CSR

Quality

Quality Policy

Under its Corporate Vision, 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

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 for new products,” “achieve quality that exceeds customer expectations,” and “cultivate human resources capable of thinking and acting for the happiness of customers.”

Approach to Quality Improvement

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. As the number of overseas production sites is increasing, Mazda promotes the establishment of systems that encourage local employees’ self-reliant efforts to improve quality.
In February 2015, MMVO*2 in Mexico acquired ISO 9001 certification. MPMT*3, a new powertrain production site in Thailand which started operation in January 2015, plans to acquire ISO 9001 by the end of FY March 2016. Mazda encourages other overseas production sites and regional operation companies to acquire this certification, thereby promoting the quality improvement of Mazda vehicles, which are produced and sold worldwide.

*1 International standard for quality maintenance and assurance
*2 Mazda de Mexico Vehicle Operation
*3 Mazda Powertrain Manufacturing (Thailand) Co., Ltd.


Acquisition of ISO 9000 series
  • ■ 1994: Acquired ISO 9002*4 (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*5, AAT*6, specially equipped vehicles (TESMA), etc.
  • ■ 2007: Expanded the ISO 9001 application range.
    Apply to: CMA,*7 CFME*8
  • ■ 2015: Expansion of ISO 9001 application range is planned.
    Apply to: MMVO, MPMT (planned)

*4 International standard for product and after-sales service quality assurance
*5 Auto Alliance International, Inc.
*6 Auto Alliance (Thailand) Co., Ltd.
*7 Changan Mazda Automobile Co., Ltd.
*8 Changan Ford Mazda Engine 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

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 close cooperate in establishing a consistent quality level to be assured in all stages from planning/ development to mass production of product. Through correct understanding the requests and expectations, Mazda reflects them in specific targets, aiming to at establishing a consistent quality level in all stages, from planning/development to preparation for mass production, and market launch.
Furthermore, to allow customers feel driving pleasure through its products, Mazda identifies the functions and performance that embody “driving pleasure” for each stage from before getting in the car to after starting driving, so as to eliminate fluctuations in quality.

Establishing Quality through Cooperation among Product Development, Manufacturing and Quality Related Divisions, Overseas Regions and Suppliers

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

Global Quality Assurance

To enable overseas production sites to deliver to customers product quality equivalent to that of vehicles produced in Japan, Mazda has established a global quality assurance framework in which various quality information and activity examples are shared among production sites and distributors both in Japan and overseas to improve the quality of operations at each site.

<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. Mazda also, Mazda facilitates the sharing of quality information among production sites globally, thereby enabling overseas production sites to ensure an equivalent level of as found in vehicles produced in Japan.

Establishing production/inspection processes

Establishing production/inspection processes

<Developing Human Resources>

To develop human resources who engage in production quality at overseas sites, Mazda has changes its attitude from “supporting” to “developing.” Mazda provides training in Japan and sends skilled Japanese staff members to overseas sites so as to facilitate hands-on understanding of the philosophy and initiatives of Mazda's monotsukuri, or manufacturing technologies.

<Establishing the Quality of Purchased Goods>

In line with the progress of global parts procurement mechanism, efforts are made to ensure equal quality for purchased goods on a global basis. Mazda has established criteria to measure its suppliers’ quality assurance capabilities from the three viewpoints of quality assurance systems, monotsukuri, and communication, while promoting human resources development at overseas production sites and suppliers, thereby ensuring that the criteria are satisfied.
By communicating these efforts to local staff members working at overseas production sites, Mazda aims to achieve equal quality on a global basis.

Quality build-up with suppliers

Quality build-up with suppliers

Enhancing Quality Assurance after Shipment

To ensure that the high quality at factory shipment is maintained until delivery to customers, a global guidelines for logistics processes (distribution centers, ports, etc.) covering from production sites to dealerships in Japan and overseas distributors have been established as a common logistics quality assurance standard.
In FY March 2015, Mazda introduced new measures to further improve the quality inspection capabilities at overseas ports. Providing the method of inspection at the ports referring the items and criteria, which are used for inspection at shipment from plants, Mazda aims monitoring the quality status of the ports more properly.

