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, VanfderWiele& 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.
Terms of Use: This is an academic paper. Students should NOT copy our materials word to word, as we DO NOT encourage Plagiarism. Only use as a guide in developing your original research work. Thanks.
Disclaimer: All undertaking works, records, and reports posted on this website, eprojectguide.com are the property/copyright of their individual proprietors. They are for research reference/direction purposes and the works are publicly supported. Do not present another person’s work as your own to maintain a strategic distance from counterfeiting its results. Use it as a guide and not duplicate the work in exactly the same words (verbatim). eprojectguide.com is a vault of exploration works simply like academia.edu, researchgate.net, scribd.com, docsity.com, course hero, and numerous different stages where clients transfer works. The paid membership on eprojectguide.com is a method by which the site is kept up to help Open Education. In the event that you see your work posted here, and you need it to be eliminated/credited, it would be ideal if you call us on +2348064699975 or send us a mail along with the web address linked to the work, to eprojectguide@gmail.com. We will answer to and honor each solicitation. Kindly note notification it might take up to 24 – 48 hours to handle your solicitation.