About Toyoda Gosei

Value Creation Story

Value Creation Strategy

Foundation of Value Creation

Data

Global Uniform Quality Assurance
Enhancing Corporate Structure through TQM*1 Initiatives
Based on the basic principles of TQM, we are implementing TQM
initiatives throughout the company to enhance product and work
quality and human and organizational vitality to create a flexible
and strong corporate structure. In addition to traditional
improvement initiatives such as the Workplace Management
Improvement Initiative and Small Group Initiatives, we haveestablished and are developing a new TQM philosophy based onthe concept of anticipating change and changing how we do work.
Through TQM initiatives, we aim to create a workplace whereemployees can discuss anything with each other, and we areworking to foster a value creation mindset in addition to a quality
mindset while enhancing psychological safety.
*1 Total Quality
Management
Creatingcustomer
expectations

CustomerFirst

TQM
Continuous
improvement

TQM
Challenge toimplement reforms
and innovations

Participationby all members

Basic Philosophy of TQM

Eachand every
one thinks, acts,and works together

New TQM PhilosophyEstablishment of a Quality Assurance System and Human Resource Development That Can Respond toFuture Business and Environmental Changes
Quality Assurance System Adapted to New Technologies and Newly Developed Products
We have obtained ISO 9001/IATF 16949 certificationfor our quality assurance system and have establisheda quality management system. We are also building
quality into new products using an Initial Management
System that checks the degree of completion of eachprocess from planning to design to production. We arecontinuously working to improve the Initial
Management System to ensure quality that meets
customer expectations for new technologies, newly
developed products, software, and experienceoriented businesses that are changing due to CASE,
MaaS, and other factors.

Establishing a Quality Mindset of Customer First and Quality FirstThe president’s Declaration of Global Quality
Improvement, the Declaration of Thought and Action foreach employee’s position and job, and the Global Quality
Month in November are all part of our efforts to establish
a Customer First and Quality First mindset among all
Group members, including suppliers and overseas

bases, through periodic review of their own actions.
We have also established a Quality Learning Center
where each and every one of our employees can learn
about the concepts and attitudes that should be valued
in manufacturing, and where they can constantly learn
about quality, from its origins to future initiatives.

Developing Human Resources Capable of Taking on the Challenge to Implement
Reforms and Innovations
With the rapid expansion of DX in recent years, it has
become essential to have human resources who canutilize big data and link it to the creation of new value.
We are enhancing our practical education for humanresources who can utilize statistical quality control(SQC) and machine learning (ML) methods throughindustry-academia
collaboration*2 and othermethods.
*2 Lecturers from Shiga Universityand Toyota Group experts

Toyota Group machine learning
practice seminar

Ensuring Manufacturing Quality and Continuous Improvement Initiatives
Creation of Self-Contained Processes in the Safety Parts Process
In order to deliver safe and reliable products to ourcustomers around the world, we are working toward
self-contained processes*3, particularly in theproduction process of safety parts, which are directly
Ongoing Quality Assurance Declaration Initiatives*3 Under the philosophy of “Quality is built into the process,” we will
not produce or pass on defective products.
ProcessResults

Humanresource
development

Establishment of the 10 workplaceprinciples/Thoroughness of supervisory
and command initiatives, etc.

Process
creation

2S1Y/Identification and correctionof difficult tasks

Preventionof recurrence

Approaches and education toprevent major defects from fadingaway/Education on past defects

Reducing complaints

Continuous improvement

Achieving “0”Three pillars of improvement

We are conducting Quality Assurance Declaration
Initiatives with the aim of cultivating a workplaceculture that enables continuous improvement andcreating manufacturing sites that are resilient tochange. In these initiatives, all employees participate
in improvement initiatives from the perspectives ofdeveloping human resources, developing processes,
and preventing recurrences, and when targets areachieved, the section manager issues a declaration ofassurance to the president and area managers.
The entire Group is working together to implement
these initiatives, aiming for quality that earns the trustof customers globally.

related to the basic performance (driving, turning,stopping) and safety of vehicles.

Report on initiatives toDeclaration of assurance the president and area managers
On-site confirmation meeting by thepresident and vice president(Top: Japan, Bottom: North America)

T OYODA GOSEI REP OR T 20 2365