Print Page


CSR Initiatives

Commitment to Customers

Quality


Basic Approach

Under its quality policy and to improve the value it offers to customers, Mazda makes Group-wide efforts toward quality improvement.

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 Principles of Quality Management

Approach to Quality Improvement

To constantly satisfy customer needs and provide the industry's top-level quality in products, sales and after-sales services, Group-wide efforts are made to "develop innovative technologies to establish quality," to "implement innovative quality improvement activities to realize the customer-required quality level," and to "cultivate human resources capable of thinking and acting what to do for the happiness of customers."


Innovative Technologies to Establish Quality

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

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.

This approach is embodied in all products, including the CX-5 and the new Atenza/Mazda6, which are equipped with SKYACTIV TECHNOLOGY.

Processes to Establish Quality
Processes to Establish Quality
Establishing Quality through Cooperation among Product Development, Production and Quality Related Divisions, Overseas Regions and Suppliers
Establishing Quality through Cooperation among Product Development, Production and Quality Related Divisions, Overseas Regions and Suppliers

Enhancing Quality Assurance after Shipment

To ensure that the high quality at factory shipment is maintained until customer delivery, Mazda works to enhance quality assurance activities for products after shipment.

Operations and inspections at distribution centers, ports and dealerships are monitored comprehensively, enabling improvement of tools and operation conditions on a global basis.

For logistics from production plants to dealerships, a logistics guideline has been established as a common logistics quality assurance standard for both Japan and overseas.

Quality Assurance Framework at Overseas Production Bases

Mazda has established a quality assurance framework for overseas production bases in which mass production equipment activities are implemented, production/inspection processes are established, and the quality of purchased goods is secured in the same way as in Japan, so as to ensure the same level of quality for products as in Japan. To develop human resources who will be engaged in production at overseas bases, trainings and instructions by Japanese staff members are provided. Through these efforts, Mazda started production in Russia in FY March 2013. Commencement of production in Mexico is also scheduled in FY March 2014.


Initiative to Realize Customer-Required Quality Level

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.

Expediting Quality Improvement

Based on the four pillars of "enhanced comprehensiveness," "stable quality improvement," "early identification of problems" and "speedy problem solving," Mazda makes Group-wide efforts involving the dealerships and production bases of each market to expedite quality improvement.

Specifically, Mazda comprehensively gathers accurate quality-related information in real-time from dealerships in Japan and overseas while promoting inter-departmental collaboration to expedite stable quality improvement. As for quality deterioration with age, surveys are conducted on vehicles and parts presently on the market to identify potential problems in the early stages, with the aim of ensuring speedy problem solving.

Expediting Quality Improvement
Expediting Quality Improvement

Responding to Customer's Complaints and Expectations

Responding to customers' expectations and complaints, regarding such matters as what Mazda vehicles should be and in what points Mazda vehicles are less user-friendly, constitutes an important element of quality improvement. To listen to such customer voices, Mazda conducts surveys and analyses, the results of which are quickly reflected in its quality improvement of mass production vehicles and new model development.

<Examples of surveys/analyses>

  • Market surveys conducted by third parties
  • Questionnaire surveys Mazda has developed
  • Analysis of customer voices on SNS (social networking services)

Cultivating Human Resources Capable of Thinking and Acting What to Do for the Happiness of Customers

To encourage every employee to think what they should do to please customers and to act accordingly, Group-wide efforts are made to promote the sharing of guidelines, 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

Quality meetings are held on a regular basis attended by all employees, to make each employee review his/her quality-related awareness and actions and obtain new findings. Based on such findings, activities to improve quality awareness and the quality of actions are implemented, with the aim of achieving dramatic quality improvement.

During Quality Month (November), a message from the president was transmitted, reaffirming the Quality Policy:
"We will do our work faithfully and unceasingly, so that we offer products and services that please our customers."

Mazda QC Circle Activities

All Mazda QC Circle Competition
All Mazda QC Circle Competition

To improve quality at each workplace, QC circle activities are implemented not only inside Mazda but also at suppliers, dealerships and overseas production bases. The All Mazda QC Circle Competition is held once a year, where achievements in quality improvement activities are presented. As one of the Mazda's QC circle activities received the General Manager Gold Prize at the All Japan QC Circle Grand Competition in 2012, Mazda's activities demonstrate their high reputation from outside the Company.

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. Company-wide quality education courses are offered for various ability levels and management levels, to enable each employee to receive appropriate education at any time.

