Proceeding of 3rd International

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DIAGNOSIS QUALITY MANAGEMENT SYSTEM IN CONSTRUCTION MILITARY

ENTERPRISE

Jaafar Sadeq Abdulhasan

Military Training Directorate,
Iraqi Ministry of Defence

Mastura Jaafar
School of Housing, Building and Planning,
Universiti Sains Malaysia

Ahmed Abdullah Jasim,

Military Training Directorate,
Iraqi Ministry of Defence

and

Ramani Bai Varadharajan

School of Civil Engineering
Linton University College,

ABSTRACT

This paper illustrates how the diagnosis and evaluation the Quality Management System QMS in
military enterprise which did not apply ISO 9000 according to quality gurus' visions and using Seven-
Scale of ISO to check gap analysis in QMS of in Iraq Directorate of Military Works (IDMW).The QMS
can be defined as the organizational structure, processes, procedures, and resources needed to
implement, maintain, and continually improve the management of quality. Although, ISO 9000 QMS
standards developed by the International Standards Organization (ISO), is widely used in the

reaction by ISO 9000 certified. There are many claims of construction organisations enjoyed the
benefits and advantages of being an ISO 9000 certified are literally proven, the main objective of QMS
implementation namely the achievement of stakeholders' satisfaction in the construction projects is not
up to the required level. Applying ISO 9000 QMS in military enterprise still risky because of Correlation
with the requirements of national security and its impact on mission performance of an army readiness.
For example, Some American military (MIL-Q-9859) and NATO (AQAP-1) standards are the origins for
ISO 9000.

Keywords: Total Quality Management, Quality management, ISO 9000

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PROBLEM STATEMENT

Total quality management (TQM) has been present in the military organization field since 1988
(McCarthy & Eishennawy, 1991). However, applying TQM in the military construction organization is
highly complicated and inconsistent with the military methodology in certain cases. First, applying TQM
is a common responsibility among senior management and employees of an organization. Second,
TQM lacks specific goals. The improvement does not have a distinct path toward achieving certain
goals. These reasons are apparently incompatible with the concept of chain of command and the pre-
defined tasks in the military regime (Blomberg, Cotellesso, Sitzabee, & Thal , 2014; Radulescu, 2013;
Winsor, 1996). Research results related to the construction of military projects are not disclosed to the
public (McCarthy & Eishennawy, 1991).Hence, the establishment of a paved system to TQM, which is a
quality management system (QMS), is promoted. The requirement of QMS is the first step toward the
application of TQM in an organization(Quazi & Padibjo, 2006).

The military organization requires QMS to demonstrate that its processes are both operative
and under control, and that procedures and systems are supervised effectively. The pressure to prove
that systems and procedures are in place and functioning has induced the demand for quality
assurance based on the development of QMS standards (Al-Khatib, 2008; Ilkay & Aslan, 2012; Sun,
1999; Tsiotras & Gotzamani, 1996). The QMS pertains to a network of processes consisting of
responsibilities, authorities, relationships, functions, plans, policies, procedures, practices, processes,
and resources. It aims to satisfy quality management requirements and to ensure customer satisfaction
with the quality of products or services (ISO, 2005).

The International Organization for Standardization (ISO) submitted the first standard
requirements for any organization, whether for profitability, service, or advisory purposes; moreover, it
set the principles, process approach, and requirements for QMS through four specifications known as
the ISO 9000 family (Cao, 2010). The ISO 9000 QMS has been recognized internationally and adopted
by 250,000 companies in 163 countries (ISO, 2013).

Although the ISO approach does not achieve TQM, its application engenders other benefits.
Applying ISO 9000 QMS in the construction firm strengthens the corporate image, develops operational
procedures, increases competitive power, output, and communication among employees of the firm,
reduces material waste (Ofori, Gang, & Briffett, 2002), protects the international market shares,
facilitates the inclusion of new projects, and provides competitive advantage(Ahmed, Aoieong, Tang, &
Zheng, 2005; Yates & Aniftos, 1997).

