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SOKOINE UNIVERSITY OF AGRICULTURE

FACULTY OF AGRICULTURE
DEPARTMENT OF FOOD SCIENCE AND TECHNOLOGY
DEGREE PROGRAMME: B.Sc. FOOD SCIENCE AND TECHNOLOGY
COURSE: FOOD QUALITY CONTROL AND LEGISLATION
COURSE ANTE: FT 303

ASSESSMENT OF TOTAL QUALITY MANAGEMENT AT PIRA’S SUPERMARKET IN
MOROGORO

PRACTICAL 1
S/N
1.
2.
3.
4.
5.
6.

NAME
MLISHIDI SHABANI
AMBILIKILE ,ISAYA FABIAN
ISMAIL, ABUBAKAR MWAMBE
LYMO,EDWIN ZACHARIA
GODWIN,IBRAHIM NGASIGWA
SYIKILILI,LILIAN MUSSA

REG. NUMBER
FST/D/2013/0037
FST/D/2013/0019
FST/D/2013/0072
FST/D/2013/0017
FST/D/2013/0005
FST/D/2013/0055

SIGN

INSTRUCTOR: Prof. Limo, M.
DATE: 11th January, 2016

INTRODUCTION
Total quality management is the process of individual and organization development that aims at
increasing the level of satisfaction of all stakeholders. It is a comprehensive and structured
approach to organizational management that seeks to improve the quality of products and
services through ongoing refinements in response to continuous feedback. Total quality
management can be applied to any type of organization; it originated in the manufacturing sector
and has since been adapted for use in almost every type of organization imaginable, including
schools, highway maintenance, hotel management, and churches. As a current focus of ebusiness, Total quality management is based on quality management from the customer's point of
view (Chorn, 1991).
Pira’s supermarket is located at Morogoro municipal, it sells soft drinks, meat, fresh produce,
dairy, and baked goods aisles, along with shelf space reserved for canned and packaged goods as
well as for various non-food items such as kitchenware, household cleaners, pharmacy products
and pet supplies. Also sell a variety of other household products that are consumed regularly,
medicine, and clothes, and non-food products: DVDs, sporting equipment, board games.
Lambert (2008) argued that Quality is indispensable especially when dealing with consumer
goods, an increase in quality leads to an increased customer value leading to increased prices of
goods and services and thus an increase in profit margin.
DISCUSSION
Total quality management at Pira’s supermarket is implemented by considering the following
1. Customer Focus
Since strong emphasis on quality products means satisfying customers’ need and expectations as
mentioned above, a customer-focused approach that has to be taken by the supermarket is to
constantly identify the changing trend of market demands. Customer preferences and market
trends change easily and swiftly from time to time. Therefore, it is imperative that supermarket
always keep a closed-connection with their customers, constantly receiving feedback from the
customers and are open to ideas from customers. Besides, the feedback and comments as well as
ideas have to receive attention and the supermarket always act on them as soon as possible.
2. Products quality
In an attempt to meet customers’ needs in in terms of quality product and service Pira’s
supermarket do the following ways:
 Systematic way to placing products the supermarket offers. For example, a shelf of
biscuits in one place whereas the shelf of edible oil in the other.
 Timely/ scheduled checking of products whether they are okay or not, and if any
issues found, reporting to the top manager.
 Maintained counter for payment of bills. Customers find no lines or queues to pay
the bills.

