Energy- and Global-Warming-Related Issues
Mazda promotes the efficient use of energy while aiming to reduce CO2 emissions in the areas of manufacturing and logistics.
【Manufacturing】Total CO2 Emissions from Mazda's Four Principal Domestic Sites Reduced by 44.7% (Compared with FY March 1991 Levels)
Measures to reduce the total energy-related CO2 emissions from Mazda’s four principal domestic sites*1 (including R&D and other indirect areas) in FY March 2016 were as follows:
*1 Head Office (Hiroshima); Miyoshi Plant; Hofu Plant, Nishinoura District; Hofu Plant, Nakanoseki District
<Key Initiatives in FY March 2016>
- ■ Further implementation of Monotsukuri Innovation
- ■ Improvements in overall facility operating efficiency
- ■ Concentrating production and reducing losses from unnecessary work and equipment downtime
<FY March 2016 Results (compared with FY March 1991)>
- ■ Total CO2 emissions from Mazda's four principal domestic plants reduced by 44.7% (521 thousand tons-CO2)
- ■ Emissions per unit of sales revenue reduced by 52.7% (20.0t-CO2/100 million yen)
CO2 Emissions from Mazda's Four Principal Domestic sites/CO2 Emissions per Unit of Sales Revenue
* CO2 emissions at Mazda’s four principal domestic sites are calculated using the CO2 coefficient for each year based on standards from the Japan Automobile Manufacturers Association Inc. (JAMA) (Commitment to a Low Carbon Society). FY March 2015 data was recalculated according to the change of the coefficient.
The power coefficient for FY March 2016 is undetermined as of May 26, 2016; the FY March 2015 power coefficient is used for FY March 2016.
* The figures of the CO2 emissions at Mazda’s four principal domestic sites in FY March 2016 have been verified by a third party.
Energy Consumption Breakdown at Mazda's Four Principal Domestic Plants
Unit: (Thousands of GJ/year)
|Fuel oil A||596||32||24||23||27||19|
|Fuel oil B||11||0||0||0||0||0|
|Fuel oil C||1,168||59||38||28||6||6|
* Amount of heat emission at Mazda’s four principal domestic facilities is calculated using the CO2 coefficient for each year based on standards from the Japan Automobile Manufacturers Association Inc. (JAMA) (Commitment to a Low Carbon Society). Past data was recalculated according to the change of the coefficient.
【Manufacturing】Efforts for Energy-Saving Manufacturing
At production sites in Japan and abroad, improving the facility operation rate, shortening cycle time, and other measures are being taken to optimize the line process as well as the entire manufacturing process. Also, losses in each step from production to consumption of energy are reanalyzed to further cut losses, including cutting losses by suspending the power supply (for hydraulic pressure, etc.) during standby.
<Efforts at Overseas Plants>
AutoAlliance (Thailand) achieved a 12% reduction compared with 2014 levels to 362 kWh/unit (2014: 412.15 kWh/unit) by replacing fluorescent lights at offices/plants with LED (around 6,200 units = 687.4 kWh/year) and replacing sodium lights with LED (around 260 units = 481 kWh/ year) at plants.
In November 2014, Changan Ford Mazda Engine Co., Ltd. achieved a reduction of air conditioning power (34,560 kWh/month) in plants during the summer season (June to September) by setting up 305 wind-powered exhauste equipments.
【Manufacturing】Reducing Energy Use through “Monotsukuri Innovation”
To improve quality and brand value, as well as to increase profit margins, while flexibly responding to the requirements for the manufacture of several models with different production scales and changes in production volume, a breakthrough in “sharing a completely new concept beyond the boundaries of models” is necessary. This idea has resulted in generation of the “Monotsukuri Innovation”.
Under “Monotsukuri Innovation,” at the timing of introducing new models equipped with the SKYACTIV TECHNOLOGY, Mazda has substantially reduced per-unit energy consumption. The specific efforts are as follows
- ■ Material: Reduced material weight by using thinner casted and forged parts, shortening the forging cycle time, and modifying production methods, so as to reduce energy consumption.
- ■ Processing and assembly: Evolved conventional flexible manufacturing lines to realize higher-efficiency, mixed flow production, which resulted in dramatically improved operating rates and reduced energy consumption.
- ■ Press: Reduced the amount of scraps generated in manufacturing of press parts, and retrieved parts from scraps to reduce the amount of use of steel sheets. Also achieved multi-pressing, which performs molding of several parts using a single die, resulting in both integration of processes and reduction of energy consumption.
- ■ Paint: Developed and introduced the Aqua-Tech Paint System, a new water based painting technology that enables elimination of the primer process while further improving the painting performance and quality, resulting in reduced energy use for air conditioners in painting booths, and substantial reduction of VOC (volatile organic compound) emissions.
【Logistics】 CO2 Emissions during Product Shipment Reduced by 38.0% (Compared with FY March 1991 Levels)
Mazda is working with logistics companies, dealerships, and other automakers throughout Japan to reduce CO2 emissions during product shipment.
