Quality improvement within the parachute manufacturing industry : a case study of Parachute Industries of Southern Africa (PISA)

Total quality management (TQM) has brought about global attention and is being implemented in various sectors ranging from manufacturing and customer service (airports, restaurants, automobile dealers, etc……). TQM has developed largely due to customer demands for better quality products and a memorable customer service experience. This study revolves around the Durban-based manufacturing facility, which is the main parachute manufacturer of the three sites for Zodiac, with the other two manufacturing facilities being located in France and the United States of America respectively. The manufacturing plant must ensure that customers are content with the quality of manufactured goods and service received from this site. This study centres on the knowledge of employees on TQM during the year 2016 at the parachute and equipment manufacturing factory. The aim of this study is to develop and implement a plan for a TQM system at the Parachute Industries of Southern Africa (PISA). The research objectives explore the extent of quality concerns at PISA; explore the degree to which quality tools are employed at PISA; capture PISA’s management and employees’ perceptions on TQM; and explore the challenges in adopting TQM principles at PISA. Embracing a culture of TQM and creativity in quality instead of mere compliance, should drive the business quality strategy. The significance of the study will add to the body of knowledge in the field of TQM, in general, and the manufacturing of parachute and related equipment, in particular. Parachute manufacturing organisations globally will benefit from the study in that they can use the findings coming of this study to enhance their performance to deliver quality products that could save skydivers’ lives. A comprehensive literature review was executed to obtain a clear understanding of total management comprising of different facets ranging from the history of TQM; the founders; the different costs associated with quality; dimensions of quality; quality management systems (QMS); the benefits of implementing TQM; barriers in achieving TQM; awards presented for the implementation of TQM and; the criticism of TQM. To achieve the objectives of the study and effectively answer the research question, it was necessary to approach the research from different angles. The research method to this study was both exploratory and descriptive; therefore, both qualitative and quantitative research approaches were executed. The research methods included surveys in the form of questionnaires and in-depth interviews. The population considered for this study consisted of permanent employees based in the Durban- based manufacturing plant. The population was selected from senior management; middle management; machinists (sewing); quality inspectors and sewing machine mechanics. The subsequent descriptive and inferential statistical analyses quantify the results as statistically important in relation to the questions of this study. There were some observations of quality that exposed possible areas for development within the Durban based manufacturing site’s quality management system. These areas need to be addressed by management in order to renovate positive perception and buy in to the quality management system. It is also proposed that future research should be conducted at the France and American parachute manufacturing sites, belonging to the Zodiac group. Another survey should be conducted for the senior management team at the three (South Africa, France and America) parachute manufacturing sites. Such a survey could determine the perception of senior management to TQM and create an alignment with all employees. An effective strategy for communication and quality improvement can be determined for implementation. The first objective revealed interviews with top management that it will be difficult to sustain PISA as a profitable organisation in the long-term. The survey results conclude that employees recognize the quality concerns and the impact they can have on the current business and in the long-term. The second objective exposed that PISA’s top management acquires training, to learn and to deploy the relevant quality tools. This would improve the quality performance internally, by eliminating the rework and rejection costs. Also, by eliminating internal quality concerns, quality products can be sent to customers. The third objective discovered PISA’s top management to be sent on training on TQM and also on the ISO 9001 training. The knowledge gained through the training could be shared with the employees at a lower level, and employees would buy into TQM and the ISO 9001 QMS, because top management would be driving the initiative. The fourth and final objective revealed would be for non-quality personnel to be sent on TQM training externally and to spend more time with the quality inspectors internally analysis the quality problems being experienced to eliminate repeating the mistake. The study was able to effectively conclude that TQM manufacturing impacts positively on the manufacturing process and, if implemented correctly, the manufacturing process will run smoothly and efficiently. The more TQM tools, techniques and principles applied to the manufacturing process, the more likely it was to run smoothly, efficiently and achieve customer satisfaction by supplying a quality product.