honda challenge - uk july 2012

7/29/2019 Honda Challenge - UK July 2012

1/111EUROPEAN REGION ENGLISH EDITION

THE MAGAZINE FOR ALL HONDA ASSOCIATES

ALL JULY2012

PASSION

Goingto the place

14

16

15

DRIVES THE

GLOBALHOW A GLOBAL STRATEGY,

GREAT NEW PRODUCTS AND

THE PASSION OF OUR PEOPLE

ARE KEY TO THE SUCCESS OF

OUR MOTORCYCLE BUSINESS

APPROACH

Specialreports


2/11

Your magazine your storiesallenge is your magazine, to be used as a tool to help you ocus on your

role throughout 2012. Were always looking or new stories rom around

region to eature and i you have an idea that you think would be o

rest to Challenge readers, we would love to hear rom you.

LEASE SEND IT TO

[email protected]

r call HME HR on +44-1753 590175.

SPIRIT Minoru Kato, HMEs Director o theMotorcycle Division, has a clear

and simple vision: to sell more

motorcycles. But not just Hondamotorcycles he recognises the

need or a wider growth in the

total market, especially in terms

o getting younger customers to

discover what he calls the joy o

riding to change the ace o two-

wheeled mobility.

Its an inspiring and visionary

position or him to take,

particularly in difcult economic

times. Yet ater the frst impact o

the downturn in 2008, we have

been recovering strongly, with ten

new models unveiled at the EICMA

show in Milan last November, and

over 15 new or upgraded models

coming up in the year ahead.

Kato-san spoke to us about the

challenges and opportunities that

ace the Motorcycle vision, as it

enters an exciting new phase

and how the passion o our people

will play a key role.

Im looking at how we

increase total motorcycle sales

not just Honda and also how

we expand our market share.We need to motivate our dealers

and use a new marketing strategy to

strengthen the Honda brand

in Europe. Otherwise, in the uture,

the motorcycle market will continue

to shrink.

Well reinorce the idea o Honda

as a mobility company: a company

that society wants to exist. I believe

that once a customer has sat on the

seat o one o our motorcycles they

will want to ride it it is like that frst

ride on a rollercoaster or a child.

So, i one o your customers

hasnt ridden beore, please get

them to have a go even i only as

a passenger. This is about driving

a broader vision or motorcycles:

whether or commuting or or

pleasure, riding a motorcycle is a

special eeling and there is huge

potential there, in that eeling

and enjoyment.

I believe that once

a customer has sat on

the seat of one of our

motorcycles they will

want to ride it

3

THIS IS AN EXCITING TIME FOR OUR EUROPEAN MOTORCYCLE BUSINESS,

AS WE MOVE FROM A REGIONAL PRODUCT BASE TO A GLOBAL RESOURCE

OF NEW AND EXCITING PRODUCTS. HOWEVER, IT WILL NOT ONLY BE THESE

NEW PRODUCTS WHICH WILL SET US APART: THE EFFORTS AND INCREDIBLE

PASSION OF OUR ASSOCIATES WILL ENSURE OUR SUCCESS

Welcome to this summer edition o

Challenge magazine. In this issue, were

ocusing on our Motorcycle division

a dynamic part o our business that

is entering a new and exciting era.

With a range o new products and a

strong global strategy to back them

up, HMEs Director o the Motorcycle

Division Minoru Kato tells us how the

passion o our Associates and the

unique experience o actually riding a

motorcycle will be key to our success.

We all have a role to play in Hondas

success. Soichiro Takizawa, Managing

Director at HUM, reiterates this on pages

12-13, where we catch up with the team

behind the successul development

and launch o the New Civic. Just as on

the production line in Swindon, the job

that each o us does is critical, and has

purpose and value. Ultimately, it is all

about the customer experience.

It is a powerul message, and one

that is underpinned, as always, by

the processes and approaches that

have always made us unique Honda

Philosophy, TQM and the huge value

o going to the place and seeing

reality. On pages 14-15 we speak to

HMEs Head o HR Richard Day about

his recent travels across the region,

delivering Honda Philosophy and TQM

training to Associates. The story o his

journey has lessons or the whole region,

and reinorces that our origins are as

important as ever, and will continue to

help us lead the way.

HONDA

Everyoneto play

hasa part

A GLOBAL APPROACHOur uture product strategy or motorcycles

in Europe will be based on the companys

new Global strategy:

Global modelssold in all, or many markets

Global allocation with production allocated to

the most suitable actories

Global procurement meaning were using our

global purchasing power and supplier base to

make sure were getting the best cost and quality

in terms o materials and components

Vision:

To establish Honda as an

unchallenged top brand through

ocus on the Joy o Customer

and new value creation.

Company aim:

In the light o our 2020 Vision,

to realise outstanding

competitiveness through product,

technology and constitution.

Europe Region aim:

To build a platorm to ensure

a stable business structure in

12MT, and urther development

o new markets.

Tasks and main initiatives:

Plan product requirements or

the next generation Strengthen sales orce

(strengthen dealer network)

Enhance customer reputation

Develop new markets

Establish an operational structure

capable o quickly coping with

market changes

OurMotorcycle

strategyfor

11th mid-term


3/11

orking with Kato-san is Head o

usiness Development Dave Hancock,

ho has 25 years experience as

Genteki test rider. The leadership

mbination o Kato-san and Dave is

gely positive or the business, as they

ve orged a strong relationship and are

dynamic driving orce behind the vision

the Motorcycle division.

Its obvious that the last ew years

ve been a dicult period, as customer

mand changes with the economic

mate. Some sectors such as Super

ports have declined, while others like

venture-styled on-o bikes, have

own in popularity. Weve responded

this growth with three new bikes the

ossrunner, the Crosstourer and the

C700X, which has had a particularly

couraging start to its sales lie this

ar. And despite the severe economic

uation in Southern Europe, were also

oud that the PCX125 is the number

e selling scooter in Europe and its

w being joined by a 150cc model. For

ato-san, the innovation that has gone

o new models like the NC700 will set

apart rom the competition.

