CSR Social Activities

Together with Customers

Basic stance

Aiming to be a supplier that is trusted and chosen by customers, Toyota Boshoku will make the most of accumulated manufacturing strengths and put them into effect on a global scale in order to improve quality. Our mission is to provide attractive products that move and excite our customers by taking their perspective and standpoint.

Special content:introducing our commitment to quality with passionate
Toyota Boshoku team members around the world.


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 TQM Promotion Department in the quality field.

Plant organisational restructuring that maintains the independence of quality

In order to maintain independence in our quality control function, we have restructured into an organisation with clear roles and responsibilities for manufacturing management, quality control and manufacturing, respectively, so as to enable quality assurance from an independent standpoint. This move has seen us transfer inspectors from manufacturing to quality control in all regions worldwide.

Plant organisational restructuring that maintains the independence of quality


Realising uniform global quality assurance in all products

To realise uniform global quality assurance and continue providing products with a stable level of quality to customers, Toyota Boshoku is working to make sure the same process control methods are put into place worldwide by using auditors for critical processes who are certified internally. In fiscal 2019, we will increase the target processes and develop auditors in each region by expanding and enhancing specialised education.

Establish job quality and standardisation to realise sustainable growth

We are reviewing work styles and building systems for work standardisation and self-assessment as a means to raise operational quality.

Clarifying weaknesses and making improvements via assessments based on basic plant requirements

Basic plant requirements clarifying plant management are being deployed around the world, with assessments undertaken to improve weaknesses and standardise plant operations. This serves to raise the level of independence at each plant. The Toyota Boshoku group also implements Supplier Process Improvement Activities (SPIA) alongside suppliers in which weaknesses and concerns are shared, countermeasures are promoted and operations are standardised in an effort to increase quality.

Clarification and improvement of weaknesses via assessments


Enhancing the quality of technical drawings through front loading

The Toyota Boshoku group is striving to prevent issues in quality by reviewing and 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 engineering, quality assurance, quality control, manufacturing and suppliers, and factoring the findings into design and evaluation standards. In addition, we conduct original market research to analyse usage by customers and temporal changes, which are to be reflected in the design and evaluation standards.

Quality roadmap

*1 International Automotive Task Force
*2 All processes in-house

Efforts to achieve quality beyond customers’ expectations

Toyota Boshoku is celebrating 100 years in business in 2018. Looking ahead, we will do our best to build a corporate culture that embraces change from the standpoint of the end user through Total Quality Management (TQM) activities as well as nurture human resources while drawing out their creative side, which will support us in our endeavours for the next 100 years.

Fostering a quality-oriented corporate culture and human resources development

The Global Quality Learning Centre (GQLC), established in October 2016 as a place to learn the importance of an end user perspective and quality first, is a facility for listening to customer feedback and experiencing cases of quality issues. Around 19,000 members had visited the centre as of the end of fiscal 2018. The Toyota Boshoku group has begun constructing similar facilities in four regions of the world in fiscal 2019. Behind this endeavour is a willingness to foster a culture of quality based on participation by all members.

Reinforcement and entrenching of TQM activities

Toyota Boshoku is striving to raise competency with the objective of earning the “Recognition of TQM Achievement” in fiscal 2019 and with the aim of winning the Deming Prize*3 by 2021, which is given to organisations in recognition for the effective implementation of TQM activities, as proof that a supplier is trusted and chosen by customers. In addition, we held the 1st All Toyota Boshoku TQM Meeting in fiscal 2018 to showcase top TQM activities. The meeting served as the perfect platform to share the basic principle and meaning of TQM.

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

Basic principle of TQM


Meaning of TQM


QC Circle activities (small group improvement activities)

The Toyota Boshoku group promotes Quality Control (QC) Circle activities based on the basic principle of TQM and through training and meetings strives to enhance the ability to make improvements and further develop human resources. In 2017, the “Otokogi” Circle of the Sanage Plant and the “Ham Star” Circle of TB Logistics Service Corporation received the Kaoru Ishikawa Award Encouragement Award*4 from JUSE. This significant achievement marks the first time for Toyota Boshoku group companies to receive two such awards in a single year.

*4 A prize given to the circle that contributes to the proliferation, advancement and vitalisation of QC Circle activities