Toyota South Africa Sustainability Report 2008 - Automotiveonline ...

Sustainability Report_14-10-2008:Layout 1 10/14/08 2:45 PM Page 29
Relations with Customers
SPECIAL STORY
Toyota South Africa embarked on a five-year plant modernisation and expansion
programme; with an uncompromising drive for top class quality, improved
efficiencies, increased capacity, cost competitiveness, and beneficial
environmental improvements. But state-of-the-art facilities alone cannot
ensure success - in the pursuit for attaining world class quality and beyond,
a unique ‘Excellence in Customer Quality Challenge’ was rolled out in May
2007. The E-CQC Challenge was launched and rolled-out from shop-floor, to
employees and management,to dealers,contractors and suppliers,which required engagement at a level
and intensity never before tackled in the company.
Theaimof E-CQCis to createaqualitymindset within the wholeToyotanetwork,so thatToyotacan deliver
on the quality expectations of customers in the various markets into which this vehicle will be launched.
Toyota believes that they can bring the new facilities and the people together, to build a world class vehicle.
Pledges of commitment were signed by each and every team member in the extended Toyota network.
Over and above the technical enhancements made (covered in the Environmental Aspects section of
this report), quality control facilities were improved with an end-of-line audit process that has a new
dynamic test track as one of its quality assurance tools. The test track allows for a range of tests to be
conducted to verify quality at the immediate pre-delivery phase.
The completion of this intensive investment programme has placed Toyota South Africa at the
forefront of vehicle production in South Africa - employing the latest manufacturing technologies,
production- and quality assurance systems available.
As part of gearing up for the New Generation Corolla, continuous preparation meetings were held to
ensure that planning was on schedule for all areas of operation -- whether it be for construction of the
new facilities,or New Generation Corolla project planning,or skills training and the transfer of manpower.
Toyota South Africa currently spends more than R70-million a year on direct training and skills
development to support this increase in production capacity, and to ensure that it has the skilled
personnel in place at the company’s production facilities.In addition to this,a further budget is allocated
for overseas training.
Toyota’s most important asset remains its people,and the transfer of skills.In this quest to attain world
class standards,training is rigorous and demanding,and never before hasToyota South Africa undertaken
such intensive training, as in gearing-up for the new generation Corolla.
Static on-line training assures that each team member gets the opportunity to train in a static
environment before full production gets underway.68 vehicles were continuously used for static on-line
training on the new Corolla line.Apart from dedicated dojo areas for New Generation Corolla training,the
Ethembeni Hall was turned into a temporary dojo hall where people were not only trained in specific
skills but also in fundamental knowledge.
In support of the E-CQC challenge:
• Key people in the Corolla team had an opportunity to visit export markets where the South African
New Generation Corolla went on sale early in 2008.
• The E-CQC campaign was also rolled-out at Suppliers to ensure that each and every part of the chain
buy into E-CQC; and deliver quality standards.
• At Vehicle Distribution, measures were put into place to make sure that vehicles leave the factory and
arrive at their point of destination in a pristine condition.
• An information Centre was established at the entrance to each plant, reinforcing the challenge of
‘quality beyond Takaoka Plant’.
• Team members were invited on Durban harbour visits to see how vehicle are stored and how carriers
are loaded for export.
• During dealership visits, some team members got their first taste of customer demands and
expectations, and they brought the quality expectation back into the production process. For some, it
was the first time that they left their station on-the-line,to see what efforts were put in by other team
members in the various manufacturing processes.
• Production staff got to experience a test drive in a new generation Corolla; a vehicle proudly built by
the very people who were now enjoying the opportunity to evaluate their work.
• Senior Management went to team members on-the-line, to discuss team member input in a
one-on-one situation.
• Each employee received a gift as a reminder of their commitment to the E-CQC programme.
• To sustain awareness of the ECQC challenge,Corolla quizzes were staged at main entry gates to the plant.
• At the National Parts Distribution Centre based in Sandton, various reforms took place to ensure that
the flow of the right parts at the right time according to‘Just in Time Principles’ are in place.
• Dealer personnel were trained up to ensure that they would be ready to deliver a high quality
after-sales service to customers, and to perform early detection, and early resolution of problems.
In order to ensure that we are meeting customer requirements,Toyota South Africa makes
use of the Synovate Competitive Customer Satisfaction Index (CCSI), which is the most
comprehensive motoring survey in South Africa. The results show that Toyota is consistently
the best at meeting customer expectations.
There have been no incidents of non-compliance with regulations and voluntary codes
concerning marketing communications, including advertising, promotion and
sponsorship. A formal customer complaints procedure is in place that operates via a
centralised customer contact centre.
Another customer satisfaction rating system, the JD Power and Associates 2007 South
African Customer Satisfaction Index (CSI) Study named the Toyota Avensis as the top
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