Basic Concepts and Definitions

Quality Management
Quality:
Quality refers to the sum of attributes or properties
that describe the product.
Quality is the totality of features and characteristics of a

product or services that bear on its ability to satisfy stated

or implied needs.

Quality has different meanings for different people.

The American Society for Quality (ASQ) glossary
defines quality as:
A subjective term for which, each person has his or her
own definition.
In technical usage, quality can have two meanings:
1. The characteristics of a product or service that bear on
its ability to satisfy stated or implied needs.
2. A product or service free of deficiencies.

The above definitions bring out certain distinct features of the term
quality
Fitness for use: The components are said to possess good quality, if
they work well in the structure for which they are meant.
Grade: Quality is the distinguishing feature or grade of the product
in appearance, performance, life, reliability, taste, odour and
maintainability etc. These are generally called as quality
characteristics.
Degree of preference: Quality is the degree to which a specified
product is preferred over competing products of equivalent grade.
This is based on comparative tests by customers and is normally
called customer preference.
Degree of excellence: Quality is a measure of the degree of general
excellence of the product.
Conformity to requirements: Conformity to requirements is
concerned with how well a product conforms to design and other
specifications.

Quality History
Quality issues have been of great concern throughout the recorded
history of humans.
During the New Stone Age, several civilizations emerged, and
some 40005000 ago, considerable skills in construction were
acquired.
The pyramids in Egypt were built approximately 25892566 BC.
Hammurabi, the king of Babylonia (17921750) BC codified the

law, according to which, during the Mesopotamian era, builders

were responsible for maintaining the quality of buildings and
were given the death penalty if any of their construction
collapsed and their occupants were killed.
The extension of Greek settlements around the Mediterranean
after 200 BC left records showing that temples and theaters were
built using marble.

Quality History
From the foregoing writings and many others on the history of
quality, it is evident that the quality system in its different forms
has moved through distinct quality eras such as:
Quality inspection
Quality control
Quality assurance
Total quality
However, quality actually emerged as a dominant thinking only
since World War II, becoming an integral part of overall business
system focused on customer satisfaction, and becoming known
in recent times as Total Quality Management, with its three
constitutive elements:
Total: Organization wide
Quality: Customer satisfaction
Management: Systems of managing

Continuous improvement,
Empowering people
Caring for people & Involvement
Compliance to specification
Allocating blame

Total Quality Management

Policy deployment
Involve suppliers and customers
Involve all operations
Process management
Performance measurement
Teamwork
Employee involvement

Inspection
Salvage
Sorting, grading,
reblending
Corrective actions
Identify sources of
nonconformance

Quality assurance
Quality systems development
Advanced quality planning
Comprehensive quality manuals
Use of quality costs
Involvement of non-production
operations
Failure mode and effects analysis
Statistical process control
Quality control
Develop quality manual
Process performance data
Self-inspection
Product testing
Basic quality planning
Use of basic statistics
Paperwork controls

Five Views of Quality

1. Transcendental View: - Quality is synonymous with innate
excellence. This approach claims that quality cannot be
defined precisely; we learn to recognize quality only through
experience.
2. Product-based View:- Quality as a precise and measurable
variable. Differences in quality reflect differences in the quality
of some ingredient or attribute possessed by a product.
However, the limitations of this approach are:
A one-to-one correspondence between product attribute and
quality does not always exist and
When quality is a matter of aesthetics, this approach fails to
accommodate differences in tastes

3. User-based View:- The goods and services that best satisfy

individual consumers different wants or needs are regarded as
having the highest quality.
This view of quality is personal i.e., perceived quality.
It is highly subjective and focuses on issues of fitness for use by
the individual consumer
4. Manufacturing-based View: - Focus on producers of goods,
works and services and identify quality as conformance to
requirements.
Once designs or specifications have been established, any deviation
implies a reduction in quality.
5. Value-based View: - Quality in terms of costs and price. A
quality product is one that provides performance or conformance
at an acceptable price or cost.
An inexpensive product is expected to be of lower quality than a
similar and more expensive product.

