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CSR - Corporate Social Responsibility
Committed to People, Committed to the Future.

Quality Control

Toshiba Group aims to contribute to society by providing safe, reliable and high-quality products and services that satisfy our customers. In this endeavor, we adhere to the Group management principles, which are based on respect for people, observe relevant laws and regulations, and focus on our customers first and foremost.

Medium- to Long-term Vision

Our aim is to develop personnel on a global scale who can contribute to improving product quality.

Quantitative Target

Holding and Enhancing training related to quality awareness

  • Hold 21 training programs at Toshiba’s in-house training center etc.
  • Hold seven training 9 programs at 7 sites.

FY 2015 Achievement

  • Conducted product quality training (7 programs) in China, attended by a total of 307 people. The trainers have been replaced with local staff trained at Toshiba.
  • Three new product quality programs commenced in Vietnam (October) and Malaysia (November), attended by a total of 273 people.

Future Challenges and Approaches

As we localize more production in China and other Asian countries, we will strive to improve product quality even further, enhancing our development of personnel by expanding our training programs related to quality awareness on a global scale.

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Quality Control Policy

Based on Toshiba Group Quality Control Policy, our biggest mission is to provide our customers with safe and reliable products, services and systems, and we are working to improve the quality from our customers’ point of view. By increasing our sensitivity to potential risks and dealing with them swiftly, we strive to eliminate product accidents and provide unrivaled customer satisfaction.

Toshiba Group's Basic Policy on Product Assurance: Standards of Conduct

  1. We engage in quality assurance from the customers' point of view.
  2. We observe relevant laws and contracts and respect the rights of customers and third parties.
  3. We maintain quality systems aimed at achieving 100% quality.
  4. We ensure that all of our departments and all of our employees act on this Quality Control Policy.
  5. We aim for essential improvement by investigating the root causes of process failures.

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Structure of Promoting Quality Control

Under the global quality control structure, the Chief Quality Executive Officer is responsible for quality control throughout the Group, while Chief Quality Executives are in charge of quality control within in-house companies and key group companies. The Chief Quality Executive Officer convenes periodic meetings to develop policies and discuss quality control measures with the Chief Quality Executives, who are responsible for providing guidance and conducting audits of factories, suppliers, maintenance and service companies and manufacturing outsources worldwide to enhance the quality level throughout product life cycles, from development and production to final disposal and recycling.

Structure of Promoting Quality Control

Structure of Promoting Quality Control

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Initiatives Aimed at Enhancing Quality Capabilities

Toshiba Group takes a proactive approach instead of a protective one to strengthen its capabilities to ensure quality. Of the four main pillars of quality enhancement initiatives listed below, we focus on improving the Quality Management System (QMS), not simply obtaining ISO 9001 certification but also improving the system by means of raising the quality of design and procurement, the root cause of defects, as well as by enhancing the training of personnel who can support the development of the system. Compliance is the foundation for all these activities.

Four Pillars to Enhance Quality Capabilities

Four Pillars to Enhance Quality Capabilities

Improving the QMS

Toshiba Group obtains certifications including ISO9001, which is the basis of quality management systems; ISO/TS16949, a more advanced system and for in-vehicle equipment. Rather than merely assessing whether products meet the requirements of these standards, we also endeavor to improve their effectiveness. Therefore, we evaluate the products’ maturity annually, based on the eight principles of QMS and other guidelines. By comparing the results with those of previous assessments, we identify issues, and devise and implement appropriate measures.

Status of QMS (ISO9001 and Others) Certified at Manufacturing Sites as of March 2016
  Targeted sites Certified sites Percentage of certificate
Toshiba Corp. 12 11 91.7%
Toshiba Group companies in Japan 62 49 79.0%
Toshiba Group companies overseas 45 44 97.8%
Toshiba Group TOTAL 119 104 87.4%

Training Personnel in Charge of Quality Assurance

We established the Toshiba Quality Training System to foster personnel who can contribute to quality improvement at all concerned divisions. We develop and promote education programs to improve awareness on quality management depending upon the requirements of each division, as well as to improve skills on reliability techniques and quality control methods.

