Abstract Total Qulaity Management can improve the

competitiveness, effectiveness and flexibility of an organisation.

Literature suggests that many organisations have realised both
savings and growth through implementing Total Quality
Management. Some organisations have failed to realise the same
benefits. The failure of Total Quality Management implementation
has been blamed on barriers such as lack of resources, lack of top
management support and weak empoloyee involvement just to
mention a few. However very few papers have focussed on cultural
dynamics such as effective training and education strategy;
organisation transformation and communication as barriers in
implementing Total Quality Management. Multiple case study
research was carried out to evaluate how three small and medium
manufacturing companies have implemented their Total Quality
Management programmes. The paper established that benefits such
as improved staff motivation, reduction in costs, improved product
quality and improved administrative procedures were achieved.
Areas that were noted as lacking include training in technical skills to
support continouous quality improvement efforts, and weak team
building.

KeywordsTotal Quality Management, competitiveness,
training, education and organisation.
I. INTRODUCTION
OTAL Quality Management (TQM), is a broad-based
approach used by world class companies to achieve
organisational excellence [1] and satisfying everchanging
customer needs [2]. Most reserachers agree that TQM is a
useful philosophy for manangement, if it is properly planned
and implemented [3] it can help management to deliver on
organisational goals, targets and strategy [1] incluing worker
empowerment, improved teamwork and continouous
improvement [4]. However, TQM, literature suggests mixed
success stories across the business world, with some authors
recording failure rates of between 60 % and 67 % and this has
left some companies to believe that TQM has not delivered
according to its promise [5]. The TQM success rate of 33 %
to 40 % may not appear substantial, but literature indicates
that many organisations have used the TQM approach
successfully. This supports the proposition that the failure of
TQM in any organisation can not be subjectively linked to
Goodwell Muyengwa is with University of J ohannesburg, Department of
Mechanical and Industrial Engineering Technology. J ohannesburg, South
Africa. : +27115596381; fax: ; e-mail:gmuyengwa@uj.ac.za)

deficient principles of TQM. Rather it is likely to be linked to
possible flaws in implementation plans that have not
considered the impact of TQM implementation barriers and
underlying cultural dynamics during the implementation
process. This serves as the motivation of this study.
Implentation of TQM brings about organisational
transformation [6]. If the process is not well managed it can
result in mis-trust between management and employees
leading to demotivated employees [7], [2]. Employee working
practices and attitudes can be changed through sound training,
open communication and top management support [1], [8].
Organisations that have successfully implemented TQM have
done so through a well planned and resourced training and
education strategy [7].
Through training, top management committment and good
communication, employees can focus on quality objectives [9]
enabling a smooth implementation of TQM. Critical TQM
implementation factors are shown in figure 1. Common
features contributing to improved performance are; quality
efforts, customer focus, management leadership, employee
involvement, open culture, fact based decision making,
partnership with suppliers and continuous improvement, [2],
[4], [10]. This paper will evaluate how three small and
medium, (SME) manufacturing companies managed their
quality training efforts, how they communicated the TQM
philosophy to all employees and what strategies have been put
in place to sustain the gains of TQM implementation. All the
three SMEs have implemented their TQM progranmmes based
on the ISO 9000:2008, but so far none of them has applied for
certification. However it is worth to note that their TQM
implementation would be different due to varying
organisational structures, different leadership styles and
cultures [11], [12].

Fig. 1 Critical factors for TQM implementation
Evaluation of Total Quality Management
Implementation in Small and Medium
Manufacturing Companies
Goodwell Muyengwa
T
International Conference on Law, Entrepreneurship and Industrial Engineering (ICLEIE'2013) April 15-16, 2013 Johannesburg (South Africa)
256
II. BACKGROUND OF CASE STUDIED COMPANIES
A. Case Study A
The study concerned a manufacturing engineering company
which is into manufacturing of agricultural implements that
include ox-drawn and tractor drawn transport equipment, wide
range of tanks, ploughs and harrow discs. The company is
also into assembly and servicing of tractors. It runs a foundry
where casting of agricultural equipment components is done.

B. Case Study B
A second case study covered the implementation of total
quality in a medium sized manufacturing company. The
company is into casting and maniching of various products
ranging from valve and pump bodies, sewer and water
reticulation pipes and joints, ball mills and some agriculture
components. This company had also introduced TQM.

