ASSESSMENT OF QUALITY MANAGEMENT SYSTEM AND ITS

PRACTICE IN PLASTIC INDUSTRIES: THE CASE OF ADDIS ABABA

By:

DESALEGN SETE TEFERA

A Thesis submitted to

The Department of Business and Management for the partial Fulfillment of

the Requirements for the Degree of Master of Administration in Industrial

Management

ADDIS ABABA SCIENCE AND TECHNOLOGY UNIVERSITY

MAY 2018
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 Declaration

I, Desalegn Sete, hereby that this thesis entitled ‘‘Assessment of quality management system

and its practice in plastic industries: the case of Addis Ababa’’ was composed by myself,

with the guidance of my advisor, that the work contained herein my own except where explicitly

stated otherwise in the text, and that this work has not been submitted, in whole or in part, for

any other degree or processional qualification.

Desalegn Sete

Name Signature, Date

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 Certification

This is to certify that the thesis prepared by Mr. Desalegn Sete Tefera entitled ‘‘Assessment of

quality management system and its practice in plastic industries: the case of Addis Ababa’’

and submitted in fulfillment of the requirements for the Degree of Master of Science complies

with the regulation of the University and meets the accepted standards with respect to originality

and quality.

Approved by board of examiners

Fetene Bogale (Ph.D)

Advisor: Signature, Date:

External examiner: Signature, Date:

Internal examiner: Signature, Date:

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 ABSTRACT

The purpose of this study was to assess the quality management systems practice and gaps in

ISO QMS certified plastic firms located in Addis Ababa Ethiopia. To this end, a descriptive

survey design was employed. The total population of the study was ten plastic product

manufacturing firms which certified by ISO 9001 QMS and from these four factories were

selected randomly to give equal opportunity and for the those plastic product manufacturing

firms, 92 questioner were distributed to key person who had information about ISO 9001

implementation in their respective firms using purposive random sampling by departments and

convenient sample that represented the population but out of 92 questionnaire 78 was returned.

The data was gathered via means of questionnaire and interview. Data obtained through

questionnaires were analyzed using SPSS version 20 statistical data analysis tools and data

obtained through personal interview was interpreted descriptively. Cronbch alpha was used to

determine scale validity and reliability and the collected data was analyzed using SPSS. The

study identify key gaps during implementation of QMS with their respected firms like, lack of

corrective action and preventive action, less involvement of people and lack of continual

improvement, lack of promotion and incentives, lack of trainings in using of QMS as

improvement tools are the major gaps that found needs to improve to boost the overall

performance and for continual improvement of the firms.

Key words: Gaps, Quality management system, ISO, PDCA cycle,

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 ACKNOWLEDGEMENT

Above all I would like to thank my Lord God who is the reason for my existence and

gave me his grace to accomplish this thesis successfully. Then my deepest gratitude goes to my

advisor Dr. Fetene Bogale for his valuable comments and intellectual guidance. I would also like

to extend my deepest appreciation to my families for their continuous and valuable support

during my study. I have got all your support and encouragement throughout my study.

Finally, my deepest gratitude goes to; Ethiopian conformity assessment enterprise

certificate director Sergut Wolde, ESA; Samuel Demissie, Alcumus ISOQAR; General manager

Meron Getaneh, Ethioplastic engineering industry; research & development operation head

Caption Fitiwi G/Nigus, Excel plastic PLC; General manager Mr. Ysmashewa Yeshitla, Roha

Packing PLC Mr. Minibel Teshome, Ethiopolymers U-PVC & PVC Plastic PLC Mr. Tegenu

Leta; I would like to say thank you for your supports were to acquire data, and to distribute and

collect the questionnaire in your organization.

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Table of Contents

CHAPTER ONE..............................................................................................................................1
INTRODUCTION...........................................................................................................................1
1.1. Background of the study...................................................................................................1
1.2. Statement of the problem..................................................................................................3
1.3. Basic research questions...................................................................................................4
1.4. Objectives of the study......................................................................................................4
1.5. Significance of the Study..................................................................................................5
1.6. Scope of the study.............................................................................................................5
1.8. Organization of the thesis.................................................................................................6
CHAPTER TWO.............................................................................................................................7
LITERATURE REVIEW................................................................................................................7
2.1. Introduction.......................................................................................................................7
2.2. History of ISO 9000 (Quality management concept).......................................................9
2.3. ISO 9000 standard family...............................................................................................10
2.4. The seven quality management principles......................................................................12
2.5. Quality management system tools..................................................................................14
2.5.1. PDCA cycle.............................................................................................................14
2.5.2. Process approach.....................................................................................................16
2.5.3. Fishbone tool for root cause analysis.......................................................................17
2.6. ISO 9001:2015 standards structure.................................................................................18
2.7. ISO 9001 (Quality management systems requirements).................................................20
2.8. Problems while implementing quality management system...........................................21
2.8.1. Impact of knowledge orientation.............................................................................22
2.8.2. Organizations certification motivation and the corresponding results....................23
2.8.3. Influence of maintenance of the quality system after its implementation...............24
2.9. Empirical studies.............................................................................................................25

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 2.10. Research Gaps.............................................................................................................26
2.11. Conceptual frame work of the study...........................................................................27
CHAPTER THREE.......................................................................................................................28
RESEARCH DESIGNS AND METHODS...................................................................................28
3.1. Research design...............................................................................................................28
3.2. Research approach..........................................................................................................28
3.3. Population.......................................................................................................................28
3.3.1. Sampling technique.................................................................................................30
3.3.2. Sample size determination.......................................................................................31
3.4. Sources of data and collection techniques......................................................................32
3.5. Measurement and instrumentation..................................................................................32
3.6. Method of data analysis used..........................................................................................33
3.7. Validity and reliability....................................................................................................33
3.7.1. Validity....................................................................................................................33
3.7.2. Reliability................................................................................................................34
3.8. Ethical consideration.......................................................................................................34
CHAPTER FOUR.........................................................................................................................35
DATA PRESENTATION, ANALYSIS, AND DISCUSSION....................................................35
4.1. Introduction.....................................................................................................................35
4.2. Questionnaire & interview responded rate......................................................................35
4.3. Reliability analysis..........................................................................................................35
4.4. Demographic characteristics of respondents...................................................................36
4.5. Descriptive analysis of gaps related to the QMS practice..............................................38
4.5.1. Analysis of gaps related to top management commitment......................................38
4.5.2. Analysis of gaps related to resource and communication.......................................41
4.5.3. Analysis of gaps related to quality production and customer satisfaction...............44
4.5.4. Analysis of gaps related to performance evaluation................................................47
4.5.5. Analysis of gaps related to continual improvement................................................49
4.6. A potential area of the plastic product manufacturing firms in implementing QMS.........52
4.7. Reasons behind the slow trends of QMS implementation..................................................53
CHAPTER FIVE...........................................................................................................................56

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SUMMARY, CONCLUSION AND RECOMMENDATIONS....................................................56
5.1. Introduction.....................................................................................................................56
5.2. Summary of the findings.................................................................................................56
5.2.1. Gaps related to QMS practice in plastic product manufacturing firms...................56
5.2.2. Potential areas of QMS practice in plastic product manufacturing firms................57
5.3. Conclusions.....................................................................................................................58
5.4. Recommendations...........................................................................................................58
REFERENCE................................................................................................................................60
APPENDEXI.................................................................................................................................67

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 LIST OF TABLES

Table 3.1: QMS certified plastic product manufacturing firms in Ethiopia…………………..29

Table 3.2: Size of population……………………………………………………..……………30

Table 3.3: Sample Size Selection……………………………………………….………….......31

Table 4.1: Reliability test ………………………………………………………………………35

Table 4.2: Respondent of gender: ………………………..…………………………………… 36

Table 4.3: Respondent education levels: ………………….…………………………………...36

Table 4.4: Respondent work experiences: ………………….………………………………….37

Table 4.5: Respondent by department: ……………………….………………………………..37

Table 4.6: Descriptive analysis of top management commitment ……………………………..38

Table 4.7: Descriptive analysis of gap related resource and communication…………………...41

Table 4.8: Analysis of gaps related to quality product and customer satisfaction ……………..44

Table 4.9: Analysis of gaps related to performance evaluation…………………………………47

Table 4.10: Descriptive analysis for continual improvement………………..………………… 49

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 LIST OF FIGURES

Fig 2.1: Representation of the structure on international standard in PDCA cycle of QMS for ISO

9001:2015 ………………………………………………………….………………………..…16

Fig 2.2: Business process ……………………………….………….……………………….…16

Fig 2.3: Example of fishbone cause and effect diagram ………….….………………………..18

Fig 2.4: Conceptual fame work of the study …………………………………………………..27

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 LIST OF ABBREVIATIONS

QMS Quality Management System

ISO International Standards Organization

UNIDO United Nations Industrial Development Organization

PDCA Plan - Do - Check - Act

WTO World Trade Organization

SPC Statistical Process Control

EMS Environmental Management System

TC Technical Committee

US United States

NATO North Atlantic Treaty Organization

AQAP Allied Quality Assurance Publications

HLS High Level Structure

IAF International Accreditation Forum

NGOs Non Governmental Organizations

IT Information Technology

QMP Quality Management Principles

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IS International Standard

GDP Gross Domestic Product

MSS Management System Standards

PLC Private Limited Company

FDRE Federal Democratic Republic of Ethiopia

DQS No extension just it is a certifying agency

ISOQAR ISO- Quality Assurance Registered

SPSS Statistical Package for Social Sciences

SFS-EN Prefix to indicates the same standard is valid both in Finland and Europe

GMP Good Manufacturing Practice

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 CHAPTER ONE

INTRODUCTION

1.1. Background of the study

Several quality authors study and define the word quality with their related profession.

Quality is the most significant factor in the success of construction projects (Ali and Rahmat,

2010). QMS is an appropriate quality management and marketing tools for developing and

improving organization performance. In construction, it is suggested to implement QMS

standard in the projects to improve organization performance (Behnam Neyestani, 2016). The

pharmaceutical industry moves in to different forms of partnerships and vendor arrangements the

implementation of a structured quality management system in drug safety, regulatory affairs, and

medical affairs is necessary in order to guarantee compliant delivery of services and products.

The pharmaceutical industry is amongst most astringently regulated manufacturing units (Daniel

Amare, 2010). A standard regulating handling of food fulfills the requirements of current food

legislation, but it also adds value to the production (Miljöstyrningsrådet, 2007). A standard

provides a method of preventing problems and crisis and it can also help to handle requirements

from authorities, the market and others (Lusk et al, 2011). According to Bergström and Hellqvist

(2004), it also helps the manufacturer or company to create new opportunities, to get into new

markets and start producing for new consumers. The company will also earn an increased trust

among customers and will ensure the communication to authorities that may not have been the

case as an uncertified business.

Nowadays it is obvious that more emphasis is placed on quality issues than ever before.

To be competitive in today’s market, it is essential for the company to provide more consistent

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quality product and value to its customers (Henok Mesfin, 2013). The total quality infrastructure

consists of several key pieces. The first and one of the most important is the quality system

(Juran and Godfrey, 1999) as a business management tool. In 1987, the first edition of the quality

system was introduced by the international organization for standardization (ISO) to aim quality

and customer's satisfaction improvement. According to ISO 9000 or “quality management

principles” are a set of fundamental beliefs, norms, rules and values that are accepted as true and

can be used as a basis for quality management (ISO, 2015). According to the latest survey of ISO

(2014), 1,609,294 ISO certificates were issued, and the majority of them belonged to QMS

standard or 1,138,155 ISO 9001 certificates issued that met the requirements of QMS under

external audit of a third party or Certification Body.

