TABLE OF CONTENTS
TITLE ……………………………………………………………………………….. i
DECLARATION………………………………………………………………..
ii
CERTIFICATION
……………………………………………………………. iii
DEDICATION
………………………………………………………………… iv
ACKNOWLEDGEMENT …………………………………………………. v
TABLE OF CONTENTS………………………………………………….. vii
ABSTRACT……………………………………………………………………… x
CHAPTER
ONE
INTRODUCTION
1.1 Background of the Study ………………………………………… 1
1.2 Statement of the Problem ……………………………………….. 6
1.3Objectives
of the Study ………………………………………………. 8
1.4 Research Questions ……………………………………………….. 9
1.5 Research Hypotheses …………………………………………….. 9
1.6Significant
of the Study …………………………………………….. 11
1.7Scope
of the Study …………………………………………………… 12
1.8Limitation
of the Study ………………………………………………. 12
1.9Definitions
of Terms ………………………………………………….. 13
CHAPTER
TWO
LITERATURE
REVIEW
2.1 The Concept of Total Quality Management ……………. 17
2.2Some
contributions of TQM ………………………………………. 19
2.3Customer
Focus and Satisfaction ……………………………… 24
2.4Principles
of TQM……………………………………………………..
27
2.5Tools
for TQM ………………………………………………………….. 28
2.6Benefits
of TQM to Organizations ……………………………… 32
2.7Implementation of TQM
Programme in an
Organization ………………………………………………………… 33
CHAPTER
THREE
RESEARCH
METHODOLOGY
3.1 Research Design …………………………………………………. 34
3.2 Area of Study ……………………………………………………….. 35
3.3Population
of Study ………………………………………………….. 36
3.4Sample
and Sample Procedures ………………………………. 36
3.5Instrument
of Data Collection …………………………………… 37
3.6Validity
and Reliability of the Study …………………………… 38
3.7Method
of Data Collection ………………………………………… 38
3.8Method
of Data Analysis……………………………………………. 39
CHAPTER
FOUR
DATA
PRESENTATION AND ANALYSIS
4.1 Data Presentation …………………………………………………. 41
4.2Presentation
and Analysis…………………………………………. 42
CHAPTER
FIVE
SUMMARY OF FINDINGS,
CONCLUSION AND RECOMMENDATIONS
5.1 Summary of Findings ……………………………………………. 57
5.2 Conclusion …………………………………………………………… 58
5.3 Recommendation ………………………………………………… 59
BIBLIOGRAPHY
…………………………………………………… 60
APPENDIX
…………………………………………………………… 62
ABSTRACT
This study is an attempt to examine the Impact
of Total Quality Management (TQM) on organizational productivity, A Case Study
of Ama Brewery, 9th mile Enugu. The research further focuses on the approach
adopted by organizations that has implemented the concept and the rate of
success achieved. These is a prove that effective TQM implementation can
improve their competitive abilities and provide strategic advantages in the
market place. The effects of not participating in TQM implementation by all
management levels, challenges disrupting the TQM implement in an organization
and failure to organize frequent employee training have been a big problem.
This research work tries to ascertain the impact of TQM implementation in the
organization, level of management involvement, challenges disrupting the
implementation, impact of employee training and TQM principles application to
goal attainment. It is through the questionnaire method and oral interview that
data are collected from aforementioned organization. References were made to
journals, related books, internet and magazines when writing this project. The
aforementioned organization agreed that TQM have impact in organizational
productivity. It is not all management levels in Ama Brewery contribute in TQM
implementation. The failure to organize frequent employee training have been a
major setbacks to their organization, while some management challenges disrupt
TQM implementation in the organization. They should engage in frequent employee
training inorder to increase the level of individual and organizational
competence. All management levels should join hands in TQM implementation so
that quality will be attained. Researches can be made for further informations
on all related textbooks from foreign country.
CHAPTER
ONE
INTRODUCTION
1.1 BACKGROUND
OF THE STUDY
Total
Quality Management (TQM) has become a world-wide topic in the twenty-first
century. Having its roots partly in the USA and partly in Japan, it was
primarily adopted by some Japanese companies in the decades immediately after
world war II with the greater successes of Japanese companies during the 1980s.
