CHAPTER FOUR
DATA
PRESENTATION, ANALYSIS AND DISCUSSION OF FINDINGS
The
presentation of data collected means the way of arranging the different forms
of data obtained through various data collecting techniques to enable the
researcher perform analysis and exact new meanings from them. The
data collected were presented in simple tables. The data analysis was based on
the answers to the key questions received from the various departments. The key
questions in the questionnaires were analyzed by the use of simple percentages. A
total of 174 copies of questionnaire were distributed and 53 were not returned,
so the analysis of data was based on the returned questionnaire.
TABULAR REPRESENTATION OF QUESTIONNAIRE
DISTRIBUTION
Tabl4.2:
DISTRIBUTION OF QUESTIONNAIRE
questionnaire
|
respondents
|
percentage
|
No distributed
|
121
|
100
|
No returned
|
-
|
-
|
Number not
return
|
-
|
-
|
Total
|
121
|
100
|
Sources:
field survey 2014
TABLE 4.2: DISTRIBUTION OF RESPONDENTS
ACCORDING TO LEVEL OF EDUCATION
Age
|
Respondents
|
Percentage
|
SCE
|
47.28
|
|
OND/NCE
|
73
|
58.6%
|
MSc/MBA
|
48
|
39.6%
|
Doctoral
decree
|
2
|
1.2%
|
Total
|
121
|
100
|
Sources: field
survey, 2014
From
the table above in table 4.1, it could be seen that 31 respondents, 18.6%
possess SCE, it equivalent to 47.28%, 73 or 58.6% respondents possess OND or
NCE, 48 or 39.6% respondents possess MSc or MBA while 2 or 1.2% of the
respondent possess Doctoral decree.
TABLE 4.3: AGE
DISTRIBUTION OF RESPONDENTS
Age
|
Respondents
|
Percentage
|
20-30
|
45
|
37.1
|
31-40
|
55
|
45.4
|
41-50
|
15
|
12.3
|
51-50
|
6
|
4.9
|
Total
|
121
|
100
|
Sources: field
survey, 2014
The
above table shows that 45 (37.1%) of the respondents are between the age of
20-30 years, 55(45.4%) of them are between the age of 31-40 years, 15 (12.3%)
of them are between the ages of 41-50 years while 6 (4.9%) of them are between
51-60 years.
TABLE 4.4: DISTRIBUTION OF RESPONDENTS
ACCORDING TO LENGTH OF SERVICE
Length of
service
|
Respondents
|
Percentage
|
1-3
|
33
|
27.2
|
6-10
|
42
|
34.7
|
11-13
|
25
|
20.6
|
16-20
|
13
|
10.7
|
21
and above
|
8
|
6.6
|
Total
|
121
|
100
|
Sources: field
survey, 2014
From
the above table of 4.4, it could be seen that 53 or the percentage of 31.7%
workers have 5 years. 42 respondents or 34.7% of the workers have worked
between 11-13 years, 13 or 10.7% of the workers have worked for 20 years and
above in the company.
TABLE 4.5 DEPARTMENT OF WORKER
Department
|
respondents
|
percentage
|
Production
|
60
|
49.5
|
Marketing
|
31
|
25.6
|
Research
& development
|
10
|
8.2
|
Personnel
training
|
8
|
6.6
|
Security
|
8
|
6.6
|
Others
|
4
|
3.3
|
Total
|
121
|
100
|
Source: field
survey 2014
The
table 4.5 above that respective department of workers out of this total
frequency of 121 workers sampled, 60 respondents representing 49.5% of the
department was the worker in the production department, 25.6 respondent
representing 18.6% were in marketing, 11
or 25.6% of the workers were onresearch and development, 8 or 6.6% of the
workers are under personnel and training department whilesecurity, transport
and cleaners are 8 and 7 or 6.6% in number.
TABLE 4.6 BUSINESS OF COMPANY
Option
|
Respondents
|
Percentage
|
Assembling
|
-
|
-
|
Service
|
-
|
-
|
All
of the above
|
121
|
100
|
Total
|
121
|
100
|
Sources: field
survey 2014
The
table 4.6 above shows the business of Kia manufacturing limited according to
the respondents, the company engages in manufacturing of automobiles,
assembling and service.