Seven faces of quality:

Performance
Features
Reliability

Conformance
Durability
Serviceability
Aesthetics

Dimensions of Quality:

Benefits of Quality:
It gives a positive company image
It improves competitive ability both nationally and

internationally
It increases market share, which translated into
improved profits
Overall, it reduces costs, which also translates into
improved profits
It reduces or eliminates product liability problems,
avoiding unnecessary costs
It creates an atmosphere for high employee morale,
which improves productivity

Types of quality:
scholars breaks down quality into four categories to
understand its relationship to competition.
Indifferent quality :- Quality that the customer does not
notice or appreciate.
Expected quality :- Quality that customer expects and
demands.
One-dimensional quality :- Quality that the customer
expects, but that does not necessarily result in lots of order
or displeased customer, when lacking.
Exciting quality:- Quality that exceeds the customers
expectations, attracting favourable attention of customers.
It is the quality that pleasantly surprises customers, perhaps
creating an order winner.

Levels of Quality:
An organization that is committed to quality must examine quality at three levels:
Organizational level
Quality concerns centre on meeting external customer requirements.
An organization must seek customer input on a regular basis. Customer-driven
performance standards should be used as the basis for goal setting, problem
solving, performance appraisal, incentive compensation, non-financial rewards and
resources allocation.
Process level
Organizational units are classified as functions or departments, such as marketing,
design, product development, operations, finance, purchasing, billing and so on.
Since most processes are cross-functional, the managers of particular organizations
units may try to optimize the activities under their control, which can sub optimize
activities for the organization on a whole.
Performance / job level
Standards for output must be based on quality and customer-service requirements
that originate at the organizational and process level.
These standards include requirements for accuracy, completeness, innovation,
timeliness and cost

Quality in manufacturing Vs In Construction Projects

Quality in manufacturing is spread over a series of processes.
Material and labor are input into these processes out of which a
product is obtained.
The output is monitored by inspection and testing at various stages
of production.
Any nonconforming product is identified as repaired, reworked,
or scrapped, and proper steps are taken to eliminate problem
causes. Statistical process control methods are used to reduce
the variability and increase the efficiency of the process.
However, in construction projects, the scenario is not the same.
If anything goes wrong, the nonconforming work is very difficult
to rectify, and remedial action is sometimes not possible.

Quality in construction projects

The authors of Quality in the Constructed Project (2000) by
the American Society of Civil Engineers (ASCE) have
defined quality as:
the fulfillment of project responsibilities in the delivery
of products and services in a manner that meets or exceeds
the stated requirements and expectations of the owner,
design professional, and constructor.
Responsibilities refer to the tasks that a participant is
expected to perform to accomplish the project activities as
specified by : contractual agreement and applicable laws
and licensing requirements, codes, prevailing industry
standards, and regulatory guidelines.
Requirements are what a team member expects or needs
to receive during and after his or her participation in a
project.

Quality in construction projects( others)

Quality of construction is even more difficult to define.
First of all, the product is usually not a repetitive unit
but a unique piece of work with specific characteristics.
Secondly, the needs to be satisfied include not only those
of the client but also the expectations of the community
into which the completed building will integrate.
The construction cost and time of delivery are also
important characteristics of quality

construction project trilogy

Based on the foregoing, the quality of construction

projects can be defined as:
Construction project quality is the fulfillment of the
owners needs per defined scope of works within a budget
and specified schedule to satisfy the owners/users
requirements.

Quality Control (QC) and Quality Assurance (QA)

Quality control (QC) is the specific implementation of a

quality assurance(QA) programme and related activities.

Effective QC reduces the possibility of changes, mistakes
and omissions, which in turn result in fewer conflicts and
disputes.
Quality assurance (QA) is a programme covering
activities necessary to provide quality in the work to meet
the product/project requirements.
QA involves establishing project related policies,
procedures, standards, training, guidelines, and system
necessary to produce quality.