Plastic industries are one of those ISO quality management system certified firms.

Plastics are an essential part of modern life; increased living standards, growing environmental

awareness, and sustainable development thinking are driving the demand for new and innovative

material solutions (Industry over view, the plastic industry in Germany issue 2016/2017). Global

plastics demand is forecast to grow five percent annually through to 2015 as a result of global

megatrends including urbanization, energy demand, climate change, and new technology

developments. The different megatrends driving growth are closely linked to industry sectors

including construction, energy efficiency and housing areas in which plastics are playing an

ever-increasing role (Industry over view, the plastic industry in Germany issue 2016/2017).

The Ethiopian government has demonstrated impressive dedication and ability to create

the preconditions for a market based and socially inclusive industrial transformation. It is

strongly and credibly committed to investing in technological learning in order to build new

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competitive advantages and leave the history of feudalism and rent-seeking behind.

Improvements for the vast majority of the rural poor are at the center of the government’s project

for societal transformation (Tilman Altenburg, 2017). In Ethiopia, there are 580 and above

plastic industries (F.D.R.E Chemical and construction inputs industry development institute

report, 2018). From those industries, 16 firms only certified ISO quality management system

from three ISO certified agents, six firms from Ethiopian conformity assessment enterprise, eight

of them from alcumus ISOQAR, and also two of them from DQS Ethiopia. This study was

carried out gaps in those ISO certified plastic firms implementing quality management system.

1.2. Statement of the problem

Quality management system implemented in today’s circumstances within the

organizations with respect to different international standards. According to ISO 9001: 2008

QMS Certification is more as a marketing tool certificate in the organization from any

certification body, which is not consistent about the rather than the need of quality management/

system improvement (Procedia Social and Behavioral Sciences 189 (2015) 320 - 334).

ISO 9001 can improve the efficiency of the processes of the organizations by generic

guidance and documentations, and continual improvement through “Plan-Do-Check-Act”

(PDCA) methodology to achieve successfully the satisfaction of customer and quality objectives.

Unfortunately, most companies in developing countries believe establishing QMS is just useful

to have its certification as a market tool. sorry to say, the most of the managers emphasized on

implementing QMS certification (ISO 9001 certification) only, and often neglect to use other

standards of QMS (Behnam Neyestani, 2016). Therefore, the managers often focus on the

certification as the primary objective and requirement more than the value in the quality

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management process, and this kind of the idea can cause inefficient operation and lack of an

effective QMS. The other side customer is also not aware of the requirements of the standards

and/or not looking much conscious to see the consistency of the ISO certificate which the

supplier is having. Hence, it looks some loopholes in the values of the whole implementation of

QMS if we are keeping ISO certifications at the center point. Hence, how the quality

management practices implemented within the firms? The research identifies the actual

implementation level of QMS, drives throughout the firms.

1.3. Basic research questions

The major research questions this study were addressed;

 What gaps the company does in the implementation of quality management

system?

 Where in its operation does the firm need more attention in implementing QMS?
 What are the potential areas of the firm in implementing QMS for continual

improvement?

1.4. Objectives of the study

The general objective of this study is to assess the quality management systems practice

in ISO QMS certified plastic product manufacturing firms. And further the study achieved the

following specific objectives:

 Assess and review the gap of the company with respect to quality management

system practice.

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  Critically examine and identify where the firm needs more attention in its

operation through implementing QMS.

 Identify the potential areas for improvement and values due implementing quality

management system.

1.5. Significance of the Study

The significance of this study can be expressed in terms of its relevance to the need that

arose to conduct the research and the benefits that it will give both to the body of knowledge in

the field of study and to the industry as well. Primarily this paper provides the knowledge needed

by plastic manufacturing companies how to overcome the gaps faced while implementing ISO

9001. And also the study provides information for researchers who intent to examine the

implementation of ISO 9001 QMS empirically.

Recently Ethiopian manufacturing organizations are demanded to improve their products

quality in order to improve their competitiveness and verify the current strategy of the

government to export their products abroad. In the same time, the government opened the

Ethiopian market to receive a variety of foreign products from different markets. Therefore, the

product quality has emerged as a key issue in most of the Ethiopian manufacturing industry and

they have started implementing QMS to survive up with pressures from foreign competitors and

improve their competitiveness. To support their effort towards higher quality levels, it is

important to evaluate the QMS practices implemented in such plastic firms.

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1.6. Scope of the study

This research study included the plastic product manufacturing firms which are ISO QMS

certified located only in Addis Ababa up to March 2018 only. Since the research was selected

two issues together the gap and the potential areas of the firms in implementing QMS. Hence to

get a full information and data the study included managers and employees of certified firms

were subjected to be part of this study. However, relevant literature that was used came from all

around the world to best understand quality systems and techniques.

1.7. Limitations

The major limitation of this research was; it covers only ISO QMS certified plastic

product manufacturing companies found in Addis Ababa and excluded other ISO QMS certified

plastic company found out of Addis Ababa. And in addition to this responded of some of the

respondents were not encouraging, due to fear on the interview part of the respondents and lack

of experience of the researcher in the area were the limitations of the study.

1.8. Organization of the thesis

The paper was organized with five chapters. The first chapter covers the introduction part

that addresses the background information concerning QMS, the research questions, the general

and specific objectives of the research, the significance, and scope of the research, and finally the

limitations of the research. Following this introductory chapter, the second chapter described the

basic and relevant literature related to QMS practices.

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 In the third chapter, the research report covers the type of research design used, the

analysis of the data, the sampling techniques, and methods of data collection applied. The fourth

chapter focuses on the descriptive data analysis and findings of the study and the last chapter

provided conclusion and recommendations.

CHAPTER TWO

LITERATURE REVIEW

2.1. Introduction

According to ISO 9000 the quality management system is defined as a system “to direct

and control an organization with regard to quality.” (SFS-EN ISO 9000, 8). As early as the

1950s, Japanese companies began to see the benefits of emphasizing quality throughout their

organizations and enlisted the help of an American, W. Edwards Deming, who is credited with

giving Japanese companies a massive head start in the quality movement. Hismethods include

statistical process control (SPC) and problem-solving techniques that were very effective in

gaining the necessary momentum to change the mentality of organizations needing to produce

high-quality products and services (www.abahe.co.uk). Deming believed that 85 percent of all

quality problems were the fault of management. In order to improve, management had to take the

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lead and put in place the necessary resources and systems. Several quality authors have defined

quality in various ways considering different attributes of a product. Some definitions are listed

here under (D. Sarkar, 2000). Juran: "Fitness for purpose" or" Quality is customer satisfaction."

Deming: "Quality should be aimed at the needs of the customer, present, and future." Crosby:

"Conformance to requirement" Taguchi: "The loss impart to the society from the time a product

is shipped." ISO 9000:2000: “The degree to which a set of inherent characteristics fulfills

requirements."

The ISO standard defines quality rather widely because it involves more than just a product; it

also includes processes, organization, responsibilities, work instructions and resources. (Hoyle,

2007). QMS can be defined as “the managing structure, responsibilities, procedures, processes

and management resources to implement the principles and action lines needed to achieve the

quality objectives of an organization” PohNgohKiew et al. (2016). Implementing the quality

management system is a strategic decision of the organization. The needs, objectives, products,

used processes and structure and size of the organization affect the planning of the quality

management system. The objective of international standards is not to have a uniform structure

or homologous documentation. Rather the standard’s requirements are set to fulfill the product’s

requirements (SFS-EN ISO 9001, 2008). ISO 9001 or quality management certification is a

standard that sets out the requirements that are generic and are intended to be applicable to all

organizations, regardless of their type, size and product provided for quality management

system, technical committee of ISO which is TC-176 formulates all the standards of ISO 9001

(khattak and Arshad, 2015).

Nowadays different megatrends driving growth are closely linked to industry sectors

including construction, energy efficiency and housing areas in which plastics are playing an

8
ever-increasing role (Industry over view, the plastic industry in Germany issue 2016/2017).

Plastic can be described as materials that consist of polymers which contain a long chain of

carbon and other chemical elements such as Hydrogen, Nitrogen, Oxygen and Chlorine and so

on. In that sense, plastic is a specific subset of Polymers (Pintu MD. Nazmul Hossain, 2016). In

Modern age, plastic is one of the great miracle materials. It is playing a very important role in

this era. In fact, plastic has made possible to take aeronautics technology to further forwarded

giant steps over past 60 years including the advancements in satellites, aircraft, shuttles, missiles

and so on. It now a day plays an important role not only in the earth but also for the space

exploration. Moreover, plastics are benefitting the constructions works, electronics, the

transportation, the packaging and the industries, actually everywhere in our daily life (Pintu MD.

Nazmul Hossain, 2016).

2.2. History of ISO 9000 (Quality management concept)

The quality management system developed by the international organization for

standardization is highly related to early military systems. ISO 9000 can be traced back to the

military standards developed by the US Military, the NATO, and the British military in the

1930’s (Hallström, 2000 cited by Sandström and Svanberg, 2011). It dates back to world war

two. Before the war, it was customary for military authorities to inspect large military projects

such as the building of war ships. With the increased demand for these ships in world war two,

the ships had to be produced faster by building them in pieces first and then putting the pieces

together at alter stage. These pieces had to be measured and controlled by military authorities;

therefore the allied forced developed the first military specifications (van Bruggen et al., 2002

cited by Manders 2015).

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 After world war two, attention to organization’s quality was added to the standards apart

from product requirements and "MIL-Q9858" was introduced. This was the forerunner of

"AQAPs" Allied Quality Assurance Publications. At a certain moment in time the NATO

partners agreed for economic reasons that when they place an order from a member country,

military authorities in that member country could supervise the production. The path to

certification was created. In 1963, the first AQAP which provided requirements for contractual

suppliers' organizations came into existence. When a company wanted to do business with the

military, the organization's quality was first checked by a group of military staff. If the company

in question met all the requirements, it received the AQAP certificate. This became a requisite

for doing business with the military. It did not take long for civil bodies, certification

organizations, to take over the inspection activities (van Bruggen et al., 2002 cited by Manders

2015). Because of the positive experience with this quality assurance in military production, the

civil side got interested in it: Why not apply the same approach in business-to-business

environments? Standards were necessary for assuring quality; therefore some countries

developed quality assurance standards based on the military AQAPs. Because of the continuous

increase in cross border trade, the necessity to have an internationally accepted set of criteria

increased. This resulted in the ISO 9000 standards (van Bruggen et al., 2002 cited by Manders

2015).

2.3. ISO 9000 standard family

ISO 9000 is a series of quality management systems (QMS) standards created by the

international organization for standardization, a federation of 132 national standards bodies. The

ISO 9000 QMS standards are not specific to products or services but apply to the processes that

create them. The standards are generic in nature so that they can be used by manufacturing and

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service industries anywhere in the world. ISO (technical committee ISO/TC 176) has been

published five editions for ISO 9000 certification. The ISO 9000:1987 was included three

standards for quality assurance: ISO 9001, ISO 9002, and ISO 9003 for being a model for quality

assurance in only final inspection and testing. The first version of QMS standard or ISO

9000:1994 emphasized quality assurance via preventive actions added. ISO 9001:2000 was

integrated ISO 9001, 9002 and 9003 into one standard or ISO 9001 and making a new standard,

its main aim was to shift from quality assurance to quality management (UNIDO, 2012).

