PAN AFRICAN INSTITUTE FOR DEVELOPMENT - WEST AFRICA

P.O. BOX 133, BUEA, CAMEROON

THE EFFECT OF TOTAL QUALITY MANAGEMENT ON

ORGANISATIONAL PERFORMANCE: case study ENEO BRANCH
BUEA

A Research Project submitted to the Department of Development Studies of

the Pan African Institute for Development-West Africa (PAID-WA) Buea, in
Partial Fulfilment of the Requirements for the Award of a Bachelor of
Science (Bsc) Degree in Sustainable Development with specialization in
Management and Entrepreneurship.

By:

LEMA NKENGUE Paule Sonia

SUPERVISOR:
Mr Kwachou Conrad

BUEA, JULY 2021

 DECLARATION
I, Lema Nkengue Paule Sonia declare that this research project is my
original work and has not been presented for a degree in other Universities
and that, all the sources of materials used for the research project have been
duly acknowledged.

_____________________ ____________________
Lema Nkengue Paule Sonia Date
Matricule no. PAIDWA/00057/BSc/16
 CERTIFICATION
The research project entitled: “The effect of Total Quality Management
on organisational performance: case study ENEO branch Buea” is
submitted to the Department of Business and Management Studies of the
Pan African Institute for Development – West Africa (PAID –WA) Buea by
Lema Nkengue Paule Sonia Registration No. 00057 for the award of a
Bachelor of Science (BSc) degree in Sustainable Development with
Specialization in Management and Entrepreneurship.

______________________ ____________________
Mr Kwachou Conrad Date
Supervisor

This research project has been accepted by:

__________________
Dr Aryingang Roland Date
Head of Department
 DEDICATION
To the Almighty God.
 ACKNOWLEDGEMENTS

First, my deepest gratitude goes to God for giving me the grace, the strength
and the wisdom to undertake and complete this research work.

This research project would not have been possible without the assistance
and the help of several individuals who, in one way or the other contributed
and extended their valuable assistance in the preparation and completion of
this study.

I would like to express my heartfelt gratitude to my supervisor Mr

Kwachou Conrad for his guidance and support throughout this research
work.

I am thankful to my all Paid-Wa staff who helped me in one way or another

in the completion of this work.

I’m also grateful to the staff of ENEO branch in Buea who took out time to
fill my questionnaires. They provided the data which was used for this
research.

I take this opportunity to thank my entire family for their love, care and
encouragement.
 ABSTRACT
This study sets out to examine the effect of Total quality management on
organisational performance in a service rendering company in Cameroon,
Buea called ENEO. Data was collected using questionnaires and interviews.
Sample size was determined using stratified random technique to ensure that
different groups of the population are adequately represented in the sample.
This study used the Yamane’s formula n=N/1+e² for sample size
calculation. The data collected was coded, and analysed through SPSS
(statistical package for social sciences) version 21. The results in this study
indicated that 76.7% agreed that lack of financial support and high cost of
implementation is a major hindrance to TQM implementation in ENEO.
66.6% agreed that ineffective means of communication between top
management and employee was equally a major hindrance to TQM
implementation in ENEO. Finally, equal proportion of workers agreed and
disagreed that lack of appropriate training of TQM models and the lack of
interest of employee as they are resistant to change was a barrier to
implementation of TQM practice at ENEO (50.0% and 46.7% respectively).
It is recommended that ENEO should have a cell that will be responsible for
the education and sensitization of their employees with the idea of change.
Also, ENEO should have a better communication means between worker
and employees, to reduce the cost of TQM implementation. And finally,
ENEO should plan some seminars where they will interact with their
customer to better access their needs and hence to have a direct impression
on their services quality to better satisfy those customer.

Key Words: Total Quality Management, Organisational performance, serving

rendering company, Buea.
 TABLE OF CONTENTS

DECLARATION..........................................................................................ii

CERTIFICATION......................................................................................iii

DEDICATION.............................................................................................iv

ACKNOWLEDGEMENTS.........................................................................v

ABSTRACT..................................................................................................vi

TABLE OF CONTENTS...........................................................................vii

LIST OF FIGURES.....................................................................................xi

LIST OF TABLES......................................................................................xii

CHAPTER ONE

INTRODUCTION

1.1. Background of the study........................................................................13

1.2. - Problem Statement.................................................................................2

1.3. Research questions...................................................................................3

1.4. - Research aims and objectives................................................................3

1.5. - The significance of the study.................................................................3

1.5.1. Organisation..........................................................................................4

1.5.2. Government..........................................................................................5

1.5.3. Society..................................................................................................6

1.6. - The scope of the study...........................................................................6

1.7. Description of the study area...................................................................7

1.7. Limitation of the study.............................................................................8

1.8. - Organisation of the study.......................................................................9

1.9. Definition of terms.................................................................................10

CHAPTER TWO

LITERATURE REVIEW

2.1 Conceptual background..........................................................................12

2.1.1- Total quality management..................................................................12

2.1.2 Total Quality Management..................................................................14

2.1.2.1. TQM as a management philosophy and guiding principles............16

2.1.2.2. TQM as a strategy............................................................................16

2.1.2.3. TQM as a system.............................................................................17

2.1.3 Organisational Performance................................................................18

2.1.4 Organisational Performance Factors....................................................18

2.1.5. Organisational Performance Model....................................................19

2.1.6 TQM and Organizational Performance................................................20

2.2. Empirical framework.............................................................................24

2.2.1- Principles of Total Quality Management...........................................26

2.2.2- Factors That Influence TQM..............................................................31

2.3- Theoretical Framework.........................................................................34

2.3.1 - W. Edwards Deming.........................................................................34

2.3.2- Joseph M. Juran..................................................................................36

2.3.3- Armand Feigenbaum..........................................................................38

2.3.4- Philip B. Crosby.................................................................................39

2.3.5 - Karou Ishikawa..................................................................................41

2.3.6 - Common themes of the five quality gurus........................................42

2.4- Empirical Framework............................................................................47

CHAPTER THREE

RESEARCH METHODOLOGY

3.1. Area of the study....................................................................................52

3.2- Research design.....................................................................................52

3.3– Data of the study...................................................................................53

3.3.1– Source of data....................................................................................53

3.3.2 – Data collection method.....................................................................53

3.4- Population, sample and sampling technique.........................................54

3.4.1- Sample Population..............................................................................54

3.4.2- Sample size.........................................................................................54

3.4.3- Sampling technique............................................................................54

3.4.3.1- Data collection instrument...............................................................54

3.4.3.2- Pilot testing of the instrument..........................................................55

3.4.3.3- Data collection procedures..............................................................55

3.4.4- Data Analysis Technique....................................................................55

CHAPTER FOUR

PRESENTATION AND ANALYSIS OF RESULT

4.1- Socio-demographic description of study participants...........................56

4.1.1- Description of job responsibility of study participants.......................57

4.1.2- Description of Longevity of service of study participants.................57

CHAPTER FIVE

SUMMARY OF MAJOR FINDINGS, CONCLUSIONS AND

RECOMMENDATIONS

5.1- Summary of major findings...................................................................70

5.2- Conclusions...........................................................................................71

5.3- Recommendations.................................................................................72

5.4- Area for further study............................................................................72

REFERENCES............................................................................................73

APPENDICE...............................................................................................76
 LIST OF FIGURES

Figure 1.1 Map of Buea Municipality...........................................................7

Figure 2.2 TQM model procedure................................................................13

Figure 3; Description of educational status of study participants: Description

of educational status of study participants..............................56

Figure 4; Description of job responsibility of study participants: Description

of job responsibility of study participants..............................57

Figure 5: Description of longevity of service of study participants 3:

Description of longevity of service of study participants.......57

Figure 6; Workers perception on the total quality management practice in

ENEO with respect to Management leadership: workers
perception on the total quality management practice in ENEO
with respect to Management leadership.................................58

Figure 7; Workers perception on the total quality management practice

inENEO with respect to education and trainingworkers
perception on the total quality management practice in ENEO
with respect to education and training....................................61

Figure 8; Workers perception on the total quality management practice in

ENEO wityh respect to process flow managementworkers
perception on the total quality management practice in ENEO
with respect to process flow management..............................63

Figure 9; Workers perception on the impact of TQM in ENEOon

organisational performancee 7: workers perception on the
impact of TQM in ENEO on organisational performance.....66

Figure 10; Workers perception of reasons for failure in implementation of

TQM workers perception of reasons for failure in
implementation of TQM.........................................................68
 LIST OF TABLES

Table 1.1 Map of Buea Municipality...................................................................7

Table 2.2 TQM model procedure........................................................................13

Table 3; Strengths And Weaknesses Of Each Guru’s Approach........................45

Table 4: Description of educational status of study participants: Description of

educational status of study participants................................................56

Table 5; Description of job responsibility of study participants: Description of

job responsibility of study participants.................................................57

Table 6: Description of longevity of service of study participants 3: Description

of longevity of service of study participants.........................................57

Table 7; Workers perception on the total quality management practice in ENEO

with respect to Management leadership: workers perception on the total
quality management practice in ENEO with respect to Management
leadership..............................................................................................58

Table 8; Workers perception on the total quality management practice inENEO

with respect to education and trainingworkers perception on the total
quality management practice in ENEO with respect to education and
training..................................................................................................61

Table 9; Workers perception on the total quality management practice in ENEO

wityh respect to process flow managementworkers perception on the
total quality management practice in ENEO with respect to process
flow management..................................................................................63

Table 10; Workers perception on the impact of TQM in ENEOon organisational

performancee 7: workers perception on the impact of TQM in ENEO
on organisational performance.............................................................66

Table 11; Workers perception of reasons for failure in implementation of TQM

workers perception of reasons for failure in implementation of TQM.68

Table 12 Section B. Total quality management practice....................................77

Table 13 Section C. Company’s performance over time...................................79

Table 14 Section D. Hindrance to implementation of total quality management
..............................................................................................................79

CHAPTER ONE

INTRODUCTION
1.1. Background of the study
During the past decade, the business environment has undergone
tremendous changes and enhancement in quality improvement. In a more
competitive market, most companies tend to implement total quality
management to improve their organization’s activities related to suppliers,
internal operations and customers. TQM can be considered as a main tool to
create competitive priorities, because it effects are felt not only on the
quality of products, but also on the cost, time, flexibility and innovation.

Sa, et. al. (2003) stated that in the recent years, the business competitiveness
has been changed dramatically. This statement is also verifiable in all sides
of commerce and industry, as well as the political and academics sectors. As
Al-Rfou(2012) says that the increase of global competition has driven
companies to change their approach of managing their business. And the
large number of articles being published in this area is a testimony to the
high level of interest in quality issues. The concept of quality has migrated
from being considered as a non-price factor on which imperfect competition
in the markets is based on, to being considered as a strategic resource of
firms. In other words, quality went from being a one-dimensional attribute
of the product to being considered as a multi-dimensional construct which
has to be managed and the implementation of which leads to a dynamic
capability of firms.

Many scholars have adapted TQM tools to their management strategies over
the years. Sila and Ebrahimpour (2002); Claver, et. al. (2004) and many
others, considered the critical factors of TQM which involves top
management commitment, employee training, employee involvement and
empowerment, employee rewarding, customer focus and continuous
improvement. Thai Hoang, et. al. (2006) used in his study top management
commitment, employee involment, employee empowerment, training and
education, teamwork, customer focus and process management, information
and analysis system, strategic planning, open organisation and service
culture as TQM elements. For Samat, et. al. (2006) his study considered
management support and commitment, employee involvement, employee
empowerment, information and communication, training and education,
customer focus and continuous improvement as TQM elements.

