Environmental Approach

Working closely with its business partners, the Tsubaki Group aims to contribute to overall social and economic development through our business operations by supplying products that exceed customer expectations.
Based on its “Tsubaki Spirit” social mission of advancing the art of moving beyond expectations, while working closely with its business partners, the Tsubaki Group aims to contribute to overall social and economic development through our business operations. To achieve these objectives, we will promote quality management and productivity improvement activities, construct fair and open business relationships, and enhance coordination with our customers to build equal partnerships. In addition, we will work to ensure we can provide quality, price, delivery time, and services that exceed customers’ expectations.

Quality management

Tsubaki Group Basic Quality Policy

The next processes are our customers.
We will all follow the rules, and make quality products.

The Tsubaki Group Quality Basic Policy is based on the following principles.
- We will reaffirm our focus on our customers.
- We will accept the principle that the next processes are our customers and that each process has quality built-in.
- We declare that every single person within the organization will have a sense of ownership and do a great job.
- This year is the first year after our 100 year anniversary. We will look back to our founding principle of “making quality products” and start a new page in Tsubaki history.

Quality Management Promotion System

Quality Management Promotion System

The Tsubaki Group Quality Committee was established as a top-level system to promote quality control management for the Group. In order to further ensure effectiveness, the Quality Management Department for the Tsubakimoto Chain Headquarters Operations (that oversees the group as a whole) and the Quality Implementation Committee were established in April 2018.
In addition to the existing quality control assurance activities in each division, we have put forth three strategies: (1) receive audits from a third-party perspective; (2) establish Group quality guidelines; and (3) implement cross-organizational activities to improve quality. Through these methods, the Group not only aims for zero quality defects, but also to strengthen our system for keeping promises made to customers. In doing so, we will reinforce quality control governance and maintain and improve the Tsubaki brand.

Framework for Strengthening Quality Control
Framework for Strengthening Quality Control
Internal audit by headquarters

Human Resources Education and Exchange

The Group aims to improve quality management skills by developing level-specific education regarding “quality” and “improvement” as part of its companywide educational system.
As we move forward, in order to raise quality management specialists, we will enhance professional education centered on the Quality Management Department and implement employee rotation between companies and divisions inside the Group. At the same time, we are introducing “individual quality targets” and “quality model factory” systems aimed at raising the quality awareness of all employees. 

Business Department Activities

Automotive Parts Operations initiatives

In Automotive Parts Operations, with our Saitama Plant in Japan as the mother plant, we have constructed a production and supply system for the twelve plants in the eight countries where the Tsubaki Group manufactures timing chain drive systems for automobile engines. In 2008, under the guidance of the Toyota Motor Corporation, we launched our "dantotsu improvement activities" aimed at achieving zero quality defects. In 2011, we pushed for further productivity improvements, shortening of lead times, and inventory reductions with the start of our "manufacturing reform activities." These activities led to big productivity gains at a new assembly wing completed in April 2013.
These activities also proved useful for fostering young technicians and transmitting skills from one generation to the next. With the success of this initiative, we have rolled it out in overseas group companies and among Japanese suppliers. It is contributing to our global competitiveness in the automobile parts business.

The new "manufacturing innovation"
assembly plant
Timing chain assembly line

Chain Operations initiatives

In our Chain Operations, we are working to optimize global production in Japan, North America, Taiwan, and China. The Kyotanabe Plant actively organizes exchanges with group factories overseas (such as the Tianjin, China plant built in 2012) and promotes the sharing of the technologies, technical skills, and know-how accumulated over many years. Furthermore, in FYE 2015 we launched MIK2018, a set of production reform activities that aim to construct compact, flexible production lines capable of variable-lot/multi-model output with shorter delivery times. Aiming to increase productivity by 30%, we are working to further strengthen our high-quality chain manufacturing.
(MIK: Manufacturing Innovation in Kyotanabe)

The Kyotanabe Plant, where MIK2018 productivity reforms are being implemented
RS 100 assembly line (left) and large size conveyor chain assembly line (right)

Relationships of trust with business partners

The Tsubaki Group's high quality manufacturing is supported by the continual efforts of our suppliers. Having set a basic procurement policy aimed at creating long-term relationships of trust, in addition to sharing and learning together with suppliers, Tsubaki conducts a variety of group productivity improvement initiatives, including the guaranteeing of open entry opportunities, the pursuit of mutual development through fair transactions, and the proactive evaluation of new technology proposals.
In Japan, 170 of our suppliers are members of the Tsubaki Business Partners Club. While encouraging friendship among member firms, the association deepens understanding with Tsubaki through a variety of events including general meetings and regular informal discussions.