1108-6 2017 9-10 Mazda · PDF fileto the R360 and Luce Rotary coupes. In an age preoccupied ... This embodiment of the “less is more” ideal further refines the Jinba-ittai experience

The 45th Tokyo Motor Show 2017 was open to the public from Oct. 18 through Nov. 5, 2017 at Tokyo Big Sight. Mazda held a press conference on Oct. 25. Mazda’s theme for this year’s show – Mazda is committed to enriching people’s lives through “Celebrate Driving”– indicates the company’s determination to continue offer-ing cars that celebrate the driving experience, enrich lives and build a strong bond with customers.

Mazda’s determination to become a brand that has a special bond with customersMazda is committed to enriching people’s lives through “Celebrate Driving”

Mazda’s major exhibits at the Tokyo Motor Show 2017Reference

Scheduled for sale

On sale

Technology exhibit

Mazda KAI Concept (world premiere) Mazda Vision CoupeMazda MX-5 RF with hand-operated controlsMazda CX-8Special Edition Mazda2 Noble CrimsonSpecial Edition MX-5 Red TopUpdated MX-5 RFMazda3 sedanMazda6 sedanMazda CX-3Mazda CX-5Next-generation SKYACTIV-X gasoline engine

Tokyo Motor Show 2017

TOPMazda Vision Coupe

MiddleMazda KAI Concept

BottomSKYACTIV-X gasoline engine

MY MAZDAGlobal

　The Mazda KAI Concept compact hatchback heralds a new generation of Mazda cars. Featuring the next-generation SKYACTIV-X gasoline engine, SKYACTIV-Vehicle Architecture and a more mature expression of the KODO design language, the model embodies the technology, engineering and design concepts that will define the next generation of Mazda cars.

　People worldwide love hatchbacks for the great value they offer, including features such as highly practical packaging. Mazda set its sights on bringing the brand’s unique value to the universal presence and tradition of the hatchback. Mazda decided to take on a new hatchback challenge through the application of evolved KODO design.　The KAI Concept is an effort to create an alluring hatchback that differs from all those that have come before and to win hearts and inspire people. Unfettered by conventional concepts or stereotypes, the KAI Concept represents the ideal hatchback form in its simplicity and beauty.　The design team aimed to achieve proportions that achieve a condensed presentation of power and beauty. They then took on the challenge of creating new styling that

Mazda KAI Concept

Mazda KAI Concept major specifications

The compact hatchback that sets the stage for the future of the Mazda brand

　The Mazda Vision Coupe is another concept car that was displayed at the Tokyo Motor Show.　In 2010, Mazda inaugurated a new design philosophy: KODO ‒ Soul of Motion. A car is more than just a means of transport or a mass of metal, but a vital presence. The theme of KODO design was to breathe life into the car. With this philosophy, Mazda has continued to capture the energy found in the dynamism of living creatures as they move. Mazda intends to carry forward this philosophy and develop it into the future as an ongoing tradition.

Mazda Vision Coupe

Creating allure that stirs the instincts – a new challenge in hatchback design

Mazda Vision Coupe leads the way for next-generation Mazda design

Seating capacityOverall length x width x heightWheelbaseEngine

4 persons4,420mm x 1,855mm x 1,375mm2,750mmSKYACTIV-X

PowertrainTiresRim width

Front engine, front-wheel driveFront：245/35R20 / Rear：245/35R20Front：9.0J / Rear：9.0J

　Further development of our aesthetic style will be essential if we are to continue these values into the future. For the next generation of Mazda vehicles, we aim to create a look that is more elegant than anything seen before.　The origin of elegance in Mazda design can be traced back to the R360 and Luce Rotary coupes. In an age preoccupied with efficiency, great effort was devoted to creating beautiful proportions for these two coupes. The playful warmth and beauty they expressed became the cornerstone of Mazda’s expression of elegance.

presents the body and cabin as a single solid mass. The result is a bold expression with a whole new twist that accentuates characteristic hatchback solidity and presence along with an overwhelmingly powerful stance.　The interior design established a connection between driver and car with a natural-feeling environment that gently embraces cabin occupants without feeling overly restrictive. This embodiment of the “less is more” ideal further refines the Jinba-ittai experience Mazda is constantly working to achieve.　The KAI Concept embodies Mazda’s aim to achieve “Mazda premium” — forming a strong bond with customers and becoming an indispensable part of their lives — and its commitment to continue making cars that exceed customer expectations.

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MY MAZDA Global September-October 2017

　The Mazda Vision Coupe adopts the basic form of a flowing four-door coupe. Its proportions conform to the golden ratio of classic coupe design with the cabin positioned toward the rear of the body. The silhouette hints of powerful forward momentum, creating the impression of a high-performance machine.　In pursuing this expression, the Vision Coupe forgoes the rhythmical motion that prior iterations of KODO design emphasized in body styling. It opts instead for a simple form that strips away all non-essential elements to embody a “less is more” aesthetic.

A distinctive form that embodies Japanese aesthetic sensibilities and a new expression of elegance

　The sides of the body are crafted to present linear transitions in light and shadow that change continuously in conjunction with the car’s motion. This subtle movement of light and shadow makes the Mazda Vision Coupe Look truly alive. It is an “artistry of light” created from the matured form crafted by human hand.

　The interior space design applies the traditional Japanese architectural concept of ma, the meticulous use of space to create atmosphere. The intentional use of spaces between components such as the instrument panel, door trim and center console introduces ma and encourages a flow of air between them. This creates the impression of a space that gently embraces occupants yet without any sense of confinement.

Spatial harmony based on the concept of ma

Mazda Design Night 2017

● The elegance of the Vision Coupe Concept is absolutely stunning.● I hope Mazda plans to build a car like the Vision Coupe Concept!● I can tell that Mazda has put a lot of effort into the design. It fits Mazda’s

reputation as a design brand.● The event that was originally planned was cancelled because of the typhoon. In

spite of that, departments worked together to hold a substitute event. This is typical of Mazda, which makes cars with passion crossing boundaries between departments.

● Mazda’s design philosophy has been always coherent.● Mazda’s way of communication is not just “Please look at our design.” Mazda

discusses what is behind the design with us. I believe this kind of communication will be required in the future, so Mazda is a ahead of the times in that sense.

● Mazda inspires me with stories like we heard at this event today.

What did media say?

　Mazda planned to hold a design presentation for media two days before press day at the Tokyo Motor Show 2017. The venue was carefully chosen to represent our design vision, and under direction from the Design Division, all teams worked hard to execute the plan. But there was one thing no one had planned on; a typhoon hit Tokyo and we were forced to cancel the event. We didn’t give up, however, and thanks to all departments pulling together, we managed to secure a new venue and reschedule. Twenty-four hours later we held Mazda Design Night 2017 at a “Brand Dealer” in Tokyo’s Takadanobaba district. Surrounded by art works and flower arrangements that express the essence of KODO design, global design chief Ikuo Maeda, explained to journalists from all corners of the globe how Mazda’s design language would evolve in the coming generation. Then the covers came off and Mazda Vision Coupe was revealed to world. To say that the response was positive would be an understatement of grand proportions (almost as grand as those of Vision Coupe itself!). Thank you to all the media who joined the event at short notice despite the change in schedule.