Therefore, TQM can be defined as (1) a systematic quality improvement

approach for firm-wide management, for the purpose of improving
performance in terms of quality, productivity, customer satisfaction, and
profitability. (2) A management philosophy that empowers, encourage each
individual member of the organization to participate, contribute and present
suggestions for improvement. TQM addresses the issues of customer
satisfaction and guidance on implementing the marketing concept. The
1980’s brought about a business process of continuous improvement to
satisfy customer’s needs. If TQM is to be successful in an organisation it
must be actively supported by senior management.

Hayes and Wheelwright (1984) proposed that firms compete in the market
by one or more competitive priorities elements, which are quality, cost,
lead-time, and flexibility. Foo and Friedman (1992) stated that competitive
priorities elements include cost, quality, service, flexibility, time and
technology. Others like Kessler and Chakrabart (1996) added innovation to
TQM elements. Kavitha, et. al. (2013) stated that competiveness of an
organisation in general based on its ability to perform well in several
dimensions such as cost, quality, speed, delivery and innovation, based on
that organisations can differentiate themselves.

In view of the above, it can be said that TQM is a crucial tool for the success
of an organisation. The implementation of TQM elements can generate and
positively affect organisational performance.

1.2. - Problem Statement

Although TQM initiatives initially focused on reducing defects and errors in
products and services through the use of measurement, statistics, and other
problem solving tools, organisations began to recognise that lasting
improvement could not be accomplished without significant attention to the
quality of management practices used on a daily basis. TQM is still
considered as a new philosophy and its principles and tools are still
unfamiliar for a large number of organisations managers and employees.
The existing theoretical research that focused on TQM are still insufficient
to create an in-depth understanding for the term total quality management.
Different strategic reasons such as globalisation directly enhance the interest
of developing countries in quality. As such, the focus on TQM is to gain
economic benefits for developing countries. Moreover, customers in
different countries are demanding services and products with high quality
characteristics more than ever. All of these reasons generate the new wave
of quality interest at different business organisations all over the world.
Although there are several studies about TQM and its relation with
performance, however this paper aims at studying a specific service industry
in Cameroon which is Eneo.

Eneo is the company that is responsible for the production and the
distribution of electricity in our country. It is facing some serious difficulties
to satisfy the demand of its customers. If the demand is not satisfied then an
analysis should be conducted on the supply, hence the production. The
whole production process will not being examined, but only the managerial
tasks or the corporate body who is responsible to put in place the strategies
and their application. At that level, a research can be carried out to better
access the effects of TQM on organisational performances.

Therefore, in the case of this research work, the main research problem is:

-To examine to the effect of Total quality management on the organisational

performance of Eneo?

1.3. Research questions

While the research questions are:

-How can ENEO improve its organisational performance through Total

Quality Management?

-How can TQM practices be efficient on their organisational performances?

1.4. - Research aims and objectives

The main objective is:

* To investigate the effect of TQM practices in ENEO organisational

performance.

The specific objectives are:

* To identify the TQM practices in ENEO.

* To examine how TQM affect the various aspects of organisational

performance in ENEO.

1.5. - The significance of the study

To better perform in the current environment, an organisation must always
look for improvements, innovative skills and try to maximise customer
satisfaction. This study might be considered as the first, which investigates
the effect of Total quality management on the organisational performance of
an electric company in Cameroon, in Buea. This study is relevant to the
electric industry as whole, but also to other practitioners in other fields as
well as for scholars and researchers.

As such, the importance of this study is derived from the following scientific
and practical considerations:

1. It points out the importance of TQM and its implementation on

organisational performance in an electric supplying company.
2. It helps other researchers study more on TQM and its effects either on the
same kind of industry or for other industries.

1.5.1. Organisation
Quality management is essential for customer satisfaction which eventually
leads to customer loyalty. Businesses thrive only on new customers. It is
important for every business to have some loyal customers. The need to
have some customers who would come back to the organisation no matter
what is important.

Quality Management ensures increased revenues and higher productivity for

the organisation. Remember, if an organisation is earning, employees are
also earning. Employees are frustrated only when their salaries or other
payments are not released on time, because money is a strong motivating
factor. No one would feel like working if the organisation does not give
salary on time. Salaries are released on time only when there is free cash
flow. Implementing Quality management tools ensures high customer
loyalty, thus better business, increased cash flow, satisfied employees, and
healthy workplace and so on. Quality management processes make the
organisation a better place to work. Remove unnecessary processes which
merely waste employee’s time and do not contribute much to the
organisation’s productivity. Quality management enables employees to
deliver more work in less time.

Quality management helps organizations to reduce waste and inventory. It

enables employees to work closely with suppliers and incorporate “Just in
Time” Philosophy.

1.5.2. Government
Governments have always played a leading role in economy and society
ever since the dawn of civilisations several millennia ago. This is a reality
that no one can deny regardless of the scope of government activities from
little to much in the society. In fact, governments have been the most
powerful institution on which almost all other actors and institutions of
society have depended or relied for authoritative allocation of resources,
space, rights, protection, and guidance. In that role of guidance, the
government should put in place an adequate atmosphere to ease the adoption
and the implementation of TQM practises for example they can:

• Educate and train. Government allocation of resources for education and

training at different levels of skills and knowledge is also key to building
individual and community capacities. Building and enhancing quality
standards, criteria, and indicators requires education and training to improve
and change the culture in organizations and people.

• Maintain a healthy environmental ecology for all human and natural

resources.

• Support systems. Government can provide technical, scientific, and

managerial supports to all sectors of society in providing services and
products, for upgrading and enhancing quality standards in a highly
competitive environment. This does not mean a growth in government
bureaucracy; rather, it means making government capacity and knowledge-
based resources to the whole society so all sectors of economy can benefit
from and take advantage.

1.5.3. Society
In the light of this study, the society will be considered as customers and
employee since they better provide the importance of applying the TQM
practices and access their impact on organisation performance.

 Customer: A satisfied customer feels that a good deal was reached in

buying a given service, and this contributes to the development of a long-
term relationship and the construction of loyalty. Loyalty depends on the
customer's degree of satisfaction and trust. In turn, satisfaction is influenced
by service quality. Thanks to this loyalty, the company becomes
competitive in the market and increases its profit. Raising customer loyalty
is one of the most important tasks for companies confronting the
circumstance of a gradually saturated market.

 Employees: It is key to ensure that all employees within the organisation

know about Total Quality Management (TQM) policies and make them a
fundamental part of their work. Employees should know corporate goals and
recognise the importance of these goals to the overall success of the
organisation. Employees need to know what is expected from them and
why. It may sound like a no-brainer but too often this is not driven home by
management. When employees understand and share the same vision as
management a world of potential is unleashed. If they are in the dark,
commitment is lacking and policies will not be successfully deployed.

1.6. - The scope of the study

This work is limited geographically to one(1) region out ten(10) in
Cameroon, which is in the Fako division, Buea. The target population
involved only Eneo employees in Buea. Thematically, just questions related
to total quality management practices on organisational performance were
addressed. .

1.7. Description of the study area

Buea is the capital of the South West Region. It is a fast growing town with
an estimated population of about 200 000 inhabitants (2005 BUCREP
figures and annual growth rate of 5% as per UN projections for urban
population growth in Africa). With a literacy rate rising from 60-70% of
youths having access to education. It has an equatorial climate with two
major seasons which are the rainy season that ranges from March to October
and the dry season that is from November to May with temperature ranging
from 20oc to28oc and annual rainfall ranges from 3000mm to 5000mm. The
soil type consists of basalt soil due to the volcanic eruption from the Fako
mountain area. This soil is very rich in nutrient as crops planted on it such as
cocoyam, and plantain always do well and also with green vegetation.

Table 1.1 Map of Buea Municipality

Source: Buea Council

1.7. Limitation of the study
An organisation adopts the Total Quality Management system in an attempt
to improve quality across the board, spanning all levels of employment. The
theory is designed chiefly to increase efficiency, reduce waste and improve
overall competence. As with any system, there are limitations that must be
identified and overcome for the system to work.

- Pulling Away Manpower: Getting everyone in an organisation up to speed

on a new process like TQM takes time away from actual production.
Extensive training in statistical analysis and problem solving – although
useful in the long-term – has the real potential of reducing worker output by
pulling worker activity away from their primary tasks. Employers should
keep this ramp-up time in mind prior to instituting TQM in their workplace.

- Cost in Time and Money: Implementing TQM systems can take many
years. Employees come and go, with each of them requiring this training to
stay up to speed with the rest of the organization's goals and members.
Training takes time and involves significant investment by the company in
dollars and resources. As such, TQM implementation must be viewed as a
long-term investment that will not immediately improve process across all
individuals and departments

- Reduction in Innovation: Total Quality Management systems are

fundamentally designed to mitigate risk. This is achieved by maximizing
each process taking place within an organization. In some roles, such as
engineering, marketing and other fields that often require outside-the-box
thinking in order to break through, TQM's inherently systematic and
process-oriented nature can serve as a barrier. Development can occur
slowly – or not at all – creating a deadly status-quo environment that
sometimes causes companies fixated on TQM systems to watch more
flexible companies surpass them

- People Fear Change: Although some executives might have a clear

understanding of TQM theory and implementation, not every employee will.
Global changes in training and processes create fear, uncertainty and doubt
within organizations. TQM implementations are top-down initially, but rely
on bottom-up improvements to each employee's output and efficiency. If
there isn't total buy-in, the process will be hindered. Sometimes radical new
implementations are viewed as precursors to massive organizational
changes, such as layoffs or restructuring. Organizations attempting to
implement this system may initially experience a reduction in output,
employee turnover and possible harm to the company's culture.

1.8. - Organisation of the study

This research work is divided into five chapters.

Chapter one deals with the introduction which comprises the background
information on total quality management, problem statement, objectives and
hypothesis of the study, significance, scope, limitations and organization of
the study.

Chapter two focuses on the literature review which includes conceptual

literature, conceptual framework, theoretical literature, and empirical
literature of total quality management.

Chapter three explains the research methodology stating the background

study area, research design, sources and methods of data collection,
estimation framework, methods of data analysis and validations and
limitations of the study.

Chapter four comprises the presentation and discussion of results. Chapter

five consists of the summary of findings, conclusions and recommendations
of the study.

1.9. Definition of terms

Total Quality Management: TQM is a management philosophy, and tool
or way to doing business through the continuous improvement of everything
related to achieving that business including quality of its services, processes,
employees (all levels), and environments.

Organisational performance: It is the actual output or results of an

organization as measured against its intended goals and objectives.

Employee Training: Training is a series of activities that aims to improve

employee's work-related competency (skills, attitude and knowledge), which
should include all employees at all levels.

Employee Involvement: The participation of all employees in the process

of improving the services provided and hearing to their inputs in the process
of decision.

Rewarding and Recognition: Reward is something tangible given to an

employee in return for his contribution to corporation, while recognition is
something intangible given to employee such as positive and caring attitude
from management that shows the employee that his work is appreciated and
valued by management.

