As the market moved rapidly towards “ride-on” agriculture in the 1970s, the company reinstated a plan to build a new plant, which had been put on hold due to the first “oil shock.” The Tsukuba plant was completed in August 1975.
The plant was built on grounds covering 337,000m², and was equipped with all the latest automation systems, in the pursuit of high-quality and low-cost production. It was a very modern plant, with a training center specifically for tractors and consideration of environmental protection and tree-planting in its design.
It produced its 100,000 tractor in just its second year of production. A ceremony in October 1979 to commemorate the production of 700,000 Kubota tractors was held here.

One necessary condition for management in a period of low growth is the strengthening of the company in financial terms. In February 1976, Kubota issued 7.5 million dollars of convertible bonds in a public offering in the United States. The company received an A rating from the credit rating agency “Standard & Poor’s” at the time, and also passed the strict examination by the United States Securities and Exchange Commission.
Based on these results, in November of the same year Kubota became the third Japanese company to be listed on the New York Stock Exchange, the biggest exchange in the world’s capital market.
To successfully extend a business internationally, it is essential to pass strict quality and PL (product liability) evaluations in the United States and Europe. For that reason, the company introduced TQC (Total Quality Control) in February 1974. In November 1976, the Sakai production plant and the internal combustion machinery research headquarters were awarded the Deming Prize, the first such achievement in the agricultural machinery industry.

When the Osaka Headquarters Building was completed in 1960 the number of employees there was 730. This number had continued to rise, and in 1975 the number reached 1,600 employees, and the company started the construction of a new building. A 16-story building was completed in October 1977, containing many of Kubota’s own products such as G-columns, cast aluminum siding, air conditioning equipment, a greywater system and fountain machines.
A display of new products was set up on the first floor of the new building in 1979, to introduce the company’s new products and technology to people inside and outside the company. In 1980, past products of particular importance which described the company’s history were also added, and the display became a permanent feature.

At a time when agricultural machinery demand was depressed due to the second policy to reduce rice cultivation acreage, etc., the company decided to strengthen and expand the external sales of compact engines, which had previously mostly been used in Kubota’s own products.
In order to increase production capacity and improve cost competitiveness, a new plant was built in Chikko-shinmachi, Sakai City. A highly efficient plant was created which could produce a total of 500,000 engines per year, both air-cooled gasoline engines and water-cooled diesel engines, with just 180 employees.
In addition, Kubota was also first in the manufacturing industry in Japan to introduce a VAN (value added network) between the company and affiliated companies. Many other advanced technologies were also introduced, for example with the construction of an original procurement and logistics system.
The company received an award from a private advisory body to the Minister of International Trade and Industry in 1985 for its “excellent information processing system.” It was also awarded the “1985 Nikkei Superior Trend-Setting Office Award.”