Accordingly, it made a radical change in thinking based on process approach, structure (8

clauses), and customer satisfaction. The fourth version was published in Nov. 2008 with minimal

changes made from the 2000 version but greater emphasis on customer focus and satisfaction

(ISO, 2010). The main purpose of ISO 9001:2008 is to clarify existing requirements and to

improve the consistency of approach with other management standards like EMSs. Recently,

ISO 9001:2015 (5th ed.) was published in Sep. 2015. The latest edition is generated a radical

change in thinking based on the identification of risk and risk control, a structure with 10 clauses.

Furthermore, this version can be integrated much better with other management standards (ISO,

2015d).

 ISO 9000: Quality management systems, fundamentals and vocabulary;

 ISO 9001: Quality management systems, requirements;

 ISO 9004: Managing for the sustained success of an organization, a quality

management approach, and;

 ISO 19011: Guidance for internal and external audits of quality management

systems.

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 Two of the most important objectives in the revision of the ISO 9000 series of standards

have been: (www.iso.org/tc176/sc02/public). To develop a simplified set of standards that will

be equally applicable to small as well as medium and large organizations and for the amount and

detail of documentation required to be more relevant to the desired results of the organization’s

process activities. It is stressed that ISO 9001 requires (and always has required) a documented

quality management system and not a system of documents. The term documented information

was introduced as part of the common high level structure (HLS) and common terms for

management system standards (MSS) (www.iso.org/tc176/sc02/public). ISO 9001:2015 allows

organization flexibility in the way it chooses to document its quality management system (QMS).

This enables each individual organization to determine the correct amount of documented

information needed in order to demonstrate the effective planning, operation and control of its

processes and the implementation and continual improvement of the effectiveness of its QMS

(www.iso.org/tc176/sc02/public).

The process approach in ISO 9001:2008 incorporates the PDCA cycle and preventive

action based under the identification and elimination of the root causes of the problems (e.g.

errors, defects, lack of adequate process controls) (ISO, 2008), whereas ISO 9001:2015

incorporates the PDCA cycle and risk-based thinking (ISO, 2015d). Consequently, the main

changes within the ISO 9001:2015 in comparison with ISO 9001:2008 are as follows (IAF,

2015): Furthermore, ISO 9001:2008 and 2015 have approximately the same requirements; The

adoption of the HLS, An explicit requirement for risk-based thinking to understand better

process approach, Less emphasis on documents, and fewer prescribed requirements, Increased

emphasis on organizational context (Environment), Increased leadership requirements, Greater

emphasis on achieving desired outcomes to improve customer satisfaction.

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 The motivation of top management, process approach and continual improvement can be

named as examples of practical actions in improving the performance of a company´s

organization. The three new concepts are described in the official ISO publication the process

approach in ISO 9001:2015 as the following: Risk-based thinking, PDCA, The Process

Approach. The paper explains that these three concepts together form an integral part of the ISO

9001:2015 standards. Risks that may impact on objectives and results must be addressed by the

management system” (The Process Approach in ISO 9001:2015, p. 1).

2.4. The seven quality management principles

The ISO standard has defined principles that top management should take into

consideration when pursuing better performance. One of the definitions of a principle is that it is

a basic belief, theory or rule that has a major influence on the way in which something is done.

Quality management principles are a set of fundamental beliefs, norms, rules and values that are

accepted as true and can be used as a basis for quality management (© ISO, 2015). The QMPs

can be used as a foundation to guide an organization’s performance improvement. They were

developed and updated by international experts of ISO/TC 176, which is responsible for

developing and maintaining ISO’s quality management standards (© ISO, 2015). These

principles are not listed in priority order. The relative importance of each principle will vary

from organization to organization and can be expected to change over time (© ISO, 2015).

 Customer focus. Meeting and exceeding customer needs is the primary focus of

quality management and will contribute to the long term success of your enterprise. It is

important to not only attract but also maintain the confidence of your customers, so adapting to

their future needs key.

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  Leadership. Having a unified direction or mission that comes from strong

leadership is essential to ensure that everyone in the organization understands what you are

trying to achieve.

 Engagement of people. Creating value for your customers will be easier if you

have competent, empowered and engaged people at all levels of your business or organization.

 Process approach. Understanding activities as processes that link together and

function as a system helps achieve more consistent and predictable results. People, teams and

processes do not exist in a vacuum and ensuring everyone is familiar with the organization’s

activities and how they fit together will ultimately improve efficiency.

 Improvement. Successful organizations have an ongoing focus on improvement.

Reacting to changes in the internal and external environment is necessary if you want to continue

to deliver value for your customers. This is of paramount importance today when conditions

evolve so quickly.

 Evidence based decision making. Making decisions is never easy and naturally

involves a degree of uncertainty, but ensuring your decisions are based on the analysis and

evaluation of data is more likely to produce the desired result.

 Relationship management. Today’s businesses and organizations do not work in

a vacuum. Identifying the important relationships you have with interested parties such as your

suppliers and setting out a plan to manage them will drive sustained success.

2.5. Quality management system tools

To find ways to improve QMS processes, first have data to understand how those

processes are performing. Analyzing this data will, first of all, presents with areas that can be

improved, and secondly, ongoing data collection will show that improvement has actually

14
happened after take the necessary actions. There are vital quality control tools to present data in

an understandable way so that it can be analyzed for improvement; Data tables, Pareto analysis,

Scatter diagrams, Trend analysis, Histograms, Control charts, Cause and effect analysis.

2.5.1. PDCA cycle

The PDCA or Plan-Do-Check-Act- methodology as shown below, serves as a tool for

managing processes and systems by promoting the adaptation of a process approach when

developing, implementing and improving the effectiveness of a quality management system. The

main goal being enhancing customer satisfaction by meeting customer requirements (SFS-EN

ISO 9001, p. 11). It is a simple yet powerful tool and can be applied to almost any process. It is

defined in the above mentioned as follows; Plan: set objectives of the system and processes to

deliver results (what to do and how to do it). Do: implement and control what was planned.

Check: monitor and measure processes and results against policies, objectives and requirements

and report results. Act: takes actions to improve the performance of processes.

The clauses and requirements of the standard are all based on the Plan – Do – Check –

Act (PDCA) cycle. PDCA is integral and operates at the process level and at an overall system

level (National Security Inspectorate, 2016). Plan: -clause 4: context of the organization, Clause

5: leadership, Clause 6: planning, Clause 7: support, Do: - clause 8: operation, Check: - clause 9:

performance evaluation, Act: - clause 10: improvement.

The figure shows the continuous improvement method showing the relationship and

importance of the customer.

15
 Fig 2.1 Representation of the structure on international standard in PDCA cycle of QMS

for ISO 9001:2015

2.5.2. Process approach

Process Approach is defined by the SFS-EN ISO 9001 standard (p. 9) in the following

way: The application of a system of processes within an organization, together with the

identification and interactions of these processes, and their management to produce the desired

outcome, can be referred to as the Process Approach. When this is typed in common language

and in as practical manner as possible, the definition could be something like: all organizations

have processes which can be defined, measured and improved. Processes have an interaction

16
with each other and culminate in producing results according to the goals set by the organization.

According to Lecklin (”Quality as a success factor of the company”, p. 137) the process

approach can be shown as a simple and easy to understand form, as an illustration of several inter

connected links in a chain, in which Input becomes Output.

Fig 2.2 Business process, simplified (adapted from Lecklin, Figure 4.1, p. 137).

2.5.3. Fishbone tool for root cause analysis

Fishbone diagram is a method used to determine the global risk of an event with multiple

relevant causes, relatively easy to apply (Ilie G. and. Ciocoiu C.N. Vol. 2 Issue 1 (2010) p: 1-20).

Fishbone (Ishikawa) diagram mainly represents a model of suggestive presentation for

the correlations between an event (effect) and its multiple happening causes. The structure

provided by the diagram helps team members think in a very systematic way. Some of the

benefits of constructing a fishbone diagram are that it helps determine the root causes of a

problem or quality characteristic using a structured approach, encourages group participation and
17
utilizes group knowledge of the process, identifies areas where data should be collected for

further study (Basic Tools for Process Improvement, 2009).

The fishbone diagram (also called the ishikawa diagram) is a tool for identifying the root

causes of quality problems. It was named after Kaoru Ishikawa, a Japanese quality control

statistician, the man who pioneered the use of this chart in the 1960's (Juran, M., and Godfrey, A,

1999). Manufacturing is currently being used as a continuous quality improvement tool,

providing a planning, implementing, monitoring and evaluating framework for the quality

improvement measures on a sustainable basis (Masoud Hekmatpanah, 2011).

A cause and effect diagram often called a “fishbone” diagram can help in brainstorming

to identify possible causes of a problem and in sorting ideas into useful categories. A fishbone

diagram is a visual way to look at cause and effect. It is a more structured approach than some

other tools available for brainstorming causes of a problem (e.g., the Five Whys tool). The

problem or effect is displayed at the head or mouth of the fish. Possible contributing causes are

listed on the smaller bones under various cause categories. A fishbone diagram can be helpful in

identifying possible causes for a problem that might not otherwise be considered by directing the

team to look at the categories and think of alternative causes. Include team members who have

personal knowledge of the processes and systems involved in the problem or event to be

investigated (https://www.cms.gov/medicare/provider-enrollment-and).

18
Fig 2.3 Example of fishbone cause and effect diagram; source: (https://commons.wikimedia.org/

w/index.php?curid=6444290 (by Fabian Lange)

2.6. ISO 9001:2015 standards structure

ISO 9001:2015 (the most new version of the standard) is made up of a number of

different sections, each concentrating on the requirements involved in different aspects of a

quality management system (ISO 9001:2015).

Clause 1- Scope: It introduces the requirements of a quality management system which

supports the delivery of a product or service, through the application of effective and continually

improving systems, assuring conformity to customer and applicable legal requirements, whilst

enhancing customer satisfaction. Clause 2- Normative references: ISO 9000:2015, Quality

19
management systems fundamentals and vocabulary is normatively referenced within ISO

9001:2015. Clause 3- Terms and definitions: This clause simply references back to ISO

9000:2015.

Clause 4- Context of the organization: This clause sets out the requirements for an

organization to take a high level overview of the business, considering the key internal and

external factors which impact it, and how it should respond in the form of a defined management

system, understanding the organization and its context, understanding the needs and expectations

of interested parties, determining the scope of the quality management system and quality

management system and its processes.

Clause 5- Leadership: This clause includes a good proportion of content which will be

familiar from ISO 9001:2008 but also introduces some significant changes on overall leadership

and commitment and the expectations for top management to engage more fully with the critical

aspects of the quality management system, leadership and commitment, policy, organizational

roles, responsibilities and authorities.

Clause 6- Planning: This clause is an excellent addition to ISO 9001:2015, introducing

the concept of risk (and opportunity) via the HLS. And the clause focuses on actions to address

risks and opportunities, Quality objectives and planning to achieve them and planning of changes

in the organization.

Clause 7- Support: An effective quality management system cannot be maintained or

improved without adequate resources. As a function of planning, such resources should be

20
determined and provided. This includes contract or project specific resources. This clause gathers

together in one place all the areas relating to the “people, place and procedural” aspects of the

management systems. The basic HLS clauses cover the following; resource, competence,

awareness, communication and documented information.

Clause 8 – Operation: This clause basically represents the production and operational

control parts of the standard, the ‘engine house’ of production. There are a significant number of

clauses added to the basic HLS. Operational planning and control, requirements for products and

services, design and development of products and services, control of externally provided

processes, products and services, production and service provision, release of products and

services and control of nonconforming outputs.