Continuous Improvement: The management philosophy that deals with

obstacles to improving service and works on continuous improvement of
everything related to improving the service in its final form, from the
beginning of service design through its implementation mechanism, which
includes processes and workers, which in turn lead to the improvement of
the final service.
Customer Focus: Focus on the understanding, knowing and meeting the
external customer needs and expectations.

Competitive Priorities: Competitive priorities mean act as organization

strategic capabilities that enable the organization to gain and/or maintain
competitive advantages expressed in terms of cost, quality, time\speed,
flexibility, and innovation.

Quality: Providing excellent service to meet the consumer's desire and

exceed his expectations, which must focus at least on these factors:
Reliability (e.g. Performing the services at designated time and accuracy in
billing), Responsiveness: (Staff conduct), Assurance: (e.g. Easy accessibility
of services) and Communication (Good information for any change and
relationship with customer).
Time/Speed: The duration service needs to be delivered and the degree of
response quickness to clients requested service.

Flexibility: The organization ability to respond for any changes reflected in

introducing new services and/or adjust services provided to any demand
changes quickly, customizing the services and the ability of controlling the
services volume according to market condition changes.

Innovation: To what level of newness of new services, what number of new

services introduced and the use of the newest and unique technology in
developing and introducing the new services.
 CHAPTER TWO

LITERATURE REVIEW

2.1 Conceptual background

As briefly presented earlier, the concept of quality has undergone various
changes and evolution over the recent decades. The notion of quality is basic
to human nature because every individual seeks to have a product or a
service with the highest quality that could satisfy a very specific need.
Companies have understood the fact that quality always attract individual
(customers, shareholders, etc) but, at the same time, the concept of quality
varies from individual to individual, from company to company hence,
individual as company practice or apply “quality” as they perceive it. For
companies, the best tool to apply and to achieve quality is through the
application of TQM (Total Quality Management).

2.1.1- Total quality management

TQM is a philosophy, a way of thinking and working that is concerned with
meeting the needs and expectations of customers. TQM applies to all parts,
departments and sections of the institution and, further, it is the
responsibility of all people in an institution. TQM can be viewed as a logical
extension of the way in which quality-related practice has progressed. With
reference to the following model, originally quality was achieved by
inspection – screening out defects before customers noticed them. The
quality control (QC) concept developed a more systematic approach to not
only detecting, but also treating quality problems. Quality assurance (QA)
widened the responsibility for quality to include functions other than direct
operations of an institution. It also made increasing use of more
sophisticated statistical quality techniques.

Model: TQM can be viewed as a natural extension of earlier approaches to

quality management.

Paradigm shifts through

Phase 1: Inspection time
Quality of product Error detection
Rectification

Quality control
Statistical methods
Process performance
Quality standards
Phase 2:
Quality of Institution
Quality assurance

Quality systems
Quality costing
Problem solving
Quality planning

Phase 3: Total Quality Management

Quality oflife Whole institution involved
Quality strategy
Teamwork
Staff empowerment
Involves customers and
suppliers

Table 2.2 TQM model procedure

Source: Adapted from Dale (2003) and Pycraft, Singh & Phihlela (2000)
Specifically TQM can be seen as being concerned with the following
(Pycraft, Singh & Phihlela 2000), namely:

· meeting the needs and expectations of customers;

· covering all parts of the institution;

· including every person in the institution;

· examining all costs which are related to quality;

· developing the systems and procedures which support quality and

improvement; · developing a continuous process of improvement.

The evolutionary development of the quality concept can be regarded as a

continuum consisting of three different stages/phases in the development of
quality (see the model below); each one separated by a substantial paradigm
shift in the thinking approach of quality, namely (1) quality of product, (2)
quality of institution and (3) quality of life.

2.1.2 Total Quality Management

This section considers the definition of TQM by examining a variety of
literature sources. The aim is to develop a set of common themes which
define TQM, in order to contribute to the debate rather than merely to add
another definition to those already available. Despite the popularity of the
concept TQM, it is ill-defined and the abbreviation “TQM” also adds to the
confusion. Given the vast amount of literature available on TQM, one is
surprised to find that very few authors have a meaningful definition of
TQM. The wide and often confusing use of the term TQM in the literature
warrants a clarification of its meaning. However, TQM is a
multidimensional and complex term. Boaden argues that confusion about
definition is not confined to the TQM field. He discusses the issue of
definition related to quality costs and states firmly that: “… without clear
definitions or meaningful communication on the topic … admittedly there
are difficulties in finding generic terms to describe tasks or activities having
the same broad objectives in different industries.” TQM can be summarised
as having three major requirements, as outlined in the following:

· Total: Participation of Everyone, an institution-wide process: “TQM

requires continuing improvement and getting things right first time. Since
most quality solutions are outside the control of any one individual or
function, this needs team work and the maintenance of good relationships.”

· Quality: Meeting Customer Requirements Exactly: “TQM requires

customer-agreed specifications which allow the supplier to measure
performance and customer satisfaction. Individuals and teams need to use
quality tools and systems to facilitate measurement and problem solving.
“·Management: Enabling Conditions for Total Quality: “TQM requires
leadership and total commitment from senior management to quality goals.
They must ensure that an appropriate infrastructure exists to support a
holistic and not a compartmentalised approach to institutional management.”

For the purposes of this thesis a broad definition of the term TQM is
required that includes its strategic, operative, administrative and behavioural
aspects and which emphasizes that the creation of TQM in institutions is a
continuous, holistic and integrated process initiated and maintained by
management. Some authors argue that TQM cannot be fully understood
through one definition only. In support of their argument and on analysing
the various TQM definitions available in literature, TQM can be classified
under the following broad headings:
· TQM as a culture

· TQM as a management and institutional-wide process

· TQM as a management philosophy and guiding principles

Institutional-wide process to instil a culture of continuous improvement in

an institution to ensure that the institution consistently meets and exceeds
customer requirements. Senthil and Selladurai define TQM as a continuous
management process that aims at quality improvement in all processes and
activities in institutions. The ultimate goal of TQM is to establish a
management system and institutional culture that ensures customer
satisfaction (both internal and external) and never-ending continuous
improvement of all institutional processes.

2.1.2.1. TQM as a management philosophy and guiding principles

Djerdjour & Patel define TQM as a management philosophy, which seeks
continuous improvement in the quality of all processes, people, products and
services of an institution. Continuous improvement can be achieved through
internal and external quality improvements.

 Pun defines TQM as an integrated management philosophy and set of

practices that emphasise continuous improvement, meeting customers’
requirements, reducing rework, long-range thinking, and increased
employee involvement and teamwork, process redesign, competitive
benchmarking, and team-based problem-solving, constant measurement of
results and closer relationships with suppliers.

2.1.2.2. TQM as a strategy

 Dean& Evans define TQM as an integrated, systematic, institution wide
strategy for improving product and service quality.
 Jones defines TQM as “… a strategy for improving institutional
performance through the commitment of all employees to fully satisfying
agreed customer requirements at the lowest overall cost through the
continuous improvement of products and services, business processes and
the people involved.”

2.1.2.3. TQM as a system

 Evans & Dean define TQM as a total system approach (not a separate area
or programme) and an integral part of high-level strategy; it works
horizontally and vertically across all functions and departments, involves all
employees, top to bottom, and extends backward and forward to include the
supply chain and the customer chain.

 Hansson defines TQM as a management system in continuous change,

which comprises values, techniques and tools and that the overall goal of the
system is increased customer satisfaction with decreasing resources. A
common definition of TQM however is needed to prevent confusion among
staff and help to resolve any arguments, which may arise from time to time
within and between departments in an institution. Based on the above-
mentioned analysis of TQM definitions by different authors, the following
definition of TQM was developed for this research, namely: "TQM is a
strategy and process to manage institutions as an integrated system of
principles, methods and best practices that provide a framework for
institutions to strive for excellence in everything they do under the
leadership and commitment of top management, supported by education
and training, open communication, change management, regular self-
assessment, support structures, systems and resources, which empower
employees through investing in them to improve their performance as teams
to deliver continuously improved quality products and services. Through
this approach a corporate TQM culture will be established, to satisfy and
exceed agreed internal and external customer requirements at the lowest
overall cost to increase institutional performance in all areas such as service
results, financial results, marketing results, operational results, society
results, customer results and employee results to obtain world-class quality."
The definition provided places leadership and top management as the
starting point with customer satisfaction at the centre of the institution’s
purpose and focus. Defining TQM in these terms emphasises two important
aspects. Firstly, it reminds managers of their institution’s purpose (Deming
places “constancy of purpose” at the top of his 14 points) and secondly, of
the methods to follow in order to achieve customer satisfaction.

2.1.3 Organisational Performance

Organisational performance deals with some specific areas of outcomes in
an organisation. The aim of organisational performance is to compare the
goals and objectives an organisation has set for an evolution in their
performance in distinct areas. For a good follow up of the organisation’s
performance, some measures are used to assess its effectiveness. These
measures are product market performance, financial performance and
shareholder return. With these measures, it is easier to determine whether
the organisation is meeting its goals or not.

2.1.4 Organisational Performance Factors

Although every organisation has its uniqueness in values, culture and ideas,
some common factors have a significant impact on its development and
growth. Here below are the common factors influencing organisational
performance;

- Structure of the organisation; The way an organisation is structured is

very crucial as per the awaited result expected. The structure, can either
favour or disadvantage the execution of the organisation policies. It is by the
structure that can be determined the profitability impact and how viable its
supervisory connections are. If there is no proper structure and system, it
will not be possible to accomplish effectual organisational performances nor
will it be possible to improve the quality of products and services that could
impress its clients and consumers.

- Leadership; It has proved to be one of the most significant influencing

factors of the organisational performance as it has a direct impact on the
failure and success of a business entity. Leadership helps the company in
taking consistent and rational decisions. Employees look up to a good
meader for directions because they have faith in their abilities. A reliable
leadership style results in high organisational performance that takes the
business at the forfront can face competition with aplomb and create a
distinct space in the market.

- Environment; The workspace environment also plays a significant impact

on the performance. This concerns the satisfactorily conditions that the
employees have and the required supplies and tools the have to enhance
their performance. Here are the essential elements necessary for a pleasant
environment, safety, ventilation, strategy manuals, consumable supplies and
hardware instruments.

- Motivation; This is a psychological process that acts as a catalyst to

encourage the employees to give their best and move diligently towards the
set goals. Employees are mostly motivated via promotions, benefits,
incentives and acknowledgment of efforts.

- Organisational Culture; It has the power to influence the organisational

performance. It is by the organisational culture that the desired results can
be measured and obtained.
2.1.5. Organisational Performance Model

The model not only discusses how different dimensions link with each other
but also discusses how the external environment affects the different
dimensions in an organization. The model focuses on providing a guide for
both organizational diagnoses and planned, managed organizational change,
one that clearly shows cause-and-effect relationships. The model revolves
around 12 organizational dimensions: External environment, Mission and
strategy, Leadership, Organizational culture, Structure, Management
practices, Systems, Work unit climate, Task and individual skills, Individual
needs and values, Motivation, Individual and organizational performance.

2.1.6 TQM and Organizational Performance

The question to now consider is whether TQM really helps the organisations
in improving their performance in terms of quality, productivity, customer
satisfaction, and profitability. In this section, we will examine the key
literature which has investigated the relationship between TQM and
organisational performance.