Company-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 Problem-solving leadership development course To understand the concept, processes and basic techniques of problem-solving, and apply them to daily operations, so as to obtain practical quality improvement abilities
4 Problem-solving expert development 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 Instructor training program for company-wide quality control education To develop instructors for company-wide quality control education
6 Practical specialist guidance meeting (Applied quality engineering) Here, trainees work on technology development using quality engineering approaches. Advice is provided by trainers in line with the progress of projects
7 Quality Improvement Seminar for Assistant Managers To clarify the concept and ideal form of continuous improvement and understand/implement the approach to realizing the ideal
8 Quality improvement seminar for managers To understand the concept necessary for managers to continuously improve the quality of team operations

Results of Quality Improvement Initiatives

Mazda's quality improvement efforts have received high praise worldwide.

FY March 2013 Results (April, 2012 – March, 2013)
Brand
Country
Name of the Study
Segment
Rankings
name of company
Mazda
US Automaker Report Cards*1 Brand 2nd Consumer Reports
Model
Country
Name of the Study
Segment
Rankings
name of company
MX-5
(Roadster)
US 2012 Initial Quality Study(IQS)*2 Compact Sporty Car Highest J.D. Power and Associates
US 2013 Vehicle Dependability Study
(VDS)*3
Compact Sporty Car Highest J.D. Power and Associates
Mazda2
(Demio)
US 2012 Initial Quality Study(IQS) Sub compact car 3rd J.D. Power and Associates
Mazda3
(Axela)
US 2013 Vehicle Dependability Study(VDS) Compact Car 3rd J.D. Power and Associates
  • *1Annual result combining reliability reported by customers and road test scores evaluated by Consumer Reports
  • *2J.D. Power and Associates 2012 Initial Quality StudySM(IQS) is based on responses from more than 74,000 purchasers and lessees of new 2012 model-year cars, trucks and multi-activity vehicles The study was fielded between February and May 2013.
  • *3J.D. Power and Associates 2013 Vehicle Dependability StudySM(VDS) is based on responses from more than 37,000 original owners of 2010 model-year vehicles after three years of ownership. The study was fielded between October and December 2012.
    For more information, please visit www.jdpower.com
  • *Details of the studies for other countries by J.D. Power & Associates and J.D. Power Asia Pacific are available at the J.D. Power and Associates global website.
FY March 2014 Interim Results (April, 2013 - July, 2013)
Model
Country
Name of the Study
Segment
Rankings
name of company
MX-5
(Roadster)
US 2013 Initial Quality Study(IQS)*4 Compact Sporty Car Highest J.D. Power and Associates
Mazda2
(Demio)
US 2013 Initial Quality Study(IQS) Sub compact car Highest J.D. Power and Associates
Mazda3
(Axela)
Germany 2013 Vehicle Ownership Satisfaction Study(VOSS)*5 Compact Car 2nd J.D. Power and Associates
Mazda5
(Premacy)
US 2013 Initial Quality Study(IQS) Compact Multi-Purpose Vehicle 2nd J.D. Power and Associates
CX-5
US 2013 Automotive Performance Execution And Layout(APEAL)*6 Crossover Utiliy Vehicle Highest J.D. Power and Associates
  • *4J.D. Power and Associates 2013 Initial Quality StudySM(IQS) is based on responses from more than 83,000 purchasers and lessees of new 2013 model-year cars, trucks and multi-activity vehicles The study was fielded between February and May 2013.
  • *5J.D Power and Associates 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 fielded from January to March 2013.
  • *6J.D. Power and Associates 2013 Automotive Performance Execution And LayoutSM(APEAL) is based on responses from more than 83,000 purchasers and lessees of new 2013 model-year cars, trucks and multi-activity vehicles The study was fielded between February and May 2013. For more information, please visit www.jdpower.com.
  • *Details of the studies for other countries by J.D. Power & Associates and J.D. Power Asia Pacific are available at the J.D. Power and Associates global website.

Mazda Quality Management System (M-QMS)

As a means to improve the five categories of Mazda Quality, Mazda has established the Mazda Quality Management System based on ISO 9001*7, which has been adopted at Mazda's relevant divisions and departments. In FY March 2013, one external and a total of 180 internal audits were conducted to check the appropriateness and effectiveness of the processes, with the aim of improving the M-QMS effectively and continuously.

Acquisition of ISO 9000 series

  • 1994: Acquired ISO 9002*8 (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*9, AAT:*10, specially equipped vehicles (TESMA), etc.
  • *7International standard for quality maintenance and assurance
  • *8International standard for product and service quality assurance
  • *9Auto Alliance International, Inc.
  • *10Auto Alliance (Thailand) Co., Ltd.

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 vehicle.

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 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 Official Website. A search engine, that enables customers to find whether their vehicle have 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)

Font Size
S
M
L

Related information