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CSR Initiatives

Commitment to Customers

Quality


Quality Policy

Under its quality policy, Mazda further advances the efforts it has made and promotes united collaboration among all areas, continuing to enhance Mazda's unique value.

Quality Policy

We will do our work faithfully and unceasingly, so that we offer products and services that please our customers.

Spirits of Quality Policy

Approach to Quality Improvement

To deliver customers safety, trust and excitement through automotive lifestyles, Mazda makes Group-wide efforts to "establish quality new products," "achieve quality that exceeds customer expectations," and "cultivate human resources capable of thinking and acting for the happiness of customers."


Mazda Quality Management System (M-QMS)

To make faithful and unceasing efforts and achieve the industry's top-level quality in products, sales and After-Sales services, Mazda has established the Mazda Quality Management System (M-QMS) based on ISO 9001,*1 and has applied it to the series of processes from product design and development to production, sales and after-sales service. In FY March 2014, M-QMS was newly adopted at MMVO,*2 a new production site in Mexico, where a system to enable local employees to proactively work toward quality improvement was established. Mazda will introduce the M-QMS at newly set up overseas production sites and regional operation companies, so as to promote the quality improvement of Mazda brand vehicles, which are produced and sold worldwide.

  • *1International standard for quality maintenance and assurance.
  • *2Mazda de Mexico Vehicle Operations.

Acquisition of ISO 9000 series

  • 1994: Acquired ISO 9002*3 (first Japanese automaker)
    Apply to: Vehicles produced at Hiroshima Plant and Hofu Plant
  • 1996: Acquired ISO 9001
    Apply to: Engineering, product development, manufacturing and after-sales service
  • 2001: Expanded the ISO 9001 application range
    Apply to: Accessories, KD, product planning, design, AAI*4, AAT*5, specially equipped vehicles (TESMA), etc.
  • 2007: Expanded the ISO 9001 application range.
    Apply to: CMA,*6 CFME*7
  • 2015: Expansion of ISO 9001 application range is planned.
    Apply to: MMVO, MPMT*8
  • *3International standard for product and after-sales service quality assurance
  • *4Auto Alliance International, Inc.
  • *5Auto Alliance (Thailand) Co., Ltd.
  • *6Changan Mazda Automobile Co., Ltd.
  • *7Changan Ford Mazda Engine Co., Ltd.
  • *8Mazda Powertrain Manufacturing (Thailand) Co., Ltd.

1. Establishing Quality for New Products

To satisfy the diverse needs of customers and offer greater trust, joy and excitement, Mazda is engaged in establishing a consistent quality level to be assured at all stages from planning/development to the delivery of products to customers.

Establishing Stable Quality

Establishing Quality through Cooperation among Product Development, Manufacturing and Quality Related Divisions, Overseas Regions and Suppliers
"Consistent" efforts from product development to verification, focusing on functional quality
Cooperative activities which have a close "Tsunagari (Linkage)" among product development, manufacturing and quality related divisions, and suppliers

Not only to improve performance and reliability of products but also to improve the quality of new technologies including environment-conscious initiatives, all related divisions of Mazda's product development, manufacturing and quality, overseas regions, and suppliers closely cooperate in establishing a consistent quality level to be assured in all stages from planning/development to mass production of product.
Technologies to establish stable quality focus mainly on assurance of functional quality. Their aim is to assure functional quality from the comprehensive development of every system and part constituting the basic functions of a vehicle to the design of manufacturing processes, taking into consideration the quality fluctuations that may arise in the processes.
Moreover, to communicate "driving pleasure" to customers through its products, Mazda clarifies the functions and performance that help customers feel driving pleasure in every scene, from before they ride their vehicle to after the vehicle starts running, so as to establish stable quality, taking into consideration possible fluctuations.

Quality Assurance Framework at Overseas Production Sites

Mazda has established a quality assurance framework to ensure that vehicles produced at overseas production sites are delivered to customers, maintaining the same level of product quality as that of vehicles produced in Japan.

Establishing Production/Inspection Processes

<Establishing Production/Inspection Processes>

To ensure that an equivalent product quality to that of vehicles produced in Japan is maintained, production and inspection processes similar to those in Japan are introduced to establish quality, and information on mass-production preparation and the status of product quality development are also shared with global production sites.

<Developing Human Resources>

To develop human resources who will be engaged in production at overseas sites, training in Japan and instructions by Japanese staff members overseas are provided to facilitate hands-on understanding of the vision and initiatives of Mazda's Monozukuri, or manufacturing technologies.

<Establishing the Quality of Purchased Goods>

Quality build-up with suppliers

As parts are increasingly procured globally, to improve the quality of purchased goods, Mazda globally monitors its suppliers' quality assurance and technological capabilities on an on-site and actual goods basis, according to which it establishes the quality of the goods it purchases and improves the technological capabilities of its suppliers.
These efforts resulted in achieving the high quality of the new Mazda3, whose production was started in Mexico in January and in Thailand in February 2014. Mazda will employ this initiative of human resources development at production and operation sites to be newly established overseas, with the aim of improving the quality of products produced in countries/regions worldwide.

