24MBP Business Shaping Scenario

Create Good Business Quality
FeatureImprove Management Quality and Working & Business Quality—Bridgestone DNA / Unique Deming Plan

In the 24MBP, Bridgestone further focus on value creation in accordance with our business shaping scenario, which consists of thefollowing four scenarios: “create good business quality”, “create good tires”, “create good business”, and “create new businesssowing good seeds for the future”. The top priority issue in 2024 as the first year of the 24MBP, is to create good businessquality. We are striving to improve management and working & business quality globally. What forms the foundation for this is
Bridgestone DNA “focus on quality” and the mission “Serving Society with Superior Quality.”

Bridgestone’s Unique Deming Plan

dedicated to promote and drove the plan toward the DemingPrize. Bridgestone received it in 1968, and today, we have

In reaffirming Bridgestone DNA, returning to origins, we havecontinued our initiatives lead by “TQM Promotion

begun by reaffirming and re-enhancing understanding ofDepartment” under Global CQMO (Chief Quality Management

Bridgestone’s unique Deming Plan. The Deming Plan is theOfficer). The basic thought of Bridgestone’s unique Deming

activities which we promote toward improvement ofPlan is “good company quality makes good quality ofmanagement and working & business quality aiming for

products and services”. Based on this, we reaffirm andthe “Deming Prize” since 1960s. The Deming Prize wasre-enhance understanding of 5 concepts - “PDCA,” “5W1H

established in 1951, to honor Dr. Deming who was a(use why why why analysis),” “Promote rational

statistician in the U.S. and greatly contributed to the quality

standardization,” “Explain by using accurate data,” andcontrol movement in Japan. Dr. Deming’s idea was that the“Control important points”.

quality is created not only in the plant but is a matter ofoverall management, and is deeply related to management
philosophy. The prize isRe-enhancing Understanding of Bridgestone DNA
and Bridgestone’s Unique Deming Plan

recognized in the industry as

Receiving the Deming Application
Prize (1968)

the highest honor given to a

In order to reaffirm and re-enhancing understanding of thecompany whose quality

Deming Plan, we are initiating our training in all regions,control activities are company-functions and job layers, from management to all employee

wide and comprehensive.

in global. As a starting point, the Global Executive Committee

We introduced this method in(Global EXCO) was held in March 2024 in Kurume City,

the 1960s when promoting

Fukuoka Prefecture, which is the birthplace of Bridgestone.

the modernization ofVisiting footsteps of the founder, all members of the global

management andmanagement team reaffirmed Bridgestone DNA based onenhancement of quality

Genbutsu-Genba (respect for being on-site). Also, we hadmanagement activities, andworkshops to reaffirm and re-enhance understanding ofin 1964, we independently“Bridgestone’s unique Deming Plan” and discussed specificnamed the activities asmanagement issues with PDCA and why why why analysis,“Bridgestone’s unique Deming

as well as visited on-site to see and learn on-site improvementPlan”, established an

activities based on Genbutsu-Genba (respect for beingorganization which wason-site). Conveying Global CEO’s message to employees

Bridgestone’s Unique Deming Plan
Basicthought
5
concepts

36

Good company quality makes good quality ofproducts and services① Master PDCA ② Use 5W1H (WHY-WHY- WHY analysis)③ Promote rational standardization④ Explain by using accurate data ⑤ Control important points

Bridgestone’s unique Deming Plan
- Original Excerpt Edition connected with 24MBP -0/30

for the improvement of management quality on our 93rd

improvement by sharing excellent practices of TQM

anniversary of founding, we are working on disseminating

activities from each site of the world and evolving quality“Bridgestone’s unique Deming Plan” globally and conductingof working & business. In 2023, the 13th conference was held

workshops for all functions and job layers in global operations.

in person for the first time in four years after the COVID-19

Through these activities, we improve management andpandemic. Sixteen out of more than 2,000 improvement

working & business quality by deepening understanding ofcases submitted from regions and offices around the world

all global employees on the thoughts of founder Shojiro

were presented as excellent initiatives, followed by

Ishibashi toward its founding which are our origin, Bridgestone

exchanges of opinions among management and award-DNA that has been cultivated since our founding, and thewinning teams.

intention and history of the Deming Plan.

Improve Management Quality and Working &Business Quality:
Strengthen Global TQM Activities SteadyBridgestone values TQM (Total Quality Management)
activities and the Bridgestone Group Awards, our highestranking employee recognition program, important as
global asset to re-enhance understanding of Bridgestone
DNA and the Deming Plan at actual business and on-site
initiatives. In particular, since the promotion of“Bridgestone’s unique Deming Plan” in the 1960s, TQM
activities have been our global asset and inherited as ourculture to pursue continuous improvement and innovationstrongly reflecting Bridgestone DNA. We have held theThe 13 th Bridgestone Group Global TQM Conference"Group Global TQM Conference" every year from 2010 withthe aim for encounraging innovation and continues

Group Global TQM Conference: Awardee
Under the Bridgestone DNA “focus on quality,” we have a responsibility to deliver good tires toour customers at the timing when they want. In order to fulfill such responsibility, we tackled
the improvement to prevent malfunctions in the 6-kilometer conveyor through which tires
flow. By running the conveyor with tires equipped with acceleration sensors, we were able tocollect and visualize data on roller rotation defects that were previously invisible, leading topredictive management. I will continue to support our customers’ everyday lives by
persistently practicing the “5 concepts of the Deming Plan”, going forward.

Shinichiro Kondo
Supervisor, Inspection, Quality Assurance Department, Kurume Plant

We introduced automated visual inspection machine in the inspection process to improvecustomer value for further quality stabilization. This project was complicated and took a longtime for its implementation, however, we achieved it by meticulously conducting the PDCA
cycle and monitoring its situation on a weekly basis. Also, the participation in Group Global
TQM Conference gave me a lot of good practices. I will leverage this experience for future
improvement activities.

Patricia García
Final Inspection, Bridgestone Burgos Plant

Bridgestone 3.0 Journey 2024 Integrated Report37