Leading quality researchers, like Deming, Crosby and Juran, support a

positive association between quality implementation and organisational
performance. For example, Deming (1986, p.1) asserts, “Productivity
increases with improvement of quality. Low quality means high cost and
loss of competitive position”. Similarly, Crosby (1980, p.1) states, “if you
concentrate on making quality certain, you can probably increase your profit
by an amount equal to 5% to 10% of your sales”. They also report many
success stories of companies which implemented quality improvement
initiatives. For example, Crosby (1984, p.148) describes a textile
manufacturer saving $700,000 from the cost of quality in the first six
months. He also describes similar success stories from other manufacturing
companies. He argues that these companies have saved millions of dollars
by reducing error rates, minimising the cost of quality, eliminating customer
complaints and decreasing material handling costs.

The results of considerable empirical studies conducted in various countries

also support the positive associations between implementation of TQM and
organisational performance. For instance, Hendricks and Singhal (1999)
provide empirical evidence from six hundred quality award winning
companies located in the USA that TQM implementation has a positive
effect on organisational performance. They indicate that the award winning
companies have a much better performance compared to non-award winning
companies, in terms of operating income, total sales, total assets, return on
sales and return on assets. Zairi, Letza and Oakland (1994) studied a five-
year span of audited financial accounts of TQM and non-TQM UK
companies. In this study, they examine 29 TQM companies. Twenty-two of
these outperformed the industry averages in profit margin, return on total
assets, turnover per employee, profit per employee, total assets per
employee, fixed asset trends and average remuneration. Bou-Llusor et al.
(2009) and Tari, Molina and Castejon (2007) provide empirical evidence
from Spanish manufacturing and service organisations that TQM practices
have a strong positive effect on organisational performance. Douglas and
Judge (2001) provide empirical evidence from American hospitals that
TQM practices are positively and significantly associated with financial
performance. Prajogo and Sohal (2003) report that TQM practices are
significantly and positively associated with product quality and innovation.
They collected data from manufacturing and service organisations in
Australia. Gryna et al. (2007, p.127) discuss the findings of a study based on
the Profit Impact of Market Strategies (PIMS) database, which contains data
from more than 450 manufacturing and service organisations. The findings
of this study indicated that quality is the most important factor affecting
organisational performance and underlines that companies with better
quality have higher returns.
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2.2. Empirical framework
The aim of this section is to conduct an empirical analysis of the concept
Total Quality Management. Institutions who have maintained a rapid
increase in customer expectations, while at the same time maintaining the
competitive edge and who offer a diverse product range and service
rendering, have adapted their management strategies in accordance with the
demands of current times. The latest strategies focus on achieving
institutional prosperity and improvement in order to obtain service rendering
results, financial results, customer results (customer satisfaction), marketing
results, operational results, community results and employee results – all
outputs that can be achieved with TQM. TQM is one of the most durable
management innovations of the past two decades. TQM has been globally
recognised by the Japanese approach toward quality improvement. Yet, in
spite of thousands of articles in the business and trade press from 1984 to
2002, TQM remains a hazy, ambiguous concept. TQM is arguably the most
significant concept that has swept across institutions over the last few years.
A review of the literature reveals that TQM encompasses a vast spectrum of
topics and perspectives. While TQM is widely practised, there is little
agreement on what it actually means, despite assertions that “clear
definitions are important”. In addition, it has been argued that for an
institution to realise the value of a TQM implementation, it must have an
internal conceptual understanding of TQM in order to be capable of fully
supporting TQM implementation. Many researchers, discuss TQM as a
discourse and identify its “many ideas”, including TQM human resource
management, marketing, business process management and a new
management paradigm. TQM integrates fundamental management
techniques, existing improvement efforts and technical tools in a disciplined
approach. The two researchers continue and mentioned that TQM is a
collection of principles, techniques, processes and best practices that over
time have been proven to be effective. This diversity of views may
strengthen the subject area, but it has apparently not been discussed
extensively. Most world-class institutions exhibit the majority of behaviours
that are typically identified with TQM. TQM is not only concerned with
achieving certain levels of competitiveness and applying and developing
new techniques, concepts and technologies, but also with a change in
attitudes and behaviours in order to conduct business in accordance with the
requirements set by customers. The management of quality is therefore the
responsibility of each person within the institution and not just that of
management. The following is necessary to achieve an intense
understanding and transformation toward TQM: (1) the principles of TQM,
(2) the factors that influence TQM for this reason a conceptual analysis of
TQM is required.

2.2.1- Principles of Total Quality Management

TQM as a philosophy or an approach to management can be characterised
by its principles. They continue and indicate that TQM implementation can
only be accomplished through a set of principles that supports the TQM
philosophy. What differentiates TQM from other management processes is
the emphasis on continuous improvement. TQM is about continuous
improvement of individuals, of groups and of institutions. To improve
performance, people need to know what to do, how to do it, have the right
tools to do it, to be able to measure performance and to receive feedback on
current levels of achievement. The following key principles underpin the
TQM concept, which are common to all manifestations, namely:

· TQM starts at top management - Top management should demonstrate

understanding, commitment and be involved in the total quality
improvement process from day one in order to improve quality in all areas
of the institution.

· TQM requires total employee involvement – People at all levels are the
essence of an institution and their full involvement enables their abilities to
be used to the benefit of the institution. The involvement of every individual
in an institution is necessary for successful TQM implementation.
Institutions need imagination, ideas, input, commitment and energy from
everyone to reach for world-class quality that will make a country
competitive in today’s market.

· TQM focus on the customer – The goal of satisfying customers (internal or

external) is fundamental to TQM and is expressed by the institution’s
attempt to design and deliver products and services that fulfil customer
needs. Institutions depend on their customers and therefore should
understand current and future customer needs, meet customer requirements
and strive to exceed customer expectations.

· TQM need strategic planning – Strategic planning is necessary to align and

integrate all the efforts of the institution with the TQM concept. The link
between TQM and strategic planning should provide an integrated
management system for an institution.

· TQM focus on the systems approach to management – Identifying,

understanding and managing interrelated processes as a system should
contribute to the institution’s effectiveness and efficiency in achieving its
objective.

· TQM requires ongoing education and training of employees – Training

should start with educating top managers in TQM and its principles, in the
need for quality improvement, and in the tools of improvement. Training
should provide employees with the education required to effectively
participate in quality improvements.

· TQM focus on teamwork – Institutions should understand that employees

need to participate in vertical, horizontal and cross-functional teams to be
most effective. Teams should be used through collaboration/participation, to
provide an opportunity for employees to work together in their pursuit of
total quality in ways that they have not worked together before. · TQM
focus on continuous improvement – Continuous improvement should be a
permanent objective of the institution. Continuous improvement means a
commitment to constant examination of technical and administrative
processes in search of better methods. Underlying this principle are the
concept of institutions as systems of interlinked processes and the belief that
by improving these processes, institutions can continue to meet the
increasingly stringent expectations of their customers.

· TQM respects employees and their knowledge – Subordinates’ inputs as

improvements should be taken into account, especially where they have the
appropriate experience and are specialists in their field. Employees should
be actively involved in the improvement process. · TQM focus on process
improvement – The institution should be reconfigured as a set of horizontal
processes that begin with the supplier and end with the customer.

All processes in an institution should be identified to establish ownership for

the processes and processes should be kept as simple as possible.

· TQM requires statistical way of thinking and the use of statistical methods
– Results of tests, measurements and conditions under which measurements
were made should be kept meticulously. Electronic systems that are
available should be used, but computer software packages can be developed
relatively cheap for in-time statistical purposes.
· TQM focus on prevention rather than detection – Problems are to be
anticipated to prevent them from occurring. Frequent meetings should be
held to discuss foreseen problems. · TQM requires mutually beneficial
supplier relationships – Suppliers should be treated in a way to ensure a win-
win situation for all parties involved. An institution and its suppliers are
interdependent, and a mutually beneficial relationship enhances the ability
of both to create value.

· TQM focus on performance measures that are consistent with the goals of
the institution – Feasible measures should be established to reward
performance and thereby promoting positive attitudes. In order to monitor
how the institution is performing, management must analyse the
performance on a continuous basis.

· TQM focus on product and service quality design – Quality should be built
into the programme as soon as possible, preferably from day one, and
should be spread over the total sphere of the programme. Therefore, the
advice of experts should form part of the project right from the start.

· TQM focus on substantial culture change – All changes in the environment

should be taken note of and the necessary adoptions should be made
promptly. It will mean that certain alterations should be frequently made to
meet new circumstances.

· TQM focus on the factual approach to decision-making – Effective

decisions should be based on the analysis of data and information. Facts are
necessary to manage the institution at all levels by giving the correct
information to people so that decisions are based upon facts rather than ‘gut
feelings’ which is essential to achieve continuous improvement.
· TQM requires self-assessment efforts as control mechanism to determine
results – Institutions’ performance should be evaluated against
internationally recognized standards.

· TQM focus on fast response - Increasingly rapid response times and ever-
shorter cycles for new or improved product and service introduction are a
necessity for customer satisfaction today. The time performance of work
processes should be among key process measurements. Improvements in
response time often drive simultaneous improvements in institution, quality
and productivity.

· TQM provides standardisation – Institutions should develop and adhere to

the best-known ways to perform a given task.

· TQM focus on partnership development - Institutions should seek to build

internal and external partnerships to better accomplish their overall goals.
Internal partnerships might include those that promote cooperation between
labour and management. External partnerships might be with customers,
suppliers and educational institutions for a variety of purposes, including
education and training. A partnership might permit the blending of
institution’s strengths and capabilities, thereby enhancing the
accomplishment of each partner’s mission.

The above principles must be seen as a “package deal”. To gain the full
potential of TQM, the SA Air Force must implement all of these TQM
principles to the greatest extent possible. These principles are applied, not as
a succession of standalone programmes, but as an integrated set of
systematic, methodical practices designed to create an effective
management system. According to TQM experts, proper implementation of
TQM in institutions is a critical determinant in enhancing institutional
performance the quality management principles (QMPs), when consistently
applied across an institution, should engender optimal overall performance
excellence far more effectively than a series of individually optimised
activities. There is an overlap of principles between the researchers, but any
of them, if neglected or not in place, can jeopardize the total effort. The
management of a process based on such diverse underlying principles
involving dimensions of a managerial, technical and human nature, requires
investment in training and education of people, transformation of company
systems and interactive human effort. TQM is therefore not for the faint-
hearted, but for institutional leaders who are excited about creating the
necessary changes, who accept the challenge of being different and have a
vision of what can be achieved through TQM.

2.2.2- Factors That Influence TQM

The transformation to a TQM programme depends on the extent to which
institutions successfully implement certain quality management practices.
Fewer defects, reduced rework and scrap, lower inventory levels, reduced
lead times, higher flexibility and increased employee satisfaction are
reportedly among the benefits of a successful TQM programme. What is
critical is a thorough understanding of the barriers that can impede an
effective quality transformation. There is ample evidence that quality
management systems improve institutional performance if properly
implemented. However, the inconsistent track record of institutions reported
to have implemented TQM, has resulted in many debates about the
usefulness of TQM programmes. It is argued that the majority of failures
involves the process by which the TQM philosophy is implemented rather
than flaws in the principles of TQM itself. There appears to be multitude
reasons why institutions fail in their endeavours to implement a quality
management system; however, two common problems appear to be a lack of
strategic planning and a lack of an appropriate culture supportive of TQM
programmes. In order to analyse TQM, it is important to understand the
reasons why TQM programmes fail, which may provide insight into the
importance to understand the meaning of TQM. Institutions and authors
have identified a variety of reasons why TQM programmes fail and many
surveys have been done on this subject. The following is a list of obstacles,
barriers, reasons and pitfalls institutions have reported when implementing
TQM even though this is not an exhaustive list, it does include the obstacles
that are frequently cited. We have:

· Lack of management commitment, communication thereof and

participation/motivation.

