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Role Of Purchasing In Quality Determination (pqd) In The Manufacturing Industries
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1.2 STATEMENT OF THE PROBLEM
It is the purposes of the study to
determine if there is a relationship between the knowledge and the role
of purchasing in quality determination . That is while the purchasing
organization may be aware of the concept of PQD , to what extent do they
practice PQD and at what levels of the organization. What is the cause
of this tend is part of our problem.
The longer a method of operating
is in practice, the more likely it is either accepted or abandoned
based on its merits or demerits. Quality determination has not been
rejected in theory or in practice since inception, rather improvements
are being made intermittently or as the need arises. Having been
generally accepted, therefore, what gain have been made by the
purchasing organization that has adopted this new management style. The
general view or notion that only purchasing organization with existing
managerial problems need to switch to Quality determination can only be
accepted to refuted after a rigorous enquiry into why our study
purchasing organization Michelin Nigeria limited, switched to practice
Quality determination , and why, along side the gains or benefits
desired form the change to Quality determination .
Many purchasing
organization have their individualised or personalised definitions of
quality and these definition often guide the entire organization,
research can bring to bear the different definitions adopted or accepted
by most manufacturing firms. Quality determination however holds a
firms definition of quality, that is the conform once to requirement.
(Hutchins, 1992). There is a need to know how if the practice of PQD has
brought about an improvement in the organizations product quality.
Since quality can be perceived by the user of the product, the same user
or customer is better place to define quality for the organization.
(Oakland,
1993) this is because the definition of quality cannot be erroneous
while the practice is correct, except, of course by simple concidence. A
need clearly arises to unify certain beliefs, especially as related to
quality management.
The concept of customer and supplier is in most
organizations limited to the interface between the supplier of raw
materials to the purchasing organization and those who take or make use
of the output of the organization. This concept is limited in its use if
that be the case as evident in the fact that every one in an purchasing
organization is both a supplier and customer to another person in the
same purchasing organization (Oakland, 1993) lack of knowledge of which
may frustrate the role of purchasing in quality determination .
Understanding of such PQD principle will make for improved
organizational operations or business processes. To what extent are such
principles understood, accepted and practiced.
1.3 PURPOSE OF THE STUDY
Specifically this research aims at:
a. Evaluating
i. The level of awareness of PQD in Michelin Nigeria ltd.
ii. The level of acceptance of PQD in Michelin Nigeria ltd and
iii. The extent of practice PQD in Michelin Nigeria ltd.
b. Determining the extent to which the practice of PQD has brought about the achievement of organizational objectives
c. Providing a background for further research in this area, in River state and Nigeria.
1.4 RESEARCH QUESTIONS
1. To what extent has the organizations product quality improved since that practice of PQD .
2. Has there been an improvement in the level of output since adopting PQD .
3. To what extent has the waste level reduced since the practice of PQD ?
4. How was the general efficiency level improved with the practice of PQD ?
1.5 STATEMENT OF HYPOTHESIS
The following four (4) hypotheses will be tested
i.
Ho1: There is no significant difference between the purchasing
organization product quality before PQD and during PQD practice
.ii
Ho2: The is no significant difference between the purchasing
organization product quality before PQD and during PQD practice.
iii. Ho3: There is no significant difference between the level of waste before PQD before and during PQD practice
Ho4: There is no significant difference between the level of efficiency of operations before and during PQD practice
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