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IMPACT OF TOTAL QUALITY MANAGEMENT ON ORGANIZATIONAL PRODUCTIVITY (A CASE STUDY OF AMA BREWERY, 9TH MILE CORNER, ENUGU)

Business Administration & Management Project Topics

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).

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