Customer Satisfaction - Mazda

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Customer Satisfaction Mazda CSR Management Environmental Protection Social Contributions Customer Satisfaction Respect for People Commitment to Customers Mazda develops better products and provides an ownership experience that exceeds customer expectations. Approach to Boosting Customer Satisfaction a Boosting Customer Satisfaction Boosting Customer Satisfaction To ensure uncompromising quality and customer satisfaction in three key focus areas— “products”, “sales” and “after-sales service”—Mazda makes efforts to improve the five categories of Mazda Quality. “Quality of Behavior” as the basis of all Mazda's quality themes is based on the Mazda Way. (see p.123) a After-Sales Products Sales Service Quality of All Things Offered Outside the Company, e.g. Products & Services Quality Key Topics Ranked 3rd in Germany Vehicle Ownership Satisfaction Study (VOSS) *1 Ranked 2nd in Consumer Reports 2012 Automaker Report Cards *2 Quality 5 Categories of Mazda Quality Quality of Work Quality of Management (Quality of PDCA) Quality of Work Environment Quality of Behavior 7 Principles of the Mazda Way Basic Approach Under its quality policy, Mazda implements a wide variety of quality improvement measures on a Group-wide basis. Spirits of Quality Policy Our wish is to make our customers happy. We will continue to improve the work systems which our predecessors have established. Each one of us will fulfill what we are supposed to do. (Ensuring implementation of basic actions) Principles of Quality Management Participation Mutually Beneficial (Everyone, Relationship with Suppliers Self Initiative) (Interdependence) Process-Based Approach/ System-Based Approach Customer First (Customer- Oriented) Continuous Improvement Leadership A C P D Fact-Based Decision-Making Approach (Fact-Oriented) 5 Categories of Mazda Quality "Quality of all things offered outside the company" • Vehicles, Parts, Sales activities, Repair/ Maintenance, Document, Web-site, etc "Quality of Work" • Procedure of work, Quality of product, etc "Quality of Management" • Operational control, Resource control, Accuracy of decision and correctness of timing, etc "Quality of Work Environment" • Work climate, Communication, Environment of workplace, etc "Quality of Behavior" • Philosophy, Mind, Value, Behavior, etc Quality Policy We will do our work faithfully and unceasingly, so that we offer products and services that please our customers. Approach to Quality Improvement To constantly satisfy customer needs and provide the industry’s top-level quality in products, sales and 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.” I. Innovative Technologies to Establish Quality To satisfy diverse needs of customers and offer greater trust, joy and excitement, Mazda is engaged in establishing a consistent quality level to be assured in all stages from planning/ development to delivery of products to customers. *1 J.D Power and Associates 2011 Germany Vehicle Ownership Satisfaction Stuty SM (VOSS) is based on responses from more than 17,150 car owners after an average of two years of ownership. The study was fielded from January to March 2011. *2 Annual result combining reliability reported by customers and road test scores evaluated by Consumer Reports 101 Sustainability Report 2012
a CSR Customer Satisfaction Establishing Stable Quality Not only to improve performance and reliability of products but also to improve the quality of new technologies including environment-friendly 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 the CX-5, which is fully equipped with SKYACTIV TECHNOLOGY, and will also be introduced in all products. b c 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, the Mazda Logistics Global Guideline has been established as a common logistics quality assurance standard for Japan. And it is gradually implemented to overseas operations. b Processes to Establish Quality Improvement of Customer Satisfaction c Establishing Quality through Cooperation among Product Development, Production and Quality Related Divisions, Overseas Regions and Suppliers Tsunagari (Linkage) Manufacturing Step 9: Improve quality promptly after launch Step 8: Confirm safe launch Step 7: Build-up in-process quality Step 6: Determine significant/critical characteristics Step 5: Verify robustness securement Step 4: Determine spec /Develop drawing Step 3: Define allowable limit value (“Cliff” value) Step 2: Determine control factors/error factors Step 1: Establish function targets Step 0: Establish marketability and reliability targets Consistency Product development Developing/building-up functions Function development Function verification Function build-up Manufacturing, quality Product development Tsunagari Consistency Suppliers Quality II. Innovative Quality Improvement Activities to Realize Customer-Required Quality Level Tsunagari Suppliers Tsunagari To satisfy customer needs, Mazda makes constant efforts to gather quality-related information both in Japan and overseas and to take speedy actions to improve the quality of current and future products. ● “Consistent” efforts from 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 Gathering Real-Time, Accurate Market Quality Information Mazda gathers accurate quality-related information in real-time from dealerships in Japan and overseas, while dispatching staff to local operation sites to promote “on-site and reality-based” quality improvement efforts. Early Identification of Problems To expedite quality improvement, it is necessary to comprehensively identify quality-related problems as early as possible. Mazda collects and examines vehicles or parts in use with the aim of finding potential deteriorations and solving problems in the early stages. d d Speedy Quality Improvement Responding to Customer’s Complaints and Expectations It is important for quality improvement to respond not only to customers’ complaints concerning problems and inconvenience in usage but also to their expectations of “What Mazda vehicles should be.” Mazda listens to such customer voices of complaints and expectations by carefully examining the results of surveys conducted by third parties, market quality information, and answers obtained from questionnaire surveys Mazda has developed, and then makes use of these in its daily quality improvement activities. Gathering information On-site survey data from dispatched local staff Detailed data from dealerships List of problems Comprehend all problems Visualize progress Share information with relevant Divisions & Departments Collecting actual products Examine actual products with problem Check degree of deterioration Vehicle investigation Examine vehicle with trouble Conduct simulation test Analyze vehicle data Quality Meeting Decide necessity of additional investigation Review investigation policy Clarify contents of investigation Check progress of investigation Held daily Visualising improvement Implementation status of improvement measures Quality after improvements Report on results Management Review Periodical progress review 102 Sustainability Report 2012
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Customer Satisfaction - Mazda

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