SKU: 16538277721

QA1 4-1/8in ID Tapered High Travel Spring - 10in Length x 450lbs/in - Silver Powder Coated

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Description

QA1 4-1/8in ID Tapered High Travel Spring - 10in Length x 450lbs/in - Silver Powder CoatedAvailable in 7", 9", 10", 12", 14" and 16" lengths, QA1 offers an assortment of high travel springs with a silver powder coated finish. Made in the USA, these 2" I. D. high travel springs are manufactured from specially designed high tensile, chrome silicon alloy spring wire, which allows them to have fewer coils and a smaller wire diameter. As a result, these springs are lighter and have increased travel due to the larger distance between the coils.

Available in 7", 9", 10", 12", 14" and 16" lengths, QA1 offers an assortment of high travel springs with a silver powder coated finish. Made in the USA, these 2" I.D. high travel springs are manufactured from specially designed high-tensile, chrome silicon alloy spring wire, which allows them to have fewer coils and a smaller wire diameter. As a result, these springs are lighter and have increased travel due to the larger distance between the coils. These lighter springs reduce unsprung weight and react faster, optimizing suspension performance. In addition, this high-grade material, along with careful heat-treating and post-processing, allows for greatly improved fatigue life, and the coil design allows the springs to be compressed to coil-bind without affecting spring rate or free height. These new high travel springs are silver powder coated and ground at both ends for straight, consistent and accurate operations. In addition, all QA1 springs are lifetime guaranteed to remain within 2% of the original free height and rate under normal operating conditions. Chrome Silicon Steel, All QA1 springs are manufactured using the highest quality materials for high strength, consistency and long life. Cold Wound - Heat Treated - Shot Peened, All QA1 springs go through intensive manufacturing processes to ensure consistency, accuracy and durability. Squared Ends, All QA1 springs are ground at both ends to ensure straight, consistent and accurate operation. Lengths and Rates Marked, All QA1 springs are clearly marked with the free length of the spring and spring rate for quick and easy identification. Made in the USA, QA1's high travel springs are proudly made in the USA. LIFETIME GUARANTEE, All QA1 springs are lifetime guaranteed to remain within 2% of the original free height and rate under normal operating conditions.

  • Designed to be as light as possible with maximum travel and superb performance
  • Lifetime guarantee to remain within 2% of their original free height
  • Durable powdercoated finish
  • Made in the USA

This Part Fits:

