Executive Summary
Manufacturing companies including a local micro-enterprise - Quality Postform Ltd are persistently facing competitive pressures as a consequence of customers demanding higher quality products. The emergence of Quality Management has been attributed by many researchers and Quality Gurus including Phil Crosby as a strategic imperative for typical organisations to survive within a highly competitive environment. Nevertheless, research carried out throughout the past years is relatively restricted regarding the practicality of micro-manufacturing firms in implementing Crosby’s Quality Improvement Programme, which is claimed to be highly beneficial in typical situations. This dissertation seeks to investigate this scenario from both a descriptive and critical perspective towards Quality Postform Ltd.
The research provides a critical evaluation of the academic contributions towards the quality management concept. Distinct disputed viewpoints have been identified focusing on Crosby’s 14-Step Quality Improvement Programme. From one end of the spectrum, supporters uphold that claimed benefits have been acknowledged. Alternatively, others sustain that in essence a Quality Improvement Programme is counter-productive in terms of its application within Small and Medium sized Enterprises. However the researcher has identified four key pre-requisites in order for micro-firms to effectively implement Crosby’s programme. These include: management commitment, the acknowledgement of a quality problem, the organisation’s readiness to embrace change together with the suppliers’ readiness to support the quality programme.
The methodology applied to assess the presence of these four pre-requisites at QPL was to compile primary, qualitative data through one-to-one / face-to-face interviews with key management officials. This approach is justified due to the absence of formalised documentation and as a result, it is imperative to assess that historical data on Quality Systems is seriously lacking at QPL. The field research outcome reveals that QPL’s management is experiencing serious doubts regarding the feasibility and practicality of the program’s implementation within a micro-manufacturing firm. This is the case primarily whenever the latter is facing limited financial and human resource capabilities such as at QPL. The research findings disclose that none of the four pre-requisites are present within this micro-firm. [...]
Table of Contents
1.0 INTRODUCTION
1.1 Research Preamble
1.2 Dissertation Objectives
1.3 Overview of Quality Postform Limited (Malta) – A Case Study
1.4 Outline of the Dissertation’s Structure
2. Literature Review
2.1 Chapter Introduction
2.2 Literature Review – Its Importance
2.3 From Quality To TQM – The On‐Going Evolution
2.4 Defining Quality
2.5 Quality Control
2.6 Definition of TQM
2.7 Defining Micro‐Businesses
2.8 Quality Management within Micro‐enterprises – An Evaluation
2.9 Micro‐Enterprises and QM Programmes – Barriers Encountered
2.10 TQM Programme Applications for Micro‐Firms – Claimed Benefits
2.11 Quality – Cosby’s Approach
2.12 Crosby’s 14‐Point Programme – Applied Examples
2.13 Pre‐requisites for QM programmes to succeed
2.13.1 Defining a Programme
2.13.2 Defining a pre‐requisite
2.14 Determining Pre‐requisites for Quality Improvement Programmes
2.14.1 Management Commitment
2.14.2 Acknowledgement of a Quality Problem
2.14.3 The Organisation’s Readiness to Embrace Change
2.14.4 Readiness of suppliers to support the quality programme
2.15 Chapter Summary
3. Methodology
3.1 Chapter Introduction
3.2 Primary and Secondary Data
3.3 Qualitative and Quantitative Data
3.4 Data Collection
3.4.1 Sampling
3.4.2 Secondary Data
3.4.3 Interviews
3.4.4 Questionnaires
3.5 Interview Classification
3.5.1 Standardised Interviews
3.5.2 Non‐Standardised Interviews
3.6 Non‐Standardised Interviews verses Standardised Interviews
3.7 The Quality of Interaction Throughout the Interview Process
3.8 Interviewing Skills
3.9 Interview Guide
3.10 Ethical Issues
3.11 The Case Study: Validity and Generalisability
3.12 Chapter Summary
4. Findings and Analysis
4.1 Chapter Introduction
4.1.1 Section structure
4.1.2 Interview Questions and Interviewees
4.2 Findings and Analysis
4.2.1 Pre‐Requisite One: Management Commitment
4.2.2 Pre‐requisite 2: Acknowledgment of a Quality Problem
4.2.3 Pre‐requisite 3: Readiness to Embrace Change
4.2.4 Pre‐requisite 4: Suppliers readiness to support a QIP
4.3 Chapter Summary
5. Conclusion
5.1 Chapter Introduction
5.2 Conclusive Statements
5.2.1 Pre‐Requisite One: Management Commitment
5.2.2 Pre‐Requisite Two: The acknowledgement of a quality problem
5.2.3 Pre‐Requisite Three: The Organisation’s Readiness to Embrace Change
5.2.4 Pre‐Requisite Four: The supplier’s readiness to support a QIP
5.3 Applying a Quality Improvement Programme – The Practical Dimension
5.4 The Realisation of the dissertation’s objectives
5.5 Reflections
5.5.1 Research Strengths
5.5.2 Research Limitations and Areas of Further Research
5.5.3 Final comments
6. References
Research Objectives & Key Themes
The primary objective of this dissertation is to critically evaluate the practicality of implementing Philip Crosby’s 14-step Quality Improvement Programme (QIP) within a Maltese micro-manufacturing firm, specifically Quality Postform Limited (QPL). The research aims to identify key pre-requisites for effective implementation, assess their current presence at QPL, and determine whether such a program is feasible for a micro-enterprise with limited resources.