In order to foster personnel that are capable of taking charge of quality assurance, we develop and implement 21 quality training programs, including methods of analyzing the causes of product accidents and preventing them, for employees in all divisions related to product life cycles. In FY2015, a total of 1,379 employees participated in the training programs from Japan and overseas countries. We also provide compliance training and e-learning on the Electrical Appliance and Material Safety Law for 101,003 Group employees and overseas subsidiary staff at a Group-wide level in FY2015 and the execution rate was 99.98%.

Activity Example: Enhancement of Local-based Training

Training by local instructor in China Training by local instructor in China

Toshiba Group is focusing on the training of quality control in overseas companies. The Toshiba China Academy, a training institute of Toshiba China Co., Ltd., plays a central role in Toshiba Group in improving the skills of quality assurance personnel and the level of education system.

As of FY2015, we improved the training system yet further, replacing the lecturers from visiting product quality division staff from Toshiba with local lecturers trained in each respective country. We held seven programs, suited to the needs at each location, at seven locations such as Shenyang, Hangzhou and Guangzhou. The programs were held 11 times, and 307 people attended. We also began new training programs in Vietnam and Malaysia in FY2015, and a total of 273 people attended three programs.

Even in the future, we are endeavoring to strengthen our human resources development globally, with particular focus on China and other Asian countries, where many of our manufacturing sites are located.

Improving the Quality of Design

In order to enhance our capabilities to ensure product quality at the design stage, Toshiba Group is promoting FMEA (Failure Mode and Effects Analysis) mainly for design work as part of our Design for Quality (DFQ) initiatives. In order to further invigorate FMEA activities, we actively exchange information between workgroups, in a manner appropriate to the nature of each activity, and develop instructors so that the activities will be well-established in each business unit. As such we make every effort to prevent defects from upstream.

Securing Cooperation from Suppliers to Ensure Quality

Toshiba Quality Assurance Guidelines for Suppliers (Japanese)Toshiba Quality Assurance Guidelines for Suppliers (Japanese)

Suppliers are Toshiba Group's indispensable business partners and ensuring the quality of procurement items is being increasingly important. In order to ensure the quality of procurement items, we distribute TOSHIBA Quality Assurance Guidelines for Suppliers summarizing Toshiba Group's quality assurance policy and supplier expectations. Toshiba Group’s divisions that handle procurement, quality assurance, and engineering operations cooperate depending on the types and importance of the procurement items and perform audits of suppliers at appropriate intervals in order to ensure quality of these items.

CSR Management in the Supply Chain

Maintaining Product Quality for Emerging Countries and Outsourced Products

The development of new products for emerging markets continues to accelerate. In order to ensure stable product quality in each country and territory and prevent quality problems, Toshiba Group has prepared guidebooks on subjects such as product specifications, user environments, and country-specific problems while taking benchmarking against other companies’ products into consideration.

With the recent diversification in production methods, use of ODM (original design manufacturing ) in which manufacturing, including development and design, is outsourced to third party organizations and EMS (electronics manufacturing service) in which only production is outsourced, is increasing. Against this backdrop, we have put together a guidebook on matters concerning how to ensure production quality and safety using important control and audit points, and various case studies, and we request contractors to follow it.

Emerging Country Quality Guidebook (Japanese)
Emerging Country Quality Guidebook (Japanese)

Global Guidebook for the use of ODM/EMS (Japanese)
Global Guidebook for the use of ODM/EMS (Japanese)

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Disclosure of Information on Quality

In the event that incidents related to quality occur, information is disclosed on the Toshiba website in order to notify customers of such incidents as quickly as possible.

Important announcements for customers using Toshiba products (Japanese)

The Ministry of Economy, Trade and Industry (METI) has been announcing serious product accidents since the revised Consumer Product Safety Act came into force on May 14, 2007. On our website, Toshiba Group actively discloses all serious product accidents announced by METI, even those in which METI has not made our company name public, because it has not yet been determined whether the accidents were caused by the use of our products.

Accident report based on the Consumer Product Safety Act (Japanese)

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