Device Type: JPRPDL3 JPPOST JPRPDL3 JPPOST JPRPDL3 JPPOST JPRPDL3 JPRPDL3 JPPOST JPPOST JPPOST JPRPDL3 JPPOST JPRPDL3 JPPOST JPPOST JPPOST JPPOST JPPOST JPPOST JPPOST JPPOST JPPOST JPPOST JPPOST JPPOST JPPOST JPPOST JPPOST JPPOST JPPOST JPPOST JPPOST JPPOST JPPOST JPPOST JPPOST

SAP Note: 62178

Distribution: L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L L
Distribution: G - The device type may be in your system already because it was delivered via SAP upgrade or support package. Otherwise you can download it from the associated SAP note. S - You can download the device type from a web location specified in the associated SAP note L - These device types are contained in the SAP standard delivery but were not developed under the SAP Printer Vendor Program

Commitment to Customer Satisfaction / Epson and the Customer

Creating Customer Value

We will keep the customer in mind at all times and make the quality of our products and services our highest priority. We will devote ourselves to creating products and services that please our customers and earn their trust.
A Good Relationship with Customers
Customer value is the surprise and delight we deliver to a customer via a product or service, and it is the shared happiness that accompanies mutual benefit. Customer value is defined by customers. At Epson we continuously strive to identify and deliver customer value by creating original technologies and by providing unique services and high quality support. We are building trusting relationships with customers so that they can feel comfortable choosing Epson. Two ways we build trust with our global customers are by

Quality Philosophy

Keeping the customer in mind at all times, we make the quality of our products and services our highest priority. From the quality assurance efforts of each employee to the quality of our company as a whole, we devote ourselves to creating products and services that please our customers and earn their trust.

Quality Policy

1. We will solve problems by directly observing all operations and processes. 2. We will quickly complete the Plan, Do, Check & Act (PDCA) cycle in all situations. 3. We will thoroughly analyze any failures, and establish procedures based on that analysis, so that mistakes are never repeated. 4. We will proactively consider our customers satisfaction so they will genuinely prefer purchasing Epson products and feel confident using them. 5. We will seize the opportunity presented by customer comments and complaints to inform our decisions when designing new products. 6. We will readily report even negative information. 7. We will foster a climate in which attention is paid to even the most commonplace events. We practice "sangen shugi," a philosophy that emphasizes the importance of going to the actual site of a problem, observing firsthand the actual situation, and making decisions based on the facts. We practice "wow CS," which focuses not only on basic product performance but on adding value that delights and impresses customers beyond their expectations.
delivering quality they can count on; and building neighborly, mutually beneficial relationships.
At Epson, we live by a simple pledge:
Create products and offer services fit for the people closest to us!

Approach to Quality

We believe that quality applies to more than products and can apply to any business activity or business facet, including employee conduct and attitude. Moreover, we think the fundamental key to reassuring customers and earning their trust is to look at product and service quality from a customers perspective. This approach to quality is rooted in Epson's Quality Philosophy, which has been translated into 14 languages and is shared across the global Epson Group.
Epson Group Sustainability Report 2010
Developing Products with Customers
Seiko Epson involves customers in product development from the planning stage to improve usability and ensure that Epson products deliver the value customers seek.
Making Our Products More Accessible to All
Epson optimizes the ease-of-use of its products by incorporating feedback from persons with varying physical abilities and characteristics. We gather feedback from our differently-abled employees, as well as from persons with disabilities in the community. We incorporate the valuable information they provide to make our products as accessible as possible to all.
Customer Interviews in the Field
Around the globe Epson employees interview people who have purchased Epson products. We visit these customers in their homes and offices to see the conditions in which our products are actually used and to note any requests or problems customers have. The information we gather is analyzed and fed back into the product development process to tailor future models to real needs.

Color blind person evaluating a users manual
Interviewing a customer at home (about projector use) All-in-one panel being evaluated by a visually-impaired person Wheelchair-user evaluating the operability of a digital all-in-one
Evaluations and Verifications by Seniors
Seiko Epson aims to create products that are easy to use for all people, including senior citizens. Toward this end, we enlist the help of seniors to evaluate and verify the ease-of-use and intuitiveness of our products. For example, we use engineering samples of inkjet printers at numerous points in the development process to verify ease-of-use, and we use what we learn to optimize the final design. We also interview senior citizens about the labels and names used on control panels to ensure visibility and readability.
Internal Monitoring Program
Epson uses an internal monitoring system to gather unfiltered opinions from employees, their friends, and members of their families about products they are asked to evaluate as users. The information they provide is fed back into the product development process. The evaluate-and-improve cycle of this program can be used for multiple iterations, thus leading to the development of products that will deliver greater customer satisfaction. The program provides an additional bonus in that it makes employees more conscious of customer-centric product creation.
Evaluation using a simulator
Testing legibility/readability
Evaluation by an internal monitor
Aiming for Products that Exceed Customer Expectations
Interactive Projector BrightLinkTM 450Wi
Epsons ultra-short throw interactive projector is being used in U.S. classrooms, where one teacher called it a great tool that denitely increases motivation and learning. Suggested revised copy: With interactive capabilities built in, this ultra-short throw projector turnsalmost any surface into an interactive learning area, so theres no need for an interactive whiteboard. This product, with its included interactive pen, helps engage students, who wave their hands in the air, eager to get a chance to use the board to solve problems. (See page 15)
Dialog Spearheading Customer Quality
Check Scanner TM-S1000 (Sold in all regions outside of Japan)
Create, produce and deliver for the customer. Easy to say, not so easy to do. The TM-S1000 check scanner, however, launched in North America in 2007, is a prime example of a product created on the basis of strong communication with customers, from the planning and prototype stages all the way to volume production.