Clause 9 - Performance evaluation: Monitoring, measurement, analysis and evaluation,

collection and analysis of relevant data is necessary to measure the suitability and effectiveness

of the management system and to identify opportunities for improvement. Business goals and

objectives should considered when deciding what to analyze and comment. Internal audit and

management reviews are mandatory.

Clause 10 – Improvement: This clause provides an overview of what improvement means

in the context of ISO 9001:2015 - an overall approach requiring review of processes, products

and services and quality management system results, with some useful reminders that the

mechanisms for such improvements can be achieved by a variety of means; correction, corrective

action, continual improvement, breakthrough change, innovation and reorganization.

Nonconformity and corrective action are basic for continual improvement

21
2.7. ISO 9001 (Quality management systems requirements)

The most successful standard still published by ISO. The standard specifies requirements

for the quality management system where an organization needs to demonstrate its ability to

consistently provide products (including services) that meet customer and applicable statutory

and regulatory requirements, thereby enhancing customer satisfaction. Measurements of

customer satisfaction are used as feedback to evaluate and validate whether customer

requirements have been achieved. The management review will then provide feedback to top

management for change authorization and improvement opportunities (IS / ISO 9001: 2008).

ISO 9001:2015 clause 4.4 Quality management systems and its processes requires an

organization to “maintain documented information to the extent necessary to support the

operation of processes and retain documented information to the extent necessary to have

confident that the processes are being carried out as planned.” (www.iso.org/tc176/sc02/public)

The 2015 revision of the standard become more liberal regarding documentation

requirements, meaning that there are no longer six mandatory procedures as in the previous 2008

version of the standard. ISO 9001 also identifies many records that need to be maintained, which

are generated by the processes of the quality management system (©2015 9001 Academy, 2015).

Scope of the quality management system, Quality policy, Quality objectives and plans for achieving

them, Procedure for control of externally provided processes, products and services (outsourced

processes), are mandatory documents.

2.8. Problems while implementing quality management system

There is a relationship between the values and requirements that ISO 9001 standard and

the organizational structure and management orientation. Control oriented organizations get

22
benefits from the ISO 9001 quality system more easily than creativity oriented organizations.

The impact of the standard on organizational performance is greatest in organizations. Which

mainly utilize explicit knowledge and is the weakest in organizations, which mainly utilized tacit

knowledge (Adolfas Kaziliünas, 2012). There is an interesting relationship between the reasons

of ISO 9001 quality management system implementation and the corresponding performance

outcomes. Organizations maximize their benefits if they achieve ISO 9001 quality system

implementation based on internal motivation. Organizations that pursue ISO 9001 quality

management system implementation willingly and positively across a broad spread of objectives

are more likely to report improved organization performance than those organizations that are

pursuing ISO 9000 certification in a reactionary mode due to customer pressure (Adolfas

Kaziliünas, 2012).

In order to achieve the true value associated with quality system implementation, it

should be made consistent with the organizations strategic directions. Also, identified barriers

should be reduced or eliminated in order to have effective implementation which in turn will

result in the expected outcome over time. Also, enhancing the level of true value of the standard

and effective implementation, it is strongly recommended that organizations need to focus on

receiving training by professional organizations/institutions on the true meaning of the standard

and the new changes and how these changes can affect the organization (Magd, 2008).

2.8.1. Impact of knowledge orientation

ISO 9000 has become a favored system for money organizations embarking on quality

management. ISO 9000:2000 is an information sharing tool that an organization can use to gain

the knowledge needed to enhance quality and performance. It also provides a ready framework

for ordering and structuring organizations knowledge. Successful implementation of a quality

23
management system requires appropriate program formulation (Addey, 2001; Chemadds, 2003).

The program related to quality management system implementation should consider the early

stages of its life cycle the right activities, in the right order and with the right resource

involvement. In this context, Lin and Wu (2005) identified the most important activities within

ISO 9001:2000 that an organization can use to gain knowledge needed to enhance quality and

performance. It also provides a ready frame work for ordering and structuring organizations

knowledge.

2.8.2. Organizations certification motivation and the corresponding results

The majority of organizations implement the ISO 9001:2008 quality system for several

reasons. Firstly it can be seen as a means of improving internal processes and product or service

quality. Secondly, it can be driven by the adopting organization as a means or a route of

increasing a local or a foreign market share where ISO certification has value. Thirdly, it may be

driven by customers request to conform to their internal quality control and supplier quality

assurance system (white et. al.2009). Organizations that view certification as an opportunity to

improve internal processes and systems, rather than simply to hang a certificate on the wall, will

get broader positive results from the ISO 9000 quality management system (Lopis and Tari,

2003). Swedish investigators Lundmark and Westelius (2006) revealed that the strongest most

obvious and most valued effects of the ISO 9000 quality management system are cleared and

more apparent work procedures and responsibilities. The most apparent problem is bureaucracy,

which can lead to reduced flexibility.

The benefits from the ISO 9001 quality system can be classified into external and internal

categories. The former are related to improvements in terms of marketing and promotional

aspects, customer satisfaction and market share, while the internal benefits are related to

24
organizational improvements, the reward system, team work, measurement of performance and

communication, and continuous improvement (Douglas et al., 2003; Gotzamani and Tsiotras,

2002).

2.8.3. Influence of maintenance of the quality system after its implementation

This period is important if the organization wants to continuously improve and reap long

term benefits from having a quality management system in place (Nanda, 2009). There is

evidence in literature that the ISO 9001 perceived benefits of quality management systems

decrease overtime (Casadesus and Karapetrovic, 2005). They stated that there was no evidence

to state that certified organizations progressively experience more beneficial outcomes from ISO

9001 certification. In fact results indicated that quite the opposite organizations appeared to

experience declining benefits over time. Those investigations show how important correct

maintenance of the quality management system during the post certification period is. During

this period, emphasis is placed on activities such as management reviews, corrective and

preventive actions, internal and external audits, collection and analysis of data, measurement of

performance, and continuous improvement. Ab Wahid and corner (2009) investigated critical

success factors and problems with ISO 9000 quality management systems maintenance in a

service organization. Results showed that people in top management, other employees, the

reward system, team work, continuous improvement, understanding of ISO 9000 itself and

measurement of performance and communication are all critical success factors for ISO 9000

maintenance and for successful outcomes of the quality management system. Continuous

improvement of processes, people and systems are also very important factors for sustainability

of the quality management system. It is useful to apply other methods and tools to achieve

required quality. Miguel and Dias (2009) proposed the framework for combining the ISO 9001

25
requirements with quality function development. White et al. (2009) suggested using process

mapping for process analysis and development in not-for-profit organization.

2.9. Empirical studies

Hesham and Magd (2007) conducted an empirical study on a sample of industrial

companies in Egypt. The purpose of their study was to evaluate ISO 9001:2000 implementations

in Egypt by identifying the critical success factors contributing to the success of the standards.

Furthermore, the authors identified the problems associated with ISO implementation. The

authors reported that management commitment was found to be an important factor contributing

to the success implementation of ISO 9001, while the need to change the existing system to fit

ISO 9001 and workers resistance to implement the standards were viewed as the most important

problems facing the Egyptian manufacturing companies.

Jamal and Theuri (2015) conclude that the implementation progress should be monitored

to ensure that the quality management system is effective and conforms to the standard. These

activities include internal quality audit and management review. However, successful

implementation of ISO 9001 in organization can be mysterious. One of the key reasons for this is

that many organizations overlook the complexity of the implementation processes and the

organizational changes that are needed to ensure the QMS is fully functional.

Daniel (2010) the benefits gained by implementing ISO 9001 QMS in the effort corporate

organizations were improved process and procedures, improved awareness of employees for

quality, provision of better customer service. Even though more than a million organizations

have been certified to ISO QMS 9001 standard till date, and also despite the huge number of

research findings revealing the perceived benefits of implementing QMS, there were certain

common problems faced by majority of these certified organizations, which influenced their

26
business performance by meeting Kumar and Balakrishnan (2011) and summarized these

problems broadly as: Leadership related issues (Inadequate Commitment by top management),

Lack of motivation, Recognition, Organizational learning, strategic planning and long term

focus, Strategy related issues (Mission, Vision, Values, Strategic Planning, Strategy Mapping),

Quality System related issues (Weak PDCA cycle, generic system, internal audit not in depth,

non value adding meetings/trainings and excessive paperwork), Society oriented gaps (Corporate

Social Responsibility, Environmental Management and Sustainability).

Overall, the review so far is believed to be important input for the proposed study and the

above researchers agreed on the following issues: quality has become so important that the world

is uniting around a single quality standard. ISO 9000 ISO 9000 is a family of standards which

relate to QMS and are designed to assist organizations in meeting their customers' and

stakeholders' needs with regard to quality product through the implementation of this

management system.

2.10. Research Gaps

Regardless of studies tried to elaborate various issues that are rotated around ISO

9001 QMS implementation. The following research gaps are identified.

i. One of the gaps in the previous study related to QMS does not consider the

reason beyond need/want of implementing QMS in their respected firms.

ii. Majority of the study focused on the specific issue like problems or barriers or

benefit or importance of QMS implementation in the organizations. Beyond from

this point, they did not investigate the overall effect of implementing QMS in the

organization and its practices in the respected organization.

27
 iii. Researchers are done widely in the rest of the world related to QMS in different

sector. However, there are few studies has been conducted in Ethiopia

particularly in QMS on plastic product manufacturing industries. Due to this, the

researcher is interested to investigate all the issues related to QMS implementation

and practice holistically to get a full picture on the gap and potential of firms in

implementation QMS by fulfilling research gaps.

2.11. Conceptual frame work of the study

Quality Management System

ISO 9000 standard The seven quality management

family system principles

PDCA Cycle
Gaps & potential areas in
QMS practice
Process approach

Management commitment
Fishbone tool for
root cause analysis Customer focus

Quality product

Performance evaluation
Matured quality system
Continual improvement
Quality product

Continuall improvement

Fig 2.4: Conceptual fame work of the study (Source, own formulation)

As indicated in the diagram of the conceptual frame work, the study is highly focused on

the extent of practices of the above main QMS requirements, tools and principles.

28
 CHAPTER THREE

RESEARCH DESIGNS AND METHODS

3.1. Research design

Since the main objective of the study is to assess the QMS practice gaps in plastic

manufacturing firms and related production quality challenges, the proposed study working a

descriptive type of research design. So the study was combine both qualitative and quantitative

research approaches, and this is considered to be efficient for answering the research questions.

3.2. Research approach

Several research approaches can be adopted to conduct a research study. A combination

of qualitative and quantitative approaches can build on the strengths and minimize the

weaknesses of both (Dahlan, 2009). This study therefore implemented mixed approaches in a

simultaneous manner to broaden, deepen, to build and to increase internal and external validity

and findings of the research. Concurrent procedures were in which the researcher converges

quantitative and qualitative data in order to provide a comprehensive analysis of the research

problem.

29
3.3. Population

In Ethiopian including the medium and large plastic manufacturing firms there are about

580 plastic industries (F.D.R.E Chemical and construction inputs industry development institute

report, 2018). From those industries the research focus the firm which is certified the ISO QMS

only. In Ethiopia there are three QMS certified bodies, there are; Ethiopian conformity

assessment enterprise, alcumus ISOQAR and DQS Ethiopia. According to Ethiopian conformity

assessment enterprise there are six QMS certified plastic product manufacturing firms. From

those firms five of it in Addis Ababa. From alcumus ISOQAR there are eight QMS certified

plastic product manufacturing firms. From those firms three of them located in Addis Ababa.

