Explores the impact of cross-cultural differences on the facilitating effects of corporate culture on the implementation of total quality management (TQM). Measures corporate culture using the competing values model pioneered by Quinn and Rohrbaugh. Measures implementation levels of TQM using a questionnaire developed at the University of Missouri-Rolla by Wu. Applies these measures to 133 manufacturing companies in the USA, Switzerland and South Africa to investigate the relationship between corporate cultures and the implementation of TQM. Using canonical correlation analysis on the two variable sets (corporate culture and TQM), identifies the relationships between corporate culture and TQM for each region. The results show that, in each region, several distinct relationships between the dimensions of TQM implementation and corporate culture exist. Also determines that the relationships differ between the regions, implying that the application of TQM should take into account ethnological cultures. Makes conclusions and recommendations for management action. Summary of practical valueAs global competition and mergers force organizations to expand geographically across national and cultural boundaries, there is a greater need to integrate organizations with different ethnological cultures. Since a significant competitive advantage can be gained by organizations that can effectively motivate and influence the behavior of their people, it is important to understand the ethnological impact on the successful implementation of change programs such as total quality management (TQM). This article clarifies the impact of corporate culture on TQM implementation in an international context. It provides specific insights into the impact of ethnological differences on the implementation of TQM in the USA, Switzerland and South Africa. The article provides additional insights on the effectiveness of corporate TQM implementation policies as a function of their flexibility to deal with diversity within the national or international workforce. It also provides direction for managers developing policies to establish change programs such as TQM in other areas of the world.

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Develops a graphic simulation system in conjunction with a kinematic error model to assist management in making investment decisions. Uses Taguchi‐type experimental design to predict the robot process capability. Two sets of charts are created by the system to represent the repeatability and accuracy of the robot performing a given operation. These charts are, first, histograms in the x, y, and z directions and, second, scattered ellipses in the xy, yz, and xz planes. Central to the system are three characteristics: a description of the geometric error and of the kinematic error; a common function to request and display a robot moving from one position to the next; and a family of charts showing the capability of the robot implementing a given task. The results provided by the system can help management to analyse robot projects concerning robot selection and implement action in a more systematic manner.