factors influencing the implementation of total …
TRANSCRIPT
DECEMBER, 2020
FACTORS INFLUENCING THE IMPLEMENTATION OF TOTAL
QUALITY MANAGEMENT IN MANUFACTURING INDUSTRY:
A CASE OF URAFIKI TEXTILE MILLIN TANZANIA
BY
MARIATHERESIA I. MGENDERA
Dissertation Submitted in Partial Fulfillment of the Research requirement for Award
of Master Degree of Business Administration in Corporate Management (MBA-CM)
of Mzumbe University, Tanzania
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CERTIFICATION
We, the undersigned, certify that we have read and hereby recommend for
acceptance by the Mzumbe University, a dissertation entitled ‘Factors influencing
the implementation of Total Quality Management in Manufacturing Industry:
A case of Urafiki Textile Mill, Tanzania in partial fulfillment of the requirement
for the award of the degree of Master of Business Administration in Corporate
Management (MBA-CM) of Mzumbe University.
_______________
Major Supervisor
________________
Internal Examiner
__________________
External Examiner
Accepted for the Board of MUDCC
________________________________________________
PRINCIPAL, DAR ES SALAAM CAMPUS COLLEGE
ii
DECLARATION
AND
COPYRIGHT
I, Mariatheresia Isaya Mgendera declare that, this dissertation report is my own
original work and that has not been presented to any other University for a similar or
any degree award.
Signature………………………………………..
Date……………………………………………..
©2020
This dissertation is a copyright material protected under the Berne Convention, the
Copyright Act 1999 and other international and national enactment, in that behalf, on
intellectual property. It may not be reproduced by any means in full or in part, except
for short extracts in fair dealings, for research or private study, critical scholarly
review or discourse with an acknowledgment, without the written permission of
Mzumbe University, on behalf of the author.
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ACKNOWLEDGEMENT
First and foremost, I would like to give out my special thanks to Almighty God for
giving me strengths, good healthy and courage to overcome obstacles and challenges
towards accomplishing this dissertation. I would like to express my heartfelt
gratitude and give thanks to my supervisor Dr. Lucy Massoi for constant guidance
since the inception until the completion of the research. I treasure her advice,
criticisms, support and suggestions, which have contributed a great deal to bringing
this work to its present form.
I extend my appreciation to my beloved parents Mr.& Mrs. Isaya Thomas Mgendera
who have always been together with me in prayers, moral and materials support to
the completion of this study. Most thanks are granted to my brothers, Calistus
Mgendera, Marianus Mgendera and Blasius Mgendera and my young sister,
Elizabeth Kinyunyu who were ready for their advices and support.
Lastly but not least, I would like to thank all people especially Urafiki Textile
employees’ in Dar es Salaam who accepted my request to fill in questionnaires
during data collection and other members who gave encouragement, support and
relative information throughout the study.
Finally, it is not possible to mention everybody individually in this small note, but I
would like to express my sincere appreciation to those who in one way or another
contributed to the successful completion of this study through giving assistance,
guidance, suggestions, encouragement and contractive ideas.
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DEDICATION
To my parents, my brothers, my lovely young sister, other relatives, my former
employer Sherry and friends for fighting tooth and nail to make sure that I complete
my studies successfully, and for their daily prayers that enabled me to complete my
master degree programme at Mzumbe University.
May Almighty God bless them all!
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LIST OF ABBREVIATION AND ACRONMY
BS British Standard
CHC Consolidated Holding Corporation
EFQM European Foundation for Quality Management
ISO International Organization for Standardization
LW Literature Review
MS Microsoft Excel
PDCA Plan-Do-Check-Act
PLS Partial Least Square
RMG Readymade Garment
SPSS Statistical Package for Social Science
SQC Statistical Quality Control
T&C Textile and Clothing
TBS Tanzania Bureau Standard
TFDA Tanzania Food and Drugs Authority
TQM Total Quality Management
US ITC United State International Trade Commission report
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ABSTRACT
This research examines factors influencing implementation of Total Quality
Management (TQM) in manufacturing industry in Tanzania, by focusing at Urafiki
Textile Mill.The study specifically based on identifying how top management
commitment influencing implementation of TQM in Urafiki textile Mill in Tanzania,
to identify whether employees training in textile company has any effect on
implementing TQM practices, to examine the influence of effective communication
on implementing TQM in Urafiki textile industry and lastly to determine the effects
of the existing TQM practice in textile industry. The study adopted a descriptive
research design. Stratified random sampling and purposive sampling methods were
used to determine and draw the sample size of 120. Primary data were collected
using structured questionnaires and analyzed and processed using MS excel with a
comprehensive description.
Findings revealed that out of 120 respondents who were selected from sample size,
but only 70 respondents effectively participated that equals to 58.3% of response
rate. The findings showed that the total average of 79.2% of respondents, followed
by 58.4% total average and lastly the total average of 57.7% of respondents were
strong agreed and agreed that top management commitment, effective
communication and training of employees respectively influencing the
implementation Total Quality Management. Also,, the findings explained the effects
from existing TQM practice as resulted to product quality improvement,
improvement of organizational performance, facilitate employees and customers’
satisfaction and Also, create good affiliation/connection among stakeholders. The
study recommends textile industries to adopt and implement TQM in order to obtain
competitive advantages so as to survive in the global competitive market. Also,
government should take measures and cooperate with textile industry to develop new
strategies that will be beneficial to the society and industries in order to stimulate the
use of domestic products so as to create tradition behavior of consuming Tanzania-
made products hence expanding market for Tanzania local industries.
vii
TABLE OF CONTENT
CERTIFICATION ...................................................................................................... i
DECLARATION AND COPYRIGHT .................................................................... ii
ACKNOWLEDGEMENT ........................................................................................ iii
DEDICATION ........................................................................................................... iv
LIST OF ABBREVIATION AND ACRONMY ...................................................... v
LIST OF TABLES .................................................................................................... xi
LIST OF FIGURES ................................................................................................. xii
CHAPTER ONE ........................................................................................................ 1
PROBLEM SETTING ............................................................................................... 1
1.0 Introduction ............................................................................................................ 1
1.1 Background of the study ........................................................................................ 1
1.2 Statement of the Problem ....................................................................................... 2
1.3 Objectives of the study ........................................................................................... 3
1.3.1 General objectives ............................................................................................... 3
1.3.2 Specific objectives .............................................................................................. 4
1.4 Research questions ................................................................................................. 4
1.5 Scope of the Study ................................................................................................. 4
1.6 Significance of the study ........................................................................................ 5
1.7 Limitation of the Study .......................................................................................... 6
1.7.1 Methodological Limitation ................................................................................. 6
1.7.2 Researcher Limitation ......................................................................................... 6
CHAPTER TWO ....................................................................................................... 7
LITERATURE REVIEW ......................................................................................... 7
2.0 Introduction ............................................................................................................ 7
2.1 Definitions of the key terms from different researchers ........................................ 7
2.1.1 Quality ................................................................................................................. 7
2.1.2 Total Quality Management ................................................................................. 8
2.2 Factors influencing TQM implementation and their relationship to TQM. ........... 9
2.2.1. Top management commitment to TQM............................................................. 9
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2.2.2. Employees training to TQM ............................................................................ 10
2.2.3. Communication to TQM .................................................................................. 10
2.3 The effects of TQM practices to Organization .................................................... 11
2.4 Theoretical Literature Review ............................................................................. 12
2.4.1 Theories ............................................................................................................. 12
2.4.1.1 Deming’s theory ............................................................................................. 12
2.4.1.2 Crosby's Theory ............................................................................................. 14
2.4.1.3 Ishikawa’s Theory .......................................................................................... 16
2.5 Empirical Literature ............................................................................................. 18
2.6 Research Gap ....................................................................................................... 21
2.7 Conceptual Framework linking TQM and Factors Influencing ........................... 22
CHAPTER THREE ................................................................................................. 24
RESEARCH METHODOLOGY ........................................................................... 24
3.0 Introduction .......................................................................................................... 24
3.1 Research design ................................................................................................... 24
3.2 Area of the study .................................................................................................. 25
3.3 Population and Sampling ..................................................................................... 25
3.3.1 Study Population ............................................................................................... 25
3.3.2 Sampling ........................................................................................................... 26
3.3.2.1 Sample frame ................................................................................................. 26
3.3.2.2 Sampling procedures and technique .............................................................. 26
3.3.2.2.1 Purposive sampling method ........................................................................ 26
3.3.2.2.2 Stratified random sampling ......................................................................... 27
3.3.2.3 Sample Size .................................................................................................... 27
3.4 Source of Data ...................................................................................................... 28
3.4.1 Secondary data .................................................................................................. 28
3.4.2 Primary data ...................................................................................................... 28
3.5 Data Collection methods ...................................................................................... 29
3.6 Data Analysis methods ........................................................................................ 30
3.7 Data reliability and validity ................................................................................. 30
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CHAPTER FOUR .................................................................................................... 32
PRESENTATION OF FINDINGS ......................................................................... 32
4.1 Introduction .......................................................................................................... 32
4.1.1 Rate of response ................................................................................................ 32
4.1.2 Reliability of analysis ....................................................................................... 33
4.2 General Features of Respondents ......................................................................... 34
4.2.1 Gender of the Respondents ............................................................................... 34
4.2.2 Age of the Respondents .................................................................................... 35
4.2.3 Marital Status of respondents ............................................................................ 36
4.2.4 Respondents education level ............................................................................. 36
4.2.5 Position Held by Respondents .......................................................................... 37
4.2.6 Organization department of Respondents ......................................................... 38
4.3 Factors Influencing Implementation of TQM ...................................................... 38
4.3.1 Top Management Commitment ........................................................................ 38
4.3.3 Effective Communication ................................................................................. 42
4.3.4 Effects of the existing TQM practice in textile industry ................................... 43
Table 4.11: Effects of the existing TQM practice ...................................................... 44
CHAPTER FIVE ..................................................................................................... 46
DISCUSSION OF THE FINDINGS ....................................................................... 46
5.0 Introduction .......................................................................................................... 46
5.1 Demographic characteristics ................................................................................ 46
5.2 According to the factors influencing TQM at Urafiki Textile Mill ..................... 47
5.2.1 Top Management commitment influencing TQM ............................................ 47
5.2.2 Training of employees influencing TQM ......................................................... 49
5.2.3 The influence of Communication on implementation ..................................... 51
5.3Effects of the existing TQM practice in Urafiki Textile Mill ............................... 52
CHAPTER SIX ........................................................................................................ 56
SUMMARY, CONCLUSION AND POLICY IMPLICATIONS ........................ 56
6.1 Introduction .......................................................................................................... 56
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6.2 The summary of the research study ..................................................................... 56
6.3 Conclusion ........................................................................................................... 57
6.4 Implications of the study ...................................................................................... 58
6.4.1 Implications of theories ..................................................................................... 58
6.4.2 Policy implications to the study ........................................................................ 59
6.5 Suggested areas for further research studies ........................................................ 59
REFERENCES ......................................................................................................... 60
APPENDICES .......................................................................................................... 70
xi
LIST OF TABLES
Table 3.1: Study Population ....................................................................................... 25
Table 4.1: Cronbach’s Alpha Value ........................................................................... 33
Table 4.2:Distribution of respondents by Gender ...................................................... 35
Table 1.3: Respondents Marital status ....................................................................... 36
Table 4.4:Respondents education level ...................................................................... 37
Table 4.5:Respondents position ................................................................................. 37
Table 4.6: Respondents department ........................................................................... 38
Table 4.7 Top management commitment and leadership .......................................... 39
Table 4.8: Employee’s training .................................................................................. 40
Table 4.9: Analysis on Training of Employees TQM practice .................................. 41
Table 4.10: Analysis on Communication ................................................................... 42
Table 4.11: Effects of the existing TQM practice ...................................................... 44
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LIST OF FIGURES
Figure 2.1: Conceptual Framework ........................................................................... 23
Figure 4.1 Age presentation of the respondents ......................................................... 35
1
CHAPTER ONE
PROBLEM SETTING
1.0 Introduction
This chapter has introduced the research background, statement of the problem,
research objectives that involve general objectives and specific objectives, research
question, significance of the study, the scope of the study and the limitation of the
research study.
1.1 Background of the study
Globalization of the business market to some manufacturers means that starting up
and controlling huge market for their produced products but to others, it means that
competitors are at the step of leading up to the outer door of the market. Corporations
in all sectors have been pushed by the global market economies to focus on up
keeping a sustainable competitive advantage so as to maintain quality in services as
well as quality in productivity. This can be achieved if organization itself involves in
producing products that fit to compete in market and the company’s effort to provide
quality service or products that achieve customers’ requirements (Babaita et al.,
2011).
In today’s world market, evolution and application of quality management as an
inventiveness to resolve quality issues and satisfy the needs of the final customer has
made it easily for organizations to take advantageous positions and become more
competitive. This long-term development has Also, made Companies/organizations
practice Total Quality Management to maintain the products’ quality or services’
quality and attain the customer satisfaction (Islam & Haque, 2012).
