Mitsubishi 2001 Annual Report Download - page 10

Download and view the complete annual report

Please find page 10 of the 2001 Mitsubishi 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.

Page out of 72

  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • 10
  • 11
  • 12
  • 13
  • 14
  • 15
  • 16
  • 17
  • 18
  • 19
  • 20
  • 21
  • 22
  • 23
  • 24
  • 25
  • 26
  • 27
  • 28
  • 29
  • 30
  • 31
  • 32
  • 33
  • 34
  • 35
  • 36
  • 37
  • 38
  • 39
  • 40
  • 41
  • 42
  • 43
  • 44
  • 45
  • 46
  • 47
  • 48
  • 49
  • 50
  • 51
  • 52
  • 53
  • 54
  • 55
  • 56
  • 57
  • 58
  • 59
  • 60
  • 61
  • 62
  • 63
  • 64
  • 65
  • 66
  • 67
  • 68
  • 69
  • 70
  • 71
  • 72

[8] MITSUBISHI MOTORS CORPORATION Annual Report 2001
A3.[S] Our task is to change MMC in three basic respects. First, we must reinforce
compliance with laws and regulations. Second, we must ensure our products consis-
tently meet quality standards that instill confidence. Third, we must ensure all our
dealerships, salespeople and mechanics provide high-quality service to customers. To
achieve these aims, we have (1) brought in new management, (2) introduced the
Quality Check Gate system used by DC, and (3) are getting MMC dealerships to have
a closer, more individual interface with customers to raise customer satisfaction. The
idea is to make all these changes in our quality control and quality assurance pro-
cesses thorough and systematic. We also have a new, strict “open-book” policy, so
that we make our management policies transparent and openly communicate to the
public how we have changed and how we have raised our quality. By doing these
things, we will restore the faith of our customers in our products.
A3.[E] To repair trust, it is essential that we take responsibility. We are transform-
ing our internal processes to bring in quality assurance systems and ensure that people
understand what is expected of them and have the spirit, willingness and means to
take the necessary responsibility for quality, at all levels of the company. Then we can
build trust. Lastly, we will create the image of a winning company.
MMC has many strengths, including excellent engineers, innovative engine designs,
a global manufacturing base, technically excellent products as demonstrated by
victories at the Paris-Dakar Rally and World Rally Championship, and a sporty image.
It’s the overall system that needs to be fixed. We need a proactive marketing approach,
a new brand positioning strategy, correct processes, and even more creativity and
innovation in product development. The alliance with DC will also help. We are work-
ing hard to motivate our workforce.
Our role as leaders is to provide the direction for The Turnaround. We are here to
create a completely new company. One aspect of this is redefining our brand image
and then designing our vehicles, so we have new products from a new company with
a new future. On the customer service side, we are seriously engaging in a dialogue
with actual customers to identify the type of product they will buy tomorrow. It’s a
totally different approach.