From DQS Ethiopia two plastic manufacturing firms are certified, both are located in Addis

Ababa. So that the research focuses on those QMS certified ten firms which are located in Addis

Ababa.

Table 3.1 QMS certified plastic product manufacturing firms in Ethiopia

ISO QMS certified plastic product manufacturing firms Location

30
 Ethiopia plastic engineering industry Addis Ababa

Family Modern Plastic Factory Alemgena

Oromiya Pipe Factory PLC Addis Ababa

Maruti Plastic Industry Addis Ababa

Concord Industrial and Business PLC Alemgena

Awash Melkassa Aluminium Sulphate & Sulfuric Acid Adama

Capital Business PLC Sebeta

AG Pipe Fitting Technology PLC Bhir Dar

Minaye Packaging PLC Addis Ababa

Excel Plastic PLC Addis Ababa

Ethiopolymers PLC Addis Ababa

Roha Packaging PLC Addis Ababa

Maruti Plastic Industry Addis Ababa

Tekrariwa Plastic Poducts Addis Ababa

Bruh Tesfa Irrigation & Water Technology PLC Tigray Mekle

Horizon Addis Tyres S.C Addis Ababa

Field survey 2018

Table 3.2 Size of population

ISO QMS certified plastic product manufacturing firms No of employees

Ethiopia plastic engineering industry 95

Excel plastic PLC 53

Ethiopolymers U-PVC & PVC plastic PLC 51

Roha packaging PLC 62

31
 Total 261

Filed survey 2018

3.3.1. Sampling technique

From ISO quality management system certified plastic firms; the study does cover 4

firms by using simple random sampling from 10 QMS certified firms located in Addis Ababa,

that is 40%. According to Mugenda, O. M. & Mugenda, A. G. (2003). 30% and above sample

from the population is adequate. However, the respondents that represent the firms are selected

using purposive sampling; from each firm and to all departments; quality, production, marketing,

finance, purchasing, and maintenance. Those working as a head or supervisor for the above

departments are selected since they are well aware of QMS practices and easily they observe the

related gaps and its improvement through the firm.

3.3.2. Sample size determination

From 16 available plastic products manufacturing firms which are ISO QMS certified in

the country, a total of 10 firms are sited in Addis Ababa. From this target population, four (40%

of 10) was selected as mentioned in the above procedure. It constituted 261 employees from the

selected four certified firms. In order to get reliable and additional information it is better to

discuss face to face with managers in relation gaps, potential areas of QMS implementation.

Hence, managers were appropriate to elaborate a qualitative aspect.

The total departments of the selected firm’s employee were 261 and the sample size of 92

respondents; from Ethiopia plastic engineering industry 32 respondents purpesively selected and

from Excel plastic PLC, Ethiopolymers U-PVC & PVC plastic PLC, Roha packaging PLC, 20

32
respondents respectively were selected purpesively based on the criterions suggested by

Carvalho of sampling procedure. The sampling criterions are listed in the below table, table 3.3.

(Carvalho, 1984)

Table 3.3 Sample Size Selection, (Carvalho, 1984)

Population Low Medium High

51-90 5 13 20

91-150 8 20 32

151-280 13 32 50

281-500 20 50 80

501-1200 32 80 125

1201-3200 50 125 200

3201-10000 80 200 315

10001-35000 125 315 500

35001-45000 200 500 800

3.4. Sources of data and collection techniques

The critical focus of any research determines the nature and source of the data to be

collected and vice versa. Moreover, the nature and source of data urge researchers which

research method to use (H. Crandall & R. Busselle, 2009). Since there are two types of data

sources; primary and secondary. Primary data are collected by the researcher from the firms and

not from publications specifically for the research problem at hand. According to D. Mercieca et

al., (2013), such data can be directly collected by the researcher or can be referred from the

33
firm’s information system. Whereas, secondary data includes information which was already

published and is collected for a purpose other than the specific research needs under

investigation (P. Smeyers, 2008; H. Crandall & R. Busselle, 2009). This study used both primary

and secondary data collection methods to achieve its objective.

For a primary data collection method, structured questionnaire was used. The

questionnaire dispatched to 92 purposively selected employees from the selected firms.

Purposive selection has helped to insure the reliability of the data. And also using the

questionnaire can help the researcher/s to collect data faster and cheaper than any other

instrument.

The secondary data used in this study was gathered from the different materials written

by different authors in relation to this topic. Other secondary information was gathered from

different websites and different journals about the study.

3.5. Measurement and instrumentation

The data was analyzed based on descriptive statistics, the designed questionnaire can let

the respondents give their responses corresponding their personal experiences and opinions to the

different variables by point Likert scale (e.g. a scale from 1 to 5, strongly disagreement= 1, to

strongly agreement= 5). Likert scales are proper and widely used in opinion measurement with

scale ranging. In this study, the investigation questionnaire was divided into two main parts: Part

I is related to the general information (demographic characteristics) of the respondents. Part II

was focus on the evaluation of the effectiveness of QMS practice in plastic ISO certified firms

located in Addis Ababa. The questions asked were closed-ended questions with a five point

34
Likert rating scale. Furthermore, the questionnaires were personally distribute and retrieved by

the researcher to target respondents. The completed questionnaires are collected from them.

Also, the confidentiality and secrecy of the participants were protected, for this matter, their

names were not required on the questionnaires. Regular cross checking and followups had also

made at the time of data collection to ensure accuracy, relevance, completeness, consistency, and

uniformity of the data.

3.6. Method of data analysis used

The study collected both qualitative and quantitative data, and therefore, data were

analyzed according to its type. Mean and the standard deviation was calculated to show the

respondent firms experience and percentages were considered to present the respective

challenges. Generally, data presentation and interpretation were made using tables in order to

display the collected data in a summarizing and meaningful way. The data were finally

interpreted based on statistical findings.

3.7. Validity and reliability

3.7.1. Validity

Regarding to validity, validation of questionnaires item was carried out through initial

consultation of experts to judge the research instrument. The researcher will use construct

validity, because of more accurate and meaningful results and extent to which a measure

adequate represents the underling construct that it is supposed to measure and ensure that the

information which is requesting from the respondent covers all relevant areas and the objectives

of the research (Bhattacherjee, 2012). To increase the validity of the data collected using

35
questionnaires and interview the researcher look for the data based on the objectives of the

research. In addition, a pilot study was undertaken to enrich the validity of the questionnaire. So,

a preliminary test was undertaken with three department heads in my colleagues and for final

wording and sentence checking given to my advisor. The final version of the questionnaire was

then piloted on one plastic firm that is sited in Addis Ababa. Their feedback regarding their

comprehension of the questionnaire was respected.

3.7.2. Reliability

The item analysis was conducted for statements in the questionnaire that were summated

into scores for the 5-factor categories. For each factor, Cronbach‟s coefficient α was calculateds coefficient α was calculated

and a factor analysis specifying a one factor model was conducted. Cronbach‟s coefficient α was calculateds α value for all

factor categories were > .70; this is adequate proof of internal consistency. Cronbach‟s coefficient α was calculateds α values

of 0.50 to 0.70 are acceptable. The internal reliability test of the factors in each category was

conducted by determining their Cronbach‟s coefficient α was calculateds coefficient α value.

3.8. Ethical consideration

The information was collected from firms were going to be kept confidentially in order to

keep their ethical value. Institutional secured data like financial statements were not required for

the analysis, and this in turn, encourage the firm representatives to freely respond to the items

under study.

36
 CHAPTER FOUR

DATA PRESENTATION, ANALYSIS, AND DISCUSSION

4.1. Introduction

This chapter presented and analyzed the data gathered through questionnaires, interviews

and from secondary sources that included websites and other research findings. The

questionnaire was collected from employees of ISO 9001 QMS certified plastic firms that are

sited in Addis Ababa. The interview was conducted with the managers and management

members and also with the QMS certifying agencies.

4.2. Questionnaire & interview responded rate

From the total population of 10 plastic products manufacturing ISO 9001 QMS certified

firms found in Addis Ababa, the study select four companies using simple random and

distributed 92 questionnaires for four firms using purposive sampling methods. Out of 92

questionnaires, 78 questionnaires are filled and returned back properly. And the return rates of a

questionnaire for this study become 86%. And also from four total managers of the firm; three of

them were interviewed, which were 75% of the total managers of the sample.

4.3. Reliability analysis

Table 4.1 Reliability test

Variables Cronbach's Alpha N of Items

Top management commitment 0.825 6

37
 Resource and communication 0.959 9

Quality product & customer focus 0.979 12

Performance evaluation 0.976 4

Continual improvement .976 6

Over all reliability .992 37

Filed survey 2018

4.4. Demographic characteristics of respondents

Four relevant demographic variables of the respondents were gathered as background

information. These are gender, work department, level of education, and experience of the

respondents. These characteristics of the respondents are presented as follows.

Table 4.2 Respondent of gender

Gender
Frequency Percent(%)
Male

60 76.9

Female 18 23.1

Total 78 100

Filed survey 2018

From this one can easily understand that respondents with different background participated in

all firms and majority of the respondent's males 60(76.2%) and the remaining 18(23.1%) are

38
females. From this, we can conclude that the lion share of the employee from sample

organization is possessed by a male.

Table 4.3 Respondent education level

Educational background Frequency Percent(%)

Certificate

0 0
Diploma

6 7.7
BA/BSC

66 84.6
Above BA/BSC

6 7.7

Total 78 100

Filed survey 2018

Majority of the respondents 66(84.6%) are BA/BSC holders and next to above BA/BSC holders

possess 6(7.7%) and diploma holders share the same percentage as above BA/BSC holders

6(7.7%).

Table 4.4 Respondent work experiences

Work experience Frequency Percent(%)

Less than a year

12 15.4

39
 2-5

50 64.1
6-10

11 14.1
Above 10 year

5 6.4

Total 78 100

Filed survey 2018

As we have seen from figure 4.4, majority of the respondent 50 (64.1%) have work experience

between 2-5 years, next to it those who have less than 1 year 12(15.4%) and those who have 6-10

years 11(14.1%) hold and those who have 10 years’ experience have 5(6.4%).

Table 4.5 Respondent by the department

Department
Frequency Percent(%)
Production department

12 15.4
Quality department

23 29.5
Marketing department

9 11.5
Finance department

10 12.8
Purchasing and Logistics department

1 1.3
Maintenance department

9 11.5

40
 Other 14 17.9

Filed survey 2018

Table 4.5 tell us quality control respondents hold the first rank which is 23(29.5%), production

12(15.4%), marketing 9(11.5%), procurement and logistics 1(1.3%) and the rest finance

10(12.8%), maintenance 9(11.5%)and other departments like planning and research and

development departments have 14(17.9%).

4.5. Descriptive analysis of gaps related to the QMS practice

In order to see the general perception of the respondents regarding the selected organization

about the quality management systems practice in ISO QMS certified plastic firms, the

researcher has summarized the measures with the respective means and standard deviations.

Thus, the mean indicates to what extent the sample group averagely agrees or does not agree

with the different statements. The lower the mean, the more the respondents disagree with the

statements. The higher the mean, the more the respondents agree with the statement. On the other

hand, standard deviation shows the variability of an observed response from a single sample,

(Festinger. N, 2005).