According to expert analysis stated that textile sector is the most significant
economical factor in the Macedonian due to its thirty (30%) percent of the total
exports value that has been built by this sector. Also, with the evidence that it recruits
more than 22000 workers. Mitreva and Taskov (2012) argued that in Macedonian,
most of apparel companies are focused on loan production but its fundamental values
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attempted to find quickly orders of quality delivery, evaluating the cost and attaining
customers’ needs. Some organizations like Toyota Company globally have
implemented quality initiatives. Through these initiatives, the company was able to
be awarded. Union of Japanese Scientists and Engineers (JUSE), (2006) stated that
Toyota Company in 1965 won award of Deming application prize as the excellence
in business and thereafter in 1970 won Also, Japan Quality medal award. The
company came with notion of ‘customer first’ and ‘quality first’. In 1949 the
company first presented Statistical Quality Control approach then later introduced
TQM approach after the company modified its principle to ‘customer first’ and ‘total
participation’.
Bahri et al. (2012) stated that the main objective of TQM is to facilitate continuous
improvement in the organization’s processes, environment, systems and people so as
to attain a well improved client service and enhanced profits through efficiency and
effectiveness in the whole organization. Thus,, its role focused on further improving
the strength of the organization competitiveness (Sila, 2007). Due to the bump in
competition level in manufacturing sector, continuous achievement of high-quality
level and reduction of cost are the basic factors that authorize organizations to obtain
the global competitive market advantage hence achieving effectively customer
satisfaction (Tennant 2001). Likewise, Evans and Lindsay (2002) urged that
management of quality carry equal great significance to quality of management.
More current studies present that TQM intends to keep its ability to advance and
cope with changes of the organization in uncertain and rapid moving industries.
1.2 Statement of the Problem
Manufacturing industry in Tanzania is in infant-middle stage. Most of industrial
products are still exported as raw material and then imported back as manufactured
products. Tanzania textile firms are now getting opportunities to explore their
business in abroad due to globalization. Thus, Tanzania government cooperate with
firms to find and adopt the strategy that will facilitate stiff competitive environment
to influence local and global competition on the market in order to obtain
3
competitive advantage, gaining market share and facilitating customer retention. But
still these firms face with various issues. Among one of the issues are quality
material obtained from ginners. A number of quality issues were mentioned by a
report from Tanzania Gatsby Trust and Gatsby Charitable Foundation (2007) such as
low-quality seed cotton through poor field husbandry, shortage of seed cotton and
mixing of seed lowering quality and Also, the low quality of the finished
fabrics(material) currently available from most of weaving facilities in Tanzania, this
meant garment producers for international market rely on imported fabric. The report
continued stating that the International Cotton Advisory Committee reported that
Tanzania cotton was rated lowest in terms of quality among other African country
cottons like Uganda, Zambia, Zimbabwe and Cameroon. Similarly, to the Gatsby
report, Kabissa (2014) stated that the biggest problem still facing Tanzanian cotton to
garment value chain was the chronic shortage of high-quality unprocessed fabric at
the Local level. Furthermore,, there are number of reported issues concerning of raw
materials like shortage of raw materials at appropriate time. This led to some of
textile industries such as Urafiki and Mbeya Textile Mill cease their operations due to
shortage of enough of cotton(a report by Consolidated Holding Corporation (CHC) in
cooperation with a mission force established by the ministry of Industry, Trade and
Marketing in June 2011).In order to reduce these problems, there must be a need to
find a new strategy to enhance quality excellence to meet customer needs and
improving firm performance as matter of fact that Total Quality Management model
is concerned. Thus,, the study aimed on assessing the factors influencing the
implementation of Total Quality Management in manufacturing industry.
1.3 Objectives of the study
This part constitutes of the general (main) objective and specific objectives.
1.3.1 General objectives
The general objective of this study is on the assessment of the factors influencing the
implementation of total quality management in manufacturing industry in Tanzania.
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1.3.2 Specific objectives
Specifically, objectives of this research were as follows:
i. To identify how Top Management Commitment influence implementation of
TQM in Urafiki Textile Mill in Tanzania.
ii. To identify whether the employees training in the textile company has any
effect on implementing TQM practices.
iii. To examine the influence of effective Communication on implementing TQM
in Urafiki Textile industry.
iv. To determine the effect of the existing TQM practice in textile industry.
1.4 Research questions
The followings were the research study questions that were guided;
i. How Top Management Commitment influenced implementations of TQM in
Urafiki Textile Mill in Tanzania?
ii. To what extent employees training in the textile company has any effect on
implementing TQM practices?
iii. What is the influence of effective Communication system on implementing
TQM in Urafiki Textile industry?
iv. What are the effects of the existing TQM practice in Urafiki Textile Mill?
1.5 Scope of the Study
This study is limited on assessing the factors influencing the implementation of total
quality management in manufacturing industry particularly textile industry in Dar es
Salaam region, Tanzania. Researcher has chosen this region since Dar es Salaam is
the city setting area that has grown very fast with huge developing market and
having a great sum of businessmen who deals with textile industry.
The study has been conducted using a case research design in which both random
and purposive sampling methods were conducted to choose a sample size of 120
respondents, who were selected using purposive sampling from Urafiki Textile staff.
5
Data from this source were supplemented by secondary data. Data were gathered
using a self-administered structured questionnaire.
This study topic regarding the assessment on factors influencing the implementation
management of total quality in manufacturing industry in Tanzania, has covered the
Total Quality Management factors influenced in textile industry, Total Quality
Management principles used in textile industry and measures taken to support
adoption and application of management total quality in Tanzania. The study has
taken six (6) months from the date of approval of this research proposal by the
Mzumbe University.
1.6 Significance of the study
The Study has come out with various importance and explained as follows;
Firstly, the study will help to improve the better understanding on the factors
influencing TQM implementation in manufacturing industry. It will add value to the
entire administration, employees and other workers particularly those who are in
textile mill. Syduzzaman et al. (2016) found out that application of TQM model in
the clothing industry in Bangladesh helped to improve and rather reduce the number
of repairs and rejects of the finished products.
Secondly, the study implications will further be used as benefits to the Government
to take measures to support the use of domestic industrial products in order to
construct traditional behavior of consuming Tanzania industrial goods so as enlarge
industrial local markets.
Thirdly, the study findings will be used by other scholars who are curious on
researching other factors influencing the implementation of TQM in manufacturing
industry in Tanzania, particularly textile industries since a researcher will allow a
report to be reproduced only for research and academic review with the written
authorization of Mzumbe University.
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1.7 Limitation of the Study
In the route of conducting the study report some constraint has been encountered.
The constraints are categories into two types as follows:
1.7.1 Methodological Limitation
Data availability and confidentiality of some data in Urafiki Textile Mill has been
very difficult, sometimes it was difficult to obtain information from organisation
website due confidentiality. Also, due to administrative barriers and non-responsive
managers, data collected were limited on written published papers and other
information from different scholars who had been studied on the same scope. The
response rate might be low due to the fact that respondents were busy with their
activities thereby affecting the study and make the researcher to have continuous
follow-ups.
1.7.2 Researcher Limitation
Language were the main limitation for this research study conducted in Textile
industry with the intention to find some relevant documents regarding the total
quality management of industry. Since the founded documents were published and
used various difficult vocabulary as based on various items found in Textile industry
such as the word Bobin or Ngalawa. Therefore,, a translator was appointed to assist
the researcher in this context, but still translator was unable to continue giving
support until the end of the work because he was required to do his daily job
activities. The time assigned for research work was not enough to cover all aspects in
large area more than selected few areas/departments and respondents.
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CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
This chapter describes existing theoretical and empirical literature governing Total
Quality Management and thereafter a research gap is Also, developed and discussed.
2.1 Definitions of the key terms from different researchers
2.1.1 Quality
Various authors gave different meaning of Quality. Quality is concerned with
meeting the needs and wants of customers” (Sivankalai and Yadav, 2012). In relation
to the above definition, Loffler (2013) described the quality concept as an extent of
satisfaction that the clients hold on a particular good or service, in other word, the
author defined the quality concept on clients’ perception which is fundamental aim
of each organization. These two definitions connect between quality and customer
satisfactions. Though other authors define quality in other ways.
Goetsch (2014) defined quality as the state of compliance with standards of the
previously set needs within the product or service. Also,, the new meaning of quality
is defined as the organization meet up with different customers’ objectives, (Besseris
and Vassilakis, 2009). To attain this, the quality management began paying attention
on Quality assurance that is to be involved on preventing quality inquiries through
organized and planned activities (Madar, 2015).
The American Society for Quality (ASQ) and the American National Standards
Institute (ANSI) defined quality as “the entirety of characteristics and features of the
products or service that carry its ability to satisfy the given requirements. Different
authors have defined quality in different manner. For example Crosby (1979)
described Quality as “Conformance to needs” Juran (1951)Also, gave a sight on
Quality as the satisfaction of the clients’ requirements that is to say “Fitness for use”
8
of the product and the most famous meaning of quality is reaching or exceeding
clients’ expectations (Dean and Evans, 2003)
2.1.2 Total Quality Management
Various authors gave and explained different meaning of Total Quality Management
(TQM). Oakland (2003) described it as a method involving the entire organization for
understanding each task of every individual at each management layer. This idea was
supported by Escrig (2004) who took TQM as a strategic act that pay attention on
managing the entirely organization to give service or products that gratify their clients
requirements by using effectively all resources. However, Yang (2006) described
TQM as an integrated philosophy of management that contains a number of factors
like processes, employee’s participation, continuous improvement, client satisfaction,
suppliers and benchmarking.
According to Davis and Goetsch (2016) Total quality management refers to a method
of carrying out business that strive to maximize the competitiveness of an
organization through continual upgrading of the quality of its services, products,
processes, people and environments.
According to Moballeghi and Moghaddam (2007) TQM refers to the implementation
of a number of tasks with perfect synergy. Different key elements of TQM are; top
management commitment and leadership, fast response, customer driven quality,
continuous improvement, employee participation, Action based on facts and TQM
culture.
According to Sila, (2007) total quality management (TQM) takes the role of further
improving the strength of the organization competitiveness. Therefore,, in the
worldwide market, continuous change of both product quality and quickness of
delivery are the key elements for the firms to compete in marketplace.TQM is a
method that must be done to different organizations to upgrade products quality,
9
minimize cost of production and enhance productivity. Thus,, implementing TQM
has direct effect on sales and costs of production (Gaspersz, 2005).
Thus the basic of TQM has been explained by several researchers and includes
various elements like supplier partnership, commitment of management, continual
improvement, employees’ participation etc. In summary, TQM refers to the quality
management philosophy where by all members including management and other
stakeholders need to satisfy external and internal clients’ needs through strategic
planning that containing all practical areas to attain strategic goals.
2.2 Factors influencing TQM implementation and their relationship to TQM.
2.2.1. Top management commitment to TQM
On the literary exists, the most key area that many authors suggested to implement
TQM effectively is the obligation of top management. This describes the
commitment of top leaders. Zakuan et al. (2012) urged that the success of any
important decision done in an organization is highly depending on the commitment
and support of the top management. Managers are required to emphasize on
practicing effective leadership behavior than practicing traditional way of
management behaviors that are to improve employees’ awareness of quality initiative
in TQM implementation. Different scholars such as Crosby (1984), Deming (1986)
and Oakland (2004) supported that top management must be the leader to TQM
implementation. Soltani and Wilkinson (2010) agreed on the role of top management
in achieving its application improvement on the ability to assess and initiate TQM.
The involvement and commitment of top management are essential to foster training
on the idea of TQM (Khan, 2011). Quality frameworks like ISO 9001:2008 and the
EFQM Excellence Model both also, explain top management as an accountable for
implementing TQM program. EFQM (2010) described that the EFQM Excellence
model provide an emphasis on leadership concept and take it as the motive behind on
implementing the whole TQM framework. Agil and Arshida (2012)stated that
commitment of the top management as the crucial element for ensuring achievement
of implementing of TQM.
10
2.2.2. Employees training to TQM
Employees training suggests preparation for the work or for specific skills.TQM
firms are required to offer training programs to their employees so as to improve
their abilities in performing different tasks given. Firms can be succeeded through
effective practicing training in management as well as in facilitating quality
improvement. The effective knowledge of employees and the learning ability should
offer quality management sustainability in the organization. Chatleska and
Sofijanova (2013), showed that the use of effectively employees’ participation has
direct effect on the perceived performance of the organization. Effective participation
of employee and the team work can raise to employee’s success and employees’
motivation through learning and practicing new skills. Evans (2017) stated that the
increasing of employees’ motivation, knowledge and skills will result to
organization’s success. Training of employee (Abusa & Gibson, 2011). Besterfield
(2008) stated that employee training plays an important role for organizations so as
to improve employee skills and their work flow, as well as accelerating
organizational performance that provide quality and customer satisfaction.