Year Make Model Submodel
1975 Buick Apollo Base
1975 Buick Apollo SR
1971-1973 Buick Centurion Base
1971-1981 Buick LeSabre Base
1985 Buick LeSabre Collector's Edition
1971-1973,1975-1978,1982-1985 Buick LeSabre Custom
1977 Buick LeSabre Custom Sport
1985 Buick LeSabre Estate Wagon
1979-1985 Buick LeSabre Limited
1982 Buick LeSabre Limited Edition F/E
1974 Buick LeSabre Luxus
1978-1981 Buick LeSabre Sport
1973-1987 Buick Regal Base
1982-1983 Buick Regal Estate Wagon
1987 Buick Regal GNX
1984-1987 Buick Regal Grand National
1978-1987 Buick Regal Limited
1982 Buick Regal Limited Turbo
1978-1982 Buick Regal Sport
1976-1977 Buick Regal SR
1983-1986 Buick Regal T-Type
1977-1978 Buick Riviera Base
1978 Buick Riviera LXXV Anniversary Edition
1992-1995 Buick Roadmaster Base
1996 Buick Roadmaster Collector's Edition
1991-1995 Buick Roadmaster Estate Wagon
1996 Buick Roadmaster Estate Wagon Collector's Edition
1992-1995 Buick Roadmaster Limited
1996 Buick Roadmaster Limited Collector's Edition
1975-1979 Buick Skylark Base
1978-1979 Buick Skylark Custom
1976-1979 Buick Skylark S
1978 Buick Skylark Sport
1975-1977 Buick Skylark SR
1971-1975 Chevrolet Bel Air Base
1971-1972 Chevrolet Biscayne Base
1970-1980 Chevrolet Camaro Base
1979-1981 Chevrolet Camaro Berlinetta
1973-1978 Chevrolet Camaro LT
1976-1978 Chevrolet Camaro LT Rally Sport
1976-1980 Chevrolet Camaro Rally Sport
1970-1973,1975 Chevrolet Camaro RS
1981 Chevrolet Camaro Sport
1970-1972 Chevrolet Camaro SS
1970-1974,1977-1981 Chevrolet Camaro Z28
1971-1972,1986-1992 Chevrolet Caprice Base
1973-1996 Chevrolet Caprice Classic
1986-1990 Chevrolet Caprice Classic Brougham
1976-1978,1981-1982 Chevrolet Caprice Classic Estate
1976-1981 Chevrolet Caprice Classic Landau
1993-1994 Chevrolet Caprice Classic LS
1987-1990 Chevrolet Caprice Classic LS Brougham
1991-1993 Chevrolet Caprice Classic LTZ
1975-1976,1979-1980 Chevrolet Caprice Classic Sport
1973-1974 Chevrolet Caprice Estate
1975 Chevrolet Caprice Estate Wagon
1973 Chevrolet Chevelle Deluxe
1973-1987 Chevrolet El Camino Base
1975-1977 Chevrolet El Camino Classic
1977-1978,1981-1986 Chevrolet El Camino Conquista
1973-1974 Chevrolet El Camino Custom
1979-1981 Chevrolet El Camino Royal Knight
1973-1987 Chevrolet El Camino SS
1971-1985 Chevrolet Impala Base
1975-1977 Chevrolet Impala Custom
1976 Chevrolet Impala Custom Landau
1981-1982 Chevrolet Impala Estate
1977-1979 Chevrolet Impala Landau
1976 Chevrolet Impala S
1975-1976,1979-1980 Chevrolet Impala Sport
1994-1995 Chevrolet Impala SS
1978-1981 Chevrolet Malibu Base
1978-1982 Chevrolet Malibu Classic
1978-1980 Chevrolet Malibu Classic Estate
1978-1981 Chevrolet Malibu Classic Landau
1979-1980 Chevrolet Malibu Classic Sport
1979-1980 Chevrolet Malibu Estate
1979 Chevrolet Malibu Landau
1979 Chevrolet Malibu Police
1979-1980 Chevrolet Malibu Sport
1973-1974,1979,1981-1988 Chevrolet Monte Carlo Base
1983 Chevrolet Monte Carlo CL
1973-1974,1976,1978-1981 Chevrolet Monte Carlo Landau
1986-1988 Chevrolet Monte Carlo LS
1973,1975-1977 Chevrolet Monte Carlo S
1978,1980 Chevrolet Monte Carlo Sport
1983-1988 Chevrolet Monte Carlo SS
1975-1979 Chevrolet Nova Base
1976-1977 Chevrolet Nova Concours
1975,1978-1979 Chevrolet Nova Custom
1975 Chevrolet Nova LN
1975-1978 Chevrolet Nova Police
1977-1979 Chevrolet Nova Rally
1976 Chevrolet Nova SS
1991 Chevrolet S10 Baja
1982-2003 Chevrolet S10 Base
