Much has been seen, heard and debated lately on the issue of our national car maker, Proton. Leaving politics aside, we need to be objective in our assessment of several realities.

It is true that there is a great deal of sentiment attached to our Made-in-Malaysia cars. We do not have to feel ashamed or guilty of such sentiments as it also gives us a deep sense of achievement, consistent with the Malaysia Boleh spirit that aims to drive us to achieve Wawasan 2020.

It is also true that, as Malaysians, we must find that level within us to stand together and support what we proudly proclaim to be crafted from our own determination.

But we cannot at the same time dismiss the global realities that inevitably affects the world's car manufacturers. We have read in the recent past how manufacturers have been fighting losing battles in many countries despite a long tradition of a national badge and the pride that goes along with the cars produced. Even the Japanese are not spared, going by the mergers and acquisitions taking place now and those in the pipeline.

More often, it is citizens' will, attitude, culture and mindset that seems to be the defining factor whether a car manufacturer stays or goes. The Koreans are a great example.

We need to take an unemotional look at the mindsets of Malaysians in general. Our biggest battle is trying to inculcate a maintenance culture and at the same time tackle the prevalent 'tidak apa' attitude that is seemingly so hard to shake. This is evident from the many slip-ups and shoddy quality jobs we have witnessed throughout the country, be it construction or manufacturing.

The type of national campaigns we carry out from time to time also reveals and reaffirms what material we are made up of despite more than four decades of independent rule.

We also need the courage to admit that our national cars are not of world acclaimed quality. There have been problems. And it is not right to take shelter behind the argument that 'other manufacturers elsewhere too are not perfect'. Or worst, to unashamedly counter-claim that our cars are made by imperfect man, not God.

What is correct is for us to come to terms with the fundamental cores that affect the business.

To begin with, we need to be a resolute workforce. We need to shift. We need to emulate the work and social cultures of nations that demonstrate a competitive keenness in operating on the edge. As the adage goes, when the going gets tough, the tough get going.

Then there is the political element. When in business, it is sacred to keep politics out. Let us have the strength to build the business of car manufacturing on business parameters. It will put us on a foundation that will be harder to shake as globalisation takes its toll.

We must have the courage to look at the final product squarely. If it not up to the mark, our admission alone will put us on the right track to correction.

Let us also bear in mind that the dole mentality also paralyses good governments from taking effective decisions.

At the end of the day, we must eventually rise to the challenges of tomorrow that will demand 'giving the job to the most capable' when it comes to taking Proton to new levels of excellence. Creating employment is the government's responsibility; but management must reciprocate with sound decisions, while workers challenge themselves to new competitive and competent capabilities.

Sentiments and political pressure will not keep businesses afloat for long. Imposed protections can only cause unknown kinks in the country's armour given the unprecedented changes at the world's marketplace.

Let us go for an all-round win-win situation.