2.2.3. Communication to TQM
According to Kasongo & Moono (2010), communication refers to the exchange of
information or messages, and ideas between individuals through speech, writing or
signals. Both external and internal communication are important on quality programs
implementation (Murphey, 2009).Therefore,, effective communication is important
for any improvement programs. It acts as a key that link between all elements of
TQM (Condrea et al., 2016). It affects and assists behavior change, and what need to
be done to strengthen improvements, and make them last. It Also, sustains the
involvement of stakeholders, and connects the improvements to the goals that they
need to achieve (Linders,2011). Effective communication in the place of work assists
top leaders and employees form efficient group of work and minimizes unnecessary
competition within sections or departments and assists employees on working
together (Barnard, 2010).Therefore,, every organization is required to facilitate
effective friendly communication system that enables easily exchange of
11
information. Wali (2007) stated that top leaders should be liable for communicating
quality goals, include its vision and mission statement, quality policies and principles
to all stages or levels. Though it also requires all stakeholders to have a closely
relationship or association with one another in order to facilitate easily transfer of
message of information concerning TQM. Choudhary et al. (2013) stated that the
success of implementing TQM requires communication to all members of the
organization, customers and suppliers.
2.3 The effects of TQM practices to Organization
In this study, the question to be asked was how TQM really assists improvement of
organization performance in productivity and also profitability. Also if the successful
implementation of TQM improves product quality, increases employees and
customer satisfaction as well as builds a good affiliation among stakeholders. Here
researcher examined on the key literature exists which had researched and show the
association among TQM, organizational performance, product quality, employees
and customers.
According to the foremost quality gurus such as Philip Crosby, Deming and Juran
supported a positive relationship concerning implementation of quality management
and organizational performance. Ebrahimpour and Sila (2005) explained that the
impact of implementing TQM are driven from organization effectiveness, financial
and market.
Bou-Llusor et al. (2009) and Tari et al. (2007) presents an empirical study evidences
from seven 7 Spanish service organization and manufacturing industry that practiced
TQM have a strong confident impact on performance of the organization. Shafiq et
al. (2011) presented that TQM has direct positive impact on performance of the
organizational where researchers gave a practical studies proof that many of TQM
ideas had confidence and important association with financial and non-financial
outcomes. Thus, increase performance of the company. Prajogo and Sohal (2003)
stated that practicing TQM are importantly and definitely associated with product
12
quality and invention. Besterfield (2008) said that employee training as TQM factor
plays a significant role for the company so as to increase skills of workers and their
work done, as well as quickening company’s performance that give quality and client
satisfaction.
Corredor and Goni (2010) on their studies in manufacturing and service organization
conducted in Spain, gave the evidence that only prior adopters of total quality
management are able to benefit.
2.4 Theoretical Literature Review
Theoretical context refers to the construction that assists theories of the study.
Theoretical context presents and explains theories and describes why research
problem under study occurs
2.4.1 Theories
The following are theories which explain and support the research problem.
2.4.1.1 Deming’s theory
Mulder (2017) stated that this is a management philosophy which was established by
Dr. W. Edward Deming. It is the theory of the system of profound knowledge and
transformative thinking. Deming argued that the system knowledge comprises of
some interrelated parts such as concept of knowledge, concept of optimization,
psychology concept and concept of variation. He further said that theory of
knowledge interconnect knowledge, theory and experience. It shows cause and effect
relationship and help to understand quality programs. Theory of optimization meant
that it is the organization’s objective to optimize the entire total system. The total
system is needed to understand company’s process and it comprises constituents such
as shareholders, clients, suppliers, employees, total environment and community.
Furthermore, he explained theory on the aspect of psychology in order to understand
human nature (people). It showed interactions among leaders, employees, people,
circumstances and any management system. Moreover, theory on variation aspect
13
helps to understand variation in every process and their causes. Hence, he developed
fourteen points, among of them are institute of leadership(commitment of the
management), institute training on job, positive corporate culture and drive out fear
through creation of proper communication system that lead to TQM implementation
became successful.
Contributions of Deming theory to Quality Management system
Deming has been risen and become the most influential researcher on quality
management. His contribution was through the followings:
1. Deming created fourteen (14) points for transformation of an organization.
According to Alauddin and Yamada (2019) stated that Deming (1980s) through his
book named “Out of the Crisis” on this book summarized his famous 14 points for
transformation of an organization. These have broadly applied in improvement and
deployment of policies concerning quality. Deming’s fourteen (14) ideas are capable
of giving the context for knowledge improvement in the working area and which
might lead to long-term corporate goals and plans. These ideas are theoretical code
for management. The points are a philosophical code for management. These
facilitate continuous transformations and improvement in the entire organization,
importance of creating customers’ awareness and reduce variation. Deming
described these ideas of quality management as; construct a constant purpose, adopt
new ideology, stop being depending on inspections and last examine to ensure
quality, the use of sole supplier in one item with low-cost tender contract, continuous
search for problems, establish training on work, establish supervision or leadership,
drive away fear, remove barriers between departments, removing unclear slogans,
removing targets, authorize workmanship pride, introduce education and
transformation is the job for every individual..
2. The deadly seven diseases of the organization management.
According to Neyestani (2017) these were the main obstacles proposed by Deming
(1982) in his book titled “Out of the Crisis”. Deming outlined various issues
challenged management in order to increase effectiveness and to make sure continual
14
improvement are insufficient consistency of purpose to draw up a plan of products
and services, emphasize short-term profits, assessing performance and annual critical
appraisal, mobility of top leaders, running organization management with the use of
presented data (visible figures) only and excessive medical costs. These were
roadblocks to institutionalizing the transformation. Effective obligation and
management to quality are required to prevent these deadly seven diseases.
3. PDCA Cycle
This concept was developed by Walter Shewhart and presented to Deming. During
the period of 1950s, Deming further promoted cycle and named it as Deming cycle
or Deming wheel. Alauddin and Yamada (2019) stated that Plan-Do-Check-Act
cycle (PDCA) contains four steps that need to be followed so as to resolve the
problems. It starts with finding a problem or identifying a goal (Plan), then
nextexecute planning and implement it (Do), thereafter evaluate whether the desired
goal have been achieved or not (Check) and last take actions (Act). When these steps
become repeated, it will result to cycle of continuous improvement.
Thus, Deming theory has linked to the study due to its contributions to quality
improvement as it resulted to Deming’s 14 points for transformation of organization,
Deming’s deadly seven diseases of the organization management and Deming wheel.
All these instruments were focused on how management should redesign its
processes and systems, identifying the obstacles during implementation of the
process improvement and how different issues can be resolved with the aim to
improve quality and satisfy customers’ needs.
2.4.1.2 Crosby's Theory
This is one of the quality gurus theory established in 2001 by Philip Crosby. It is the
theory of quality management practice. Crosby made arguments that it requires
payment of money to attain quality, but it requires payment of more money when
quality will not be attained (Neyestani, 2017).Crosby meant that quality is free but
15
failure to achieve quality costs. Furthermore, Crosby explained quality management
by defining quality as adherence, prevention as the best method to ensure quality, not
appraisal, performance average of quality should be zero mistakes and the quality
measurement is the price of nonconformity, not indexes (Neyestani, 2017). He
further stated that Crosby delineated his four principles in his fourteen stages to
continual quality achievement which are; achieve full commitment from the top
management, build teamwork for quality achievement, construct standard of
measurement for each quality achievement activity, establish cost of quality and
presents how improvement will give profit, give proper training to supervisors, give
support to employees to settle on defects and keep issues logs, construct zero-defects
group, make sure managers and all employees get to know stages to quality
improvement, demonstrate organization’s commitment by holding zero defects day
time, organization’s objectives are fixed on time either 30 days, 60 days or 90 days,
establish the basic causes of errors, eliminate errors from the processes, build an
incentive programs for all employees, construct a quality advisory body and hold
regular assembly, and lastly start from the first step to repeat.
Contributions of Crosby theory to Six sigma and process improvement
1. The Zero Defect Theory
According to Krishnan (2015) stated that all waste existing in the process should be
eliminated. This means theory presented that no existence of waste in project. Waste
presents anything that is unproductive i.e. processes, instruments and workers.
Ishikawa said that anything that is not worth to project must be removed, thereby
leading to the removal of waste. This idea of removing waste results to process
improvement and minimize charges (Krishnan, 2015). This idea of doing it correctly
the first time to keep away all charges and time spent later in process of managing
the project. Zero defect resulted to the implementation of the idea, the modern six
sigma quality program. Zero defects led to the adoption of the concept the modern
Six Sigma Quality movement.
2. According to Neyestani (2017) Crosby contributed by giving 14 steps for
process improvement. These are as follows:
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1. Management commitment towards quality should be understood by all
members within and outside the company.
2. Build a teamwork of quality improvement with top leaders’
representatives from all department.
3. Continual processes measurement to establish present and important
problems associate with quality.
4. Calculate the value of poor quality.
5. Increase quality awareness in the company.
6. Corrective actions should be taken to address quality problems.
7. Institute zero-defect teamwork to observe and check the quality
improvement progress.
8. Give training to all employees (employees’ education) concerning quality
improvement.
9. Organize zero defects days in the company.
10. “Goal setting”: All employees should be given support to put their own
quality achievement goals
11. Barriers to quality achievement should be debated with employees in
open communication.
12. Participants’ efforts should be identified.
13. Construct quality advisory body (Quality Councils).
14. Quality improvement is a continuous process (Do it over again).
Crosby theory linked with the study through establishment of Zero Defect theory
which resulted to modern Six Sigma quality movement and 14 steps process
improvement.
2.4.1.3 Ishikawa’s Theory
According to Liliana (2016) explained that this theory was established by Dr. Kaoru
Ishikawa. The theory explains how organizations must manage their quality
improvement plans. Ishikawa observes quality from a human standpoint. He presents
that there are seven fundamental instruments for quality improvement. These
17
instruments are as follows: the diagram of cause and effect, check sheets, Pareto
analysis, scatter charts, stratification, process control chart and histograms.
Contributions of Ishikawa theory to quality process improvement
1. Ishikawa theory has led to creation of tool and named as the Fishbone Diagram
because of its shape (Neyestani, 2017). He further stated that fishbone diagram is
amongst the seven fundamental Quality Control instruments. Ishikawa presented the
importance of the seven quality instruments such as control chart, histogram, Pareto
chart, run chart, flowchart, and scatter diagram. The main purpose of the Six Sigma
programme is to eliminate waste in order to establish key areas for better
improvement. A fishbone drawing collects the roadblocks together to establish which
influences have the greatest effect. These fishbone diagrams are normally used in
product plan and hindrance of quality defects to disclose the factors causing the
whole impact.
2. Implementation of Quality Circles:
A theory led to voluntary individual teamwork who join to establish, analyze and
solve problems relating to work. Increase in safety and health of job relating, product
planning, industrial processes, and the whole organization culture are the purposes of
quality circle. Quality Circles thoughts were extended by Ishikawa. Fundamentally,
Quality circles are official groups of individuals trained by experts in human factors
and skills of establishing the problem, collecting and analyzing data, and create
solutions (Syla, 2013).
Thus, Ishikawa theory linked with the study through its contributions using fishbone
diagram and quality circles where by management leader made significant and
specific advancements in quality improvement. The diagram helps to identify the
causes of the problems, demonstrate where quality control issues might arise and
determine which resources are required at specific times while quality circles were
groups responsible for identifying the problems and developing permanent solutions
for the problems (Neyestani, 2017).
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2.5 Empirical Literature
The results of considerable empirical studies conducted in various countries also
support the positive associations on the factors influencing implementation of TQM.
Therefore, several views and experiences have been learned and shared among
different scholars from different countries regarding factors influencing the
implementation of TQM in manufacturing industry as follows:
2.5.1 Top Management Commitment
Wanderi et al. (2015) conducted research on evaluation of the factors influencing
TQM implementation in Rwandan construction companies and found that top
managements are obligated to give leadership and examine crucial resources for
quality management. This means that organizations who are implementing TQM
must take strategic measures in ensuring top management participation and
commitment to quality initiatives. Therefore, to earn and maintain management
commitment, it involves hard working, loyalty, communication and good staff work.
Top managers are required to commit themselves for quality life and productivity of
the organization. Support is not enough, action is required. Managers must know
what it is that they are committed to and that is, what they must do. TQM may take
long time to have actual benefits so there is strong need to make this to visible to the
management to get their appropriate involvement
Also, Kiombile and Ndume (2018) examined on assessment of Critical Success
Factors that Contribute to the Total Quality Management in Construction Process and
concluded that one of the most factor significantly affect implementation of TQM
were top management support. Top management feels that, quality is a less important
activity than production, finance and marketing (Balding, 2005; Harrington and
Williams, 2004; Jacobsen, 2008). Hence they are less supportive and committed to
quality. Also, they do not take initiative to create long–term strategy for quality
improvement.