Ikuo Maeda and Vision Coupe

Mazda Vision Coupe Art piece made by Mazda design team

Copperware pieces formed from a single sheet of copper

Flower arrangement

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What is special about Spark ControlledCompression Ignition?　In order to realize compression ignition, which is ideal for internal combustion, compression ignition with gasoline, a long-standing issue other car makers have tried, is realized by incorporating spark ignition.

Why is it so difficult?　Conventional homogeneous-charge compression ignition needs complex requirements for self-ignition, including engine rpm, acceleration, temperature, and so on, so the extent the combustion is achieved has been limited. When spark ignition is employed to supplement the narrow range of HCCI, there is another issue; unstable transition between spark ignition and compression ignition.

How did we break through?　Using a spark plug as a method to control the requirements, an expanding fireball created by spark ignition provides the final push to satisfy necessary conditions for compression ignition.

　The Mazda KAI Concept is powered by Mazda’s next-generation SKYACTIV-X gasoline engine. The last edition of MMG introduced the engine’s technological innovation and features. In this section, let’s have a closer look at the engine: the values SKYACTIV-X can bring to our customers and a key element of the technological innovation, Spark Controlled Compression Ignition.

Next-generation SKYACTIV-X gasoline engine Value provided SKYACTIV-X

GASOLINEENGINE

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SKYACTIV-X DIESEL ENGINE

CU

STOM

ER

VALU

E

FUELECONOMY

TORQUE

RESPONSE

OUTPUT(EXPANSION)

HEATING

EXHAUSTPURIFICATION

Next-generation SKYACTIV-X gasoline engine

SPARK IGNITION（SI）COMPRESSION IGNITION USING

SPARK PLUG AS CONTROL FACTORHOMOGENEOUS CHARGE

COMPRESSION IGNITION（HCCI）

（Spark Controlled Compression Ignition）

COMPLETECONTROL OFSWITCHOVER

CI combustion Expanded flame ballA SPARK PLUG IS NECESSARY

USE SPARK PLUG AS CONTROL FACTOR

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For further evolution of Jinba-ittaiWith further focus on human-centered engineering, make the most of the body ability to balance　We have focused on car making based on a human-centered development process. With SKYACTIV-Vehicle Architecture, more than on individual components systems such as the seats, the body, the chassis, the tires and so on, in development we have focused on vehicle-total coordination, reallocating functions and creating an architecture that works together as a coordinated whole. We developed the “ideal state” of a vehicle by analyzing human walking patterns.

　When a person walks, the body creates an axis of forward movement by making use of the flexibility of the spinal column. Mazda calls this line the “progression axis.” It forms a starting point for maintaining a state of dynamic balance in which the pelvis and upper body move in opposite directions, with muscular exertion and small adjustments of the posture being used to control the body’s center of gravity and suppress the motion of the head. 　This balance ability, an inherent advanced human ability, is a skill people use unconsciously when the walker changes direction or encounters a change in level.

　In order to maintain this state, the following two conditions need to be met at all times. 　 The pelvis is upright 　 The spine forms an S-shape.

◆Developing the “ideal state” by analyzing human walking patterns

Progression axis

◆The ideal state for vehicle occupants

◆Key to ensure occupants can use their balance ability

　How we allow occupants to reach the ideal state in a vehicle in the same way they do when walking?　We have the seats allow occupants to sit with the pelvis supporting the spinal column in an S-shape, while the reaction force from the ground is smoothly transferred through the car body rather than through the person’s legs for smooth, continuous movement of the pelvis.

　To develop a vehicle architecture that makes maximum use of human ability to balance, the movement of sprung mass is a key point. 　The sprung mass has to move smoothly and continuously, as though describing the surface of a sphere, while the seats move in conjunction with the sprung mass without a 0delay so that input energy is transmitted smoothly to the occupant’s pelvis.　This is achieved by making diagonally opposing corners move together without a delay as they send and receive energy.

Next-generation SKYACTIV-Vehicle Architecture

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■NVH:Further improved performance　Focusing on the fact that people experience more discomfort when noise and vibrations increase suddenly or significantly over the overall sound under normal conditions, we worked to ensure that noise and vibration from various sources changed more linearly over time with the aim of creating superior perceived quietness for the car’s occupants. In order to control noise and vibration, Mazda reviewed the timing at which noise enters and the direction from which it arrives and used a new high-efficiency damping structure that includes damping nodes and damping bonds, depending on the characteristics of the points where energy tends to concentrate.

Major technologies of SKYACTIV-Vehicle Architecture– In order to ensure that occupants can use their natural balance ability to the full –

■Seats:Moving together with the sprung mass　The seats allow occupants to sit with the pelvis supporting the spinal column in an S-shape, while the reaction force from the ground is smoothly transferred through the car body rather than through the person’s legs for smooth, continuous movement of the pelvis.　The shape and hardness of the seat back that supports the rib cage has been changed to support the S-shape spine curve, and rigidity has been enhanced to make the seat move smoothly in conjunction with the movement of the sprung mass without delay.

■Body:Transmitting force without delay　Forces now transmitted between all four diagonal corners almost instantly　To the ring structures that connect the framework vertically and laterally in the previous body, Mazda has now added front-to-back connections, creating multi-directional ring structures that improve diagonal rigidity. 　As a result, the delay in the transmission of input energy to the diagonals stretching from the front to the rear has been reduced by 30 percent compared to the current body.

■Chassis:Smoothing out input forces from unsprung mass　Input energy from the ground is communicated to the body via the suspension. Traditionally, vehicle architecture has been designed to reduce the magnitude of forces conveyed to the sprung mass. With SKYACTIV-Vehicle Architecture, however, Mazda has added a new concept—smoothing out the forces conveyed to the unsprung mass over time—and has completely redesigned the allocation of functions among the various components based on this.　Input energy from the ground is transmitted to the body via the suspension. Mazda has added a new concept to smooth the forces conveyed to the unsprung mass over time whereas vehicle architecture traditionally has been designed to reduce the magnitude of the force to the unsprung mass. And Mazda completely redesigned the allocation of functions among the various components. The attachment of the suspension, tires, suspension arm and damper are controlled to work in coordination with each other in order to transfer the energy in order to reduce sudden movement of the unsprung mass.

Ideal state of a vehicle is a vehicle on a balance ball; the movement of the vehicle is smooth and continuous and energy transmits smoothly.

Starting with Germany, communications of the next-generation SKYACTIV-X engine and the next-generation SKYACTIV-Vehicle Architecture began in August. A media event was held in Japan in October. The next event is scheduled for December in the U.S. We will further enhance our efforts to let global customers know the philosophy behind our products and latest technologies.

