Together with Customers
The Toyota Boshoku group is working in unison to enhance quality and establish a quality assurance system by returning to the basics.
Basic philosophy on customers
Society has become increasingly interested in product quality. The Toyota Boshoku group works to develop products based on the Customer First principle and is rebuilding its quality assurance system by going back to the basics to prevent recurrence of claims from the market and so that competitive advantage does not decline.
Going back to the basics in quality assurance
The Toyota Boshoku group has reconfirmed the fundamentals of quality assurance in the three areas shown in the diagram on the right in accordance with quality function policy and is working on various quality assurance related activities.
In order to ensure optimal quality assurance, it is important for each and every company member to implement the concept of Jikoteikanketsu (all processes in-house). Specifically, it refers to deciding on what is normal and abnormal individually as well as one's own behaviour.
The Toyota Boshoku group established a department to promote Jikotei-kanketsu not only within the production section but also to share and permeate the Jikotei-kanketsu concept with development and production preparation members and to carry out kaizen
Strengthen quality assurance system
With the aim of satisfying customers around the world and delivering products that inspire, the Quality Assurance Division and Global Quality Control Division of the Quality Improvement Group have joined forces to enhance the quality assurance system for the Toyota Boshoku group.
Enhance quality assurance system
We are working to strengthen our quality assurance system throughout the Toyota Boshoku group in parallel with global business expansion.
First, at quality function meetings, global policy related to quality management is formulated and key issues are discussed and followed up on while determining the quality policy of each region and its implementation status. Information is shared at the global level to enable effective quality-related measures. Quality function meetings are held at each RM&CH. Top management from group companies within the region participate to ascertain the status of quality for respective regions and deploy initiatives toward achieving targets.
Expansion of ISO/TS 16949 certification
The Toyota Boshoku group promotes acquisition of ISO/TS 16949 certification to meet the requirements of many automakers worldwide, including in Europe and the United States. In order to prevent deficiencies in the supply chain, the group has obtained this certification at five plants in Japan and 24 regional entities around the world. The certified plants and bases conduct external and internal audits and swiftly reflect the results in top management agendas to enable kaizen activities. In fiscal 2011, we will further strengthen initiatives to acquire certification throughout the group.
Deployment of quality-related activities
The Toyota Boshoku group deploys quality-related activities from the perspective of persons who actually drive the car as well as automakers.
Promotion of QC Circle/SQC*1 Activities
As part of TQM activities*2, which are company-wide quality management initiatives, we promote QC Circle/SQC activities at the level of small groups worldwide.
QC Circle activities have been extended to include group companies and suppliers in Japan. Outside of Japan, RM&CH are taking the lead in promoting similar activities. In fiscal 2010, we introduced educational and kaizen activities at respective regional entities. Our efforts have been effective in North America, ASEAN nations, China and Europe,as demonstrated in the presentations made that were selected from each entity.
7th All Toyota Boshoku QC Circle presentation
SQC activities, which target administrative and technical divisions, are being deployed across the board.
- *1 Statistical Quality Control
- *2 Total Quality Management activities refer to initiatives that aim to make personnel and the organisation more dynamic based on the concepts of “Customer First”, “company-wide participation” and “kaizen” in order to maintain a strong and flexible corporate structure.
Prevention of significant quality issues
To prevent product claims and major quality deficiencies, we conduct what are known as 5N activities for all parts earmarked for commercialisation. With 5N activities, we identify areas that are either new or have been modified in the design of a new product from five perspectives: new structure, new materials, new manufacturing method, new processing and new application. This approach helps to eliminate any deficiencies in advance. For example, if a totally new material is slated for use in the design of a new product, it is set and registered as a product subject to 5N activities. Development, product technology, procurement and quality divisions then work together to prevent deficiencies in key areas of quality through evaluation and verification activities. Implementation status of 5N activities is evaluated at a production transfer meeting held in each stage. Products for which these activities have not been completed do not make it to market.
Swift discovery and response to defects in products in the market
The Toyota Boshoku group promotes activities aimed at swift discovery and response to defects in products in the market. Defects with a high propensity to cause harm, that occur frequently or may impact the market are classified into two rankings and registered. Countermeasures are then implemented in line with a set deadline based on comprehensive follow-up procedures. Clear rules are defined for defects designated with a high ranking, including countermeasures,deadline for implementation and method of implementation.
We always strive to provide products that provide satisfaction through swift and precise countermeasures to defects.
Promotion of activities incorporating customer desires into product development
The Toyota Boshoku group obtains and analyses information related to product usage, usability and the need for improvement experienced during usage through a third-party initial quality survey (IQS). This picks up even the most detailed requirements and the results of the analysis are then rapidly reflected in product improvements and new product development, which in turn boosts customer convenience.
Quality control of externally delivered products
Monthly meeting on quality
Externally delivered products refer to Toyota Boshoku brand products that are delivered directly to the customer from the supplier. The quality level of these products must be equivalent to in-house products. At the Global Quality Control Division, which is in charge of quality control for these products, staff members continue to provide guidance to suppliers directly. They consider this to be the best way to make steady quality improvements step by step together with suppliers. Monthly meetings on quality serve to exchange information with suppliers regularly to share cases of defects and countermeasures.
