Quality Initiatives
Quality Improvement Initiatives
Shareholders and Investors, Suppliers and Other Trade Partners, Employees, Global Environment
Quality Assurance System
Acquisition and utilization of quality management system certification
The Sumitomo Riko Group has established its quality assurance system based on the ISO9001/IATF16949 International Quality Management Standards, and is committed to continuous improvement of product and market quality through the reliable operation of the PDCA cycle. We are also actively working to establish quality assurance systems at our overseas bases, and are aiming to obtain IATF or ISO certification at all of them. Currently, a total of 61 bases, 9 in Japan and 52 overseas, have acquired and are utilizing these certifications.
Quality Assurance System by SRK-GQS
The Sumitomo Riko Group has established and is operating the SRK-GQS (Sumitomo Riko Global Quality Standards) as the basic unified rules for the entire Group in the midst of accelerating globalization. Based on ISO9001 and IATF16949, we have incorporated the best practices of the Sumitomo Riko Group and formulated the basic rules for the entire Group.
SRK-GQS consists of three levels: Level 1, which indicates the guidelines that form the axis of quality assurance activities; Level 2, which describes the business standards that clarify the management of milestones from product planning for each business unit to mass production; and Level 3, which prescribes the actual individual tasks.
In FY2022, through customer audits, internal quality audits, and milestone inspections of product development processes, we inspected the status of actual operations and engaged in continuous improvement activities to ensure reliable and efficient operations.
In FY2023, we will promote the maintenance and improvement of our quality assurance system by inspecting and improving the operational status of the entire group, including overseas bases.
SRK-GQS consists of three levels: Level 1, which indicates the guidelines that form the axis of quality assurance activities; Level 2, which describes the business standards that clarify the management of milestones from product planning for each business unit to mass production; and Level 3, which prescribes the actual individual tasks.
In FY2022, through customer audits, internal quality audits, and milestone inspections of product development processes, we inspected the status of actual operations and engaged in continuous improvement activities to ensure reliable and efficient operations.
In FY2023, we will promote the maintenance and improvement of our quality assurance system by inspecting and improving the operational status of the entire group, including overseas bases.
Audit of suppliers' quality systems
With the aim of improving the level of the quality assurance system of the Sumitomo Riko Group, we have been conducting supplier quality system audits on a global basis for our suppliers since fiscal 2011.
For this audit, each manufacturing site is audited based on the global common check sheet covering all items indispensable for establishing a quality assurance system, including top management. Through this audit, we communicate our approach to quality assurance.
In FY2022, we conducted audits on a total of 14 companies, focusing on new suppliers.
In FY2023, we will continue this activity by conducting audits on new suppliers as needed to strengthen and improve our quality assurance system.
For this audit, each manufacturing site is audited based on the global common check sheet covering all items indispensable for establishing a quality assurance system, including top management. Through this audit, we communicate our approach to quality assurance.
In FY2022, we conducted audits on a total of 14 companies, focusing on new suppliers.
In FY2023, we will continue this activity by conducting audits on new suppliers as needed to strengthen and improve our quality assurance system.
Quality Governance
Quality Control Audit
The Sumitomo Riko Group has been conducting "quality control audits" globally since fiscal 2016 to monitor for any inappropriate behavior and to promote self-cleansing by each department.
From fiscal 2020 onward, in addition to the content of the quality control audits conducted so far, we are also conducting additional contract performance audits to ensure that the content of contracts with customers is being properly executed, in an effort to raise the level of quality control audits.
During the corona pandemic, we have conducted these audits for business divisions in Japan only, however in fiscal 2023, we will continue this activity by including overseas bases as well.
From fiscal 2020 onward, in addition to the content of the quality control audits conducted so far, we are also conducting additional contract performance audits to ensure that the content of contracts with customers is being properly executed, in an effort to raise the level of quality control audits.
During the corona pandemic, we have conducted these audits for business divisions in Japan only, however in fiscal 2023, we will continue this activity by including overseas bases as well.
Creation of Quality Culture
The day of Q
With the aim of fostering a corporate culture that puts quality first, in fiscal 2019 we designated the 9th, 19th, and 29th of each month as “the Day of Q” throughout the Company, a day on which quality-related work is prioritized.