· Lack to establish a guiding framework for TQM.

· Inadequate knowledge or understanding of TQM.

· Lack of an institution-wide definition of quality.

· Quick fix approach, emphasis on short-term results.

· Lack of a formalized strategic plan for change.

· Inability to change institutional culture.

· Lack of customer focus (internal and external customers).

· Poor inter-institutional communication.

· Lack of real employee empowerment and teamwork.

· Lack of employee trust in senior management.

· Drive for short-term financial results.

· Traditional belief that TQM costs money.

· Lack of strong motivation and seeing it as the “quality people’s” job, all
people not really involved, underestimating the potential of people.

· Lack of time to devote to quality initiatives.

· Lack of vision, imagination and constancy of purpose.

· Lack of leadership.

· Lack of continuous training and education.

· Inappropriate conditions for implementing TQM.

· Lack of investment, resources allocation.

· Lack of employee involvement and commitment, their inability to change

culture, behaviour and attitudes.

· Lack of education and training of management and employees.

· Lack or inadequacy of an improvement measurement system.

· Barriers between departments.

· View of quality programme as a quick fix.

· Perception of TQM as an optional extra and not as a necessity for

development.

· Lack of cooperation between suppliers, management and customers.

· Obsolete technologies.

· Use of a generic model rather than adopting the model to the institution’s
culture.

· Inflexible and highly bureaucratic institutional structure.

Understanding the barriers that can hinder the success of TQM initiatives is
essential for the survival of TQM programmes. The obstacles cited in this
research can be used with other TQM frameworks (for example Deming’s
14 points, Crosby’s 14 steps) to help institutions conduct self-audits of their
TQM culture.

2.3- Theoretical Framework

Since TQM is a recent field of study, most of the authors and researchers
have their work and contributions considered as theory of Total Quality
Management. Those theories from the various thinkers have one common
root, a better assessment of the concept of quality. Among those quality
gurus, we have: Crosby, Deming, Feigenbaum, Juran and Ishikawa. The
emphasis placed on various aspects of TQM varies among the authorities,
but the general thrust of their arguments is similar. Therefore, to understand
the origins of TQM, it is important to understand the contributions from
these quality pioneers.

2.3.1 - W. Edwards Deming

Deming, a prominent consultant, teacher and author on the subject of
quality, is one of the best-known early pioneers, who is credited with
popularising quality control in Japan in the early 1950s. His philosophy
emphasises on the systematic nature of institutions, the importance of
leadership, and the need to reduce variation in institutional processes, but he
maintains that an institution must adopt the fourteen points of his system at
all levels. Deming also believes that quality is to be built into the product at
all stages in order to achieve a high level of excellence. Deming included
the managerial dimensions of planning, organising and controlling, and
focused on the responsibility of management to achieve quality, as well as
the need for setting goals. Deming developed what is known as the Deming
chain reaction; as quality improves, costs will decrease and productivity will
increase, resulting in more jobs, greater market share and long-term
survival. Although it is the worker who will ultimately produce quality
products, Deming stresses worker pride and satisfaction rather than the
establishment of quantifiable goals. Deming maintains that his 14 points
apply anywhere, to small institutions as well as large ones, to the service
industry as well as to manufacturing. He also stressed that it is the system of
work that determines how work is performed and it is only managers that
can create the system. Deming summarized his foundation work in quality
by identifying 14 points for institutions to follow, namely:

· Create constancy of purpose toward improvement of product and service

with the aim to become competitive and to stay in business, and to provide
jobs.

· Adopt the new philosophy of quality and do not tolerate commonly

accepted levels of errors and defects.

· Stop depending on mass inspection to improve quality. Eliminate the need

for inspection on a mass basis by building quality into the product in the
first place.

· End the practice of awarding business and choosing suppliers based on

price. Minimize total cost by working with a single supplier.

· Constantly improve the system of production and service by continually

improving test methods and identification of problems, from the very first
planning stages right up to distribution to customers, and thus constantly
decrease costs.

· Adopt modern methods of training-on-the-job by teaching employees the

best methods of achieving quality in their jobs and the use of tools such as
statistical quality control.

· Adopt and institute leadership. The aim of supervision should be to help

people and machines to do a better job.
· Drive out fear, so that everyone may work effectively for the institution.
No one can perform unless he or she feels secure.

· Break down barriers between departments and staff areas. Create teams of
members coming from all areas and sectors of the institution to prevent and
solve problems.

· Eliminate slogans and exhortations for the workforce asking for zero
defects and new levels of productivity.

· Eliminate work standards (quotas) for the workforce and substitute it with
leadership. Eliminate management by objectives; eliminate management by
numbers, numerical goals.

Substitute leadership.

· Remove barriers that rob people of the pride of workmanship. Eliminate

the annual rating or merit system.

· Institute a vigorous programme of education and self-improvement for

everyone.

· Put everybody in the institution to work to accomplish the transformation.

The transformation is everybody’s job.

The cornerstone of Deming’s philosophy is based on statistical process

control, which must be implemented where corrective action can be
successfully instituted. Top management involvement is a key requirement
with proper delegation of quality responsibilities at all levels in an
institution. The recognition of training and leadership skills is vital in
adopting Deming’s philosophy with continuous improvements never ending.
2.3.2- Joseph M. Juran
Juran, Joseph M. specializing in managing for quality. The Juran Trilogy (a
trademark of the Juran Institute, Inc.) identifies three areas for quality
conversion within an institution, namely: · Financial planning becomes
quality planning (developing the products and processes required to meet
customer needs).

· Financial control becomes quality control (meeting product and process

goals).

· Financial improvement becomes quality improvement (achieving

unprecedented levels of performance).

Due to the parallels between finance and quality, Juran often uses his
“Trilogy” to explain the approach required to manage quality (Juran 1986).
From the above Trilogy, Juran developed a ten-step approach to quality
improvement, namely:

· Build awareness for the need and opportunity for improvement.

· Set goals for improvement.

· Organize people to reach the goals.

· Provide training throughout the institution.

· Carry out projects to solve problems.

· Report progress.

· Give recognition.

· Communicate results.

· Keep score and assess overall progress.

· Maintain momentum by making annual improvement part of the regular

systems and processes of the institution.
Juran has extended his principles to consider business processes, and has
recently developed a concept entitled managing business process quality,
which is a technique for executing cross-functional quality improvement.
Another cornerstone of Deming’s philosophy is based on project
management.

2.3.3- Armand Feigenbaum

Feigenbaum was the first recognised quality guru to use the term “total
quality control.” Since then the idea has come to mean an approach to
quality that is institution-wide, involving all aspects of the control or
management of quality. The activities from a quality standpoint, or the jobs
of quality control as Feigenbaum (1986) calls it, can be grouped into four
categories: new design control, incoming material control, product control
and special process studies.

To be successful, these activities require the cooperation of all the

institutional departments with responsibilities clearly defined using
elaborate matrices. Feigenbaum (1986) augments his total quality control
theory to a concept of a total quality system which not only recognizes the
importance of the four quality activities working individually, but also how
well they are required to work together. The total quality system is seen as
the foundation of total quality control providing the proper channels for
product quality related activities to flow. Feigenbaum developed the
approach that the responsibility for quality extended well beyond the
manufacturing department. He also developed the concept that quality could
not be achieved if products were poorly designed, inefficiently distributed,
incorrectly marketed and improperly serviced and supported. Feigenbaum’s
approach to quality is a whole approach and was largely credited with the
concept of Total Quality Control. His book, Total Quality Control, can be
considered as a model for a quality management system. Feigenbaum’s
philosophy, however, can be reduced to four simple steps, namely:

· Setting a quality standard.

· Appraising conformance to these standards.

· Acting when standards are exceeded.

· Planning for improvements in the standards.

Feigenbaum establishes nine fundamental factors affecting quality, that is,

markets, money, management, men, motivation, materials, machines and
mechanization, modern information methods and mounting product
requirements. However, reduces these factors to two distinct categories,
namely (1) technological factors (including processes) and (2) human
factors. Of these two groupings, the human is of greater importance by far.
Feigenbaum’s total approach to quality is a major strength in eliminating
uncoordinated quality activities. The emphasis on management and human
participation is seen as strengths in generating motivation and creativity,
which are absent from Deming and Juran’s approaches.

2.3.4- Philip B. Crosby

The philosophy of Crosby focused on reducing cost through quality
improvement and stressed that both high and low-end products can have
high quality. His philosophy is based on five fundamental principles he calls
absolutes, namely:

· Quality has to be defined as conformance to requirements, not as

goodness.
· The system for causing quality is prevention, not appraisal.

· The performance standard for quality must be zero defects, not that’s close
enough.

· The measurement of quality is the process of non-conformance, not

indexes.

· There is no such thing as a quality problem.

Crosby stresses motivation and planning and does not dwell on statistical
process control and the problem-solving techniques of Deming and Juran.
Crosby’s 14 points are action steps for institutions to help them implement
TQM. Crosby takes a very pragmatic approach in making each of these
points value producing for the institutions that practise them. Crosby’s 14
points are:

· Management commitment – Top management must be convinced of the

need for quality and must clearly communicate this to the entire institution
by written policy.

· Quality improvement teams – Form a team composed of department heads

to oversee improvements in their departments and in the institution as a
whole.

· Quality measurement – Establish measurements appropriate to every

activity in order to identify areas in need of improvement.

· Cost of quality – Estimate the costs of quality in order to identify areas

where improvements would be profitable.

· Quality awareness – Raise quality awareness among employees.

· Corrective action – Take corrective action because of steps 3 and 4.

· Zero defect planning and zero defects day (error-free work days) – Form a
committee to plan a programme appropriate to the institution and its culture.

· Supervisor training – All levels of management must be trained in how to

implement their part of the quality improvement plan.

· Employee education – Define the type of training all employees need in

order to carry out their role in the quality improvement process. All levels of
management must be trained in how to implement their part of the quality
improvement programme. · Goal setting – Establish improvement goals for
individuals and their groups.

· Error cause removal – Employees should be encouraged to inform

management of any problems that prevent them from performing error-free
work.

· Recognition – Give public, non-financial appreciation to those who meet

their quality goals or perform outstandingly.

· Quality councils – Composed of quality professionals and team

chairpersons, quality councils should meet regularly to share experiences,
problems and ideas.

· Do it all over again – Repeat steps 1 to 13 in order to emphasize the never-

ending process of quality improvement.

Crosby’s approach is easier to grasp than those of Deming, Juran and

Feigenbaum, for he treats quality problems as tangible issues to be solved
and rejects the idea that problems are persistent and unsolvable. The strong
management and goal orientation of his zero defect approach can lead
workers to become disenchanted as most problems are systemic rather than
worker created. The Crosby approach emphasizes the ongoing management
of quality, but the fourteen points do not have the same amount of emphasis
on the principles of breakthrough and control or handling variation with
statistical process control that is found with Deming and Juran.

