Laser Visual Inspection Checklist: Fill & Download for Free

First of all congrats! It is not as common as it should be on seasoned riders, and even less common to see beginners thinking about pre ride checks.A pre-ride check every time we take the bike out, although undoubtedly the safest approach, might be a bit overkill, however, a simple – and fast – weekly inspection will go a long way into making sure you will always be riding the safest bike you can.Every time an airplane lands is submitted to what its called a GVI – general visual inspection.This inspection is supposed to be precisely what the name states.Something fast, without taking anything part, and that allows the technician to have an excellent idea of the overall state of the machine.On planes, there is a checklist that needs to be fulfilled, and on that list, the technician will find all the parts of the plane that not only require testing but also the ones that are more prone to damage.If those are ok, its safe enough to assume that the remaining ones that are less prone to damage and more trustworthy will also be ready to go.If we apply the same reasoning to bikes, we can assume that our mechanics will do the schedule maintenances, where they will dive deeper into the less prone to damage parts, leaving us, the riders, with the GVI responsibilities.So what should we, as riders be looking for?Get my full checklistNow the detailed breakdown of that checklist:1 – Bearings:A bearing is something that can break/seize at any time; however, it's relatively easy to keep an eye out.With the bike on the center stand and the wheels off the ground, wiggle your wheels side to side.If the wheels have lateral movement from the rotation direction, you might have a damaged bearing in your hands.Although there are other bearings on your bike that you need to pay attention to, like the steering neck and the swingarm, those you tend to feel the degradation as you ride.That may come as squeaking on the swingarm, or as a less than laser sharp handling on the front.2 - Tires:Cracks, dryness, punctures, and pressure are things that take you seconds to check and are of crucial value to your safety.When checking the tires its also an excellent time to see the general health of your rims, and if you are running spoked wheels, the tension of your spokes.Grab any wrench or even your keys, and gently tap the spokes.They will have a sound. If the sound is similar on all of them, you can assume that they are all with the same tension, if some sound different, you may have loose spokes.Do a spoke check as soon as you grab your bike from the shop and memorize the sound.Assuming your mechanic did a good job and verified the spokes tension, you now know your spokes “base tone”.3 – Controls:Operate your controls one by one.Accumulations of dust, grease, or just normal wear and tear may be enough to get a control working at a less than optimal standard.No one wants the bike not to start because the ignition button got stuck.Trust me Ie’ve been there!4 – Levers and pedals:Like the controls, levers and pedals are also prone to seizing or less than optimal functioning.It's not a bad policy to clean and spritz their pivoting points with chain lube when you lube your chain.5 – Cables:Although many new bikes use ride by wire technology, even those still have cables, electrical cables!Mechanical ones like throttle and clutch cables need lube, and the wiring ones, those need to remain isolated.The worst troubleshooting to do on a bike? Electrical failures due to broken cables!So look at the cables that are exposed and access their state.6 – Lights:Testing blinkers, brake lights, and drivings lights will take you 30 seconds to check.7 – Fluids:Not only of gas do bikes live.Engine oil and brake oils are also a reality.Make sure that your engine oil level is on point – especially on bikes known to have oil consumption – and look at your brake oil color.Light and clear is good, dark and opaque means that its time for an oil change.8 – Brakes:A quick wiggle on the brake disks will let you know if they need to be retightened, and as for pads, check your oil level.Brake oil works on a closed system, meaning that if there are no leaks, your oil level will only go down as the pads get worn out.Instead of finding yourself in super difficult positions to check the pads directly, check your brake oil levels.If its close to empty, it means you should bend over and check the pad itself as it will be time for a change.If its full and you are not adding oil every time the level goes down - as you shouldn't - then you can ride away knowing your pads are still in working order.9 – Hoses:It is not common for hoses to break or leak, regardless if they are of fuel or oil, however, it is possible.A quick GVI of their general condition and routing will allow you to check for bends that will lead to a crack or prevent a free flow of fluids, and to check for dangerous dryness of the rubber.When checking for that, don’t forget to look at the banjos, the metallic parts at the ends of the hoses.Those are usually carved into the hose, and over time can generate leaks on the union.If you run braided steel hoses as many brake lines do, check for broken wires along the hose.10 – Chassis nuts and bolts:With a flashlight, go around the bike and pass your hand along where your light is shining.If anything is loose your eye or hand will catch it, and if there is a leak anywhere, the light will reflect it.These 10 steps may seem like a daunting task for the many riders, however, in less than 5 minutes you will have your GVI done, and you will have achieved a safety level above average.If you intend to do your own maintenance checks, then you should go deeper than this, however, as a way to be safe and get to know your bike, this checklist will work wonders!Original question: What are good beginner tips on what to check on your motorcycle prior to a ride?

