CHAPTER THREE
RESEARCH METHODOLOGY
3.1
INTRODUCTION
This chapter describes the techniques and procedures
adopted in the collection of data for this study improving production
Excellence through total Quality management (T.Q.M) in Pz industries PLC
Aba. Specifically, this chapter explains
the rational for the design adopted, the population and sample size of the
study, sources of as well as the instruments and techniques for data collection
and analysis
3.2 RESEARCH DESIGN
The
descriptive method of data analysis is adopted by the researcher. This entails the description of phenomenon
and characteristics associated with the subject. Population data is collection,
organized analyzed and interpretation adduced to the outcome for the purpose of
gaming insight into the nature and various aspects of the study.
3.3
AREA OF THE STUDY
The
study covers only Pz industries PLC, Aba, Abia state
3.4
POPULATION OF THE STUDY
The
population of the study which comprises of management, staff and employees of Pz
Industries PLC, Aba is made up of junior staff 330, supervisors 100 and management
staff 20
3.5
SAMPLE SIZE
The
sample size was determined using Yaro Yamen formula
n
= N (e)2
1+
N
Where
n = sample size
N = population
size
e = Level
of significance
I = Constant
Substituting
for the above formula
n = 450
1 + 450 ( 0.05)2
n = 450
1 + 450 (0.0025)2
n = 1 +
1.125
n = 450
2.125
= 212
3.6 RESEARCH
INSTRUMENTATION
A self-completion questionnaire was
used for the purpose of obtaining data from the respondents. The questionnaire
was grouped into two; The first one bothers on the issue of demographic characteristics of
the company such as age, sex and academic qualifications while the second one
concentrated on obtaining data concerned with the phenomenon under study.
3.7 VALIDITY
AND RELIABILITY OF RESEARCH
INSTRUMENTS:
The questionnaire was subjected to
initial tests for validity and consistency before it was finally adopted. The
reasons for these tests is to know if
the questionnaire will measure and
elicit what is expected to validate, while reliability measure was used to
measure the consistency of the instrument. Copies of the questionnaire where
given to lecturers in the department of business administration and management,
Ebonyi State university for validity and reliability.
3.8 SOURCE
OF DATA
For the purpose of this study,
considerable use was made of primary and secondary data. Primary data were
gotten directly by the researcher, which includes the data collected from
respondents through the use of questionnaires and personal interview secondary
sources of data for the study come from records such as workforce register of
Pz industries,
2.9 ANALYTICAL
TECHNIQUES
The data analysis used was
chi-square statistical tool to analyze the hypotheses formulated at 5% level of
significance, and draw accuracy from the results obtained from the
questionnaire distribution.
The
formula for chi-square is thus:
X2 = ∑
(O – e)2
e
where
X2 = chi-square
O = Actual or observed frequency
e = Expected
frequency
DECISION RULE
Adopting the chi-square formula as
developed by Kal Pearson Pertorious, (1995). The decision rule for the testing
of hypothesis is Reject Ho, if calculated X2 > critical value
Accept
Ho if calculated X2critical value.
Reject
H1 if calculated X2 < critical value.
Accept
hi if calculated X2 < critical value.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
INTRODUCTION
In this chapter, the data collected
from both senior and junior staff of Pz industries Plc, Aba through the
questionnaire is shown, analyzed and presented with the aid of tables. The
chapter presents the results of the research questions as being analyzed and
presented in tabular forms. The researcher used the last part of this chapter
to analyze and test the research hypotheses that was formulated earlier in
chapter one.
Relevant
data collected for this study were recorded and presented as follows;
SA = Strongly agreed
A = Agreed
D = Disagreed
SD = Strongly Disagreed
TPR = Total positive Response
Table
4.1: Do you know about production excellence through total quality management
in your organization?
|
Alternative responses
|
No
|
Percentage
|
|
Strongly
agreed
|
66
|
31
|
|
Agreed
|
73
|
35
|
|
Disagreed
|
41
|
20
|
|
Strongly
Disagreed
|
30
|
14
|
In
table 4.1 above, 139 respondents or 75% agreed that they are aware of
production excellence through total quality management in PZ industries while
55 respondents or 25% said that they don’t know about it
Table
4.2 Question 8
Do
you see quality management as the sole responsibility of quality control
department of your organization?
|
Alternative responses
|
No
|
Percentage
|
|
Strongly
agreed
|
75
|
36
|
|
Agreed
|
70
|
43
|
|
Disagreed
|
27
|
13
|
|
Strongly
Disagreed
|
18
|
8
|
|
Total
response
|
210
|
100
|
From
table 4.2 above, 165 respondents or 79% believe that quality management is the
sole responsibility of quality control department of PZ industries, Aba while
45 respondents or 21% see it as every body’s responsibility in the organization.