Comments from the Development Team
Dynamically Incorporating Feedback
In 2004 we were asked by a North American company to participate in a joint project to develop a dedicated check scanner for banks. In the beginning there was so much to learn. So, before drafting a product plan, we gathered facts from our U.S. partner, as well as from major U.S. nancial institutions. Gradually we developed a clear picture of the market, and knew that we could tie the product to new sales to customers. We then drew up conceptual illustrations and produced full-scale mock-ups, using them to solicit feedback. This enabled us to identify at the prototype stage the kind of product that would be convenient for customers to use. From prototype to volume production, we developed specications based on operating procedures actually used by customers, printed the specications out on paper, and then proceeded to mark them up with notes for improvements in every operation and process. We were able to evaluate and verify the quality of the check scanner with checks as they were being processed inside a bank. Even after the market launch of the TMS1000 we are communicating with customers so that we can continue to exceed customer expectations in the future.
Generating Excitement and Enthusiasm
The BrightLink 450Wi is not our rst short-throw projector for classroom, but it is our best. Taking feedback from users, we redesigned the BrightLink 450Wi from the ground up. The product concept was stretched so that, instead of simply developing a projector, our goal would be to develop a projector that makes learning more fun. The challenge for the development team was to create a projector with built-in interactivity that would allow teachers and students to write on the projected image with a special pen. Later, in developing and experimenting with interactive prototypes, We began really seeing the potential the product would have for generating excitement and enthusiasm. The project was challenging and covered a lot of ground, but what kept me going was my strong desire to help our customers and having an extremely well-dened objective.

The development team

The development team with a mock-up
Customer-Centric Services
Epson handles customer service inquiries at separate information centers for products such as personal computers, printers, scanners, and projectors. Epson Sales Japan asks callers to rate the quality of information and service they received. This information is used to identify new issues and to continuously improve. Continuous improvements are implemented in line with the PDCA management cycle.
Polishing Our Servicing Skills
Epson Sales Japan holds an annual Customer Engineer Competition as a way to encourage our service technicians to improve their skills. Competition participants are judged on their technical skills, in events where they compete to see how quickly and accurately they can solve a given problem. But they are also judged on things such as how well they deal with customers and the level of care they pay to the working environment. For example, competitors are penalized for making loud noises as they work or for not keeping the work area sufficiently neat and clean. Customer engineers from all over Japan compete for first, second, and third prizes. Judges look at three key areas:
Customer Service Quality Improvement Flow
Customer satisfaction survey (conducted monthly)

Questionnaires

Analysis & Results Report
Knowledge of Epson products and the number of
models the competitor can repair
Ability to correctly identify where repairs are needed,
and ability to work fast and according to the customers situation. Ability to provide recommendations and advice that will win Epson loyalty We will continue this event in the future to help ensure that customer engineers hone their skills and provide customers with top-notch service.
Quality improvement cycle

Improvement activities

Verification of analysis & results Exploration of corrective action
Review & reset targets
Conrmation of standing compared to other companies and within the industry (every year)
Examples of Improvements in FY2009
When callers to information centers find out that their products need repairs, they do not want the bother of having to then call a repair center to request service.
Customer Engineer Skills Competition

Competing under pressure

Judges and observers
Therefore, if a product needs repairs, some of our information centers can, with the permission of customers, arrange repair service on the spot. (This service is being introduced in stages.)
The 2009 champions trophy
Quality Improvement Programs
Epsons E-Kaizen" Activities
The global Epson Group is committed to continuous improvement of its operations on the individual and small-group level, through a program we call E-Kaizen. Breakdown of E-Kaizen Activities

Continuous improvement activities by individuals Improvement proposals Continuous improvement activities by small groups QC circles, PM circles Organization-led improvement activities Improvement projects

Quality Control Training

To develop personnel who can improve operations and the workplace, Epson provides employees the world over with standardized quality control training programs. Trainers from Japan develop trainers overseas, who then provide instruction to local employees. Quality control training overseas
Global Quality Improvement Activities
The number of QC circles overseas is currently 1,300, down slightly in 2009 following business consolidation and reorganization. Nevertheless, small group activities at our overseas manufacturing sites have grown more vigorous, in part due to increased interaction among circles as manufacturing has shifted offshore. QC Circles Overseas

(Number of circles)

Continuous Improvement Activities at Overseas Manufacturing Sites
Our overseas manufacturing sites do not stop at improvements on the factory floor. They actively encourage line workers to jointly explore improvements with design engineers, facilitating rapid resolution of issues.

