Customer Satisfaction - Mazda

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a CSR Customer Satisfaction III. Cultivating Human Resources Capable of Thinking and Acting What to Do for the Happiness of Customers e All Mazda QC Circle Competition To encourage every employee to think and act what to do to please customers, Group-wide efforts are made to promote sharing of guidelines, cultivate customer-oriented corporate culture/mind, and implement small-group activities. Mazda launched its first QC (Quality Control) circle activities in 1962 as quality improvement measures, and in 1978 the Company broadened these initiatives as “Mazda Quality Activities” to encompass the quality of all products and services as well as business processes throughout the Company. At present, the following activities are continuously promoted mainly by the Mazda Motor Corporation. Quality Education and Quality Awareness-Raising Activities (Mazda Motor Corporation) A message from the president is transmitted company-wide during Quality Month (November), and quarterly quality meetings are held in each workplace. The FY March 2012 theme was “What can we do for the happiness of customers” All Mazda QC Circle Competition Some selected excellent small-group activities are presented once a year. In FY March 2012, members of Mazda Auto Alliance (Thailand) were invited to the competition held at the Head Office (Hiroshima). e f Global-scale competitions inviting overseas partners are planned to be held in the future. Company-Wide Quality Control Education To improve the necessary skills for quality assurance and abilities in finding/solving problems, company-wide quality control education courses are offered for various ability levels and employee’s management layers. g f AAT small-group activity IV. Results of Quality Improvement Initiatives Mazda’s quality improvement efforts have received high praise worldwide. FY March 2012 Results Model/Brand Country Name of Ecto-Index Category Ranking Organizer Mazda MX-5 (Roadster) Mazda2 (Demio) Mazda3 (Axela) Mazda6 (Atenza) Germany Vehicle Ownership Satisfaction Nameplate 3rd J.D. Power and Associates Study (VOSS) *1 US Automaker Report Cards Brand 2nd Consumer Reports US Initial Quality Study (IQS) *2 Compact sporty car segment Highest J.D. Power and Associates Indonesia Initial Quality Study (IQS) *4 Premium compact car segment US Germany Germany Automotive Performance, Execution and Layout (APEAL) *3 Study Highest J.D. Power and Associates Sub-compact car segment 2nd J.D. Power and Associates Vehicle Ownership Satisfaction Small car segment Highest J.D. Power and Associates Study (VOSS) *1 Vehicle Ownership Satisfaction Lower medium car segment Highest J.D. Power and Associates Study (VOSS) *1 China Initial Quality Study (IQS) *5 Upper premium mid-size segment Highest J.D. Power and Associates g FY March 2012 Company-Wide Quality Control Education Courses 1 2 3 4 5 6 7 Course Quality program for freshmen Problem-solving story course Problem-solving leadership development course Problem-solving expert development course Objective To understand the basic concepts (customer-oriented attitudes, continuous improvement efforts) necessary to do their assigned jobs To understand the concept, processes and basic techniques of problemsolving To understand the concept, processes and basic techniques of problemsolving, and apply them to daily operations, so as to obtain practical quality improvement abilities To understand the concept, processes and specialized techniques of problemsolving, and apply them to daily operations, so as to obtain practical quality improvement abilities Instructor training program for companywide quality control wide quality control education To develop instructors for company- education Practical specialist guidance meeting (Applied quality engineering) Quality improvement seminar for managers Here, trainees work on technology development using quality engineering approaches. Advice is provided by trainers in line with the progress of projects. To understand the concept necessary for managers to continuously improve the quality of team operations *1 J.D Power and Associates 2011 Germany Vehicle Ownership Satisfaction Study 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 J.D Power and Associates 2011 U.S Initial Quality Study SM (IQS) is based on responses from more than 73,000 purchasers and lessees of new vehicles. The 2011 study was fielded February-May. *3 J.D. Power and Associates 2011 Automotive Performance, Execution and Layout (APEAL) Study SM is based on responses from more than 73,000 purchasers and lessees of new vehicles. The 2011 study was fielded February-May. *4 J. D. Power Asia Pacific 2011 Indonesia Initial Quality Study SM (IQS) is based on responses from 2,890 purchasers of new vehicles. The 2011 study was fielded May-October. *5 J.S. Power Asia Pacific 2011 China Initial Quality Study SM (IQS) is based on responses from 17,675 purchasers of new vehicles. The 2011 study was fielded April-August. 103 Sustainability Report 2012
a CSR Customer Satisfaction V. 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 *2 , which has been adopted at Mazda’s relevant divisions and departments. In FY March 2012, one external and a total of 176 internal audits were conducted to check the appropriateness and effectiveness of the processes, with the aim of improving the M-QMS effectively and continuously. VI. 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. The Company promotes 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. h Information on recalls in Japan is immediately disclosed on the Mazda Official Website. A search engine, that enables customers to find whether their cars 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) Acquisition of ISO 9000 series 1994: Acquired ISO 9002 *1 (first Japanese automaker) Apply to : Vehicles produced at Hiroshima Plant and Hofu Plant 1996: Acquired ISO 9001 *2 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 *3 , AAT *4 , specially equipped vehicles (TESMA), etc. *1 International standard for product and service quality assurance *2 International standard for quality maintenance and assurance *3 Auto Alliance International, Inc. *4 Auto Alliance (Thailand) Co., Ltd. h Recall Decision Process Mazda Head Office Advance Verification Mazda’s distributors and dealers in North America, Europe, China, etc. Involving in decision making from customer viewpoint Decision on recall Quality Audit Meeting Quality Audit Committee Registering/ announcing a recall 104 Sustainability Report 2012
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Customer Satisfaction - Mazda

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