Table 4.3 Question 9
Are there measures taken by the top
management of PZ industries to improve production excellence in your
organization?
|
Alternative responses
|
No
|
Percentage
|
|
Strongly
agreed
|
72
|
34
|
|
Agreed
|
84
|
40
|
|
Disagreed
|
32
|
15
|
|
Strongly
Disagreed
|
22
|
11
|
|
Total
response
|
210
|
100
|
Table 4.3 above shows that 156
respondents or 74% agreed that there are measures taken by the top management
of PZ industries to improve production excellence while 54 respondents or 26%
disagreed.
Table 4.10 Question 10
Does top management of PZ industries
plc, Aba, need to improve on it’s commitment on quality management in your
organization?
|
Alternative responses
|
No
|
Percentage
|
|
Strongly
agreed
|
77
|
37
|
|
Agreed
|
90
|
43
|
|
Disagreed
|
24
|
11
|
|
Strongly
Disagreed
|
19
|
9
|
|
Total
response
|
210
|
100
|
In a similar vein, 167 respondents
or 80% agreed that top management of PZ industries PLC, Aba need to improve on
it’s commitment on quality management in the organization while 23 respondents
or 20% disagreed.
Table 4.5: Question 11
Will effective participation of
managers on production excellence through total quality management has any
effect on output of PZ industries.
|
Alternative responses
|
No
|
Percentage
|
|
Strongly
agreed
|
67
|
32
|
|
Agreed
|
93
|
44
|
|
Disagreed
|
30
|
14
|
|
Strongly
Disagreed
|
20
|
1410
|
|
Total
response
|
210
|
100
|
In
table 4.5, 160 respondents or 76% agreed that output of the company will
improve if managers participate effectively in production excellence through
total quality management while 50 or 24% of the respondents said no to that.
Table 4.6: Question 12
The top managers of PZ industries
PLC has not made meaningful contributions in quality improvement in your
organization.
|
Alternative responses
|
No
|
Percentage
|
|
Strongly
agreed
|
70
|
33
|
|
Agreed
|
90
|
43
|
|
Disagreed
|
31
|
15
|
|
Strongly
Disagreed
|
19
|
9
|
|
Total
response
|
215
|
100
|
From
the above table 160 respondents or 66% in the above table agreed that the top
managers of PZ industries has not made meaningful contribution in quality
improvement in PZ industries while 50 respondents or 24% believe that that
managers contribute in a meaningful may towards quality improvement.
Table 4.7: Question 4.13
Training for production excellence
does not involve other departments apart from production department?
|
Alternative responses
|
No
|
Percentage
|
|
Strongly
agreed
|
80
|
38
|
|
Agreed
|
93
|
44
|
|
Disagreed
|
23
|
11
|
|
Strongly
Disagreed
|
14
|
7
|
|
Total
response
|
215
|
100
|
Table
4.7 above shows that 173 respondents or 82% agreed that only production
department of PZ industries undergo training for product improvement while 37
respondents or 18% disagreed with that.
Table 4.8: Question 13
Do customers feedback on the
organizations product channeled to production department of PZ industries?
|
Alternative responses
|
No
|
Percentage
|
|
Strongly
agreed
|
78
|
37
|
|
Agreed
|
80
|
38
|
|
Disagreed
|
28
|
13
|
|
Strongly
Disagreed
|
24
|
12
|
|
Total
response
|
215
|
100
|
Table
4.8 above, shows that 158 respondents or 75% affirmed that customer’s complaints
are channeled to production department of the organization while 52 respondents
or 25% disagreed.
Table 4.9: Question 14
Does lack of management participation on
T.Q.M affect production excellence in your organization?
|
Alternative responses
|
No
|
Percentage
|
|
Strongly
agreed
|
68
|
32
|
|
Agreed
|
92
|
44
|
|
Disagreed
|
30
|
14
|
|
Strongly
Disagreed
|
20
|
10
|
|
Total
response
|
215
|
100
|
From
Table 4.9 above 160 respondents or 76% agreed that lack of management
participation in TQM affects production excellence in PZ industries while 50
respondents or 24% disagreed.
Table 1.10 : Question 14
Does
improved product of your competitors affect sales in your organization?
|
Alternative responses
|
No
|
Percentage
|
|
Strongly
agreed
|
72
|
34
|
|
Agreed
|
90
|
43
|
|
Disagreed
|
30
|
14
|
|
Strongly
Disagreed
|
18
|
9
|
|
Total
response
|
215
|
100
|
From
the table above, 162 respondents or 77% agreed, that when competitors improve
their products quality that it affect sales in their company while 48
respondents or 23% disagreed.