4.5.1. Analysis of gaps related to top management commitment

Table 4.6 Descriptive analysis of top management commitment

Attributes Mean Std. Deviation

Top management identifies the product realization processes which
can add values
2.58 1.099

41
Quality policy and quality objectives are established and
communicated by the top management (putting as document, make
banner & visible to all, discussion) 3.91 .706

The top management checked and reproved the availability of enough

resources
3.96 .633
The top management avail trained human resources to meet the needs

3.92 .990
Consideration of customers’ satisfaction in strategic planning of your
company
3.77 1.289

Established open environment for all employees to participate in 2.68 1.111

meeting the organizations goals

Filed survey 2018

TABLE 4.6 attribute 1 presented data with regards to the commitment of the top

management on the identification of product realization processes which are value adding in

their organizations which have a mean score of (M=2.58, SD = 1.099). This reflects the fact that

top management does not take special efforts on product realization processes which can add

values to demonstrate the required final product of any label of quality since the mean is below

the clear-cut point (M<= 3). Even though the information that is gathered from interview analysis

contradicts that majority of the general managers confirm that the efforts that are carried out by

the top management to realize processes which are value adding are high.

Concerning attribute 2 with respect to the commitment of top management in establishing

quality objectives and policy and communicating them have a score of (M= 3.91, SD = .70).

From this, we can understand that top management of ISO QMS certified plastic firms put their

42
efforts in communicating the quality objective and policy for their respective organization

employees.

The other important issue that was raised for the respondents was weather the top

management is committed to checking and reproved the availability of enough resources or not.

As illustrated in TABLE 4.6 attribute 3 scored (M= 3.96, SD = .63), this tells us the majority of

the respondents are agree that the top management checked and reproved the availability of

enough resources needed by the organization. In link with this; Dale et al., 2007 is a supportive

study for this issue. However, checking and reproving the availability of enough resources take

in account the organizational structure, procedures, processes and resources needed to implement

quality management: such as buildings, equipment, IT systems, transport, skilled human resource

etc (ISO 9001:2015 QMS requirement guidance document).

Attribute 4 TABLE 4.6 revealed that the majority of the response scored (M= 3.92, SD

= .99) agreed that the top management the respected company avail trained human resources to

meet the needs of the organization for the system.

In attribute 5 from the TABLE 4.6 about Consideration of customers’ satisfaction in

strategic planning of the company; and the majority of the respondents (M= 3.77, SD =1.28)

agreed that the customer satisfaction is considered when the company planned its strategy.

Concerning attributes 6, in established of an open environment to all employees to participate in

meeting on the organization’s goals near to have of the respondent agreed that the top

management will not establish an open environment in participating of their employees which

score (M=2.68, SD=1.11) The data clearly reflect that organizations are not established open

43
environment in which all employees can participate in meeting the organization’s goals.

Nayantara, 1989 also exhaust the lack of open environment. These are absence of trust integrity

and honesty within and among the employees so that they do not resort to malpractices to

achieve their objectives. However, during interview the managers’ believed that there is an open

environment for employees to reflect their opinion freely but during further investigation the

options are minimum and narrow.

Management commitment is mandatory to ensure that the quality built in through the

various processes is taken forward to all the levels and functions of the organization and

maintained throughout. Providing adequate resources at the right time, to the right extent is an

indication of the management commitment. Paying attention to the employees' issues, making

the working environment friendly and comfortable, providing opportunities for growth (ISO

9001:2015 QMS requirement guidance document).

To sum up this theme, one can generalized that there is a positive outlook at large by the

respondents and interviewees with respect to the top management commitment in various aspects

as shown in TABLE 4.6. However, there are gaps in establishing open environment in which all

employees can participate in meeting the organization’s goals and top management not identifies

the product realization processes which can add values in the firms.

4.5.2. Analysis of gaps related to resource and communication

Table 4.7 Descriptive analysis of gap related resource and communication

Attributes Mean Std. Deviation

44
Material (both equipment’s and machinery) are available to cop up the
quality management tasks (financial money, nonfinancial; laboratory 3.52 1.450
instruments, modern technological machineries)

There are enough and qualified personnel in the company 4.35 1.195
There is adequate infrastructure for operation in your company
(buildings, equipment, IT systems, transport,)
3.59 .906
There are adequate transportation/service/ for employee in your company

3.33 1.224
Does the company have an efficient process of Communication of the
likes e-mail, memos, communication boards or any other
4.61 .838
Does the company properly set documents to be visible

3.97 1.217
You get adequate and updated information about your company

1.28 1.054
I am a part of the team, which manages process performance and
evaluates the results
2.47 .785

I accept ownership and responsibility to solve problem 4.74 .659

Filed survey 2018

From TABLE 4.7 attribute 1, Majority of respondents are agreed with regards to provision

of material (both equipment and machineries) in the firms to cop up the quality management

tasks. (M= 3.52, SD =1.41). The interviewees also agreed on this response. But even if they gain

enough money there is a problem in availing enough materials to cop up the quality management

tasks due to the shortage of foreign currency in the country.

45
In relation to this; TABLE 4.7 attribute 2, Majority of the respondent similar to attribute 1,

(M=4.35, SD =1.19) agree that the firm provide senough and qualified personnel in the respected

organization to assist the system. Which is supported by Bhuiyan and Alams (2005) argue that,

implementing ISO Standards does certainly require the involvement of several resources,

especially human and financial resources. For attribute 3, majority of the respondent believes

that the firms are providing adequate infrastructure for an operation that required by the system

(M=3.59, SD=.906). Concerning the provision of adequate transportation/service/ for employee

in the respected firms above average (M=3.33, SD=1.22) respondents agreed that companies are

providing transportation service for their employees.

For attribute 5, the result revealed that majority of the respondents which is (M= 4.61,

SD=.838) agreed that there is an effective & efficient process of Communication like e-mail,

memos, communication boards or any other around in the organization. And also attribute 6

says, the majority of the respondent agreed that firms are properly set documents to be visible

(M=3.97, SD=1.21). This shows that firms are prepared adequate and visible documents in which

the system requires. Some of the main objectives of an organization’s documented information

are; communication of information, evidence of conformity, knowledge sharing and to

disseminate and preserve the organization’s experiences (www.iso.org/tc176/sc02/public).

Attribute 7, is about to get adequate and updated information about the firms and majority of

the respondents (M=1.28, SD=1.054) are agreed that the firms do not provide adequate and

updated information for their employees.

46
 Concerning the participation in the process of performance and evaluates the results

majority of the respondents (M=2.47, SD = .785) agreed that they do not involve in the team to

participate for the process of performance evaluation. As explained in TABLE 4.7, attribute 9,

the majority of the respondent (M=4.74, SD= .65) agree that they accept ownership and

responsibility to solve problems in their respected organization. Most of the general managers

that are participated in the interview period also acknowledge the sense of ownership and

responsibility of their employees to solve problems. This implies that individuals’ sense of

ownership and responsibility to solve problems is positive.

In summary from this them, there is an encouraging effort that is done by the firms to realize

the provision of resources even though they suffer by external factors that are related to foreign

currency. And also they have enough and qualified human resource in the firm, which are also

the potential areas of the firm. And also there is a potential area in adequate infrastructure for

operation in your firm, adequate transportation/service/ for employees, an effective & efficient

process of communication, the firm properly set documents to be visible and also employees

acceptance ownership and responsibility to solve problems is excellence. But there is a gap in

communication; getting adequate and updated information about the firm to employees and

employees are not a part of the team, which manages process performance and evaluates the

results.

4.5.3. Analysis of gaps related to quality production and customer satisfaction

Table 4.8 Analysis of gaps related to quality production and customer satisfaction

Attributes Mean Std. Deviation

47
The company have a procedure for evaluating suppliers 2.56 .880
The degree of communication of your company with its customers

3.07 .990
The extent of handling customer complaints quickly and positively

3.97 1.009
Customers’ satisfaction with the quality of your products (customer
compliments & number of repeat customers)
3.33 .966
Your company gives customer technical support (trainings,
maintenance, information about the product)
2.63 .941
Jobs which are hazardous require more safety (dusts, cutters,
chemicals)
1.73 1.258
The extent to which quality data are used as tools to manage quality

3.07 1.122
There is an adequate quality control system in the company (records,
production follow-up, sample tasting periodically)
3.97 1.122
Degree of availability of proper inspection techniques for process &
finished products
4.36 .946
Extent to which inspection, review or checking of work is automated

4.26 .993
Level of recognizing and solving quality related problems in the
company (scrapping, supplying under concession, alternative uses,
product rework or recall) 4.10 .918

All workers are responsible for the quality of products 2.69 1.279

Filed survey 2018

In the survey, the respondents were asked to evaluate the status related to firms procedure

for evaluating supplier’s; the majority of respondents (M= 2.56, SD =.88) agree that firms do not

48
have supplier evaluation procedures. This indicates that there is a gap in firms in the procedure to

evaluate their suppliers.

Concerning attribute 2; the degree of communication firms with its customers above average

respondents are agreed that (M= 3.07, SD =.99) companies are communicating in very well

manner with its customers. These shows there are good communication with the customer but it

needs a great effort. The findings that are elaborated during interview session also similar with

the employees’ response in all aspects of communication with the customer.

In the survey, the respondents were also asked about handling customer complaints quickly

and positively. As mentioned in TABLE 4.8 attribute 3, the majority of the respondents (M=

3.97, SD =1.00) agreed that customer complaints are handled quickly and positively. This

indicates that there is no gap handling customer complaints quickly and positively in the firms.

Concerning attribute 4; regarding customers’ satisfaction with the quality of firms products, the

survey revealed that majority of the respondents (M= 3.33, SD =.966) are agreed that customers

are satisfied by the quality of products produced by firms. Customer satisfaction is measured by

the following four indicators namely; customer compliments, number of repeat customers,

customer retention rate and the level of customer satisfaction (Bruce, 2007).

In the above TABLE 4.8 attribute 5, regarding firm’s customer technical support, the survey

revealed that below average (M= 2.63, SD =.93) agreed that firms are not providing technical

support for their customers.

49
 According to TABLE 4.8, attribute 6, the majority of the respondents (M= 1.73, SD =1.25)

agreed that companies do not give considerable attention for hazardous jobs to minimize the risk

by exercising more safety. And concerning attribute 7, on the extent to which quality data are

used as tools to manage quality above average respondents (M =3.07, SD=1.12) firms use quality

data to monitor the quality of products. This shows that the quality data are appropriately used as

required monitoring the quality of products, but it needs more effort.

In attribute 8 in TABLE 4.8 when respondents are asking about the availability of adequate

quality control system in their respected firms majority of the respondent (M=3.97, SD= 1.12)

agreed that adequate quality control system is established in their respected firms.

Concerning attributes 9; Majority of the respondents (M=4.36, SD=.946) agrees that there

are enough proper inspection techniques for their process and finished products. This indicates

that there are also adequate inspection techniques for process & finished products in the firm.

In related to the statement; the extent to which inspection, review or checking of work is

automated, above average (M=4.26, SD=.993) agreed that the inspection process and checking of

work are adequately implemented in their firms.

When we see the level of recognizing and solving quality related problems in the firms; the

majority of the respondent (M=4.10, SD=.918) agreed that Level of recognizing and solving

quality related problems in the firms are well exercised.

50
 Concerning attribute 12 TABLE 4.8 near to half of the respondent (M=2.69, SD=1.27) are

agreed that all workers are responsible for the quality of a product and the remaining half do not

agree every worker are not responsible for the quality of products. This indicates that the quality

issue in respected firms are not the concern of all employees.