Mazda has expanded its tracking capability for CO2 emissions during the import/export of finished vehicles and parts overseas since FY March 2011. Although the end of the tracking line used to be overseas ports, the Company began to extend this line to inland distributors, in cooperation with logistics-related companies in major markets.
<FY March 2016 Results>
- ■ Total domestic transportation volume (including the purchase and supply of materials, parts and finished vehicles) was 530 million ton-kilometer. This represents a 38.0% reduction in transportation CO2 emissions per ton-kilometer compared with FY March 1991 levels, far exceeding the Company's target of 28% or more.
CO2 Emissions and Reductions for Logistics (in Japan)
【Logistics】Realizing Logistics that Enables CO2 Reduction in a Timely Manner
Mazda is taking the following measures to provide customers with the volume they require, with the precise timing they expect, while reducing CO2 emissions.
Efforts to focus on the following three pillars of logistics are being taken by visualizing in detail the hidden logistics issues in each process on a global level.
1. Hub-and-spoke system for transportation of completed vehicles and service parts*2
Reforming transportation by consolidating logistics centers for completed vehicles
Mazda consolidated its logistics centers nationwide with the aim of combining delivery routes with low shipping volumes while ensuring timely shipments (and finished the consolidation in FY March 2012).
Continuously reviewing the operation of domestic vessels (car carriers) according to their shipping volumes has enabled the Company to improve loading efficiency. To make more effective use of the domestic vessels on the return journey, collaborative transportation has also been promoted with other companies. In February 2016, the Company started the operation of a new domestic vessel.
Due to this, the Company expects a 28.5% improvement in transportation capacity and a 15% improvement in fuel economy. The Company will continue to renew domestic vessels as planned.
Reforming transportation by reorganizing part supplier
In line with the consolidation of parts supply bases, Mazda has been reviewing its transportation methods and routes to make them most appropriate.
FY March 2014: The Company reduced the total transportation distance by enabling direct transportation to some dealerships in Osaka metropolitan area in Japan.
FY March 2015: The Company expanded the range of direct transportation to dealerships in the Osaka metropolitan area in Japan, and continuously promoted the reduction of the total transportation distance.
FY March 2016: The Company raised the percentage of JR railway use by reviewing its transportation method, following the relocation of one of the depots of parts inventory centers in the eastern region in Japan.
*2 In the "hub-and-spoke" system, distribution centers around the country (hubs) act as bases for delivering completed vehicles to dealerships (spokes). In transporting service parts, parts suppliers serve as the hubs and vehicle dealerships the spokes.
2. "Straightening" of logistics network
Straight logistics without distribution centers (Vanning at plant, packaging at plant)
After manufacture of KD*3 parts is complete, they are packaged and loaded into containers at the same location, eliminating the need for shipment between production and packaging locations. At present, the coverage of this logistics system is expanding to engines, transmissions and auto body parts produced at Hiroshima Plant and Hofu Plant.
Reducing losses repair parts in transportation
Mazda continued reducing losses in transportation by setting up packaging sites for bumpers as close as possible to their production sites, and increased the number of available shipping destinations. The Company also improved the load efficiency of trucks and reduced the number of trucks needed by introducing large returnable racks.
The Company also has been improving its transportation efficiency by changing the procedures. The Company opens and sorts some appropriate imported parts for repairs at the logistics warehouse directly, which used to be opened and sorted at the Imported Parts Center.*4
Reducing the transportation distance for finished vehicles by establishing the Hofu Logistics Center
The vehicles manufactured at the Hofu Plant used to be transported to Hiroshima, where accessory installation, pre-delivery inspection etc. for the vehicles were carried out, and the vehicles were then distributed to each region.
By establishing a logistics center at the Hofu Plant in January 2015, Mazda has realized direct transportation from this production site, leading to a reduced transportation distance.
Logistics without Distribution Centers (Vanning at plant)
*3 A manufacturing method wherein parts are exported to overseas production sites, where they are assembled onsite.
*4 A warehouse where imported parts are received and temporarily stored before they are supplied to transportation destinations in Japan.
3. Continuous improvement to the Milk-Run System*5
In purchasing production parts, deployment of the Milk-Run system was completed throughout Japan by FY March 2008. Today, Mazda is introducing the same system in overseas production sites, with deployment in the Mexico plant completed in FY March 2014, and in the transmission plant in Thailand completed in FY March 2016, aiming to reduce CO2 emissions by further promoting efficiency in the purchasing and logistics processes across the entire supply chain.
The Company is continuing its initiatives to optimize its packaging volume for purchasing parts, reflecting the logistics needs at the beginning of the product development process, so as to further improve the load efficiency of trucks and reduce the number of trucks required.
*5 A method in which a single truck visits multiple suppliers to collect supplies. Named after truck routes in rural areas, which picked up milk from each farm.