In the NC700 weve really improved

e Dual Clutch Transmission (DCT)

stem, making it easier to use. Weve

d a lot o great reviews and theres a

o new interest in this rom customers.

ow, we have to promote this next

generation system more, even to

experienced riders its a strong

weapon against our competitors.

Were in a strong position, but while

were number one in terms o the

general market, Kato-san says we

shouldnt be satised.

Were number two in terms o big

bikes and number two in the small

commuter market. From my point o

view, this isnt number one: I want to

be the real number one: I believe that

thanks to products and strengthening

our sales network, we will be.

Kato-san tells us that the Global

strategic approach based on great

communication is key, both to the

development o the new models and

to their success with customers. Our

European Associates in many parts o

the business have played an important

role in helping us to achieve our current

model line up, working closely with

their ellow SED Associates in Japan.

In addition to helping nalise model

specications, colours and pricing,

theyve also been involved in market

research, and in designing and testing

many o the new models. This is key

ensuring we refect the European

market and customer requirements,

whilst enabling us to benet rom the

global product strategy. Kato-san

tells us more.

I want to be the

real number one: I

believe that thanks

to products like the

new PCX, and the

NC700X, we will be

SPIRIT

Ater the Lehman crisis and the exchange

rate problems, were acing a very dicult

situation. But now, based on the Global

strategy, we have many new models at

reasonable prices and our colleagues are

motivated and have real passion.That Global strategy has had a

positive impact to reduce costs, as Italian

designers work with the teams in Japan.

Collaboration is very important its about

building mutual trust to develop great

concepts or all markets.

The challenge has been to make a single

voice rom Europe to make the Global

strategy a success communication is key

to developing a consensus.

Kato-san believes that with a global

approach and the passion and know-how

o our Associates, our new model line up

marks an exciting uture or Honda. While

weve learned rom the past, its now time

to infuence the uture, starting with the new

models. There will be challenges not least

anticipating the market in Southern Europe

but with this strong new line up we need to

make sure that we have an eective dealer

network to deliver and create a brand that

places Honda in the customers mind as the

number one option. Kato-san understands

that our Associates are key to this.We are ready we have so much

motorcycle expertise in each country, and

the new model PFS training seminars have

been really popular. I eel there is a real

excitement rom Associates in Europe, that

were entering a new period.

But dont be satised with our current

market share: we can promote more,

encourage dealers more, work with

customers and expand the infuence o

our new models through initiatives like test

riding events, so that our customers can

experience the Joy o Riding.

Many o our Motorcycle Associates

are also passionate motorcyclists. They

take great pride in their work and want

to share their passion through helping

to provide our customers with the best

products and services.

Were working hard to get our external

marketing right and were providing our

dealers with all the training and materials

they need to understand the products

and to explain this to customers. By doingthis, were showing customers that we

understand what they want, how they ride,

and that we share their passion.

Our Motorcycle Associates are

passionate what they do comes rom

the heart and this is key to making our

customers loyal.

Each o you has such a powerul part

to play. Because you can move your

customers just by being passionate, its

possible to move them to ollow their hearts

and to buy our products.

Ultimately, the Motorcycle Vision is

based on passion please express this

passion to the dealers and our customers

this, above all, is the most important

point that will help us to compete with

our competitors.

Weve re-entered the 50cc market

with the Vision50

Launched the new mid-capacity

NC700 series with optional Dual Clutch

Transmission (DCT)

Celebrated 20 years o the Fireblade

with a special anniversary model

Launched the Crosstourer, creating

a new class o adventure-sports-

touring bike

Marked 35 years o the Goldwing

with a new version o the 1800cc six-

cylinder touring bike

SED reers to the three corporate

unctions that are key to our

success: Sales, Engineering and

Development. Its at the heart o the

way we develop products, and means

that the strengths o specialists in

each o these areas work closely

together to bring ideas through

rom development to the creation

o products that will please both

our customers and society as a

whole. Heres a taste o how the

SED process has strengthened

our position:

5

PCX125

CROSSTOURER

HONDA

FAST

FACTS Honda wins at the

Isle o Man TT inthe past fve years:

Superbike 4

Supersport 1 4

Superstock 3

Supersport 2 2

Senior 4

Sidecar 1 3

Sidecar 2 3

This year, Kato-san attended the TT races or the irst time.

It was yet another successul event or Honda.

It was an amazing

experience to be at

the TT races and

to be at the place

where it all began

for Honda

Honda wins at the Isle o Man TT since 1964:

Total number o TT wins or Honda 163

Total number o wins by Louth based

Honda (UK) Racing 58

Total number o wins or John

McGuinness 19 (nine o these

were on the Honda Fireblade)

John McGuinness holds the outright

lap record with an average

speed o 131.578 mph

WINNING SPIRIT

Moto GP

As the champions, were hoping or

another successul year, and we want to

win the triple crown o rider, constructor

and team world titles.

Production machine racing

For Superbike and MX, were building

a new programme and were in the

second year o our three-year plan we

ully expect to be winning races in both

championships and will continue to

strengthen our teams to push or the

world title once again.

For Kato-san, racing is very

important: it creates pride

in our products and internal

motivation. Here, he rounds up

the latest on our racing teams.


4/11

7

HONDA

THE COLLABORATION BETWEEN EUROPEAN DESIGN

AND JAPANESE INNOVATION IS KEY TO THE SUCCESS OFOUR GLOBAL PRODUCT STRATEGY FOR MOTORCYCLES.

CHALLENGE SPOKE TO DESIGNER TEOFILO PLAZA ABOUTHIS PASSION FOR DESIGNING FOR HONDA, AND THE

EXCITING FUTURE AHEAD

As Kato-san has reminded us, riding a

motorcycle or the frst time is a special

experience one that can change lives and

create a lietimes passion and loyalty. And

this isnt just the case or our customers

the same applies to our designers too.

