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

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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.

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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

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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

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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

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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.

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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”

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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,

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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.

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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

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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

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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