Regardless of the approach adopted toward the quality management maturity of the military
construction organization, a business may need to demonstrate to the regulatory authorities that its
processes are both effective and under control and that procedures and systems are supervised
efficiently. In addition, an organization should identify the gap between the current QMS and the QMS
standard because QMS requirements define a uniform meaning and agree with the principles and
processes. The requirements do not harm businesses. They facilitate the assessment of their
compatibility in an administrative perspective on a global level. This aspect prompted numerous military
construction organizations to adopt QMS similar to QMS in ISO 9000, such as the American Military
Standard MIL-Q-9858(a), the North Atlantic Treaty Organization Allied Quality Assurance Publications

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(AEQP-As), and the Canadian Standards Association (CSA) CSA-Z299 (Dale, Van Der Wiele, & Van
Iwaarden, 2007).
The majority of studies have focused on the process of evaluating and measuring the gap
between the ISO 9001 requirements and the actual QMS within different industrial sectors as the basis
for evaluating the effectiveness of their QMS(Abdullah et al., 2011; Llach, Marimon, & Bernardo, 2011;
Sumaedi & Bakti, 2011).

LITERATURE REVIEW

A set of co-ordinated activities to direct and control an organization in

order to continually improve the effectiveness and efficiency of its performance (Al-Khatib, 2008, p.
264).

These coordinated activities interact and are affected by being in the system. Hence, the
isolation and individual study of each activity in detail will not necessarily result in an understanding of
the system as a whole. The major thrust of QMS is in defining the processes, which will induce the
production of quality products and services, rather than in detecting defective products or services after
they have been produced (Garvin, 2012).
A fully documented QMS will ensure that the following important requirements are met:
1) Customer requirements refer to the confidence in the capacity of the organization to
consistently deliver the desired product and service, and thus meet needs and expectations
(Olander, 2007).
2) Organizational requirements consider internal and external demands at an optimum cost and
the efficient use of available resources, such as materials (Formoso & Revelo, 1999), human
resources(El-dash, 2007), technology (Dogra, Sharma, Sachdeva, & Dureja, 2011), and
information. These requirements can only be fully met if objective evidence is provided in the
form of data (Falge, Otto, & Osterle, 2012) that support the system activities of the supplier to
the customer.

ISO (International Organization for Standardization) was founded in 1946 in Geneva,

Switzerland. It is an independent and non-governmental membership organization and the largest
developer of voluntary International Standards because of membership comprising 163 countries that
have national standard bodies around the world (Besterfield et al., 2012). The ISO Technical
Committee176 (ISO/TC 176) developed a series of international standards for quality systems. These
standards were first published in 1987. The ISO 9000 series was intended to be advisory and
developed for use in two-party contractual situations and internal auditing. However, with the adoption
of the European Community (EC) and a worldwide emphasis on quality and economic competitiveness,
the standards have become universally accepted. The fourth edition of ISO 9001 was released in 2008,
and has replaced the third edition. ISO 9000 registration requires the third-party assessment of the
quality standards and procedures of a company. Regular audits are conducted to ensure that systems
do not deteriorate.

ISO 9001:2008 sets the criteria for QMS and is the only standard in the family that can be
certified, although obtaining the certificate is not a requirement in ISO 9001:2008). This standard
requirements in ISO 9001 can be used by any organization, regardless of its size or field of activity. In
fact, ISO 9000:2008 includes eight clauses. Clauses 1,2, and 3 are general requirements, whereas

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clauses 4, 5, 6, 7, and 8 represent the fundamental clauses. The fundamental requirements clauses are
briefly described as follows (Ilkay & Aslan, 2012).
1) Clause 4 Quality Management System: Sets the requirements for identifying, planning,
documenting, operating, and controlling QMS processes, as well as continually improving the
effectiveness of QMS.
2) Clause 5 Management Responsibility: Sets the requirements for top management for
demonstrating its leadership and commitment to continually develop, implement, and improve
QMS
3) Clause 6 Resource Management: Sets the requirements for determining, providing, and
controlling various resources needed to operate and manage QMS processes, and thus
continually improve QMS effectiveness and enhance customer satisfaction by meeting
customer requirements.
4) Clause 7 Product Realization: Sets the requirements for planning, operating, and controlling
specific QMS processes that determine, design, produce, and deliver the products and services
of organizations.
5) Clause 8 Measurement, Analysis, and Improvement: Sets the requirements for planning,
measuring, analysing, and improving processes that demonstrate product and QMS conformity
and continually improve QMS effectiveness.