19
Akhter (2015), conducted a study on Key Factors of TQM implementation in Textile
and Readymade Garment (RMG) Industry in Bangladesh. The study found that the
role of top management toward the subordinates results to the system of monitoring
employees and the attitude of top management toward quality development results to
the associate with every individual.
2.5.2 Employees’ Training
Pradhan (2012), conducted a study on Key Factors required to implement TQM
within Textile and Clothing Industry in India and found that education and training
was one of the important factor in implementing TQM. Education and training are
reliable, valid and offer new insights into the understanding of TQM. This meant that
through training, employees learn new skills and obtain new knowledge and improve
their ability required for effective job performance. Training sessions also, help
employees to look upon the bigger picture and help in bringing change into the
organization (Phillips, 2012).
Furthermore, Ezeokonkwo et al. (2018) conducted a study on evaluation of the
Factors Affecting Application of Total Quality Management in Building
Constructions in Calabar Nigeria. The findings indicated that one of the factors affect
application of TQM was inadequate training of project staffs. This was responsible
for the neglect of TQM application in Building constructions. The study by Wanderi
et al. (2015) Also, found that training has positive influence in implementation of
TQM and recommended that organizations are needed to provide frequently training
to the entire levels because employee training can be used to enhance
implementation process of TQM.
Also Gupta et al. (2018) conducted an empirical study to examine the effects of
critical factors on TQM implementation in Garment industry in Bangladesh. The
study revealed that among several factors that have been presented, one of them was
human resource enabling factors which include employee empowerment, employee
training, employee’s acceptance to change culture, teamwork to solve problems and
effective appraisal system. Organization should focus on employee training and
20
teamwork because training increases the awareness of TQM among employees and
determines the areas where TQM should be implemented first (Laohavichien et al.,
2011; Fotopoulos et al., 2010; Aquilani et al., 2017; Calvo-Mora et al., 2014;
Baidoun et al., 2018).This changes in employee attitude makes them take more
responsibility in their work.
2.5.3 Effective Communication
The empirical study conducted by Choudhary et al. (2013)on the role of effective
communication in TQM found that effective communication through information
technology helps to improve the general functioning and organization process. The
study further explained that during organizational change, effective communication
helps in motivating employees so as to gain acceptance for the need to change and
focus on processes. Also,, the study further stated that effective communication
maintains employees’ morale, providing relevant information, generate new ideas,
interest and awareness and convey good practices to achieve organization goal.
Also, the study completed by Suwandej (2015) on the factors influencing Total
Quality Management explained that Communication in public organizations was
significant for daily job performance within an organization and in providing public
services. Thus,, effective communication contributed to public organizational
success. Furthermore,, the study done by Wanderi et al. (2015) found that effective
communication has positive influence on implementation of TQM and advised
organization managers to enhance and provide appropriate, flexible and effective
communication system to facilitate easily flow of information about the quality in
order to improve TQM.
2.5.4 Effects of the existing TQM practices
Shafiq et al (2011), conducted a research study on an investigation of TQM practices
in Pakistan. In this study all TQM practices had a significant positive relationship
21
with business results Thus, the direct effect of TQM practices on business results was
evaluated. Though the literature indicates that some TQM practices have an indirect
effect on business results (performance). However, due to the limitations of the
statistical techniques used, the researcher was unable to identify the indirect effect of
these practices on the business results. Thus,, the research recommended in future
studies the indirect effect of TQM practices on the different levels of business results
required investigation in detail.
According to Syduzzaman et al. (2016) conducted research on the effects of
Implementing TQM Principles in the Apparel Manufacturing Industry in
Bangladesh. The study found that TQM results to customers’ satisfaction,
employees’ satisfaction and suppliers’ satisfaction hence lead to improvement of
culture. Therefore, TQM implementation has positive effects on employee
satisfaction, customer satisfaction, and suppliers’ satisfaction.TQM can be described
as an integrative management philosophy that aims to continuously improve
products’ quality, processes and services to meet customer satisfactions (Baird et al.,
2011).
Also, the study by Pradhan (2012) showed that majority of responding companies from
this study agreed that TQM practices in Textile and Clothing firms in India have encouraged
the firms to improve their performance. The research concluded that the joint
implementation of TQM practice and ISO 9000 certification tool in Textile and Clothing
firms in India have significant effect on the performance objectives.
2.6 Research Gap
To conclude, it is evident that researcher found the gap similar with the current TQM
literature on the relationship between TQM practices and organizational performance
in manufacturing organizations. That is most of literatures are dominated by
industries like constructions which were done in different countries such as Rwanda,
Nigeria and Also, in Tanzania. Only few studies are available in the context of the
textile sector relating to study. The majority of textile companies’ studies are situated
in countries like Bangladesh, Pakistan, and India all of which are developing
22
countries. Therefore,, for this reason, there was an opportunity to contribute to the
debate by carrying out a research project in this area in Tanzania concerning the
factors influencing implementation of TQM in Tanzania textile Industries.
2.7 Conceptual Framework linking TQM and Factors Influencing
Figure 2.1represents the conceptual framework which focuses on the factors
influencing implementation of Total Quality Management in Urafiki Textile Mill. A
conceptual framework covers the conceptualized relationships between variables that
influence the implementation of TQM. It is description plan of variables to be
achieved in theoretical association between and among variables (Smyth, 2004)
Therefore, it shows the relationship between dependent and independent variables.
The relation covered literature reviewed on the factors influencing implementation of
total quality management.
From the literature, study conducted by Wanderi et al, (2015) and Kiombile and
Ndume (2018), they were able to identify important influences (factors) that required
more attention in order for TQM become successful implemented. Those factors
were top management commitment, quality control mechanism, training employees,
process management and effective communication. It is well-known that successful
implementation of TQM in the organization results to improvement of organization
performance, increase customer and employee satisfaction, service or product quality
improvement, cost reduction as well as time saving.
In this study variables are grouped into two; dependent variables and independent
variables. According to Sekaran and Bougie (2010) a dependent variable is the
variable of primary interest of the researcher as he wants to improve or explain it and
the independent variable is one that affects or influences or contributes to the
dependent variable. Therefore,, dependent Variable in this study is Total quality
management while independent variables are commitment of top management,
employees training and effective communication. The conceptual framework shows
how TQM implementation in Textile industries depends on the top management
commitment, training of employees and how effective communication within and
23
outside the industry. The anticipated outcome from these variables is improvement of
organization performance, quality improvements and customer satisfactions.
Figure 2.1: Conceptual Framework
Independent variable Dependent variable
Source: Researcher (2020)
Total quality
management in textile
industries
E
mplo
y
ees
trai
nin
g
Top Management
Commitment
Employees training
Effective Communication
such as internal and
external Communication
Total quality
management in
textile industries
24
CHAPTER THREE
RESEARCH METHODOLOGY
3.0 Introduction
On chapter three, researcher explains research design, area of the study, study
population and sampling, various sources and types of data that has been used. Also,
it describes various approaches that were used in collecting data as well as the
method used in analyzing data. This chapter provides the overview on how the study
was conducted from the field study.
3.1 Research design
A research design is the set of methods and procedures used in collecting and
analyzing measures of the variables specified in the problem research. It comprises
of the design plan for collecting data, measuring and analyzing those data (Kothari,
2004). This includes a clear derivation of specific objectives from research questions,
Also, identifying sources and types of data from which information is obtained and
collected, describe research design methods and sampling procedures.
Here researcher worked on case study design whereby researcher aimed to construct
extensive description and analyzed the situation of Urafiki textile mill and sought to
determine the influences on Implementing of TQM in manufacturing industry. The
researcher adopted a case study design whereby the researcher wanted to gain
concrete, contextual and in depth knowledge about Urafiki industry as subject
concerning on the factors influencing the implementation of TQM in manufacturing
industry. Descriptive survey refers to a research design that gives authority to
researcher to collect information without controlling or altering the research subject
or environment. It also, gives a chance for researcher to explain research results
using statistical methods like frequencies, mean and regression on defending
researcher decision on choosing to take up the research design (Cox and Hassard,
2010). Likewise, Cooper (2014) explained that descriptive survey is the most
significant studies that use both quantitative and qualitative information; hence the
study has been put in a well-positioned to adopt design because this research used
both quantitative and qualitative information. Equally, Cooper (2014) argued that
25
descriptive survey is important in studies that use both qualitative and quantitative
data Thus, this study is placed well to adopt the design since this study used both
qualitative and quantitative data.
3.2 Area of the study
This research was conducted at Ubungo District in Dar-es-salaam. This is because
the Ubungo District is one among the area where the largest textile industry located
(Urafiki Textile Mill). Therefore, Ubungo zonal area has been taken as a convenient
area that researcher conducted research as far as the research topic is concerned. As it
was Also, recommended by Charmers et al. (2014) that the researcher needs to avoid
places that limit the possibility of accessing the required data.
3.3 Population and Sampling
3.3.1 Study Population
According to Cooper (2014) describes study population as the elements, researcher
expresses his desire to make conclusion. This means that it is the subset of
population with particular characteristics of interest defined by the eligibility criteria.
Researcher used the idea of sampling on selecting some of the elements in the whole
population to represent. The target population of this research consisted of 120
employees of Urafiki Textile Mill at Ubungo District in Dar-es-salaam. The selection
of respondents came from three departments include Weaving Department staff,
Spinning Department, Processing Department and non-department at Urafiki Textile
Mill.
Table 3.1: Study Population
S/N Category Number of Respondents
1 Weaving Department 50
2 Spinning Department 30
3 Processing Department 30
4 Non-department 10
TOTAL 120
Source: Field Research Data 2020
26
3.3.2 Sampling
According to Saunders et al. (2012) clearly expressed that sampling process gives a
greater time for gathering information, acquire additional detailed information by
high-rise quality employees and give extra time and force exerting to gather
information from more tough situation. Various methods that are being able to
determine statistical formula, sample size, are now becoming popular as they
contribute in creating more precise degree of representativeness hence permit
researchers to be more self-assured in generalizing the data.
3.3.2.1 Sample frame
A sampling frame is a group of individual used to describe population of interest of
the researcher (Currivan, 2012). The sampling frame describe a set of characteristics
from which researcher can pick a sample of the population targeted. Bradley (2010)
describes sample frame definition by presenting that sample frame should show a
reflection of population of interest in a brief statement form. Thus, the sample drawn
was a convenient sample. The sample was drawn from 39 Weaving Department staff,
18 spinning Department,10 processing Department and 3 non-department (top
leaders) who answered the questionnaires.
3.3.2.2 Sampling procedures and technique
It refers to technique and procedure agrees to choose elements for the sample. The
sampling procedure refers to a rational and methodical prepared to control and
managed research study; it clearly identifies the research objectives, research
methodology and approaches to be acquired for attaining research objectives
(Kothari, 2004). The research study used two sampling processes; these are stratified
sampling and purposive sampling.
3.3.2.2.1 Purposive sampling method
Purposeful sampling is a technique widely used in qualitative research for the
identification and selection of information-rich cases for the most effective use of
limited resources (Patton, 2002). This involves identifying and selecting individuals
27
or groups of individuals that are especially knowledgeable about or experienced with
a phenomenon of interest (Cresswell and Clark, 2011). The purposive sampling is
where the decision with regard to which element or item included or excluded in the
sample depends upon the researchers’ judgment and intuition. The researcher
believed on use purposive sampling by selecting only three departments such as
weaving department, processing department and spinning department including non-
department (from highest position) and then chose only for individuals who fit for
particular study when creating a sample. Also researcher selected judgmentally all
heads of units like managers, officers basing on the experience on textile industry.
3.3.2.2.2 Stratified random sampling
According to Nachmias and Nachmias (2008) stated that stratified sampling
separates population into similar groups such that items within each group are extra
the same than the items in the entire population. The study used stratified random
sampling whereas the sample size was carried from each group of the population
include spinning department, weaving department and processing department
including some from highest position (non-department). Stratification random
sampling was taken since it make sure a larger statistical efficiency and minimize
sampling error.
3.3.2.3 Sample Size
According to Kothari (2004) explained that a sample size refers to the arithmetical
value of the elements to be picked from the total to create a sample. Also, defined as
a small group obtained from the accessible population (Mugenda and Mugenda,
2012). Further more elaborate that determination of sample size is an important thing
in any research. Creswell (2012) stated that when choosing a candidate for the
research, it is most significant to establish sample size needed. The sample size
should neither be extremely large nor too small, it should be optimal that will attain
the needs of efficiency, measurement degree of consistency, degree of accurate level,
and ability to cope with changes. It should be optimum, which will fulfill the
requirements of efficiency, representativeness, reliability and flexibility.
28
A sample size of 120respondents was drawn to constitute the study and resulting
70respondents who well filled completely the questionnaires, a response rate of
58.3%. These respondents were drawn from three departments weaving departments,
spinning department and processing department including some from highest
position. The researcher selected these departments because these carry more
employees at Urafiki textile. A total number of 120 questionnaires were administered
to 120respondents.
