CHAPTER ONE

INTRODUCTION

 1.1      BACKGROUND OF THE STUDY

 Total Quality Control (TQC) has become a world-wide topic in the twenty-first century. Having its roots partly in the USA and partly in Japan, it was primarily adopted by some Japanese companies in the decades immediately after world war II with the greater successes of Japanese companies during the 1980s. 

 Companies all over the world found that it was necessary to have good quality Control practices in order to stay competitive (Lagrosen, 2002). Total Quality Control is an enhancement of the traditional way of doing business. It is a proven technique to guarantee survival in world competition. Only by changing the actions of Control will the culture and actions of an entire organization be transformed. Total quality Control (TQC) as a Control approach of an organization is centred on quality based on the participation of all its members and aiming at long term success. This is achieved through 

customer satisfaction and benefits to all members of the organization and society. 

 In other words, TQC is a philosophy for managing an organization in a way, which enables it to meet stakeholders need and expectations efficiently and effectively without compromising ethical values (ISO, 8404, 1994). TQC has been widely implemented throughout the world. Many firms have arrived at the conclusion that effective TQC implementation can improve their competitive abilities and provide strategic advantages in the market place. (Anderson, Fornell & Lehmann, 1994) several studies have shown that the adoption of TQC practices can allow firms to compete globally (Easton, 1993), (Ernst and Young, 1996; Womack & Roos, 1990). Several researchers also reported that TQC implementation has led to improvements in quality, productivity and competitiveness in only 20 - 30% of the firms that have implemented it (Benson, 1993). According to a survey of manufacturing firms in Georgia, the benefits of TQC are improved quality, employee participation, teamwork, working relationship, customer satisfaction, employee, satisfaction, productivity, communication, profitability and

market share (Dale, Zairi, Vanfder Wiele & Williams, 2000).

 A study conducted by Rategan (1992) indicated that a 90% improvement rate in employee relations, operating procedures, customer satisfaction, and financial performance is achieved due to TQC implementation. However, Burrows (1992) reported a 95% failure rate for initiated TQC implementation programs; Eskildson

(1994), Tomow and Wiley (1991) reported that TQC implementation has uncertain or even negative effects on performance. Longenecker and Scazzero (1993) indicated that achieving high product quality and pursuing successful TQC implementation are highly dependent on top Control support.   Total quality Control is seen as a holistic approach to managing project. It includes continuous improvement, training and re-training of staff, customers satisfaction, top Control support, defect-free product at first attempt, elimination of rework, cost effectiveness etc.

 Haris and McCaffer (2002) stated that total quality Control consists of all activities that managers perform to improve their quality and policy such as quality planning,  quality control, quality assurance and quality improvement. It is a process of getting assurance and quality rid of poor quality from production rather than getting rid of poor quality products. Total quality Control (TQC) is a philosophy that involves everyone in an organization in continual efforts to improve quality and achieve customers satisfaction.

 Continuous improvement is the philosophy that seeks to make never ending improvements to the process of converting inputs into outputs. The three key philosophies in TQC according to Telsang (2004) are;

-Continuous improvement is never-ending push to improve.

-Involvement of everyone in the organization goal of customers satisfaction. 

-Constant training of employees on the methods and concepts of quality.

 According to Bamiscile (2004), quality can be measured by clearly laid down requirements Newlove (1987) and Pateman (2004) used the concept of conformity with requirement as the definition of quality in productive 

organization. All team members who perform quality functions should endeavour to produce quality products at first attempt. This will ensure clients satisfaction and save cost for rework. Quality affects all aspects of the organization and has dramatic cost implications. The most obvious consequence occurs when poor quality creates dissatisfied customers and eventually leads to loss of business. 

            Even though there are disadvantages associated with ISO,9000 implementations, the benefits cannot be discounted. 

1.2        STATEMENT OF THE PROBLEM

 New competitive strategies have ruptured established Control doctrines and rendered conventional methods or products/services development and delivery obsolete. Competition has become so high in all fronts that the time is now when organizations will only survive by making a difference. This is the reason John Young, president of Hwelett - Packard once said "in order to compete in a global economy, our products, systems and services must be of a higher quality than our competition increased expectation and demands on the part of customers in every area of organizational life have taken the centre stage. 

 The days are gone when organizations could rest on their Laurels and claim to hold franchise to best quality products and services. The continually wave of technological and environmental change have turned several organizations into bystanders on the road to the future and have made their structures, processes and skill become progressively less attained to the ever-changing realities of the demands and expectations of present day customers. 

 While the rule of the game today in all industry segments is continuous improvement of processes, systems and skills, many organizations do not possess a keen sense of urgency required to reinvent the needs of the current business model. 

 Quality improvement and service delivery is still seen by many organization today not as a way of survival but as optional extras. Even on occasions where a good number of organizations attempt improvement efforts. 

1.What are the impacts of Total Quality Control (TQC) in the organization?

2.What are the effects of not participating in the TQC implementation by the entire Control levels. 

