expensive each day. Software, sensors, and processors dominate the landscape in modern vehicles, enhancing their intelligence, comfort, and safety. Nevertheless, this complexity can also lead to an increased susceptibility to failures stemming from quality control shortcomings. Automakers such as Honda and Toyota are dedicated to preserving their trustworthiness across different models and years, yet, as evidenced by the recent issues with Toyota’s faulty V6 truck engines, challenges persist.
Honda faces its own set of challenges as well. The Japanese manufacturer has encountered numerous recalls in recent times, which range from significant mechanical failures to minor issues like defective wiring for rearview cameras. However, insights from Honda’s top executives—Executive Vice President Noriya Kaihara and American Honda President and CEO Eiji Fujimura—suggest that the company’s quality control systems are adapting to meet emerging challenges; fundamentally, the company upholds the principle instilled by Soichiro Honda: the quality of the product and customer satisfaction remain the utmost priority.
When I directly asked both executives, “What steps is Honda taking to uphold its reputation for reliability in the face of increasing complexity in cars?” the terms “China,” “manufacturing,” and “software” repeatedly surfaced, and understandably so. Fujimura noted that “China is at the forefront of the industry in terms of technology,” and mentioned that Honda currently has teams in China acquiring the latest technologies and manufacturing methods—something that was the opposite just a few years ago.
“Technological advancements, particularly regarding software, are occurring at an unprecedented pace,” Fujimura, who oversees all of Honda’s operations in North America, stated to The Drive. “Naturally, we have to compete with [our competitors] as well as China and India regarding software, ADAS, etc. However, to effectively compete, we first need to ponder, ‘Who is Honda?’
“We enjoy strong trust from our customers and robust customer loyalty, and we cannot compromise that trust for [production] speed. We will not compete solely based on speed—we must leverage our traditions and our mindset.”
Being quick to market is vital in the current fast-paced global economy, but even more significant is the importance of not disappointing your customers. This is where Kaihara, who previously oversaw Honda’s global quality controls before ascending to become the company’s number two, contributed clear instances of what the company has implemented to avert major disasters while maintaining production efficiency and fostering new technologies.
“A good level of imagination is necessary to innovate, but when that new system or model is launched, there will be risks—therefore, we must inquire: what potential issues could arise for those new systems in their environment?” Kaihara explained to The Drive. “This is critical. Currently, we examine the entire process, including development. We ensure that every stage guarantees that the cars or components are sound from a quality standpoint. This indicates that nothing should progress to the next phase without validating the quality of the prior phase. That is our quality control system.”
“Our quality department functions independently from other departments. This assures that quality is always Honda’s foremost concern. This implies that every new technology must go through this distinct department. Quality control continuously monitors potential issues or considers what might happen if something does occur. We maintain a vigilant outlook from outside the development perspective on possible issues. They adhere to a system, and then they operate autonomously, allowing them to identify failures and their causes—or assess if a component is entering a very hot or cold environment, and predict what might occur. Thus, they consistently voice concerns from the customer perspective, the user perspective, or sometimes the environmental standpoint,” Kaihara added.
Despite the implementation of these controls, unforeseen occurrences can happen, and errors can still occur. Toyota, long considered Honda’s competitor in terms of reliability and resale value, has experienced a hit to its reputation in one of its most lucrative segments recently: trucks. We’ve delved deeply into this topic, from the early signs of issues with the Tundra’s twin-turbo V6 to the latest communication concerning official repair directives to dealers, instructing them to “hit it with a hammer.” The automotive behemoth’s response has been criticized by many affected truck owners.
When I inquired if Honda has gleaned any insights from Toyota’s recent issue, Kaihara responded:
“Certainly. You must work to prevent quality problems from arising, but once they do, how swiftly you can bounce back is crucial. That’s what’s very important,” Kaihara stated.
“Leaving a customer with a poorly manufactured vehicle, compounded by delays in implementing countermeasures, can result in severe damage to trust. At times, immediate action is required. Even when steps are taken to ensure everything is sound and nothing is wrong, problems can still manifest once the product is released. Rapid response!”
“We view every problem as significant; this necessitates understanding what transpired, gathering all pertinent information, and swiftly executing countermeasures. Then we integrate those countermeasures into the market—and when this occurs, we must move much quicker than previously.”
With Honda ceasing its 0 Series EVs and incurring a multi-billion loss—the first since its public listing in 1957—it is reassessing its product strategy. New concept vehicles, fresh hybrid engines, new high-riding models for an SUV-centric market, and potentially new sports cars are all under consideration for the future.
However, maneuvering through the complexities of various governments, tariffs, and labor markets—while also attempting to keep pace with China and India—will put all quality control systems to the test, not just Honda’s; this applies to every automaker. And this is only regarding reliability; there is also the challenge of creating a reliable vehicle that is affordable, which is essential for a mainstream car manufacturer.
“Ultimately, the most crucial factor is that quality resides in the mindset of our employees,” Kaihara remarked. “Every single day, while we focus on product development, we must keep at the forefront of our minds that quality is paramount. This means every associate must cultivate a mindset oriented towards quality—we should consistently prioritize customer concerns.”
Have a tip? Reach out to us at [email protected]
admin