Quality Improvement Initiatives
Suppliers and Other Trade Partners, Employees, Global Environment
Basic Approach to Quality
The Sumitomo Riko Group is committed to enhancing quality, driven by the mission of delivering valuable products to the world and ensuring customer satisfaction. We view quality not merely as a product attribute, but as the foundation supporting our entire corporate operation. We believe that elevating the quality of our work processes and decision-making—with customer satisfaction at the core—leads to the creation of sustainable value.
Based on this approach, we have established two fundamental frameworks to support quality improvement: the concept of "Ji Kotei-Kanketsu (Own Process Completion)"—where quality is built into every stage from product design through manufacturing to shipment—and "quality governance," involving collaboration between business units and the company-wide quality assurance division to manage quality risks.
Through these initiatives, we are committed to the continuous improvement of both product and operational quality, aiming to achieve a level of quality that earns the trust of society and our customers.
Based on this approach, we have established two fundamental frameworks to support quality improvement: the concept of "Ji Kotei-Kanketsu (Own Process Completion)"—where quality is built into every stage from product design through manufacturing to shipment—and "quality governance," involving collaboration between business units and the company-wide quality assurance division to manage quality risks.
Through these initiatives, we are committed to the continuous improvement of both product and operational quality, aiming to achieve a level of quality that earns the trust of society and our customers.
Implementation Framework
The Sumitomo Riko Group has established a structure with clearly defined roles and responsibilities to continuously drive quality improvement across the entire company. First, business divisions—guided by the "Ji Kotei-Kanketsu" concept—are responsible for "delivering products and services to customers" and "managing quality risks," ensuring safety and peace of mind by building quality into every process (See Figure 1).
At the same time, our group-wide Quality Assurance Division oversees the entire group and works to visualize quality risks, aiming to serve as a quality governance function that prevents serious quality issues before they occur.
At the core of our implementation framework, we have appointed a Chief Quality Officer and established the Quality Assurance Headquarters, which integrates all group-wide quality functions. The Quality Assurance Headquarters works to improve the Group’s overall quality assurance standards by strengthening its audit functions and developing mechanisms in collaboration with the business divisions, while ensuring its independence and impartiality from those divisions (see Figure 2).
At the core of our implementation framework, we have appointed a Chief Quality Officer and established the Quality Assurance Headquarters, which integrates all group-wide quality functions. The Quality Assurance Headquarters works to improve the Group’s overall quality assurance standards by strengthening its audit functions and developing mechanisms in collaboration with the business divisions, while ensuring its independence and impartiality from those divisions (see Figure 2).
In addition, we have established “S.E.C.Q.”—which combines “Safety, Environment, and Compliance (S.E.C.)” with “Quality (Q)”—as the foundation of our business operations, and we are strengthening our capabilities to monitor whether the quality improvement cycle is functioning properly. As part of this effort, we have established a Quality Committee to promote group-wide quality improvement by monitoring the progress of measures addressing critical quality issues and sharing challenges.
Action Plan / Vision
Under this framework, the Sumitomo Riko Group has clearly defined its goals regarding product quality and quality compliance in its long-term vision, “2029 Sumitomo Riko Group Vision (2029V).
We have established our ideal state in quality as “being known as ‘Sumitomo Riko of Quality,’ where no critical quality issues occur” and “being a ‘sound company’ where no quality compliance issues arise,” and we are promoting quality improvement activities from a medium- to long-term perspective to achieve these goals.
To achieve the 2029V, we are advancing our initiatives based on three key pillars. The first is addressing quality compliance risks. Through training, audits, and the establishment of systems, we are working to build an environment where quality irregularities are less likely to occur. The second priority is improving product quality. We are working to prevent critical quality issues before they occur by ensuring the reliable implementation of measures to prevent recurrence, thoroughly verifying changes, and strengthening our ability to detect anomalies. The third is improving the quality of our operations. We are enhancing the quality of our entire business processes through the global implementation of GQS (Global Quality Standards), the expansion of quality training, and the promotion of small-group activities.
Based on these medium-term directions, we set priority themes for each fiscal year and, by monitoring progress and making continuous improvements, we are achieving systematic and steady improvements in quality.
We have established our ideal state in quality as “being known as ‘Sumitomo Riko of Quality,’ where no critical quality issues occur” and “being a ‘sound company’ where no quality compliance issues arise,” and we are promoting quality improvement activities from a medium- to long-term perspective to achieve these goals.
To achieve the 2029V, we are advancing our initiatives based on three key pillars. The first is addressing quality compliance risks. Through training, audits, and the establishment of systems, we are working to build an environment where quality irregularities are less likely to occur. The second priority is improving product quality. We are working to prevent critical quality issues before they occur by ensuring the reliable implementation of measures to prevent recurrence, thoroughly verifying changes, and strengthening our ability to detect anomalies. The third is improving the quality of our operations. We are enhancing the quality of our entire business processes through the global implementation of GQS (Global Quality Standards), the expansion of quality training, and the promotion of small-group activities.