Table 4.11: Question 16
Are there relationship between quality
management and customer satisfaction in PZ industries PLC, Aba
|
Alternative responses
|
No
|
Percentage
|
|
Strongly
agreed
|
80
|
38
|
|
Agreed
|
90
|
43
|
|
Disagreed
|
25
|
12
|
|
Strongly
Disagreed
|
15
|
7
|
|
Total
response
|
215
|
100
|
Table
4.11 above shows that 170 respondents or 81% accepted that there are
relationship between quality management and customer satisfaction in PZ
industries PLC, Aba Abia State while 40 respondents or 19 percent disagreed
with that
Table 4. 12 question 17
PZ
industries Aba does not incorporate buyers feedback into the process quality
management.
|
Alternative responses
|
No
|
Percentage
|
|
Strongly
agreed
|
70
|
34
|
|
Agreed
|
84
|
40
|
|
Disagreed
|
30
|
14
|
|
Strongly
Disagreed
|
25
|
12
|
|
Total
response
|
215
|
100
|
The
table 4.12 above shows that 154 respondents or 54 percent believe that PZ
industries PLC do not incorporate buyer”s feedback into quality management
process while 55 respondents or 28% said they do.
In view of the available and
relevant data for this study provided by the field work, the researcher decided
to test the hypothesis.
Re-statement
of the hypothesis
Null
hypothesis (HO)
The
decisions of top managers of PZ industries have no negative effect on product
quality in PZ industries, Aba.
ALTERNATIVE HYPOTHESIS (HO)
The
decisions of top managers of PZ industries have negative effect on product
quality in PZ industries, Aba.
Decision Rule
Reject
Ho, if calculated x2 > tabulated x2
Accept
Ho if calculated x2< tabulated x2
Accept
Hi if calculated x2< tabulated x2
Reject
Hi, if calculated x2 < tabulated x2
The
statistical test used is
X2
= ∑ (oi - ∑ j)2
Ej
Where x2 =chi – square
O = observed
frequency
E = Expected
frequency
Level
of significance used is 5% = 0.05.
The
degree of freedom is given by (K-l) ie df
= (K-1)
Where
K = number of row or columns
4 - 1
= 3
Critical
value is given as x2 = 7.378 computation of the test statistic using
table 4.6 in research question above
X2 ∑(0-E)2
E
E = 210 = 52.5
4
Table 4.12: Question 17
|
Alternative responses
|
O
|
E
|
|
Strongly
agreed
|
70
|
52.5
|
|
Agreed
|
90
|
52.5
|
|
Disagreed
|
31
|
52.5
|
|
Strongly
Disagreed
|
19
|
52.5
|
|
Total
response
|
215
|
100
|
X2 = (O
– E,)2
E,
(70-52.5)2
+ (90-52.5)2 + (31-52.5)2 +
52.5 52.5 52.5
(19-52.52.5)
52.5
= (17.5)2 + (37.5)2 +
(-21.5)2 + (33.5)
52.5 52.5 52.5
52.5
= 5.8
+ 26.78 +
8.8 + 21.4
X2 =
62.78
DECISION RULE
Reject the Null hypothesis if the
calculated value is greater than table to value
Calculated
value = 62.78
Calculated
value of X2 = 62.78
> 7.378
Since
the calculated value of 62.78 is greater than the critical value of 7.378, the
null hypothesis should be rejected and the alternative hypothesis accepted.
We therefore, conclude that the
decisions of top managers of PZ industries have negative effect on product
quality in PZ PLC, Industries Aba
TEST HYPOTHESIS II
Re-statement
of hypothesis
Null
hypothesis (Ho)
Production
excellence through total quality management is not affected by lack of support
by top management of PZ industries PLC Aba.
Alternate
hypothesis (H1)
Production
excellence through total quality management is affected by lack of support by
top management of PZ industries Aba .
DECISION RULE
Reject
Ho, if calculated X2 > tabulated X2
Accept
H1, calculated X2 > tabulated x2
Accept
H1, if calculated X2> tabulated x2
The
statistical test used is
X22 = ∑ (O-E)2
E
X2 = chi-square
O = observed
frequency
E = Expected
Frequency
Level
f significance used 5% = 0.05 degrees of
freedom is given by (K-I)
Where
K = number of rows or columns
4
- 1
=
3
Critical
value is given as X2 = 7.378
computing the test statistics using table 4.9 in research question above.