●It’s a lot easier to maintain my posture when rounding a curve. It even made me think my driving ability had improved.●I had a chance to make a head-to-head comparison, and the

model with the new technologies gave me the impression that I was driving a completely different car.●This Mazda seems to be as good as any European car – or better than them.●I feel that this is the first step toward establishing the unique

value Mazda has been working to offer its customers

Spreading the news to the world

Comments from media

■Germany

●My back felt warm when driving the car. In other words, I think the fit of the seat back to my back was incredible.

●It’s hard to feel the engine brake. I can’t wait to see how the car will be developed by the time it goes on sale.●I am curious about how Mazda will communicate the strength of

this model and its technologies to customers. I’m looking forward to a united team effort from manufacturing to sales.

■Japan

The angle of seat cushion and seat back can be adjusted separately to accommodate various physiques and help achieve the ideal driving position.

Current generation Next generation

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■Visitors’ Feedback

■Mazda StandLounge where meetings, briefings, various events for visitors, etc. took place

Mazda CX-8 MX-5 Red Top Mazda Stand

Technology exhibit Design display

Reception

I like the way Mazda is trying to raise its brand to the next

level.

Mazdas have a handsome front face, and the interior quality is improving too. I

would buy a CX-3.

Cars should look cool and inspire people. I agree it’s

important to hone your style by designing things outside the realm of the automobile.

Mazda is working to improve existing technologies. As an engineer, I can relate to the

spirit behind that.

■Masamichi Kogai’s Schedule

Rehearsal Arrival at Tokyo Big Sight

Briefing Press conference begins

Answering media questions

After the busy afternoon handling media questions

The day before 8：40 8：50 13：40 14：30 18：40

Toyota’s president, Akio Toyoda visited the Mazda Stand

While President Kogai introducing the concept car, there was a huge crowd outside the Mazda’s stand

Scenes from Mazda’s stand

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MPMT

AAT AATMPMT

Production sites in ThailandIn the last edition of MMG, Region in Focus featured Thailand with a focus on sales and marketing. In this edition, MMG would like to introduce efforts to implement initiatives to bring about Brand Value Management at two production facilities in Thailand; Auto Alliance(Thailand) Co., Ltd (AAT) and Mazda Powertrain Manufacturing (Thailand) Co., Ltd (MPMT). AAT is a vehicle manufacturing plant located in Rayong province, and MPMT is a powertrain manufacturing plant in Chonburi province. Although the provinces are different, these two plants are in the same industrial park, and they are only a 10-minute drive from each other.

Outline of AAT (as of Mar. 31, 2017) Outline of MPMT

History of AAT History of MPMT

　

Establishment of the facility

Mazda Fighter pick-up truck production start

BT-50 production start

Achieves 1 million units total production volume

Establishment of a passenger vehiclemanufacturing plant and Mazda2 production start

Mazda3 production start

CX-3 production start

Establishment of the facility

Transmission production start

Engine production start

Engine production capacity to increase to100,000 units per yearEngine machining plant operation start

Bangkok

RayongChonburi

Name Auto Alliance (Thailand) Co., Ltd

135,000 units per year(Mazda models only)

7,188

Mazda 50%, Ford 50%

Eastern Seaboard Industrial Estate,Rayong, Thailand

Mazda2, Mazda3, CX-3 and BT-50

Capital

Productionmodels

Productioncapacity

Number ofemployees

Location

Name Mazda Powertrain Manufacturing(Thailand) Co., Ltd

Transmission: 400,000 units per yearEngine: 30,000 units per year

789

Mazda 100%

Eastern Seaboard Industrial Estate,Chonburi, Thailand

Transmission (SKYACTIV-Drive automatic transmission) Engine (SKYACTIV-D 1.5 and SKYACTIV-G 1.3)

Capital

Productionitems

Productioncapacity

Number ofemployees

Location

AAT

Feb. 2013

Jan. 2015

Oct. 2015

2018 (plan)

Nov. 1995

May 1998

Feb. 2006

July 2007

July 2009

Feb. 2011

Oct. 2015

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Region in FocusNote: Names, departments and positions mentioned in the text are current as of the time of writing.

We Asked the President of AAT!

　AAT, a joint venture between Mazda and Ford, uses the Ford production system at its pick-up truck manufacturing plant and the Mazda production system at its passenger vehicle manufacturing plant and is an organization that is consistent from upstream to subsequent processes. This allows us to leverage the car-making capabilities of both companies, and our workers to perform their work with an awareness of the processes before and after their own.

Towards more efficient operations – Building an organization that makes the most of its characteristics –

　Since becoming president of AAT, I have had many opportunities to think about our employees, about Mazda, and about Ford, and to talk to people in a range of positions, such as suppliers and government officials. What I place most value in is to first listen to what the other person has to say. Whenever I can make the time, I make a point of going out onto the factory floor and listening to what the workers have to say. I think that sometimes just voicing their opinion can make people feel better, and I believe that, more than anything, a free and open atmosphere is the first step toward creating a comfortable working environment.

Precisely because I talk to people in a varietyof positions – First, listen to the other person –

　AAT is in an environment where it is possible to see how both Mazda and Ford work. As well as valuing the synergy between the two companies, I value a sense of balance, in which the two companies understand and respect what the other is doing and its methods while improving the company’s directions and quality. I want to deepen more and more that relationship that enables us to learn about each other’s good points.

To raise our standards even further– Making the most of AAT’s distinctive features –

　Let me give you an example of our approach. The people who work at our passenger vehicle plant learn about the Mazda philosophy through interaction with MPMT, and with the cooperation of the sales company (Mazda Sales Thailand), they are given opportunities to study at the Jinba-ittai Academy. These are some examples of ways in which we cultivate an understanding of Mazda’s cars and its brand and an awareness of our customers from various angles.　Ford has a “One Team” philosophy. This is a stance of putting the customer first, that is, listening to the customer so we can make better cars.　Mazda and Ford are separate companies, but ultimately, they are both making cars for our customers.

Mazda and Ford are working toward the same goal– The customer lies at the heart of everything –

　I joined Mazda straight out of university. As well as being involved in production at the Ujina Plant, I also witnessed Ford’s way of operating for myself at AAT and at Auto Alliance International (AAI), the automotive manufacturing plant that used to be in the United States. My sense is that Ford has great capacity for gathering information and it places value on its customers’ opinions. For example, they convert customer opinions, such as direct e-mails, into data straightaway, and the way that they put the market views they pick up to use in the conduct of their business is one step ahead of the rest.　On the other hand, people from Ford tell us that they admire the way that Mazda has a high degree of awareness of the value of the factory floor and production technologies.