Objectives, Benefits and Problems of Implementing the

QA Systems

Many studies have identified the following objectives,

benefits and problems of QA implementation.
Objectives:
Satisfy the customer's needs and expectations.
Satisfy the company's needs and interests.
Benefits:
Reduce wastage.
Enhance team spirit, instil discipline in staff.
Reduce staff conflict, enhance job satisfaction.
Increase efficiency.

 Provide confidence to clients, reduce customer

complaints, lower rejection rates, lessen reworks.
Improve sales.
Shorten lead time.
Strengthen relation with subcontractors.
Lower cost, increase profit.
Improve systems and standardize procedures.
Improve workmanship, guarantee quality

Obstacles and problems faced by the whole

construction industry in adopting QA are:
Short term profit.
Low priority on quality.
Tendering at lowest price.
Multi-layered subcontracting.
Adversarial relationship in construction industry.
Lack of training.
Poor site conditions.
Complexity and variability of construction process.
Necessity and ineffectiveness of policing quality.

 Problems faced by individual firms:

Expensive to develop and implement the scheme.

Lack of right decision by top management.
Lack of Substantial documents and verification.
Lack of qualified staff.

Total Quality Management (TQM)

The primary purpose of TQM is to achieve excellence in
customer satisfaction through continuous
improvements of products and processes by the total
involvement and dedication of each individual who is
in any way, a part of that product/process.
The principles of TQM create the foundation for
developing an organization's system for planning,
controlling, and improving quality.

Quality Management Systems

Adopted by Construction
Organizations

For an organization, a quality management system is a

management system to direct and control an

organization with regard to quality.
A construction contractor usually has three quality
documents for running a quality management system.
The three quality documents are as follows.
Quality Manual
Quality Procedures
Quality Plan

Quality Manual
This is a company-wide document setting out the general quality
policies, procedures and practices of the organization.
A quality manual usually comprises the following:
1. Company policy statement which includes a statement, a
summary of activities undertaken and the firm's policy,
objectives towards implementing a quality system in accordance
with the requirements of a standard.
2. General statement to amplify the company's commitment to
implementing a quality system.
3. Amendment re-issue and distribution.
4. Authority and responsibility included in the firm's
organization.
5. Summary of different procedures.

Quality Procedures
These are documents describing the activities involved in
conducting business which are essential to the achievement of
quality,
e.g. instructions for the production of concrete would require a
quality procedure.
They are in fact method statements which make reference to
relevant specification documents.
The quality procedures include the following:
1. Scope and purpose of the procedures.
2. Sequence of actions.
3. Persons responsible in the execution of duties and for ensuring
that requirements are met.
4. Remedial actions if non-conformance is detected.

Quality Plan
Besides the quality manual and the quality procedures,

which are applicable to the entire company, there is also a

quality plan which is applicable only to a particular project
(or a construction contract) undertaken by the company
Therefore, there can be a number of quality plans for a
company, depending on the number of individual projects
it is undertaking.
A quality plan is the document derived from the quality
system setting out the specific quality practices, resources
and activities relevant to a particular contract or project.

Developing a Construction Quality

Management System

Quality system
In a manufacturing factory, material and labour are input through a

series of processes out of which a product is obtained.

The quality of the output is monitored by inspection and testing at
various stages of production ; and any nonconforming product
found is either repaired, reworked or scrapped.
In construction, the scenario is similar except that if anything goes
wrong, the nonconforming work is very difficult and costly (and
sometimes even impossible) to rectify
Consistency of operation involves three basic functions:
say what you do, do what you say, and record what you have
done.
This can be achieved by establishing a quality system in the
organization and maintaining it to be effective.

A quality system is a framework for quality management.

It embraces the organizational structure, procedures, processes
and resources needed to implement quality management.
Purpose of quality system
The quality system of an organization clarifies the authorities
and responsibilities of the staff and their interrelations.
It standardizes the administrative and the work procedures.
It regulates the conduct of verification activities.
It generates permanent records showing that the prescribed
activities of verification have been performed and the required
quality has been attained.
It regulates the conduct of the different processes and prevents
side-stepping.