X2
∑(O –E)2
E
Table 4.14
|
Alternative responses
|
No
|
Percentage
|
|
Strongly
agreed
|
68
|
52.5
|
|
Agreed
|
92
|
52.5
|
|
Disagreed
|
30
|
52.5
|
|
Strongly
Disagreed
|
20
|
52.5
|
|
Total
response
|
210
|
210
|
X2 = (O
– E,)2
E,
(68-52.5)2
+ (92-52.5)2 + (30-52.5)2 + (20 – 52.5)2
52.5 52.5 52.5 52.5
(15.5)2
+ (39 – 5)2 + (-22. 5)2 +
(-32.5)2
52.5 52.5
52.5 52.5
4.6 +
29.7 + 9.6
+ 20
X2 = 63.9
DECISION RULE:
Reject
the null hypothesis if the calculated value is greater than the table value
Calculated
value = 63.9
Table
value of X2 = 7.378
Since
the calculated value of 63.9 is greater than the critical value of 7.378 the null hypothesis should be rejected
and the alternative hypothesis accepted.
Hence we conclude by saying that
lack of support by top management of PZ industries has negative effect on
production excellence.
TEST HYPOTHESIS III
RE-STATEMENT OF HYPOTHESIS
NULL HYPOTHESIS (Ho)
There are no measures by managers of PZ industries to
improve production excellence in PZ industries PLC, Aba.
Alternate
hypothesis (Hi)
There are measures taken by top managers of PZ
industries PLC to improve production excellence in PZ industries PLC.
DECISION RULE
Reject
Ho, if calculated X2 > tabulated X2
Accept
H0, calculated X2 > tabulated x2
Accept
H1, if calculated X2> tabulated x2
Accept
H1, if calculated X2> tabulated x2
The
statistical test used is
X22 =
∑ (O-E)2
E
X2 = chi-square
O = observed
frequency
E = Expected
Frequency
Level
f significance used 5% = 0.05 degrees of
freedom is given by (K-1)
Where
K = number of rows or columns
4
- 1
=
3
Critical
value is given as X2 = 7.378
computing the test statistics using table 4.3 in research question above.
X2
∑(O –E)2
E
E = 210 = 52.5
4
Table 4.14
|
Alternative responses
|
No
|
Percentage
|
|
Strongly
agreed
|
72
|
52.5
|
|
Agreed
|
84
|
52.5
|
|
Disagreed
|
32
|
52.5
|
|
Strongly
Disagreed
|
22
|
52.5
|
|
Total
response
|
210
|
210
|
X2 = (O
– E,)2
E,
(72-52.5)2
+ (84-52.5)2 + (32-52.5)2 + (22 – 52.5)2
52.5 52.5 52.5 52.5
(19.5)2
+ (31 – 5)2 + (-20)2 +
(-30.5)2
52.5 52.5
52.5 52.5
= 7.2
+ 18.9 +
7.6 + 17.7
= 51.4
DECISION RULE:
Since the calculated value of 51.4 is greater than the
critical value of 7.378, the hypothesis should be rejected and the alternate hypothesis
accepted.
We therefore conclude by saying that
there are measures by the top managers of PZ industries plc, Aba to improve
production excellence through total quality management in the
organization.
CHAPTER FIVE
FINDING
5.1 DISCUSSION
OF FINDINGS
From the result of the
findings, the research reveals that TQM in any organization should be the
responsibility of the every department in an organization. Managers should be the channel by which TQM
philosophy should be conveyed to other parts of the organization because
effective participation of management will surly brings about positive result
in the organization. This is because if employees see that management are
committed to the principles of T.Q.M, they might be more likely to follow their
ensample. The first hypothesis tested show that decisions of top managers of PZ
industries PLC, have negative effect on product quality. This means that the
decisions of the management should be geared towards improving quality to
enable the company products cope with the ear rent trend of quality in the
market. The second hypothesis, puts it clearly that production excellence
through total quality management is affected by back of support by top
management of pz industries to improve production excellence through total
quality management which implies that the efforts or measures by top managers
need to be improved especially in the area of implementation since the first and
second hypothesis revealed that the problem of quality management is as a
result of non – compliance of top management in the implementation grosser of
TQM in the organization.
5.2 IMPLICATIONS
OF REVIEW
Quality has become one of
the important factors for achieving competitive advantage. A good quality
product or services enables an organization to add and retain customers poor
quality leads to discontented customers so the cost of poor quality are not
just those of immediate waste or
rectification but also the loss of
future sales.
There is an ever –
increasing demand for quality products and / or services and this global
revolution had forced organizations to invest substantial resources in adopting
and implementing total quality management strategies. In this study, the
findings shows that quality is the responsibility of everybody working in the
organization.
That without the full
involvement of top managers of Pz industries in quality will be impossible to
implement a comprehensive quality strategy in the organization.