HRE-I Styling Group Activity Leader Teoflo

Plaza began his career as a reelance car

designer, but his passion or motorcycles

was sparked when he joined Honda.

At rst, I hadnt envisaged staying long

in Rome. But everything changed rom the

moment I rst sat on a motorcycle. I had

a TransAlp rom Honda and ater riding it

I just called up my ather and told him to

sell my car.

Later, in 2005, I was transerred to Japan,

to work or HGA in the Innovation Design

Research Studio. Over two years, I worked

as a Senior Designer on three projects there,

including the 2008 Fireblade. This was a

undamental period or me a real challenge,

but also a antastic lie experience living in

Tokyo and I also met my wie there.

Teolo returned to Rome, and today is

Styling Group Activity Leader at HRE-I.

Its my role to try and get the most

creativity out o my team. Designing a

motorcycle is never about one designer,

or one person it is a massive team eort.

Together we must nd the most creative

route possible.

Inspiration comes rom a million places.

It could come rom heavy machinery, rom

a sculpture or even a cartoon or example,

much o the inspiration or the design and

concept behind the CrossRunner actually

came rom the Road Runner character.

Since 2000, Teolo has worked on many

o our most inspirational products, rom the

2006 NT700V Deauville to the VFR 1200F. So

what has kept him at Honda?Its only when youre in the motorcycle

business that you realise just how important

the history o Honda is. When I work, and I

am approaching a problem or looking at a

nished design, I think, What would Soichiro

Honda think o this? Would he be pleased

and proud o it?. He was the ounder o this

company, but he was also an exceptional

thinker, and a real inspiration.

With the move toward a Global product

strategy, Teolo sees this as critical moment

or the business.

Were moving towards a more global

approach to building bikes because its not

enough to make specic products or one

market we need to coordinate with other

markets beore we land a product. Because

we make products that are sold globally,

we try to connect the main research and

development oce in Japan HGA with

every other R&D oce, whilst also creating

discussions between all the global R&D

oces themselves.

The European region isnt important

just as a market its also about tradition.

In terms o big, un motorcycles, Europe has

been the main reerence, because all o the

big makers, i not Japanese, are European.

The tradition and the culture o this region is

very well appreciated globally i you sell a

motorcycle in South East Asia, youre not

just selling a Japanese product, but also one

with a European infuence. This is critical,

because while we need to think globally:

European design in particular Italian design

is always very appreciated. Teolo sees an

exciting uture ahead, especially in terms o

how our new products t into a developing

mobility market.

The uture is challenging: on one

hand, the uture is bright or the commuter

market as our cities become more congested

and people demand the easier mobility o

two wheels.

However, un motorcycling is trickier.

In the past it was easy to make bikes

aster, more powerul and lighter: now, it isall about emotion. Not just emotions that

come rom speed, or power, but the more

visual emotions that give customers not

just the joy o riding, but o ownership too.

This is tougher: the challenge in designing

a motorcycle is to express all o these

intangible emotions in the moment that the

customer rst sees the bike. The uture is

about these emotions, and how we express

them in our products.

Our global thinking gives us an advantage,

as we have a presence in so many markets,

with so many products. We have a very

global approach to the way we think about

design, and so can appeal to as many

people as possible in the most attractive

way possible.

Ultimately, Honda has unique strengths:

our mentality and Honda Philosophy are

our biggest advantage. Its not just about

how we make the products, its about how

we approach challenges. We have both an

analytical and passionate way o approaching

projects, and this consistent approach makes

us strong.

A design Teoflo is based in Rome,with HRE-IBorn in Spain, Teoflo has lived inRome since 2000Involved in the design o many

motorcycles including: the 2005

SH 125 and 150, 2006 NT700V

Deauville, 2007 SH 300, 2008

Transalp, EVO 6 Concept, 2008

CBR1000RR V4 Concept, VFR1200F,

CrossRunner 800, NC700X

FAST

FACTS

Inspiration comes

from a million places.

It could come from

heavy machinery, from

a sculpture or even

a cartoon


5/11

GENPOS ACROSS EUROPE AREWORKING AT IMPROVING THEIR

DEALER NETWORKS WITH NEW ITTOOLS AND TRAINING

for

One o our main objectives is to take

care o the dealer network so it is in the

best condition when the market begins to

grow again.

Thats why its really important to increase

the quality o the network and highlight its

distinctive eatures the ones that make us

stand out rom the competition.

Were developing the network in our

ways: simplication, training, marketing

and sharing.

Thanks to the simplication process,

weve streamlined how we manage dealers.

One way were doing this is by reducing the

amount o documents we physically store,

making them available online instead. This

allows aster access and has helped us

reduce the number o human errors.

Our advanced product training, sales

techniques and management skills are being

pushed orward through HPDP courses.

Marketing has been helped through

the development o the web portal,

which allows us to align details o test

drives and customer contacts. It would have

been extremely expensive or a dealer to

purchase a similar Customer Relationship

Management system, plus taken a great deal

o time or them to implement it.

Finally we ocus on two-way

communication with our dealers, including

periodical local meetings where we can share

company strategy and receive eedback rom

local market trends.

HONDA

Im VERY SATISFIED with my new

NC700X, especially with the engine

performance and the huge

load capacity

A VERY GOOD bike. Much better than my

previous BMW

9

business

1946 Soichiro Hondas business was gone.

e war and the Mikawa earthquake the year

ore had let it in rubble, but Honda-san

s not beaten.

That year he ormed the Honda Technical

search Institute and just 13 years later we

re the worlds largest motorcycle manuacturer.

We all now ace a similar challenge, as Kato-san

plained on pages 2 to 5. Some o our markets

e contracting while others grow and thats why

ve reacted with typical Honda boldness.