2.3.5 - Karou Ishikawa

Ishikawa, a pioneer in quality control activities in Japan, bases his work on
that of Deming, Juran and Feigenbaum. Dale says that Ishikawa has been
credited with originating the concept of quality circles and cause-and-effect
diagrams. Ishikawa published many works, including “What is Total
Quality Control? The Japanese Way, Quality Control Circles at Work, and
Guide to Quality Control.” Ishikawa claimed that there had been a period of
over-emphasis on statistical quality control (in Japan), and as a result,
people disliked quality control. They saw it as something unpleasant
because they were given complex and difficult tools rather than simple ones.
Furthermore, the resulting standardization of products and processes and the
creation of rigid specification of standards became a burden that not only
made change difficult, but made people feel bound by regulations. Ishikawa
saw worker participation as the key to the successful implementation of
TQM. Quality circles, he believed, were an important vehicle to achieve
this. Ishikawa took the concepts proposed by people like Deming and Juran
and brought them to the level of the common worker.

2.3.6 - Common themes of the five quality gurus

All of these pioneers believe that management and the system, rather than
the workers, are the cause of poor quality. These and other trailblazers have
largely absorbed and synthesized each other’s ideas, but generally speaking
they belong to two schools of thought: those who focus on technical
processes and tools, and those who focus on the managerial dimensions.
Deming provides manufacturers with methods to measure the variation in a
production process in order to determine the causes of poor quality. Juran
emphasizes setting specific annual goals and establishing teams to work on
them. Feigenbaum teaches total quality control aimed at managing by
applying statistical and engineering methods throughout the institution,
Crosby stresses a programme of zero defects and Ishikawa stresses the use
of quality circles. The table below summarizes the strengths and weaknesses
of each guru’s approach.

Quality guru Strength of Weakness of

approach approach
Deming  Emphasises  Action plan and
removal of barriers methodological
to employee principles are
participation. sometimes vague.
 Provides a  The approach to
systematic and leadership and
functional logic, motivation is seen
which identifies by some as
stages in quality idiosyncratic.
improvement.
 Does not treat
 Stresses that situations that are
management comes political or coercive.
before technology.
Leaders and
motivation are
recognized as
important.
 Emphasizes role of
statistical and
quantitative
methods.
 Recognizes the
different contexts of
Japan and North
America.
Juran •  Emphasis to  Does not relate to
orientate quality other work on
managers toward leadership and
both suppliers and motivation.
customers.
 Seen by some
•  Emphasizes the as undervaluing
need to move away the contribution of
from quality hype the worker by
and slogans. rejecting bottom up
initiatives.
•  Stresses the role
of the customer,  Seen as being
both internal and stronger on control
external. systems than the
human dimension in
•  Management
institutions.
involvement and
commitment are
stressed.
Feigenbaum  A clear customer-  Does not
oriented quality discriminate
management process between different
required. kinds of quality
context.
 Provides a total
system approach to  Does not bring
quality control. together the different
theories into one
 Places the
coherent whole.
emphasis on the
importance of
management.
 Includes socio-
technical systems
thinking.
Crosby  Strong focus on  Seen by some as
institutional factors implying that
such as cultural workers are to blame
change, training, for quality problems.
leadership and
 Zero defects
ongoing calculation
sometimes seen as
of quality costs.
risk avoidance.
 Strong emphasis
 Insufficient
on institutional wide
attention given to
motivation.
statistical methods.
 Provides clear
methods, which are
easy to follow.
 Worker
participation is
recognized as
important.
 Strong on
explaining the
realities of quality
and motivating
people to start the
quality process.
Ishikawa  Strong emphasis  Some of his
on the importance of problem-solving
people and methods seen as
participation in the simplistic.
solving process.
 Does not deal
 A blend of adequately with
statistical and people moving quality
oriented techniques. circles from ideas to
action.
 Introduces the idea
of quality control
circles
Table 3; Strengths And Weaknesses Of Each Guru’s Approach
Source: Adapted by Waldman (1994) and Yong & Wilkinson (2001)
Despite the differences among these experts, a number of common themes
arise, namely:

· Inspection is never the answer to quality improvement, nor is “policing.”

· Involvement of and leadership by top management are essential to the

necessary culture of commitment to quality.

· A programme for quality requires institution-wide efforts and long-term

commitments, accompanied by the necessary investment in training.

· Quality is first and schedules are secondary.

· Quality is a system of continuous ongoing improvement.

· The benefits of quality far outweigh the costs of quality.

· Their concepts are equally applicable to the service and manufacturing

industry.

· Quality improvement requires careful planning and a philosophy of

institution-wide quality improvement.

· Quality improvement programmes must represent permanent, on-going

activities. Whilst these theories of the quality gurus provide an
understanding of quality management, there appears to be no all-
encompassing correct approach. The dynamics of the difference in approach
by the five quality gurus indicate a need to close the gaps in quality theory
and management and sort out what they offer as a whole. There are two
main areas of focus, namely (1) the technical dimension of quality and (2)
the human dimension of quality. The technical requirements are catered for
largely by statistical and quantitative methods incorporating inspection,
process control and reliability from design to final product or service
delivery by all five quality gurus. The management of the human dimension
of institutions, however, is not at all clearly provided for. The quality gurus
declare their interest in the management of people within their differing
philosophies and offer a few tangible principles and no common useable
methods as is found in the technical dimension.

2.4- Empirical Framework

In this part of our study, we will examine the findings of other researchers
on the TQM area of study:

 Raja Sreedharan V., (Department of Management, Amrita School of

Business – Kochi Campus, Kochi, India,2017)

* His purpose: was to review the existing literature on the critical success
factors (CSFs) of various continuous improvement (CI) like total quality
management (TQM), Lean, Six Sigma and Lean Six Sigma (LSS), and
perform a content analysis (CA) leading to an agenda for future research.

* His methodology: Based on the content analysis and we resume the

methodology and it can be presented as follow: with Stage 1 featuring

relevant material collection; Stage 2 presenting a descriptive analysis; Stage
3 outlining the category selection; and Stage 4 featuring the material
evaluation using clustering and Pareto analysis.

* His findings: The CA revealed various research implications and

directions for the future. The number of studies in the literature regarding
CSF assessment is found to be far from substantial while compared to CI
implementation. Assessment methodologies developed have been ranging
from qualitative to quantitative models. Key gaps were identified and
directions for CSF assessment are proposed which requires further
validation.

* His limitations: Only articles that appeared in peer-reviewed journals

were analysed; conference papers, reports, manuals and white papers from
practice were excluded. Another limitation of the paper would be the scope
of CA limited to four CI constructs – TQM, Lean, Six Sigma and LSS.
Research implications indicate that the future studies in this domain would
be intensive toward analysing the vital CSFs for enterprise organizational
excellence and not merely process excellence.

* Practical implications: This review study can serve as a resource for

both researchers and practitioners to understand the importance of CSFs and

positioning CSFs for the successful implementation of CI programs.

* Originality/value: The CA on the existing literature on CSFs for CI

presents a unique, systematic effort to identify an agenda for future research.

This study is the apparently the first of its kind on CSF assessment.

 Ernest Boateng‐Okrah (Business Improvement, Abosso Goldfields

Limited, Damang, Ghana)(2012)

* Purpose: The purpose of this paper is to ascertain the level at which total

quality management (TQM) practices have been implemented in a mining

company in Ghana.

* Methodology: The study was undertaken over a six month period and the

questionnaire was administered to a sample of 60 employees. The topics for

the questions were on senior management commitment to quality, total
quality training, customer driven information, and availability of quality
data, TQM methods, and supplier involvement. Statistical analyses were
conducted to calculate percentage distributions and to determine the level of
TQM implementation.

* Findings: The paper reveals that the company has passed through the

introductory stage of the TQM training of top and middle level management
and is now at the point of transferring the knowledge to the rest of the
employees in the company.
* Originality/value: The findings present for the first time TQM

implementation in the mining industry in Ghana. The study should be of

value to managers who are interested in a comprehensive approach to
achieving organizational excellence.

 Fuzi M. Abusa (School of Mechanical, Materials & Mechatronic

Engineering, University of Wollongong, Wollongong, Australia)(2013)

* Purpose: The purpose of this paper is to investigate the extent of total

quality management (TQM) implementation in Libyan manufacturing

companies (LMCs), and evaluates the impact of ISO 9000, and company
size on its implementation.

* Methodology: A framework, comprised of six TQM elements is

proposed. Data was collected by means of a survey questionnaire distributed

to those companies which agreed to participate.

* Findings: The results are the responses of a comprehensive survey which

showed that Libyan companies are still struggling to effectively embark on

TQM. The correlations among the six investigated TQM elements were
positive and significant. This study also investigated whether the level of
TQM implementation is influenced by contextual factors, including
company size and ISO 9000 certification. It was found that there were no
differences between TQM elements across ISO and non‐ISO certified
companies. The findings also revealed that there is no significant difference
between small and medium (S&M) ‐sized companies (on each of the TQM
elements) and those of large companies.

* Research limitations/implications: A longitudinal and wider research is

required to investigate TQM implementation across private manufacturing

and other companies.
* Originality/value: This analytical study is the first to determine the
degree to which TQM has been adopted in the Libyan industrial sector
(LIS). The results will contribute to the literature by examining the
relationship between the proposed TQM elements, and investigating the
impact of contextual factors (ISO 9000, company size) on each element of
TQM. This research should prove valuable for the Libyan Government in its
stated efforts to motivate companies to embark on a TQM program and
improve their business performance which, in turn, will improve the Libyan
economy.

 Rawan Ali Saleh, (Department of Business Administration, University of

Jordan, Amman, Jordan)(2016)

* Purpose: The purpose of this paper is to investigate the impact of hard

total quality management (TQM) practices on operational performance

dimensions in manufacturing organizations.

* Methodology: The study was designed in the Jordanian manufacturing

sector. Organizations that are familiar with hard TQM practices specifically
that had already implemented ISO 9001 certificate were randomly surveyed
through structured questionnaire, yielded a sample of 40 responding
organizations. Principal component factor analysis was used to analyse hard
TQM practices implem0entation and organizations operational performance
dimensions. As a result, specific hard TQM practices and operational
performance dimensions were extracted. The hard TQM practices that
significantly influence operational performance dimensions were tested
using simple and multiple linear regression analysis.

* Findings: The research findings showed that hard TQM practices in

manufacturing sector include; continuous improvement, statistical process

control (SPC), process management and quality tools and techniques.
Meanwhile, operational performance dimensions include; quality and
inventory management performance. Also, the findings showed that
continuous improvement and SPC practices play a major role in obtaining
the desired results of operational performance.

* Research limitations/implications: Three limitations can be identified in

this research, using subjective measures of TQM practices and operational

performance, low response rate and using a sample of organizations from
various industries. This paper can help Jordanian manufacturing
organizations to foster proper practices and make the right decisions related
to operational performance.

* Originality/value: This study describes a reliable hard TQM model that

can be used by manufacturing organizations to improve their operational

performance. Also, the results of this study contribute to prior literature and
recommend some best practices for manufacturing organizations.
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1. Area of the study

Since the study has to access the TQM practices in ENEO, the area of study
will be 30 workers and staff of ENEO agency in Buea that will be
considered as a sample considering that they apply the strategy of the main
agency in Douala.