3.What are the challenges disrupting the TQC implementation in the organization and how can it be attacked. 

4.To what extent does the failure to organize frequent employee training affect the TQC implementation in the organization and how can it be solved.

5.What are the implications of not applying all TQC principles during its implementation in the organization?

1.3        OBJECTIVES OF THE STUDY

 An organization that adopts total quality Control approach will not only survive but also increase its market share while the one that does not, will hardly survive. As we face the new millennium with challenges this study will help to determine the level of TQC adoption in Ama brewery. 

 This study will indicate if there are things that are being done wrongly and how to take the corrective steps. The study, will among other things achieve the following objectives;

1.To ascertain the impact of TQC in Ama Brewery.

2.To ascertain the level of Controls involvement in TQC implementation. 

3.To determine the challenges disrupting TQC implementation in Ama Brewery, 9th Mile Corner. 

4.To access the impact of employee training in the achievement of quality.

5.To investigate if the application of TQC principles in Ama Brewery has led to the significant success of their project. 

1.4        RESEARCH QUESTIONS

1.Do TQC implementation affect the organizational productivity?

2.In what ways (if any) does all Control level involvement in TQC implementation affect productivity in Ama brewery.

3.Do some challenges disrupt the TQC implementation in the Organization.  

4.In what ways does the failure to organize frequent TQC implementation. 

5.In what ways does the failure to apply all TQC principles during its implementation affect the organization. 

1.5        RESEARCH HYPOTHESES 

 It is in consideration of the problems stated above and the objective of the studied environment that the researcher propounded the following hypotheses.

1.Ho: The implementation of TQC in the organization have no impact in the organizational productivity? 

 Hi: The implementation of TQC have impact in the organizational productivity.

2.Ho: Failure of all the Control levels to participate in TQC implementation have no side effect on organizational productivity. 

 Hi:Failure of all the Control levels of participate in TQC implementation have side effect an organizational productivity. 

3.Ho:There are no challenges disrupting the TQC implementation in the organization.

 Hi: There are challenges disrupting the TQC implementation in the organization. 

4.Ho: The failure to organize frequent employees training have no affect in the TQC implementation. 

 Hi:The failure to organize frequent employee training have affect in the TQC implementation. 

5.Ho:Failure to apply all TQC principle during its implementation does not effect the organization. 

 Hi:The failure to apply all TQC principles during its implementation, affects the organization.,

1.6       SIGNIFICANCE OF THE STUDY

 These research work will help Control/organizations to understand the new definition of total quality Control (TQC) and its  importance in competitive industries. 

 TQC is not only important to Ama brewery but to all organizations in the areas of purchasing, manufacturing, product service, and marketing.

            Total quality Control (TQC) affects purchasing, manufacturing, product service and marketing.

 These study is significant in many aspects the benefits are:

1.Economic Improvement  

(In the form of reduced operating costs and loses).

2.Customer Satisfaction

(Especially regarding product quality, service and design).

3.Increases employee morale. 

 Total quality Control (TQC) encourages innovation, makes the organization adaptable to change, motivates people for better  quality and integrates the business arising out of a common purpose and all these provide the organization with valuable and distinctive competitive edge.

 It would also enable Control, especially the Control of Union Bank Plc to create an environment in which the quality of service and their products will be the vision and concern of not only the production quality department but of every staff of the organizations.

1.7SCOPE OF THE STUDY

 This study is intended to focus on the impact of total quality Control in organizational productivity with particular reference to Nigerian Breweries Plc, Ama Brewery Enugu where the goal is not only to enhance customer satisfaction but also to manage the business effectively. With a view to finding out the level of success recorded in their organization as a result of total quality Control (TQC) implementation. 

1.8       LIMITATION OF THE STUDY

 The difficulty in obtaining information from Nigerian brewery, 9th Mile Corner Enugu was the major limitation of the study. The questionnaire was administered on a hundred and sixty-eight (168) and only one hundred and forty employees responded. The unavailability of some organizational document equally was a set back to this work. 

 The limited time available within my disposal also posed a major handicap on the proper execution of the research paper. Their workers were usually on a shifting schedule, there by making it difficult for me to meet those that were supposed to issue me with vital information. 

1.9       DEFINITIONS OF TERMS

Any interrelated group of work activities that receives inputs from supplier and blends resources to transform and add value to the inputs in order to produce a product or service to meet customers needs and expectations. 

!Quality

The extent to which a product satisfies the customers. 

!Quality Circle

Work group that meets to discuss ways to improve quality and solve production problems. 

!Total Quality Control

It is a comprehensive and structured approach to organizational Control that seeks to improve the quality of products and services through ongoing requirements in response to continuous feedback.

!Quality Delivery 

All activities engaged in an organization process aimed at delivery quality products and services to customers.

!Quality Function Deployment

A structured and disciplined process of identifying the requirements of customer for process realignment and product or services re-design. 

!System

In an organization, the functions and activities that work together to fulfil the purpose of the organization. 

!Total Quality

The culture of an organization where continuous improvement is integrated into all activities.

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