y upgrading program in all of its factories, was developed to mirror the Total Quality Control (TQC) concept. Komatsu¡s perception was an adaptation and extension of the well-known Japanese quality-control-circles system in manufacturing operations. Their goal was to ensure the highest quality from development, to provided services to the consumer.
             In the early 1970¡s, Komatsu was beginning to feel that their operation was in need of aggressive development abroad. By 1972, they had introduced Project B, which was intended to focus on their export operation of the large bulldozer, which was their main export item. This project was similar to Project A, aimed at upgrading quality and reliability, and bring their production up to worldwide standards. However, not only will their overall objective with this project to develop a worldwide market, but to also bring a broader product line to the overseas consumers with their improved quality and reliability.
             In the early 1980¡s, Komatsu was able to buy their way out of the license agreements with Bucyrus Erie, and International Harvester (IH), due to illegal acts by Bucyrus Erie, and financial crisis with IH. This opened many doors for Komatsu in gaining access to the worldwide markets in both the hydraulic excavator business, and wheel loader business. This allowed them to surface as a full-line competitor.
             In 1981, Komatsu launched a new product call EPOCHS, which was short for Efficient Production-Oriented Choice Specifications. Their aim was to improve production efficiency without reducing the number of product specifications required by the market (Bartlett, Rangan 1985). This allowed them, through in-depth market research, to adapt to the needs of the consumer based on their operating requirements, and their geographical location. More on the EPOCHS project will be discussed later in this paper.
             By 1983 the organizations manufacturing had become fully integrated, produ...