RESEARCH METHODOLOGY | TOTAL QUALITY MANAGEMENT (T.Q.M) IN PZ INDUSTRIES

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 in
to 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

 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 (H_o)

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 H_o, 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

< b>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 H_o, 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                 < /span>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.