1982-1990 Chevrolet S10 Durango
1992-1993 Chevrolet S10 EL
1994-2004 Chevrolet S10 LS
1982-1989 Chevrolet S10 Sport
1994-1998 Chevrolet S10 SS
1982-1992 Chevrolet S10 Tahoe
1999-2003 Chevrolet S10 Xtreme
1994-2003 Chevrolet S10 ZR2
2002-2004 Chevrolet S10 ZR5
1981-1986 GMC Caballero Amarillo
1981-1987 GMC Caballero Base
1981 GMC Caballero Conquista
1981-1987 GMC Caballero Diablo
1981 GMC Caballero Royal Knight
1982-1990 GMC S15 Base
1987 GMC S15 EL
1983,1986-1988 GMC S15 Gypsy
1982-1990 GMC S15 High Sierra
1982-1990 GMC S15 Sierra Classic
1982 GMC S15 Sierra Grande
1995-2004 GMC Sonoma SL
1995-2001 GMC Sonoma SLE
1995-2004 GMC Sonoma SLS
1973-1977 GMC Sprint Base
1975-1977 GMC Sprint Classic
1973-1974 GMC Sprint Custom
1975 GMC Sprint High Sierra
1976 GMC Sprint Sierra Madre Del Sur
1975-1976 GMC Sprint SP
1975,1977 Oldsmobile Cutlass 442
1973-1975,1980 Oldsmobile Cutlass Base
1980-1981 Oldsmobile Cutlass Brougham
1977 Oldsmobile Cutlass Colonnade
1976-1977 Oldsmobile Cutlass Colonnade S
1980-1981 Oldsmobile Cutlass LS
1973-1977 Oldsmobile Cutlass S
1976-1979 Oldsmobile Cutlass Vista Cruiser
1979 Oldsmobile Cutlass Vista Cruiser Brougham
1987 Oldsmobile Cutlass Supreme 442
1973-1988 Oldsmobile Cutlass Supreme Base
1977-1987 Oldsmobile Cutlass Supreme Brougham
1988 Oldsmobile Cutlass Supreme Classic
1988 Oldsmobile Cutlass Supreme Classic Brougham
1976-1977 Oldsmobile Cutlass Supreme Colonnade
1974-1975 Oldsmobile Cutlass Supreme Cruiser
1975 Oldsmobile Cutlass Supreme Hurst
1988 Oldsmobile Cutlass Supreme Indy 500 Pace Car
1988 Oldsmobile Cutlass Supreme International
1981,1985 Oldsmobile Cutlass Supreme LS
1988 Oldsmobile Cutlass Supreme SL
1971-1983 Oldsmobile Delta 88 Base
1971 Oldsmobile Delta 88 Custom
1980-1981 Oldsmobile Delta 88 Holiday
1971-1985 Oldsmobile Delta 88 Royale
1980-1985 Oldsmobile Delta 88 Royale Brougham
1984-1985 Oldsmobile Delta 88 Royale Brougham LS
1975-1979 Oldsmobile Omega Base
1976-1979 Oldsmobile Omega Brougham
1978-1979 Oldsmobile Omega Brougham LS
1977 Oldsmobile Omega Deluxe
1976-1977 Oldsmobile Omega F85
1975 Oldsmobile Omega Salon
1976-1978 Oldsmobile Omega SX
1973-1975 Oldsmobile Vista Cruiser Base
1971-1987 Pontiac Bonneville Base
1976-1986 Pontiac Bonneville Brougham
1984-1987 Pontiac Bonneville LE
1978-1981 Pontiac Bonneville Safari
1971-1981 Pontiac Catalina Base
1971-1972 Pontiac Catalina Brougham
1971-1981 Pontiac Catalina Safari
1970-1981 Pontiac Firebird Base
1970-1981 Pontiac Firebird Esprit
1970-1981 Pontiac Firebird Formula
1970-1981 Pontiac Firebird Trans Am
1973-1975,1978-1980 Pontiac Grand Am Base
1973-1974,1976-1980,1982-1987 Pontiac Grand Prix Base
1982-1987 Pontiac Grand Prix Brougham
1984-1987 Pontiac Grand Prix LE
1975,1977-1980,1982-1983 Pontiac Grand Prix LJ
1975-1980 Pontiac Grand Prix SJ
1971-1974 Pontiac Grandville Base
1975 Pontiac Grandville Brougham
1973-1981 Pontiac LeMans Base
1973-1974 Pontiac LeMans Luxury
1973-1975,1977-1981 Pontiac LeMans Safari
1974 Pontiac LeMans Safari Luxury
1973-1977 Pontiac LeMans Sport
1983-1986 Pontiac Parisienne Base
1983-1986 Pontiac Parisienne Brougham
1977-1979 Pontiac Phoenix Base
1978-1979 Pontiac Phoenix LJ
1978-1979 Pontiac Phoenix SJ
1975-1977 Pontiac Ventura Base
1975 Pontiac Ventura Custom
1975 Pontiac Ventura S
1975-1977 Pontiac Ventura SJ
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SKU: 16538277721

