fall_2010_mgt619_9_mc070200397-29-03-11[1]

Virtual University of Pakistan

Evaluation Sheet for DissertationFall 2010

MGT619: Final Project (Management) Credit Hours:3

Student’s Name:

Student’s ID: Mc070200397

Supervisor:

MGT619 - Final Project

Evaluation Criteria ResultProposal ValidFinal Dissertation PassWritten Work Status PassPresentation & Viva Voce Final Result

The result of your written work (Final Project) has been declared as “Pass” conditionally.

You have again not established background as identifying the role of top management and highlighting how only these variables are selected to measure the commitment of top management in TQM implementation.

Therefore, you have been declared pass in your project with subject to the condition that you will be required to justify your work during presentation & viva voce. In case, you fail to justify your work, your study will be rejected and you will be asked to re-enroll this course in the next semester to fulfill its requirements.

You are also required to make necessary improvements in your interpretation of data (What does the percentage values and mean values depict? what trend these values are showing etc.).

You are now advised to prepare yourself for presentation & viva voce. Read the guidelines for presentation & viva voce (Lesson: 07) uploaded on VULMS of the course. Also follow the presentation template to design your presentation power point slides.

You are strongly advised to:

Make changes as per comments given to you in your evaluated report Prepare background how did you select these variables for measuring

commitment of Top Management in TQM implementation State source of your questionnaire Have a strong grip over your analysis portion.

All these issues are of utmost importance for your viva defense.

You MUST prepare well for your presentation. You SHOULD have firm grip over the

Management concepts discussed in your project. Especially, you should be able

to defend:

The objectives of your study are set correctly and how did you meet these Objectives.

What is the significance of your study? The methodology (sampling technique, data collection tool etc.) The analysis is strong and correctly done meeting the objectives of the study Why a certain statistical tool is applied for analysis etc. The recommendations and limitations are align with your finding of the research


You should prepare yourself good enough to answer all the questions asked during viva.The scheduling for presentation & viva voce is in progress. As soon as your presentation is scheduled, you will be intimated at your VU e-mail ID.

You have abundant time till the presentation is scheduled. You should improve the weak areas.

Good Luck for giving a fantastic presentation.


Determining Top Management’s Commitment in implementation

of TQM in Telecommunication sector

A comparative analysis on two telecom organizations

Al Babtain Leblanc

&

Hayat Communications

SUBMITTED TO: Virtual University Pakistan

SUBMITTED BY: Kashif Rafi Mc070200397

TABLE OF CONTENTSAbstract

Chapter -1


1.1 Background of the study

1.2 Introduction of Project

1.3 Top Management definition

1.4 Role of Top Management in TQM Implementation

1.5 Description of Project

1.4 Project Objective

1.5 Significance

Chapter-2

2.1 Project Proceeding

Chapter-3 Methodology

3.1 Research Design

3.2 Data collection method.

3.3 Sample Design

3.4 Instruments of Data Collection.

3.5 Field Work Data Collection

3.6 Analysis

3.7 Limitation

3.8 Survey result and analysis

3.9 Conclusion

3.10 Recommendations

Reference

Appendix A


Abstract

During the last two decades, quality had become a very important issue in many large

organizations for both industrial and service sectors. They regard quality as a formidable

weapon in addressing business competition and challenge both from local and global

competitors. At present, small and medium enterprises had also joined the bandwagon in

their effort to improve their products and services quality. One of the bold steps taken by

organizations involved in the Telecom sector to improve their product and service quality

and hence their overall competitiveness in the open market is by implementing Total

Quality Management (TQM). Organization main objectives in implementing TQM in

their organizations are to ensure their products manufactured or services provided shall

satisfy their customers’ requirements and needs. This paper presents a survey conducted

to identify the level of organization Top managements’ Commitment towards

implementing TQM activities. In this study, one important aspect of TQM that is “senior

management responsibilities and involvement in providing top-down short and long term

support” was used as a parameter to identify their level of awareness and attitude towards

the importance of implementing TQM in SMEs.