METHODOLOGY
ISO 9001:2008 is the only standard in the ISO9000 series that sets the standard requirements
for a QMS to obtain a certificate, although the certificate is not a requirement in ISO 9001:2008. The
standard requirements can be used by any organization, regardless of size and field of activity. In fact,
ISO 9000:2008 includes eight clauses. Clauses 1,2, and 3 are generally requirements, whereas clauses
4, 5, 6, 7, and 8 represent fundamental requirements. Gap analysis checklists are effective tools to
compare current QMS to the requirements of ISO 9000:2008 (Al-Khatib, 2008; Al-Mustafa, 2001;
Darwish, 2010; Hadi, 2006). The importance of the gap analysis checklist is to translate the questions
of the checklists to expressions of quantity and to access to greater accuracy the analysis of the data
contained therein.

The checklist is the standard requirement in ISO9001, but items need to be rewritten in
question format. A well-designed checklist is available on the internet ISO website (Resources,
2015).The auditor uses the appropriate gap analysis scale for the checklist items. Hence, the gap
analysis scale is an auxiliary tool used by the researcher to determine the extent of conformity with
standard requirements. Nonetheless, the researcher can used different scales in the same checklist
according to the purposes of auditing process. Many types of scales are used in the analysis checklist.

item is evaluated by

provide precise descriptions of the conformity of QMS with standard requirements (Al-Mustafa, 2001).

knowledge and proper procedural documentation of checklist items, irrespective of whether the item
items, even though

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such an item was not documented. The need to develop this scale resulted from the confusion between
ing QMS (Al-Khatib, 2008; Al-Mustafa, 2001).

The Seven-Scale is widely used in the evaluation of gaps research and will be used in this
study because of its high accuracy in gap diagnosis (Al-Khatib, 2008; Al-Mustafa, 2001; Darwish, 2010;
Hadi, 2006). Each item of the checklist is evaluated based on seven criteria, as detailed below. The

receive one
will receive
Table 1 illustrates
the seven criteria, degree weights, and conformance description of the Seven-Scale.

Table 1 Seven-Scale checklist to determine actual implementation of standard requirements

(Al-Khatib, 2008, p. 326)
Degree's
Item Range Desc*
weight

Completely applied and completely documented 6 6 CON

Completely applied and partially documented 5

4-5.99 OFI
Completely applied and Non documented 4
Partially applied and Completely documented 3
2-3.99 NNC
Partially applied and partially documented 2
Partially applied and Non documented 1
0-1.99 JNC
Non applied and Non documented 0

* Conformance description:- "JNC" (Major Non Conformance), "NNC" (Minor Non

Conformance), "OFI" (Opportunity for Improvement) , and "CON" (Conformance).

After evaluating the degree of conformity for each item of the checklist, the following steps are
used to determine the percentage of the application standard requirements (Al-Khatib, 2008, p. 327):
1) Calculate the Weighted mean of checklist item using Equation (1);
(1)
2) Calculate the % of the actual application by using Equation (2).
(2)
3) Calculate the % of gap application by subtracting % application from 100, as shown in Equation
(3).
(3)

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Conformance description is required to explain conformance degree according to the weighted

mean of fundamental clause as shown in Table . The levels of scale score are classified as follows (Al-
Khatib, 2008):
If the weighted mean between 0 to 1.99thenconformance degree is
(JNC) means the absence (omission, not addressed) or total breakdown (commission, failure,
not implemented) of a system to meet a specified requirement. A number of minor non-
conformities against one requirement can represent a total breakdown of the system and thus
be considered a major non-conformity.