To sum up this them; most respondent agree as there is a potential area in the firm in

implementing the system, but there is also a gaps like where evaluating suppliers, less customer

technical support, less safety for employees, less inspection, review or checking of work is

automated, they indicates also the firm have less workers responsible for the quality of its

products. Which clearly shows as less involvement of people and lack of continual improvement;

So that the management should focus on this attributes in order to improve their product and to

be used the system adequately.

4.5.4. Analysis of gaps related to performance evaluation

Table 4.9 Analysis of gaps related to performance evaluation

Attributes Mean Std. Deviation

Corrective actions are taken without the undue delay, to eliminate

1.47 1.307
the causes of nonconformities in order to prevent recurrence
Adequate training are provided for the staffs based on the
competency gap identified (QMS, internal audit, GMP trainings)
2.18 1.249
Does the frequency of training is good enough as identification of
training needs & retraining if required.
1.92 1.188

51
Incentives/recognition programs for best performance of workers

based on job descripton (Bonus, salary incremental, promotion, 1.79 1.314

financial/nonfinancial incentive)

Filed survey 2018

In the survey, the respondents were asked to evaluate the status related to corrective and

preventive actions and the majority of the respondents are disagreed (M=1.47, SD=1.30) that

corrective action is not taken on time to illuminate causes of non-conformity in order to prevent

recurrence. This indicates that there is a gap in companies in using the findings root cause

analysis; corrective and preventive actions.

Concerning attribute 2, respondents are asking about whether their companies provide

adequate training for the staffs based on the competency gap identified; above-average

respondents disagree that (M=2.18, SD =1.24) the firm do not provide adequate training for its

employee based on the competency gap analyzed. Trainings are a mandatory requirement for

ISO 9001:2000 certified organizations. The training cycle goes through processes such as

identification of training needs, implementation of training, training evaluation, retraining if

required, and eventually going in for multi-skilling or job rotation (ISO 9001:2015 QMS

requirement guidance document).

Attribute 3, TABLE 4.9 respondents are asking the frequency of training provided by

their firm whether it is good and the majority of the respondent (M=1.92, SD=1.18) disagreed

and they believed that the frequency of training which is provided by their firms are not enough.

52
This reflects firms are not that much concerned with the frequency of the training provide for

their employees. To enhance the level of true value of the standard and effective implementation,

it is strongly recommended that organizations need to focus on receiving training by professional

organizations/institutions on the true meaning of the standard and the new changes and how

these changes can affect the organization (Magd, 2008). So that the respected firms should

concern such issues to develop the competency of their employee.

Concerning rewards for the best performer; Majority of respondents (M=1.79, SD=1.31)

agreed that firms do not establish reward programs for best performer of their employees. This

implies that organizations are not that much enthusiastic to recognize appreciation of employees

for their good work done. From the interview; the general managers have agreed on this point

partially. They said that they tried to implement some mechanisms to give recognition and

appreciation for successful employees despite it is not that much satisfactory. Hence, it is

possible to conclude that there is a gap in giving recognition and appreciation for successful

employees by the companies. This study supported by Mahfouz and Saeed (2015). They stated

that organizations have lack reward and motivation system. Totally when we see this

performance evaluation attributes, it show as the firms have big gaps in implementing the QMS

system.

4.5.5. Analysis of gaps related to continual improvement

Table 4.10 Descriptive analysis for continual improvement

Attributes Mean Std.

Deviation

53
Top Management is committed to reviewing the system periodically, to
2.37 1.348
ensure the adequacy and effectiveness of the system implemented

The company have internal quality audit program and audit plan that is
3.33 1.245
reviewed periodically

There is a team effort to carry out cause and effect analysis 3.27 1.381

The processes of the organizations systematically monitored, evaluated

and validated (Internal/external audit, management review, performance 2.94 1.417
against planning & corrective actions)

Extent of employees participation in the product improvement process 3.59 1.106

Does innovative efforts are encouraged (production development & 2.11 .946
modification, process simplifying)

Filed survey 2018

Based on TABLE 4.10; Attribute 1, respondents are asking about the top management is

commitment in reviewing the system periodically, to ensure the adequacy and effectiveness of

the system implemented in their respected firms and near to half of the respondent (M=2.37,

SD=1.34) agree that top management committed to reviewing the system periodically but the

remaining half of the respondents are thinking the top management not committed to reviewing

the system periodically.

According to TABLE 4.10 attribute 2, the majority of the respondents (M=3.33, SD=1.24)

are greed that firms have internal quality audit program and audit plan that reviewed

54
periodically. This infers that firms of ISO 9001 QMS certified plastic firms periodically conduct

internal quality audit program and have audit plan.

According to TABLE 4.10 attribute 3, the majority of respondents (M=3.27, SD=1.38) are

agreed that there is a team effort to carry out cause and effect analysis in their respected

organization.This indicates there is a team effort to carry out cause and effect that are existed in a

certain task or problem. Team work acts as the engine for the enforcement of quality. Tools such

as quality circles, cross functioning teams, suggestion schemes, etc. serve to promote team work.

Team building is as much an art as it is a skill and only those with leadership qualities can build

a well join team (Nayantara 1989).

TABLE 4.10 Attributes 4 respondents are asking the processes of the organizations systematically

monitored, evaluated and validated their respected organizations and most of the employee (M=2.94,

SD=1.41) are agreed that the process of the organization are monitored, evaluated and validated, but it

needs more effort. It needs to build capacity of an organization to gather data, measure impact, and assess

lessons learned to strengthen the organization’s work over time through i nternal/external audit,

management review, measuring performance against planning & corrective actions. Markers of

evaluative capacity include: Evaluation planning, data collection, measuring impact, evaluation use,

learning, and continuous improvement (ISO 9001:2015 QMS requirement guidance document).

Regarding the extent of employee participation in the product improvement process, the

majority of the respondents (M=3.5, SD= 1.10) are agreed that they participating in the product

improvement process with a respected organization. This response rate refers there is a good

participation of employees in the product improvements process.

55
 In attribute 6; respondents are asking whether the innovative efforts are encouraged in their

respected organization and the majority of the respondents (M=2.11, SD=.94) are disagree that in

their organization innovative efforts are not encouraged. Most of the interview participants also

accept the gaps of encouragement of innovative work in their tasks.

To come to summary, unlike to the others themes performance evaluation theme has faced a

big gap; which impact the continual improvement. Unless there is continual improvement there

would not be a matured system in the firm at all, So that the firm should give more attention in

continual improvement by reviewing the system periodically, to ensure the adequacy and

effectiveness of the system implemented.

To conclude the respondent of the employee for the remaining last two question; which is

your firm’s biggest concern? Cost, schedules or quality: Most of the respondents select quality

48(61.54%) and 25(32.05%) says cost, the remaining of them 5(6.4%) says schedule. This

implies that the firms focus on their operation to a quality product in implement their quality

policy but it needs more effort. And also there is an answer by respondents for the question; what

are your firm's major problems were implementing the quality management system to be

effective? From 78 respondent employees most of them write the critical problem in their firm is

employee turnover, lack of resource raw materials /shortage of foreign currency/ and is lack of

training based on competency gap, lack of incentives and recognition for best performance,

electric power interruption, shortage of stock, shortage of spare parts and lack of transparency b/

n top management and lower employees.

56
4.6. A potential area of the plastic product manufacturing firms in implementing QMS

Related to the top management commitment, quality policy and quality objectives are

established and communicated by the top management (M=3.91, SD=.706), top management

check and reproved the availability of enough resources (M=3.96, SD=.633) and top

management avail trained human resources to meet the needs (M=3.92, SD=1.289),

Consideration of customers’ satisfaction in strategic planning of in the firm is also good practice

(M=3.77, SD=1.289).

Related to resource and communication most of respondent agrees, material (both

equipment’s and machineries) are available to cop up the quality management tasks (M=3.52,

SD=1.450) and there are enough and qualified personnel in the firms (M=4.35, SD=1.195),there

are adequate transportation/service/ for employee in your firms (M=3.33, SD=1.224), there is

adequate infrastructure for operation in the firms (M=3.59, SD=.906), they have an effective &

efficient process of Communication of the likes e-mail, memos, communication boards or any

other in the firms (M=4.61, SD=.838). Which facilitate the operation and save time and also it

saves cost. And also firms properly set documents to be visible (M=3.97, SD=1.217), which is

one of communication method it is also the potential area of the firms. And also the employees

agree as they accept ownership and responsibility to solve problems in the firm (M=4.74,

SD=.659).

Most of employees agree in the case of customer satisfaction and quality product related

questions as there is adequate of handling customer complaints quickly and positively (M=3.97,

SD=1.009), there is adequate quality control system in the firms (M=3.97, SD=1.122),good

availability of proper inspection techniques for process & finished products (M=4.36, SD= .946)

and also as there is good level of recognizing and solving quality related problems in the firms

57
(M=4.10, SD=.918). Finally related to continual improvement the respondent indicates that; the

firms have internal quality audit program and audit plan that are reviewed periodically (M=3.33,

SD=1.245),there is a team effort to carry out cause and effect analysis (M=3.27, SD=1.381) and

also there is good employee’s participation in the product improvement process in the firm

(M=3.59, SD=1.106), which are good practicing, Unfortunately, there a gap in the firm, which

shows that most of the managers/owners emphasized on only they are implementing QMS and

they think that they have certification (ISO 9001 certification), only and often forget to use all

standards of QMS. Whereas the implementation of all standards of QMS can even improve

incrementally quality/scope, reduce the cost and time length of the production, and promote

customer's satisfaction. So that implementation process of QMS requires high commitment of

management, repeated trainings, involvement of experts from different field of study and a

considerable amount of investment and being committed to review the system periodically for

continual improvement.

4.7. Reasons behind the slow trends of QMS implementation

Regarding the reasons behind the slow trends of QMS implementation, majority of

managers in interview says that the most of their emphasis not only implementing QMS

certification (ISO 9001 certification), and often they trying to use other standards of QMS. While

the implementation of all standards of QMS can even improve incrementally quality/scope,

reduce the cost and time length of the production process, and promote customer's satisfaction.

This is the motives to implement QMS in their firms. But most of plastic product manufacturing

firms are not certified. To sum up the interview; there was a question for managers and ISO

QMS certified bodies; why the list firms only certified from 580 plastic product manufacturing

firms? most of them gives the answer; awareness and promotion gap, firms awareness gap, lack

58
of promotion by certifying agencies and consultants, lack of promotion by government, ESA,

economical factor, lack of regulation and policy framework are the major factors for the reason

most of firms are not certified ISO QMS standards.

 Awareness and promotion gap

According to interviews with certified body; awareness and promotion is the main

driving force in current business environment. The primary initiation to perform something

comes from the awareness level what that particular body perceived and understands. Therefore,

the current poor quality situation that exist in our country is primarily emanates from the

awareness and understanding gap towards quality and standardization.

 Companies awareness Gap

Most companies focus on product certification instead of system certification and they do

not realize the significance of system standardization. They perceived that they can achieve the

market demand by ordinary production system without having any system certification like ISO

9001 or implementing other system standards. In connection with the above issue companies

believed that the people interest towards quality is very poor due to this they do not give value

for quality in the market instead focus on price. Hence, companies perceived it is meaningless

for them using standards instead they focus on market price and other competition factors. In

addition companies do not recognize the role of standardization to enhance their organizational

effectiveness and efficiency due to this they only focus on the market issues instead of enhancing

their organizational effectiveness and efficiency.

59
  Lack of promotion by certifying agencies

To meet an apex of certification system there must be a coordinated and joint effort of

stockholders like certifying agency, regulatory body etc. however, there is a wide gap

coordination between these bodies to promote the significance of quality and standardization.