Keywords: Total Quality Management, Leadership, Success of Total Quality Management.


Chapter 1

1.0 INTRODUCTION

This Chapter presents the reader with an overview of the entire study; it covers theThis Chapter presents the reader with an overview of the entire study; it covers the Background to the study, project introduction, project description, projectBackground to the study, project introduction, project description, project

objective, and significance of study.objective, and significance of study.

1.1 Background of study

Total Quality Management is the integration of all functions, and processes within an

organization in order to achieve continuous improvement of the quality of goods and

services. The ultimate goal is customer satisfaction.

TQM is based on a number of ideas. It means thinking about quality, in term of all

functions of the organization that integrates interrelated functions at all levels. It is a

systematic approach that considers every interaction between the various elements of

organization. Thus overall effectiveness of the system is higher than the sum of

individual outputs from the sub systems. The subsystems include all the organizational

functions in the life cycle of a product or service, such as design, planning, execution,

and distribution and support services. The management subsystems also require

integration including strategy with a customer focus, the tools of quality and employee

involvement. A corollary is that any product, process or service can be improved and s

successful organization is one that continuously seeks and exploit opportunities for

improvements at all levels.

One of the main facts while analyzing that why TQM implementation fails is absence of

active involvement of top management. It is axiomatic that organizations do not achieve

quality objectives, people do. If there is a big push for quality or new program, each

employee justifiably skeptical. Top management should be prepared to answer the

specific question that may be post by each member of organization and that is “what do

you want me to do tomorrow that is differ from what I am doing today ?”. Thus top

managers need to be ambidextrous. They must balance the need for structural dimension


(e.g. hierarchy, budget, plans, control and procedures) on the one hand with the

behavioral or personal dimension on the other.

Key to success of implementation of TQM is active contributions and effective

involvement of top and executive management of any organization. This requires from

the top management to create associated quality values and objectives aligned with

organizational vision and provide the complete guideline and a role model for

implementing the performance measures, tools and techniques to achieve these quality

standards.

Some principals and practices of TQM may differ among firms and industries but there is

unanimous agreement as the importance of leadership by top management in

implementation of TQM. Such leadership is a pre-requisite to all strategy and action

plans. Those organizations that have succeeded in making total quality work for them

have been able to do so because of strong leadership emphasis on quality management

implementation.

Research study will assess to what extent management is committed to the implementation of TQM; the below mentioned two selected telecommunication companies had adopted a quality management system.

Al Babtain Leblanc

Al Babtain Leblanc was established as a joint venture company in 1993 to provide a

complete communication infrastructure solution within the Middle East and North Africa.

The synergy between Al Babtain Leblanc specialized structural designs & site

implementation skills and Al Babtain Leblanc quality steel manufacturing capabilities

has enabled Al Babtain Leblanc to be one of the top 3 turnkey supplier / contractors in

the region. Al Babtain Leblanc has affiliates in both Egypt (with direct access to local

Al Babtain Leblanc manufacturing) and in the UAE.

Founded in the year 1955- Saudi Arabia, Al Babtain Leblanc Power and

Telecommunication Co. is one of the largest enterprises in the sector of engineering and

manufacturing. The company is active in the area of Outdoor Lighting (Poles, High Mast

& Luminaries), Transmission and Distribution (Transmission Tower, Monopoles, and

Distribution Poles & Testing Station), Telecommunications (Towers & Monopoles),

Structural Steel and Galvanizing Services.


Today, Al Babtain Leblanc is one of the most successful and reputed suppliers of Power

& Telecommunication products to local and international markets, this enviable

reputation has been achieved by focusing on the individual needs of customer in each

product & services, and then applying Al Babtain Leblanc expertise and resources to

develop and supply products, that provide value.

Al Babtain Leblanc Quality Policy

Al Babtain Leblanc is committed to deliver products / services in telecommunication

field that satisfy CUSTOMER'S needs in terms of quality, performance, reliability,

relevance and timelines.