What we have learned from Ford– Drawing out each other’s good features –

　To create a better workplace environment, every week, the president and vice-president tour one particular workplace and listen to the views of people working there. We have mechanisms in place to take on board the opinions of our workers, such as lunches with me and an anonymous suggestion box.　It is also important that we respond in ways that are in line with Thai customs. At award presentations, we hand out certificates and other tangible things that the workers can keep. This is so the recipients can share their good news with their parents. When I think that a single certificate is helping our employees to be filial towards their parents, it makes us even more determined than ever to give them something that will meet with their expectations.　Incidentally, today is the water festival, and in line with custom, after this interview, I will be getting soaked (laughter).

Rolling out information promptly and taking complaints onboard quickly – To create a better workplace environment –

　We are starting to see our employees want to do something to make their own workplaces look the way they want. Some workers started to clean up dirty production lines themselves. The people around them saw this and did the same thing. Later, they started to think about what they could do to ensure that the line does not get dirty in the first place.　I was so moved by this that I had goose bumps. It may only be a small thing, but I believe that this kind of attitude will lead to takt improvements. I gained a real sense that the importance of understanding is something that is common to all nations.　MPMT is one of Mazda’s newer bases, but I can feel it growing every day, and I look forward to the future of this plant.

The importance of “understanding”– Effective takt improvement –

President

Masao Harada

What we do precisely because we are a local plant– To nurture local employees in our operations –

　We also put a great deal of effort into the cultivation of human resources.　Our foremen and supervisors who were newly recruited before we commenced mass production were given three months’ training at the parent factory in Japan. We value an approach in which these foremen pass down what they learned during that training onto the leaders, and the leaders then educate the operators.　Foremen and leaders go through six months’ training and presentations of assignments before being placed in these positions of responsibility. The people who pass this training are formally appointed at a ceremony in front of the workers, where their efforts are applauded, in an effort to raise motivation.

President

Mitsunobu Mukaida

　Another thing that we do, which is rather unusual here, is to recruit new graduates for skilled positions. We welcomed eight new employees from northeast Thailand in 2015, 14 last year, and 19 this year. This is part of our engagement in contributing to the community and cultivating human resources with a long-term perspective.

The Thai New Year, known as Songkran, is a long weekend. On the last work day before the long weekend, in line with tradition, a ceremony is held in which the workers purify management by throwing water and talcum powder mixed with water over them. This photo of Mr. Harada was taken during our interview, just after he had been purified.

We Asked the President of MPMT!

　We make “quality” our top priority. To this end, we have installed the same equipment as our Nakanoseki plant in Hofu, Yamaguchi prefecture, which is a parent factory for a transmission plant, as well as adopting our own unique approaches, such as inspection of all goods and traceability of all components. This also reassures the vehicle plants in China and Mexico, which is where we export our products.　‘There can be no survival without trust in quality.’ Therefore, it is important that we ensure stability of operations and safety. We are thorough in our pursuit of a plant that is properly managed and controlled, clean and tidy, and where products flow properly.

Our mission: to win trust with our quality– Repeatedly making improvements –


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Mazda from My Point of View

ver since I can remember, I have had a passion for cars:their technology, design and

connectivity. Five years ago, my dream of becoming part of th is excit ing world came true when I began working for Mazda Colombia in different positions within the marketing area. Being part of this company has been a unique experience. I am a firm believer in its philosophy and a witness to how it is represented in each and every one of its products. 　Since I started working here in 2012, I have faced different professional challenges including product launches, br ing ing the exc i tement of SKYACTIV Technology to Colombia and being part of the evolution of the brand’s insignia cars, l ike the Mazda3. These experiences have been both gratifying and exciting for me. As a matter of fact, the marketing strategy for Mazda3, of which I was a part, managed to position the car within the Colombian market as the segment leader with a 50 percent of market share. 　At Mazda, our teamwork and achievements are rewarded with knowledge and abilities. One of the most special moments, for which I am profoundly grateful, was having been chosen to visit the Jinba-ittai academy in Japan, where I received training from expert engineers. The i r knowledge a l lowed us to more effect ive ly communicate Mazda’s philosophy in the Colombian market. Truly, this was one of the best experiences I have gone through. The opportunity to get to know the culture, made me understand the brand’s essence more deeply. I was able to fully experience and adopt our philosophy while getting to know first hand, the challenging spirit that has always been taught.

EPassion, teamwork and marketing: A Colombian Mazda experience

　Another Mazda aspect that I would like to highlight is the general commitment that all of Mazda’s collaborators have to the company. We have always been committed to reaching the company’s goals. For 2015 and 2016, we were the car brand with the highest growth rate in a shrinking market, showing the strength of the brand and the products in Colombia. Additionally, Mazda positioned itself in second place as part of the Colombian Top of Mind in 2016, becoming one of the most competitive brands in the market.

　However, the most important part of my experience has been the collaborative team work that has driven m y p e r s o n a l a n d professional growth. A l though we are a small team, we have

all mutually supported each other while trying to reach the same goal. The people I work with are amazing. They are 100 percent committed to their work and to the brand, which they have always wanted to help grow. Thanks to that, we have become a Mazda reference on a global scale where our work and results in different international automobile shows in Colombia shine. Leading the 2014 and 2016 automobile shows have been memorable experiences for me, full of challenges and lessons. 　Our team work and passion is made evident through our results. Mazda is one of the most loved companies in Colombia, helped by its customer service and product portfolio. I hope to be able to continue being a part of this story that is already 34 years old in Colombia, where I can be the best version of myself, both professionally and personally.

Sergio Cáceres

　This edition of “Mazda from My Point of View” is the story of Sergio Cáceres a marketing executive at Mazda Colombia who has been with the company for over five years.

Jinba-ittai Experience in February 2017 Members of marketing team – Jinba-ittai Experience 2017

Cabo de la Vela –Guajira peninsula, Colombia. Test drive for Zoom Zoom Magazine (2016)

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　On Sept. 14, Mazda revealed the all-new Mazda CX-8 to members of the news media in Japan and announced the company would start taking orders prior to sales. Mazda hopes to allow both drivers and passengers to enjoy their cars in all aspects of their lives. The CX-8 was designed to offer outstanding value by providing a comfortable space in which to spend time with family or friends or enjoy quality time alone.