3. Use of Quality Tools
The implementation of the management philosophy also requires the use of quality tools among
the workers. Pira’s supermarket employees always undergo constant training in order to fully
comprehend the usefulness of quality tools. Among the quality tools available include: causeand-effect diagrams, flowcharts, checklists, control charts, scatter diagrams, Pareto analysis,
histogram and so on.
4. Employee Empowerment
This principle requires that all employees to have the proper skills and training. This approach is
applied at Pira’s supermarket and it does not only allow the employees to carry out their duties
effectively but also allow them to have the capabilities to advise their superiors. This opens up
the scope of suggestions since the employees are capable of communicating with their superiors
in term of technicality. Besides, employee empowerment also means that the organization must
have an accessible means to provide suggestion to their superiors and the top management.
Besides, once the employees have adequate training and skills they would be able to recognize
and identify the processes that would have the most errors and this would in turn reduce the
frequency of errors hence increase in productivity and quality (GAO, 1991).
5. Management Commitment
Management commitment to quality products is yet another key aspect in Total Quality
Management. It is usually carried out by using the plan of action that is commonly known as
Plan-Do-Check-Act. The first step of this action plan is plan. The Pira’s supermarket manager
always come up with a quality plan and the rest of the management and company employees
have to abide by the plan from the top management. The plan can also include suggestions from
the employees. The second step of this action plan, do, means to fully enforce this quality plan
and have the whole supermarket from the top management to the service employees to work
according to it. The third step is check, and it requires the supermarket to constantly review and
check the effectiveness of the plan and identifying the positive and negative outcomes of it. The
last and final step is to act. Whenever negative outcomes or errors come out from the plan, the
management has to immediately recognize the issues and look for a new alternative or repair it as
soon as possible.
6. Managing Supplier Qualities
To fully ensure consistent quality products, the effort to improve is not limited only to Pira’s
supermarket itself. Most of the products require suppliers to supply them. Thus, it is pertinent for
the supermarket to identify the best suppliers that would supply long term demand. Therefore,
competitive bidding might not be the best outcome for this process since bidding places
emphasis on the lowest price but not the highest quality. Pira’s supermarket have a long-term
supplier and have a supermarket representative to inspect the supplies at the suppliers’ side.

Weaknesses observed at Pira’s supermarket include







Limited business hours
Limited selection of products
High prices of products
Poor customer care service
Poor marketing strategies
There is no car parking space
Works dissatisfaction due to low salaries they are paid.
Security threat.

Measures that can be taken to improve the situation include the following




Increasing business hours; this will make customer aware that services are provided at
any time at Pira’s supermarket hence customers can easily get what they want any time.
Creating car parking space; car parking space is an important aspect as customers can
park their car and purchase products without any worry of their vehicles.
Motivating works and paying them good salaries; Motivation inspires people to work
well, creatively, productively, and the organization can fly. Logically therefore, the
development and proper utilization of people are vital to the success of all quality
management initiatives (Samson, 1999).
Taking care of security measures; if the supermarket is secured this will attract customers
to came and comfortably take time to choose the products they need.
Improving customer care service is also an important aspect as customers will be able to
ask to clarity and instruction of product, so good language, honestly, curiosity should be
emphasized to comply with total quality management principles.
Improving marketing strategies, for example the supermarket must look to satisfy their
external suppliers by providing them with clear instructions and requirements and then
paying them fairy and on time.

CONCLUSION
Total Quality Management (TQM) encourages participation amongst shop floor workers and
managers. There is no single theoretical formalization of total quality, but Deming, Juran and
Ishikawa provide the core assumptions, as a “…discipline and philosophy of management which
institutionalizes planned and continuous… improvement … and assumes that quality is the
outcome of all activities that take place within an organization; that all functions and all

employees have to participate in the improvement process; that organizations need both quality
systems and a quality culture.”
REFERENCES
Samson, D, Terziovski, M (1999), "The relationship between total quality management practices
and operational performance", Journal of Operations Management, Vol. 17 pp.393-409.
GAO (1991), Management Practices: US Companies Improve Performance through Quality
Efforts, General Accounting Office, Washington, DC.

Chorn, N.H (1991), "Total quality management: panacea or pitfall?” International Journal of
Physical Distribution and Logistics Management, Vol. 21 No.8, pp.31-5
Lambert, E., Standing, E., (2008),"Total quality management Practices: are they compatible?”
Academy of Management Executive, Vol. 8 No.1, pp.68-76.
Pira’s Supermarket, Morogoro, Tanzania.