C. Case Study C
A manufacturing company was examined in the third case
study. The company is into casting and extrusion of plastic
components for both domestic and industrial use as well as for
manufacturing electrical gadgets. The study showed that it
aimed to develop its quality culture in similar ways as the
medium-size company.
III. RESEARCH OBJ ECTIVES
a) To evaluate success factors of training and
communication experienced by three SMEs in
implementing their TQM programmes from 2008 to
2012
b) To evaluate how TQM programmes were monitored
from 2008 to 2012 in the three SMEs.
IV. LITERATURE REVIEW
A. Total Quality Mamagement
TQM is a way of managing the whole business or
organisation to ensure that customer expectations can be met
and if possible exceeded at every stage, internally and
externally, [2][6]. TQM is a philosophy with guiding
principles of working with and through people to achieve
organisational change, [1], [3]. Reference [6] reported that
changes attitude and values of employees and managers
towards their responsibility for quality. TQM implies issues
such as leadership, continouous improvement, team work and
communication [13]. TQM organisations use techniques of
process management in developing cost and effecive
processes that are stable and capable of meeting customer
expectations [14]. TQM concepts of process improvement
enable companies to achieve either breakthrough gains or
incremental continuous improvement. Companies implement
TQM in-order to meet competition, increase productivity and
achieve customer satisfaction [4], [15].

B. Organisational Transformation
TQM implementation, as a dynamic process [1] brings
about organisational change [8]. During the implementation
phase of TQM, various factors must be monitored in-order to
reduce fears of the unkown and to help avoid staff resistance
[16] and bring in a new culture. References [17], [18], [19]
classified organisational changes into four categories: changes
in organisational processes; changes in organisational function
(structural change); changes in values, beliefs and human
behaviour (cultural change) and changes in power
distributions within the organisation. However this paper does
not look into these four categories as individual change
dimensions, but a holistic view of the changes brought about
by TQM implementation will be looked into. For any
organisation to succeed in the transformation process, top
management must take full responsibilkity in implementing,
nurturing and empowering all employees in TQM activities
[18].
TQM emphasises cultural change through commitment of
employees to the ideas of quality and teamwork. Barriers to
culture change are norms and values that are focussed on short
term production and quick fixes [15] and persuing
departmental goals instead of company wide goals [19]. TQM
philosophy encourages team-based performance management
system [20] as opposed to the traditional one which focusses
on individuals. However TQM does not cover organisational
politics, which might lead to other groups being favoured in
getting more resources [21], with consequences of mistrust
among workers [15].
C. Training
Training helps subordinates to better understand their
responsibilities, authority and accountability [22] as they
contribute to achieving the objectives and goals of the
organisation. The aim of training is to impart new knowledge,
skills and attitudes (KSA), on employees for the sole purpose
of performance improvement [22]. Reference [23] argued
that training is enhanced by the application of KSA through
factors such as goal setting, workload, peer support, coaching,
supervisor feedback, individual motivation and job design.
Modern and competitive organisations enhance their
capabilities by setting up structures that foster a culture of
continuous learning and information sharing [24] and such
structures supports TQM implementation [1].
Training must enable workers to adapt to the fast changing
global competitive environment, since this is one of the key
organisational capabilities, [25]. Other key factors that help
organisational superior performance is attained through sound
knowlwdge management and proper organisational learning
[26], this is supported by [27] who reported that learning
capacity and knowledge capability factors can be sources of
an organisations competitive advantage. The impact of
training will be evaluated through tangible and intangible
factors, [28]. Tangible factors include reduced errors and
improved quality while intangible factors will include
improved employee motivation and self esteem [28]. The
research will also look into barriers to job-related training
pertaining to TQM.

D. Communication
Communication involves the process of transmitting
meaningful information. At managerial level communication
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occurs in three levels intrapersonal, interpersonal and
organisational, [21]. Of interest in this paper is how an
organisation systematically gathers, analysed and
communicates data for quality problem solving activities,
often called Quality Management Information (QMI) [29].
QMI provides a wide range of data from purchasing,
markerting, manufacturing, design, customers and suppliers
[30]. Communication has also been enhanced by use of
software packages such as Enterprise Resource Planning
(ERP) and use of Intranets within a companys different
departments. Intranets with the support of relevant software
such as Enterprise Performance Management (EPM) help
employees including management to have a clear
understanding of a companys strategy through the display of
important information [31]. EPM collects data from other
applications such as customer relationship management and
ERP.
V. RESEARCH METHODOLOGY
The research methodology of this study includes relevant
literature review, and detailed case study on five medium
sized engineering companies. Case studies [32] can be used to
explore, describe, explain and compare while [33] stated that
case studies focus on one instances relationships and
processes in a natural setting with the possibility of using
multiple sources and methods for both data gathering and
analysis. The triangulation method was used for data
gathering as suggested by [34]. The method included
extensive literature review, a survey with well prepared
questionnaires and in depth interviews. The questionnaire
focussed on training and education, communication and
monitoring of TQM progress; which included quality of
products, productivity levels, returns, scrap and reworks
VI. RESEARCH FINDINGS
A total of 47 respondents were received from the survey,
Company A had 15, B had 16 and C had 16. The response
from the questionnaire will be analysed in the following
sections.