Al Babtain Leblanc objective is to attain a position of leadership in

telecommunication field through the following:

Sustaining a strong spirit of teamwork through mutual commitment, dedication

and loyalty within the employee's family.

Achieving consistent long-term financial growth to support a continuous quality

improvement for the sake of CUSTOMER'S benefit.

In order to achieve this policy; the management of the company is committed to:

Implement and maintain a quality system.

Provide qualified people and necessary resources.

Maintain appropriate organization


Quality Control Dept

Hayat Communications

Hayat Communications Communications is a successful public owned company

founded in Kuwait in 1997 and is an entity of the Hayat Communications Group which

is more than 50 years old and has an enviable track record in turnkey projects.

Hayat Communications (International) FZE is the regional and international office of

Hayat Communications and offers comprehensive and cost effective solutions in the

field of Communications, by evolving the most complex technologies into user friendly

applications.


Hayat Communications Quality Policy

“Our aim is to meet or exceed our customers’ requirements for performance, timescale

and service whilst achieving our business goals. We are committed to the ongoing

improvement of our products, services and Quality Management System by a process of

employee participation and teamwork.”

This policy has been drawn up and is supported by the Board of Directors and senior

Management. It identifies the importance we attach to meeting customer needs,

Complying with statutory & regulatory requirements and acquiring & maintaining our

ISO 9001 Approval. It also demonstrates our commitment to continual improvement.

It is reviewed every 6 months at the Quality Steering Committee Meeting to ensure

that it continues to reflect our business objectives and that progress is being made in

achieving those objectives.

The top level objectives identified in our Quality Policy are categorized as follows:-

• Customer Satisfaction.

• Operational Performance (internally).

• Business Goals

• Teamwork.

• Innovation.

Against each of these categories, a number of key performance indicators (KPIs) have

been identified and performance against targets is monitored at the six monthly Quality

Steering Committee Meetings. Targets and corrective actions are also reviewed.


Quality Control Department

1.2 Introduction of Project.

We cannot compete in Telecom Sector in present or in future without having effective

Quality management system.

Therefore necessity having QMS cannot be avoided, but how can we implement quality

management system effectively. What should be the role of top management in

implementation of quality management system? This is one of the major problems at this

time.

1.3 Top Management DefinitionTop management is generally a team of individuals at the highest level of organizational

management who have the day-to-day responsibilities of managing a corporation. There

are most often higher levels of responsibility, such as a board of directors and those who

own the company (shareholders), but they focus on managing the senior management

instead of the day-to-day activities of the business. They are sometimes referred to,

within corporations, upper management, or simply seniors


1.4 Role of Top Management in TQM Implementation

The first thing which senior management must realize from the outset is that TQM is a

long-term business strategy. The senior management should start TQM implementation

because they are the primary internal change agent for quality improvement.

In this situation, the senior management has two major roles; they are shaping

organizational values and establishing a managerial infrastructure to actually bring about

change. They have to prepare themselves with knowledge about the criteria of TQM and

put in their mind the TQM agenda.

TQM is the management process used to make continuous improvement to all functions

in organizations.

1.5 Description of the Project

There are many reasons why business owner implement Total Quality Management

system. TQM can be defined as the implementation in an organization of a policy aiming

the permanent mobilization of all the staff in order to improve:

1. The quality of its products and services,

2. The effectiveness of its functioning,

3. The appropriateness and consistency of its objectives, and

4. The competitiveness of the organization,

But there might be some mistake while defining the top management commitment in

implementation of TQM that may result in process that not yielding the desire benefits.

1. Lack of management commitment. Management must commit time and resources

and clearly communicate the importance and goals to all personnel. 2. Owner can be failed to implement TQM throughout the organization.

3. Failing to give training to staff to understand the process.

4. Documenting TQM system before it has been properly design

5. Failing to accept the changes in ongoing process not a project with an end date.

6. Natural resistance of workers against the changes.

7. Difficulties to convince staff/ management :


To conduct the comparative analysis on TQM among two telecom companies and to

discover the role of TOP management to implement the TQM in the telecom industry

with the help of comparative analysis is the base of my project. The purpose of study

would be descriptive because substantial information is known about information.

