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Honda TQM

Honda TQM

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Published by: Omar 'Metric' Jaleel on Jan 28, 2011
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Omar Jaleel (32) PQM 1/17/2011

I visited their local showroom as part of research for this assignment to see if I could discover the secret of their success. A tall order it must be admitted but having already had experience of the manage ment approaches of Ford. continual quality improvement. Honda seeks to remain compact and efficient.Introduction In a fast-changing world and in a turbulent automotive industry in particular. The Honda story begins in 1948 when they began by producing an auxiliary engine equipped bicycle. Honda·s goal is to improve the feasibility and to strengthen the presence of Honda in the world automotive market. Toyota it was the differences in approach that might be interesting. and participation by everybody. . With P QM Honda has introduced a company approach that is based on systematic methods and which aims to achieve excellent results through a focus on customers. From those humble beginnings Honda has grown to become one of the world·s automotive giants rivalled only by Toyota in terms of global profitability.

Honda have also installed common transport processes employing generaluse pal lets and. Welding costs. to the extent possible. the unit's small body mass and light weight contribute to energy savings. It made these gains through the introduction of lighter. allow the paint shop to accommodate all models in Honda's present and future lineup. Bodies "in process" and energy consumption in paint shops were slashed 25 percent and 30 percent respectively. Honda has cut manpower requirements and utility costs by one-third and one-fourth respectively. were cut in half by adopting "flexible" welding jigs and general-use pallets. more versatile manufacturing equipment along with new labor-saving processes including expanded usage of modules . designed with common pickup points. General-use carriers. Through simplified preprocessing and improved zoning. Developed and produced by Honda Engineering Co. 20 percent faster than before. Spot welding speed was doubled by switching to electric -driven robots and by adop ting a new server gun welder. They have developed jigs that were not dedicated to specific models..KAIZEN y Since 2000. shop dimensions were redu ced by one -third from those of its predecessor. y y y y . standardized body specifications between models. for instance. Plus. the new weld er contributes to 46-second tact.

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and the two remaining facilities ³both new³ are engaged in the certification process. Based on the ISO 9001*1 and ISO/TS 16949*2 standards under which Honda facilities in Japan and around the world have been or are to be certified. To address this need. the G-HQS serves to communicate the considerable knowledge Honda has gathered in producing quality products and help prevent issues from recurring. By e nsuring that all facilities comply with these standards. *1 ISO 9001: An international quality control and quality assurance standard *2 ISO/TS16949: An international quality management system standard for the automotive industry . a shared global quality assurance standard is essential to ensuring that all Honda facilities continue to support 120% pro duct quality. It will continue to conform to ISO certification standards.Im m ntin th G ob (G-HQS) Hond Qu ity St nd rd As Honda's production and parts and materials sourcing expand globally. 40 out of 42 Honda production facilities around the world have attained ISO certification. Honda established the Global Honda Quality Standard (G HQS) in April 2005. The G-HQS is designed to enhance the quality of Honda -brand products manufactured and sold worldwide. we can better facilitate the interoperation of quality assurance systems at different worksites. contributing to quality assurance not only in production activities. As of March 2010. but also in distribution and serv ice.

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the overall demand does not fluctuate so much.I c h h . here are additional staff f c asked hat happens if there is a stoppage at one of t e production points and h ho ill go to f c e Interestingly there dc s no evidence of idoka hich is so obvious at oyota. qp g assist overcome the problem. p complete a total changeover in less than minutes from one model to another. so there is always an element of pull.QUAL TY C RCL S Honda has stated that it also has a global policy for 100% coverage by Quality Circles in the coming years and is already well on the way towards achieving that target. i compactness and also the total robotisation of the assembly process. Generallywhilst demand may vary from model to model on a short term basis. he body in white welding shop was particularly interesting partly because of its ith complex machines they can virtually no space between operations and with r he plant produces over shifts and maintenance is carried out on the third. hen asked about balance between customer TQM AT HONDA c c as told that they do not stop the line. the answer was that they can then adjust the product mix not only within the plant but across plants. demand and production volume.

com/) .Source: Official Website (http://www.honda.

and radar technology used to detect obstacles in the road. easy -tounderstand fashion. The system supports motorists· decision-making by rapidly relaying information in a clear. including a system that uses cameras and radar to provide drivers with information on approaching vehicles and obstacles in the road. a system that offers driver support through steering and brake assist. Honda plans to conduct further research and development of technologies deployed in the ASV -3 research vehicles with a view to implementing them in mass production vehicles. This includes audio and visual warnings for motorcycle riders and automobile drivers. In addition to image recognitio n technology used to analyze images captured by on -board cameras. ASV-3 vehicles use inter-vehicle communication to ascertain the condition and position of automobiles.ASV ² Adv nc d S f ty V hic Honda ASV-3 vehicles are equipped with several new advanced safety technologies developed by Honda. . and simple tactile signals for drivers such as vibrating the brake or accelerator pedal or applying torque to the steering wheel. and an emergency response system designed to aid in rescue efforts in event of an accident. Honda ASV-3 vehicles represent the culmination of five years of progress since the introduction of the previous generation Honda ASV -2 safety technologies in 2000. motorcycles and pedestrians relative to each other³an especially important capability in situations where cameras and radar alone may be insufficient to gather such data.

Honda has long been proactive in the development of traffic safety programs. which became the focus of the company's support for rider and driver training initiatives. Honda has now succeeded in creating the world's first production Motorcycle Airbag System. are an important part of Honda's approach to motorcycle safety and the company's ongoing research and development efforts. designed to help protect rid ers in the event of an accident. Honda has also developed the Ri ding Simulator and other original training devices. In the area of active safety. . Honda established its Traffic Safety Promotion Division.Motorcyc Airb Sy t m Honda has been proactive in fostering driver and rider training as well as developing and implementing active safety technologies designed to prevent accidents and passive safety technologies designed to mitigate injuries in the event of an accident. As a result of these efforts. The effort to help prevent accidents involving motorcycles through the development and implementation of safety technologies has always been a top priority for Honda. applying these technologies in an expanding range of production motorcycle to help riders maintain f uller control over their vehicles. Honda has developed the Combined Brake System and Anti-lock Brake System. In 1970. Passive safety measures.

 manufacturing control techniques th limit process variability. and production mass production) in order to allow the creation of drawings designed to facilitate manufacturing and develop able to deliver a new level of enhanced quality. at w y w x € vw independence they are called N ircles N meaning New onda). heir approach to Lean anufacture was clearly tailored to onda s . onda are tod ay w v u oyota. uality ircles were given a high priority although with typical t s process innovation. they relied very much on their own creativity both in terms of product and also suit their specific requirements and whilst it was also clear that the principles of Kanban were evident in the balance of the work content of each operation it could not be visually detected specifically.The Se e of onda? It was clear that whilst they were aware of what other producers were doing. Secondly. production preparations. it was very clear that they also involved their workforce as a vital source of creativity and just as with Scaling Heights By applying design and development expertise to design and development.

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