TABLE 4.7:
FACTORS CONSIDERED IN PRODUCTION
Option
|
Respondents
|
Percentage
|
Consumer
satisfaction
|
20
|
16.5
|
Company’s
image
|
-
|
-
|
Profit
|
-
|
-
|
Laid
down standard
|
21
|
17.3
|
All
of the above
|
80
|
66.1
|
Total
|
121
|
100
|
Source: field
survey, 2014
The
table 4.7 above shows that the various factors which company considered in
production, those factors are basically consumer satisfaction that was at the
range of 27.5% while the profit level was zero.
The
laid down standards of company’s image was well as durability of the products.
TABLE 4.8:
WHETHER KIA PRODUCTION COMPANY
CAN COMPETE WITH
FOREIGN PRODUCT
Option
|
Respondents
|
Percentage
|
Strongly
agree
|
31
|
18.6
|
Agree
|
58
|
47.9
|
Disagree
|
32
|
19.2
|
No
idea
|
-
|
-
|
Total
|
121
|
100
|
Sources: field
survey, 2014
From
the above 4.8 table, the views of the whether the products of Kia can compete
foreign product, 18.6% of the respondents strongly agreed while respondents 32
or 19.2% disagreed.
This
shows that over 80% of the respondents agreed that products of Kia
manufacturing ltd are as good as foreign products.
TABLE 4.9 WHAT IS THE SECRET OF THE 3
STANDARD OF PRODUCTION KIA
Option
|
Respondents
|
Percentage
|
Quality
management
|
87
|
52.1
|
Administration
|
9
|
5.4
|
Motivation
of the workers
|
-
|
-
|
All
of above
|
26
|
21.4
|
total
|
121
|
100
|
Sources: field survey 2014
The
table 4.9 shows the standard of products in Kia. The respondents were further
asked the secret of the standard of the products of Kia. 87 or 52.1%
respondents said it is quality management, while 71 or 42.5% of the workers
said it is both quality management and good administration.
TABLE 4.10 WHAT METHOD OF QUALITY
MANAGEMENT
Option
|
Respondents
|
Percentage
|
Quality
audits
|
53
|
31.7
|
Quality
circle
|
-
|
-
|
Inspection
|
49
|
29.3
|
Statistical
|
-
|
-
|
All
of the above
|
19
|
15.7
|
Total
|
121
|
100
|
Sources; field survey, 2014
The
table 4.10 above shows the methods of quality management. When the respondents
were asked the method of quality control management which the company adopted
majority of the respondents favoured all of the quality audits circle,
inspection and statistical control chart.
TABLE
4.11 WHICH DEPARTMENT IS RESPONSIBILITY FOR IMPLEMENTATION
Option
|
Respondents
|
Percentage
|
Producer
|
61
|
50.4
|
Research
& development
|
60
|
49.5
|
Marketing
|
-
|
-
|
Personnel
|
-
|
-
|
Total
|
121
|
100
|
Sources: field survey, 2014
The
table 4.11 above shows that in the company the department responsible for the
implementation of the workers in the research and development department.
TABLE 4.12 WHAT EFFECT OF QUALITY DOES
MANAGEMENT IN KIA MANUFACTURING LIMITED PRODUCT HAVE
Option
|
Respondents
|
Percentage
|
Quality
improvement
|
43
|
25.7
|
Production
modification
|
-
|
-
|
Defect
prevention
|
7
|
4.2
|
Reduction
of product
|
-
|
-
|
Improving marketability product
|
11
|
6.6
|
All
of the above
|
60
|
49.5
|
Total
|
121
|
100
|
Sources: field survey 2014
Table
4.12 above shows the respective effects quality of management on Kia products,
these effects among others are quality improvement, product modification,
defect prevention, reduction of production cost and improving marketability of
the production.
TABLE 4.13 WHAT IS THE QUALITY
MANAGEMENT CONTROL POLICY IN KIA COMPANY
Option
|
Respondents
|
Percentage
|
Practices
method
|
121
|
100
|
Reactive
method
|
-
|
-
|
All
of the above
|
-
|
-
|
None
of the above
|
-
|
-
|
Total
|
121
|
100
|
Sources: field
survey 2014
From
the above 4.13 table, the respondents were asked, the quality management
control policy used in the company all of their unanimously agreed that is the
productive methods.