QUALITY SYSTEM STANDARD

A quality system has to cover all the activities leading to the finished

product.
Depending on the scope of the project of the organization, these
activities include planning, design, development, purchasing,
production, inspection, storage, delivery and after-sales service.
A reference base is required against which the adequacy of a quality
system can be judged.
Such a reference base is called quality system standard.
The International Organization for Standardization (ISO) went one
step further by developing a standard which would be internationally
accepted.(ISO1900)
Note: in the construction industry quality standards are usually
referred to as project specifications, which consists of the customers
requirements and all of the stated and implied regulatory
requirements.

ISO 9000 Quality Management System

ISO 9000 quality system standards are a tested framework

for taking a systematic approach to managing the business

process so that organizations turn out products or services
conforming to customers satisfaction in the construction
sector.
The typical ISO quality management system is structured
on four levels, usually portrayed as a pyramid.

Quality management system pyramid

which sets out what management requires its staff to do in order
to ensure quality management system.
What is to be done?
How is it done?
How does one know that it
has been done properly (for
example, by
inspecting, testing, or
measuring)?
What is to be done if there
are problems (for example,
failure)?

which details the work

to be done

QUALITY SYSTEM REQUIREMENTS

1. Management responsibility
The responsibility for quality lies with senior management of the
company.
A quality policy statement, signed by the chief executive, should
be issued setting out the:
companys objectives for quality and
the managements commitment to quality.
The quality policy is publicized among all staff of the company,
e.g. through seminars and indoctrination sessions, so that it is
fully understood and followed.

2.Quality system
A companys quality system is its blue-print for quality
management. It is a means of ensuring the quality of the
product.
The quality system is to be fully documented with
documentation usually in three tiers.
The first tier document is the quality manual which covers
the requirements of the International Standard to which the
quality system is to conform.
The second tier documents consist of a number of quality
procedures which are referred to by the quality manual.

The third tier documents is work instructions:

that define how the activities are performed.

The quality procedures and work instructions together
ensure consistency of operations.

3.Contract review
Contract review is a preventive measure to avoid any

misunderstanding between the parties to a contract.

The first review normally takes place at the tender stage.
Before submitting the tender, the contractor should ensure
that the requirements of the client are well defined in the
drawings,
specifications, bills of quantities and other documents, and
should clear up any ambiguities and omissions with the
architect/engineer.
During the progress of the contract, any variation order
involving substantial changes in the design or specification
of the works, either in kind or in quantity, should be
reviewed before acceptance.

Monitoring Responsibility Summary Sheet

Project:
Owner:
Contractor:
Consultant:

Contract
Article

_____________________________
_____________________________
_____________________________
_____________________________

Owner
Resp

Contractor
Resp.

Consultant Regula Financie

Resp.
tor
r
Resp.
Resp.

Overlap
Resp

Contract
Condition:
Description

4. Design control

Design control is a key element in ISO.

The aim of design control is to ensure that the clients

requirements, including applicable regulatory

requirements, are faithfully translated into drawings and
specifications.
The design is to be reviewed, verified and validated before
being released for use; and this applies also to subsequent
changes to the design.

5. Document and data control

All documents describing the companys operations are subject to

control.
Obviously the quality system documents are controlled documents.
Other documents belonging to this group are those which control the
processes of tender preparation, requisition and procurement, staff
recruitment, etc.(operation manual)
Document control does not affect the contents of the documents, but
regulates the administrative processes by which a document is created,
revised, distributed, retrieved, archived and disposed of.
The control mechanism operates through the following:
review and approval of new and revised document before issue by an
authorized person;
distribution of pertinent issues to prescribed personnel and
departments;
prompt removal of obsolete documents to prevent inadvertent use;
marking of obsolete documents to such effect, if not immediately
disposed of.

