SUMMARY
The quality movement has gone
through many transformations. In the past, controlling quality meant that the
product had to be inspected after it was produced to check whether it met all
the specifications or not. The transformation form inspection mode to
prevention mode is considered to be a very important step in building quality
from the very beginning or start for the manufacturing process. This quality
movement saw focus on building quality in every task that is performed in an
organization.
This shift in the quality movement
focus from just a concentration on manufacturing to company wide activities
explains why there is need for the managers of PZ industries to champion the
implementation of quality management instead of seeing it as the sole
responsibility of production and quality control department.
The study which the main objective
is to identify the level of commitment of top management in improving production
excellence through total quality management in PZ Industries with a view to improving
in order to enhance product quality and reduce cost in PZ Industries.
From
the data analysis the study identified
1. That the decisions of top management of
PZ industries have negative effect on product quality in PZ industries plc,
Aba.
ii. That production excellence through
total quality management is affected by lack of support of top management of PZ
industries plc, Aba.
iii. That there are measures by the top managers
of PZ industries plc, Aba to improve production excellence through total
quality management in the organization.
Conclusion
In this research work, an attempt
has been made to emphasis on the importance of top management commitment on
total quality management in PZ industries plc, Aba. Initiating a T.Q.M. programme
with its associated costs and cultural change requires commitment form senior
managers. In an organization, if managers are committed to quality they should
not only actively be involved in total quality management and improvement
process, but also strongly encourage employees involvement in total quality
management and improvement process. A company that understands the connection
between quality management and customer satisfaction will often be more likely
to build a long-term relationship with its target market. This is primarily
because the products measures up to or surpasses the level of quality the
customer expects. If the purchase meets quality expectations then the customer
will begin to develop trust in the company, thus increasing overall
satisfaction.
RECOMMENDATION
i. Before
beginning a TQM programme, executives from corporate and division management of
PZ industries need training in core TQM techniques and access to data that
demonstrate the productivity and cost benefit of the approach. Following the
training, senior managers of pz industries should appoint a TOM manager or
instigator to develop an implementation strategy and work with human resources
to create employee training programs.
ii. The
management needs to create a team of line managers knowledgeable about TQM to
support and communicate the core principles and behaviours expected in a
TQM-based organization. The facilitators will assist in acquiring resources,
making time available for training and recognizing and rewarding individual
employees for their quality efforts and continuous improvement ideas.
iii. Managers
of PZ Industries should be used to train employees in TQM rather than using
outside consultants or human resources trainers. Before the training, the
importance of TQM must be communicated to them. Being required to teach TQM by
the managers will lead to greater competence in the management staff, because
they must understand the approach and techniques to teach them to employees. If
the cannot teach the entire TQM course, they should reinforce the importance of
each training class by introducing the training and restating the executive
commitment to the process.
Iv Managers
should present TQM based planning and results during routine staff meeting and
individual performance review.
v Managers
of PZ industries must practice TQM, in addition to preaching it by using data
collected and planning tools such as flow charts cause and effect diagrams,
pareto and control charts, custom preference data to derive decision making.
vi Provide
frequent reports to staff and senior management highlighting continuous
improvement in key performance indicators.