Were going to grow the entire market,

t just or us but or our competitors too.

e want more people on two wheels

d thats why 25 new or upgraded

nda bikes have been

roduced over

t year and

s year.

I rode 7800km on my Integra

and am FULLY CONVINCED

about its performance its

in a different class to its

competitors and my message

to other bikers is simple:

buy it!

Total Motorcycle productionin

Thailand has risen rom1,165,204in85kito1,468,886 in88ki

Planned production or89ki is set to

hit an impressive1,749,675

Honda in Europe is looking or a

strong brand identity thats immediately

identiable by everyone.

That means exceptional products,

outstanding marketing and a antastic

dealer experience. In short, this last point

is about people.

Our dealers are our best ambassadors

theyre passionate and must do their

best to deliver Honda brand values to our

customers. That includes the diversity

o our product line up, our energy

and leading spirit, our technology and

innovation, our quality and reliability,

and our heritage.

So, when entering a showroom, how

can our dealers pass the right messages

to our customers in a single glance?

This is Hondas challenge in Europe

its the central mission o European

DD teams together with HME Customer

Division. And its a strategic challenge,

one that will ace us or the next 10 years.

Benot Beaufour, DD Manager Honda

Motorcycle (France)

Daniele Leonardi Zielinski, MC Sales

Administration Coordinator, HIR

For a long time Europe has been a stronghold

o our motorcycle business. But we ace

challenges thanks to the economic climate,

especially in southern countries.

Europe is a hotbed o biking knowledge

or us, with Associates across the region

intimately involved with the design and launch

o each new model.

Kato-san spoke about the way were

strengthening our reputation as a co mpany

society wants to exist and were already

seeing strong customer demand across the

region. But its called or hard work, rom

Genpos and dealers across the region.

European challenge

Customer satisactionMassimo

(Italy)

Alex G.(Spain)

Miguel P.(Spain)

Italy

Most o our customers are like us, and every

time we take a business decision we need to

think how we would eel as customers.

This is why we have implemented a new

process structure across our dealer network

to maximise the customer experience. One o

the consequences o the current economic

situation is global insecurity, so we need to

keep a challenging spirit and ree mind i we

want to come out stronger. Our customers

satisaction and increased market share will

be our compensation.

David Bertran, AfterSales Manager, Montesa

Honda S.A

Spain

France

Time


6/11

11

HONDA

Have you ever driven home

rom work, wishing that the house

had been cleaned, the washing

done, ironed and hanging in

the wardrobe?

We cant do much about that yet

but how about coming home every day

to a beautiully cut lawn?

It seems an Impossible Dream but

maybe not: meet Miimo, Hondas rst

robotic lawn mower, and our rst robotic

product to be available commercially or

use in the home.

Miimo cuts the grass with zero human

interaction to ensure a beautiul lawn or

the entire season. It cuts little and oten,

mowing just 2-3mm o grass at a time,

several times each week. It cuts slowly,

in a random pattern, and doesnt need to

collect cuttings, as the shavings it creates

are so small that they are dispersed

into the lawn root system, acting as an

excellent natural ertiliser.

Miimo navigates within a boundary

wire installed around the perimeter o the

garden, detecting the signal rom

the wire and staying within it. It

constantly monitors battery level,

returning to its docking station when

it needs more charge.

European sales o robotic mowers

are orecast to increase dramatically to

120,000 this year, rom 35,000 in 2009.

With the garden increasingly used as

an outdoor living room, people living

busy lives and not wanting the work

o maintaining a lawn, and an ageing

population, robotic mowers are the

perect labour and time-saving device.

Environmentally they also shine

emitting no CO2, quieter than petrol

models, and with no cuttings to

dispose o.

Miimo opens up a whole new market

and an opportunity or the Honda

brand. Traditionally our products

are bought by gardening ans, they

enjoy their garden and will invest in a

superior machine to do the job. Miimo

will appeal to a wider customer those

who like a beautiul lawn, but they either

dont want to, or cant, mow it themselves.

As such, they might not be amiliar with

many lawn and garden manuacturers, so

our global brand status our heritage in

cars and motorcycles as well as power

equipment becomes our huge strength.

The introduction o Miimo also heralds

a new model or our dealer network.

Uniquely in the market, it will be sold as

a ull service package, meaning that the

customer might never need to actually

touch the mower. From installation,

through to winter maintenance, the

dealer takes care o everything. So, sit

back, relax, and let Miimo look ater the

lawn or you!

The introduction o Miimo is one o our

Honda Lawn & Garden Pan-European

launches this season. Were enhancing

the riding mowers range, launching a

versatile Splitshat Brushcutter with eight

dierent attachments or a variety o tasks,

and introducing a new FJ500 tiller to

replace the FJ501.

FASTFACTS

European sales of

robotic mowers

are forecast

to increase

dramatically

to 120,000 this

year, from

35,000 in 2009

A LAWN THATMOWS ITSELF?

INTRODUCING MIIMOHONDAS LATESTIMPOSSIBLE DREAM

Miimois ormed rom the phrase

My Intelligent Mower

Miimo eatures a unique ultra-sae

cutting system withthree bladesthat

bend rather than shatter

Miimo will be built byHonda France

Manuacturing in Orleans

Honda has been working on the

development o robotics since1986,

with the predecessors o ASIMO, the

worldsmost advanced humanoid robot

Miimo will mow a lawn up to3,000m2

Honda Distributor in Poland celebrated

winning a Gold Medal award or our HRX

lawnmowers at the GARDENIA Fair in Poznan,

or high quality and innovation. The prize

recognised improvements which have made

mowing easier, aster and more comortable.

PE wins GoldAward in Poland

Ken Masuda,rom the Honda

DistributorAries Power

EDGECUTTING

THE


7/11

Soichiro Takizawa

Managing Director HUM

Despite the two natural disasters last

year, HUM introduced both the unique

5-door version o the Civic and achieved

a smooth transition to the new model.