Enhancing Quality Assurance after Shipment

To ensure that the high quality at factory shipment is maintained until delivery to customers, a logistics guideline covered from the production plants to dealerships, has been established as a common logistics quality assurance standard for both Japan and overseas, with the aim of enhancing quality assurance activities for products after shipment. Based on this guideline, operations and inspections at distribution centers, ports and dealerships are monitored comprehensively, enabling the improvement of tools and operation conditions on a global basis.


2. Achieving Quality that Exceeds Customer Expectations

To satisfy customer needs, Mazda makes constant efforts to gather market/quality-related information both in Japan and overseas, while sincerely listening to customer voices, and to take speedy actions to improve the quality of present and future products.

Speedy and Comprehensive Quality Improvement

Based on the four pillars of "enhanced comprehensiveness," "stable quality improvement," "early identification of problems" and "speedy problem solving," which were set in accordance with the opinions of customers, Mazda makes Group-wide efforts involving the dealerships and production sites of each region to ensure speedy quality improvement.
As part of this initiative, Mazda comprehensively gathers accurate and detailed quality-related information in real-time from dealerships in Japan and overseas, and consolidates such information to quantitatively monitor customer voices, while promoting inter-divisional collaboration to expedite stable quality improvement.

Expediting Quality Improvement
Real-time information gathering

Responding to Customer's Complaints and Expectations

It is an important element of quality improvement to respond to customers' expectations and complaints, regarding such matters as what Mazda vehicles should be and in what points Mazda vehicles are less user-friendly, By employing evaluations by external survey institutions, market surveys and visits to dealerships, Mazda makes visible each expectation and complaint of customers, which will be quickly reflected in new model development and the quality improvement of mass-production vehicles through united efforts among the research & development, manufacturing and quality divisions.
Moreover, to facilitate comfortable use of products and new functions by customers, customer opinions are reflected in materials explaining products and new functions, through collaboration with the sales and after-sales services divisions.

<Examples of Surveys/Analyses>

  • Gathering customer voices through Mazda-unique market survey
  • Market surveys conducted by third parties
  • Questionnaire surveys Mazda has developed
  • Analysis of customer voices on SNS (social networking services)

Handling of Prompt Recalls, with Highest Priority on Customer Safety and Comfort

Mazda prioritizes quality above all, and the quality of safety features is its highest priority. Mazda has set strict safety standards for its vehicle manufacturing to make the customer feel safe using Mazda vehicles. The Company also promotes the swift collection of quality information and on-site investigations/quality improvement activities in cooperation with dealerships both in Japan and overseas.
When a recall case (product returned or sent in for free repairs) arises, Mazda, placing the highest priority on customer safety, works together with local dealerships*9 to determine the appropriateness of the recall and handling of the case in accordance with the laws and regulations of each subject country.
Information on recalls in Japan is immediately disclosed on the Mazda's Website*10. A search engine, that enables customers to find whether their vehicle has been recalled, has been added to the website to make it user-friendly for customers.

Recall Procedures (Overview)

  • Registration with authorities in each jurisdiction, according to the laws and regulations of each country and region
  • Disclosure to customers via direct mail, telephone, and other methods, and explanations at dealerships
  • Disclosure of information on recalls on the website (in Japan)

3. Cultivating Human Resources Capable of Thinking and Acting for the Happiness of Customers

To encourage every employee to think about what they should do to please customers and to act accordingly, Group-wide efforts are made to cultivate a customer-oriented corporate culture/mind, to implement QC (Quality Control) circle activities, and to offer quality control education.

Major Activities

Quality Awareness-Raising Activities

Discussion at workplace

Quality meetings are held on a regular basis attended by all employees, to encourage each employee to obtain new findings through discussions and to improve quality awareness and the quality of actions, with the consequent aim of enhancing the brand value. In FY March 2014, a program was implemented in which the best practices at some workplaces, committed to sincerely listening and responding to customer expectations and complaints, are shared with employees. Each employee reviewed his/her own work attitudes, seriously thought about and discussed how they should change their behavior for the happiness of customers, and reflected such discussions in their own work. Moreover, all executives and employees presented their Innovative Action Declaration for the improvement of the brand value, and shared the contents thereof.

Quality Control Education

For the purpose of developing human resources capable of proactively finding/solving problems from a customer viewpoint and working for continuous improvement, quality control education is provided for employees of Mazda and its Group companies both in Japan and overseas. Group-wide quality education courses are offered for various ability levels and management levels.

