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    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.

    5萬人の情熱クオリティ宣言

    Establish global quality assurance system

    In order to deliver safe products, thereby inspiring and satisfying customers, we are creating a 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.

    Establish framework to maintain the independence of quality and strengthen ties with customers

    Toyota Boshoku maintains independence in its quality control function by ensuring clear roles and responsibilities for manufacturing management, quality control and manufacturing, respectively, so as to enable guality assurance from an independent standpoint. In fiscal 2020, we introducing the Quality First Leader (QFL) system to foster a corporate culture that encourages top management to work sincerely toward quality enhancement. The system sees the Product Business Unit, Regional Business Unit and Functional Collaboration Reinforcement Unit join forces at the global level.

    QFL Promotion System

    QFL Promotion System

    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

    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.

    Establish process 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 weakness and standardise plant operations. This serves to raise the level of independence at each plant. Initiatives under the Supplier Process Improvement Activity (SPIA) program, which is conducted in collaboration with suppliers, involves the sharing of weaknesses and concerns, undertaking countermeasures and advancing standardisation.

    Clarification and improvement of weaknesses via assessments

    Clarification and improvement of weaknesses via assessments

    Efforts to achieve quality beyond customers’ expectations

    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 design and evaluation standards in an effort to raise J.D. Power’s IQS*1 evaluation.

    *1 Initial Quality Study (IQS) serves as the industry benchmark for new-vehicle quality measured in the early stage of ownership.

    Quality roadmap

    Quality roadmap
    *2 International Automotive Task Force
    *3 Supplier Quality Report (SQR) ranking suppliers

    Raise process quality through activities to secure the Deming Prize*4

    Toyota Boshoku applies TQM to secure capabilities in terms of organisation, processes and members required for sustainable growth and to realise our vision. Enhancing the process quality of each company member so as to eliminate loss, improve efficiency and reduce costs will help increase earnings.

    *4 A prize given to companies with outstanding achievements in Total Quality Management (TQM)

    Reinforcement and entrenching of TQM activities

    Toyota Boshoku’s Kariya Plant and Sanage Plant won the Recognition of TQM Achievement*5 under the Japan Quality Recognition Award program in September 2018 as the first step toward winning the Deming Prize in 2021, which is granted as proof that a supplier is implementing TQM activities effectively.

    *5 An award issued by the Union of Japanese Scientists and Engineers that recognises organisations that contribute to enhanced corporate performance as well as quality management

    The Recognition of TQM Achievement was awarded for being an exceptional company in the face of intense competition through TQM activities.
    The Recognition of TQM Achievement was awarded for being an exceptional company in the face of intense competition through TQM activities.

    Fostering a quality-oriented corporate culture and human resources development

    The Global Quality Learning Centre (GQLC) is a facility for listening to customer feedback and experiencing cases of quality issues. In fiscal 2019, GQLCs were established at the Regional Management & Collaboration Hubs (RM&CH) in The Americas, Asia & Oceania, China and Europe & Africa. A total of 30,000 company members have visited the GQLCs to learn the importance of our Customer First and Quality First principles from an end-user perspective.

    GQLC opening ceremony at Toyota Boshoku Europe
    GQLC opening ceremony at Toyota Boshoku Europe

    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 2018, the "Team Tetsu" Circle of the Oguchi Gifu Plant won the Silver Award in the QC Circle Director-General Awards at the All-Japan QC Circle Conference in the clerical, sales and service category (includes Medical and Welfare sectors) from the Union of Japanese Scientists and Engineers. This is the first time for Toyota Boshoku to be honored with a distinction in the clerical, sales and service category.

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