Mitsubishi 2006 Annual Report Download - page 37

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MITSUBISHI MOTORS CORPORATION ANNUAL REPORT 2006
Fiscal Year 2006 Initiatives
In fiscal year 2006, MMC will focus on improving
and expanding the quality assurance system it has
built up so far.
As part of organizational reforms in April 2006,
MMC established the Technical Aftersales Service
Office. The Quality Affairs & Technical Aftersales
Service Group Headquarters was formed to unify the
management of both the Technical Aftersales Service
Office and the Quality Affairs Office. This structure
will enable MMC to not only offer high-quality products
that satisfy customers, but also to provide high-quality
after-sales services. It will also allow incorporation of
customer views gained through these services into the
development of even better products.
Furthermore, MMC has transferred production
quality control functions from the Quality Affairs
Office to the Production Group Headquarters, to
clarify plants’ responsibilities for quality. This step
will enable production quality control departments
to concentrate on analysis of inspection results of
each manufacturing process and improving quality
control standards.
In overseas markets also, MMC is redoubling ini-
tiatives to improve quality. A Product Support Center
(PSC*) was established in Europe in March 2006,
to join the center already established in the U.S.
While plans call for opening PSCs in other regions
as well, MMC is focusing on enhancing the func-
tions of existing overseas bases and strengthening
ties with local sales companies. Expertise gained in
Japan will be extended overseas, through such means
as introduction of MMDS and adoption of uniform
inspection criteria.
*Product Support Centers are equivalent to technical centers in Japan.
Implementation Status of Quality Improvement
Initiatives
Every three months, MMC voluntarily submits a re-
port to MLIT, detailing progress and improvement
initiatives on seven items (initially six) that the com-
pany promised to improve in its final report to the
ministry. The key to quality improvements are to
ensure continuity and transparency. This requires that
for each quality improvement cycle, information be
openly shared on issues arising, and improvement
initiatives taken. This process will lead to improving
quality and winning back customer trust.
Pursuing quality can also deliver other benefits.
For instance, it can lead to reductions in the use of
materials, lengthen product life and raise production
efficiency, as well as contribute to environmental pro-
tection. By clearly identifying customer requirements
and problems, MMC can offer speedy and optimal tech-
nical after-sales services with greater efficiency.
All MMC employees are aware of the importance of
and are committed to listening to customers and accu-
rately responding to their needs. This process is funda-
mental to quality, and will ultimately help in restoring
trust, as well as realizing eco-friendly management.
Periodic Voluntary Report Submitted to the Ministry of
Land, Infrastructure and Transport:
Implementation Status of Improvement Initiatives:
Themes Main Improvement Initiatives
•Clarify process for issuance of technical infor-
mation to dealerships
•Conduct periodic audits of the process for issu-
ing technical information through The CSR Pro-
motion Office’s Quality Audit Department.
•Reflect customer and external perspectives in dis-
cussions by having staff from customer-facing
departments participate in quality-related com-
mittees, and having Business Ethics Committee
members and labor union executives participate
as observers
•Shorten time required to obtain information
through the launch of new IT system
•Augment personnel at technical centers to im-
prove ability to identify vehicles with defects at
an early stage
•Include quality information in the agendas of
management committee meetings (report to
directors through quality meetings and manag-
ing directors meetings even when issues are
deemed not to require quality-related counter-
measures)
•Enhance training and education systems
•Augment personnel through staff rotations while
reassigning staff within the Quality Affairs Group
Headquarters to reinforce the technical after-
sales service network of sales companies
•Continue training seminars on “Mitsubishi Stan-
dard Customer Service Style”
•Improve Mitsubishi technical after-sales service
certification systems
•Implement action program for observing corpo-
rate ethics
•Hold Business Ethics Committee meetings
•Reinforce cooperation with dealer service de-
partments to respond more quickly to defect
information from market feedback and enhance
customer services
Reform processes
to eliminate
ordered recalls
Review decision-
making criteria
for taking quality-
related counter-
measures and
speed up proce-
dures
Raise manage-
ment and
employee aware-
ness of past
recall and quality
issues
Strengthen
quality assurance
divisions
Improve cus-
tomer service and
technical skills of
dealer service
departments
Company-wide
compliance
initiatives
Strengthen
cooperation with
dealers
Quality