1,538 1,500 1,350 1,282

Production verification by line workers and design engineers.
Worldwide QC Team Presentations
Once a year, Epson invites select QC teams from around the world to present their small-group activities and accomplishments. Thirty-one teams from 10 countries assembled in Japan for the FY2009 event. Teams from our overseas manufacturing affiliates have demonstrated vast gains in recent years, even to the point of winning Epson's coveted Presidents Award.

1,034 1,000

2009 (FY)
Block Promotion Organization

Block admin. office

Administrative conferences
Winners of the Gold Prize and Presidents Award
Japan site FY2006 Semiconductor Operations Div. EID TFT Operations Division FY2007 Overseas company Presidents Award FY2008 FY2009

Head Office

Japan China SE Asia
16 business units, subsidiaries and affiliates 8 local affiliates 9 local affiliates
Shenzhen Epson Shenzhen Semiconductor Operations Div. Semiconductor Operations Div.

Epson Batam

Epson Shenzhen Tianjin Epson Semiconductor Operations Div.

Tianjin Epson

Epson Philippines Epson Shenzhen TFT Operations Division
Strict, Unified Global Standards for Customer Security, Safety and Satisfaction
Epson has established regulations governing quality assurance and product safety management to help ensure that we offer the same quality to customers in every country and every region around the world. Our product safety and environmental compliance requirements are set forth in the Epson Quality Standard (EQS). This comprehensive set of unified standards is implemented across the Epson Group. EQS specifies independent controls that we implement to meet or exceed legal and regulatory requirements in each country. Epson makes every effort to ensure its products are safe. We have analytic equipment and facilities to reproduce and isolate the cause of reported product safety problems. We have outfitted our labs with equipment and instruments that measure volatile organic compounds, including substances thought to cause sick house syndrome, to improve product outgassing measures. Findings are incorporated in the EQS, hazardous substances are eliminated at the product planning and design engineering stages, and safety is built into our products so that safety is assured even if products are misused. Analysis using an X-ray CT machine In addition, in line with our Basic Product Safety Policy, we make product safety information available to the public and make sure all employees receive product safety training. As we move forward, each of us at Epson will continue to hold the customer foremost in our thoughts as we go about our duties and toil to build a corporate culture that creates, produces, and delivers products and services for the customer.

Important Notices Issued in Fiscal 2009 (in the Japanese Market)
Epson identified a hazard in its ELPDC02 document
imager that could potentially result in smoking or fire. A recall anouncement was issued in August 2007, and information on receiving free inspection and repair service was provided. In 2008, however, there were incidents of smoking from units that we had not yet repaired and fires involving non-Epson brand products with the same specifications. Since August 2009, Epson has placed announcements regarding the free inspection and repair service via its Web sites. Epson confirmed that an electronic component used in its LP-7500, LP-7700, LP-8100, LP-8700, and LP-8700PS3 monochrome page printers could fail, producing smoke and fire inside the printers. A notice instructing customers how to receive no-cost repairs has been on Epson Web sites since September 7, 2009. Epson confirmed that its ELPAP04/05 Quick Wireless USB Keys, optional products for Epson projectors, were infected with a virus that could be transmitted to a PC to which they were connected. A notice regarding the virus has been on Epson Web sites since October 14, 2009. Epson confirmed that smoke and fire can come from the vicinity of an exhaust port on the back of EDiCube BB and EDiCube MX series of desktop personal computers due to electrical tracking between connectors inside a power supply unit. A recall announcement was issued on November 11, 2009, and information on receiving free inspection and repair service was provided. Epson confirmed that smoke and fire can come from the vicinity of an exhaust port on the back of EPSON Type-SZ/BA/BD and Endeavor AT-900C/920C/930C desktop personal computers due to electrical tracking between connectors inside a power supply unit. A recall announcement was issued on April 13, 2010 (FY2010), and information on receiving free inspection and repair service was provided.

Product Safety Policy

We work hard to ensure the safety of all our products because we understand the need for customers to trust the safety of the products they buy. Our Product Safety Policy reflects this recognition and expresses our commitment to customer satisfaction a core tenet of Epson's Management Philosophy.