The car launched l ast December, only

one month behind plan, ready or the

sales launch in the early part o this year.

Its a journey that Soichiro Takizawa,

Managing Director o HUM, admits hasnt

always been easy. Challengemet just a

ew team members, six months on rom

the start o production.

AlloneBEHIND THE NEW

CIVIC LIES THE

DETERMINATION,FLEXIBILITY ANDTALENT OF OUR

TEAM AT HUM

was responsible or the manuacturing

the previous Civic, so I have a direct

omparison. The frst dierence is

hat the new Civic has defnitely seen

more involvement o local Associates.he number o Japanese Associates

working in Swindon has basically

alved since the launch o the previous

Civic. The local workorce gained more

xperience and more expertise.

The new Civic is a motherless model.

Normally we have a global model to ollow

Japan or America start production and

we ollow suit). But or this Civic, there

was no mother model. Its completely

xclusive to Europe. Thats why the local

ssociates were so directly involved.

We had to accommodate numerous

hallenges beore mass production

egan, not least the natural disaster

n Japan. But we did it. Because the

reparation was done so well, we didnt

eally encounter huge challenges ater

mass production started.

We also introduced a strategy called

pull orward so that even beore

drawings were issued, we had visual

three-dimensional data. This meant our

team could identiy potential problems

a lot earlier. This more proactive

approach made a huge contribution to

the successul launch o the Civic. Our

local Associates gained new skills while

applying this strategy and without their

eorts it would not have been possible.

We also set the objective o a smooth

launch and we achieved it. Stock levels

remained stable and we maintained good

delivery to our customers.

But its not just my achievement. I didnt

deliver it. There are more than 3,000

Associates working in Swindon and its

denitely a team eort. Im so pleased to

be part o that team. Id also like to thank

the 500 Associates that have recently

joined HUM or their high motivation

levels, and also our existing Associates

or welcoming them.

Challenges? I have diculty

speaking English, which doesnt help

when my interpreter is not available!

But because I worked in HUM or six

and a hal years with the previous Civic,

I had already worked with a lot o UK

Associates. This helped tremendously and

they really supported me.

My ultimate dream is ull production

on our shit operations at ull capacity.

And, one day, sel-reliance in Swindon

and a Managing Director rom the local

workorce. That would be my dream.

I I had to give just one message

now, it would be never to give up on a

dream. Take steady steps towards your

dream. Its down to us. And remember:

all Associates need to play their part.

Every single role has purpose and value.

Whatever you do, aim or the best you

can be.

Name:Chris Charlson

Job title: Quality Project Leader or Civic

Last year, the two natural disasters had

an impact on the Civic development

programme. During one particular phase

the line was only running or two days a

week and it was very challenging during that period to build,

check, eedback and implement countermeasures. However,

we were extremely ortunate to have the opportunity to work

very closely with Kariya-san, Development Project Leader

or Civic and his team who came over ater the earthquake

in Japan. So out o disaster, we had this positive experience

o having the design team right here by our side. It was an

invaluable experience and has shaped the way we do things

in the uture. This was a turning point or HUM.

Name:Tim Sawyer

Job title:Project Leader or Assembly

Frame (AF)

Introducing any new model is very

challenging. The CR-V and Jazz were alldeveloped in Japan, but the new Civic has

been purely about the work o HUM and the designers, and

how everyone has worked together. There are 251 processes

involved in building the Civic. Thats 251 people involved in

every element, and each has a vital part to play.

Name:Andy Campbell

Job title:Paint Project Leader

I eel that bringing new models in is a real

statement o intent rom Honda Motor. Its like

the Company is planning or the uture. While

new models bring new challenges, they also boost morale and

bring a renewed sense o energy and enthusiasm.

Name:Justin Malpass

Job title:Bought Out Parts Function

Project Leader

Despite the impact to production, we still

ran cars through the line on a weekly

basis to ensure that Associates kept up to

speed with new processes and training. We did the same

with suppliers to make sure they were also ready or mass

production. Its been a huge step orward in team working.

The whole mindset has been to have a real team approach

to complex problem analysis. Its worked very well. People

have risen to the challenge.

Name:Gareth Styles

Job title:Project Leader or Weld and Press

We made sure we utilised any downtime

periods to our advantage, adding extra quality

processes especially around the rear section o

the car. Now, whenever I look at a new Civic, all I see is the result

o all that hard work and ocus on the detail.

Name:Neil Palphramand

Job title:Complex Analysis Themes HAB,

Section Manager or new models

We looked or clear resolutions to prevent

problems in terms o t, nish and unction

by doing upront analysis. The expanded

timescale gave us more time to ocus on quality.

We achieved a smooth launch. That brings

condence in our ability to launch new pr oducts,

both internally in Swindon and externally rom

Japan. As a actory we now have a lot o know-how in terms o

procedures and the condence to stand alone.

Name:Seamus Curtin

Job title:Procurement Cost Project

Leader or the new Civic

There were some major challenges rom a

cost perspective, particularly with the huge

fuctuations in the currency and material markets. The drive or

localisation has been about nding out the best global source

or a particular part.

HONDA

or

On British lie

When I was frst inormed that I would be returning to theUK my wie was very pleased. She enjoys the dierent

cultures and is very happy to be living here. From my

personal viewpoint, i my wie is happy, then so am I.

On British people

In this country, people are nice. My wie and I moved

house last week and all the new neighbours said hello

and told us theyd help i we needed anything. We even

got a card in the post welcoming us. People are very

thoughtul and kind.

On gol

I used to like surfng and fshing, but I took up playing gol

when I came to the UK or my frst assignment. When I

went back to Japan, everyone was playing gol. Its a sort

o communication tool in Japan. And people said Ah, you

learned to play gol in the UK, so o course you are very

good. So, or a while, I was very popular! I think I would

have been in trouble i I didnt know how to play.

Takizawa-san: On living in the UK

Take steady steps towards your dream.