3.4 Source of Data
According to Oso and Onen (2011) stated that data refers to things specified as a fact
on which research conclusion is established.
From research, researcher acquired both primary data and secondary data as the
source of data.
3.4.1 Secondary data
On other hand, these are information that have already been gathered by an
individual and progressed to statistical procedures (Kothari, 2004). It includes all
information collected from the organization documents record, organization reports,
books and journals, organization website and government surveys. Secondary data is
often economical because it is already prepared hence save times and efforts and it
provide fundamental for comparing data that obtained by researcher.
On this study researcher used government publications such as government reports to
obtain various proof concerning quality issues in Tanzania textile mill, data collected
by scholars, books wrote and published by different authors, newspaper and
magazines published in Tanzania that are all related with research topic. Secondary
data not only helped researcher in identifying what were the gaps and insufficient but
Also, what information were more needed to be collected. Also, through secondary
data, researcher improved her understanding of the problem.
3.4.2 Primary data
Primary data refers to that information that are obtained recently and for the prior
period of time and therefore, occur to be the original in nature. The primary data
29
collections are those data that collected directly by a researcher from the field. These
included key informants structured questionnaires.
The researcher needed primary data to acquire the accurate information on factors
influence implementation of TQM whereby primary information were directly
obtained from the field so the information obtained were having high degree of
accuracy. Also,, since primary data were original, collected and processed by
researcher, the collected information became unbiased. Furthermore the researcher
obtained the up to date information about the problem under study.
3.5 Data Collection methods
Mugenda (2012) explained data collection tools as the instruments and processes
used in the extent of variables in study. Data collection can be resulted from a
numeral of techniques, which include focus groups discussion, interviews, surveys,
field notes, telephone interviews, taped social interaction or questionnaires (Cooper
and Schindler, 2011). From this study only questionnaire method of data collection
was used.
3.5.1 Questionnaire
A questionnaire refers to a method of gathering of information in which each
individual is requested to respond to similar set of questions in a predetermined order
(Cooper & Schindler, 2011; Burns & Burns, 2012).Questionnaires were used as they
have the benefit of gathering information from large clusters in a short period and
less charges. Besides, questionnaires can offer time for respondents to reason on their
replies and are easy to manage and score (Kothari, 2011). They also, support to
minimize the biases which might the outcome from individual encounters and point
of view (Kasomo, 2010). Both open and closed questions were used to elicit
information based on the study variables. The researcher prepared structured
questionnaires which have two section, one section was for background information
(personal information) for each respondents and the other section was for factors
influencing the implementation of TQM from weaving department, Processing staffs
department and spinning staffs department then distributed to the targeted employees
in Urafiki Textile Mill. Researcher preferred to use Likert scale of five points as
30
required such as strongly disagree, disagree, neutral, agree and strongly agree in
filling the questionnaires. Likert scale makes respondents with a wide room variety
of choices. (Collin, 2003) stated that this scale makes respondent more comfortable
with wide varieties of choices.
3.6 Data Analysis methods
These are various techniques that used to analyze all information collected from the
field. Information analysis processes comprises the procedures of packing gathered
information arranging in sequence and organizing its important elements in the best
way that results can easily and effectively exchanged. After completion of the
fieldwork, all questionnaires are checked for validity and reliability before analysis
to be done. This is done by coding, editing and tabulating.
On this research study, data analysis procedures were done by using MS Excel
through tabulating and figures all quantitative information and description for
qualitative information. Through MS Excel computer program, all information were
processed and analyzed by using descriptive approach by showing number of
respondents, percentage; Information were tabulated and discussed in order to get a
clear picture on assessment on Factors influencing the implementation of total
quality management in textile industries in Tanzania. The results from the research
were then explained and implications were provided to the required stakeholders.
3.7 Data reliability and validity
According to Neuman (2006), reliability means dependability or consistency and
validity suggests truthfulness. It refers to how well an idea fits with the actual reality.
If a researcher uses constructs, which do not have a sufficient fit between theory and
the reality of the world, then the questionnaire would have poor validity. He further
advises that it is very difficult to achieve perfect reliability; however, it can be
increased by using a clear conceptualization of concepts, precise measurements,
multiple indicators and pilot tests. The use of a pre-test or a pilot version of a
measure can help to improve the reliability of any construct. It is not necessarily
31
correct that if a construct is reliable then it will be valid as well. Toke et al. 2012 said
that analysis of reliability intends to find to which extent when there is repetition of
process over and over again under similar condition, the measurement procedure will
lead to similar results.
According to Amin (2005) described that validity refers to the degree to which the
tool used during the period of studies to determine problem, they are planned to
determine. Validation involved the collection and analysis of data to assess the
accuracy of an instrument. On this study the researcher prepared questions in
questionnaires, those questions were reliable, accuracy and appropriate to the
content. These questions were formed to show the extent of each variable measured
in the study.
Thus, to ascertain reliability and validity of this study, firstly researcher focused on
collecting of the right source of information and checking the compatible of results
over time, over different respondents, and over part of the test itself so as to obtain
consistent information. Also a pilot study was conducted. Therefore to ensure the
validity of instruments, the instruments were developed by researcher but under the
close guidance of the supervisor. This helped to identify ambiguous questions in the
instruments and be able to re-align them to the objectives. Also the researcher
checked on. Alumran et al.(2012) explained that the assessment on validity and
reliability of measurement tool was a fundamental proving a tool’s usefulness.
32
CHAPTER FOUR
PRESENTATION OF FINDINGS
4.1 Introduction
This chapter shows the results on the factors influencing total quality management as
obtained from Urafiki Textile Mill through self-administered questionnaires. About a
sample size of 120 questionnaires were distributed to employees who are working at
Urafiki Textile mill in Dar es Salaam to answer the questions. But only 70
questionnaires were completely filled equivalent to (58.3%) and 50 employees
(41.7%) were not filled and returned the questionnaire for some reasons due to busy
in working and failed to get time to fill or lack of personal interest. Data are
processed by using computer program named Microsoft excel and then analyzed with
descriptive method by showing number of respondents and percentage; Information
are tabulated and discussed so as to get a clear representation on assessment on
Factors influencing TQM implementation in textile Mills in Tanzania.
This chapter considers that findings from the questionnaire and the results are
discussing the following objectives:
i. To identify how commitment of the Top Management influence TQM
implementation in Urafiki Textile Mill in Tanzania.
ii. To identify whether the employees training in the Urafiki textile company has
any effect on TQM practices.
iii. To examine the influence of effective Communication on implementing TQM
in Urafiki Textile industry.
iv. To determine the effect on existing TQM implementation in textile industry.
4.1.1 Rate of response
A total of 120 set of questions were distributed to employees 70 (58.3%) were male
and 50 (41.7%) were female who are working at Urafiki textile in Dar es Salaam. But
only 40 (33.3%) male from the total male and 30 (25%) female from the total female
filled completely questionnaires equivalent to 70(58.3%) total of the study
population and 50 employees (41.7%) who did not fill and return the questionnaire.
33
The reasons to why only 70 respondents filled the questionnaires was due to busy in
working and failed to get time to fill the questionnaires or lack of personal interest.
Researcher prepared questionnaires that were reliable, accurate and appropriate to the
content. All the questions in the study were formed to represent the scope of each
variable. To ensure the validity of data, questionnaire was developed and distributed
by researcher but with closely hand support from the supervisors from each
department and even some leaders from top management in Urafiki textile industry.
This helped respondents to be more comfortable, fearless and honest to answer the
questions in the paper and be able to bring them into the line with objectives.
4.1.2 Reliability of analysis
In normal sense, reliability refers to the 'consistency' and 'repeatability' of variable
measures. Also, Toke et al. (2012) said that analysis of reliability intends to find to
which extent when there is repetition of the process over and over again under the
same condition, the measurement procedure will lead to similar results. Reliability of
the study was determined by Cronbach’s coefficient alpha (Cronbach, 1946) in order
to check and measure on internal consistency or reliability of the variables. Cronbach
alpha value was computed using Excel to generate the values indicated in table 4.1
below.
Table 4.1: Cronbach’s Alpha Value
DETAILS
Top Management
commitment
Employees’
training
Effective
Communication
Effect of the
existing TQM
Number of Questions 7 5 6 5
Sum of items variance 3.796939
5.030612 5.635102 2.110612
Variance of Total
Scores
10.21816
11.66857
25.22857 5.305306
Cronbach’s Alpha
Values
0.733148
0.711094 0.931966 0.752712
Source: Field Data 2020
34
The above table 4.1 shows the results on the top management commitment,
employees’ training and effective communication as well as the impact in TQM
using Cronbach’s coefficients value. The Cronbach alpha coefficient of top
management coefficient is 0.733148. This shows that reliability of top management
was 0.733148. When reliability (Cronbach’s alpha value) ranges from0.7 to 0.8 is
said to be acceptable. Similarly, the Cronbach’s alpha value of employees’ training
was 0.711094, this means it is acceptable. When Cronbach’s alpha value range from
0.8 to 0.9, reliability is good while when it is above 0.9, it is said to be excellent. The
results from effective communication, Cronbach’s alpha coefficient was
0.931966Thus, it is excellent. Also the results show effects of the existing TQM
practices was 0.752712 this means it is acceptable.
4.2 General Features of Respondents
Demographic data
The study intended to present the general features of respondents from different
variables such as sex, age, education level and marital status so as to know the type
of respondents that were met with researcher on the field study.
4.2.1 Gender of the Respondents
Table 4.2 presents the data on the gender of the respondents. The number of males is
higher than the number of females who worked in Urafiki Textile industry.
Representation of gender distribution of the respondents gave clear image that data
were collected from both sex (male and female). Again, in order to prevent biasness
of data both men and women were involved in the study. The results show that
40(57%) respondents were male while 30(43%) were female. This has been
illustrated in table 4.2:
35
Table 4.2:Distribution of respondents by Gender
Sex Respondents Percentage
Female 30 43%
Male 40 57%
Total 70 100%
Source: Field Research Findings 2020
4.2.2 Age of the Respondents
From the figure 4.1 shows majority of the respondents which constitute 45.7%
declared their age range between 36-50 years old, followed by 28.6% who were the
age range between25-35 years while the range amid18-24 years old took 17.1% of
the respondents and between 51-60 years old took 8.6%. This infers that most of
workers who are working at Urafiki Textile Mill are at middle age (35-50 years old),
still energetic and matured.
Figure 4.1 Age presentation of the respondents
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
18-24yrs 25-35yrs Valid 36-50yrs 51-60yrs
Pe
rce
nta
ge
Age of respondents
Chart of Age of respondents
Percent
Source: Research Findings 2020
36
4.2.3 Marital Status of respondents
Table 4.3 represents marital status of respondents in the organization. Respondents
were classified into five group such as single, married, separated, divorced and
widow. The results show that most of respondents are Married counted 25
representing 36% of total study population, followed with Single respondents who
were 20 representing 29%, next are separated respondents counted 12 representing
17%, then divorced respondents counted 8 representing 11% and last were widow
respondents counted 5 representing 7%. This implies that majority of employees are
married that means they have families to feed and care about but Also,, they need to
improve their standard of living. The results obtained for marital status are illustrated
as follows;
Table 1.3: Respondents Marital status
Marital Status Frequency Percent Valid Percent Cumulative Percent
Single 20 29 29 29
Married 25 36 36 65
Divorced 8 11 11 76
Separated 12 17 17 93
Widow 5 7 7 100
Total 70 100 100
Source: Field Research Findings 2020
4.2.4 Respondents education level
Table 4.4 presents different education degree of respondents. The respondents were
come from different level of education. This presents the level of knowledge in
thoughtful of various respondents in responding to an open question. These levels of
education were grouped into 5 groups as follows; primary or at most a’ level was 30
equivalents to 42.9%, masters were 5 equivalents to 7.1%, Diploma were 14
equivalents to 20%, bachelor degree were 20 equivalent to 28.6%, at least doctorate
or PHD 1 equivalent to 1.4%. Thus,, the data showed that a great number of
respondents working at Urafiki Textile Mill are having at most a’ level. The findings
37
presented indicate that respondents were having different professionals such as
highest education, middle education and non-professional who a lot of them are
primary and secondary leavers. The results obtained for the level of education where
as illustrated in Table 4.4:
Table 4.4:Respondents education level
Level of Education Frequency Percent Valid Percent Cumulative Percent
Primary or at most a’ level 30 42.9 42.9 42.9
Diploma 14 20 20 62.9
Bachelor degree 20 28.6 28.6 91.5
Masters 5 7.1 7.1 98.6
At least doctorate or PHD 1 1.4 1.4 100.0
Total 70 100.0 100.0
Source: Research Study findings 2020
4.2.5 Position Held by Respondents
From the results shown on Table 4.5, the least number of respondents were top
management 6 (8.6%),followed by those who were in the middle management 15
(21.4%) while the remaining majority were comprised with non-management staffs
49 (70%).These results revealed that Urafiki Textile Industry has the highest number
of the respondents hold non-management positions and the lowest number of top
management staffs.