In FY2022, we aimed to improve "product quality" and "operational quality" as well as "communication," and our activities are being expanded not only to non-consolidated companies but also to domestic group companies. The status of activities is surveyed semiannually for visualization.
The results of these activities are left as "Business Standards and Procedure Manuals," which are then turned into assets, and the created business standards and procedure manuals are put into practice, and if there are any deficiencies, improvements are made continuously (by repeating the SDCA cycle).
We will continue these activities in FY2023.
In FY2022, we aimed to improve "product quality" and "operational quality" as well as "communication," and our activities are being expanded not only to non-consolidated companies but also to domestic group companies. The status of activities is surveyed semiannually for visualization.
The results of these activities are left as "Business Standards and Procedure Manuals," which are then turned into assets, and the created business standards and procedure manuals are put into practice, and if there are any deficiencies, improvements are made continuously (by repeating the SDCA cycle).
We will continue these activities in FY2023.
Re-do Zero Activity
In our company, we are promoting the "Re-do Zero Activity" as an activity in which each and every staff member practices daily work based on the concept of "Ji-Kotei-Kanketsu (Own Process Completion). This activity started with the corporate division in 2016, and was expanded to the business divisions in 2017, and is now firmly established as a company-wide activity.
This activity is based on the concepts of “Stopping, Reducing, or Replacing” troublesome or bewildering tasks at each workplace, which has been improving the quality of work, contributing to the improvement of staff productivity, and creating job satisfaction and vitality for workplace members.
In FY2022, 31 departments’ case studies were shared in the entire group as examples of activities for reference, and the president gave commendations to good cases. We are also working to foster certified instructors who can correctly instruct on the concept of "Ji-Kotei-Kanketsu (JKK, own-process completion)" and have trained 25 employees as certified instructors to date.
In FY2023, we will make effective use of the "Q" day to spread the "Re-do Zero Activity" to all divisions and group companies.
This activity is based on the concepts of “Stopping, Reducing, or Replacing” troublesome or bewildering tasks at each workplace, which has been improving the quality of work, contributing to the improvement of staff productivity, and creating job satisfaction and vitality for workplace members.
In FY2022, 31 departments’ case studies were shared in the entire group as examples of activities for reference, and the president gave commendations to good cases. We are also working to foster certified instructors who can correctly instruct on the concept of "Ji-Kotei-Kanketsu (JKK, own-process completion)" and have trained 25 employees as certified instructors to date.
In FY2023, we will make effective use of the "Q" day to spread the "Re-do Zero Activity" to all divisions and group companies.
Evaluations from Customers
The Sumitomo Riko Group has received high evaluations from customers every fiscal year for its improvement activities for "Quality," "Cost," and "Delivery time" not only in Japan but also at each of its global bases.
In fiscal 2022, we received 45 commendations (5 in Japan and 40 overseas) from 14 bases (2 in Japan and 12 overseas).
In fiscal 2022, we received 45 commendations (5 in Japan and 40 overseas) from 14 bases (2 in Japan and 12 overseas).
FY2022 Supplier Awards
Japan
| Customer | Award | Awardee | Region |
|---|---|---|---|
| Isuzu Motors Limited | Quality Achievement Award | Sumitomo Riko | Japan |
| Akebono Brake Industry Co., Ltd. | Quality Excellence Award | ||
| Caterpillar Japan LLC | EXCELLENT Award | Sumitomo Riko Hosetex, Ltd. | |
| Caterpillar INC. | Caterpillar Supplier Excellence Award | ||
