Documente Academic
Documente Profesional
Documente Cultură
Volume VIII, Issue II, December 2012, Page 11–23
M. Shafiq
Institute of Quality & Technology Management,
University of the Punjab, Lahore.
ABSTRACT
Keywords: ISO 9000, Quality Management System, Pakistani textile sector, TQM,
Quality Management, Global Competitiveness
1) INTRODUCTION
On the other hand, the review of literature indicates that very little effort
has been made to investigate the implementation of quality and
excellence initiatives in the textile sector of Pakistan. Only a few studies
like Hussain, Akhtar and Butt (2009), Masakure, Henson and Cranfield
(2009) and Fatima and Ahmed (2006) are available which give limited
information about the adoption of quality and excellence concepts in
Pakistani textile industries. Furthermore, the existing literature does not
give any comprehensive information about the use of quality and
excellence frameworks in Pakistan.
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2) LITERATURE REVIEW
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medium-long staple, 37% medium staple, and 3% long staple. The bulk of
world production presently ranges between medium-to-medium-long
staple, so Pakistan can enter into this market with confidence. The lower
count cotton is normally used in the production of towels, bed-sheets and
cotton apparel. The third world is the biggest market for such types of
product. This might be one of the potential areas for the Pakistani textile
industry to grow in future.
Source: Study on intraregional trade and investment in South Asia, (Asian Development
Bank, 2009)
The Asian Development Bank conducted a survey between late 2006 and
early 2007 with the help of the Indian Council for Research International
Economic Relations (ICRIER). The data for this study was collected from
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Global Competitiveness of Pakistani Textile Companies & adoption of Quality Management Systems & Standards
Now the question is how Pakistani textile companies can improve their
performance? Khan (2003) mentions that considering the current
competitive situation the development of the quality culture and a
customer-centred approach is crucial for Pakistani businesses. Similar
suggestions are given in the Pakistan Economic Survey (2008-09, p.43)
that improvement in the quality and reliability of products, building of
image and significant change in the business philosophy is imperative for
the textile industry of Pakistan. Masakure, Henson and Cranfield (2009)
provide the empirical evidence that export performance is positively
associated with ISO 9000 certification, establishing the credibility of textile
companies in the exporting environment. Similarly, Fatima and Ahmed
(2006) show that quality control and quality assurance are significantly
associated with the rejection rate. As both studies were conducted in the
context of Pakistani textiles, the research strengthens the argument that
the implementation of quality practices might improve the performance
of Pakistani textile companies.
Many other empirical studies in the other parts of the world also indicate
that implementation of quality management systems (Martinez-Costa,
Choi and Martinez, 2009; Terziovski and Power, 2007; and Curkovic and
Pagell, 1999) and excellence models (Hendricks and Singhal, 1999) helps
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3) METHODOLOGY
In this study the use of different quality and excellence models are
considered as the proxy for the implementation of quality and excellence
concepts. As Tari (2005) described that many firms use these models and
frameworks as a guide for the implementation of TQM or to carryout self-
assessment of their quality management system. Among these models
and frameworks the Malcolm Baldrige National Quality Award model,
EFQM excellence model, Deming Application Prize, and ISO 9000 are the
most significant frameworks.
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n = 301
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DISCUSSION ON RESULTS
Among the different systems and standards the sample companies seem
highly interested in the adoption of ISO 9001:2008. This finding is in
accordance to the survey conducted from December 2003 to December
2007 by International Organisation for Standardisation (ISO). According
to that survey there was around a fourfold increase in ISO 9000 certified
companies in Pakistan between December 2004 and December 2007. The
graph in Figure 3 indicates the increasing trend of certified companies
since December 2004.
Figure 3: The Annual Growth of ISO 9000 Certificates from Dec. 2003 to
Dec. 2007 in Pakistan
Source: the ISO Survey of Certification 2008, International Organisation for Standardisation
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Global Competitiveness of Pakistani Textile Companies & adoption of Quality Management Systems & Standards
The higher level ISO 9000 certification indicates that at least the sample
companies have the basic introduction to the quality management system
and they have developed the basic documentation for the implementation
of quality management concepts. Gutierrez et al. (2010) mention that
implementation of ISO 9000 needs to be considered as the mid way
towards the implementation of advanced TQM models like EFQM
excellence model and six sigma. After conducting a detailed study, they
have indicated that if an organisation wants a greater development
towards the implementation of TQM then this advancement requires
further development of some quality management elements, which
makes the implementation of this initiative more complex than the
previous one. If the organisations want to attempt, more ambitious and
developed initiatives then they could think about EFQM excellence model
and Six Sigma approaches. The implementation of these approaches
required more complexity and development in the most of the quality
management elements. According to their finding, the main difference
between EFQM excellence model and Six Sigma is that the later requires a
deeper implementation of process management, while complicating its
implementation process.
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The other results indicate that the sample companies have given lower
importance to environmental (ISO 14000) and social accountability
standards (SA 8000). This indicates that the sample companies have not
shown a clear commitment to the satisfaction of employees or society.
3) CONCLUSION
BIBLIOGRAPHY
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NOTE:
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