Its down to us. And remember: all

Associates need to play their part13


8/11

FAST

FACTS

15

Honda Philosophy, Total Quality

Management (TQM) and New Honda

Circles (NHC) have been around

or almost as long as Honda itsel.

Together, theyre an expression o

the kind o business we are, o the

way weve always done things, the

way we do things now and how well

do things in the uture.

So why do we still need to be

reminded o their importance and

relevance today? Challengeasked

HMEs Head o HR Richard Day, who

has been around the region delivering

train the trainers sessions or Honda

Philosophy and TQM, as well as

spreading the word on the benets

o NHC.

Recent years have been the

toughest in our history, so werereminding Associates about why

Honda Philosophy, TQM and NHC

are so important theyre part o the

oundation o what makes Honda the

company it is.

The process started last June

and July, with HM in Japan sending

their chie trainer in TQM and Honda

Philosophy or a two-week training

programme. The train the trainer

events also included trainers rom

11 other Genpos.

Mr Satake, HR Director, asked us to

make the training relevant to Europe

and ensure that every Associate in

the region had access to Philosophy

and TQM training. Some Genpos

were already training all Associates by

their own Trainers. By late November

Id already done a rst session in

Germany or the Sales oce (EH), the

R&D company (HRE G) and Honda

Bank Germany.

In January, we did a Pan-European

session at HME, with seven Genposincluding HUM and HME. Each

unction brought very dierent

perspectives Manuacturing spoke

about how they use TQM everyday,

WHEN TIMES ARE TOUGH,

ITS MORE IMPORTANTTHAN EVER THAT WE GOBACK TO OUR ORIGINS FORINSPIRATION AND GUIDANCE Going to the place !

while the Sales team gave rst hand

examples o the Joy o Selling to

a customer.

One experience thats let a real

legacy was a visit to our team in Nigeria.

Richard spent a week there, immersing

them in Honda Philosophy, TQM and

introducing NHC.

It was a delight to be there. We have

just under 300 Associates who are

desperate to learn, who want to be part o

the global Honda amily.

They make a bike in the morning, sell

it in the aternoon and someone can ride

it in the evening thats prettyunique.

I was impressed by their pride, and

how they linked the waythey make the

products with Honda Philosophy, TQM

and customer satisaction. We must never

lose sight o that: you see the connectionrunning rom the training room, to reality,

to customer satisaction, all within a day.

Now, or the rst time, they have

their own local NHC Competition,

and 15 NHC groups working on

initiatives and competing or a place in

the Regional Convention. Ill have the

honour o judging this competition

during a PDCA visit in July.

There are lessons or the rest o the

region rom the visit: their willingness

to learn, and their commitment to what

made Honda originally and how that ts

into todays marketplace.

Even in the toughest times, we wont

shit away rom our belies and origins.

When people question how all this ts

in with the current business environment,

an example like Nigeria shows that its

all about the Three Joys and exceeding

customer satisaction.

The visits continue or Richard,

with trips to Russia, Dubai and to

Bulgaria next.

Some companies, when theyre

in dicult times, go o at a tangent

diversiying or cutting products or prices.

These sessions remind people that it was

one mans vision that got us to where

we are today. Mr Honda came rom a

humble background and battled through

a lot o diculties that entrepreneurial

determination is something we can all be

proud to be a part o.

From that rst drive rom the airport I

elt I was embracing Honda Philosophy

just by going to the place and imagining

how it would be or a customer.

Its also a chance to make riends with

the wider global Honda amily. The bestpart and what Im very comortable

with in any Genpo is meeting as many

Associates as possible, whether its the

receptionist or the President, and showing

respect or the individual. Id like to think

that were well on our way to cascading

this training to all locations in the region

and achieving what we set out to do.

President Ito once said at an

NHC convention that he was so

pleased to be reminded o the true

essence o the qualities o our Associates

when he saw their collectiveness, and

the energy o Honda. I see this every

time Im involved in anything to do with

NHC, Honda Philosophy and TQM.

Id encourage everyone to continue to

embrace Philosophy and NHC to get

to the root o what makes Honda the

great and unique company it is.

Not long ater the company

was ounded, Mr Honda and Mr

Fujisawa created a ramework

originally called theHonda Way

Honda Philosophyunderpins

absolutely everythingthat we

do and what were about

Total Quality Management is a

business process, mainly used

in actories, but sales locations

beneft greatlywhen they use it

in their processes

70 TQMand73 Honda

Philosophytrainers were trained

last year

Thistrainingis being rolled out

at your location please speak

to your manager orHME HR to

fnd out more

Recent years havebeen the toughest in our

history, so were remindingAssociates about why

Honda Philosophy,TQM and NHC are

so important

Training rooms Dubai and Russia

HONDA

The Nigerian team welcomed Richard bygiving him the national costume to wear

GENBA INSPIRED

>>

>

>

>

Training rooms Nigeria

They make a bikein the morning, sellit in the afternoonand someone can

ride it inthe evening


9/11

17

SaloneInternazionaledelMobileisan

internationalurnituredesign event,where

thenewestand mostinnovativedesign

solutionsareintroducedtothepublic.This

yearHAItookpartintheeventtopromote

thedesignphilosophyo theNewCivic:Form

FollowsFunction.

HAIinvited Mr.Takashima,Advisor to

SeniorVicePresidentoHRE,and Mr.Bolelli a

amousItalian journalistand philosopherand

anexpertinMobilityandGlobalisationto

holda roundtablepresentationwitha liestyle

journalisttoexplainthedesignconceptand

productbenetsothe newCivic.Theeventwasa chancetoenhancethe

designattractivenesso theNew Civicor

themanymembersothepublicwho

attendedandwhohaveastronginterestin

innovativedesign.

