Mazda Motor Corporation
"50% faster development. Company saved from 4 years of losses."
When Mazda needed to halve its engineering cycle time to survive, CCPM delivered.
The challenge
Mazda recorded losses for four consecutive years (2008–2012). The Power Train Development Division faced a stark mandate: cut the SkyActiv engine development cycle in half, or the company may not survive. Traditional project management couldn't deliver the speed required.
The TOC solution
TOC Critical Chain Project Management (CCPM) was introduced in 2007 and expanded company-wide. Planning shifted from management-only to engineer-led network building. Buffer management was institutionalized so problems surfaced early — not at the deadline.
What happened
Mitsuo Hitomi, Executive Officer at Mazda's Power Train Development Division, credited TOC CCPM directly for the company's turnaround at the TOCICO 2013 Conference. The SkyActiv engine — a fuel-efficient internal combustion technology that rivals hybrids — was delivered on time and became a commercial success, allowing Mazda to post its first profit in five years. What began as a survival measure became a competitive advantage.