Group-wide Quality Education Courses
Course
Objective
1 Quality program for freshmen To understand the basic concepts (customer-oriented attitudes, continuous improvement efforts) necessary to do their assigned jobs
2 Problem-solving story course To understand the concept, processes and basic techniques of problem-solving
3 Quality management elementary course To understand the concepts, processes, and basic techniques of problem-solving, and apply them to dailyoperations, so as to obtain practical quality improvement abilities
4 Quality management intermediate course To understand the concept, processes and specialized techniques of problem-solving, and apply them to daily operations, so as to obtain practical quality improvement abilities
5 Quality Improvement Seminar for Assistant Managers To understand and implement the approach to realizing the ideal

Mazda QC Circle Activities

To improve quality at each workplace, QC circle activities are implemented not only inside Mazda but also at suppliers, dealerships and overseas production sites. The All Mazda QC Circle Competition is held every year at the Mazda Head Office, where achievements in quality improvement activities are presented. Members of QC circles of overseas sites such as China and Thailand are also invited and advanced to global competitions. In FY March 2014, the QC circle awarded as an excellent circle at the All Mazda QC Circle Competition participated in the All Japan QC Circle Grand Competition for the 16th time - the second consecutive year - demonstrating its high reputation outside the Company.

All Mazda QC Circle Competition

"One Mazda Challenge" Project

In October 2013, the One Mazda Challenge was launched, in which about 10 young employees from different divisions meet once a week to discuss initiatives to enhance each employee's empathy, attachment and pride regarding the Mazda brand. In FY March 2015, in cooperation with engineers with excellent skills, including retired Mazda members, a program to restore historic vehicles was launched. The aim of this program is to help employees deepen their understanding/empathy of Mazda's spirits, philosophy and values, which should be handed down from the past to the future through real experiences.

Test-Ride for Employees

To help employees deepen their understanding of the spirits and philosophy that Mazda incorporates into its products, Mazda offers a training program focusing on test-rides (Jinba-Ittai (oneness between car and driver) Academy) for employees involved in sales activities. The scope of the program will be expanded in FY March 2015.


4. Results of Quality Improvement Initiatives

Mazda's quality improvement efforts have received high praise worldwide

FY March 2014 Results (April, 2013 - March, 2014)
Brand
Country
Name of the Study
Segment
Rankings
name of company
MX-5
(Roadster)
US 2013 Initial Quality Study (IQS)*11 Compact Sporty Car Highest J.D. Power
Mazda2
(Demio)
US 2013 Initial Quality Study (IQS) Sub Compact Car Highest J.D. Power
Mazda5
(Premacy)
US 2013 Initial Quality Study (IQS) Compact Multi-Purpose Vehicle 2nd J.D. Power
Premacy
Japan 2013 Initial Quality Study (IQS)*12 Mini Van 2nd J.D. Power Asia Pacific
Mazda3
(Axela)
Thailand 2013 Initial Quality Study (IQS)*13 Mid-size Highest J.D. Power Asia Pacific
Mazda3
(Axela)
Germany 2013 Vehicle Ownership Satisfaction Study (VOSS)*14 Compact Car 2nd J.D. Power
  • *11J.D. Power 2013 US Initial Quality StudySM(IQS) is based on responses from more than 83,000 purchasers and lessees of new cars. The study was fielded between February and May 2013.
  • *12J.D Power Asia Pacific 2013 Japan Initial Quality StudySM(IQS) is based on responses from more than 11,000 purchasers of new cars. The study was fielded in May 2013.
  • *13J.D Power Asia Pacific 2013 Thailand Initial Quality StudySM(IQS) is based on responses from more than 5,000 purchasers of new cars. The study was fielded between April and August 2013.
  • *14J.D. Power 2013 Germany Vehicle ownership Satisfaction StudySM(VOSS) is based on responses from more than 17,000 vehicle owners whose vehicles were originally registered new between January 2010 and December 2011. The study was fi elded from January to March 2013.
  • *Details of the studies for other countries by J.D. Power and J.D. Power Asia Pacific are available at the J.D. Power global website.
FY March 2015 Interim Results (April, 2014 - June, 2014)
Brand
Country
Name of the Study
Segment
Rankings
name of company
MX-5
(Roadster)
US 2014 Initial Quality Study (IQS)*15 Compact Sporty Car Highest J.D. Power
Mazda2
(Demio)
US 2014 Initial Quality Study (IQS) Small Car Highest J.D. Power
Mazda5
(Premacy)
US 2014 Initial Quality Study (IQS) Compact Multi-Purpose Vehicle 2nd J.D. Power
Mazda6
US 2014 Automotive Performance Execution And Layout(APEAL)*16 Mid-Size Car Highest J.D. Power
  • *15J.D. Power 2014 US Initial Quality StudySM(IQS) is based on responses from more than 86,000 purchasers and lessees of new cars. The study was fielded between February and May 2014.
  • *16J.D. Power 2014 US Automotive Performance Execution And LayoutSM(APEAL) is based on responses from more than 86,000 purchasers and lessees of new cars. The study was fielded between February and May 2014.
  • *Details of the studies for other countries by J.D. Power and J.D. Power Asia Pacific are available at the J.D. Power and Associates global website.

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