Table 4.5:Respondents position
Positions Frequency Percentage
Top Management 6 8.6%
Middle Management 15 21.4%
Non-Management 49 70%
Total 70 100%
Source: Research study data 2020
38
4.2.6 Organization department of Respondents
From the table 4.6 shows different departments at Urafiki textile mill, the results are
39 respondents that equivalent to 55.7% were from weaving department, 18
respondents that equivalent to 25.7% were from spinning department, 10 respondents
that equivalent to 14.3% were from processing department and 3 remaining
respondents equivalent to 4.3% from non-department who were top leaders.
Table 4.6: Respondents department
Positions Frequency Percentage
Weaving department 40 55.7%
Spinning department 20 25.7%
Processing department 10 14.3%
Non-department (top Leaders) 3 4.3%
Total 70 100%
Source: Field Research data 2020
4.3 Factors Influencing Implementation of TQM
In this study, researcher analyzed factors that influence TQM in three aspects;
commitment from top management, training of employees and effective
communication.
4.3.1 Top Management Commitment
Researcher asked various questions concerning commitment of top management and
requested respondents to express their judgments by using different expression such
as neutral, agree, disagree, strongly agree and strongly disagree. On the table 4.7
presents respondents’ opinions.
39
Table 4.7 Top management commitment and leadership
Q1 Q2 Q3 Q4 Q5 Q6 Q7
Disagree 6 (8.6%) - - 6 (8.6%) 1 (1.4%) 1 (1.4%) 2 (2.9%)
Neutral 6 (8.6%) 3 (4.3%) 3 (4.3%) 16 (22.9%) 14 (20%) 15 (21.4%) 29 (41.4%)
Agree 33 (47.1%) 39 (55.7%) 35 (50%) 33 (47.1%) 28 (40%) 43 (61.4%) 28 (40%)
Strongly
Agree
25 (35.7%) 28 (40%) 32 (45.7%) 15 (21.4%) 27 (38.6%) 11 (15.7%) 11 (15.7%)
Total 70 (100%) 70 (100%) 70 (100%) 70 (100%) 70 (100%) 70 (100%) 70 (100%)
Disagree Neutral Agree Strong Agree Total
Average
Percent
3.3 17.6 48.8 30.4 100
Source: Research study data 2020
Table 4.7 shows the results from questionnaires concerning top management
commitment. The results showed 6(8.6%) of respondents disagreed that Top
managers of the company are committed to all programs of quality management and
take part at all levels (Q1), 6(8.6%) were neutral, 33(47.1%) agreed while 25
(35.7%) were strongly agreed. Also,, the findings presented 3(4.3%) of respondents
were neutral that top management of the company gives effectively leadership in
quality management (Q2), 39(55.7%) agreed while 28(40%) were strongly agreed.
Furthermore, the results showed 3(4.3%) of respondents were neutral that the
company top management is required to participate effectively in any program of
quality management (Q3), 35(50%) agreed while 32(45.7%) were strongly agreed.
Moreover, the study findings revealed 6(8.6%) of respondents disagreed that top
management is involved and take part at all levels and stages to implement quality
management programs (Q4), 16(22.9%) were neutral, 33(47.1%) agreed while
15(21.4%) were strongly agreed. Then the results showed 1(1.4%) of respondents
disagreed that the company quality mission, vision and policies are well presented by
the top managers (Q5), 14(20%) were neutral, 28(40%) agreed while 27(38.6%)
were strongly agreed. Last but not least the findings presented 1(1.4%) of
40
respondents disagreed that the company quality management structure is formal
(Q6), 15(21.4%) were neutral, 43(61.4%) agreed while 11(15.7%) were strongly
agreed. And lastly the results showed 2(2.9%) of respondents disagreed that the
company top management welcomes its employees to give their ideas, views or
opinions on how to improve product quality (Q7), 29(41.4%) were neutral, 28(40%)
agreed while 11(15.7%) were strongly agreed. Zakuan et al. (2012) explained that
any successful conclusion made within the company is highly be determined by the
highest management commitment and support
4.3.2 Training of Employees
The study conducted to the respondents to acquire information if they had prior
training on quality management programs before start working in the current
company or somewhere else. The responses were as presented in Table 4.8
Table 4.8: Employee’s training
Trained on Quality Management Program Frequency Percent
Yes (in current company) 40 57.1%
No (somewhere else) 30 42.9%
Total 70 100
Source: Field Research Findings 2020
Table 4.8presents that 40 (57.1%)respondents had acquired training on quality
management programs before starting working while 30 (42.9%) of respondents
were not prior trained, this means that they were direct send to work since they had
already trained quality management program somewhere else. This implies that
majority of respondents had acquired teaching concerning quality total management
program at Urafiki textile industry, Therefore, Urafiki industry has more workers
who were trained before starting to work in the company hence the company has
efficient, competent and more skilled workers in working who are producing the best
quality of its products.
41
Also,, researcher sought to know respondents’ opinions on employees training issue.
Thus,, respondents were required to express their feelings by either strongly agreed,
agreed, neutral, disagree or strongly disagree. The responses were shown table 4.9
Table 4.9: Analysis on Training of Employees TQM practice
Q1 Q2 Q3 Q4 Q5 Average
Percent
Strongly
Disagree
- - 6 (8.6%) 4 (5.7%) 3 (4.3%) 3.7
Disagree 4 (5.7%) 7 (10%) 12 (17.1%) 11 (15.7%) 12 (17.1%) 13.1
Neutral 22 (31.4%) 19 (27.1%) 15 (21.4%) 15 (21.4%) 18 (25.7%) 25.4
Agree 33 (47.1%) 33 (47.1%) 29 (41.4%) 31 (44.3%) 24 (34.3%) 42.8
Strongly Agree 11 (15.7%) 11 (15.7%) 8 (11.4%) 9 (12.9%) 13 (18.6%) 14.9
Total 70 (100%) 70 (100%) 70 (100%) 70 (100%) 70 (100%) 100
Source: Research Study data 2020
Researcher intended to look on how successful knowledge, expertise and learning
ability of employees maintain quality management system at Urafiki textile industry.
Table 4.9 showed 4(5.7%) of respondents disagreed that the company are frequently
give TQM training programs to its employees (Q1), 22(31.4%) were neutral,
33(47.1%) agreed while 11(15.7%) were strongly agreed. Also,, the findings
revealed 7(10%) of respondents disagreed that Training given to organization’
employees helps them to get knowledge and understand total quality management
and their role to implement it (Q2), 19(27.1%) were neutral, 33(47.1%) agreed while
11(15.7%)were strongly agreed. Furthermore,, the results presented 6(8.6%) of
respondents were strongly disagreed that the company employees are all trained
TQM programs (Q3), 12(17.1%) disagreed, 15(21.4%) were neutral, 29(41.4%)
agreed while 8(11.4%) were strongly agreed. Moreover, the findings showed
4(5.7%) of respondents were strongly disagreed that the company involved all
employees to be trained TQM programs (Q4), 11(15.7%) disagreed, 15(21.4%) were
neutral, 31(44.3%) agreed while 9(12.9%) were strongly agreed. Lastly the results
presented that 3(4.3%) of respondents were strongly disagreed that the company’s
employees have time to be trained total quality management (Q5), 12(17.1%)
42
disagreed, 18(25.7%) were neutral, 24(34.3%) agreed while 13(18.6%) were strongly
agreed.
4.3.3 Effective Communication
In the study, researcher also intended to see the views of the respondents concerning
communication. Respondents were required to show their opinions of different
statements using Likert scale of five words either strongly agree, neutral, agree,
disagree or strongly disagree. Their replies were as presented in Table 4.10
Table 4.10: Analysis on Communication
Q1 Q2 Q3 Q4 Q5 Q6 Average
Percent
Strongly
disagree
3 (4.3%) 3 (4.3%) 3 (4.3%) 4 (5.7%) 3 (4.3%) 4 (5.7%) 4.8
Disagree 8 (11.4%) 13 (18.6%) 8 (11.4%) 3 (4.3%) 4 (5.7%) 5 (7.1%) 9.8
Neutral 18 (25.7%) 19 (27.1%) 20 (28.6%) 21 (30%) 18 (25.7%) 18 (25.7%) 27.1
Agree 31 (44.3%) 26 (37.1%) 30 (42.9%) 39 (55.7%) 31 (44.3%) 42 (60%) 47.4
Strongly
Agree
10 (14.3%) 9 (12.9%) 9 (12.9%) 3 (4.3%) 14 (20%) 1 (1.4%) 11
Total 70 (100%) 70 (100%) 70 (100%) 70 (100%) 70 (100%) 70 (100%) 100
Source: Field Research Findings 2020
Table 4.10 presented that 3(4.3%) of respondents were strongly disagree that the
company internal communication systems is well developed (Q1), 8(11.4%)
disagreed, 18(25.7%) were neutral, 31(44.3%) agreed while 10(14.3%) were strongly
agreed. Also,, the results showed3(4.3%) of respondents were strongly disagreed that
quality management information are free flowing to the employees in the
organization(Q2), 13(18.6%) disagreed, 19(27.1%) were neutral, 26(37.1%) agreed
while 9(12.9%) were strongly agreed. Furthermore,, the findings revealed 3(4.3%) of
respondents were strongly disagreed that the feedback mechanism of the company is
well developed (Q3), 8(11.4%) disagreed, 20(28.6%) were neutral, 30(42.9%) agreed
while 9(12.9%) were strongly agreed. Moreover, the results showed 4(5.7%) of
43
respondents were strongly disagreed that external communication system of the
company has well improved (Q4), 3(4.3%) disagreed, 21(30%) were neutral,
39(55.7%) agreed while 3(4.3%) were strongly agreed. Also,, the findings presented
3(4.3%)of respondents were strongly disagreed that the company is informed quickly
about the quality needed by the customer (Q5), 4(5.7%) disagreed, 18(25.7%) were
neutral, 31(44.3%) agreed while 14(20%) were strongly agreed. Lastly the results
showed 4(5.7%) of respondents were strongly disagreed that organization get time to
listen and respond to customers’ complaining about quality (Q6), 5(7.1%) disagreed,
18(25.7%) were neutral, 42(60%) agreed while 1(1.4%) were strongly agreed.
4.3.4 Effects of the existing TQM practice in textile industry
Researcher also provided statements relate to the effects of TQM practice in textile
industry. Researcher wanted to know if TQM enhances productivity and organization
performance. Also, if TQM helps in improving products quality in the company,
improving customer loyalty, facilitating customer satisfaction and employees’
satisfaction in the company and Furthermore, if it facilitates continuation of process
improvement in the company. Therefore,, researcher distributed few questions on the
effects of TQM where by respondents were Also, give chance to express their
opinion on that, using the word such as disagree or strongly disagree, neutral, agree
as well as strongly agree. Table 4.11indicates how response concerning the effects of
existing TQM in Urafiki Textile mill.
44
Table 4.11: Effects of the existing TQM practice
Impact of Product quality
improvement
Frequency Percent Valid Percent Cumulative Percent
Neutral 7 10 10 10
Agree 37 52.9 52.9 62.9
Strongly Agree 26 37.1 37.1 100
Total 70 100 100
Impact of (Organization)
performance
Frequency Percent Valid Percent Cumulative Percent
Neutral 2 2.9 2.9 2.9
Agree 34 48.6 48.6 51.5
Strongly Agree 34 48.6 48.6 100
Total 70 100 100
Impact of customer
satisfaction
Frequency Percent Valid Percent Cumulative Percent
Neutral 17 24.3 24.3 24.3
Agree 40 57.1 57.1 81.4
Strongly Agree 13 18.6 18.6 100
Total 70 100 100
Impact of employee’s
satisfaction
Frequency Percent Valid Percent Cumulative Percent
Neutral 15 21.4 21.4 21.4
Agree 36 51.4 51.4 72.8
Strongly agree 19 27.1 27.1 100
Total 70 100 100
Impact of good affiliation Frequency Percent Valid Percent Cumulative Percent
Neutral 17 24.3 24.3 24.3
Agree 35 50 50 74.3
Strongly Agree 18 25.7 25.7 100
Total 70 100 100
Source: Research Study data 2020
45
On table 4.11represents the respondents’ opinions on effects of existing TQM
practice in Urafiki Textile mill. Majority of the respondents 37(52.9%) agreed that
the impact of the existing management total quality results to improve quality of the
products, 26(37.1%) strongly agreed while 7(10%) were neutral. Also,, the results
showed that 34(48.6%) of respondents agreed that TQM results to the improvement
of the organization performance similarly to 34(48.6%) of respondents were strongly
agreed while 2(2.9%) respondents were neutral. Furthermore,, the findings revealed
that 17(24.3%) of respondent was neutral concerning Total quality management
helps in improving customer loyalty and facilitate customer satisfaction in the
company, 40(57.1%) of respondents agreed while 13(18.6%) were strongly agreed.