A. Types of Training


Fig. 2 Types of training

On job training, external short courses and in-house lectures
[6] were the outstanding methods used for staff training.
Training was provided both from within and outside through
short meetings of managers/ supervisors with their staff and
short courses presented by managers [35] and outsiders at the
companys expense. Training influences the process that can
help to improve quality [36]. From training some of the non-
technical skills that were observed were supervisors improved
leadership skills, and moderate teamwork skills [9].

B. Soft Skills Training


Fig. 3 Summary of soft skills training

Company C was doing well in conducting training in soft
skills such as communication skills, teamwork building and
facilitation as compared to companies A and B. Soft skills are
necessary as they support quality improvement efforts [6],
[36]. In company B the research team observed that efforts
were made to ensure that managers and supervisors
commnunicated with their staff on both formal and informal
basis [37] which included answering questions and obtaining
views on how the company was operating [37]. Team
briefings were held monthly and allowed members of teams to
ask questions, this supports TQM implementation as
suggested by [38], [36]. Questions and answers were
published on notice boards. The works Chief Executive
regularly visited the shop floor and discussed any relevant
matters with any employee [35]. He welcomed comments,
supported practical ideas and clearly explained why other
ideas could not be executed. In company A consultative
meetings allowed employees to ask questions, which were
answered. However the consultation had not developed as far
as in the other companies by end of the case study period.
In the early days practical training was provided in all
aspects of total quality, including solving problems by quality
teams and the use of quality tools such as brainstorming, cause
and effect diagrams, histograms, Pareto analysis and scatter
diagrams., p-chart and np-charts, as shown in figure 4.
Companies A and B had improved on their process
management, quality perfomance data such as defect rate,
scrap and rework were effectively collected, analysed and
shared this showed an improvement in their quality. This
agreed with the work of [39] who established that quality
metrics when calculated from reliable and valid data can be
used for quality improvement purposes.


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C. Training in Statistical Quality Tools


Fig. 4 Use of Quality Tools, Adapted from Anoop Pate, 1994, [6]

Company C exhibited a committed approach to quality
training followed by Company B. The research established
that Company A was not performing well hence management
did not allocate sufficient resources for training as was done in
Companies A and B. Barriers to effective training were lack
of resources, weak project management structures, lack of
expertise within the companies concerned, expensive
consultation rates charged by quality experts and high levels
of labour turnover that impacted negatively on the companies
ability to sustain quality efforts.
In all the three companies, training included understanding
and commitment, quality management systems, improvement
teams, process improvement but advanced quantitative
methods was not done [11] Barriers that were noticed in all
the three SMEs were negative attitudes by senior management
towards further employee training [40] majority of them cited
the need for business survival rather than long-term
investments in staff development [41]. This has a detrimental
effect of missing on staffs ability to come up with
breakthrough improvements [41] that can be used to sustain
competitive advantage of the company. Advanced training in
quality issues such as Design of Exoperiments, Six Sigma and
Quality Function Deployment were not done. This was
attributed to lack of resources.
D. Monitoring of TQM
All three case studied companies had some records of TQM
monitoring. TQM has brought in some improvements in the
way the three companies are managed. These benefits are
shown in the respective graphs.

Fig. 5 Company A-Reduction in Casting Costs.

Casting cost data was obtained for the years 2010 to 2011.
According to management these costs include labour, material
and energy utilisation. The research established that casting
costs have been reduced due to TQM efforts [42]. Costs
reduction has been made possible due to improved working
methods [9] due to TQM training, reduction in overtime and
better utilisation of resources.


Fig. 6 Company B-Reduction in Casting Defects

Production data of casting defects, from the foundry of
Company B, was analysed. The graph shows that there has
been marked reduction in defects from 2010 to 2011. The
positive effect of this reduction is that the foundry now
experiences less reworks and scrap thereby reducing costs.
The morale of the workers had also improved due to reduced
completion of non-conformance reports. Employee
involvement [16] played an important part in identifying and
rectifying problems that were associated with high defects
rates.