Based on these medium-term directions, we set priority themes for each fiscal year and, by monitoring progress and making continuous improvements, we are achieving systematic and steady improvements in quality.
Related information
Examples of Initiatives
Based on the above philosophy and plan, the Sumitomo Riko Group is working to improve product and operational quality and address quality compliance risks by establishing a quality management system and through measures such as strengthening governance, fostering a positive corporate culture, and providing training.
The following outlines our main initiatives.
The following outlines our main initiatives.
Establishment and Operation of the Quality Management System (QMS)
The Sumitomo Riko Group has established a quality assurance system based on international standards such as ISO 9001 and IATF 16949, and is committed to the continuous improvement of product and market quality through the consistent implementation of the PDCA cycle. We are also promoting the acquisition and implementation of quality management system certifications at all production bases, including our overseas bases.
In addition, we have established and are implementing the SRK-GQS (Sumitomo Riko Global Quality Standards) as a set of unified global rules. The SRK-GQS consists of three tiers: General Provisions (Level 1), which serve as the foundation for quality assurance activities; Detailed Rules (Level 2), which must be followed globally; and Detailed Rules (Level 3), which are established globally for each business division. We utilize this framework as the foundation for maintaining and improving our global quality assurance system.
In addition, we have established and are implementing the SRK-GQS (Sumitomo Riko Global Quality Standards) as a set of unified global rules. The SRK-GQS consists of three tiers: General Provisions (Level 1), which serve as the foundation for quality assurance activities; Detailed Rules (Level 2), which must be followed globally; and Detailed Rules (Level 3), which are established globally for each business division. We utilize this framework as the foundation for maintaining and improving our global quality assurance system.
Strengthening Quality Governance (Audits and Monitoring)
The Sumitomo Riko Group is strengthening its quality governance. Specifically, we are conducting quality control audits on a global scale with the aim of monitoring for any inappropriate conduct and promoting self-correcting practices within each department (Ji Kotei-Kanketsu, adherence to rules and quality compliance).
In addition, we have introduced contract compliance audits to verify that the terms of our contracts with customers are being properly fulfilled, thereby enhancing the quality of our audits.
We follow up on issues identified during audits to implement improvements, thereby preventing recurrence and reducing the risk of misconduct.
Creation of Quality Culture (The day of Q)
To continuously improve quality, it is important not only to have systems and rules in place, but also for each and every employee to be mindful of quality and act accordingly in their daily work. With the goal of “fostering a corporate culture that puts quality first,” our company has designated any day with a “9” in the date as “Q Day.”
We designate “Q Day” as a day to prioritize quality-related tasks and reflections. Each workplace sets its own theme and uses this day as an opportunity to raise quality awareness and share workplace challenges. Through these activities, we are fostering a culture in which employees view quality as an integral part of their daily work.
We designate “Q Day” as a day to prioritize quality-related tasks and reflections. Each workplace sets its own theme and uses this day as an opportunity to raise quality awareness and share workplace challenges. Through these activities, we are fostering a culture in which employees view quality as an integral part of their daily work.
Operational Quality Improvement Initiatives (Re-do Zero Activity)
With the goal of improving the quality of our work, we are promoting the “Re-do Zero Initiative” as an effort in which each staff member applies the “Ji Kotei-Kanketsu” mindset to their daily tasks. This initiative identifies challenges and inefficiencies in daily operations and reviews business processes from the perspective of “eliminate, reduce, or change.”
By streamlining workflows in each workplace and reducing waste and rework, we aim to improve the quality and productivity of our operations. At the same time, through these improvement initiatives, we are fostering employees with strong problem-solving skills.
By streamlining workflows in each workplace and reducing waste and rework, we aim to improve the quality and productivity of our operations. At the same time, through these improvement initiatives, we are fostering employees with strong problem-solving skills.
Quality Compliance Education
To address the risk of quality-related scandals and misconduct, Sumitomo Riko conducts quality compliance training—including in-house sessions and lectures by external instructors—to raise awareness and encourage behavioral changes aimed at preventing such issues before they occur.
Furthermore, we hold group discussions involving all employees at each workplace to identify risks that could lead to quality compliance violations and provide opportunities to share insights within the workplace. Through these dialogues, we aim to heighten the organization’s sensitivity to risks and thereby reduce quality compliance risks.
Furthermore, we hold group discussions involving all employees at each workplace to identify risks that could lead to quality compliance violations and provide opportunities to share insights within the workplace. Through these dialogues, we aim to heighten the organization’s sensitivity to risks and thereby reduce quality compliance risks.
Customer Evaluation
The Sumitomo Riko Group is actively working to improve “quality,” “cost,” and “delivery times” not only in Japan but also at our global bases, and we receive high praise from customers around the world every year.