1.6 Project Objective

The objective of this research is to determine top management’s commitment and role in

implementation of total quality management in the telecommunication sector by

conducting a comparative analysis on two telecom organizations Hayat Communications

and Al Babtain Leblanc.

Scope of the project constitutes:

To identify role of top management in implementation of Total Quality

management in the organization.

To determine the commitment of top / middle / bottom level managers in

implementing TQM program;

1.7 Significance

Subjected research work will provide ample significance to telecommunication industry

in general and associated stake holders in subjected two organizations particular in the

form of providing them the research analysis and results as a bench mark. This will

provide the awareness between the top management of telecom organizations regarding

their role and commitment in achieving the highest quality measures by implementing the

TQM. Research will reveal that in telecommunication industry, among different

organizations there exist different organizational process assets and every organization

has implemented different TQM practices and principals, but importance of leadership in

implementation of TQM is ubiquitous. Research study will provide the opportunities to

the top executive stake holders of subjected organizations and telecommunication

industry management to analyze what is the role of top management in TQM

implementation practices, how they are more affected in other similar organizations and


how they influence overall quality directly; cost optimization and ultimately customer

satisfaction indirectly. Subjected research will provide the top management of telecom

organizations realization that how important their role is in achieving best quality by

implementing TQM. Results of study will provide them with all the areas of

improvement where top management of these organizations needs to work on, identify

bottlenecks, delays, job duplications, interference between different departments in order

to avoid them during processing and avoid rework. With this, subjected organizations can

make improvements in their existing TQM. This will enhance top management

commitment to support quality in all activities.

Research study will signify how both subjected companies have aim to meet or exceed

their customers’ requirements for performance, timescale and service whilst achieving

their business goals. And how and till what extent, their top management is committed to

the ongoing improvement of their products, services and Total Quality Management

System by a process of employee participation and teamwork. Organizations

Stake holders will have potential benefits from the subjected research study on

organization level in the form of efficient management of cost and risks, increasing

effectiveness and productivity, increasing market share, enhanced operational efficiency,

optimal resource utilization, continuous improvement. Research work was done as a

comparative analysis of the subjected organizations; hence will provide the competitive

advantages.


Chapter: 2

This Chapter presents the steps were taken for smooth project proceedingThis Chapter presents the steps were taken for smooth project proceeding

Project Proceedings

The study was organized in four phases. Expected Project sections, parts, main headings and outline of the final project are as follows:-

First phase:

Setting scope/activities of the project.

Collect existing processes, procedures and historic data

Standardized role of management in effectively implementing Quality

management system with the help of international standard.

Preparation of Questionnaire

Second Phase

Visit to Companies

Meeting with Management.

Conduction interview with employees

Documents Review.

Third Phase

Execution of activities according to project management plan

Data entry

Rechecking data

Perform statistical analysis of data(if needed)

Fourth Phase

Making Recommendation

Finalizing the project Report

Submission of the Project Report


Chapter: 3

This Chapter presents the methodology, Survey result and analysis and conclusionThis Chapter presents the methodology, Survey result and analysis and conclusion of the studyof the study

3 Methodology

Research work was conducted by a comparative analysis on two telecom organizations

Hayat Communications and Al Babtain Leblanc.

Below are the technical procedures which ware used for carrying out the research study?

3.1 Research design

Research design for the study was descriptive. In the research study quantitative approach

was adopted to analyze and assess top management commitment in both of mentioned

companies.

3.2 Data collection methods

Data for the research was come from both primary source as well as secondary source.

Primary data source were the Middle and lower level management personnel from Hayat

Communications and Al Babtain Leblanc. Top Management was excluded due the fact

that they are responsible for making and implementing policies and their answer can be

biased. An interview was conducted with TOP the Management to discuss about their

commitment regarding TQM in the company.

Whereas secondary data source were organizational process assets(circulars, Manuals

etc) of these two telecom organizations which was collected by contacting the document

controller of these organizations.

