Evaluation Of Quality Management System Practices’ Effect in The Operational Performance Garment Industry: A Case of Shints
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Date
2023-04
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Addis Ababa University
Abstract
In today's manufacturing sector, almost all companies try to address a number of systems in order to improve their performance. Shints Garment is one of the manufacturing companies found in Ethiopia that addresses the international organization for standardization 9001 quality management system. Even though the company addresses international organization for standardization quality management system it is struggling with the challenges of weak operational performance. This study stands to evaluate the actual effects of quality management system practice on the operational performance of Shints Garment Company. To achieve the evaluation, this study carried out correlation analysis in order to check the linear relationship between quality management system practice and operational performance dimensions. After this, multiple regression analysis and structural equation modeling was undertaken to evaluate the effect of quality management system practice on each of the operational performance dimensions. The correlation analysis indicates there is a positive and linear relationship between quality management system practice and operational performance dimensions. The analyzed regression model shows that out of the seven quality management system principles, three of them top management commitment, engagement of people, and evidence-based decision making have significant effects, whereas four of them customer focus, supplier management, process approach, and continuous improvement have weak effects on the operational performance dimensions. The documented numerical report data and, from the interviewer's point of view, the operational performance dimensions of on-time delivery, cost of production, repairing defects, and efficiency show a lack of achievement according to the company target and schedule. From the enquiry, the effect of QMS practice on operational performance in average is 84.7%. This integrated analysis outcomes of the interview, questionnaire, and documented report of this study, conclude that the unachieved list of operational performance dimensions is due to weakly practiced QMS principles.