Quality at Honda

QUALITY AT HONDASaurabh KhuranaMS Industrial EngineeringClemson University

Honda Corporate Profile

Honda - One of the biggest brand names in the automobile world today, was founded by Mr. Soichiro Honda at Hamamatsu, Japan in 1948.

Since then the company has been growing by leaps and it bounds satisfying customers all over the world with its world class products having most advanced technology.

Soichiro Honda defined the company's approach to quality as: “To strive to be a company society wants to exist” “ To be determined to meet and exceed the expectations of customers”

Honda takes initiatives to reach higher product quality standards. That is who they are.

Honda’s Philosophy- Honda’s Roots

Providing joys to the world through “new challenges” and the “realization of dreams”

The Honda Philosophy consists of:

1) Fundamental Beliefs – Respect for individual, The Three Joys

2) Company Principle

3) Management Policies.

This philosophy is shared by all associates, forms the basis for all company activities and sets the standard for the conduct and decision-making throughout the Honda Group.

Respect for the Individual

InitiativeInitiative means not to be bound by preconceived ideas, but to think creatively and act on your own judgment, while understanding that one must take responsibility for the results of those actions.

EqualityEquality means to recognize and respect individual differences in one another and treat each other fairly. Honda is committed to this principle to create equal opportunities for each individual. An individual’s race, gender, age, religion, national origin, educational background, social or economic status has no bearing on the individual’s opportunities. – ( Explain Uniform/

dress , dinning hall , no separate cabins or offices)*

TrustThe relationship among associates at Honda should be based on mutual trust. Trust is created by ,helping out where others are deficient, accepting help where we are deficient, sharing knowledge, and making a sincere effort to fulfill the responsibilities.

The Three Joys

The Joy of BuyingThe joy of buying is achieved through providing products and services that exceed the needs and expectations of each customer.

The Joy of SellingThe joy of selling occurs when those who are engaged in selling and servicing Honda products develop relationships with customer based on mutual trust. Through this relationship, Honda associates, dealers and distributors experience pride and joy in satisfying the customer .

The Joy of CreatingThe joy of creating occurs when Honda associates and suppliers involved in the design, development, engineering and manufacturing of Honda products recognize a sense of joy in our customers and dealers. “The joy of creating occurs when  products exceed expectations. Experience pride in a well done job.”

Company Principle (Mission Statement)

Maintaining a global viewpoint,

Be dedicated to supply products of the  highest quality,

yet at a reasonable price for worldwide customer satisfaction.

Management Policies

i. Proceed always with ambition and youthfulness. – (EXCERISING)*

ii. Develop fresh ideas, and make the most effective use of time.

iii. Enjoy your work and encourage open communications. ( NO SEPARATE CABINS)

iv. Strive constantly for a harmonious work flow.

v. Be mindful of the value of research & endeavor.

Honda aims for 120% product quality.

If Honda makes 99% of the products perfect, that would seem like a pretty good record. However, the customers who become the owners of the remaining 1% surely consider their products 100% defective.

It is unacceptable that even one customer in a thousand OR ten thousand– receives a defective product. That's why Honda has the aim for 120% product quality.

Implementing the Global Honda Quality Standard (G-HQS)

• As Honda's production , its parts and materials sourcing expand globally, hence a shared global quality assurance standard is essential so that all Honda facilities support 120% product quality.

• To address this need, Honda established the Global Honda Quality Standard (G-HQS) in April 2005.

• Based on the ISO 9001 and ISO/TS 16,949 , the G-HQS communicates the considerable knowledge Honda has gathered in producing quality products and help prevent issues from recurring.

1) ISO 9001: An international quality control and quality assurance standard.

2) ISO/TS16949: An international quality management system standard for automotive industry.

Honda’s Quality CycleTo strengthen customer trust and offer a new level of outstanding quality, Honda has created a quality cycle that continuously enhances quality in all the stages.

