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MITSUBISHI MOTORS CORPORATION Annual Report 2007
30
Measures to improve quality are a top priority of the
Mitsubishi Motors Revitalization Plan. Strict risk
management and quality check activities are being
implemented at the product development and pro-
duction stages. Meanwhile, we are developing struc-
tures that enable us to rapidly obtain feedback on
vehicle issues and customer complaints. This allows
us to adopt effective post-market measures and re-
spond swiftly to quality issues.
Rapidly Incorporating Customer Views
Into Quality
In October 2006, MMC conducted some structural
reforms to improve quality. The company consoli-
dated all operations regarding after-sales services into
the Quality Affairs & Technical After-sales Service
Group Headquarters to build a framework which
would make after-sales responsible for quality issues,
and customer feedback.
MMC aims to respond more effectively and rap-
idly to the following priorities: decision-making on
post-market measures; communicating extensively
with customers about replacements and repairs of
their vehicles’ parts; and reflecting customer quality
needs in product development.
Maintaining the quality of parts and supplies in
the distribution stage is also essential for offering
high-quality after-sales services. To this end, the
Quality Affairs and Technical Aftersales Service
Group Headquarters incorporate the development of
parts and supplies and their delivery to sales com-
panies and repair shops as a part of after-sales ser-
vices into its structure.
Furthermore, in October 2006, MMC completed
the nationwide deployment of a new quality man-
agement information system called SQM (Strategic
Quality Management) at sales companies. SQM is
designed to accelerate quality improvements by shar-
ing customer feedback on vehicle issues with sales
companies in real time, augmenting the database
used to analyze data related to vehicle issues, and
expediting statistical analyses in investigating the
causes of these issues. By integrating the manage-
ment of all services and quality information, includ-
ing repairs and guarantees, MMC will be able to
analyze volumes of data, while giving sales compa-
nies access to information on best service practices,
improving the accuracy of repair estimates and much
more. In this manner, significant benefits can be
expected from the integrated management of such
information in terms of enhancing and standardiz-
ing the quality of service nationwide.
Quality
Objectives and aims of new quality management
information system
Technology and
reliability (Accuracy)
Improve accuracy of information to
maintain and raise product quality
Repair speed
(Responsiveness)
Quicken response by obtaining
and analyzing information on
product issues faster
Product/
service issues
Customer satisfaction
Optimize repair work and
customer response