HondaItalyhavealsoparticipatedinMille

Miglia2012, witha 20carconvoy,drivenby

specialistjournalists whoollowedthehistoric

carraceromBresciatoRometoBrescia.The

currentMilleMigliaistherevivalothe open

roadendurancerace whichtookplace inItaly

24timesrom1927to 1957.

HAIsbusiness sponsorshipis animportant

partotheNewCiviclaunchstrategyto

enhancethecarsimageandto raise

awarenessby ullyenhancing theheritageo

theCivicname.

Itwasalsoa chanceto goto thespotwherepotentialcustomersare, andcollect current

customerdata.

InBresciaandRome,HAIcreateda special

standorourVIPansandpotentialcustomers.

For the second year

running, Honda

Portugal has

supported the Honda

Sea Brigade volunteers

in cleaning beaches on the coast

south o Lisbon. The team collected

around 138,000 litres o rubbish,

with the help o two Honda ATVs,

a CR-V and a Honda Blower. The

team even travelled in a hybrid eet

Honda CR-Z, an Insight and a Jazz

Hybrid in order to leave the lowest

ecological ootprint possible.

HONDA

PORTUGAL:

Beachclean

>

ShortWE ROUND U

P

THELATESTINSPIRING

STORIESFROM ACROSS

THE REGION

LIST

HONDA ITALY: Targeting lifestyle customers

>

If youve got a great story for Short List, wed love to hear from you justsend them in to [email protected] call HME HR on+44-1753 590175

>

MANABU NISHIMAE,

PRESIDENT, HONDAMOTOR EUROPE,

VISITED HBD ANDHAMER, OUR

DISTRIBUTORS INTHE UNITED ARAB

EMIRATES

Mr Nishimaes visit was a

great opportunity or him to

go through the UAE KPIs PDCA

with Michael Surve o Honda Gul

FZE Dubai and UAE HR and

General Aairs.

Here, we showcase just some o

the great work o both our Associates

and Distributors in Hondas Middle

East Oces.

Skills Contest

A highly successul Parts Skills

Contest was organised or Distributors

and Dealers or Service and Parts, with

the aim o motivating and encouraging

them to develop their skills urther.

NHC

Our United Arab Emirate teams

have a group attending the Regional

Competition in Belgium or the rst

time. The 2012 New Honda Circle

competitions are also ongoing.

CSR

On the CSR side, the HBD team have

also taken part in neighbourhood

cleaning projects in partnership with

DP World and Tata Kores. Honda Gul

FZE also held an Associate Family

Day in December, to celebrate the

United Arab Emirates National Day.

It was an opportunity or everyone

including Associates amilies to

come together to celebrate.

Training Philosophy and TQM

Teams o Associates rom HBD and

HAMER also took part in Train the

Trainer sessions or Honda Philosophy

and TQM, led by Richard Day. You can

read more about these sessions on

pages 14 and 15.

Improving Associatework acilities

The working environment or

Associates in the UAE has been

improved through a project to

close warehouse skylights and

add heat-resistant lm to windows.

A warehouse air conditioning

project is also underway, and so ar

theres been a two per cent drop

in temperature and a 20 per cent

reduction in humidity.

104out o 148skylights were closed.

100%o windowshad flm added.

Distributor

ocus

With nearly 88% o motorcycle accidentsinvolving riders due to human error, its clear

that Saety Technology has to run alongside

Saety Training. Montesa Honda (MH) in

Spain rst began its rider training initiatives

way back in 1992, and has trained more

than 175,000 people since then most o

them high school pupils aged 14 to 16. Their

training has always been completely ree.

The Honda Saety Institute (HIS) in

Montesa opened in September 2009 as

our number one training centre in Europe,

and now runs seven courses lasting

anything rom hal a day to three days.

In less than three years, HIS has trained

10,000 people rom proessionals such

as the police to schools as well as private

motorcyclists. Its also used or many

internal Genpo and HME events like

EV-NEO European launch.

A saeruture

FASTFACTS HIS covers25,000m

2, with

various training rooms and our

practice areas

HIS has a feet o60 motorcyclesThe three hands on the logo

represent thethree areas o

saety preventative, passive and

active, and is about protecting

both todays, and tomorrows

motorcyclists

All o our saety initiatives

the Riding Simulator, HEC,

HIS activities, Saety Contests,

Motorcycle Technology and saety

promotion activities are linked

to the European Road Saety

Charter which we signed in 2004

In addition to our Saety Training

Courses at HIS, weve also created

the Motorcyclist o the Year National

Saety Contest to promote saety

among motorcycle users

FAST

FACTS

In order to capture this unique

market, HMN is strengthening

the ollowing activities:

Production with two lines

on one shit operating at

ull capacity whilst still

maintaining quality

Expansion o the retail

sales network

Building and sustaining

a strong relationship with

associations o Okada riders

Organising saety

riding training

Test riding

Training ocial dealers

technicians as well as

independent workshops

mechanics

Free service campaign

Market quality check

and eedback

Honda Manuacturing Nigeria

(HMN) was incorporated in 1979

as Hondas rst motorcycle

production company in Arica.

Since the turn o the century, the

Nigerian motorcycle market has

increased with the growth o the

Okada motorcycle taxi riders, o

which there are around six million

operating every day in every corner

o Nigeria. Okada are the most

convenient means o transport and

their daily mileage oten

exceeds 300km.

In September 2012, HMN

launched a new light motorcycle

model the Ace CB125 especially

designed and developed

or Okada riders. Ace CB125

has been a success and this year

HMN, now with an additional 290

Associates, is targeting sales and

production o 112,000 units a new

record since the company began.

Speaking volumes

ACROSS THE REGION, OUR TEAMS ARE WORKING CLOSELY WITH LOCAL COMMUNITIES TO BUILD OUR BUSINESSONDA


10/11

19

How long haveyou been with Honda?

I started at the company in 1993

in the HR Department. Id studied

HR management and intended to

make this my career but fve years

later was asked to move to our

logistics business to help with its

human resources. I learnt a great

deal there and became incredibly

interested in logistics, and so

changed roles and became the

Warehouse Manager.