| Toyota Material Handling, Inc. | Supplier performance Excellence award |
Overseas
| Customer | Award | Awardee | Region |
|---|---|---|---|
| Toyota Motor North America | Quality Award | SumiRiko Ohio, Inc. | North America |
| Toyota Motor North America | Quality Award | S-Riko de Querétaro, S.A.P.I. de C.V. | |
| Toyota Boshoku America Inc. | Delivery Award | ||
| HYUNDAI MOTOR BRASIL | SQ Mark (Supplier Quality = Technology and Quality Award) | Sumitomo Riko Hosetex, Ltd | South America |
| FAW Toyota Motor (Chengdu) Co., Ltd. Changchun Fengyue Branch |
Certificate of Appreciation "Zero delivery defects throughout the year" | Tokai Chemical (Tianjin) Auto Parts Co., Ltd. | China |
| GAC TOYOTA ENGINE CO., LTD. | Quality Cooperation Award | ||
| TIANJIN FAWER DENSO AIR-CONDITIONER CO., LTD. | Stable Supply Contribution Award | Tokai Rubber (Tianjin) Co., Ltd. | |
| GUANGZHOU DENSO CO., LTD. | Supply Special Contribution Award | ||
| Dongfeng Honda Automobile Co., Ltd. | FY 2022 Quality Cooperation Award | Tokai Rubber (Jiaxing) Co., Ltd. | |
| GAC Toyota Motor Co., Ltd. | FY 2022 Quality Cooperation Award | ||
| FY 2022 Annual Award for Excellent Examples of Productivity Improvement Activities - Paint Process Improvement | |||
| FY 2022 Annual Award for Excellence in Productivity Activities - Consolidated Tripod Assembly Process | |||
| Dongfeng Honda Automobile Co., Ltd. | Silver Award at the FY 2022 NHC Convention | Tokai Rubber (Guangzhou) Co., Ltd. | |
| GAC Honda Automobile Co., Ltd. | 2nd Prize at the FY 2022 QC Convention | ||
| Dongfeng Nissan Passenger Vehicle Company | FY2022 Best Quality Performance Award (Quality Award) | ||
| GAC Toyota Motor Co., Ltd. | FY 2022 Annual Award for the best example of productivity improvement activities - Vulcanization productivity improvement | ||
| Toyota Motor (Changshu) Auto Parts Co., Ltd. Toyota Motor Engineering & Manufacturing (China) Co., Ltd. |
Award for achieving 5 consecutive years of quality award in FY2022 | ||
| Sundiro Honda Motorcycle Co., Ltd. | FY 2022 Quality Gold Award | ||
| Sany Heavy Machinery Co., Ltd. | Excellent Supplier Award | TRFH Co., Ltd. | |
| Hefei Economic and Technological Development Zone | Economic Contribution Award | ||
| Caterpillar Inc. | Supplier Excellence Recognition - Excellent Level | ||
| Hitachi Construction Machinery (China) Co., Ltd. | Best Supplier Award | ||
| Mitsubishi Heavy Industries Forklift (Dalian) Co., Ltd. | Excellence Award | ||
| Honda Motorcycle & Scooter India Pvt. Ltd. | Quality Management | Tokai Imperial Rubber India Pvt. Ltd. | India |
| Maruti Suzuki India Limited | Consistently High Quality Performance Award | ||
| Toyota Kirloskar Motor Private Ltd. | Achieving quality goal/0ppm | ||
| Toyota Daihatsu Engineering & Manufacturing Co., Ltd. | CO2 Reduction Early Achievement of 2030 Target | Inoac Tokai (Thailand) Co., Ltd. | Thailand |
| Ford India Pvt. Ltd. Sanand Engine Plant | Zero QR and Zero warranty claim in Y2022 | SumiRiko Eastern Rubber (Thailand) Ltd. | |
| Honda Automotive (Thailand) Co.,Ltd | Quality Award | ||
| 2022 Environmental Award | |||
| USUI International Corporation (Thailand) Ltd. | The Best supplier in Delivery awards | ||
| General Motors | 2022 Supplier Quality Excellence Award | ||
| JTEKT ASIA PACIFIC CO., LTD. | 2022 Quality Award | ||
| Sumitomo Electric Industries, Ltd. | Excellent Award SGA HOT | PT. Tokai Rubber Auto Hose Indonesia | Indonesia |
| P.T. Astra Honda Motor | 《Green Level》Compliance, Effective Communication & Labor Risk Management | ||
| P.T. Honda Prospect Motor | Best Cost Performance for Achievements in Fiscal Year 2022 | ||
| PT. Toyota Motor Manufacturing Indonesia | Excellent Project Production Preparation | ||
| Zero Defect Quality Achievement | |||
| Delivery Target Achievement | |||
| PT.Astra Daihatsu Motor | Best Effort Delivery |
Global
Headquarters
JP Tower Nagoya 1-1-1, Meieki, Nakamura-ku, Nagoya-shi,
Aichi 450-6316, Japan
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Komaki Head
1, Higashi 3-chome, Komaki-shi, Aichi 485-8550, Japan
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