3.2- Research design

The descriptive survey is chosen considering the purpose of the study, the
research questions and the magnitude of the population. Descriptive survey
according to Saunders et al., (2007) is a research for which the purpose is to
produce an accurate representation of persons, events or situations. It has an
advantage of producing good amount of responses from a wide range of
people, and it can also be used with greater confidence with regards to
particular questions of special interest or values to a researcher. However,
the method has some weaknesses such as time consuming to ensure that
sample is representative, designing and piloting data collection instrument
and trying to ensure a good response rate. Also, there is a limit to the
number of questions that any questionnaire can contain for respondents. In
spite of these weaknesses, the descriptive survey design was considered the
most appropriate for the study. The research was conducted with the help of
the case study. The case study helped to present a detailed assessment of the
link between the employers and employees and to determine whether those
TQM strategies or practices are well understand and apply by the workers
and how they are helpful in the good performances of the whole
organisation. This will also help to see where the failure in the connexion
between workers and employers is in the case the veracity of the null
hypothesis.

3.3– Data of the study

3.3.1– Source of data
Data for this study will be based on the primary source and the secondary
source.

 Primary data: Currie (2005), says that primary research is that research
which is gotten directly from the original source. In certain research the
researcher has direct contact with the original source of data. There are three
primary methods that is; surveys; interviews and observations (Currie 2005),
but the method used in this study is surveys using questionnaires.
Questionnaires are used to ensure that high rate of response, reliable and
valid information are collected. It is also used because it aimed at elicit first-
hand information from the respondents. For this research, data will be
gathered with the help of the personal interview of the whole staff of the
ENEO branch in Buea and submit a questionnaire in order to obtain relevant
information that aid in arriving at solution to the stated research problem.

 Secondary data: They will be collected based on the work, research

analysis and conclusions carry out by other researchers. In a work like this,
and due to all its disadvantages, the primary source of data can be not
relevant enough to carry out our analysis.

3.3.2 – Data collection method

From the answers provided by the questionnaires and the interviews, data
can be collected, classified and used to carry out our analysis and our
research based on the structure of those primary data collection sources.
With the help of the secondary data sources, the information will be
collected, interpreted and compared to this work to make them more reliable
and useful in the answering of the question state by the research problem.

3.4- Population, sample and sampling technique

3.4.1- Sample Population
The population of the study focused on employers and employees of ENEO
Cameroon and specifically to the employers and employee of ENEO
Cameroon-Buea branch.

3.4.2- Sample size

Sample size will be determined using stratified random technique to ensure
that different group of a population are adequately represented in the
sample. Stratified sampling divide the population into homogenous groups
such that the element within each group are more alike than the elements in
the population as a whole. (Nachimas and Nachimas 2008). Yamane (1967)
provided a stratified formula to calculate sample size. The sample for this
study comprised selected employees from all level and department because
implementation of TQM is everyone’s business in that organization. This
study used the Yamane’s formula for sample size calculation as shown
below

n=N/1+e²

Where n= desired sample size

e= probability of error (0.05 for 95% confidence interval)

N= estimate of the population size

3.4.3- Sampling technique

3.4.3.1- Data collection instrument
Primary data will be collected regarding factors affecting implementation of
TQM. The respondents for this study will be selected employees from
various functional areas in the company. Data will be collected using
structured questionnaires which were self-administered. Questionnaires will
be preferred because of the simplicity in their administration and low cost
associated.

3.4.3.2- Pilot testing of the instrument

A preliminary test will be done on the data collection tools and procedures
to identify likely problems. This test will be conducted on the twenty
questionnaires that will be administered to the employees in the respective
departments. The filled questionnaires will later be checked for consistency.

3.4.3.3- Data collection procedures

Primary data will be collected using structured questionnaires. The
questionnaire will be self-administered by the researcher to all levels of
staff. The researcher will then pick the questionnaires after the respondents
have filled them. According to Nachmias and Nachmias (2008),
Questionnaires are simpler in administration, scoring of items and analysis.

3.4.4- Data Analysis Technique

The data collected will be coded, and analysed through SPSS (statistical
package for social sciences) version 21. Descriptive statistics such as
percentages, means and standard deviation will be used to describe the
factors influencing implementation of TQM.
 CHAPTER FOUR

PRESENTATION AND ANALYSIS OF RESULT

4.1- Socio-demographic description of study participants

Table 4: Description of educational status of study participants: Description
of educational status of study participants
Level of Frequency Percentage (%)
education (n)

Primary 3 10.0
education

Secondary 7 23.3
education

Higher education 11 36.7

University 9 30.0
education

Total 20 100

Results in this study showed that majority of the study participants were
literate with up to 36.7% have secondary education and 30.0% having
university education.
4.1.1- Description of job responsibility of study participants

Table 5; Description of job responsibility of study participants: Description

of job responsibility of study participants
Job Frequency Percentage
responsibility (n) (%)
Senior managers 6 20.0
Operational 9 30.0
managers
Formal workers 15 50.0
Total 30 100

Table 6: Description of longevity of service of study participants 3:

Description of longevity of service of study participants
Longevity of Frequency (n) Percentage
service (%)

< 1 year 5 16.7

2-4 years 17 56.7

≥ 5 years 8 26.7

In this study results also shows that majority (56.7%) had been in service
from 2-4 years

Followed by 26.7% who had been in service for ≥ 5 years.

Research question one: what are the TQM practice and models ENEO

Table 7; Workers perception on the total quality management practice in ENEO with respect to Management leadership:
workers perception on the total quality management practice in ENEO with respect to Management leadership
Practice SD D U A SA SD&D A&SA

Top management is 6.7% 20% 6.7% 60% 6.7% 26.7% 66.7%

actively involved in
(2.0) (6.0) (2.0) (18.0) (2.0) (8.0) (20.0)
communicating
company’s goal
and vision in line
with quality
management policy
Quality of service 6.7% 36.7% 26.7% 30% 0% 43.4% 30.0%
is prioritize in
(2.0) (11.0) (8.0) (9.0) (0.0) (13) (9.0)
ENEO

Top management 13.3% 23.3% 0.0% 43.3% 20.0% 36.6% 63.3%

provide substantial
(4.0) (7.0) (0.0) (13.0) (6.0) (11.0) (19.0)
financial support
for quality
management
programs in ENEO
Top management 0.0% 3.3% 0.0% 53.3% 43.3% 3.3% 96.6%
implement follow-
up of quality (0.0) (1.0) (0.0) (16.0) (13.0) (1.0) (29.0)
management in
ENEO.
Top management 3.3% 6.7% 0.0% 63.3% 26.7% 10.0% 90.0%
ensure recruitment
(1.0) (2.0) (0.0) (19.0) (8.0) (3.0) (27.0)
of competent
personnel
MRS 6% 18% 6.7% 50% 19.3% 24% 69.3%
(9.0) (27.0) (10.0) (75.0) (29.0) (36.0) (104.0)

73
Based on multiple response analysis, an overall majority of the workers
agreed that there is total quality management practice with respect to
management leadership (69.3%). Specifically most (66.7) agreed that Top
management is actively involved in communicating company’s goal and
vision in line with quality management policy with only 30.0% agreeing that
quality of service is prioritized in ENEO. Also 63.3% agreed that Top
management provides substantial financial support for quality management
programs in ENEO as well as 96.6% agreeing that Top management
implement follow-up of quality management in ENEO. Finally a very strong
majority agreed that Top management ensure recruitment of competent
personnel
Table 8; Workers perception on the total quality management practice inENEO with respect to education and
trainingworkers perception on the total quality management practice in ENEO with respect to education and training
Education and training SD D U A SA SD&D A&SA
Employees are regularly 0.0% 6.7% 10.0% 13.3% 70.0% 6.7% 83.3%
trained via seminars on
(0.0) (2.0) (3.0) (4.0) (21.0) (2.0) (25.0)
quality management
Employees are trained for 0.0% 26.7% 40.0% 23.3% 10% 26.7% 33.3%
job related skills. (10.0)
(0.0) (8.0) (12.0) (7.0) (3.0) (8.0)
The company concentrates 0.0% 0.0% 20.0% 63.3% 16.7% 0.0% 80.0%
on ongoing development of (5.0)
(0.0) (0.0) (6.0) (19.0) (0.0) (24.0)
personnel by establishing
extensive training
programs that covers all
aspects of TQM.
Company has a transparent 13.3% 36.7% 0.0% 36.7% 13.3% 50.0% 50.0%
and effective appraisal (11.0)
(4.0) (0.0) (11.0) (4.0) (15.0) (15.0)
systemfor recognizing and
rewarding employees for
their efforts
MRS 3.3% 17.5% 17.5% 34.2% 27.5% 20.8% 61.7%
(4.0) (21.0) (21.0) (41.0) (33.0) (25.0) (74.0)
With respect to education and training, workers in their very great majority
(83.3%) agreed that Employees are regularly trained via seminars on quality
management with most (40%) neutral to the fact that Employees are trained
for job related skills. Up to 80.0% agreed that the company concentrates on
ongoing development of personnel by establishing extensive training
programs that covers all aspects of TQM. Therefore based on multiple
response analysis a great majority 61.7% agreed that there is TQM practice
in ENEO with respect to education and training.
Table 9; Workers perception on the total quality management practice in ENEO wityh respect to process flow
managementworkers perception on the total quality management practice in ENEO with respect to process flow
management
Flow SD D U A SA SD&D A&SA
management
Company’s 0.0% 13.3% 70.0% 16.9% 0.0% 13.3% 16.9%
equipment are
(0.0) (4.0) (21.0) (5.0) (0.0) (4.0)
strictly acquired (5.0)
and maintained
well according to
standardized
guidelines
Company 13.3% 0.0% 36.7% 33.3% 16.7% 13.3% 50.0%
systematically
(4.0) (0.0) (11.0) (10.0) (5.0) (4.0)
conducts (15.0)
extensively
benchmarking of
other company’s
business process
Company has a 20.0% 13.3% 0.0% 66.7% 0.0% 43.3% 66.7%
wide range of
(6.0) (4.0) (0.0) (20.0) (0.0) (10.0)
standard (20.0)
operating
procedure which
guide operation
of task
Company has 13.3% 13.3% 6.7% 66.7% 0.0% 26.6% 66.7%
alert systems in
(4.0) (4.0) (2.0) (20.0) (0.0) (8.0)
the field and (20.0)
emergency
response
Company 13.3% 13.3% 6.7% 50.0% 16.7% 26.6% 66.7%
regularly do
(4.0) (4.0) (2.0) (15.0) (5.0) (8.0)
internal and (20.0)
external audit
The company 13.3% 20.0% 6.7% 60.0% 0.0% 33.3% 60.0%
applies for ISO
(4.0) (6.0) (2.0) (18.0) (0.0) (10.0)
9000 certification (18.0)
to adhere to
international
quality standards.
MRS 12.2% 12.2% 21.1% 48.9% 5.5% 24.4% 54.4%
(22) (22) (38) (88) (10) (44)
(98)

78
With respect to process flow management, majority had a neutral perception
(70.0%) to the statement ‘Company’s equipment are strictly acquired and
maintained well according to standardized guidelines’ with majority
agreeing that Company systematically conducts extensively benchmarking
of other company’s business process (50.0%). Majority (66.7%) equally
agrees that ENEO has a wide range of standard operating procedure which
guides operation of task and regularly do internal and external audits with
60.0% equally agreeing that ENEO applies for ISO 9000 certification to
adhere to international quality standards. Based on multiple response
analysis, an overall majority agreed that there is TQM with respect to flow
management (54.4%). Based on data collected in figure 4,5 and 6, we can
have an overview on the TQM practices applied in ENEO which are:

 Organisation of seminars to educate and train workers

 Recruitment and selection of workers to apply the management principle

of “the right man at the right place”.

