Mazda 2007 Annual Report Download - page 12
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Please find page 12 of the 2007 Mazda annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.6
Turning to enhancing global efficiencies
and synergies, joint program volume,
involving our global collaboration with
Ford Motor Company, has grown to the
90% level. We have also succeeded in
building an infrastructure with our
suppliers for even greater efficiencies
by means of Integrated Scheduled
Production that competitors cannot
emulate.
Regarding leveraging human resources,
we have built a foundation for cultivating
a workforce that will take Mazda into the
future, chiefly by means of the Mazda
Business Leader Development (MBLD)
program and the Family of Experts
System, the latter of which is designed
to use and pass on the skills, abilities
and knowledge of Mazda retirees.
Implementing these key strategies
has allowed us to achieve the numerical
goals of Mazda Momentum—operating
income of more than ¥100 billion and a
net debt to equity ratio of less than
100%—a year ahead of schedule. On
the other hand, our consolidated
wholesales reached 1,177,000 units,
short of the target of 1,250,000 units,
owing to lower demand in Japan,
increased competition and our focus on
reinforcing the Mazda brand.
While Mazda Momentum has followed
on from the Millennium Plan in terms of
significant accomplishments, we are fully
aware that there remain issues that
demand resolution. We have thus created
the Mazda Advancement Plan, which
will guide us in achieving our long-term
vision of how we see our company in a
decade from now. Mazda Advancement
Plan’s mid-term objectives are:
1. Continue to strengthen brand, owner
loyalty and quality;
2. Improve business efficiency in all areas;
3. Build a global production framework; and
4. Further reinforce research and
development.
Please describe the background of
Mazda’s long-term vision and the
Company’s efforts to turn this vision
into reality.
During the Mazda Momentum Plan
period, we drafted a long-term vision of
where we want to be a decade from
now. Personnel from across divisions
were brought together to form cross-
functional teams, which carried out a
wide range of studies and reviews. We
adopted an approach of aligning each
employee with an operating vector that
he or she could understand and accept,
rather than using a top-down approach.
That vector approach is the Mazda way.
It is my way. While it has been a
time-consuming process, I believe that
Q
Brand Product and
Technology
Supply and
Manufacturing People
Corporate Social Responsibility
Stakeholder Value
As a trusted member of society, we delight
customers with products and services that are
uniquely Mazda, proudly Japanese.
Long-Term Vision