3.3 Sample design

Random sampling design was used. The target population for the sample design was the

all the employees of the organization with from different departments of these two

subjected telecom companies. 25 respondents from each organization were selected

using random sampling including top management Interviews, middle and lower level

management were selected from operations, marketing, human resources, finance

departments, as well as quality control team in the subjected two telecom organizations.


Further a list was created for each team representing the sampling frame and randomly

the people were selected to represent the organization and fillup the questionnaire

3.4 Instruments of data collection:

Questionnaire that personally administered and sent through mail was used as an

instrument of data collection. Quality check list were maintained during their Inspection.

Data was collected personally and via email (some supervisors working on sites office so

questionnaire was send via email for timely collection required information).

Personal Interviews with TOP Management from both Organizations was conducted

regarding implementing TQM in the organizations.

Board for Al Babtain Leblanc in UAE

Country Head UAE.Project Director.Senior Program ManagerSenior Manager Quality ControlSenior Field Manager (Telecom Implementation)Senior Manager Human Resource.

TOP Management Board for Hayat Communication

Executive Vise President.Director Outdoor ImplementationGM OperationsManage ImplementationManager Human Resource.

3.5 Fieldwork/data collection:

Researcher himself did the field work for data collection.

3.6 Analysis:

Data analysis was based on the research questions designing at the beginning of the

research. Frequency tables, percentages and means were used to analyze the data.

Below mention is the parameters used to analyze Top Management commitment in TQM

Implementation.

1. Leadership


2. Customer focused organization.(CFO)

3. Proper involvement (PI)

4. Continual improvement(CI)

5. Factual approach for decision making(FADM)

6. Process approach for decision making(PADM)

7. Teaching employees to solve Problems.(TESP)

Responses in the questionnaires was tabulated, coded and processed by use of a

computer. Likert scale was used to get quantitative responses from respondents which

are top management personnel of these two organizations against each question of the

questionnaire, so that the collected data can better be analyzed to provide conclusions,

and findings. One-to-Four Point scoring scheme were used where “Strongly Agreed” are

represented by 4 and “Strongly Disagreed” are represented by 1, whereas the undecided

is given 0.

3.7 Limitations

The survey analysis is conducted based on 2 companies only. The main limitation of this

study is constraints of access, resources and time. Language is another access limitation

as it is difficult translating question into local language. Quick response was another

factor because some employees working on different sites (in desert area) and have

limited access to check emails, which cause delay to complete within given time. To get

appointment with the TOP level management was the issue during project because most

of the time they was outside the UAE.


3.8 Survey Results and Analysis

Characters Leblanc Hyat1. LEADERSHIP 2.39 2.2052. (CFO) 2.52 2.763. (IOP) 2.77 2.744. (CI) 2.18 2.555. (FADM) 2.72 2.716. (PAM) 2.48 2.377. (TESP) 2.4 2.43

The above are the Mean values for both the companies for each of the characteristics

which shows that there is no big difference among both the companies as both exhibit

and practice the TQM procedures almost the same on investigation we got to know that

actually most of the middle management and top management employees of both the

companies have swapped and bringing the same policies and procedures for

implementation. Which is the weakest area?

Secondly the mean values if we plot against our scale depict that they lie in the zone of

“not agree” which is a very negative factor for the companies.

A clearer picture can be depicted by checking the percentages.


Excel sheet is attached (Including questionair feedback and total analysis for both

companies)

The Percentage Bar Chart Showing Different TQM Characteristics


Overall percentages for the input to the realization processes for customers and collection

of customer feedback shows that company 2(Hayat Communication) has a clear focus on

customer needs and requirements. The company 2(Hayat Communication) has overall of

66% customer focus management technique which shows its success while company

1(Lablac) has 56%, which is fair enough. This is the max. Percentage measured than any

other factor which shows that Hayat is putting much more emphasis on customer focus

than its competitor and than any other TQM factor, which is a good sign.