(NNC) means A non-conformity that, based on the judgment and experience of the auditor, is
not likely to result in the failure of the management system or reduce its ability to assure
controlled processes or products. It may be either: A failure in some part of the supplier's
management system relative to a specified requirement. Or, a single observed lapse in
following one item of a company's management system.

cumbersome, redundant, overly complex, or in some other manner, may, in the opinion of the
auditor, offer an opportunity for an organization to improve its current status. OFI do not require
any action on the part of the organization; however, the organization should give them serious
knowledge and exposure to similar systems. An OFI may
be an improvement to the management system or could prevent future problems
(CON) means adherence
with the standard requirements. No major or minor non-conformances found.

RESULT AND ANALYSIS

4.1. Realizing QMS Standard Requirements

The first purpose, objective of this research is intended to extrapolate the reality of the
performance of the QMS through analysis the data and information related to the fundamental clauses
of ISO 9001 in IDMW to diagnose the strengths (the total application of certain items and an almost
complete applies to others that could be improved later) and weaknesses (total absence application of
certain items)of each clause and identify the gap in the application using the checklist in Appendix C.
The checklist is divided into five subsections according to the numbers of the fundamental clauses of
ISO 9001. The summary of analysis results for 252 items shows the gap between IDMW with ISO: 9001
(QMS standard requirements) in by 30.66 %. IDMW had obtained a weighted mean 4.16 out of 6, and
this makes it into the category of "Opportunity for Improvement
shown in Figure 1below.

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31

69

Figure 1. Standard Requirements Gap of QMS in IDMW

4.2 QMS Standard Requirements

The checklist starts with the clause 4 of ISO 9001:2008 so that the numbering of all headers is
synchronized with the ISO 9001:2008 version of the standard. While auditing, list documentation
numbers of procedures and QMS Clauses that demonstrate compliance for each area. The checklist
covers all clause areas through 32 items.

The analysis results show that the IDMW conformance percent this clause by 59.50%. IDMW
had obtained a weighted mean 3.57 out of 6, and this makes it into the category of "Minor Non-

There are no completed conformance in any sub-clauses of this clause. The lowest
conformance percent value is 16.67% in subclause 4.2.2 (Documentation requirements - Quality
manual). Where , subclause 4.2.2 had obtained a weighted mean 1.00out of 6, and this makes it into
the category of "Major Non Conformance lue is 83.34 % in
subclause 4.2.4 (Documentation requirements - Control of records). Where , subclause 4.2.4 had
obtained a weighted mean 5.00 out of 6, and this makes it into the category of "Opportunity for
Improvement

4.3 Management Responsibility Clause

This clause covers management commitment, customer focus, quality policy and management
review. This section will require participation from the top management and from the quality
representative. The quality representative should be the best source for information about the
management reviews. The checklist covers all clause areas through 38 items.

The analysis results show the conformance between IDMW with management responsibility
clause in by 71.50 %. IDMW had obtained a weighted mean 4.29 out of 6, and this makes it into the

There are only one subclause (5.5.1 Responsibility and authority) out of eleven sub clauses is
completely conformance with Standard requirements of ISO 9001. The lowest conformance percent

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value is 44.50 % in subclause 5.6.3 (Responsibility, authority and communication). Where, subclause
5.6.3 had obtained a weighted mean 2.67out of 6, and this makes it into the category of "Minor Non
Conformance

4.4 Resource Management Clause

This Resource management clause covers infrastructure and work environment. This audit
may require the attendance of the management representative, personnel, and a production or service
manager. The checklist covers all clause areas through 21 items.

The analysis results show the conformance between IDMW with Resource management clause
in by 57.50 %. IDMW had obtained a weighted mean 3.45 out of 6, and this makes it into the category
of "Minor Non- clause.

There are no completely conformance in any sub-clauses of this clause. The lowest
conformance percent value is 16.67 % in subclause 6.2.1 (Human resources - General). Where,
subclause 6.2.1 had obtained a weighted mean 1.00 out of 6, and this makes it into the category of
"Major Non Conformance value is 91.67% in subclause 6.1
(Provision of resources). Where, subclause 6.1 had obtained a weighted mean 5.50 out of 6, and this
makes it into the category of "Opportunity for Improvement

4.5. Product Realization Clause

The seventh clause of the internal audit checklist is very long and time consuming. It includes
97 questions covering several dissimilar areas. This checklist includes questions on product realization
(production) and order entry including all customer contacts. It also includes design control, purchasing
control, inventory control and control of measuring equipment.