Moreover, the results showed 36(51.4%) of respondents agreed that TQM facilitates
on improving employee’s satisfaction in the company, 19(27.1%) were strongly
agreed while 15(21.4%) of respondents were neutral. As well as the findings showed
that 17(24.3%) of respondents were neutral that TQM creates good
connection/affiliation among top management, employees, customers and other
stakeholders in the company, 35(50%) of respondents agreed while 18(25.7%) of
respondents were strongly agreed.
46
CHAPTER FIVE
DISCUSSION OF THE FINDINGS
5.0 Introduction
Purposefully of this part, the study aims at clarifying and making a review of the
research on topic of Assessment of Factors influencing TQM in manufacturing
industry in Tanzania, specific objectives and their question under the study was
answered accordingly, then discussing.
5.1 Demographic characteristics
From the study, researcher collected only 70 questionnaires from respondents out of
120 questionnaires that were distributed. Thus, in table 4.1 found that, 40(57%) of
respondents were male and the remaining 30(43%)respondents were female, this
realizes that there is still gender imbalance in textile industry that is why number of
men respondents are highly compared to women. This Also, show that there is
unequal job opportunity at Urafiki textile industry where by more men are employed
than women. But through their job, both men and women, their living standards get
improved.
Also, analysis is done to the respondents on the age group. The figure 4.1 explained
that majority of employees 45.7% are between 36-50 years at middle age. This age
group is reasonable, matured, open-minded and still energetic. If they are promoted,
motivated and well trained, can result to highly efficiency in working, highly quality
products, improve productivity and well greater organization performance.
Furthermore, in table 4.4, the researcher focused on the level of education of
employees. The results indicate that, 42.9% of the workers are having primary or at
most level of education, though those with diploma level were 20.0%, bachelor
degree 28.6%, 7.1% were masters and the remaining 1.4% have doctorate or PHD
level of education. According to the disclosed information indicates that most of
respondents employed at Urafiki Textile Mill are having primary or at most a’ level
47
education. Though organization is also intense to employ professionals such as those
with diploma, bachelor degree, masters and at least doctorate or PHD who work at
optimal standards to retain the organization performance, image and reputation. Also
it shows organization contribution on knowledge development, practical
improvement and policy information through recruiting expert employees.
The study findings ascertained that Urafiki textile mill have production department
which is Also, categorized into three section that are weaving section, spinning
section and processing section. These sections are Also, termed as department. Thus
researcher did research on three departments. From table 4.6 in chapter four shows
results from three departments at Urafiki Textile Mill. The results showed that most
of respondents were from weaving department for average of 55.7% of total study
population, followed by spinning department with total equivalent of 25.7% of
frequency, then next was processing department with the total equivalent of 14.2% of
total frequency and least from non-department (top leaders) with total equivalent to
4.2%. This implies that weaving department has the highest number of employees
working, followed with spinning department and the least is processing department.
Researcher chose these three departments because, they are the core departments of
production. They are essential of all other activities practices in Urafiki textile mill.
5.2 According to the factors influencing TQM at Urafiki Textile Mill
This part discusses what was found after analyzing and presenting the study data in
relation to the research topic, conceptual framework as well as literature review. It
further gives an interpretation of the study findings. The study findings found out
which factors are the most influential and more useful in implementing TQM and
may influence greater performance in Urafiki Textile Mill. Also, how other
researchers said on their empirical studies and if theories support the results.
5.2.1 Top Management commitment influencing TQM
Referring to the findings from table 4.6 of the chapter four shows, the total average
of 48.8%of respondents from seven questions concerning top management
48
commitment agreed that top management influences TQM implementation,
30.4%were strongly agreed, 17.6% were neutral while 3.3% disagreed.
These findings show that TQM is a mode of life of a company that is run by top
management. It demands commitment, support and individual involvement from top
management in making and organizing different quality mission, goals and
identifying quality principles or standards then share and discuss them with all
workers. Within Urafiki textile industry, top management Also, participate in any
key decision of the business. Zakuan et al. (2012), argued that the successfulness of
any important decision made within the company is extremely depend on support
and commitment of the top management. Therefore,, managers must create a good
structure of quality management and set upa good way on how to achieve quality
goal.
The results are in line with Deming theory, Ishikawa theory and Crosby theory
through their contributions to TQM. Deming in his (14) fourteen points for
transformation of an organization, one of them is on “adopt and institute leadership”.
Deming meant that top managers must be an effective leader to guide towards quality
transformation process. Furthermore,, the seven deadly Deming diseases, one of
them is “mobility of top management”. Deming give an emphasis on leadership. He
said that leadership should be stimulated. Managers should be the one to help
employees and facilitate machines to work better through leading and supervising.
When it comes to Crosby through his 14 steps for process improvement, his first step
was “Management commitment in relation to quality should be clear to all within the
organization and those outside it”. Ishikawa Also believed on the essential support
and leadership from the highest-level management. Ishikawa commented that top
level officials takes a route to quality control, knowing that in the absence of
management support, quality programs would eventually fail. He stressed that it
would take firm commitment from entire hierarchy of employees to reach company’s
potential for success. The truth is good leaders must be conclusive, focused (goal
oriented), well informed, determined and having initiative coincided with the study.
Kamcharoen (2009) finalized that good leaders should be consistent with the aim of
49
improving product and service intended for organization to survive in fierce
environment
Furthermore,, the study results showed that there is direct proportional relationship
between top management commitments with TQM. These findings are in line with
prior empirical works of Wanderi et al. (2015) that conducted research on evaluation
of the factors influencing TQM implementation in Rwandan construction companies,
where the results showed that commitment of top management was the most
essential influence which had a positive influence with direct TQM implementation.
This means that successful application of TQM is the impact of great commitment of
top management. Alongside the findings of Wanderi et al. (2015), Ezeokonkwo et al
(2018), conducted a study on evaluation of the factors affecting application of Total
Quality Management in Building Constructions in Calabar Nigeria. Their findings
indicated that the major factor that affects application of TQM was inadequate top
management support. This infers that top leaders are the source that hinders
application of TQM if they are not well giving support to implement it.
Similar to the findings EFQM, (2010) stated that EFQM excellence model discussed
responsibility of top management in TQM implementation where by the model focus
attention on concept of leadership as motivating force behind implementation of
framework.
Therefore, it requires every organization to expound quality values; organization
mission and vision to its employees so as to create a model that move the old-
fashioned management role to new-fashioned management role that support and
influence quality management programs.
5.2.2 Training of employees influencing TQM
From the findings, Urafiki Textile Mill influences on giving training to its employees
before and after being employed. The industry facilitates on giving both internal and
external training. Internally is given by either current expert employees whereby
50
management see if someone within organization who is skilled and would have free
time to give training to other employees or by hiring consultant or external company
in determining what an organization require its employees to learn from training
programs. And external training is conducted through taking some of employees to
study in the university or colleges. The analysis of data in the table 4.9 indicates
straining of employees is an incentive and critical factor in implementation of TQM
to Urafiki textile employees. The table 4.10 shows that the total average of 42.8% of
the respondents agreed that employees’ training influence TQM, 14.9% were
strongly agreed, 25.4% were neutral, and 13.1% disagreed while 3.7% were strongly
disagreed.
These results are supported and corresponded with the empirical study findings by
Pradhan (2012) in Textile and Clothing industries that showed majority of
respondents admitted that the improved efficiency of employees through training and
performance, improvement of employees’ self-confidence has significant value to
organization management strategy. Also, the empirical findings by Kiombile and
Ndume (2018), while examining on assessment of Critical Success Factors that
Contribute to the TQM in Construction Process in Dar es Salaam, found out that lack
of expertise is among the most factor that significantly affect application of TQM. As
well the empirical research that is done by Wanderi et al. (2015) wound up that
training of employees has definitely affect the implementation of TQM. Thus,
employees training can either influence or hinder TQM implementation.
The findings also, are relying on Crosby theory. Crosby addressed 14 steps for
process improvement, on the eighth step requires “Quality improvement training to
all the employees”. This means that all employees must understand the absolutes of
quality through training so they can competently carry out their role in the quality
improvement process. Also, companies need to find out what kinds of training are
required to improve quality for training of supervisor. Similarly to that Deming 14
points for quality improvement management, one of them emphasized on
“introducing up to date methods of training on the job”. The aim was to improve
skills and knowledge of every employee. Training is also, important for organization
51
to survive. In the same way, Ishikawa in his theory stated that training further
resulted to creation of Quality Circle. This was a voluntary group that was through
training and expert supervision; quality problems were found and solved in the
company.
Furthermore, Gupta (2005) argued by defining training as the process of growing the
knowledge, talents and skills for performing a certain work. Training involve a
planning activity of the organization, experience in learning, and a well design to
meet the goals of each individual employees. Besterfield (2008) explained that
employee training plays an important role for organizations so as to improve
employee skills and their work flow, as well as accelerating organizational
performance that provide quality and customer satisfaction. Therefore, sustainability
of managing quality in the organization are provided by learning ability and effective
employees’ knowledge.
Thus, due to innovation of new technologies in this modern word it is vital for all
organizations to provide the support to their workers so that they would be provided
with new knowledge which will be helpful for the industry and for self-development.
If an organization gives assistance to its employee, the possibility of quitting without
given any notice will not be observed as workers will use talent that they acquire in
the educational institution and this would increase motivation. Evans (2017) said that
improvement of workers knowledge, skills and increase of motivation lead to the
success of the company. Therefore, TQM refers to be essential concept of
employees’ involvement in business decision making, it means more responsibility,
which in turn needs a higher skill level and this must be attained through training.
5.2.3 The influence of Communication on implementation of TQM in Urafiki
Textile industry
The results from table 4.10 indicates the total average of respondents 47.4% agreed
that communication influences on TQM implementation, 27.1% were neutral, 11%
were strongly agreed, 9.8% were disagreed while 4.8% were strongly disagreed. The
results infers that Urafiki industry still continues in developing its communication
52
system within and outside company in order to build strong relationship with its
stakeholders such as customers, suppliers as well as its employees. Since a good and
effective communication in the company can lead to better understanding hence it
reduces conflicts or any riots.
Both internal and external effective communication systems are needed to facilitate
good relationship within and outside the organization so as to enable top
management, suppliers, employees as well as customers to have a better view on
quality management. . Similar to that Deming theory through fourteen points,
Deming proposed to drive out fear through transparent communication so that
everyone can feel safe secured, work efficiently and effectively for the organization
and become risk taker. He argued that proper communication system should be the
most important in implementation of TQM. Besides Deming, Crosby encourage
employees’ communication with management about obstacles to quality.
These results are parallel to the empirical study by Pradhan (2012) conducted a study
on Key Factors required to implement TQM within Textile and Clothing Industry.
Whereby his results found that Communication is one among the factors that are reliable,
dependable and valid and give a new outlook on factors that lead to TQM success in T&C
industries in India. Also, other study by Wanderi et al. (2015) conducted to evaluate of the
important factors that influence the implementation of TQM in Rwandan construction
industries the study finalized by saying that communication is among the influences
on total quality management. This means that communication also directly affects
management total quality implementation. Thus, proper communication between various
levels of people is an important factor that has an impact on quality. Therefore, every
organization is required to set a proper communication system that facilitate easily
flow of information upward to downward and vertical to horizontal when
implementing TQM.
5.3Effects of the existing TQM practice in Urafiki Textile Mill
Organization’s first objective is to continue existing in business, so that it can give
support to community, produce products and services that are useful to customer, and
53
provide a setting for the satisfaction. Tari (2005) oriented ideas of TQM, where result
from oriented ideas were quality performance, satisfaction of the customers, staff
indicators, performance of the business, employees’ gratification and social impacts.
For this research, researcher was able to identify the constructs of the impacts of the
existing TQM implementation from the specific objectives.
1. Product quality improvement
Table 4.11 has shown 37(52.9%) of the respondents agreed that TQM improves
products quality of the organization, 26(37.1%) respondents were strongly agreed
while 7(10%) respondents were neutral. Quality product is observed as the most key
element for every industry in the world business market. High priority is given to
product quality when the company formulates its business strategy. This is because it
is an important aspect of business development. Product quality improvement usually
is an objective of management ofany organization as to provide right quality of
product according to the need of the customer. This is supported when TQM
practices are importantly and positively result to product quality improvement and
innovation (Prajogo and Sohal, 2003). Iruobe et al (2012) also explained TQM as
long term support and commitment of the organization towards continuous quality
improvement with active involvement and effective contributions of each member.
2. Business (Organization) performance
The findings on the table 4.11 showed that 34(48.6%) of the respondents agreed that
TQM enhances productivity and organization performance, 34(48.6%) of
respondents were strongly agreed while 2(2.9%) were neutral. Organization
performance acts as a measure to test the impact of implementing TQM. It images
the ability of the firm in competitive business market, its financial health and forecast
the business success or failure in the future. Business performance can be measured
by sales growth, profit of the company, annual sales and market share the company.
