Quality Management Practices and Competitiveness of Manufacturing Industries in Uganda: A Case Study of Mukwano Industries (U) Limited

This study investigated the interconnections between quality management practices and competitiveness in manufacturing industries with particular reference to Mukwano Industries Uganda Limited. The study is grounded in the Total Quality Management (TQM) Theory, with it being established that continuous improvement, customer focus, and systematic process control are the key enablers of sustainable competitive advantage. The study was inspired by rising competitive forces from dominant companies in the East and Central African Common Market. The research has, in particular, been motivated to establish the correlation between quality planning and competitiveness, analyse the relevance of quality control to competitiveness, and analyse the contribution of quality improvement to organizational competitiveness. To ensure a holistic analysis, the case study research design was used in combination with a mixed-methods design. Data was collected from 66 respondents randomly selected from a target population of 80 employees. Quantitative data were analyzed using SPSS version 26, with descriptive statistics (frequencies, percentages, means, and standard deviations) and inferential statistics, particularly Pearson correlation analysis, used for determining the strength and significance of relationships among variables. Qualitative data included semi-structured interviews and open-ended questionnaire responses that were analyzed for thematic content using systematic coding, categorization, and the interpretation of emerging themes. Quality planning and quality improvement have statistically significant and positive relationships with organizational competitiveness, whilst quality control exhibited a positive but weak relationship with organizational competitiveness. It aligns with the TQM and shows the major aspects of proactive planning and continual improvement to improve firm performance. As per the research study, the successful implementation of quality management practices, and in particular quality planning and continuous improvement, is key to competitiveness and sustainability among the manufacturing firms. It is recommended that management institutionalize strategic quality planning, enhance its internal quality control system with effective monitoring and timely enforcement of corrective actions, and always improve quality improvement initiatives in order to reduce waste, reduce risks, and ensure long-term competitive advantage.

Quality Management Practices, Organizational Competitiveness, Manufacturing Industry

1. Abbas, J. (2020). Impact of total quality management on corporate sustainability through the mediating effect of knowledge management. Journal of Cleaner Production, 244, 118806. https://doi.org/10.1016/j.jclepro.2019.118806 [Google Scholar] [Crossref]

2. Adeleke, A. Q., Bahaudin, A. Y., & Kamaruddeen, A. M. (2021). The influence of quality management practices on organizational performance in developing economies. Heliyon, 7(4), e06666. https://doi.org/10.1016/j.heliyon.2021.e06666 [Google Scholar] [Crossref]

3. Aichouni, A. B. E., Silva, C., & Ferreira, L. M. D. F. (2024). A systematic literature review of the integration of total quality management and Industry 4.0: Enhancing sustainability performance through dynamic capabilities. Sustainability, 16(20), 9108. https://doi.org/10.3390/su16209108 [Google Scholar] [Crossref]

4. Alsharari, N. M., et al. (2025). Integrating total quality management and management control systems: A systematic literature review and proposed integrative framework. Journal of Accounting & Organizational Change, 21(7), 56–89. https://doi.org/10.1108/JAOC-10-2024-0337 [Google Scholar] [Crossref]

5. Arawati, A. (2008). The impact of total quality management on business performance. Journal of Quality Management, 5(2), 1–10. [Google Scholar] [Crossref]

6. Crosby, P. B. (1979). Quality is free: The art of making quality certain. McGraw-Hill. [Google Scholar] [Crossref]

7. Deming, W. E. (1986). Out of the crisis. MIT Press. [Google Scholar] [Crossref]

8. Fonseca, L. M., & Domingues, J. P. (2017). ISO 9001:2015 edition—Management, quality and value. International Journal for Quality Research, 11(1), 149–158. [Google Scholar] [Crossref]