 The company concentrates on ongoing development of personnel by

establishing extensive training programs that covers all aspects of TQM.

 Company has a transparent and effective appraisal system for recognizing

and rewarding employees for their efforts.

 With a continuous control process, quality is prioritize in ENEO and the

guideline is provided by the Top managers.

In the regard with those practises, we have explored the TQM practises
applied in ENEO.
Research question two: what are the impact of TQM in ENEO on organisational performance?

Table 10; Workers perception on the impact of TQM in ENEOon organisational performancee 7: workers perception on
the impact of TQM in ENEO on organisational performance.

Performance SI SLI NC SD SLD SI& SD&

measures SLI SLD
1) Production cost 10.0% 40.0% 30.0% 20.0% 0.0% 50.0% 20.0%
(3.0) (12.0) (9.0) (6.0) (0.0) (15.0) (6.0)
2) Net profit 10.0% 63.0% 6.7% 20.0% 0.0% 73.0% 20.0%
(3.0) (19.0) (2.0) (6.0) (0.0) (22.0) (6.0)
3) Customer 3.3% 26.7% 30.0% 40.0% 0.0% 30.0% 40.0%
complaints (1.0) (8.0) (9.0) (12.0) (0.0) (9.0) (12.0)
4) Accidents 10.0% 73.3% 3.3% 6.7% 6.7% 83.3% 13.4%
encountered (3.0) (22.0) (1.0) (2.0) (2.0) (25.0) (4.0)
5)absenteeism rate 13.3% 50.0% 0.0% 36.7% 0.0% 63.3% 36.7%
(4.0) (15.0) (0.0) (11.0) (0.0) (19.0) (11.0)
6) Suggestion 10.0% 36.7% 0.0% 50.0% 3.3% 46.7% 53.3%
from employee (3.0) (11.0) (0.0) (15.0) (1.0) (14.0) (16)
7) Quality of service 10.0% 13.3% 6.7% 3.3% 66.7% 23.3% 70.0%
to customer (3.0) (4.0) (2.0) (1.0) (20.0) (7.0) (21.0)
MRS 9.5% 43.3% 10.9% 25.2% 10.9% 52.9% 36.2%
(20) (91) (23) (53) (23) (111) (76)
Significantly decreased (SD), Slidely decreased (SLD), No change (NC),
significantly Increase (SI), Slidely increase (SLI)

This study evaluated workers perception on the performance of ENEO based

on certain parameters (figure 7). Based on multiple response analysis an
overall majority agreed that the implementation of TQM significantly
increase organisational performance (52.9%). Hence, with respect to our
second objective and our H2, the worker of ENEO agreed that the TQM
Practises have a positive impact on their performance. Then, the H2 which
states that Total Quality Management has a positive impact on ENEO
performance is accepted, and our H3 which states that TQM practises has a
negative impact on production organizations is rejected.
Research question three: What is the reasons for failure in implementation of TQM?

Table 11; Workers perception of reasons for failure in implementation of TQM workers perception of reasons for failure
in implementation of TQM
Barriers to implementation SD D U A SA SD& SA&
D A
1. Lack of financial support 6.7% 16.7% 0.0% 10.0% 66.7% 23.4% 76.7%
and high cost of
(2.0) (5.0) (0.0) (3.0) (20.0) (7.0) (23.0)
implementation
2. Ineffective means of 3.3% 30.0% 0.0% 13.3% 53.3% 33.3% 66.6%
communication between top
(1.0) (9.0) (0.0) (4.0) (16.0) (10.0) (20.0)
management and employee
3. Lack of appropriate 3.3% 46.7% 0.0% 26.7% 23.3% 50.0% 50.0%
training and TQM models
(1.0) (14.0) (0.0) (8.0) (7.0) (15.0) (15.0)
4. Lack of interest of 10.0% 36.7% 6.7% 40.0% 6.7% 46.7% 46.7%
employee as they are
(3.0) (11.0) (2.0) (12.0) (2.0) (14) (14)
resistant to change
Results in this study indicated that 76.7% agreed that Lack of financial
support and high cost of implementation is a major hindrance to TQM
implementation in ENEO. Also, most (66.6%) agreed that Ineffective means
of communication between top management and employee was equally a
major hindrance to TQM implementation in ENEO. Finally, equal
proportion of workers agreed and disagreed that Lack of appropriate training
and TQM models and Lack of interest of employee as they are resistant to
change was a barrier to implementation of TQM practice at ENEO (50.0%
and 46.7% respectively). With respect to H2 it was identified that some
reasons of the failure of the implementation of TQM practices in ENEO.
Based on the answers provided by the respondents, we can consider:

 Lack of financial support and high cost of implementation

 Ineffective means of communication between top management and

employee was equally.

 Lack of appropriate training and TQM models

 Lack of interest of employee as they are resistant to change.

 As the major reasons of the failure of TQM practices in ENEO.

 CHAPTER FIVE

SUMMARY OF MAJOR FINDINGS, CONCLUSIONS AND

RECOMMENDATIONS

This chapter provides the summary of the findings of the study, conclusions
drawn from findings and recommendations based on the findings.
Conclusions drawn will be deduced from analysis and objectives set for the
research.

5.1- Summary of major findings

The study identify the Total Quality Management practices in ENEO, their
effective implementation and tries to find out if they have an impact on the
organizational performance. At the end of this research, it was observed that
Total Quality Management do have a significant impact on the ENEO
performance. In their need to better satisfy their customer, match their
standard of production and distribution of electricity across the South-west
region with respect to the national and international benchmarks and other
challenges, ENEO has to level up their quality and look for convenient
management philosophies that can be implemented and help them to provide
a competitive response to those challenges. In this study, it was realized that
Total Quality management is a vital tool in the modern changing and
competitive environment and their practices involved not only the top level
management but the whole organization and the main elements of those
practices are communication between employers and workers, control of the
activity, involvement of workers, continual improvement, training and
education, customer focus and continuous quality improvement. To better
access those practices, we carry out a questionnaire and an interview of
workers at ENEO that shows that on one hand, those practices are applied,
quality is continuously accessed and TQM have a positive impact on the
84
organizational performance. On the other hand, there are some barriers that
limit the implementation of TQM practices mainly because of the cost
necessary for their implementation.

5.2- Conclusions
This research provides an overview of Total Quality Management practices
and their implication on production organization performances like ENEO.
It mainly focused on those TQM practices in ENEO and we try to find out
their effect on the total organization performance. Based on our objectives,
we realized that ENEO apply various TQM practices like: Organisation of
seminars to educate and train workers, they recruit and select their workers
based on the management principle of “the right man at the right place”, the
company concentrates on ongoing development of personnel by establishing
extensive training programs that covers all aspects of TQM, ENEO has a
transparent and effective appraisal system for recognizing and rewarding
employees for their efforts, a continuous control process, quality is prioritize
in ENEO and the guideline is provided by the Top managers. For customer,
they have suggestion box and apply and effective after sales services.
According to our data, those TQM practices have a significant impact on
ENEO performance, with regard to their production level, net profit and
employee job commitment. Despite those positive impacts, TQM
implementation faced some barriers mainly because of their cost mostly high
and the fact that employees are resistant with the idea of change. And
finally, Total Quality Management philosophy represent a must for every
production organization success in our changing business environment since
it represents a guarantee to continuously look for quality and customer
satisfaction.

85
5.3- Recommendations
It’s recommended for ENEO to have a cell that will be responsible for the
education and sensitization of their employees with the idea of change. Since
the business word is continuously changing, the top level management will
also try to cope with those change and hence will look for measures and
policies to give a proper response and satisfaction of customer requirements.

It’s also recommend for ENEO to have a better communication means

between worker and employees. By so doing, they will have a reduction of
the cost of TQM implementation practices since it will reduces the number
of seminars and the employees will feel close to their employers and then
some of their remark will be take into consideration, it will increase their
commitment and also, the employers will have a better control on their
activity.

And finally, it will be recommended for ENEO to establish some seminar

where they will interact with their customer to better access their needs and
hence to have a direct impression on their services quality and they will be
able to organize their production to better satisfy those customer.

5.4- Area for further study

This research is limited to only to ENEO branch in Buea, South West region
of Cameroon. Further research conducted into the TQM practices not only in
ENEO in Cameroon but also production institutions in the whole South West
region of Cameroon can enable better generalization of findings. Research
can also be conducted into the effects of TQM practices, policies and
systems organizational productivity.

86
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89
 APPENDICE
PAN AFRICAN INSTITUTION FOR SUSTAINANLE
DEVELOPMENT (PAID-WA)

QUESTIONNAIRE

Dear respondent,

I am Lema Nkengue Paule Sonia (PAIDWA0057), a third year student of the

Panafrican Institute for Sustainable Development (PAID-WA)Buea. I am

carrying out a research on “The effect of total quality management on the

organisational performance: case study: ENEO Buea” in partial

fulfilment of the award of a bachelor’s degree in management and

entrepreneurship. This study will highlight the total quality management

practices of ENEO and how its influences the company’s performance.

Kindly respond to the questions below with honesty in the spaces provided.

You are assured that all information obtained will be kept confidential

(private) and will be used solely for the purpose of this research. Participants

are free to withdraw from the study at any time when need arises.

Thanks for your understanding, participation and cooperation.

Participant’s signature …………………………

90
Section A. Socio-Demographic characteristics

1. Educational qualification: primary education secondary

education
Higher education university education

2. Duration of service: less than 1 year 2-5 years greater 5

years
3. Job responsibility: Director Senior managers

Operational Managers

Table 12 Section B. Total quality management practice

Practice SD D U A SA
a) Management
leadership
Top management is actively
involved in communicating
company’s goal and vision in line
with quality management policy
Quality of service is prioritize in

ENEO

Top management provide

substantial financial support for
quality management programs in
ENEO
Top management implement
follow-up of quality management in
ENEO.
Top management ensure
recruitment of competent personnel
b) Education and
Training
Employees are regularly trained via
seminars on quality management
Employees are trained for job
related skills.
91
The company concentrates on
ongoing development of personnel
by establishing extensive training
programs that covers all aspects of
TQM.
Company has a transparent and
effective appraisal system
for recognizing and rewarding
employees for their efforts
c) Process flow
management
Company’s equipment are strictly
acquired and maintained well
according to standardized guidelines
Company systematically conducts
extensively benchmarking of other
company’s business process
Company has a wide range of
standard operating procedure which
guide operation of task
Company has alert systems in the
field and emergency response
Company regularly do internal and
external audit
The company applies for ISO 9000
certification to adhere to
international quality standards.

Table 13 Section C. Company’s performance over time

92
Performa Significa Slidely No Significa Slidel
nce ntly Decrea cha ntly y
measures Decrease sed nge increase incre
d ase
5)
n cost
6)

7)

complaints

8)
s
encountere
d
5)absente
eism rate
8)
n
from
employee
9)
of service
to customer

Table 14 Section D. Hindrance to implementation of total quality

management
Barriers to implementation SD D U A SA
5. Lack of financial
support and high cost of implementation
6. Ineffective means of
communication between top management
and employee
7. Lack of appropriate

training and TQM models

8. Lack of interest of
employee as they are resistant to change

93
94