The implementation of quality management systems (QMS) is central to the performance of small and medium enterprises (SMEs). At present, there is a lack of information about the level of adoption and implementation of QMS by SMEs in Gauteng Province, even though that province has the highest number of SMEs in South Africa (SA). This study therefore aims to investigate the effect of the ISO 9001 QMS on SMEs in Gauteng. Quantitative research was conducted, and an online survey was used to collect data. An inferential statistical data analysis involving the Statistical Package for the Social Sciences (SPSS) software was used to analyse the collected data. The chi-square and Fischer’s exact tests were applied to validate the statistical significance of four hypotheses. The inferential analysis showed that there is a relationship between ISO 9001 implementation and SMEs’ sustainability, as well as a direct relationship between the implementation of ISO 9001 and the performance, growth, and life span of SMEs in Gauteng Province. In addition, the results indicated that 64 per cent of the surveyed SMEs are aware ISO 9001, while 36 per cent of SMEs were not aware of QMS. The survey indicated that SMEs face several challenges, such as the ineffective implementation of QMS, poor funding, a low level of human capacity development, a lack of adequate resources, poor working environment, and poor work organisation, a lack of necessary materials, and the use of inappropriate work methods. It is envisaged that, if a culture of QMS were to be adopted and implemented by SMEs, there would probably be an improvement in operational efficiency, leading to improved customer satisfaction and increased turnover and profitability.
The quest to improve customer satisfaction is one of the core aims of businesses in the competitive global market. This paper aims to apply the principles of Lean Six Sigma for continuous improvement in a small enterprise in the service industry in South Africa. A case study approach was used to carry out the investigation using the Lean Six Sigma ‘define measure analyze improve and control’ (DMAIC) approach. Data collection was done in a face-to-face interview and brainstorming session with the business owner and consultants. Observations and a time study were also used to collect additional data. The results showed a lack of knowledge and awareness of Lean Six Sigma among the business owner and the consultants. The commitment to and engagement of management in the project contributed positively to the implementation of the DMAIC approach. The process improvement changes were applied over a period of three months, after which the process performance was reviewed. The case study resulted in a 60.3% reduction in total non-value-added time and an increase in both the value-added time (53.85%) and the amount of uptime (10.74%). Furthermore, downtime was also reduced (47.7%). This study shows that the application of the Lean Six Sigma tool could solve the challenges of productivity and waste in a bookkeeping and tax consulting SME in the Gauteng province with a direct implication for operational efficiency and customers’ satisfaction.
Sustainability challenge remain a prevalent issue among the SMEs in South Africa. This implies that the survival of SMEs in South Africa after few years of existence is a challenge. In order to promote the sustainability and operational efficiency of SMEs in South Africa, this study aims to develop a conceptual framework for the implementation of Quality Management System (QMS). Relevant literature was reviewed to get an insight into the significance and challenges faced by the SMEs in South Africa. The literature also indicated the feasibility for process improvement, profitability and sustainability if the SMEs adopts the culture of QMS. This led to the development of a conceptual quality management framework for implementation in SMEs. The framework incorporates the basic quality management system requirements with a focus on process efficiency and sustainability. It is simple and could easily be implemented or modified by the SMEs.
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