9. Ishikawa, K. (1985). What is total quality control? The Japanese way. Prentice Hall. [Google Scholar] [Crossref]

10. Juran, J. M. (1964). Managerial breakthrough. McGraw-Hill. [Google Scholar] [Crossref]

11. Kato, J., & Mulyungi, P. (2021). Manufacturing firm competitiveness and operational efficiency in Uganda. African Journal of Business Management, 15(3), 45–58. [Google Scholar] [Crossref]

12. Liu, H. C., Liu, R., Gu, X., & Yang, M. (2023). From total quality management to Quality 4.0: A systematic literature review and future research agenda. Frontiers of Engineering Management, 10(2), 191–205. https://doi.org/10.1007/s42524-022-0243-z [Google Scholar] [Crossref]

13. Mokhtar, S. S. M., & Muda, M. (2019). Quality management practices in developing economies: A systematic review. International Journal of Productivity and Performance Management, 68(2), 364–389. https://doi.org/10.1108/IJPPM-05-2018-0191 [Google Scholar] [Crossref]

14. Nabukeera, M. (2020). Challenges affecting manufacturing sector competitiveness in Uganda. Uganda Journal of Management Studies, 12(1), 23–35. [Google Scholar] [Crossref]

15. Psomas, E., & Antony, J. (2017). Total quality management elements and results in higher education institutions. Quality Assurance in Education, 25(2), 206–223. https://doi.org/10.1108/QAE-08-2015-0032 [Google Scholar] [Crossref]

16. Qualityze. (2020). What is good manufacturing practice (GMP)?https://qualityze.com [Google Scholar] [Crossref]

17. Sadikoglu, E., & Olcay, H. (2014). The effects of total quality management practices on performance and the reasons for and the barriers to TQM practices in Turkey. Advances in Decision Sciences, 2014, 1–17. https://doi.org/10.1155/2014/537605 [Google Scholar] [Crossref]

18. Sahoo, S., & Yadav, S. (2018). Total quality management in Indian manufacturing SMEs. Procedia Manufacturing, 20, 541–548. https://doi.org/10.1016/j.promfg.2018.02.080 [Google Scholar] [Crossref]

19. Schuurman, F. J. (1997). Globalization and development: The role of quality management. Third World Quarterly, 18(3), 553–566. [Google Scholar] [Crossref]

20. Talib, F., Rahman, Z., & Qureshi, M. N. (2013). An empirical investigation of the relationship between total quality management practices and quality performance in Indian service companies. International Journal of Quality & Reliability Management, 30(3), 280–318. https://doi.org/10.1108/02656711311299845 [Google Scholar] [Crossref]

21. Tamuli, A., & Goswami, S. (2024). Barriers associated with total quality management practices: A comparative study between service and manufacturing enterprises. Journal of Operations and Strategic Planning, 1, 50–66. [Google Scholar] [Crossref]

22. Udofia, E. E., & Ekpudu, J. E. (2025). Effect of total quality management on organisational productivity and market share. Modern Management Review, 30(3). [Google Scholar] [Crossref]

23. Ugwu, K. E. (2024). Aligning total quality management and continuous improvement for process performance: An empirical review. Journal of Commerce, Management, and Tourism Studies, 3(1), 1–12. [Google Scholar] [Crossref]

24. Wruck, K. H., & Jensen, M. C. (1994). Science, specific knowledge, and total quality management. Journal of Accounting and Economics, 18(3), 247–287. https://doi.org/10.1016/0165-4101(94)90003-5 [Google Scholar] [Crossref]

• The Indirect Effect of Liquidity and Activity on Company Value with Profitability as an Intervening Variable
• Effect of Financial Skills, Knowledge, and Attitude on The Financial Behaviour of Clergy
• A Decade of Review: Trends in Budget Execution and Financial Performance of Development Projects in Tanzania (2014/15-2023/24)
• The Influence of Pre-Project Planning on the Budget Absorption Rate of Public Funded Infrastructure Projects in Kenya a Comparative Case Study of Narok, Migori, and Kisii County Government Projects
• Assessment of Factors Influencing Digital Transformation in Hotels’ Facility Management in Abuja Metropolis, Nigeria