**4. Literature review**

Existing literature that revealed the benefits enjoyed by certified organisations small, medium and micro-sized enterprises was reviewed and explored to respond to the study's research questions. Different theories were also assessed to test the hypotheses emerging from the research question. Ultimately the theory of Total Quality Management (TQM) was relevant to the research study.

#### **4.1 Theoretical framework of the study**

The theoretical framework of this study is limited to three TQM theories by Crosby (1979) and Juran [18]. TQM has been studied from diverse and numerous perspectives. The first theory of TQM by Deming focused on the system of profound knowledge, 14 points of management and the Plan-Do-Check-Act (PDCA) Cycle. For this paper, the focus was on the PDCA cycle as represented in **Figure 2**, considering its direct applicability to the paper. According to Bulsuk [19], a detailed **plan** is the first step in any project, once the plan is in place, **do** (implement) it regardless of its perfect completeness. Then make sure all problems are noted as being encountered and how to respond to them. Bulsuk [19] further explained the next step of the cycle, **checking** to see if any problems have been encountered during the execution of the plan, so that root cause analysis is initiated where deviations are identified. Lastly, to **act** on the identified root causes and implement corrective actions.

The PDCA is popularly referred to as the beginning of continuous process improvement and is used to solve problems to maximise business processes. Kaiser [20] noted how the cycle could guarantee improvements for activity in agreement

#### **Figure 2.** *The first step to plan-do-check-act cycle [19].*

with Deming's PDCA cycle, which was conceptualised in 1959. Otterloo [21] believes that the PDCA model was developed to aid improvement in the production processes.

The second theory of TQM by Crosby [18] contributed to TQM by outlining a 14-step approach to quality that demonstrated commitment strategies and principles to continuous improvement in organisations. Another contribution towards TQM can be recognised through another quality guru, Juran (1986), whose third theory of TQM aimed at explaining the concept of Quality Trilogy, namely quality planning, quality control and quality improvement.

As indicated in **Figure 3** below, the TQM process starts with planning activities to ensure all risks associated with the projects are assessed, measured and managed accordingly. Juran ([18], 3) argued that quality planning is the starting point in creating a process that will meet established goals and do so under operating conditions. The planning phase is very critical during the setting of objectives in order to allocate and prioritise the necessary resources to meet customer requirements and specifications, which agrees with Juran's assertion. These theories align with the study and can be applied to understand the significance of quality management systems in business performance.

**Figure 3.** *TQM theory of quality trilogy ([18], 2).*