These are similar to empirical study by Shafiq et al. (2011) indicated that TQM has a
strong positive effect on organizational performance where researchers gave various
empirical proof of the studies that shows most of TQM ideas provided a positive
54
impact and importance relationship with both non-financial results and financial
results as it accelerate the company performance.
3. Customers’ satisfaction
From table 4.11 revealed that40 (57.1%) of respondents agreed that TQM helps to
improve customers’ satisfaction, 13(18.6%) respondents were strongly agreed while
17(24.3%) were neutral. Satisfaction of customers has been seen as important
measure of organization performance or business strategy. Customer satisfaction
enhances customers’ loyalty which is the feeling of attachment to or affection for
organization’s products or services. Through loyalty, repetition to purchase and
organization’s revenue increases hence leading to organization excellence.
4. Employees satisfaction
The results on the table 4.11 indicated that 36(51.4%) respondents agreed that TQM
helps to improve employees’ satisfaction, 19(27.1%) respondents were strongly
agreed while 15(21.4%) respondents were neutral. The empirical study by
Besterfield (2008) said that employee training as TQM influences, develops
employees’ skills, wide up employees knowledge and improves their work flow as
well as quickened up company’s performance as the result it gives standard products
hence increase satisfaction of the customer. Also different Gurus ideas and models
gives much emphasis on valuing employees through training. Therefore, through
employees training, job satisfaction get increases and self-esteem improves Thus,
increase self-confidence on job performance and loyalty to the company. Employees’
satisfaction also, reduces faults, waste or employees’ complaints. But also,
employees’ gratification has been seen as another key part for any success of the
business or organization since employees are considered to be internal customers of
the company. Therefore, any satisfaction of employees in the business may change
employees’ behavior in job performing hence affect Also, organization performance.
55
5. Through effective communication in facilitating and implementing TQM in the
company, it results on creation of good affiliation among employees, customers and
organization (management).The findings on the table 4.11 revealed that 35(50%) of
respondents agreed that TQM creates good connection/affiliation among
stakeholders, 18(25.7%) were strongly agreed while 17(24.3%) were neutral. Thus,
TQM create good relationship and build connection among top management and
other stakeholders hence attainment of the organization goal is easy to achieve.
56
CHAPTER SIX
SUMMARY, CONCLUSION AND POLICY IMPLICATIONS
6.1 Introduction
This chapter of the study that has been grouped into different sections such as the
study summary of research, followed by conclusions, next is implications of the
study and areas suggested for further study.
6.2 The summary of the research study
The main objective of this study was on the factors influencing the application of
TQM in industrial sector as a case study of Urafiki Textile industry. Researcher
obtained a sample size of 120 respondents though 70 respondents were effectively
participated in the study. The outcomes of the research show that most of employees
at Urafiki Textile were male, married and range between 36-50 years. Also, most of
employees hold primary or at most level education.
Researcher identified four specific objectives that were researched and analyzed to
response to research problem of the study. The first research objective was to
identify on how top management influencing TQM, the second was on whether the
employees training in the textile industry affects the application of TQM, the third
was on how communication influencing TQM in Urafiki Textile Industry and lastly
to determine the effects of the existing TQM practices in Textile industry. The study
used three theories to explain implementation of TQM such as Deming theory,
Crosby theory and Ishikawa theory. Furthermore, the study used questionnaires to
obtain data and thereafter analyzed the data using MS excel with descriptive analysis.
The findings revealed that first top management commitment, followed by effective
communication and last employees’ training influencing the implementation of total
quality management since the large number of respondents agreed by total average of
79.2%on commitment from top management, 58.4% on effective communication and
57.7% on training of staffs are positively influencing on implementing TQM. Also,
the findings showed that the effects of the existing TQM practices in the organization
led to product quality improvement, improvement of the organization performance,
57
increase employees and customers’ satisfaction and create good affiliation among
stakeholders. Thus, the study used Gurus ideas like Crosby ideas of TQM, Deming
thoughts/ideas, and Ishikawa ideas as theories and pointed out commitment of the top
managers, effective communication and employees training are among of the
influences that contribute to application of TQM.
Therefore, it is true that commitment of top managers, effective communication and
training of staffs contributes to successful TQM implementation because when top
managers play the most important role in influencing quality improvement and
trainings given to employees with effective communication to stakeholders can
results to TQM application in the firm.
6.3 Conclusion
From this study, researcher concluded that a broad TQM literature suggested that
total quality management comprises of a wide spectrum of ideas or different
theoretical conceptual elements. Though these different ideas were based on
literatures’ own experience in working as either consultant, engineers, managers or
researcher. Yet, researcher finalized the study by saying that total quality
management is a holistic, ethical and quality management philosophy that emphasize
on continuous product/service quality or processes improvement requiring all
stakeholders’ participation so as to increase customer gratification, improve company
sustainability and performance. Practically, the outcomes of this research identified
three factors significantly influence implementation of TQM that are top
management commitment, effective communication and employees’ training basing
on study objectives.
Furthermore, the results identified four influences of impact for the successful
application of TQM in the firm such as improvement of Customer satisfaction by
improving customer needs and wants, increase employee’s gratification, improve
product standard (quality), and Also, improving performance of the company
business.
58
Lastly all parts or views concerning total quality management should be
implemented effectively in the company because every factor when practicing TQM
develops different views for the company performance.
6.4 Implications of the study
6.4.1 Implications of theories
From this research, the study was guided by Deming theory, Crosby theory and
Ishikawa theory. All these theories lead the way for management to have best
practices in order to be succeeded in the world business competition. These theories
have faith in leadership and top management support and state that everyone is
involved in quality but managers are the one who need to start the quality and
implement then followed by employees. Furthermore, the theories state that the role
of managing quality must be pushed by the top leaders thus shows that the business
vision governs how it operates in the quality front. Also, theories believed that
effective communication is an important influence on exchange of quality among
stakeholders and facilitate easily for management functions to be performed.
Moreover, these are more to the approach of systematic problem solving for example
Ishikawa fishbone diagram, Deming wheel and zero defects by Crosby. Each theory
state to control problem before the defects occur so as to minimize lost. The results
are in line with the theories whereby from the study findings shows that top
management are the forefront to make sure resources are well used, developing a
well quality company policy and mission that are well understood and contacted to
all company stakeholders. Likewise, top management provided a good quality
structure and controlling the whole process through monitoring and evaluation.
Again, the findings correspond to the theories when quality training programs is
given to employees and when organization facilitates effective internal and external
communication. Thus, these theories concur the study findings.
Furthermore, conceptual framework matches with the findings from the study
whereby independent variables were those that influenced or contributed to
implementation of TQM (dependent variable). But also, the framework departs from
59
the findings whereby the findings show that the first influence on total quality
management is the commitment of top management, the second is effective
communication and last is an employee training.
6.4.2 Policy implications to the study
The study suggested that textile industry should exert influence on applying total
quality management system since it gives value to all employees who are working in
textile industry. Also, the study recommended that, manufacturing industries in
Tanzania should manage consciously to develop and adopt TQM because is essential
in obtaining competitive advantages so as to survive in the global competitive
market. Furthermore, government should take measures and cooperate with
manufacturing industry to develop strategies that will be beneficial to the society and
industries in order to stimulate the use of domestic products so as to create tradition
behavior of consuming Tanzania-made products hence expanding market for
Tanzania local industries.
6.5 Suggested areas for further research studies
The research concentrated on the factors influencing TQM implementation in
manufacturing industry particularly textile sector at Ubungo district area. In this
study researcher did not research on other factors such as policy deployment, process
control and improvement, organization culture, management style, resources
allocation, and organizational structure that influence implementation of TQM in
textile industry. Also, researcher believed that it will be advantageous for more other
studies to look on the elements of TQM and factors that hinder application of TQM
in textile mill. This is because researcher did not address on these issues due to limit
of the study objectives.
60
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APPENDICES
RESEARCH QUESTIONNAIRE
Dear Respondent,
I am a student at Mzumbe University (MU) currently undertaking the study on
Factors influencing total quality management in manufacturing industry in Tanzania.
You have been identified as one of the respondents for this research. The objective of
this questionnaire is to aid in data collection for a research paper on Factors
influencing total quality management in manufacturing industry in Tanzania. The
data collected will not be shared with any individual or institution (it will be kept
private), only aggregate data and summaries will be published.
I humbly request and ask you to respond to the questions given below by providing
appropriate answers.
I wish to thank you in advance for your assistance.
Yours Sincerely,
Mariatheresia Mgendera
SECTION A: BACKGROUND INFORMATION
Please put right mark (a tick) in front of your choice box that express yourself
1. Gender: Male Female
2. Age: 18-24 25-35 36-50 51-60
3. Marital status: Single Married Separated Divorced Widow
4. Position held by Staffs: Top Management Middle management
Support staff/non-management
5. Department: Spinning department Weaving department Processing
department Non department
6. Current education level: Illiterate Primary High school TVET
University degree Master degree Doctorate degree other (Please
specify) __________________
71
SECTION B: FACTORS INFLUENCING THE IMPLEMENTATION OF
TOTAL QUALITY MANAGEMENT
PART I: TOP MANAGEMENT COMMITMENT
The given below statements provides the general overview concerning top
management commitment. Various words such as strongly disagree, disagree,
neutral, agree and strongly agree are given to express your opinion. Provide tick
appropriately according with the statements given.
No. Statement
Str
on
gly
dis
agre
e
Dis
agre
e
Neu
tral
Ag
ree
Str
on
gly
Ag
ree
Statement
1. Top Management Commitment
1. Top managers of the company are
committed to all programs of quality
management and take part at all levels.
2. Top management of the company gives
effectively leadership in quality
management.
3. The company top management is required
to participate effectively in any programs of
quality management.
4. The company top management is involved
and take part at all levels and stages to
implement quality management programs.
5. The company quality mission, vision and
policies are well presented by the top
managers.
6. The company quality management structure
is formal
7. The company top management welcomes its
employees to give their ideas, views or
opinions on how to improve product quality.
72
PART II: EMPLOYEES TRAINING AND DEVELOPMENT
The following questions and statements relates to Employees Training and
Development. Kindly fill in the blank spaces or tick as appropriate.
1. Have you been trained of any Quality Management Programs?
a) Yes
b) No
2. If yes, where were you trained on the quality programs?
a) In the current company
b) Elsewhere
3. Have you been trained on Total Quality management?
a) Yes
b) No
4. If yes, kindly specify
…………………………………………………………………………………………
…………………………………………………………………………………………
…………………………………………………………………………………………
…………………………………………………………………………………………
………………………………………………….
5. Have you get training concerning TQM from Top management?
a) Yes
b) No
6. The statements below given are concerning with training of employees. Different
words such as strongly disagree,or disagree, Also,Neutral, agree and strongly
73
agreeare given to express your view. Then you are required to provide tick
appropriate with the statement.
No. Statement
Str
on
gly
dis
agre
e
Dis
agre
e
Neu
tral
Ag
ree
Str
on
gly
Ag
ree
Statement
1. The company frequently give TQM
training programs to its employees
2. Training given to employees helps them
to get knowledge and understand total
quality management and their role in it.
3. The company employees are all trained
TQM programs.
4. The company involved all employees to
be trained TQM programs
5. The company’s employees have time to
be trained total quality management
74
PART III: EFFECTIVE COMMUNICATION
The statements below is concerning with effective internal and external
Communication system. By using the following words like strongly disagree or
Disagree, Neutral, agree or strongly agree to express your opinion. Then tick
appropriately according with the statements.
No. Statement
Str
on
gly
dis
ag
ree
Dis
ag
ree
Neu
tra
l
Ag
ree
Str
on
gly
Ag
ree
Statement
a. Internal Communication
1. The company internal communication
system is well developed
2. In your organization, the quality
management information are free flowing
to the employees
3. The feedback mechanism of the company is
well improved
b. External Communication
4. External communication system of the
company has well improved
5. The company is informed quickly about the
quality needed by the customer
6. Organization get time to listen and respond
to customers’ complaining about quality
75
PART IV: EFFECTS OF THE EXISTING TQM
The statements below relate to impact of the existing TQM. Using different words
such as; 1-Strongly disagree; 2 – Disagree; 3 – Neutral; 4 – Agree; 5 – Strongly
agree. Tick appropriately according to the extent which you agree or disagree with
the statements.
No. Statement
Str
on
gly
dis
agre
e
Dis
agre
e
Neu
tral
Ag
ree
Str
on
gly
Ag
ree
1. TQM enhances productivity and
organization performance
2 TQM improvesproducts quality of the
company
3 Total quality management helps in
improving customer loyalty and facilitate
customer satisfaction in the company.
4 TQM facilitates on improving employees
satisfaction in the company
5 TQM creates good connection/affiliation
among top management, employees,
customers and other stakeholders in the
company.
Thank you for your assistance and support on answering all these questions