Mazda CX-8, new three-row crossover SUVdebuts in JapanFlagship of Mazda’s domest ic SUV l ineup offers customers a new l i festy le cho ice

DESIGN

■“Timeless” and “edgy” are the key words for the design→The beautiful, premium-feeling design will add excite-　ment to customers’ lives■Quality materials used for a high-class look→Specially selected Nappa leather upholstery and real

wood trim to achieve a look suitable for the flagship of Mazda’s SUV lineup in Japan■A design that speaks of driv-　ing pleasure, luxury and me-　ticulous attention to detail→A refreshing departure from

the boxy look of most multi-　passenger vehicles thanks to

the contrast between the com-　pact cabin and the body

A beautiful, premium-feeling design that adds excitement to customers’ lives

An all-around car for long-distance touring to broaden customers’ horizons

A cabin that offers comfort and enjoyment to all passengers

What Mazda aims to offer our customers with the all-new CX-81

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SAFETY

■Developed in line with the Mazda Proactive Safety philosophy1

→Pursuing the status that supports safety and peace of mind for the driver →Supporting enjoyable driving experience for friends and

families　■Active Safety→i-ACTIVESENSE advanced safety features including a new 360-view monitor are standard2

　 ■Passive safety→A bifurcated structure used below

the C pillar for the first time→Rigid SKYACTIV-Body→Active bonnet standard on all models

Excellent safety performance allows everyone to enjoy the drive

PACKAGING

■Human-centered development philosophy→Cabin designed for ease-of-use as a three-row SUV→All rows of seats designed

in line with ergonomic principles →Easy exit and entry→Flexible luggage compart-　ment and storage for a wide

range of purposes

Mazda’s unique safety philosophy that aims to maximize the range of safe driving conditions and minimize the risks of an accident while understanding, trusting and respecting the human driverStandard and optional technologies differ by model grade.

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Features of the Mazda CX-8

DYNAMIC PERFORMANCE

■Performance that brings pleasure, comfort and peace of mind→A Jinba-ittai driving feel tailored to human senses→Updated SKYACTIV-D 2.2

clean diesel engine with exceptional fuel economy and a high-quality feel■Smooth and powerful per-　formance that defies the

“people mover” image

An enhanced KODO design theme delivers one-of-a-kind SUV styling

Smooth driving, powerful performance

A high-quality and flexible cabin space


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Special Feature 1

　When designing a car to seat six or seven adults, you tend to end up with a boxy style that is merely a practical means of transportation. Our idea was to get away from that and come up with a car that was stylish and quiet with a superior driving performance yet still had plenty of space – one in which both the drivers and passengers could enjoy the ride. I hope this car will serve as a catalyst to enrich the everyday lives of our customers. If customers come up with ways to spend time driving the car that suit their lifestyles, they can expand their driving possibilities.

Program Manager, Product Division

Hideki Matsuoka

　Our team developed this car hoping to come up with the best design we could. There are a lot of space restrictions with the second row of seats and the surrounding layout. In particular, there were a lot of problems with the center console, but the designers, engineers and production staff discussed various solutions and came up with a car that offers unprecedented value. Instead of saying it couldn’t be done, we asked ourselves how we could do it. We were able to have this kind of lively debate because there’s a good understanding of KODO design and a spirit of cooperative creation throughout the departments concerned.

Chief Designer, Design Division

Shinichi Isayama

　The CX-8 meets the desires of customers who appreciate our new-generation cars and Mazda values and of Mazda group employees who wanted a bigger car that would hold more people yet offer outstanding performance and design. The CX-8 is also our effort to make inroads in a domestic market that is not yet well established and head down a path we believe in. This car is the result of our refusal to make boring cars. There are plenty of other cars for people who are looking for spaciousness or convenience. This car, which could only have been created by Mazda, demonstrates the company’s significance.

Brand Promotion Dept., Domestic Business Division

Buichiro Takaba

Message from Program Manager, Chief Designer and Domestic Business Div.

● I expect this car to destroy the notion that family cars have to be minivans.

●This is a car sought by Mazda owners to suit their lifestyles.● I came here expecting to see a smaller version of the CX-9, but I felt it

was not just about the car’s size but also about creating a car with Japanese people in mind.

●There are no other cars in Japan in which the back of the third row seat comes up to the passengers’ shoulders. Sitting in the third row seat, I felt safe and secure.

●Mazda has created a car suited to the times.● I think aiming for three rows of easy-to-use seats was a good idea. ● I wonder how fans of Japanese minivans, who are used to sliding doors,

will feel. The car could take customers away from the minivan market. I’ll be interested to see customers’ reactions.

● I felt Mazda was offering customers something new. The car has a lot of trendy elements, and I think it can create a new target market.

●Both the exterior and interior have a high-quality feel. ●Honestly speaking, I felt the car was beautiful and really cool.● I’d like the manufacturer and dealers to work together in the same spirit.

Comments from media

*These comments are from automotive journalists and other members of news media who attended the launch events.

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The five perspectives for sub-design

　This ser ies g ives a behind-the-scenes look at development of the all-new Mazda CX-5 and introduces designers and engineers who played a key role in the process. In Part 6 we meet the “sub-designers” who worked to make rarely seen areas like door openings and the insides of wheel wells, more beautiful. With the all-new CX-5, the team reviewed an astonishing 698 parts. Read on to find out what it means to work across departments and question conventional methods.

　Some operations inside Mazda are referred to as sub-design. These involve building beauty into spots that mostly go unseen by customers, including fine details such as the openings for the doors and lift gate, the inside of the wheel wells and the fit and finish of the interior. Though referred to as “sub”-design, it is an extremely important part of the process.

　ood sub-design has nothing to do with making the car look cool. It’s about creating beauty by eliminating things,” said Yasunori Iguchi, an

exterior designer who led sub-design for the all-new CX-5.

　The process previously called for the designers to check the layout data once they were almost finalized, but that left little leeway for making improvements to those seldom

hen he began working with the engineers in the ear ly stages of product ion, Iguchi established five perspectives to serve as

guides to what can be considered beautiful. He did this because he could not expect engineers to have the same level of aesthetic sensitivity as a designer.

　All are based on the principle of simplifying as much as poss ib le , or , as Iguch i puts i t , “erad icat ing the unnecessary.” It’s a process of eliminating visual noise to heighten the appeal of the exterior and interior design.　“Mazda’s designs are acclaimed, and all the engineers were as eager as the designers to improve the appearance of functional parts and create the most beautiful overall design possible,” said Shinji Fujikawa, a member of the body CAD group.

task team comprising members from planning, craftsmanship development, production technology and design was formed, and they worked across

departments to question the way things had always been done. The task team carefully examined how to improve every element, from the appearance of bolts to labeling.

A

W

“G

Development of the All-New CX-5 : Part 6274 rarely seen parts enhance the pleasure of driving a Mazda

Working across departments to question conventional methods

Creating beauty by eliminating things

Eliminate visual noise to heighten the appeal of the design

Yasunori Iguchi, Exterior Designer

Shinji Fujikawa, Body CAD Group

noticed locations. To remedy this, Iguchi was assigned full-time to the sub-design of the new CX-5 from the earliest stages of development.

Special Feature 2


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Upper left corner of the rear lift-gate opening

Yasuhito Sakamoto, from Body Planning Group and (right) the project team at work

　“It’s not as though we engineers don’t care about how things look,” said Yasuhito Sakamoto of the body planning group. “But when we used a 3-D printer to create prototypes from data made with our conventional methods and looked at them based on Iguchi’s five perspectives, we could see that, unfortunately, the lines were indeed wavy.”　“We can’t acquire the aesthetic sense of a designer in a short time, so we created numerous prototypes in order to understand the points the designers were raising and gradually refined our skills.”