6. Purchasing
In the construction industry, purchasing refers not only to

procurement of supplies but also to provision of labour and other

services.
Nowadays there is a tendency for contractor to take up a management
role, employing a team of subcontractors to carry out the
construction activities and the subcontractors in turn may rely on
other subcontractors to work for them.
As the main contractor is contractually responsible to the client for
the subcontracted work, it is to his advantage and protection to verify
that any supplier of material or labour is capable of providing the
right product or service at the right time.
For satisfactory purchasing, there are two prerequisites, i.e.
selecting a supplier/subcontractor capable of providing the supply or
service of the intended quality;
specifying the required supply or service in sufficient details to avoid
ambiguity

7. Control of customer-supplied product

It is not uncommon for the client of a construction project to

provide certain materials or products for incorporation into the

finished works.
Examples of customer (or client) supplied product are
materials that the client trades in, products from his own
factory, mechanical plants to be installed in the permanent
works, and logos or other signs of distinction.
On receipt, these items should be verified as to kind and
quantity, properly identified and stored to prevent misuse or
deterioration.

8. Product identification and traceability

Product identification in building construction refers mainly to

prefabricated components.
These include precast concrete units and semi assembled
steelwork.
After the units have passed the appropriate inspection and/or
testing, they should be made identifiable as to batch or series.
Such markings can simply be painted on the units or indicated
with stick-on labels.

9. Process control
Construction processes, including erection of temporary works, pre

casting and prefabrication as well as installation of appliances,

should be identified, planned and scheduled well ahead of time.
This is normally done soon after the project is commissioned.
A construction programme for the entire project, together with the
equipment and manpower requirements, is developed long before
construction commences.
The outcomes of construction planning are incorporated in the
project quality plan.
The construction processes should be carried out by labour with
appropriate skill, using suitable and well-maintained equipment, and
under regular supervision.
With multi-layers of subcontractors working on site, difficulties are
often encountered in satisfying this requirement.
Provision of documented procedures or work instructions is essential
for non-routine and unconventional processes. These documents
have to be prepared specifically for the project.

10. Inspection and testing

Inspection and testing required for a project should be indicated in

the project quality plan.

On a construction site, inspection and testing is carried out at three
stages:
on receipt of purchased or subcontracted items or service;
during a construction process in which an in-process check is
conducted before proceeding to the next step;
before final delivery or handover of the finished works.
Materials, components and appliances received on site are subject to

receiving inspection and/or testing.

The amount and nature of checking required vary with the degree of
control exercised at the suppliers premises and the recorded
evidence of conformance.

11. Control of inspection, measuring and test

equipment
In construction, equipment used for inspection,

measuring and testing includes surveying instruments,

pre stressing jacks, torque wrenches, weigh-bridges,
various testing devices, weighing scales and measuring
tapes.
Such equipment, both self-owned and hired, should be
properly maintained and calibrated at regular intervals as
recommended by the respective manufacturers.
A schedule of calibration is established and the records of
calibration maintained.
The equipment should be handled, preserved and stored
in such a way as to maintain accuracy and fitness for use.

12. Inspection and test status

On the production line, workers must be able to

distinguish a product (or semi-product) which is

satisfactory from another which is not.
Likewise, in construction, anything that will finally
become part of the completed structure should have its
inspection and test status identified.
This includes bought-in materials and components, as
well as the contractors own product either on or off site.
The identification is maintained throughout the
construction process, from receipt of incoming supplies
to handover of the finished works or part thereof.

13. Control of nonconforming product

Nonconforming product or work, may arise at different stages of

construction.
The nonconformities range from minor discrepancies such as sandstreaking of the concrete surface or using a paint of the wrong colour,
to major mistakes such as incorrect level of a floor or non-verticality
of a wall.
With in-process inspection and testing properly and conscientiously
performed, it should be able to discover any nonconformity as soon as
it exists.
The next step is to identify the nonconforming work so as to avoid it
being covered over or built upon. The method to do so depends on the
kind of work.
The nonconforming work should be reviewed as soon as possible after
it is detected.
Based on the outcome of the review, the disposition of the
nonconforming work is worked out, which ranges from qualified
acceptance to reconstruction.

14. Corrective and preventive action

In the course of reviewing nonconforming work, or handling a

client complaint, the cause of the incident and the situation

leading to it are usually revealed.
A construction activity might have deviated from the contract
drawings/specifications or the workmanship might have fallen
short of the specified or implied level of standard.
Corrective action is necessary to eliminate the cause so as to
avoid recurrence of the untoward event.
This may involve amending a documented procedure or work
instruction, providing additional resources or training the
operational staff.
In contemplating the appropriate action, account should be
taken of the magnitude of the problem and the risks involved.
Corrective and preventive action should be implemented by the
authorized person(s) following an established procedure.

