Efforts to improve corporate value

Since its foundation, Yaskawa Electric has placed “Quality First” at the core of its management and has worked to create value for customers by improving the reliability of its products and services. Through the evolution of quality management, including the introduction of QC activities in 1977, Total Quality Control (TQC) in 1981, and ISO9000 in the 1990s, this approach has been firmly established in the DNA (corporate culture) of the Yaskawa Group.

　To support these activities, we have established management structures such as ESG (Environmental, Social, and Governance), TQM (Total Quality Management), and YDX (YASKAWA Digital Transformation). In addition, there are Yaskawa Group’s corporate culture and principles at the foundation of these activities. By strengthening these foundations, we believe that we will be able to respond flexibly and appropriately to the rapidly changing business environment and the diversifying needs and values of our customers.

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  YASKAWA’s quality management

TQM activities

Yaskawa launched TQC activities in 1981. The purpose of these activities was to change the company’s business, which at the time was centered on System Engineering, to mechatronics, and to ensure thorough policy management in order to ensure that the policies of the top management permeate every corner. In recognition of these achievements, we received the “Deming Prize” in 1984. Furthermore, in 2024, Chairperson Ogasawara was awarded the “Main Prize of Deming Prize” in recognition of his efforts to drive data‑driven quality management globally under the key principle of “making customers win,” achieving remarkable results in both enhancing corporate value and advancing the industry.

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  “Deming Prize” received in 1984

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  “Main Prize of Deming Prize” received in 2024

Our TQM activities are built on the two core pillars of TQM: Policy Management (improvement and innovation) and Daily Management (maintenance and enhancement). To address the issues and challenges that arise within these activities, we engage in small-group initiatives (K30¹ activities) based on QC-oriented ways of thinking and problem‑solving approaches (the QC approach). Furthermore, the foundation of all our activities is the practice of constantly asking, “Who is this activity for?” and acting accordingly. By having all employees embody this mindset, we believe these efforts contribute not only to realizing our management principles but also to developing talent capable of carrying forward our company’s DNA.

*1 “K30 activities” are participatory activities aimed at improving problem-solving and task-achieving capabilities that lead to the strengthening of the management foundation by implementing QC stories through reforms and improvements from the customer perspective.

Enhancing quality management through digital management

Under the leadership of Chairperson Ogasawara, who was then President of the Company, YASKAWA Digital Transformation (YDX) has promoted rapid decision-making and improved management efficiency through the visualization of management information since 2020. Currently, we are working to further improve quality and service by using digital data to link the entire global value chain, including product planning, design, procurement, production, logistics, sales, and after-sales service. We are also working to further improve management efficiency by connecting the entire supply chain and promoting the visualization of information from a broader perspective.

Quality training

ISO9001

List of ISO9001 Certification (As of March 2026)