2011 HONDA Omar Jaleel (32) PQM 1/17/2011 Introduction In a fast-changing world and in a turbulent automotive industry in particular, Honda seeks to remain compact and efficient. 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, continual quality improvement, and participation by everybody. Honda·s goal is to improve the feasibility and to strengthen the presence of Honda in the world automotive market. The Honda story begins in 1948 when they began by producing an auxiliary engine equipped bicycle.
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. 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, Toyota it was the differences in approach that might be interesting.
KAIZEN y Since 2000, Honda has cut manpower requirements and utility costs by one-third and one-fourth respectively.
It made these gains through the introduction of lighter, more versatile manufacturing equipment along with new labor-saving processes including expanded usage of modules . y Welding costs, for instance, were cut in half by adopting “flexible” welding jigs and general-use pallets. They have developed jigs that were not dedicated to specific models. Honda have also installed common transport processes employing generaluse pal lets and, to the extent possible, standardized body specifications between models. y Spot welding speed was doubled by switching to electric -driven robots and by adop ting a new server gun welder.
Developed and produced by Honda Engineering Co. , the new weld er contributes to 46-second tact, 20 percent faster than before. y Bodies “in process” and energy consumption in paint shops were slashed 25 percent and 30 percent respectively. Through simplified preprocessing and improved zoning, shop dimensions were redu ced by one -third from those of its predecessor. y General-use carriers, designed with common pickup points, allow the paint shop to accommodate all models in Honda’s present and future lineup. Plus, the unit’s small body mass and light weight contribute to energy savings. Honda’s production and parts and materials sourcing expand globally, a shared global quality assurance standard is essential to ensuring that all Honda facilities continue to support 120% pro duct quality. To address this need, Honda established the Global Honda Quality Standard (G HQS) in April 2005. 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, the G -HQS serves to communicate the considerable knowledge Honda has gathered in producing quality products and help prevent issues from recurring.
It will continue to conform to ISO certification standards. As of March 2010, 40 out of 42 Honda production facilities around the world have attained ISO certification, and the two remaining facilities ? both new? are engaged in the certification process. The G-HQS is designed to enhance the quality of Honda -brand products manufactured and sold worldwide. By e nsuring that all facilities comply with these standards, we can better facilitate the interoperation of quality assurance systems at different worksites, contributing to quality assurance not only n production activities, but also in distribution and serv ice. *1 ISO 9001: An international quality control and quality assurance standard *2 ISO/TS16949: An international quality management system standard for the automotive industry 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. idoka hich is so obvious at c e dc oyota. I at happens if there is a stoppage at one of t e produc tion points and h as told that they do not stop the line. here are additional staff f ill go to hen a sked about balance between customer g c assist overcome the problem. ho cc c asked s no evidence of f Interestingly there demand and production volume, the answer was that they can then adjust the product mix not only within the plant but across plants. Generallywhilst demand may vary from model to model on a short term basis, the overall demand does not fluctuate so much, so there is always an element of pull.
TQM AT HONDA he body in white welding shop was particularly interesting partly because of its r he plant produces over p complete a total changeover in less than qp virtually no space between operations and with ith i h compactness and also the total robotisation of the a ssembly process. complex machines they can minutes from one model to another. shifts and maintenance is carried out on the third. h Source: O ffi cial Website (http://www. honda. com/) ASV ? Adv nc d S f ty V hic Honda ASV -3 vehicles are equipped with several new advanced safety echnologies developed by Honda, 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; and an emergency response system designed to aid in rescue efforts in event of an accident. 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.
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. In addition to image recognitio n technology used to analyze images captured by on -board cameras, and radar technology used to detect obstacles in the road, ASV -3 vehicles use inter-vehicle communication to ascertain the condition and position of automobiles, motorcycles and pedestrians relative to each other? an especially important capability in situations where cameras and radar alone may be insufficient to gather such data.
The system supports motorists· decision-making by rapidly relaying information in a clear, easy -tounderstand fashion. This includes audio and visual warnings for motorcycle riders and automobile drivers, and simple tactile signals for drivers such as vibrating the brake or accelerator pedal or applying torque to the steering wheel. 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.
Honda has long been proactive in the development of traffic safety programs. In 1970, Honda established its Traffic Safety Promotion Division, which became the focus of the company’s support for rider and driver training initiatives. Honda has also developed the Ri ding Simulator and other original training devices. In the area of active safety, Honda has developed the Combined Brake System and Anti-lock Brake System, applying these technologies in an expanding range of production motorcycle to help riders maintain f uller control over their vehicles.
The effort to help prevent accidents involving motorcycles through the development and implementation of safety technologies has always been a top priority for Honda. Passive safety measures, designed to help protect rid ers in the event of an accident, are an important part of Honda’s approach to motorcycle safety and the company’s ongoing research and development efforts. As a result of these efforts, Honda has now succeeded in creating the world’s first production Motorcycle Airbag System. The Se e of onda?
It was clear that whilst they were aware of what other producers were doing, they relied very much on their own creativity both in terms of produc t and also heir approach to Lean anufacture was clearly tailored to t s process innovation. 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. Secondly, it was very clear that they also involved their workforce a s a vital source of creativity and just a s with ircles were given a high priority although with typical rcles N meaning New y wx vw u s independence they are called N onda). w v uality onda w oy ota, Scali ng Hei ghts By applying design and development expertise to design and development, production preparations, 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. onda are tod y a ? manufacturing control techniques th limit process variability, at
Cite this Honda Quality Standard
Honda Quality Standard. (2016, Dec 10). Retrieved from https://graduateway.com/honda-quality-standard/