15. Handling, storage, packaging, preservation and delivery

In the context of building construction, this quality system requirement
refers mainly to handling and storage of construction materials and

protection of prefabricated units in transit.

From receipt of construction materials through to handover of finished
works, the contractor should exercise control to prevent damage and
deterioration.

16.Control of quality records

Quality records are intended to demonstrate conformance to specified

requirements and effective operation of the quality system.

Accordingly, these records fall into two categories which are filed
separately.
Project-specific records: include pertinent records from the
subcontractors, provide evidence showing that the required standards of
materials and workmanship have been attained.
System-related records: indicate that incidents of non-conformance and
client complaints diminish in number with maturity of the system.

PERCEIVED OUTCOMES OF QUALITY SYSTEM

Implementing an ISO9000-compliant quality system in an
organization has long-term effects. SWOT analysis*reveals the
possible outcomes as follows.
Strengths:
Opportunities:
less rework or repair
more business locally
stronger client focus
higher efficiency in operation
improved internal communication
improved external communication
systematic record keeping

Weaknesses:
more paperwork
increased bureaucracy
higher overhead cost

more business inter-state and

overseas
returned business from satisfied
clients
Threats:
staff discontent
less flexibility in operation
lower productivity in the initial
period

Developing a Construction Quality

Management System
The following are essential stages in developing and
implementing a certified quality management system.
Stage 1
The chief executive of the firm should make a commitment to
quality
assurance by declaring a quality policy such as "Towards total
customer satisfaction" and making a formal statement of the
objectives such as "To achieve ISO 9000certification in 15
months' time".
Organizing the management structure and defining
responsibilities then follow.
Stage 2
Examine and review the existing internal documentation,
activities and procedures prior to preparation of quality manual
and quality procedures, that is, the quality management system.

 Stage 3

When the quality management system is completed and fully approved

internally, apply the general quality procedures to specific contracts.
Staff should be familiar with quality management and understand
their roles. Usually, training would be required.
Stage 4
For specific contracts, the firm has to prepare quality plans and
additional quality procedures.
Stage 5
The quality plan is applied to the specific contract and further training
may be required.
Stage 6
Internal and external audit of the quality system are being
implemented.
All quality manuals and quality procedures should be reviewed
periodically.

Quality indicators and Quality audits

Quality audit: A systematic and independent examination to
determine whether quality activities and results comply with
planned arrangements and whether these arrangements are
implemented effectively and are suitable to achieve objectives.
Principles of auditing
All management decisions should be based on a knowledge of
the relevant facts.
Decisions made without a knowledge of the facts, or those
based on false information, are likely to be bad decisions
which will not achieve their desired objectives.

Types of audit
Most audits fall into one of three categories:
INTERNAL AUDITS
These are audits undertaken by an organization to examine its own
systems and procedures.
They may be performed by people from within the organization or by
teams hired from outside.
Note that internal auditors must be independent of the people being
audited in order that their objectivity will not be compromised.
EXTERNAL AUDITS
These are audits undertaken by an organization to examine the quality
systems of its suppliers.
Again, they may be performed by in-house teams or by outside
agencies hired by purchasers.

 THIRD-PARTY AUDITS

These are audits undertaken by bodies with no existing or

intended contractual relationship with either the purchaser or
the supplier.
They are almost invariably made against a recognized system
standard and include audits by accredited certification bodies.
Auditor selection and training
Quality auditing is a skilled function and, like all other skills,
requires :
specific personal talents
specialized training and
broad experience

Audit procedures
A. PREPARATION
On receipt of an instruction to carry out an audit, the lead
auditors first action should be to make contact with the
auditee and establish that there is a common understanding of
the background to, and purpose of, the audit.
In carrying out preparations, the auditor will seek to achieve
the following objectives:
1. To establish whether the auditee has a documented system
capable of satisfying the requirements of the audit.
2. To select matters in the documents which require clarification.
3. To identify the functions or departments in the auditees
organization which s/he will wish to examine and to draw up a
check-list of questions applicable to each.

