop is expected to name a recall coordinator.
I went to the CPSC website and reported the incident as follows:
This is regarding http://www.cpsc.gov/CPSCPUB/PREREL/prhtml09/09214.html
I am concerned that, although I had registered with Dahon, I did not receive any notification from them or from my bike shop about the recall. The only reason that I knew anything about it at all was that I was watinging in line at another bike shop and noticed a recall poster. This worked out fine for me, and I got the part replaced, but what about people who almost never go into a bike shop or get quickly through a line?
Below you will see sections of the requirements that show what Dahon should have done
DESIGNATING A RECALL COORDINATOR
Designating a firm official or employee to serve as a
"recall coordinator" is a significant step that a firm can
take to meet its product safety and defect reporting
responsibilities. Ideally, this coordinator has full
authority to take the steps necessary (including
reporting to the Commission) to initiate and implement
all recalls, with the approval and support of the firm's
chief executive officer.
The goal of any product recall is to retrieve, repair, or
replace those products already in consumers’ hands as
well as those in the distribution chain. Maintaining
accurate records about the design, production,
distribution, and marketing of each product for the
duration of its expected life is essential for a firm to
conduct an effective, economical product recall.
Generally, the following records are key both to
identifying noncomplying products and conducting
Records of complaints, warranty returns,
insurance claims, and lawsuits.
of information often highlight or provide early
notice of safety problems that may become
widespread in the future.
Production records. Accurate data should be
kept on all production runs -- the lot numbers
and product codes associated with each run,
the volume of units manufactured, component
parts or substitutes use, and other pertinent
information which will help the firm identify
defective products or components quickly.
Distribution records. Data should be
maintained as to the location of each productby product line, production run,
shipped or sold, dates of delivery, and
Quality control records. Documenting the
results of quality control testing and evaluationlimiting the scope of a corrective action plan.
associated with each production run often
helps companies identify possible flaws in the
design or production of the product. It also
aids the firm in charting and sometimes
Product registration cards. Product
registration cards for purchasers of products tonecessary.
fill out and return can help to identify owners of
recalled products. The easier it is for
consumers to fill out and return these cards,
the greater the likelihood the cards will be
returned to the manufacturer. For example,
some firms provide pre-addressed, postagepaid
registration cards that already have
product identification information, e.g., model
number, style number, special features,
printed on the card. Providing an incentive can
also increase the return rate. Incentives can
be coupons towards the purchase of other
products sold by the firm, free accessory
products, or entry in a periodic drawing for a
product give away. The information from the
cards then needs to be maintained in a readily
retrievable database for use if recall becomes