CHAPTER ONE: INTRODUCTION

1.1 Background to the study
Since the 1980s to date, there has been an increasing awareness and implementation of practices associated with TQM as well as other manufacturing practices (Cua, Mckone, & Schroeder, 2001).
We have seen the growing adoption of a range of quality and management systems standards, the emergence of total quality management (TQM), business excellence, performance excellence, Lean thinking and Six Sigma, statistical process control. The battle weary could be excused from taking a rather jaundiced view of this ever-lengthening list of ‘quality’ offers but, by and large, they share many of the principles and elements that are found in TQM (Oakland, 2014).
1.1.1 Concept of Competitive Strategy
Joiner (2007), found a strong positive relationship between the extent of implementation of TQM practices and organization performance. Locally reseachers such as Cheroigin (2014) have reported positive relationship between TQM and organizational performance, Kombo (2015) found significant positive relationship between knowledge strategy and performance, and Wambugu (2013) found a strong relationship between TQM practices and operational performance.
None of the researchers examined the relationship between competitive strategy, total quality management practices and organizational performance and hence the research gap that this study sought to fill. This research attempts to answer the following research questions, what is the relationship between competitive strategy and TQM practices? what is the relationship between competitive strategy and organizational performance? and what is the combined effect of competitive strategy and TQM practices on organizational performance?
1.3 Objectives of the Study
The general objective of this study was to determine the relationship between competitive strategy, manufacturing strategy and performance of firms in the metals and allied sector in Kenya. The specific objectives were to determine:
(a) The relationship between competitive strategy and TQM practices.
(b) The relationship between
(d) The combined effect of competitive strategy and TQM practices on organization performance.

1.4 Value of the Study

This study will be of significance to three key stakeholders: Practice, the metals and allied sector (managers and shareholders), Theory for researchers in academia and policy making in firms, central and regional governments.
To researchers, the study provides empirical evidence to validate or invalidate the arguments for and against competitive strategy and manufacturing strategy and their role in enhancing performance in the metals and allied industry.
The proposed study will be of great importance to both the scholars and practitioners. It is expected to contribute to the body of knowledge in Competitive strategy, TQM and Organizational Performance. It will aim at building on what has been done in the area by previous researchers and