B. THE AUDIT
It is usual to commence the audit with an opening meeting attended
by the audit team and the heads of the auditees departments which
are to be assessed.
The purpose of this meeting is to ensure that all concerned
understand the background and purpose of the audit and are aware
of the procedure to be followed.
Typical agenda for an opening meeting:

Introduction
Background and purpose
Confirmation of audit plan
Nomination of escort
Identification of auditee management representatives
Logistics: working hours, office accommodation, lunch, closing
meeting, etc.
Questions.

C.REPORT AND FOLLOW-UP

The audit reporting procedure will depend upon the type and
purpose of the audit.
Its primary aim will be to provide information to the party
which has commissioned the audit.
Objective evaluations of quality system activities by competent
personnel should include the following activities or areas:
organizational structures;
administrative, operational and quality system procedures;
personnel, equipment and material resources;
work areas, operations and processes;
products being produced (to establish degree of conformance
to standards and specifications);
documentation, reports, record-keeping

Quality Audit flowchart.

INTERNAL/EXTERNAL
AUDITS

THIRD-PARTY AUDITS

Quality management (TQM) in the construction

Industry
Total quality management (TQM) is the ultimate target for any

quality management system implementation.

The primary purpose of TQM is to achieve excellence in
customer satisfaction through continuous improvements of
products and processes by the total involvement and dedication
of each individual who is a part of that product/ process.
The principles of TQM create the foundation for developing an
organization's system for planning, controlling, and improving
quality .

Quality management (TQM) in the

construction Industry
Total Quality management (TQM) is the art of managing

the whole to achieve excellence .

TQM provides the overall concept that fosters continuous
improvement in an organization.
The TQM philosophy stresses a systematic, integrated,
consistent, organization-wide perspective involving
everyone and everything.
It focuses primarily on total satisfaction for both internal
and external customers, within a management
environment that seeks continuous improvement of all
systems and processes.

 TQM emphasizes the understanding of variation, the

importance of measurement, the role of the customer and

the commitment and involvement of employees at all levels
of an organization in pursuit of such improvement to fully
satisfy agreed customer requirements.
TQM is now an integrative approach that forms part of the
day-to-day business decision process.

Principles of TQM
Five core principles are embodied in TQM

Supporting Elements
The five principles of TQM can be achieved in an organization
with the aid of six basic supporting elements:
Leadership: Senior Management must lead this effort by
example, by applying the tools and language, by requiring the
use of data, and by recognizing those who successfully apply the
concepts of TQM.
Education and Training: Quality is based on the skills of all
the employees and their understanding of what is required.
Supportive Structure: Senior managers may require support to
bring about the change necessary to implement a quality
strategy.

 Communications: Communications in a quality environment

may need to be addressed differently in order to communicate

to all employees a sincere commitment to change.
Reward and Recognition: Teams and individuals who
successfully apply the quality process must be recognized and
suitably rewarded, so that the rest of the organization will
know what is expected.
Measurement: The use of data is of paramount importance in
installing a quality process.
To set the stage for the use of data, external customer
satisfaction must be measured to determine the extent to
which customers perceive that their needs are being met.

Characteristics of the Construction Industry

Vs
TQM

Construction works are carried out in the form of projects.

Projects are becoming progressively larger and more complex in

terms of physical size and cost.

In the modern world, the execution of a project requires the
management of scarce resources: manpower, material, money, and
machines to be managed throughout the life of the project, from
conception to completion.
The projects have five distinctive objectives to be managed:
scope, organization, quality, cost and time.
Construction work requires different trades and knowledge but
the management, scheduling, and control of those projects utilize the
same tools and techniques, and are subject to constraints of time,
cost, and quality.
There are also unique characteristics of projects, which differ from
routine operations.