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

Mazda makes Group-wide efforts to ensure stable and speedy quality improvement by comprehensively gathering and consolidating the voices of customers from around the world.
As part of this initiative, for new model vehicles, all relevant departments at the Head Office, such as the service, product development, and manufacturing areas, share each piece of quality information gathered from customers, dealerships and in Japan and overseas distributors, and cooperate in monitoring the daily progress of improvement activities, so as to expedite stable quality improvement.

Expediting Quality Improvement

Expediting Quality Improvement

Real-time information gathering

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. To faithfully respond to such customer expectations and complaints, Mazda proactively gathers voices of expectations and complaints annually from over 230,000 customers worldwide by employing the results of surveys by outside survey institutions and conducting its own market research. The gathered customer voices are reflected in new model development and quality improvement of mass-production vehicles through the united efforts of the product development, manufacturing and quality departments.
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, customer services and quality departments.

<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)

Example of customer-voice gathering through Mazda’s own market research (Chinese market)

Through visits to local dealerships in 23 provinces and government-ruled municipalities, which account for 98% of sales in China, and interviews with customers, Mazda identifies customer expectations and complaints, which vary depending on the environment, culture or the way of use in each region, and promotes sharing of such information throughout the Company.
The information gathered is reflected in new vehicle development and quality improvement of mass-produced vehicles through the unified efforts of the development, production and quality departments.


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 Official 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 Mazda Official Website (in Japan)

*9 Information on distributor list in each country
*10 Information on recalls 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, Mazda places emphasis on cultivating a customer-oriented corporate culture/ mind. Specifically, the entire Mazda Group is committed to promoting quality awareness-raising activities, QC (Quality Control) circle activities, quality control education, and QC (Quality Control) circle activities.

<Major Activities>

Quality Awareness-Raising Activities

Quality meetings are held on a regular basis attended by all employees. The purpose of these meetings is to encourage each employee to obtain new findings through discussions and to improve their quality awareness and quality of action, with the consequent aim of enhancing brand value. In FY March 2015, the best practices at some workplaces, related to building bonds with customers or providing driving pleasure as one of Mazda’s unique values, were shared among employees, to encourage each employee to review his/her own work attitude, think about and discuss how they should change their behavior for the happiness of customers, and reflect such discussions in their own work.

Discussion at workplace

Discussion at workplace

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 by internal instructors for each job type or management level.

Group-wide Quality Education Courses

  Course Objective
 1 Quality program for freshmen To understand the basic concepts (customer-oriented attitude, continuous improvement efforts) that are crucial in doing 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 daily operations, 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, Thailand and Mexico are also invited and advanced to global competitions. During FY March 2015, the QC circle which was awarded as an excellent circle at the All Mazda QC Circle Competition participated in the All Japan QC Circle Grand Competition, and received the QC Circle Division Director’s Award, demonstrating its high reputation outside the Company.

All Mazda QC Circle Competition

All Mazda QC Circle Competition

Test-Ride for Employees

To help employees deepen their understanding of not only the characteristics of each product but also the spirit and philosophy that Mazda incorporates into its products, Mazda offers a training program focusing on test-rides. The scope of this program, which initially targeted employees involved in sales activities both in Japan and overseas, was expanded to all employees at Head Office (Hiroshima) in FY March 2015. It is planned to be expanded to other operation sites in Japan in FY March 2016, with the consequent aim of having all employees experience the program in three years.


TOPICS

“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. In FY March 2016, Mazda plans to share the findings obtained through this program including the values developed over Mazda’s 95 years of history with all employees.


4. Results of Quality Improvement Initiatives

Mazda’s initiatives to improve quality have been highly praised worldwide.

