Mitsubishi 2011 Annual Report Download - page 19

> Enhancing the quality of the MMC’s vehicles
everywhere they are built
While expanding overseas production, particularly in emerging
markets, MMC is also building a structure designed to ensure
global quality levels. This approach has three focuses: develop-
ment, manufacturing and regional markets.
At the development stage, MMC will work with suppliers to
employ defective product analysis tools, feeding back informa-
tion gained through this process into initial-stage design quality.
In addition, to expand the markets in which it operates MMC
is thoroughly reanalyzing the environments of major regional
markets as the Company works to introduce new standards
Ensuring Mitsubishi Motors Quality
Building in development/manufacturing quality
l Mitsubishi Motors Development System (MMDS)
MMC has introduced MMDS, which is centered on the concept
of quality gates in every product development process. MMDS is a
comprehensive quality management system that sets and evaluates
the achievement of speci c performance benchmarks for every quality
gate at each stage of operations, from vehicle planning to sales and
after-sales services. We have adopted a methodology of advancing to
the next stage of operations only after con rming the achievement of
benchmarks for each quality gate using this decision-making system.
l Mitsubishi Motors Production Way (MMPW)
We have established a uni ed global quality assurance framework by
introducing MMPW, our concept and philosophy of manufacturing,
to plants around the world. One basic concept is to achieve rigorous
quality assurance in each work stage through the incorporation of
“stage completion” (only allowing non-defective units to pass to the
next stage).
Developing human assets*1
“Building quality products starts with building quality people.” Based
on this approach, MMC provides practical, in-house training to enhance
the quality of human assets through quality engineering, Failure Mode
and Effects Analysis and Fault Tree Analysis.
Rapid feedback of customer information
l New Quality Information Management System (SQM-BC*2)
MMC introduced SQM-BC in 2006 to respond swiftly to quality-related
information from customers. The SQM-BC manages consolidation of
for meticulous evaluation. MMC will roll out production and
quality control methods used in Japan at overseas plants to
keep vehicle quality levels on par with those manufactured in
Japan. Furthermore, to expand overseas production MMC will
establish a “human resource bank,” with registrees including
current employees and skilled alumnae. This structure should
enable us to assign the right people to the right task at the right
time. Meanwhile, we will address in-market quality by creating
problem-solving teams and increase our number of locally
stationed Japanese personnel. As a result, we intend to acquire
market information that is accurate from a customer perspective
and swiftly resolve any outstanding issues.
Quality Enhancement Initiatives
multiple after-sales service systems. The core Data Entry System
enables sharing of quality-related information from customers between
MMC and distributors to be received in real time, further facilitating
the analysis and solution of quality issues and the sharing of informa-
tion among distributors. The Warranty Analysis System, another core
system, enables the detailed analysis of statistics for complaint data
by model, part, production date and other parameters. This informa-
tion enables design, manufacturing, service and other departments to
respond quickly to complaints.
l Timely and transparent determination process for recalls
and other issues
MMC has established standardized, strict criteria for determining
recalls and added members with a strongly customer-oriented perspec-
tive, including those from the Customer Relations Department and
labor union members, to recall judgment meetings. MMC has created
a more open system by reporting the meetings’ deliberations to top
management for  nal decision. The transparency of these proceedings
is ensured through monitoring by the CSR Promotion Of ce.
Quality management structure
In Japan, MMC acquired plant-level ISO 9002 certi cation in 1997 and
ISO 9001 certi cation for the entire Japanese operation in 2003, rang-
ing from development to sales and after-sales services. This includes
technical centers located nationwide, from Hokkaido to Kyushu. These
certi cations re ect the concerted efforts of MMC staff to improve quality
management based on the philosophy of putting the customer  rst.
Notes:
*1 MMC uses the term “human assets” because it sees people as key assets.
*2 SQM-BC: Strategic Quality Management-Backward Chain
MITSUBISHI MOTORS CORPORATION
Annual Report 2011 17