EL MEDIO AMBIENTE Y SU PROBLEMÁTICA
2. EL MEDIO AMBIENTE
2.3. FACTORES ABIOTICOS
In order to investigate the le
companies, the relationship between selected QM practices and type of ownership was analysed. First, cross tabulation tables were constructed separately for each selected QM practice to determine the exact p
The relationship between ISO 9000 and the nature of ownership is illustrated in Table 4.7.Of the 269 companies, 75 are FOC’s and 194 are LOC’s.
FOC’s answered yes to using ISO 9000 QM practice, as did 113 of the 194 LOC’s.
7.1 7.8 13.4
QM practices (in percentages)
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4.2 Type of QM programmes used by manufacturing companies
shows that the most popular QM practices adopted by the selected Pakistani manufacturing companies is ISO 9000. 68% rely on ISO 9000 solely or in combination with other practices, followed by JIT 32.7%, SPC 31.6% and 5S 23%.
TQM and Quality Control Circles have been adopted by 17.8% and 16.4%
respectively, Kaizen and Reengineering by 14.9% and 13.4% respectively, and Lean and Six sigma by 7.8% and 7.1% respectively.
4.4.2 Relationship between QM practices and type of ownership
In order to investigate the level of adoption of QM by Pakistani manufacturing companies, the relationship between selected QM practices and type of ownership was analysed. First, cross tabulation tables were constructed separately for each selected QM practice to determine the exact percentages of companies using them.
The relationship between ISO 9000 and the nature of ownership is illustrated in .Of the 269 companies, 75 are FOC’s and 194 are LOC’s.
FOC’s answered yes to using ISO 9000 QM practice, as did 113 of the 194 LOC’s.
13.4 14.9 16.4 17.8 23
31.6 32.7
QM practices (in percentages)
4.2 Type of QM programmes used by manufacturing companies
shows that the most popular QM practices adopted by the selected Pakistani manufacturing companies is ISO 9000. 68% rely on ISO 9000 solely or in combination with other practices, followed by JIT 32.7%, SPC 31.6% and 5S 23%.
have been adopted by 17.8% and 16.4%
respectively, Kaizen and Reengineering by 14.9% and 13.4% respectively, and Lean
4.4.2 Relationship between QM practices and type of ownership
vel of adoption of QM by Pakistani manufacturing companies, the relationship between selected QM practices and type of ownership was analysed. First, cross tabulation tables were constructed separately for each ercentages of companies using them.
The relationship between ISO 9000 and the nature of ownership is illustrated in .Of the 269 companies, 75 are FOC’s and 194 are LOC’s. 70 out of the 75 FOC’s answered yes to using ISO 9000 QM practice, as did 113 of the 194 LOC’s.
68
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Table 4.7: Cross tabulation of ISO 9000 with type of ownership
ISO 900 QM Practice Total
No Yes
Ownership Status
Foreign owned Company 5 (6.7%)
70 (93.3%)
75 (100%) Local owned Company 81
(41.8%) 9000.The reasons for this may be:
(a) 70% of the sample companies are export-oriented.
(b) All are manufacturing companies; therefore production processes can be documented.
The relationship between ISO 9000 practice and industrial categorisation of responding companies is illustrated in Table 4.8.
Table 4.8: The relationship between ISO 9000 with type of companies
Name of QM practices Auto Chem. Engg Food Pharm Textile Total
The ISO 9000 quality standard appeared to be the most popular application among all six sectors. However, although the vast majority of food and automobile companies have ISO 9000 certification, the largest sector, textiles, has only 73 ISO 9000 certified companies. The high rate of ISO certification suggests that most of the manufacturing companies believe that the ISO standard makes a big contribution to improving quality and productivity. However, Yong and Wilkinson (2001) highlighted that ISO 9000 is oriented towards repetitive processes, and not geared towards critical quality issues.
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Table 4.9: Cross tabulation of SPC with type of ownership
SPC Total ownership are illustrated in Table 4.9.
Again, out of 75 FOC’s, 44 reported that they are using SPC; 41 of the 194 LOC’s claimed to use it. Table 4.9 shows that 85 companies altogether, about 31.6% of the total population, are using SPC.
Table 4.10: The relationship between SPC and type of company
Name of QM practices Auto Chem Engg Food Pharm Textile Total
Table 4.10 presents the relationship between SPC and industrial categorisation of the sample companies. Overall, SPC has been more widely adopted by the automobile sector, with about two-thirds of automobile companies are using it;
similarly, 42% of general engineering companies use SPC. Again, the textile sector was found to be the biggest user of SPC in terms of number, although this represented only 18% of textile companies. Nevertheless, 32% of manufacturing companies are using SPC, it has been most widely adopted by FOC’s. According to QM experts like Deming and Juran, strong statistical tools and techniques are required for QM initiatives to succeed (Deming, 1986, Juran, 1994). Among the manufacturing companies operating in Pakistan, these statistical skills are more
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actively practised by foreign owned manufacturing companies than by local companies (see table 4.9).
Table 4.11: Cross tabulation of TQM with type of ownership
TQM Total 4.11. 48 companies,17.8% of the total population, are using TQM. Interestingly, out of the 48, 32 companies are foreign ones.
Table 4.12: The relationship between TQM and type of company
Name of QM practices Auto Chem Engg Food Pharm Textile Total
It is evident from Table 4.12 that auto manufacturers are ahead of all other sectors in terms of adopting TQM practice. The second adopter of TQM was pharmaceutical manufacturing companies. However, from the data presented in Table 4.11, it was seen that more foreign owned manufacturers have adopted TQM than locally owned ones. One may argue that this was due to the fact that the FOC’s have adequate resources and a better pool of internal expertise to draw from. It may also mean that, foreign companies makes more extensive use of QM practices and were more experienced with different QM tools and techniques than the locally owned companies. In contrast, local manufacturing companies’ lack expertise among top managers and their low-skilled workforce may be behind this low adoption.