　“Iguchi’s goal is to raise engineers’ awareness of design.” Fujikawa said, “I want to continue tapping into designers’ sensibilities and apply them to building cars in the future.”

　Kosuke Sakaguchi, the interior planning engineer responsible for the trim, paid particular attention to achieving a high-quality look in the cargo area, which customers seldom notice. He called for plush non-woven material to be attached to the walls as well as the floor, unifying the look and feel and giving the cargo area a higher-quality ambience.

　He also focused on boosting cabin quietness by minimizing the space between the backs of the rear seats and the cargo area when the seats are reclined. “If we’re going to make things look better, I want to improve their function and performance as well,” Sakaguchi said.

An interior that provides comfort as well as beauty

Yukinori Monden, interior designer

Kosuke Sakaguchi, from Body Planning Group and (right) the cargo area of the all-new CX-5

he team worked to create a visually clean and pleasing interior too. Hiding the parts that secure the headliner while eliminating unevenness in the ceiling’s

surface creates a clean look that gives people in the back seat a sense of roominess.　“A feeling of roominess is more important to people than actual dimensions,” said interior designer Yukinori Monden. “Eliminating the visual noise of uneven surfaces not only creates a more beautiful finish but also provides occupants with greater comfort. These efforts pay off in a number of ways.”

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　The meticulous sub-design process for the all-new CX-5 looked at 698 different areas and led to improvements in 225 exterior and 49 interior parts.　While many of these improvements will go unseen, their contribution to the appeal of Mazda cars will be apparent to customers as they enjoy their cars, whether washing them or changing a tire.

　The next installment, which focuses on the dynamic performance of the all-new CX-5, is the last in the series.

　For example, the hinges, dampers and other functional parts above the lift gate opening are visible when loading and unloading cargo. So the shape of the pressed metal there is likely to be complicated. The team patiently adjusted the shape of each part in 0.1-mm increments for a simpler surface and smoother lines. This not only resulted in a cleaner look but also had a variety of other synergistic effects, including simplifying the assembly process.

*　*　*

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　In August 2017, Mazda North American Operations celebrated the official opening of its new headquarters in Irvine, California. Moving down the road from the place we called home for the past 30 years, the new office occupies five floors of what is currently the tallest building in Irvine.

　The new office space is a significant upgrade from the previous one. The overall layout was redesigned, and the employees were able to redesign their workstations to include a flexible work space with floor-to-ceiling windows for natural light. The new office space, as well as outside common areas, are designed to encourage collaboration between people and departments.　The technology at the new offices allows employees to easily change their physical location, either sitting at a desk, in a common area, outside on the patio, in meeting rooms or in focus rooms. In addition, the number of meeting areas is significantly increased from neighborhood hubs that encourage more communal ad hoc interactions to think tanks that are tailored to enable larger group cooperation.　As part of a complete evolution of the brand, Mazda’s new home in the U.S. signifies the importance of placing employees at the center of cultural, perceptual and behavioral transformation, that will continue to evolve as we head toward our next-generation vehicles and business practices.

　The building offers 10 feet of floor-to-ceiling glass for natural lighting and an efficient floor plan for maximum flexibility.

Opening of Mazda’s New U.S. Headquarters

Work spaces by the numbers

　Employee experience is essential – placing the employees at the center of the cultural transformation of the brand. They participated in the process of selecting how the new workplace would function, creating the opportunity for MNAO to predict and project space utilization needs that would work for the needs of various employees and work groups.

　The new offices were designed to express the character of the Mazda brand.

　There are only 16 private offices in the new HQ. Cubicles are now low walled open desk stations.

16private offices

1training room

conference rooms (meeting

space for in-person or

remote collaboration)

5

44focus rooms

(private workspace for

use by any occupant)

1complimentary

coffee bar

9neighborhood

hubs (multi-function

space meant for casual work,

conversations or meetings)

13think tanks

(collaboration rooms dedi-

cated to a di-vision for tech-nology-enabled

meetings)

2multipurpose

rooms

50huddle rooms (collaboration

space for in-person or

remote collaboration)

365workstations

5wellness rooms (private space for relaxation

and rejuvenation)


TopicsNote: Names, departments and positions mentioned in the text are current as of the time of writing.

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2017 Frankfurt Motor Show

2nd Global Engine Assembly Competition　The 2nd Global Engine Assembly Competition took place on Sept. 18-19. At this event, junior technicians who won regional ski l ls contests at each of Mazda’s global manufacturing bases compete head to head. The goal is to both encourage young employees to improve their skills and to nurture a culture that respects highly skills practitioners and sees value in taking on challenges. 　Masatoshi Maruyama, who heads up Mazda’s global production, was at the event, “We have always wanted to create a forum in which junior technicians from overseas plants can meet with those from the parent plants here in Japan and work together to improve everyone’s skills. We are grateful to be able to realize that wish,” he said. “We want these young technicians to seek knowledge and continuously hone their skills, and to realize that the real winner is the one who wins the customer’s smile.” All nine contestants demonstrated their skills to the full, and the winner was Takumi Hosoya, who works at the

　Frankfurt International Motor Show was held from Sept. 14 to 24, 2017. At the show, SUVs are still the big topic for all manufacturers in all segments. This premium trend has now also arrived in the B -and C-segment, as well as electric vehicles and hyper cars.

　There were 230 world premieres, 64 European premieres and 40 of the 50 manufacturers exhibiting showed a concept car. Mazda exhibited its full European model range including the all-new CX-5 with further enhanced KODO design and SKYACTIV Technology. Many of the questions asked to the staff at the stand were about Mazda 's recent announcements on Susta inab le Zoom-Zoom 2030 and SKYACTIV-X.　Here are what our colleagues observed at this year’s show.　The premium brands showed futuristic BEVs (Battery Electric Vehicle), luxurious SUVs and amazing hyper cars. Despite Dieselgate and discussions on emission limits in European cities, hyper cars still have their fans and fascination.

Hiroshima Plant, with Jesus Zavala Garcia from MMVO coming in second. 　Mazda has been holding global skills contests in the five categories; engine assembly, car-body robot operation, painting, and vehicle assembly at Hiroshima Plant; and transmission assembly at Hofu Plant since last year.

　The SUV segment further increased (more than a third of the presented premieres were SUVs) and is now also in growing in the B- and C-segment . Increas ing ly , manufacturers are trying to make their SUVs stand out through bold designs, panoramic sunroofs and a growing selection of technological add-ons including hands-free tailgate or automatic parking. 　There was also a lot of focus on the younger target audience with brands using big central displays, Apple CarPlay or wireless charging to appeal to them.

