1. QUALITY AT HONDA
Saurabh Khurana
MS Industrial Engineering
Clemson University

2. 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.

3. Honda’s Philosophy- Honda’s Roots
Providing joys to the world through “new challenges” and the
“realization of dreams”

4. 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.

5. Respect for the Individual
Initiative
Initiative 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.
Equality
Equality 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)*
Trust
The 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.

6. The Three Joys
The Joy of Buying
The joy of buying is achieved through providing products and
services that exceed the needs and expectations of each
customer.
The Joy of Selling
The 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 Creating
The 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.”

7. 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.

8. 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.

9. 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.

10. 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.

11. Honda’s Quality Cycle
To 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

12. 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.

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

14. 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.

15. *

16. 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.

17. 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.

18. 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.

20. 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.

21. 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.

23. 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

25. 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 : Daily
Shift 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.
Countermeasure : Polisher to be deployed before VQ.

27. Thank You