QUALITY MANAGEMENT PRACTICES IN AN AERONAUTICAL COMPANY THROUGH THE LENS OF TOTAL QUALITY MANAGEMENT: A CASE STUDY OF SUBASSEMBLY OPERATIONS

This study analyzes quality management practices in the subassembly process of an aeronautical company through the lens of Total Quality Management (TQM). The research adopts a qualitative, applied, exploratory-descriptive approach based on a single case study. The unit of analysis comprises quality management practices embedded in the assembly process, examined according to seven principles: customer focus, leadership, engagement of people, process approach, improvement, evidence-based decision making, and relationship management. Data were collected through a semi-structured protocol answered by a professional directly involved in the process. The evidence was confronted with seven theoretical propositions and classified according to previously defined criteria. The results showed convergent evidence for customer focus, engagement of people, process approach, improvement, and evidence-based decision making. Leadership and relationship management showed partial adherence, mainly because of tensions involving productivity, learning and execution time, as well as perceived weaknesses in supplier integration. Strengths include operation traceability, document control, inspections, worker qualification, root-cause analysis, use of the A3 method, and indicator monitoring. Recommendations focus on improving execution-time planning, reducing documentation mismatches, strengthening supplier and logistics interfaces, and formalizing the verification of improvement effectiveness. The study concludes that the analyzed process presents a strongly structured quality system, while managerial and relational opportunities for improvement remain. of evidence relating to the seven quality management principles