Consumer Issues

Responsibility to Our Customers / Quality-related Initiatives

We at Nissha strive daily to improve quality, based on our Quality Policy, so that we may provide products and services that satisfy and meet the needs of our customers.

Quality Policy

Nissha and its subsidiaries are committed to contributing widely to society through customer’s trust and satisfaction of quality, cost, delivery, services and speed.
  1. We aim for quality that stands up to the customer’s expectations.
  2. We pursue Zero Defects in our products.
  3. We provide products which satisfy customer requirements and conform to relevant legislation and regulations.
  4. We establish and maintain a quality management system, and continually improve its effectiveness.
April 1, 2011

Junya Suzuki
President and CEO
Chairman of the Board
Nissha Printing Co., Ltd.

Quality Management System (QMS)

We operate a quality management system that meets the requirements of international standard ISO 9001:2008. Led by the president and a Chief Quality Officer (CQO) in charge of the system, we promote improvements in quality under our comprehensive quality assurance initiative Nissha Total Quality Management (NTQM). We also implement for various forms of improvement based on instructions from top management in periodic management reviews.

Quality Assurance Structure

Quality Assurance Structure

Nissha Total Quality Management (NTQM)

Our NTQM initiative seeks to build and improve a mechanism for keeping promises with our customers as well as complying with laws and regulations.

NTQM clarifies the procedures followed at each business unit, such as design reviews (DR), reliability tests, and supplier management. We believe that improving the accuracy of these procedures will enable us to provide products and services with even higher levels of quality and safety.

In fiscal year 2017, we plan to conduct studies toward building quality management systems pertinent to our new business domains, in compliance with standards such as TS 16949 (automotive industry) and ISO 13485 (medical devices).

Five Musts for the Systematization of Work

In fiscal year 2012, we set forth Five Musts for the Systemization of Work, a concept we are working to communicate company-wide through training and our internal newsletter.

Five Musts for the Systematization of Work

1. Standardize work.
Standardization clarifies the required input, as well as the work you have to perform.

2. First of all, check the input.
Begin your work by checking for any fault in input.

3. Incorporate the customer viewpoint into the output.
Not only customers for the Company, but your immediate customers, internal and external. In your work, you must aim at an output that meets QCDS from all your customers.

4. Reinforce the system using human factors.
Human factors should be used to cover those areas of work which cannot be covered by the system alone. Your communication and teamwork will reinforce the system.

5. Make continuous efforts to improve the system.
The system must be established and implemented continuously. Continuous implementation results in further improvement of the system, as well as that of the quality of our work and the Company.
*QCDS: Initial of Quality, Cost, Delivery, Service, the index for product evaluation.

Small-group Activities

The accumulation of bits of wisdom and creativity from all employees is the source of great improvements in work processes. The small-group activities we restarted in July 2011 are an important mechanism for mustering our knowledge and strengths. And the Company-wide Presentation Meeting of Small-group Activities launched in October 2011—we celebrated the holding of the 10th session in April 2016—unveils the various results of improvement activities carried out at our business units. The presentation meetings are designed to reward not only the results but also the thought process and creativity that produced the results, as well as the skills for explaining these in an easy-to-understand manner. With the aim of sharing the fruits of improvement activities with back-office divisions, in February 2016 we organized our first Back-office Company-wide Presentation Meeting of Small-group Activities.

Through the small-group activities, a positive attitude has taken root in our employees’ minds: 1) always incorporate creativity in work processes, 2) base judgments on data (facts), and 3) utilize the plan-do-check-act (PDCA) cycle to make improvements on a continuous basis.

Improvement Proposal System

Besides taking time to analyze workplace problems and search for optimal solutions, it is also important to say “just do it” and act on inspired ideas. In fiscal year 2012, we reintroduced the improvement proposal system as a company-wide mechanism. The number of proposals is increasing year after year, and the concept of giving shape to ideas and reporting them is taking root. At present, various departments submit many proposals, which are helping to streamline management and make it more efficient as well as to invigorate workplaces.

Education and Training Activities

We at Nissha believe that the quality of people plus the quality of work equals the quality of the company. We plan and provide various educational programs in efforts to develop our employees—our most important management resources.
Training 1) General quality training (for first-, second-, and third-year employees, new managerial staff, managers, and overseas transferees)
2) Management system training (ISO 9001:2008, ISO/TS 16949:2009, and core tools)
3) Quality control training (QC Exam levels 3 and 4)
4) Quality methodology training (statistical methods, experimental design, TS core tools, etc.)
5) Improvement tool training (industrial engineering, human error prevention, “5 Whys” cause-and-effect analysis, etc.)
6) Other training
Practical education 1) Support for small-group activities
2) Nissha Academy (Monozukuri School etc.)
Information sharing / reciprocal learning Company-wide Presentation Meeting of Small-group Activities

From Department-based Optimization to Company-wide Optimization

The next process is the customer—this is a Japanese maxim related to quality improvement. It means that all workers in every process must have in mind the customer, who might be workers in the production process following theirs. We at Nissha promote the recognition of ties between one’s own department and others’, and even ties between work processes across the whole company, in terms of “input” and “output.” Hence we stress the importance of links between internal processes and the orderly division of roles. By having all employees stand in the customers’ shoes, we aim to break free of department-based optimization and strive for company-wide optimization. We believe that basic concepts like this and the sorting out of functions will build Nissha’s foundation as a manufacturing company.

Quality and Safety of Products

We at Nissha provide our customers with explicit information on product usage and safety in documents such as delivery specifications. In the event a serious accident occurs as a result of flaws in our products and services, which may violate laws or regulations, we establish a CPL committee and strive for a quick resolution. We are also prepared to report the incident to government agencies in accordance with laws and to notify our customers as soon as possible. We communicate to our employees the importance of ensuring the quality and safety of products through corporate ethics and compliance training.

Up to fiscal year 2016, the number of instances in which we organized a CPL committee or violated laws was zero, resulting in a fine of 0 yen. We will strive to maintain our zero violation record in the future.

* CPL: Combination of contractual liability (CL) with product liability (PL)

Management of Chemical Substances in Products

We at Nissha have in place two sets of criteria for managing chemical substances: the Nissha Control Criteria for Chemical Substances, covering Nissha products and packaging materials, and the Nissha Control Criteria for Chemical Substances in Purchased Products, covering procured items such as primary and secondary raw materials. Both reflect the laws and regulations of relevant countries and regions, including the Restriction of Hazardous Substances (RoHS) directive and the Registration, Evaluation, Authorization, and Restriction of Chemicals (REACH) regulation, as well as the substance-related criteria of our customers. Whenever our customers’ criteria change, we identify the differences from our criteria and work to conform to our customers’ request. Apart from this, we review our criteria once a year, making revisions as necessary, and organize briefing sessions for related divisions and our suppliers.

When selecting new materials in the design and development stages, we conduct design reviews related to materials and assess compliance with our criteria. Our factories are building a mechanism for accepting materials that meet our criteria, ensuring traceability, identifying and separating noncompliant substances, and responding to issues swiftly such as through reporting in efforts to prevent misuse and contamination.

Corporate Environmental and Safety Management of Corporate General Affairs functions as a secretariat and works with the product development, quality assurance, and procurement divisions of each business unit to promote management of chemical substances in products. It also carries out internal environmental audits on a regular basis to inspect the management status. This internal structure implements strict control of chemical substances from the design stage to the final product, and responds to changes in the needs of society and the demands of our customers.

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