Some cultural/geographical styles in quality strategies and quality costs (P.R. China versus Australia)

Abstract The current presentation — rooted in a survey carried out in Israel in the early 1980s — discusses some principles and practices of quality management as emphasised across cultures. It is based on a glimpse into quality practices in P.R. China, which is then compared with some Total Quality Management experiences in Australia. Common traits, exhibiting some similarity to a Japanese style of quality management, could be found among a group of state enterprises in P.R. China, visited in May–June 1992. Distinctive differences are noticed between quality practices in the Chinese companies and those perceived in a small sample of Australian companies, investigated in the period September 1992–January 1993. The differences concern the reason for commencing the program, main improvement objectives, scope of jobs, as well as practice of quality control circles and quality cost reporting. Quality costs, which were reported on a regular basis in all the visited Chinese enterprises, are outlined here as a potential dynamic quality performance indicator.