Did you get a great deal o

support with this?

Yes, the President and my line

manager were very supportive. I

think that only at Honda would I

have been given the opportunity

to stretch my limits in this way.

What happened next?

In 2004 I became responsible

or all the logistics centresacross Europe, which did not

just involve looking ater parts

but also products in the shape

o Cars, Motorcycles and Power

Equipment. Three years ater that

I became General Manager o the

Honda Belgium Factory and

helped turn it rom an OEM

(Original Equipment Manuacturer)

to a spare parts business. It was

a real challenge or everyone as

all our Associates had to retrain

and learn new skills in order to

produce sustainable profts.

The Honda BelgiumFactory is celebrating

a real milestone isnt it?

Yes, it is 50 years old this

September and were going to be

having some celebrations to mark

that. It was Hondas frst actory

outside o Japan and so has played

a special part in the companys

history and growth.

What makes you most proud

as you look back on the work

youve been involved in?

The Associates and the way weve

all worked together and respect

each other I could not have made

the changes to the actory on my

own. Im also proud to work or

a company like Honda, one that

gave me the opportunity to

achieve my dreams.

Youve just been appointed as

Chairman o New Honda Circles(NHC) across Europe. Why is that

such an important process?

Our Associates know the things

that will improve the way we run

our business better than anyone.

Their involvement is key to our

success, even more so with the

automobile industry and Honda

undergoing great challenges in

this economic climate. Without

involving our Associates the

company will struggle to hit its

targets; they are key, it is

as simple as that.

Whats the onebit o advice

you would

give someone

new to

Honda?

Take the

initiative and suggest

changes and improvements

to your managers. Dont

blame another department

or organisation take the

responsibility yoursel.

Honda is a company that

allows you to convince

your managers your

ideas will work. Its a

company that gives

you the opportunity

to achieve

your dreams.

And fnally, what is

your avourite

Honda product?Its got to be my

motorbike;

a XL 1000 Varadero.

I dont get to ride it as much as Id

like but every time I do I just love

it. I also really dislike cutting the

grass at home and so I am looking

orward to getting my hands on one

o our robot mowers!

HondaJourneyMy

Take the initiative

and suggest

changes and

improvements to

your managers

Hansde Jaeger, DirectorofHondaBelgium Factory

andBusiness UnitManager forParts,Sales and Supply

Management within HondaEurope

AS OUR HONDA BELGIUM FACTORY CELEBRATES ITS

50TH ANNIVERSARY, OUR TEAMS THERE CAN REFLECT

ON A STORY OF INNOVATION AND ADAPTABILITY THAT

CONTINUES TO THIS DAY

Celebrating50 years

HONDA

The Honda Belgium Factory was established

in 1962 as Hondas rst actory outside Japan,

starting out as a motorcycle manuacturer

with a total production o 1,410,285 units in

30 years. In 1986 the team switched over tocars, producing everything rom instrument

panels to drive shas and spare tyre covers

no challenge was too big or too difcult. The

everchanging market conditions also gave

the team new perspectives and rom 2005

on, the site gradually became a logistics

centre or small and large parts.

By 2005, the bumper warehouse

was operational, and in 2007 the sales

department or Belgium and Luxembourg

or Cars, Motorcycles, Power Equipment

and Marine moved to Zellik (Brussels) and

took the commercial name Honda Belgium

NV with them. As Honda Belgium Factory,

we urther developed the logistics sector,

opening the body parts warehouse in

2008. All o this was done with minimum

environmental impact through the

installation o 13,000 m2 o solar panels the

largest industrial application o solar panels

in Belgium at that time.

Over the years, the Honda BelgiumFactory has been able to adapt to

changing market conditions through

the diversication and innovation o its

production process, with the uture and job

security o our Associates always a priority.

The 180 Associates are currently playing

an important role in the expansion o

Hondas spare parts business together, their

enthusiasm and collective power is helping

us to realise our dreams.

The 2012 NHC Regional Convention will

also be held in Belgium to mark the 50th

anniversary, with 250 Associates competing

or a place in the World Convention in

Ohio, USA, in November. Belgium will also

welcome our o last years Bloc exchange

winners rom Honda America.

19

in Europe


11/11

ChallengeisproducedbyWords&Pictures.

Tel:(01943)854800.ENG1

- Joy of

TOP

TAL

KS

As Associates, we must:

lCreate products o excellent quality that

exceed the expectations o internal and

external customers

lSupport, encourage and listen to other

Associates ideas and contributions

lThink creatively and act responsibly

lSelinnovate to create a product sought aer

by the customer

lPursue the leading edge

lAnticipate changes ahead and make adjustments

to continue to meet customer needs

lFoster an environment where creativity

can ourish

lSeek new challenges

lCreate an environment o selulllment

lCreate new value or the customer

HondaPhilosophy

Creating

We believe in

providing a quality

product to our

customers

every time

Since the motorcycle, a shining star o modern heavy industry, is a comprehensive business,

it will require the highest engineering level not only o the engine but also o tyres, chains,

carburetors and other parts. To achieve this, it must be supported by meticulous

attention to detail and unremitting eort.

I address all employees! Let us bring together the ull strength o Honda Motor Co. to win

through to this glorious achievement. The uture o Honda Motor Co. depends on this, and

the burden rests on your shoulders. I want you to turn your surging enthusiasm to this task,

endure every trial, and press through with all the minute demands o work and research,

making this your own chosen path. The advances made by Honda Motor Co. are the

growth you achieve as human beings, and your growth is what assures our Honda Motor

Co. its uture. The scrupulous care that is required when tightening a single screw, and thecommitment that reuses to waste a single sheet o paper: these are what will open the way

beore you, and prepare a route or Honda Motor Co.

Extract from company newsletter

May 1954, Soichiro Honda

honda challenge - uk july 2012

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