Customer First, Quality First
Based on the customer first philosophy originated from the Principles of Toyoda—being unified to make contributions for the world and for people—and our initiatives related to MONOZUKURI cultivated for 100 years, the Toyota Boshoku group aims to become an Interior Space Creator by 2030. To achieve this goal, we are working to thoroughly implement quality first and develop human resources on a global scale. It is our mission to always consider matters from the customer’s perspective and position, to ensure safety and confidence, and to provide customers with attractive and inspiring products and quality.
Establishing a global quality assurance system
The Quality field in the global headquarters and the regional Management & Collaboration Hubs are working closely together to provide high quality, high value-added products to our customers around the world.
2025 Quality Roadmap
To realize our 2025 Mid-Term Business Plan, we have collated quality issues and formulated the 2025 Quality Roadmap.
We aim to quickly resolve the issues we face, and to be a "trusted and chosen supplier," as well as a "provider of quality that exceeds customers’ expectations," and a "system supplier that manages the entire interior space."
In order to achieve our target, we have established five policies linked to our materiality to improve the quality of our operations and products.
- An award presented to companies that are implementing TQM and achieving outstanding results
- Total Quality Management
- A leading global research and consulting organization that conducts customer satisfaction surveys and user evaluation surveys, etc.
- Automotive Performance, Execution And Layout
- Initial Quality Study
- Vehicle Durability Study
Review of global QA system by introducing CQO system
In fiscal 2020, we introduced the Global QFL*1 system, which has been in active operation. Following the introduction of the CxO system at the top management level, from April 2021 we revised the Global QFL system and started operating the Global CQO*2 system.
We will strengthen our global governance and restructure our quality assurance system to become a "trusted and chosen supplier."
Items being addressed in the CQO system
- Clarify the responsibilities of headquarters and each region, strengthen cooperation, and promote global quality improvement activities to achieve "Customer First, Quality First."
- Raise awareness of quality in each region, each product business division, and functional collaboration areas, and foster a culture in which top management itself takes the issue seriously.
- Quality First Leader
- Chief Quality Officer
CQO Promotion Structure
Improve operational quality through implementation of TQM
In order to achieve sustainable growth, we are using TQM to change the way we have been working, strengthen the "organization," "processes," and "people" of our management foundation, and improve the quality of all operations.
The term "organization" refers to the ability to implement management strategies for sustainable growth; "process" refers to the procedures used to realize business operations from the customer’s perspective; and "people" refers to the qualities and expertise required to carry out business operations and manufacturing.
- We are working to develop human resources capable of realizing improvements in operational quality through the establishment of a TQM education system.
We have defined the management skills, problem-solving skills, data utilization and quality management skills, and unique technologies and skills required for TQM, and are conducting systematic training.
- Under the leadership of the President, each division and field is promoting autonomy in TQM promotion.
Through the penetration of policy management and the Deming Prize, we aim to improve the operational quality of all work and realize the 2025 Mid-Term Business Plan as well as our Vision.
Improve operational quality of all work through the implementation of TQM by all company members
Create a system that enables continuous quality improvement using DX
Since 2018, we have been improving product quality by promoting measures while digitizing various types of quality information, with the aim of becoming a "trusted and chosen supplier." Currently, we are using this digital data to build a system that aims to prevent problems through expanded traceability and drawing checking systems.
In order to become a "system supplier that manages the entire interior space" by 2025, we are working step by step to create a system that enables continuous quality improvement using DX.
Continuous quality improvement using DX
- All Toyota-Boshoku Quality Information Leading System
Strengthening quality competitiveness for the future
Utilizing the MONOZUKURI Innovation Center, we have strengthened collaboration among the development, production engineering, and quality areas, and have enhanced our vehicle evaluation system.
We are striving to improve quality through speedy evaluation/analysis and problem solving.
Furthermore, by feeding back the analysis results to the development process, we will raise the quality competitiveness of new products and meet the expectations of our customers.
Initiatives focusing on the age of CASE and MaaS
With the MX191 exhibited at the Tokyo Motor Show 2019 and CES 2020, and the MOOX exhibited at CES 2020, we are anticipating the ever-changing products of the future and how they will be used by customers, and will continue to study new quality assurance items and evaluation standards in parallel with product development.