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　Mazda Malaysia rolls out new CX-5 and new paint shop opens at Mazda Kulim Plant

　On Sep. 28 Mazda’s sales and production company in Malaysia, Mazda Malaysia Sdn. Bhd. held a ceremony to mark the start of production of the all-new Mazda CX-5 and the opening of new paint shop. Representatives of Mazda headquarters in Hiroshima and local business partners such as Bermaz and Inokom also participated in the ceremony.　Mazda Malaysia invested about 2.3 billion yen to build an exclusive paint shop for Mazda’s designer body colors and to automate part of the body-welding process. These measures align new technologies at the plant with those at Mazda’s “parent factories,” the Ujina and Hofu plants, in Japan and will further enhance production quality. Until now, the Malaysian Mazda CX-5 has been sold in Malaysia and Thailand. Moving forward, Mazda Malaysia plans to ship the model to the Philippines, Indonesia, Cambodia and Myanmar as well. 　At the ceremony, Shinji Sakatani, president of Mazda Malaysia expressed his gratitude and appreciation to business partners in Malaysia, Bermaz Auto, Inokom and all the related companies as well as government officials for their support and cooperation in to producing high-quality products. “We will continue to work to bring out high- quality products packed with the joy of driving,” he said.　 In h is remarks, Masatosh i Maruyama, Mazda’s Manag ing Execut ive Off icer in charge of G loba l Production and Business Logistics, said “Under the name Mazda Kulim Plant, Mazda will work as one with our business partners to make this a plant to be proud of and

Tent where the ceremony took place.

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Malaysia-made all-new CX-5 and then the key was handed over

Group photo with the all-new CX-5From left: Minoru Takata, Program Manager of all-new CX-5; Shinichi Isayama, Chief Designer; Dato’ Sri Ben Yeoh, CEO of Bermaz; Hiroshi Inoue, Mazda’s Managing Executive Officer; Masatoshi Maruyama, Mazda’s Managing Executive Officer; Shinji Sakatani, President of Mazda Malaysia Sdn. Bhd.; Mohd Rizal Jailan, President of Inokom; Dato’ Francis Lee, Executive Director of Bermaz, Dato’ Amer Hamzah, Executive Director of Bermaz, Kozo Ikehara, Plant Manager of Mazda Kulim Plant

Celebrating the start of a new chapter of Mazda in Malaysiato provide customers with high-quality Mazda cars.”　“We have always worked together to make high-quality cars here at the Malaysia plant, but now we have decided to give the Mazda production line and everybody involved in making our cars a name that will help us pull together even more as a team. That name is the Mazda Kulim Plant.”　“The customers who have supported our growth so far have even higher expectations of the ‘next Mazda.’ Together with our partners, Mazda must exceed those expectations, and the start of production of the all-new CX-5 here at Mazda Kulim Plant is our first step in that journey together,” said Mazda’s Managing Executive Officer in charge of ASEAN business, Hiroshi Inoue. 　“In addition to Thailand, the new CX-5 will eventually be shipped to the Philippines, Indonesia and other ASEAN nations. We hope that this will stimulate more employment and foreign trade, and help Mazda contribute to the further growth of the automotive industry in Malaysia.”


　MMG has kept you updated on how Mazda Sales Thailand’s two Mazda2s with SKYACTIV-D (1.5-liter diesel engine) were doing in the Thailand Super Series. Here is a report on the last four rounds in the Super Compact class at Chang International Circuit in Buriram province. The 5th and 6th rounds took place over the weekend, 19th and 20th of August.

　Honda City joined the popular Super Compact Class from Round 5 to attract more attention to the category.Again, Mana Pornsiricherd (Thailand) took the steering wheel of the No. 43 Mazda2 SKYACTIV-D 5-door, and Michael Freeman (Australia) drove the No. 55 four-door Mazda 2.

　According to the preliminary race results, No. 55 started in second position, and No. 43 started in fourth position for Round 5.　Honda C i ty , wh ich won the pre l im inary race , demonstrated outstanding strength. Freeman kept his starting position, and after a blistering race with the Ford Fiesta for the position, he was able to finish second because Fiesta retired. The 60kg weight handicap tortured Pornsiricherd, but he was able to maintain the position and finished fourth. 　On Sunday, Aug. 20, Round 6 started with Pornsiricherd in second and Freeman in fourth. Freeman kept the position until he crossed the finish line. Pornsiricherd couldn’t follow Freeman to the finish line because of a gear problem. He had to hold the shift knob to keep it in the desired gear while operating the steering wheel. As a result, he finished seventh.　After these rounds, Freeman took second place in the drivers’ standings for the Thailand Super Compact category, and Mazda took the top and the runner-up spots.

　Rounds 7 and 8, the final rounds of the year, took place on Sep. 23 and 24. Like Rounds 5 and 6, they were held at Chang International Circuit in Buriram province.　Round 7 started in the rain. Pornsiricherd failed to make a good start, but he is an experienced driver who has raced in tough races like the Paris-Dakar Rally, and he demonstrated outstanding driving technique while driving in the wet conditions, finishing first. This confirmed Pornsiricherd’s position as champion this year.

　The skies were sunny and the track was dry on the day of Round 8, the final round. Freeman appeared to put a little pressure on himself because he wanted to finish second in the drivers’ standings, and he dropped down to the 13th once. But he was able to narrow the gap and ended up in sixth.

　This was the final race of the 2017 championship. Pornsiricherd was on top, and Freeman finished in third in the drivers’ standings. The team, Innovation Motorsports, won the overall victory. The 2017 season ended with impressive results, and the diesel-powered Mazda2s contributed to strengthening Mazda’s brand presence.

Mana Pornsiricherd (left) and Michael Freeman

2017 season ends with a success

Mazda team wins Super Compact class in Thailand Super SeriesMazda drivers take top and runner-up spots in driver’s standings

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For Mazda’s Employees of the Future — Work Experience Events for Students —

28th MX-5 4-Hour Endurance Race　The 28th Media 4-Hour Endurance Race took place on Sept. 2 at Tsukuba Circuit, with special sponsorship from Mazda. Automobile journalists and other media representatives, who are usually in charge of communicating information about cars, participate in this race themselves as drivers. It is hoped that their experience in the race will help the media representatives to convey the enjoyment of driving to the world, which would contribute to the growth of Japan’s automobile culture. At the venue on the day, in addition to test drives of the circuit in the MX-5 RF and CX-5, the participants were given a lecture on Jinba-ittai, where they could learn about the correct driving position. They also had the chance to operate Tamiya radio-controlled model cars, and a range of other activities were offered for people of all ages to enjoy while at the circuit. 　Twenty Six teams participated in the actual race, which was run with MX-5s of identical specifications. These teams

　Students from within and outside Hiroshima Prefecture are invited to take time from their summer vacation to participate in work experience events. Here we present two such events that took place this summer.

