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.
            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.

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.
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