FY March 2015 Results (April 2014 – March 2015)

Country Name of the Study Brand Ranking Name of Company
US Automaker Report Cards*11 2nd Consumer Reports

 

Country Name of the Study Vehicle Type and Rankings Name of Company
US 2014 Initial Quality Study (IQS)*12 Mazda2 (Demio): 2nd
Mazda5 (Premacy): Top
MX-5 (Roadster): Top
J.D. Power
US 2015 Vehicle Dependability Study (VDS)*13 Mazda5 (Premacy): 2nd J.D. Power
US 2014 Automotive Performance Execution And Layout (APEAL)*14 Mazda6 (Atenza): Top J.D. Power
Mexico 2014 Vehicle Ownership Satisfaction Study (VOSS)*15 Mazda6 (Atenza): 2nd
CX-9: Top
J.D. Power
Japan 2014 Initial Quality Study (IQS)*16 Premacy: 3rd J.D. Power Asia Pacific
Japan 2014 Automotive Performance Execution And Layout (APEAL)*17 Axela: 2nd J.D. Power Asia Pacific
Thailand 2014 Initial Quality Study (IQS)*18 Mazda2 Elegance (Demio sedan): 2nd
Mazda3 (Axela): Top
J.D. Power Asia Pacific

*11 Annual result combining reliability reported by customers and road test scores evaluated by Consumer Reports
*12 J.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.
*13 J.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.
*14 J.D. Power 2015 US Vehicle Dependability StudySM (VDS) is based on responses from more than 34,000 owners of 2012 model vehicles over at least three years. The study was fielded between October and December 2014.
*15 J.D. Power 2014 Mexico Vehicle ownership Satisfaction StudySM (VOSS) is based on responses from more than 5,800 vehicle owners whose vehicles were originally registered new between October 2011 and September 2013. The study was fielded from July to October 2014.
*16 J.D Power Asia Pacific 2014 Japan Initial Quality StudySM (IQS) is based on responses from more than 15,600 purchasers of new cars. The study was fielded from May to June 2014.
*17 J.D. Power Asia Pacific 2014 Japan Automotive Performance Execution And LayoutSM (APEAL) is based on responses from more than 15,600 purchasers of new cars. The study was fielded from May to June 2014.
*18 J.D Power Asia Pacific 2014 Thailand Initial Quality StudySM (IQS) is based on responses from more than 4,800 purchasers of new cars. The study was fielded between April and August 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 global website.

FY March 2016 Results (April 2015 - July 2015)

Country Name of the Study Vehicle Type and Rankings Name of Company
US 2015 Initial Quality Study (IQS)*19 MX-5 (Roadster): Top J.D. Power
US 2015 Automotive Performance Execution And Layout (APEAL)*20 Mazda6 (Atenza): Top
CX-5: Top
J.D. Power

*19 J.D. Power 2014 US Initial Quality StudySM (IQS) is based on responses from more than 84,000 purchasers and lessees of new cars. The study was fielded between February and May 2015.
*20 J.D. Power 2014 US Automotive Performance Execution And LayoutSM (APEAL) is based on responses from more than 84,000 purchasers and lessees of new cars. The study was fielded between February and May 2015.
* 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.


TOPICS

“100-1=0” Strong Desire to Provide 100% Quality

“100-1=0” expresses Mazda’s strong desire to provide 100% quality for every single vehicle for every individual customer, under the belief that “It will be meaningless if even only one out of 100 vehicles is found to be defective, because for an individual customer, his/her vehicle is not one out of 100 vehicles but the only one.”
Pursuing a kind of vehicle production that respects each vehicle as a certain customer's “one-and-only” for the customer, Mazda first aims to achieve “zero defect,” target and then realize value that exceeds customer expectations, such as KODO design, and outstanding environmental and safety performance. These elements embody driving pleasure, which is the hallmark of the Mazda brand.