Mazda’s First Event to Nurture Girls in Science　On August 1, Hiroshima Headquarters held an event, specifically a workplace tour designed to encourage interest in science and engineering fields among female senior high school students. This was the first time Mazda had held such an event, which demonstrated its support for the Japanese Government Cabinet Office’s Science and Engineering Challenge program for encouraging greater interest and participation in science among girls. 　On the day, at the visual testing ground, Mami Yonezawa of the Vehicle Testing Department used an actual vehicle to show the girls the technical research being conducted to reduce windshield reflections. The girls also performed actual work experience with group work exercises.

The Joy of Monotsukuri – Third Restoration Program　On August 9, Hiroshima Headquarters held an event for high school students to experience our restoration activities. The program ran over three separate sessions. On the first two days, on August 9 and 10, the students actually experienced doing work with members of the ONE MAZDA Restoration Project team. After that, the students were given an assignment to take back to their schools, and they presented their outcomes at the third session, on Sept. 18. 　This year, 22 students from seven schools, including industrial high schools in the area, participated in the program. The students were enthusiastically engaged, receiving advice from Mazda employees as they worked on tasks such as measuring rotary engine parts down to 1/1000th of a millimeter.　On Sept. 18, the high school students came back to the headquarters. The students had brought the parts back to their school and kept polishing. The surprising results even made Mazda employees suspicious if they used machines to polish the parts. Actually, the students used a wire brush and sand paper polish the parts by hand. ・I vaguely liked the idea of cars, but I learned about

the specific content of the work, and it has been very useful in helping me to choose what path to take when I finish school.

・It was good to see places we would usually never have the chance to see. I am going to work hard so I can have something to do with Mazda in the future.

included teams comprised of the media representatives, as well as a “manufacturers’ mixer team,” made up of engineers from other car manufacturers. Masashi Nakayama, the MX-5’s Chief Designer, who also took part in the race, said, “I felt that going a step beyond regular interactions and actually competing together in a race is an opportunity for more generous interactions, which gives the event a deeper significance. We were also able to prove first hand that the MX-5 is the type of car that anyone can enjoy racing with a little training.”

Comments from participants

・It was a great opportunity to learn how a car is made and how ingenious ideas from employees help efficiency at work place.

・I would love to join Mazda and partic ipate in WorldSkills Competition in the future.

Comments from participants


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Demio and Roadster Papercraft Original Design Contest Awards Presentation

Editor’s note The 2017 Tokyo Motor Show was my first opportunity to see a press day at an auto show. The whole experience was

thrilling, but what impressed me most was the size of the crowd that gathered for Mazda’s press conference. It seemed to me that the large crowd indicated people’s big expectations for Mazda. We may be a “small player” in the automotive industry, but we get plenty of attention thanks to our plucky spirit and willingness to defy convention. Perhaps the crowd this year was not unusual, but seeing it with my own eyes gave me a renewed perspective on Mazda and on my own work. It was a great experience.

　The awards presentation for the Demio and Roadster Papercraft Original Design Contest was held at Hiroshima Headquarters on August 25. The three winners of the Good Design Award, selected from 324 entries, were invited, together with their families to the presentation, where they were presented with electric radio-controlled model cars (produced under the supervision of Tamiya Inc.) that faithfully recreated their award-winning designs. The ceremony had a warm and welcoming atmosphere. The guests were given the opportunity to try the radio-

controlled model cars. Later they had a plant tour to see Mazda’s car making on site. They even tried tightening a bolt. At the end the plant tour, a surprise awaited the prize winners. There were actual models with their original design! 　The contest was started last year with the aim of supporting the dreams of children, the generation of the future, and to help children and adults alike to experience as a family the joy of making things and the sense of achievement of creating something themselves.

Cardboard to craft a white car

Lots of applications!

Through examination

Cat Roadster☆　Radio-controlled car and original paper car

Red Fire RoadsterRadio-controlled car and original paper car

Light upon the Demio!Radio-controlled car and original paper car

Award ceremony at the headquarters’ showroom

Actual model with its original design. What a surprise!

Award winnersWe sincerely hope the whole experience has become a good memory of all participants.

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To achieve continued growth To contribute to the further development of monotsukuri

Clearly understand the direction Mazda is headed in and consider how your work contributes

The only way forward is for all employees to be united in their efforts

n August 2017, Mazda announced our equity partnership with Toyota and our long-term vision for technological development, both important measures

for our future direction. Both express my desire to “realize Mazda’s continued growth” and “contribute to the further development of our monotsukuri spirit.”　I want to urge all employees of the Mazda Group to work as one toward the same goals.

irstly, I would like each and every employee to clearly understand the direction Mazda is headed ing based on the recent announcements. More

information will be cascaded down through MBLD and other channels, but I would like all of you to take the initiative to learn more and to ask your supervisors any questions you may have about why we are embarking on these efforts.　By developing a clear understanding of our direction, you can get a good overview of things. I’d like you to cultivate a high level of awareness and a broad perspective and develop anew a c lear recognit ion of the k ind of contributions your work makes. In this way, you will be able to tackle your work with determination and confidence that you are building Mazda and the Mazda brand.

If all employees have a correct understanding of the company’s direction and engage in their work with an awareness of the need to th ink ahead, the

organization will not head in the wrong direction, even in these turbulent times. In the difficult times during and after the global financial crisis, our employees worked toward a single goal, which enabled us to launch new-generation products within a short time. On the other hand, I believe there are still some issues regarding the question of whether the entire company, from development to sales and service, was able to understand the new-generation product strategy from the start and engage in it without reworking it and without missing any opportunities.　The ability for all employees to unite in a collaborative effort and forge ahead will enable us to do our work efficiently with limited resources and maximize the effectiveness of that work.

I

To mark the equity partnership and many years of friendship ahead, Toyota’s president, Akio Toyoda, presented us with items hand-crafted by Toyota’s Skills Competition team. The enclosed letter said, “We hand-crafted these gifts with our sincere best wishes in the hope that true friendship will continue for many years to come.”

FGet through the period of change in a spirit of friendly competition with Toyota and lead Mazda to growth

he automotive industry is entering a period of major change, including tightened regulations, ent rants f rom other indust r i es , and the

diversification of the mobility business. Under these circumstances, in addition to further strengthening the technologies we excel in and our business foundation, I want to take on the challenge of this period of change and get through it in cooperation with Toyota.　As we proceed with our collaboration, learning about how Toyota thinks and works will lead to major growth for us. Akio Toyoda, president of Toyota, has also spoken of his eagerness to learn from us. I see the relationship between Toyota and Mazda as a bond between kindred spirits who can be frank with each other, sit down at the same table to talk, work hard together and share our joys with each other. I f irmly bel ieve that meeting each other ’s expectations with responsibility will lead to the success of our collaboration.

T


Please send us your feedback regarding MY MAZDA Global.Email: [email protected]

From the President’s Office

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1108-6 2017 9-10 Mazda · PDF fileto the R360 and Luce Rotary coupes. In an age preoccupied ... This embodiment of the “less is more” ideal further refines the Jinba-ittai experience