TABLE 4.14: DOES
QUALITY MANAGEMENT REQUIRES
SPECIAL TRAINING
FOR THE WORKERS
Option
|
Respondents
|
Percentage
|
Yes
|
91
|
75.2
|
No
|
-
|
-
|
No
ideal
|
30
|
24.7
|
Total
|
121
|
100
|
Sources: field
survey 2015
The table 4.14 shows the special
training for the workers on whether quality management requires special
training for workers. 131 respondents representing 78.4% said yes, while 36
workers representing 21.6% have no idea.
This shows that quality management
requires a special training for the workers.
TABLE
4.15: IS THERE ANY QUALITY AWARENESS
ABOUT THEIR PRODUCT
Option
|
Respondents
|
Percentage
|
Yes
|
121
|
100
|
No
|
-
|
-
|
No idea
|
-
|
-
|
Total
|
121
|
100
|
Sources: field survey, 2014
From the above table 4.15 shows that
when that when the respondents were asked whether they embark coarsely answered
‘yes’ in a respondent were asked whom they carried the awareness to, they said
it is the workers and the consumer and the consumer alike.
TABLE
4.16 IS THERE AN EXISTENCE OF QUALITY MONITORING AGENCIES
Option
|
Respondents
|
Percentages
|
Yes
|
121
|
100
|
No
|
-
|
-
|
No idea
|
-
|
-
|
Total
|
121
|
100
|
Sources:
field survey, 2014
The table 4.16 shows the existence of
quality monitoring agencies. When the respondents were asked whether there are
quality monitoring agenciesand organization at 100% of the respondent named the
Nigeria manufacturers, association of Nigeria ministry of commerce, industry
and productivity.
TABLE 4.17: THE
PROBLEMS THE KIA MANUFACTURING COMPANY ENCOUNTERED
Option
|
Respondents
|
Percentage
|
Cost of implementation
|
24
|
14.4
|
None
challant attitude of workers
|
29
|
17.4
|
Lack
of experience planners
|
17
|
10.2
|
All of the above
|
71
|
58.6
|
Total
|
121
|
100
|
Sources:
field survey, 2014
From the above table 4.18, the respondents
were asked the problems that are encountered in quality management, 17.4% of
the problems was also non challant attitude of the workers. 10.2% the problem,
Kia manufacturing company limited was lack of experienced planners and the
remaining 38.1% was also included in the problem of the company.
4.2
TEST OF HYPOTHESIS
In this section of this work, the
research hypothesis which has earlier been formulated in chapter one are now
being tested accordingly so as to achieve the objective of the study. The
hypothesis was tested using an appropriate statistical tool ( yamani ) and the
finding will be sue to determine whether or nor the null hypothesis to be
accepted or rejected
The data for testing that hypothesis was
based upon a sample size of (174) which comprises kai motors staff, both
management and officers.
TEST
OF HYPOTHESIS
Null
hypothesis:
The level of awareness of total quality management is very low
Alternative
hypothesis:The
level of the aware of total quality management is not very low.
Test
data:
The data used in testing the above hypothesis were responses to question (Nul)
of the questionnaire.
Level
of significance:
The hypothesis was tested at the 5% level of significance.
Test
statistics:
test statistic employed is the yamani distribution
1+N(e)2
Degree of freedom
DF = (r-1)
= (4-1)
= 3
COMPUTATION OF THE CRITICAL VALUE
X2 =30.08= 7.815(table
of X2)
Decision
Rule
Reject
hi if X2 (calculate) ≥ 7.815
Accepted
Hi, if X2 (calculated) ≤ 7.815
DECISION
From
the above calculation, the value is 1,776 while the value X2 at the
5% level of significance is 3.841. Therefore, we accept the alternative
hypothesis Hi and reject the null hypothesis Ho. We conclude by saying that the
extent of application of total quality management on Kia motors are high.
TOTAL QUALITY
MANAGEMENT AS A CORPORATE STRATEGY
FOR
ORGANIZATIONAL GROWTH
(A CASE STUDY OF
KIA MOTOR MANUFACTURING COMPANY LAGOS)