Quality Tool Utilization and Organizational Performance: A Correlational Study of Pareto Analysis and Ishikawa Techniques among Business Enterprises in Bukidnon, Philippines
DOI:
https://doi.org/10.54536/jebs.v2i2.8252Keywords:
Business Enterprises, Ishikawa Technique, Organizational Performance, Pareto Analysis, Quality ManagementAbstract
This study examined the influence of Pareto Analysis and Ishikawa Techniques on the organizational performance of business enterprises in Valencia City and Malaybalay City, Bukidnon, Philippines, employing a descriptive-correlational research design grounded in the quantitative approach. Data were gathered from 390 managers and supervisors selected through stratified random sampling, using a researcher-made structured questionnaire that demonstrated excellent internal consistency. Pareto Analysis was measured across five indicators: frequency of use, problem prioritization, data collection and analysis, action and follow-through, and competency and understanding, while Ishikawa Techniques were assessed through five parallel indicators, and organizational performance was evaluated across operational efficiency, employee effectiveness, continuous improvement, and innovation. Results showed that respondents were predominantly male, college-educated managers with two to seven years of organizational tenure, concentrated in retail and wholesale trade enterprises employing fewer than 100 workers. Managers rated themselves highly utilizing both Pareto Analysis and Ishikawa Techniques. In terms of organizational performance on the other hand, managers indicated to having a strong performance in their operations. Pearson r analysis revealed strong, significant positive correlations between organizational performance and both Pareto Analysis and Ishikawa Techniques with all ten sub-component indicators showing significant positive relationships. Multiple regression analysis identified seven significant predictors of organizational performance, led by Team Participation and Collaboration from Ishikawa Techniques, collectively accounting for 75.0% of the variance in organizational performance. These findings affirm that the collaborative, cross-functional dimension of structured quality tool practice, rather than the analytical mechanics of the tools alone, most powerfully drives enterprise performance. The study recommends institutionalizing collaborative, cross-functional problem-solving practices and targeted competency training to help business enterprises in Bukidnon achieve stronger and more balanced organizational performance.
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