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4.9 ★★★★★
Based on 22 reviews
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Product Reviews
S
Verified Purchase
Sal P.
Draper, US
★★★★★ 5
Great Execution Book!
Format: Hardcover
I just finished "Measure What Matters" by John Doerr. Such a great book full of advice for companies struggling with #execution. My favorite #quotes from this book: "Good ideas with great execution are how you make magic." @Larry Page "Ideas are easy. Execution is everything." "I view this year's failure as next year's opportunity to try it again." @Gordon Moore "Specific hard goals produce a higher level of output than vaguely worded ones." "Set goals from bottom up." "Dare to fail." "... four OKR superpowers: focus, alignment, tracking, and stretching." "Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them." @Andy Grove "When you are tired of saying it, people are starting to hear it." Jeff Weiner "Done is better than perfect." Sheryl Sandberg "... if we try to focus on everything, we focus on nothing." "Growth costs money." "... you can only do one big thing at a time really well, and so you better know what that one is." "Doing too much too soon will definitely end in pain." "To inspire true commitment, leaders must practice what they teach" "Transparency seeds collaboration." "Having a good mission is not enough. You need a concrete objective, and to need to know how you're going to get there." "... my favorite definition of entrepreneurs: Those who do more than anyone thinks possible ... with less than anyone thinks possible." "If you set a crazy, ambitious goal and miss it, you'll still achieve something remarkable." @Larry Page "Stretch goals can be crushing if people do not believe they're achievable. That's where the art of framing comes in." "Feedback is an opinion, grounded in observations and experiences, which allows us to know what impression we make on others." Sheryl Sandberg "Feedback can be highly constructive- but only if it is specific." "Continuous recognition is a powerful driver of engagement." "... a really good company values different opinions." "... behavior defines a company more meaningfully than product lines or market share." "Vision-based leadership beats command-and-control." "People watch what you do more than what you say." "Time is the enemy of transformation." "... there was no shame in trying your hardest and failing, not when OKRs help you fail smart and fail fast." "Goal setting is more art than science."
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on September 20, 2018
K
Verified Purchase
Kevin
Pawtucket, US
★★★★★ 3
helpful and moderately entertaining
Format: Kindle
Like most business books this likely could have been a long journal article, but overall still worth a quick read.
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on March 10, 2026
D
Verified Purchase
David E.
Alexandria, US
★★★★★ 5
Excellent way to learn about a framework used by Andy Grove and Google. Specific examples and case studies are terrific!
Format: Hardcover
I couldn’t put this book down, so I read it in one sitting. Many business books talk about the organizational brilliance of Andy Grove's Intel, Google, disruptive startups, and high-performing charities. This one actively teaches you how to mimic their organizational brilliance. The book distinguishes itself by providing clear examples of how OKRs help organizations achieve their full potential. Primary source documents, including internal memos, show how Intel CEO Andy Grove used OKRs to rapidly respond to competitive threats. As an admirer of Google, I enjoyed learning how OKRs were used at key points in its history. When Google employed 25 people, CEO Larry Page set OKRs for every engineer. When Chrome sought to disrupt the browser market, OKRs enhanced the product team’s creativity. When YouTube sought to establish its own identity within Google, OKRs helped the team set appropriate business goals. It’s really nice that specific OKRs from Google’s history are included in the book. Some people mistakenly believe that OKRs only work for Google, and the book provides clear examples of how OKRs were successfully implemented by startups, large corporations, and non-profit organizations. Entrepreneurs will enjoy learning how fitness, education, healthcare, and food delivery startups used OKRs to find new markets and manage their expanding headcount. Fans of corporate transformations will enjoy learning how OKRs led to human resources and technology process overhauls at some of the world's largest companies. Non-profit leaders will enjoy learning how the Bill & Melinda Gates Foundation and Bono used OKRs to impact millions. All in all, I found the chapters to be short yet impactful, and arranged in a logical sequence. I particularly liked that as the book progresses, it provides clear examples of how to overcome the nuances of implementing OKRs. I felt my OKR-setting muscles getting stronger by the end of the book.
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on April 30, 2018
I
Verified Purchase
Ian Mann
Battle Creek, US
★★★★★ 4
... Doerr began his career under the tutelage of the great Andy Grove
Author John Doerr began his career under the tutelage of the great Andy Grove, CEO of Intel, who transformed that company into the world's largest manufacturer of semiconductors. It was Andy Grove who turned a simple method “OKRs”, into a devastatingly effective business tool which became the lifeblood of Intel. In 1978, Intel had developed the first high-performance, 16-bit microprocessor, the 8086. Soon it was getting overtaken by Motorola’s 68000 which was easier to program. Using OKRs, Intel launched “Operation Crush” to deal with this threat. The results were fast, focused and effective. “When we smacked Motorola between the eyes,” Doerr writes, “A manager there told me, ‘I couldn’t get a plane ticket from Chicago to Arizona approved in the time you took to launch your campaign.’” Doerr left Intel to join the venture capital firm at Kleiner Perkins Caufield & Byers, and became an early investor in Google. There he managed to entrench Andy Grove’s business tool to great effect and it is acknowledged as a key contributor to Google’s success. The results have made Doerr the 105th richest man in the US. This book describes how to use this tool. John Doerr is the