Fig. 7 Company C-Reduction in Cycle Times and Delays

Data obtained from Company C indicated that there was a
reduction in the cycle times and delays experienced in the
foundry. Cycle times were recorded on the actual casting
process and delays from the preparation done before casting
commences. This was attributed to improve working methods
that resulted from joint problem solving [16] that was done by
both management and employees. This shows the benefits of
participation [1] of all employees in TQM efforts.

E. Organisational Transformation
Organisational transformation is an ongoing process [15]
which can not be achieved in a short period of time [18]. In all
the three companies the transformation process was being
spearheaded by facilitators, first line managers and
supervisors who were first trained in quality improvement.
Company C and B had facilitators who were not involved with
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production [15] and they acted as quality experts [2]. These
facilitators were responsible for overseeing education and
training and getting TQM off the ground, [4]. TQM was being
used as an agent for change [16] and the focus was on
improving quality culture [1]. However it was noticed that
some supervisors were not happy to have been replaced by
working team leaders [25]. The reason for replacing
supervisor was to emphasize team work approach [15] in
solving day to day problems [3].
Overally it was noticed that successful implementation of
TQM requires sufficient time, normally two to three years
before results can be seen. TQM must be introduced so that it
maximises all employees enthusiasim in-order to minimise
staff resisitance [2]. The ability of the leaders to lead [7] and
top management commitment [10] helps to speed up the
change process necessary for TQM implementation [15]. Top
management must be consisitent in their TQM planning
activities and must involve employees when making decisions
[1], [4]. Effective communication will help to allay fears of
employees. Communication must be two way in nature,
allowing employees to express their views on issues
pertaining to quality [16].

F. Summary of Findings
All three companies understood that successful
implementation of TQM is through people [16] management
addressed the issue of training [43] communication [21] and
participated in achieving organisational goals. TQM benefits
that were noticed include improved employee motivation,
better communication and improved organisational
commitment [17]. Managers in all the three companies
indicated that they now understand the value of customer
focus, continuous improvement and teamwork [2], [13],18].
The concept of continuous process improvement [2], [4], [10]
was found lacking in all three SMEs. There is need to improve
training methods to enhance standardisation of processes [35]
and to achieve breakthrough process improvements [30]. In
all the three companies, teams had not reached a developed
stage where they could decide on their daily tasks as well as
work assignments. Supervisors of all three companies
indicated that there were not flexible to delagate
responsibility, authority and accountability to team members,
[9]. However their actions weaken employee decision-making
and problem solving capability [4]. All teams still look to
management for guidance. Most workers exhibited poor
problem solving capabilities.
The research noted that there was limited training on
customer service including limited customer involvement.
Data from inetrviews revealed that teamwork participation is
by conscription ratherr than voluntary and this hinders
creativity of employees [14]. All companies did not do well in
holding of cross-functional meetings. The major reason
highlighted by workers was insufficient time. Other barriers
that were notice include the difficulty to change behaviour and
attitudes, barriers between departments [2] and general lack of
resources [8] for the further development of TQM.
VII. RECOMMENDATION
The most difficult part of implementing ISO 9000 was the
growth of the quality culture, which needs to involve
everyone in the organisation. Strong management structures as
suggested by [47] were not put in place thereby weakening
team building efforts. This culture can not be established or
enhanced if the chief executive is not totally committed to
quality. This commitment is necessary from employees of all
levels including their union representatives in addressing
issues of employee training, empowerment and teamwork [7],
[9]. Continuous education and training are required to ensure
that everyone understands quality and is committed. Training
also ensures that people working in quality teams know how
to use quality tools and techniques and how teamwork
becomes successful. TQM facilitators must understand that
any change or problem affects the social system of the
organisation. Since employees are involved in effecting the
change, this calls for collective behavioral changes, [4]
Leadership is necessary by management, quality team
leaders and others involved in quality matters and the
development of the quality culture to be achieved. Finally the
company needs a suitable organisation for the quality systems
to work. A military type structure is definitely out of
consideration. TQM structures are still developing due to
limited employee numbers. Successful implementation of
TQM requires an organisation to have a stable funding base,
strong administrative systems and good managerial skill.
VIII. LIMITATION
No survey on business results of the three companies was
also done. Linking rewards to training obtained was not done
as well. Fewer SMEs were investigated making generalisation
of the results impossible. The research did not look into
supplier development. The research did not look into new
technology that was acquired by these companies to support
their quality efforts.
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