- Quality Management (QM) and Total Quality Management (TQM) in micro-enterprises.
- Critical evaluation of Philip Crosby’s 14-step Quality Improvement Programme.
- Identification of four essential pre-requisites for QIP implementation.
- Case study methodology based on qualitative, one-to-one interview analysis.
- Assessment of organizational readiness, management commitment, and supplier integration.
Excerpt from the Dissertation
2.13.2 Defining a pre-requisite
Goetsch and Davis (2010:499) define a pre-requisite as “…something that must occur before something else can occur”. This definition is deemed appropriate for the objectives of this research in determining specific attributes, factors or elements that are essentially present before seeking to embark on Crosby’s 14-step programme within micro-manufacturing firms.
Saraph et al. (1989) sought to pinpoint a defined set of critical factors attached to business quality management so as to ensure successful outcomes. These embrace top management commitment (Gobeli and Shea 1995; Crosby 1979); personnel training; recognition of the strategic role of the quality department; management of suppliers quality processes; and the assurance of quality data. Related aspects include that all reporting procedures are in place, and that employee relations are professionally managed. Saraph et al. while stating that it is important to embrace these critical factors, fail to qualify in technical terms the underlying nature of these factors. Moreover it is dubious whether ‘critical’ pertains to being a prerequisite in the implementation of a TQM programme on the lines advocated by Crosby’s 14-step programme. Furthermore, Joseph et al. (1999) identified a set of critical factors for TQM implementation. These embrace organisational commitment; human resources management; supplier integration; quality policy; product design; role of quality department; quality information systems, technology utilisation; operating procedures together with training. The concept of ‘critical factors’ raises serious concerns whether these are factors that should be present prior to the implementation of a QIP.
Summary of Chapters
1.0 INTRODUCTION: This chapter introduces the dissertation's focus on evaluating Crosby's QIP within a micro-manufacturing context and outlines the specific objectives and research case study.
2. Literature Review: The chapter provides a critical examination of existing academic literature on quality management, TQM, and the specific application barriers within micro-businesses.
3. Methodology: This section details the qualitative research design, justifying the use of one-to-one, semi-structured interviews with key stakeholders at the subject firm.
4. Findings and Analysis: This chapter presents the empirical findings gathered from the interviews, analyzed against the four key pre-requisites identified in the literature review.
5. Conclusion: The final chapter synthesizes the research results, confirming the lack of practical applicability for Crosby's program at QPL and providing reflections on the study.
Keywords
Crosby’s 14-step programme, Quality Management, TQM, Micro-manufacturing, Micro-enterprises, Management commitment, Case study, Qualitative research, Quality improvement, Process control, Supplier readiness, Organizational change, Malta, Practicality, Zero defects.
Frequently Asked Questions
What is the core focus of this research?
The research investigates whether Philip Crosby’s 14-step Quality Improvement Programme can be practically implemented in a micro-manufacturing firm, using Quality Postform Limited (QPL) in Malta as a specific case study.
What are the central thematic fields?
The work explores Quality Management (QM) theory, Total Quality Management (TQM) principles, the specific challenges of micro-enterprises, and the pre-requisites necessary for implementing quality programs.
What is the primary research goal?
The primary goal is to determine the feasibility of Crosby’s QIP by identifying four key pre-requisites (management commitment, acknowledgment of problems, readiness for change, and supplier support) and assessing their existence at QPL.
Which methodology is employed?
The researcher uses a qualitative, case-study approach, conducting in-depth, one-to-one, semi-structured interviews with four key members of the QPL management and leadership team.
What is covered in the main section of the dissertation?
The main sections include a comprehensive literature review of quality management, a detailed methodology chapter explaining the data collection, and an analysis chapter interpreting interview responses against established quality theories.
Which keywords characterize this work?
Key terms include Quality Management, Crosby’s 14-step programme, micro-manufacturing, management commitment, and organizational culture.
Why did the researcher choose to focus on a micro-firm?
The researcher, who serves as the General Manager of QPL, recognized a lack of existing empirical research regarding the practicality of applying standardized quality programs in small, family-run micro-manufacturing businesses.
What were the main conclusions regarding QPL?
The research concluded that Crosby’s 14-step programme is currently impractical for QPL, as none of the four identified pre-requisites for successful implementation are effectively present within the company's culture or operations.
Did the research provide insights into supplier relationships?
Yes, the study identified that while suppliers may hold high quality standards, their lack of genuine partnership and the company's own limited purchasing power create barriers to implementing supplier-driven quality improvements.
- Arbeit zitieren
- Edward de Brincat (Autor:in), 2012, Evaluating the Practicality of Applying Crosby’s 14-step Quality Improvement Programme in a Maltese Micro-Manufacturing Firm, München, GRIN Verlag, https://www.hausarbeiten.de/document/262919