Fig. The five objectives of a project

Critical Success Factors in TQM in Construction

TQM has gained widespread global acceptance.
However, some organizations have achieved remarkable

success while others have suffered dismal failures.

Many of the failures can be attributed to a misunderstanding
of TQM or the way the organization had implemented TQM.

1. Customer Focus
According to the philosophy of TQM, total customer

satisfaction is the goal of the entire system, and

a pervasive customer focus is the means to achieve that.
The function of the construction industry is to provide
customers with facilities that meet their needs.
For a company to remain in business, this service must be
provided at a competitive cost.
TQM is a management philosophy that effectively determines
the needs of the customer and provides the framework,
environment, and culture for meeting those needs at the lowest
possible cost.
By ensuring quality at each stage in the construction process,
and thereby minimizing costly rework as well as other costs, the
quality of the final products should satisfy the final customer.

 Every party in a process has three roles: supplier, processor,

and customer.
These three roles are carried out at every level of the
construction process. The designer is a customer of the owner.

2. Process Improvements
A process is a way of getting work done.
A process consists of the tasks, procedures and policies
necessary to satisfy an internal or external customer need.
According to the TQM philosophy, if the process is
correct, so will be the end result (product).
Thus the organization should work to improve the process
so as to improve the end product or service.

3. Continual Improvements
The goal of continual improvement is common to many managerial
theories; but TQM is unique in that it provides a specific step-by-step
process to achieve this. This process consists of nine steps:
1. Identify the process.
2. Organize a multi-disciplinary team to study the process and
recommend improvements.
3. Define areas where data is needed.
4. Collect data on the process.
5. Analyze the collected data and brainstorm for improvement.
6. Determine recommendations and methods of implementation.
7. Implement the recommendations outlined in step 6.
8. Collect new data on the process after the proposed changes have
been implemented to verify their effectiveness.
9. Circle back to step 5 and again analyze the data and brainstorm for
further improvement.

Quality Improvement Techniques

TQM demands a process of continued improvement

aimed at reducing variability.

An organization wishing to support and develop such a
process needs to use quality management tools and
techniques.
It is prudent to start with the more simple tools and
techniques:
check-sheet, check-list, histogram, Pareto analysis, causeand-effect diagram (Fishbone diagram), scatter chart, and
flowchart

Benefits of TQM
From the viewpoint of the individual company, the strategic
implications of TQM include:
Survival in an increasingly competitive world
Better service to its customers
Enhancement of the organization's "shareholder value"
Improvement of the overall quality and safety of its
facilities
Reduced project duration and costs
Better utilization of the talents of its people

Barriers in the Implementation of TQM

Employees generally show resistance to the introduction of TQM for a
host of reasons, which included
fear of the unknown, perceived loss of control, personal uncertainty,
the "it may mean more" syndrome, and an unwillingness to take
"ownership" and be committed to change.
Other barriers include:
Perceived threat to foreman and project manager roles
Disinterest at the site level
Lack of understanding of what TQM was, particularly on site
Geographically dispersed sites
Fear of job losses
Inadequate training
Plan not clearly defined
Employee skepticism
Resistance to data collection (e.g. rework costs, non-conformances
material waste)

Reasons to Implement TQM

TQM efforts should be implemented to :
Increase productivity of the organization (quantity of
performance);
Increase quality (decrease error and defect rate);
Increase effectiveness of all efforts;
Increase efficiency (decrease time requirements while
increasing productivity).
Do the right things the right way!
Quantity
Quality
Effectiveness
Efficiency

The Process of Implementing TQM

The process of implementing TQM includes:

1. Establish as top priority by top management

Visionary
3. Establish small teams - give
Set aggressive goals
overall goals
oDefine quality
"Walk the talk
oIdentify what customers want
2. Cultural change
oMeasure and change
Paradigm change
Credibility development
Time
4. Execute change and continuous improvement

Implementing a quality system

Quality management system (QMS) is defined as all activities of
the overall management function that determine the quality
policy, objectives and responsibilities, and implement them by
means such as:
quality planning, quality Control, quality assurance and quality
improvement within the quality system
The trial period
Motivation

Training
Internal quality audits
Management review