Conducting adequate due diligence is imperative to the future success - and longevity - of an acquiring company. Therefore, potential buyers need to take their time to be as thorough as possible in ensuring a sweeping and competent investigation.There are numerous books of extreme length about how to conduct a proper due diligence inspection. Since you’re asking for a list, I’m concerned about your risk exposure, because a competent examination requires much more than simply running through a list. Therefore, I think it’s going to be most helpful by beginning with a brief explanation of the investigation’s purpose, as well as the risks you run with an incomplete due diligence inspection. For more focused help, try connecting with experienced M&A attorneys at LawTrades.PurposeThe central purpose of due diligence in connection with an acquisition is valuation and risk assessment. The three primary areas that are assessed for risk and valuation are legal, financial and operational.Risks of Inadequate Due DiligenceAcquiring companies often find out too late that their investigation left a lot of rocks unturned. In my experience, the results of a weak investigation generally fall into the following categories: (1) unanticipated costly integration, and (2) inheriting considerable legal liabilities that weren’t uncovered. The result is paying too much for the target, which doesn’t quite have the value you believed it had.Components of Adequate Due DiligenceThe two primary components of a sound due diligence investigation are (1) document review, and (2) field work.You certainly want to ensure that you retrieve all the documents you need in order to accurately assess the target’s value. However, it’s going to take much more than possessing boxes of seemingly endless files in order to be able to sufficiently assess the real value and risk exposure of the target business. You need to have superior organization and a robust team - including an experienced legal roster. It’s really impossible to overstate this last point.Field WorkI’d recommend that you begin your investigation by probing the backgrounds and reputations of key management, as well as the target’s general reputation in the industry with vendors, creditors and customers, and among staff.Document Review and AnalysisThis entails making certain that you have all the documents you need for a thorough assessment of risk and valuation; and further, that the files are scrutinized for errors, omissions, and any other impairments. A meticulous examination of the records should also generate many questions that you follow up on both in writing and as part of the interviewing process.Key Constituents of a Strong Due Diligence TeamA robust list of questions is as important as a comprehensive list of documents. Again, make sure you assemble a robust due diligence team and take your time to thoroughly complete the investigation. You can find a reliable, though basic, list of questions here. Your legal team will be able to provide you with a more substantial list of items and questions, but this will give you a sense of what’s partially entailed.Your team should consist of the following experts:Business and Industry ProfessionalsMarketing ProfessionalsHuman ResourcesFinance & AccountingCompliance/Risk Management/InsuranceTax ProfessionalsLegalHere’s a pretty decent infographic from Bain & Co. that will help you visualize the overall process.The following graph from the Harvard Business Review is an excellent depiction of how to incorporate best practices into your due diligence process:Sample ListSince it’s ill-advised to contemplate a due diligence investigation as a do-it-yourself (DIY) project, I’m offering this list just as a small sampling of the types of records that are commonly requested in this effort. Please do not use this or any other information presented here as a substitute for legal advice; it’s not. Again, I urge you to seek an experienced attorney for the legal guidance you’ll need. You can also take a look at LawTrades for any additional information about acquisitions and due diligence you require.Here’s the menu sample:Organizational Records (e.g., incorporation documents, structural/governance documents, jurisdictional qualifications/standing & status)Financial (e.g., liens/encumbrances, loans, notes, investments/holdings, real estate records such as deeds, leases, zoning variances/compliance, etc.)Regulatory Compliance Records (everything including anti-money laundering, foreign account tax compliance, privacy, supply chain, labor, OSHA, SEC, anti-corruption and bribery-notably the FCPA (Foreign Corrupt Practices Act))Employment Records (e.g., EEO and health & safety compliance, benefits, subcontractor agreements, confidentiality agreements, non competes, I-9 compliance)Insurance Policies (e.g., D&O, E&O policies)Legal (including past, existing and potential litigation - both by and against the company)Business (e.g., marketing strategies and procedures, customer lists, sales & distribution, purchase & sales orders, product & vendor contracts, production processes, R&D, operational controls/best practices, market position & SWOT assessment (strengths/weaknesses/opportunities/threats) as part of the market analysis)Intellectual Property (e.g., licenses, copyrights, registrations, filings - past, pending or contemplated)Management (e.g., compensation packages, employment contracts, benefits, management/shareholder agreements, stock options)The core elements of your due diligence data trail will include legal opinions, memoranda and other written records. In order to competently execute the examination, your team will use manuals, checklists, notes, questionnaires and guidelines. At the risk of repeating myself, this work is usually spearheaded by a qualified legal team who will have available all the tools of the trade to assist you and your company through the investigation.Final ThoughtsDue diligence can be disruptive to both the buyer and target company. It’s certainly time consuming, often costly, and always a monumental pain. At the same time, it’s about one of the most important things you can and really need to do properly.Assembling the best team you can and an abundance of self-discipline are priorities. It’s both an exhaustive and exhausting process that demands complete attention and laser focus on the ultimate goal: to ensure that you’re truly getting what you paid for.One other note I’d make is that part of your list should include a separate process devoted to cultural integration. I’ve found that the tendency during active acquisition is to give much lip service to those sensitivities, but the follow up often misses the mark. There’s a lot you can do to promote an easier transition for the collective staffs of both companies - requiring other lists and deeper discussion. Just want to make sure that this part isn’t overlooked since it’s probably one of the best things you can do to facilitate integration - and ultimately gain an even sharper competitive advantage (or at least not lose ground).I hope this helps! Feel free to check out LawTrades for answers to any additional questions you have about due diligence and acquisitions.