Figure 1 Leadership Analysis

The survey revealed some interesting facts about the management and overall TQM

application and commitment from the 2 companies. The first and foremost factor being

leadership, of the quality policy shows an interesting difference between the practices of

Leblanc and Hayat. AL Babtain Leblanc management practices show a clear vision with

56% against 52% of Hayat Communication of the employees agreeing to the fact that

internal management technique is understandable, focused and understood which leads to

the achievements, support and contribution towards the overall progress.


Figure 2 CFO Analysis

You have not shown the ‘Undecided’ responses in the graphs.Also describe what is the scale on left of the graph? It is incorrect as your percentage values are higher than the mentioned scale limit.Correct your graphs. The Important factors like People’s involvement and continual improvement are always

deciding factors which determine the growth of an organization. The IOP 59% against

56% of company 2(Hayat Communication), these are critical factors show that the

companies have special emphasis on communicating the processes to the entire

organization, matching the organization needs and employees competencies which

increases the efficiency and effectiveness while taking a look at overall development of

organization.. The Continual Improvement of company 2(Hayat Communication) is also

greater, showing the special stress and understanding towards growth. With 56% while its

competitor is around 45%.


Figure 3 IOP Analysis

Figure 4 CI Analysis


Therefore, it can be concluded that the SMEs’ senior management practices these three

critical success factors: Factual approach to decision making, Process approach to

management, teaching employees to solve problems in order of percentage ranking as

follows: set realistic TQM objectives, provide TQM training program for their

employees, makes decision based on fact, practice teamwork effort.

Figure 5 FADM Analysis


Figure 6 PAM Analysis


Figure 7 TESP Analysis

If we take a close look in the PAM Analysis (Process approach to management) we can

see the employees of both the companies realize and agree that the management has a

strong role in applying processes to facilitate the overall TQM procedure, alternatively if

we see the TESP (teaching employees to solve problems) it doesn’t look that remarkable

and impressive as the employees don’t satisfied. This is again a very important

characteristic as every successful company needs problem solvers who can think out of

the box. This is one area in which both the companies need to work hard and focus on

workshops and trainings.

3.9 Conclusion

These survey results are from management employees, so the overall impact should not

be negative among the management, they should always feel that the customer focus is

the most important factor for the business. Both the companies show a meaningful

positive attitude towards factors like customer focus and continual improvement but still

it is not outstanding average, they should emphasize more on these lines. Especially the

max agreement is with customer focus technique’s which is the success story of Hayat.

To identify role of top management in implementation of Total Quality management in

the organization looks average as there is a large number of respondents who can’t

decide. If we go in the detail of these respondents we will understand they belong to HR

and Finance departments mainly.


3.10 Recommendations.

Make your recommendations more practical and specific instead of giving broad

statements.

The commitment of top managers in implementing TQM program is marginal as we

discussed earlier they should focus on the grey areas as mentioned and also there should

not be such a large number of respondents who cant decide, overall the percentages are

maintained which shows there is emphasis on each and every aspect but they need to do

more. In the light of findings of the study, the management may get aware of its weak

areas and take initiatives to enhance quality of services up to the satisfaction of their

employees.

1. Generate awareness, educate, and change the attitudes of staff.

2. Prepare project quality plans for all levels of work.

3. Institute continuous improvement, training programs.

4. Promote staff participation and contribution, using quality control circles and

motivation programs.

5. Review quality plans and measure performance

6. Develop a process approach.

Telecom organizations should realize that results cannot be gained overnight and that an

organization needs time to adapt, change, and learn.


3.10 Reference:-

Umar Sekaran, “Research methods for Business” A skill Building approach.

Fourth Edition.

Joel E. Ross “Total Quality Management” Test Cases and Reading. Second Edition

PMI. “Project Management body of Knowledge “Forth Edition. Company Quality Policy (Hayat Communications Communication, Al-Babtain

LeBLANC).

Oakland, J.S; (1995) Total Quality Management: Text with cases, Butterworth –

Heinemann Ltd., Oxford, UK, pp; 173 – 187 Virtual University Hand outs
