Assessing The impact of Total Quality Management on Organizational Performance: Case Study Dangote Cement, Cameroon

The problem which led to the outcome of this topic was that irrespective of the fact that the implementation of TQM is becoming very popular in our corporate world, not all processing companies have found it easy to successfully implement and manage this program (Tata et al. 1999). From this problem, the following objectives were raised: to investigate the impact of continuous improvement, quality control, and lean manufacturing on organizational performance. This contributes to the raising of the following questions; does continuous improvement have an impact on organizational performance? Does quality control have an impact on organizational performance? And does lean manufacturing have an impact on organizational performance? Furthermore, our research approach was based on the quantitative method and the data was collected from both primary and secondary sources of data. In order to properly collect our data, we made use of a questionnaire and once the data was collected, the data was then analyzed by using the SPSS, linear regression method. In order to resolve our problem stated above, we had to raise the following hypothesis which comprised of null and alternative hypothesis. The null states that continuous improvement, quality control and lean manufacturing has no significant relationship on organizational performance while the alternative states that continuous improvement, quality control and lean manufacturing has a significant relationship on organizational performance. These hypotheses were then tested by using the Pearson correlation. The first hypothesis was that TQM has no significant relationship on organizational performance and the result was that it has a significant relationship on organizational performance. The second hypothesis was that, continuous improvement has no significant relationship on organizational performance and the result was that it has a significant relationship on organizational performance. And finally, the third hypothesis stated that quality control has no significant relationship on organizational performance and the result was that it has a significant relationship on organizational performance. This is because the decision rule of the Pearson correlation states that, reject the null hypothesis when the p-value is lesser than the level of significance and accept the alternative hypothesis of which from our results above, their p-values happened to be lesser than the significant level thus the reason for the rejection of the null hypothesis, and rather the validation of the alternative hypothesis. From page 54 where the hypothesis were analyzed, and the values on table 7 showed that 73% of the respondents agreed on the impact of TQM on organizational performance, against 4% of the respondents that disagreed, and 23% undecided. This therefore, means that the null was rejected and the alternative was validated which therefore means that TQM has an impact on organizational performance. KEY WORDS: quality, management, organizational, performance.