current evangelist for OKRs, OKR stands for Objectives and Key Results. As a strategist, I know the importance of knowing where you are going or as Yogi Berra pithily said: "If you don’t know where you’re going, you might not get there.” However, as Doerr writes, and as you and I know, “Ideas are easy. Execution is everything.” OKRs are for executing. An “objective” is simply what is to be achieved, no more and no less. Key results benchmark and monitor how we get to the objective. The difference between ‘key results’ and ‘key performance indicators’ are very different. I may really be impressed that you performed well, but your efforts are only useful if you achieved the results I need. Marissa Mayer would say of OKRs, “It’s not a key result unless it has a number.” With a number attached, OKRs are either met of not met. There is no grey area, no room for doubt. The time frame for an OKR can vary from a month to a quarter or more, but at the end of the period, they have either been met or they have not. When the objective is clear and specific, it produces far better results than when it is vaguely worded. ‘Performance excellence,’ or ‘Customer satisfaction’ are very different when expressed as ‘98% error free’, or ‘delivered within 12 hours’. Aside from Google and Intel, OKR adherents include IT firms such as AOL, Dropbox, LinkedIn, Oracle, Slack, Spotify, and Twitter. But adherents also include firms such as Anheuser-Busch, BMW, Disney, Exxon, and Samsung. The simplicity of the design of OKRs hides the complexity of implementing the method. When the OKR is formulated, it will undergo iteration – this is inevitable. And this is not the problem. The problem is the commitment of the most senior managers to the discipline that is required. Without the most senior managers' commitment this will fail, much as your previous systems have failed to produce the promised result. In a meta-analysis of seventy studies, high commitment to managing the company by objectives showed a productivity increase of 56%. Where that commitment was low, productivity increases were a mere 6%. The problem with getting results is compounded when we are employing people to think. On an assembly line, it’s easy enough to distinguish output from activity. It gets trickier when employees are paid to think. In a thinking environment, many of the benefits of OKRs are highlighted. A particular challenge for many in such an environment is separating the person from the activity. All too often, feedback becomes very personal leading many managers to avoid confronting non-performance. When the focus is on unequivocal results that can be tracked, then non-performance can move to an analytical discussion. After all, a performance management system is a tool, not a weapon. The OKR is formulated as “We will achieve a certain objective as measured by the following key results. This begins at the highest appropriate level of the organization and then all below can align their OKRs to this meta-OKR. When Bob Noyce and Andy Grove began the “Crush” project, the directive to Intel’s management level was simple and clear: “We’re going to win in 16-bit microprocessors. We’re committed to this.” This objective was given to the top one hundred people at the meeting. It was conveyed to the next level in 24 hours. Intel was close to a billion-dollar company at the time, and “it turned on a dime” - through a clear, aligned, objective and a clear required result. The “Crush” project included top management, the entire sales force, four different marketing departments, and three geographic locations—all working together as one. It was proof of Andy Groves assertion that “Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them.” Great companies are not great because they have a great idea, but because their execution is great. There are no exceptions. Those who do not have excellent execution are an accident waiting to happen. Using OKRs, a successful organization can focus on the handful of initiatives that can make a real difference and defer the less urgent ones. The very act of formulating the objective makes communication with clarity possible. Focusing on results rather than activities allows people to adjust their activities to meet the results, rather than to slavishly following performance indicators, as the environment changes. Consider this horrifying finding: In a survey of eleven thousand senior executives and managers, a majority couldn’t name their company’s top priorities! “There are so many people working so hard and achieving so little,” Andy Grove noted. To address this issue will require commitment to making the OKR process effective, and this commitment should not be understated, which is why it has to start from the very top. If you are a leader of your business your commitment should start with a reading of John Doerr’s book, and then share it with your colleagues. My personal experience with the process is best summed up by actress Mae West’s famous statement: I never said it would be easy, I only said it would be worth it. Readability Light --+-- Serious Insights High ---+- Low Practical High +---- Low *Ian Mann of Gateways consults internationally on strategy and implementation and is the author of the recently released ‘Executive Update.’
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on July 27, 2018
E
Verified Purchase
Elizabeth
Omaha, US
★★★★★ 5
An incredible book that will change your perspective on life.
Format: Paperback
For a long time, I have been reading the works of great poets such as Rumi and Hafez with little knowledge of other poets of the past. However, with confidence, I can say that Kalil Gibran fits into the group of the greatest poets of all time for his wonderous style of writing that invites you into his literary magic. This book guides you along lessons that cover every aspect of life- marriage, children, friendship, etc. The lessons in this book will change your view on life's greatest challenges. Even after you finish the book, you can always come back and review a chapter that you would like to refresh on. Overall, this book is great for anyone who loves poetry and can decipher old English to uncover the beautiful message that Gibran offers to his readers.
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on January 11, 2024

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