They all work in disintegrated manner even there is no any opportunity for certifying agencies to

promote their task as well as issues related to quality.

 Lack of promotion by government, ESA

ESA is the primary authorized body to work on quality and standardization in the country

by coordinating various responsible bodies. However, there is no clear strategy on awareness and

promotion and still there is an inconsistent awareness and promotion system about quality and

standardization through various electronic, printing Medias or other potential mechanism.

 Economical factor

Economy also another factor with regards to standards. ISO certifications should be

weighed against the number of potential ISO certifiable enterprises in each country, and by

industry structure of enterprises, in order to ascertain the degree of diffusion within the economy.

 Lack of regulation and policy framework

60
 Establishing proper policy framework and strengthening government’s supervision are

the major required tools to perform any activity.

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1. Introduction

This chapter presents a summary of findings, conclusions, and recommendations

extracted from the previous chapter and the researcher point out the fundamental issues in

61
relation to the implementation of ISO 9001 quality management system in plastic manufacturing

firms. The following major findings are observed from the discussion and analysis part.

5.2. Summary of the findings

5.2.1. Gaps related to QMS practice in plastic product manufacturing firms

Top management do not give special attentions for product realization processes which

can add values to demonstrate the required final product of any label of quality since the mean is

below the clear cut point (M<= 3). Majority of the respondent (M=1.28, SD=1.054) agreed that

companies do not provide adequate and updated information about the company their employees.

Majority of the respondents (M= 1.73, SD =1.25) agreed that companies do not give considerable

attention for hazardous jobs to minimize the risk by exercising more safety procedures. In

continual improvement attribute majority of the respondents (M=1.47, SD=1.30) agreed that

corrective action are not taken on time to illuminate causes of non-conformity in order to prevent

recurrence. This indicates that there is a gap in companies in using the findings root cause

analysis; corrective and preventive actions. And also in performance evaluation attribute

majority of the respondent (M=1.92, SD=1.18) disagreed and they believed that the frequency of

training which is provided by their company are not enough and this reflects companies are not

that much concerned on the frequency of the training provide for their employees. Majority of

the respondents (M=1.79, SD=1.314) agree that incentive/recognition programs for best

performance of worker are not adequate. This is also the gaps which are the cause of employee

turnover and not motivated to work.

62
5.2.2. Potential areas of QMS practice in plastic product manufacturing firms

QMS certified plastic firms have good potential in top management commitment, quality

policy and quality objectives are established and communicated by the top management, top

management check and reproved the availability of enough resources and also as respondent

employees; top management avail trained human resources to meet the needs.

Related to resource and communication attributes most of the respondent agrees; there is

enough and qualified personnel in the company, there is adequate infrastructure for operation in

the firms, they have an effective & efficient process of Communication of the likes e-mail,

memos, communication boards or any other in the firms. Which facilitate the operation and save

time and also it saves cost. And also the firms properly set documents to be visible, which is one

of communication method it is also the potential area of the firms. And also the employees agree

as they accept ownership and responsibility to solve problems in the firm, and also the managers

agree with this employee’s acceptance.

Most of the employees agree in the case of customer satisfaction and quality product

related questions as there is adequate of handling customer complaints quickly and positively,

there is adequate quality control system in the company, good availability of proper inspection

techniques for process & finished products and also as there is good level of recognizing and

solving quality related problems in the firms. Finally related to continual improvement the

respondent indicates that; there is a team effort to carry out cause and effect analysis and also

there is adequate employee’s participation in the product improvement process in the firm.

63
5.3. Conclusions

The successful implementation of quality management system programs depends on the

workforce. If plastic manufacturing firms would have more trained, involved and empowered

employees it is more likely to realize benefits of implementation of quality management

techniques. Even though companies tried to conduct an internal audit as per schedule but there is

a gap in taking corrective and preventive actions without the undue delay, to eliminate the causes

of nonconformities in order to prevent recurrence. This shows that, the gap in related to continual

improvement. And also there is a gap in quality product and performance evaluation, but the

firms also have potential area when implementing QMS; which indicates that, there is QMS

practice in the firms at all but it needs more attention to satisfy the internal and external

customer. The PDCA cycle returns to the plan stage to search for other improvement plans that

may have better effects. If the implementation of the improvement plan has produced the

preferred results, the firm should consider how to strengthen the results. Hence, the PDCA cycle

continues forever in the never ending improvement. Generally the management of plastic

product manufacturing firms should be more involved in continual improvement programs in

order to be competitiveness and to keep there quality image in local and global market.

5.4. Recommendations

This study recommends that; Plastic product manufacturing firms should focus their

workforce, develop their competence gaps by giving training and also motivate them by giving

promotion and incentives based on their evaluation. And the firms must be given more

emphasis to the PDCA cycle for continual improvement of the system and to achieve the

firm’s quality goal. Since there are gaps in relation to employee involvement, continual

64
improvement in related to performance evaluation; companies shall work on these issues with

special attention.

The typical objective of having ISO certified is producing products that consistently meet

customer needs, reducing costs and waste and increasing confidence in the production systems

capability. Therefore, before going for certification checking the motive, status and weakness of

the company that must be amended is a recommendable concern. And the level of

communication needs to be improved; unless and otherwise, employees participate one way or

another way it is difficult for the organization to achieve its objectives. Hence the top

management needs to establish an open environment that gives an opportunity to employees to

communicate their ideas.

The top management needs to give a special attention to product realization process.

Since it is the heart process for any manufacturing firm; the top management needs to improve

the product realization process by increasing the awareness of employees as well as by

implementing product realization procedures effectively. And also firms need to conduct a

hazard analysis and after identifying the potential risk, they should put safety requirement and

implementing personal protective equipment procedures effectively.

65
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73
APPENDEXI

74
 APPENDIX I

Questionnaire to be filled by ISO QMS Certified plastic product manufacturing firm

employees

MASTERS OF SCIENCEADDIS ABABA SCIENCE AND TECHNOLOGY

UNIVERSITY

Dear respondents, I am a postgraduate student of the Addis Ababa science and

technology university and currently undertaking a research on assessment of quality management
system and its practice in plastic industries: the case of Addis Ababa area. So that the purpose of
this questionnaire is to identify QMS associated gaps, to examine where the firms need more
attention and to identify the potential area for improvement and value due implement QMS to

75
give appropriate solutions so that the business can be competitive in the domestic as well as
global market.

As you are one of very prominent worker of the company I kindly request you to give us
the following information genuinely. Mean while, the outcome of this study will highly depend
on your sincere and timely response.

If you have any questions or comments, please contact Desalegn Sete Tefera (Mobile-
0913973137 or email- [email protected]). Thank you in advance for your cooperation.

General instruction:

 No need to write your name.

 Respond to each question by putting (√) mark to your choice and clearly state
your ideas in the blank spaces provided.
 Please, do not leave the open-ended question unanswered.

Part 1: Demographic information

Sex Male Female
Educational background Certificate Diploma (Level IV and Level V)

BA/BSc Above BA/BSc

Service year in your enterprise

Less than 1 year 2 -5 years
6 - 10 years Above 10 years

Work Position in the company Quality department

Production department
Marketing department
Purchasing and logistics department
76
 Maintenance department

Finance department

Other (please specify) …………………………

Part 2: Dear respondents; this part contains questions related to on the practice of QMS;
please express your level of agreement/disagreement in the five point scale.

5-Strongly 4- 3- 2- 1-
A Questions related top management
agree Agree Neutral Disagree Strongl
commitment
y
disagre
e

1 Top management identifies the product

realization processes which can add
values

2 Quality policy and quality objectives are

established and communicated by the
top management(putting as document,
make banner & visible to all, discussion)

3 The top management checked and

reproved the availability of enough
resources

4 The top management avail trained

human resources meet the needs

5 Consideration of customers’ satisfaction

in strategic planning of your company

77
 Established open environment to all
6
employees to participate in meeting the
organization’s goals.

C Questions related to resource and

communication

8 Material (both equipments and

machineries) are available to cop up the
quality management tasks(financial
money, nonfinancial; laboratory
instruments, modern technological
machineries)

8 There are enough and qualified

personnel in the company

9 There is adequate infrastructure for

operation in your company(buildings,
equipment, IT systems, transport)

10 There are a adequate

transportation/service/ for employee in
your company

11 Does the company have an efficient process

of Communication of the likes e-mail,
memos, communication boards or any other

12 Does the company properly set documents

to be visible

13 You get adequate and updated

information about your company

14 I am a part of the team, which manages

process performance and evaluates the

78
 results

15 I accept ownership and responsibility to

solve problems

D Questions related to quality

production and customer satisfaction

16 The company have a procedure for

evaluating suppliers

17 Degree of communication of your

company with its customers

18 Extent of handling customer complaints

quickly and positively

19 Customers’ satisfaction with the quality

of your products (customer
compliments & number of repeat
customers)

20 Your company gives customer technical

support(trainings, maintenance,
information about the product)

21 Jobs which are hazardous require more

safety (dusts, cutters, chemicals)

22 Extent to which quality data are used as

tools to manage quality

23 There is adequate quality control system

in the company (records, production
follow-up, sample tasting periodically)

24 Degree of availability of proper

79
 inspection techniques for process &
finished products

25 Extent to which inspection, review or

checking of work is automated

26 Level of recognizing and solving quality

related problems in the company
(scrapping, supplying under concession,
alternative uses, product rework or
recall)

27 All workers are responsible for the

quality of products

E Questions related to performance

evaluation

28 Corrective actions are taken without the

undue delay, to eliminate the causes of
nonconformities in order to prevent
recurrence

29 Adequate trainings are provided for the

staffs based on the competency gap
identified (QMS, internal audit, GMP
trainings)

30 Does the frequency of training is good

enough as identification of training
needs & retraining if required

31 Incentives/recognition programs for best

performance of workers based on job
description (Bonus, salary incremental,

80
 promotion, financial/nonfinancial
incentive)

F Questions related to continual

improvement

32 Top Management is committed in

reviewing the system periodically, to
ensure the adequacy and effectiveness
of the system implemented

33 The company have internal quality audit

program and audit plan that are
reviewed periodically

34 There is a team effort to carry out cause

and effect analysis

35 The processes of the organizations

systematically monitored, evaluated and
validated (Internal/external audit,
management review, performance
against planning & corrective actions)

36 Extent of employees participation in the

product improvement process

37 Does innovative efforts are encouraged

(production development &
modification, process simplifying)

38. Which is your company the biggest concern?

A. Cost B. Schedules C. Quality

81
 39. What are your company problems to implement the quality management system
effectively?

APPENDIX II

Interview with QMS certified plastic product manufacturing certified firm managers

1. What were the motives for implementing QMS?

2. What is the overview of the practices of QMS in your organization?

3. Is the company provided enough resource (human, material and financial) to meet the quality
objective /Intended Objectives?

4. Are the employees are well involved in various aspects to realize the quality objectives? What
are the indicators?

5. Is there adequate training? Is training's technically fit to meet the quality objective?

6. Does the internal audit and management review very capable to assure the continual
improvement? In what ways can QMS practices be further/continuously improved?

APPENDIX III
82
Table 3.1 Reliability test

Variables Cronbach's Alpha N of Items

Top management commitment 0.825 6

Resource and communication 0.959 9

Quality product & customer focus 0.979 12

Performance evaluation 0.976 4

Continual improvement .976 6

Over all reliability .992 37

Filed survey 2018

83