In fiscal year 2025, we received 38 awards (5 in Japan and 33 overseas) across 17 bases (3 in Japan and 14 overseas).
In fiscal year 2025, we received 38 awards (5 in Japan and 33 overseas) across 17 bases (3 in Japan and 14 overseas).
FY2025 Supplier Awards
Japan
| Customer | Award | Awardee | Region |
|---|---|---|---|
| TAKENAKA CORPORATION | Development and Improvement Conference: Excellence Award | Sumitomo Riko Company Limited | Japan |
| Astemo Hanshin, Ltd. | Quality Contribution Award | Sumitomo Riko Company Limited / SumiRiko Automotive (Dongguan) Co., Ltd. | |
| TOYOTA MOTOR CORPORATION | SSA Special Award | Tokai Chemical Industries, Ltd. | |
| Toyota Boshoku Corporation | SSA Promotion Excellence Award | ||
| Caterpillar Japan LLC | SER (Supplier Excellence Recognition) Excellent Award | Sumitomo Riko Hosetex, Ltd. |
Overseas
| Customer | Award | Awardee | Region |
|---|---|---|---|
| Toyota Motor North America | Excellent Quality Award | S-Riko de Querétaro, S.A.P.I. de C.V. | North America |
| Toyota Motor Marketing Europe NV/SA | SUPPLY Category SUPERIOR PERFORMANCE AWARD (Gold Award) | SumiRiko Poland Sp. z o.o. | Europe |
| PROJECT MANAGEMENT Category CERTIFICATE OF RECOGNITION (Bronze Award) | |||
| Sundiro Honda Motorcycle Co., Ltd. | Excellent Supplier Award | SumiRiko Automotive (Guangzhou) Co., Ltd. | China |
| GAC Toyota Motor Co., Ltd | Quality Cooperation Award | ||
| Nissan Motor Co., Ltd. Via Nissan Trading China Co., Ltd. |
Nissan FY2025 Outstanding Supplier for Service Parts Award | ||
| GAC Honda Automobile Co., Ltd. | Excellent Quality Award | ||
| Nissan Motor Co., Ltd. Via Nissan Trading China Co., Ltd. |
Nissan FY2025 Outstanding Supplier for Service Parts | SumiRiko Automotive (Jiaxing) Co., Ltd. | |
| GAC Toyota Motor Co., Ltd. | Quality Cooperation Award | ||
| TIANJIN INTEX AUTO PARTS CO., LTD | Excellent Quality Award | TOKAI CHEMICAL(Tianjin) AUTO PARTS Co., Ltd. | |
| GAC Toyota Engine Co., Ltd. | VA Cooperation Award | SumiRiko Automotive (Tianjin) Co., Ltd. | |
| Quality Cooperation Award | |||
| FAW Toyota Motor Co., Ltd. | Special Contribution Award | ||
| Cooperation and Mutual Prosperity Pioneer Award | |||
| Shandong Jinli Hydraulic Technology Co., Ltd. | Excellent Supplier Award | SumiRiko Industrial Products (Shanghai) Co., Ltd. | |
| Caterpillar Inc. | Excellent Level | SumiRiko Hydraulic Hose (Hefei) Co., Ltd. | |
| Sumitomo Construction Machinery (Tangshan) Co., Ltd. | Excellent Quality Award | ||
| Sany Heavy Industry Co., Ltd | Platinum Supplier Award | ||
| SANY Heavy Industry Co., Ltd. | Best quality award | ||
| Hitachi Construction Machinery (China) Co., Ltd. | Best Value Competitiveness Award | ||
| Honda Motorcycle And Scooter India Pvt. Ltd. | Quality Management | SumiRiko Imperial Rubber India Pvt. Ltd. | India |
| Toyota Kirloskar Motor Private Ltd. | Zero Defect | ||
| Suzuki Motorcycle India Private Limited | Cost Down | ||
| Toyota Industries Engine India Private Limited | Zero Defect | SumiRiko Auto-Parts India Pvt. Ltd. | |
| SEWS-COMPONENTS (THAILAND) LTD. | Best Supplier Award | SumiRiko Fine Elastomer (Thailand) Ltd. | Thailand |
| PT. Sany Indonesia Machinery | Reliable Support Award | PT. Tokai Rubber Auto Hose Indonesia | Indonesia |
| PT. USUI International Indonesia | Quality Target Achievement | ||
| P.T. Honda Prospect Motor | 2025 Supplier Award | ||
| PT Astra Daihatsu Motor | Excellent Quality & Delivery Award Period 2025-2026 | ||
| Stronger Operation Excellence For Sustainable Growth | |||
| PT Toyota Motor Manufacturing Indonesia | Claim Part Handling Performance | PT. Tokai Rubber Indonesia | |
| P.T. Honda Prospect Motor | 2025 Supplier award excellence in cost | ||
| 2025 Supplier with Excellence in Cost |