This checklist includes questions on product realization (production) and order entry including
all customer contacts. It also includes design control, purchasing control, inventory control and control
of measuring equipment.

The analysis results show the conformance between IDMW with Product realization clause in
by 81.34 %. IDMW had obtained a weighted mean 4.88 out of 6, and this makes it into the category of

There were only six subclauses (7.0 Product realization, 7.3.3 Design and development-outputs,
7.3.5 Design and development-verification,7.3.6 Design and development-validation, 7.3.7 Design and
development-control of changes, and 7.5.4 Production and Service provision- customer property) out of
twenty one subclauses are completely conformance with Standard requirements of ISO 9001. The
lowest conformance percent value is 43.34 % in subclause 7.3.4 (Design and development-review).
Where , subclause 7.3.4 had obtained a weighted mean 2.60out of 6, and this makes it into the
category of "Minor Non Conformance

MEASUREMENT, ANALYSIS AND IMPROVEMENT CLAUSE

Measurement, analysis and improvement clause of internal audit checklist is mainly focused on
monitoring, measurement and analysis of quality data. Other key areas in part of the internal audit

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include customer satisfaction, internal audits, non-conforming materials management and analysis of
data. Analysing data about non-forming materials, inspection reports and final test result are all good
forms of SPC.

The last clause is about continuous improvement. The key to showing continuous improvement
is to have a good engineering change order system that builds record to demonstrate that the
organization is doing corrections of known problems and performing preventive actions to make the
products and the quality system better. The checklist covers all clause areas through 64 items.

The analysis results show the conformance between IDMW with Measurement, Analysis, and
improvement clause in by 60.34 %. IDMW had obtained a weighted mean 3.62 out of 6, and this makes
it into the category of "Minor Non-

There are only one subclause (8.2.2Audit- Monitoring and Measurement of Product) out of ten
subclauses is completely conformance with Standard requirements of ISO 9001. The lowest
conformance percent value is 22.34 % in subclause 8.2.2 (Audit- Monitoring and Measurement of
Processes). Where, subclause 8.2.2 had obtained a weighted mean 1.34 out of 6, and this makes it into
the category of "Major Non Conformance

Figure 2. Summarize the result of sub sections above and illustrates insufficiency the current QMS
and a lot of intensifying efforts required to raise the response to the requirements of the standard
quality management system.

Figure 2: Conformance QMS Standard Requirements within IDMW

CONCLUSION

The checklist has 252 items that covered the fundamental clauses 4, 5,6, 7, and 8 of ISO
9001:2008 available on the internet ISO website(Resources, 2015).The results of the gap analysis
checklist showed that the application gap of QMS in IDMW was 30.66 %, which falls into the category
of "Opportunity for Improvement under QMS standard requirements of ISO 9001. The 6th Clause
(Resource Management Clause) recorded the lowest conformance of 57.50 % followed by the 4th
clause (Quality Management System Clause) of 59.50% conformance and the 8th clause

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(Measurement, Analysis and Improvement Clause) of 60.34 %. Conversely, the highest conformance
was recorded by the 7th clause (Product Realization Clause) (81.34 %) followed by the 5th clause
(Management Responsibility Clause) (71.50%).
Only 18 items from 252 items are totally absent within QMS. However, the organization should
intensify efforts to treat the absent items as well as increase the response to the QMS standard
requirements of ISO 9001.The result of this study is supported by previous studies (Al-Khatib, 2008; Al-
Mustafa, 2001; Darwish, 2010; Hadi, 2006) but it is different in the treatment of bridging this gap.
Previous studies suggested filling the gap through continuous improvement cycles of QMS standard
requirements. However, previous studies had neglected the effect of a framework to guide senior
management of organizations towards improved responding to the standard requirements which is
known by QMPs and evaluating the quality processes (EQPs) that responsible for the implementation
of those standard requirements. This study suggests that continuous improvement cycles must include
QMPs and EQPs to avoid changing the path of QMS into a quality documentation system (Ahmed et
al., 2005; Ofori et al., 2002; Yates & Aniftos, 1997).

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