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Table 4.13: Cross tabulation of quality control circles with type of ownership
QC circle’s Total
Likewise 29 LOC’s, which is about 14.9% of total users of QCC’s, claim to be using QCC’s.
Table 4.14: The relationship between QC circles with type of companies
Name of QM practices Auto Chem Engg Food Pharm Textile Total automobile company pointed out that the company had replaced the QCC technique with a cross functional team. As stated by Yong and Wilkinson (2001),“compared to QC circles – which are small groups of individuals doing similar work who voluntarily come together to identify, analyse and solve work-related problems – cross functional problem solving teams are usually project taskforces comprising employees from different functions looking at problems that are decided by management”.
Another reason for the low popularity of QCC’s in Pakistan may be voluntary participation by employees, which is uncommon in Pakistan.
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Table 4.15: Cross tabulation of JIT with type of ownership
JIT Total
Local owned Company 151(77.8%) 43(22.2%) 194(100%)
Total 181(67.3%) 88(32.7%) 269(100%)
Table 4.15 shows the relationship between JIT and the nature of ownership. Again there is strong evidence of practising JIT, illustrated in Table 4.15. Sixty percent of FOC’s, reported using JIT practices. Similarly, 43 LOC’s, constitutes about 22.2% of the LOC’s population, acknowledge using JIT.
Table 4.16: The relationship between JIT and type of company
Name of QM practices Auto Chem Engg Food Pharm Textile Total
Table 4.16 indicates the significant statistical association between the QM practice JIT and industrial categorisation of the responding companies. The high level of adoption of JIT by foreign companies suggests that they pay special attention to employee skills training and collaboration with suppliers on quality issues. In contrast, local manufacturing companies are usually characterized as authoritarian, and these companies also have limited resources to train, and to adopt collaborative approaches with suppliers.
Table 4.17: Cross tabulation of 5S with type of ownership
5S Total comprising 28 foreign owned companies and 34 LOC’s.
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Table 4.18: The relationship between 5S with type of companies
Name of QM practices Auto Chem Engg Food Pharm Textile Total almost two-thirds of this sector.
Table 4.19: Cross tabulation of Six sigma with type of ownership
Six Sigma Total ownership. Refer to Figure 4.2 on page 100; Six sigma is the least adopted practice in Pakistani manufacturing companies. Table 4.19 shows that only 7.1% of the total population are using it; of the 19 companies,12 are automobile manufacturers.
Table 4.20: The relationship between Six sigma with type of companies
QM practices Auto Chem Engg Food Pharm Textile Total
Despite the wide use of QM practices by foreign owned manufacturers, practice like Six sigma was very rarely used even among the big resource multinationals in Pakistan. As is evident from the above table, Six sigma was found to be the least adopted QM practice. The Table 4.20 also shows that the largest adopters of Six sigma are automobile, chemical and pharmaceutical companies respectively. The adoption of a practice like Six sigma needs a company-wide effort, along with strong leadership. Similarly, the size of the company also influences the pattern of QM
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implementation. The larger companies are better equipped with QM practices than the small companies, and tend to have more resources for technological innovations, including corporate staff departments to champion and support the changes, and the financials means (Yong and Wilkinson, 2001). Intense QM programmes like Six sigma and Lean need highly advanced technological knowledge and skills before implementation.
Table 4.21: Cross tabulation of Kaizen with type of ownership
Kaizen Total Local owned Company 175
(90.2%)
The relationship between Kaizen and the nature of ownership is illustrated in Table 4.21. About 28% of FOC’s used Kaizen, and only 9.8% of LOC’s.
Table 4.22: The relationship between Kaizen with type of companies Name of QM and QM practice Kaizen, followed by food and beverages, engineering and pharma.
Table 4.23: Cross tabulation of Lean with type of ownership
Lean Total
No Yes
Ownership Status
Foreign owned Company 62
(82.7%)
13 (17.3%)
75 (100%)
Local owned Company 186
(95.9%)
Table 4.23 highlights the relationship between Lean and the nature of ownership.
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According to Figure 4.2 on page 106, Lean is the second least adopted practice in Pakistani manufacturing companies. Table 4.23 shows that only 7.8% of the total companies have adopted Lean QM practices for their manufacturing processes:13 FOC’s and 8 LOC’s.
Table 4.24: The relationship between Lean and type of company
Name of QM practices Auto Chem Engg Food Pharm Textile Total automobile companies have a strong association with Lean.
Table 4.25: Cross tabulation of Reengineering with type of ownership
Reengineering Total
No Yes
Ownership Status
Foreign owned Company 59 (78.7%)
16 (21.3%)
75 (100%) Local owned Company 174
(89.7%) Reengineering, while only 20 LOC’s, or 10% of the total LOC’s users, had used it.
Table 4.26: The relationship between Reengineering with type of companies
Name of QM practices Auto Chem Engg Food Pharm Textile Total
Table 4.26 suggests that automobile, engineering and pharmaceutical companies are the primary users of QM practice Reengineering.
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Table 4.27: Cross tabulation between exports oriented companies with type of ownership
Export Total Local owned Company 68
(35.1%)
The above Table 4.27 sheds light on the percentage of exporting companies among the sample population. Of the 269 responses, 188 reported that they export their products. Of these 188 exporting companies, 62 are foreign, and the remaining 126 are local manufacturing companies.