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Quality Policy

Basic Policy

In our products and in our service, we aim to exceed the quality expectations of our customers around the world. This is our obligation, and it is our mission to fulfill it.

Activity Policy

Quality First Be speedy and proactive Create value through our core competencies Look at the actual situation yourself Match your activities with the overall corporate direction Contribute toward our culture of open communication

President and Chief Executive Officer EXEDY Corporation

Measures Taken to Improve Quality

In a bid to become one of the world's best companies in the 21st century, EXEDY has actively undertaken a host of DPM activities.

2004	ISO/TS 16949 Certification The Company established an operation base (quality system) that is recognized by all automobile manufacturers.
1999	QS-9000 and ISO 9001 Certification The Company established a proprietary quality assurance system that fully satisfies the requirements of QS-9000 and ISO 9001. All three divisions of MT, AT and TS were certified at the same time.
1997	EQI (quality innovation) activities (DPM Activities Part 4) The Group sought to overhaul and enhance its quality assurance system from planning to after-sales service by completely reorienting employees' attitudes toward improving skills and proprietary technologies, and taking measures that trace problems back to their source.
1996	Collaboration activities (DPM Activities Part 3) These activities crystallize the accumulated knowledge of each division. The Company sought to become one of the 21st century's best companies by breaking free of conventional methods and devising revolutionary approaches.
1995	TPM Award for two divisions at EXEDY Corporate Head Office and the Ueno Division earned the Special Award for TPM Achievement, while the Kawagoe Plant took the Award for TPM Excellence, Class 1. These activities contributed significantly to the elimination of a wide range of losses and the innovation of production, and played a vital role in the development of the industry sector as a whole.
1992	DPM activities shifted into "activities to prevail in international competition" (DPM Activities Part 2) A dedicated departmental committee was established to develop company-wide DPM activities. This committee deployed DPM activities widely, following the themes of developing internationally competitive products and base-unit improvement activities. The Ueno Division won the Award for TPM Excellence.
1991	TPM Award Corporate Head Office won the TQC Award for the ninth consecutive year and took the Award for TPM Excellence.
1989	Introduction of the Daikin Production Quality Reform Activities (DPM activities Part 1) The quality improvement activities were renamed DPM from TPM . Using the management methods and proprietary technologies accumulated thus far, the Group made proactive efforts to create production lines on which workers could perform their tasks with maximum efficiency.
1987	Introduction of TPM activities Against a background of trade friction between the United States and Japan, Japan's automobile industry intensified efforts to reform its enterprise organization and climate. As part of this trend, EXEDY introduced TPM activities under the guidance of the Japan Institute for Plant Maintenance.
1982	Start of TQC activities EXEDY began improvement activities, aiming for bottom-up quality improvement and self-improvement on the part of employees.

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