Companies
all over the world found that it was necessary to have good quality management
practices in order to stay competitive (Lagrosen, 2002). Total Quality
Management is an enhancement of the traditional way of doing business. It is a
proven technique to guarantee survival in world competition. Only by changing
the actions of management will the culture and actions of an entire
organization be transformed. Total quality management (TQM) as a management
approach of an organization is centred on quality based on the participation of
all its members and aiming at long term success. This is achieved through
customer satisfaction and benefits to all members of
the organization and society.
In
other words, TQM is a philosophy for managing an organization in a way, which
enables it to meet stakeholders need and expectations efficiently and
effectively without compromising ethical values (ISO, 8404, 1994). TQM has been
widely implemented throughout the world. Many firms have arrived at the
conclusion that effective TQM implementation can improve their competitive
abilities and provide strategic advantages in the market place. (Anderson,
Fornell & Lehmann, 1994) several studies have shown that the adoption of
TQM practices can allow firms to compete globally (Easton, 1993), (Ernst and
Young, 1996; Womack & Roos, 1990). Several researchers also reported that
TQM implementation has led to improvements in quality, productivity and
competitiveness in only 20 – 30% of the firms that have implemented it (Benson,
1993). According to a survey of manufacturing firms in Georgia, the benefits of
TQM are improved quality, employee participation, teamwork, working
relationship, customer satisfaction, employee, satisfaction, productivity,
communication, profitability and
market share (Dale, Zairi, Vanfder Wiele &
Williams, 2000).
A study
conducted by Rategan (1992) indicated that a 90% improvement rate in employee
relations, operating procedures,
customer satisfaction, and financial performance is achieved due to TQM
implementation. However, Burrows (1992) reported a 95% failure rate for
initiated TQM implementation programs; Eskildson (1994), Tomow and Wiley (1991)
reported that TQM implementation has uncertain or even negative effects on
performance. Longenecker and Scazzero (1993) indicated that achieving high
product quality and pursuing successful TQM implementation are highly dependent
on top management support.
Total
quality management is seen as a holistic approach to managing project. It includes
continuous improvement, training and re-training of staff, customers
satisfaction, top management support, defect-free product at first attempt,
elimination of rework, cost effectiveness etc.
Haris
and McCaffer (2002) stated that total quality management consists of all
activities that managers perform to improve their quality and policy such as
quality planning,
quality control, quality assurance and quality
improvement. It is a process of getting assurance and quality rid of poor
quality from production rather than getting rid of poor quality products. Total
quality management (TQM) is a philosophy that involves everyone in an
organization in continual efforts to improve quality and achieve customers
satisfaction.
Continuous
improvement is the philosophy that seeks to make never ending improvements to
the process of converting inputs into outputs. The three key philosophies in
TQM according to Telsang (2004) are;
-Continuous improvement
is never-ending push to improve.
-Involvement of everyone
in the organization goal of customers satisfaction.
-Constant training of
employees on the methods and concepts of quality.
According
to Bamiscile (2004), quality can be measured by clearly laid down requirements
Newlove (1987) and Pateman (2004) used the concept of conformity with
requirement as the definition of quality in productive
organization. All team members who perform quality
functions should endeavour to produce quality products at first attempt. This
will ensure clients satisfaction and save cost for rework. Quality affects all
aspects of the organization and has dramatic cost implications. The most
obvious consequence occurs when poor quality creates dissatisfied customers and
eventually leads to loss of business.
Even
though there are disadvantages associated with ISO,9000 implementations, the
benefits cannot be discounted.
Figure 1: Conceptual Framework of TQM
1.2 STATEMENT
OF THE PROBLEM
IMPACT OF TOTAL QUALITY MANAGEMENT ON ORGANIZATIONAL PRODUCTIVITY (A CASE STUDY OF AMA BREWERY, 9TH MILE CORNER, ENUGU)
