CSR Social Activities

Together with Customers

To become a supplier which is trusted and chosen by customers, we will strive to foster a “customer first” quality-oriented corporate culture, while working on improving business quality through the utmost efforts by all members to implement what they are supposed to do. We always try to take the customer’s perspective and standpoint so that we can provide attractive products that inspire.

Establish Global Quality Assurance System

In order to deliver safe products, thereby inspiring and satisfying customers, we are striving to improve the global quality assurance system for the Toyota Boshoku group on the back of integrated efforts by the Quality Assurance Division and TQ Promotion Department in the quality field.

Organisational reform that maintains the independence of quality

In order to maintain independence and an advantage in our quality control testing function, the Toyota Boshoku group has set up a quality assurance framework in which production, quality control and engineering are dealt with from an independent standpoint. In fiscal 2017, the framework will be introduced to Toyota Boshoku in-house production plants. We also plan to deploy it to Japan affiliates and regions outside Japan.

Ensuring quality for core components/projects

It is important to guarantee the quality of core components in order to drive sustainable growth toward 2020. In fiscal 2017, we will further establish our quality assurance framework and enhance quality in response to a customer’s plan to launch production of its main vehicle models in The Americas.

Establish a framework for quality assurance/market claims analytical system in line with business integration

A decision to integrate the seat frame components business*1 with Aisin Seiki Co., Ltd. and Shiroki Corporation has led to the acceptance of staff and equipment related to development and production. In response to this, we intend to rebuild our quality assurance framework for seat frame components and enhance our framework and tools for analysing market claims.

*1 The development and production functions for mechanical seat frame components provided to Toyota Motor Corporation and Toyota Boshoku that are held by Aisin Seiki Co., Ltd. and Shiroki Corporation will be transferred to Toyota Boshoku in a step-wise manner.

Creating Foundations and Standardisation for Operational Quality to Realise Sustainable Growth

As part of our Annual Global Policy for fiscal 2017, the Toyota Boshoku group has set the goals of strengthening our development capabilities and strengthening our production engineering/production capabilities, and is seeking to further solidify our business footing. In particular, we view as important the creation of systems for work and human resources development to enhance our development framework. With this in mind, we are reviewing work styles to support future sustainable growth and building systems for work standardisation and self-assessment as a means to raise operational quality.

Enhancing the quality of technical drawings through front loading

The Toyota Boshoku group is striving to prevent issues in quality by eliminating problems that can be envisioned in each division from the earliest stage of product development, which involves gathering together members from respective divisions, including design, production technology, quality assurance and production, and factoring the findings into design. We are collecting, analysing and evaluating information on market claims related to existing products in an effort to create a system of feedback to each division.

Strengthening daily management through fundamental requirements for plants and shop-based activities*2

The Toyota Boshoku group has distributed a set of fundamental requirements to all plants globally that clarify management’s desired status, mission and control indicators in a bid to standardise plant operations. Also, we are working to reinforce daily management at manufacturing sites by bolstering activities in each shop.

*2 Activities focused on each process

Establish infrastructure for timely information disclosure and countermeasures

With the aim of strengthening quality, we are establishing infrastructure for the Internet of Things (IoT) in our plants globally. We will improve AQUILES*3 (management system for products with defects delivered) and accelerate development of a system for managing defects found in a process and a system for managing proposals for conditions for good quality so that we can disclose information on defects with customers, in-house and suppliers in a timely manner and deal with any issues that may arise.

*3 All TB Quality Information Leading System

Creating a quality assurance framework for new business orders

Risk related to quality is more likely to occur with new business orders; therefore, we clarify roles and responsibility from orders to production, delivery and after-sales service through a business council and order strategy meeting.

Providing Products with Quality that Inspire and Excite

The Toyota Boshoku group aims to provide attractive products designed from the customer’s perspective and standpoint, thereby inspiring and exciting customers.

Enhancing quality for customers

In order to enhance quality for customers, we are aiming to establish an independent method of evaluating quality that enables a clear assessment of product appeal. Also, we will introduce methods to improve quality and work to elevate product appeal and user-friendliness so that we can launch products to market more smoothly. At the same time, we will incorporate the improvement methods gained in our assessments into new product development. We are currently striving to develop all-new attractive products such as relaxing passenger seats with a view to automated driving and create a car interior space that inspires.

Efforts to Increase Quality that Exceed Customer Expectations

The Toyota Boshoku group conducts education, training and awareness-raising activities related to quality in order to ensure quality that exceeds customer expectations.

Reinforcement and entrenching of TQM activities

The Toyota Boshoku group aims to win the Deming Prize*4 by 2021. This prize is given for outstanding quality control initiatives and is proof that a supplier is trusted and chosen by customers. In order to achieve this goal, first we are working to further improve Total Quality Management (TQM) activities and are striving to raise our competency with the objective of earning the TQM Encouragement Award in 2018.
Toyota Boshoku group Quality Control (QC) Circle activities were awarded the QC Circle Kaoru Ishikawa Award Honourable Mention for the third successive year in 2017 in recognition of steady quality-related efforts. We are taking steps to attain the highest Kaoru Ishikawa Award by 2020.

*4 A globally recognised prize relating to TQM introduced by the Union of Japanese Scientists and Engineers (JUSE)

Fostering quality-oriented corporate culture and human resources development

As part of TQM activities, the Toyota Boshoku group conducts QC Circle activities for members with technical skills and Statistical Quality Control (SQC) activities for members with administrative and engineering skills.
We plan to convene the All Toyota Boshoku TQM Meeting for the first time in fiscal 2017 as the culmination of our TQM activities with the aims of fostering a customer first quality-oriented corporate culture while working to improve operational quality by permeating our basic philosophy of TQM. Members with administrative and engineering skills work on activities to resolve issues outside of SQC techniques, which is heightening knowledge and capabilities related to quality.
In November 2016, we launched the Global Quality Learning Center (GQLC) using the activities of other companies as a reference, as a place for learning the importance of quality first from the customer’s perspective based on past failures. The center was upgraded and innovated in fiscal 2017. It displays areas we ought to learn from using cases from other companies in terms of the impact of a product recall on component and material manufacturers, such as a system to identify the cause of a defect behind a product recall and making preparations to mitigate risk, including insurance. Up to 95% of Toyota Boshoku’s company members have visited the center already and the knowledge gained is being taken back to workplaces to help enhance quality awareness.

Opening ceremony for GQLC
Opening ceremony for GQLC