DESIGN—DEVELOPMENT—PRODUCTION—SALES—AFTER SALES SERVICE

Independent Initial Quality Study- J.D Power

Honda’s Design & Development - Production - Sales & Service departments work together to win the top ranking in the Initial Quality Study (IQS) for automobiles conducted by J.D. Power, as an indicator of customer satisfaction.

Results of the 2012 Initial Quality Study (IQS) for automobiles: J.D. Power and Associates, J.D. Power Asia Pacific

Magic mantra*

Aggressively ensuring quality in both design and manufacturing

1. Assuring quality through drawings

2. Assuring quality through production processes

3. Assuring part quality through supplier audits

4. Assuring long-term reliability through aggressive durability testing.

5. Using second-generation line end testers (LETs) to inspect electronic control systems.

*

Quality Center

• In order to “enhancement market-quality ” and to centralize “customer feedback” , Honda has established “Quality Center”.

• Quality Center brings together the various components of the organization concerned with products quality.

• This allows to enhance worldwide ability to prevent and quickly detect and resolve quality issues when they occur.

Quality Center

• The facility gathers quality-related data from dealers in Japan and overseas through service departments and the Customer Relations Center.

• Measures and policies for preventing quality issues are then developed and provided to R&D and production departments responsible for operations including product design, manufacture, and part supplier relations.

• When a quality issue does occur, we move quickly to resolve it, for example by working closely with R&D and production departments to investigate and address the cause, dealing with affected customers, and taking action to prevent a recurrence.

Operations at Quality Innovation Center - Tochigi

The Center brings together into a single facility all the organizational components necessary to pull together products quality data, analyze issues, consider countermeasures, and provide quick, precise feedback to development and production departments.

Quality enhancement operations at Quality Innovation Center Tochigi consist of pulling together market quality data and sharing information about collected parts and market quality issues. Personnel analyze such parts, investigate causes, and develop countermeasures and improvements in a timely manner.

Specialized teams with extensive product knowledge are able to obtain detailed data using a range of analytical equipment. The operational process is configured to facilitate objective, appropriate decision-making based on gathered data.

Analysis in partnership with overseas entities

Overseas production plants play a central role in conducting the same type of quality enhancement activities as Quality Innovation Center Tochigi.

When plants encounter a particularly difficult market quality issue and request assistance, the Center investigates and analyzes the issue and then reports the results back to the overseas facility.

Implementing quality management education

Honda offers a training curriculum- divided in according to workers qualifications and the extent of their responsibilities, in order to improve quality assurance skills.

The Basic Course (HBC), was first offered in 1971. Its an example of how Honda is working, to train its personnel, to be leaders in improving quality. The course is meant for suppliers in addition to associates.

Project Work

DPR (Direct Pass Ratio)

Direct Pass ratio measures the percentage of the product passing all quality requirements without rework. With a high first-pass ratio, costly rework is reduced, allowing production staff to focus on generating the product, not on fixing it.

In this report three main paint defects on the BDC :

• Scratch

• Dust

• Paint poor

Top Defect : Scratch on BDC

A Shift B Shift

A shift Plan

VQ ON

Hold Vehicle for Repair

1150

1000

150

6.30 AM

3.00 PM

11.30 PM

1150

900

300

B shift Plan

Hold Vehicle for Repair

VQ ON

Approx 150 Nos vehicle Hold after

A Shift.

Approx 300 vehicles hold after

B shift end.

Scratch generates in vehicle accumulated after A Shift.

Hold Vehicles repaired in Weld & AF repair areas and VQ on . [Many defects of BDC Scratch reported in these vehicles.

Defect trend : DailyShift A : 50 [appr]Shift B : 50 [appr]Shift C : 80 [appr]

>> No. of defect reported in C shift are more than A & B Shift >> BDC Scratch and Paint poor, are the TOP defects reported in C Shift Reason : Operator Negligence in C Shift [Polishing not done properly]

Concept/Rule to be made : Hole vehicles not more than 30 Nos after shift End.Concept/Rule to be made : Hole vehicles not more than 30 Nos after shift End.

Countermeasure : Polisher to be deployed before VQ.

Thank You