Ain Shams Engineering Journal 14 (2023) 101877

Contents lists available at ScienceDirect

Ain Shams Engineering Journal

journal homepage: www.sciencedirect.com

Critical Success Factors Influencing Total Quality Management In

Industrialised Building System: A Case Of Malaysian Construction
Industry
Aawag Mohsen Alawag, Wesam Salah Alaloul ⇑, M.S. Liew, Muhammad Ali Musarat, Abdullah O. Baarimah,
Syed Saad, Syed Ammad
Department of Civil and Environmental Engineering, Universiti Teknologi PETRONAS, Bandar Seri Iskandar, 32610 Tronoh, Perak, Malaysia

a r t i c l e i n f o a b s t r a c t

Article history: Total quality management (TQM) is widely regarded as one of the most important approaches toward
Received 21 July 2021 improving the quality of an organization’s output in the construction industry. The industrialized build-
Revised 16 April 2022 ing system (IBS) or prefabrication process has been described as a valid alternative for replacing tradi-
Accepted 15 June 2022
tional construction methods in terms of quality, cost-effectiveness, protection and health, waste
Available online 01 July 2022
mitigation, and productivity. This study aims to identify and rank the critical success factors that affect
TQM in Malaysian IBS construction projects. The collected questionnaire data was subjected to statistical
Keywords:
analysis. The analysis showed that the most important grouped factor is leadership. Regardless of the
Total quality management (TQM)
Implementation
identified critical factor, all contributing factors established a significant influence on the successful per-
Benefits formance. The study developed a conceptual framework based on the top critical factors that will help
CSFs stakeholders to enter before applying TQM in IBS construction projects.
Construction Industry Ó 2022 THE AUTHORS. Published by Elsevier BV on behalf of Faculty of Engineering, Ain Shams Uni-
IBS versity. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/
by-nc-nd/4.0/).

1. Introduction
Total quality management (TQM) began in the construction
industry, wherein a large body of TQM literature is observed exam-
ining the TQM adoption in this area across the world. Construction
firms have to enhance their effectiveness constantly to accomplish
success in the marketplace, and it is potential primarily through
improved implementation of construction developments [1].
TQM is a system of organising, coordinating and understanding
each activity that depends on everyone at every single level [2,3].
TQM is the main approach to maintain competitive excellence
and a management process that satisfies the needs of customers
and workers, improves production and effectiveness, and finally
leads to high-quality services and products [4-6]. The performance
can be enhanced through collaboration among parties and forming
⇑ Corresponding author.
E-mail address: wesam.alaloul@utp.edu.my (W. Salah Alaloul).
Peer review under responsibility of Ain Shams University.
Production and hosting by Elsevier
a teamwork nature [7]. The application of TQM has become essen-
tial in the current construction industries [8]. With time, TQM has
proven its significance in boosting the effectiveness of organisa-
tions and economics [9,10].
In the early 1990s, the government agency leading the productiv-
ity program in Singapore started to promote TQM as the framework
to construct the abilities of companies to first-class standards
[11,12]. Libyan industries have been seeking to improve the quality
of their products and services on their own, increasing their overall
employment in TQM [13-15]. In most manufacturing regions of
the world, e.g., the United States, Japan, and the European Union,
the application of TQM has become a widespread practice and the
desired method for enhancing quality [16,17]. When TQM concepts
are followed, Vietnamese construction companies could achieve
better results [18]. In Saudi Arabia, progress in engineering construc-
tion is constrained by a lack of preparation, observation, guidance,
and evaluation, which is the result of ineffective standards of quality
and the total lack of a higher department’s distinct perspective in
applying quality ideas, which is focused on acquiring quick profits
[19]. By implementing the TQM concept, the construction sector will
be able to reduce present disagreements and cost restraints [20].
In the context of a globalized industrial world, competitiveness
posed possible hurdles in terms of delivering good value and pro-
duct quality [21]. Organizations in the construction sector need to

https://doi.org/10.1016/j.asej.2022.101877
2090-4479/Ó 2022 THE AUTHORS. Published by Elsevier BV on behalf of Faculty of Engineering, Ain Shams University.
This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).
A. Mohsen Alawag, W. Salah Alaloul, M.S. Liew et al.
be more active in pursuit of higher quality to fulfil the consumers’
demands and establish a long-term competitive advantage [22]. As
a result, TQM becomes a vital tool for an organization’s positive
growth and success in local and worldwide marketplaces [23,24].
However, many organizations experience difficulties adopting
TQM programs into their management systems [25].
TQM is a type of management that focuses on quality, although
it has not been stressed in previous research comparing the IBS
construction technique to other construction methods [26].
Although several studies have been conducted about TQM in the
construction sector, specific TQM studies for the IBS construction
method are still absent in Malaysia [26-29]. The aim of this study
is to identify the CSFs of TQM application in IBS projects by using a
qualitative and quantitative analysis method to assist the Malay-
sian construction industry in establishing a successful TQM adop-
tion strategy and determining the ranking factors affecting TQM
adoption in IBS projects. This study is noteworthy because it con-
tributes to the body of knowledge useful data gathered from IBS
players operating in the Malaysian construction industry.
2. Literature review
In today’s global market, TQM as an initiative to resolve quality
challenges and meet up with the demands of the final customer
has made it potential for companies to occupy beneficial places
and become more [30,31]. Construction projects are complicated
because of the participation of several players in each project
[32-34]. The fundamental aim of TQM is attaining the continuous
improvement of organisational and technical procedures within
an association to fulfill the growing anticipations of the client
and thereby establish competitive benefit [35]. TQM focuses on
process improvement, customer and provider involvement, coop-
eration, and training, with the goal of achieving customer satisfac-
tion, cost effectiveness, and flawless job performance [36]. These
advantages may influence the decision of construction stakehold-
ers and practitioners to use TQM [20,37].
Therefore, TQM benefits have to be recognised to value their
significance [38]. TQM has the potential to improve the market-
place in the long run and reduce waste and increase profitability
[2,39]. Moreover, TQM in the construction sector has shown that
a company’s reputation, as well as significant market share and
customer satisfaction, could be improved [40,41]. Reduced rework,
long-range planning, enhanced employee engagement and cooper-
ation, customer loyalty, process reshapes, continuous improve-
ment viable benchmarking, the infinite extent of results, and
closer relationships with suppliers are examples of TQM methods
[42,43]. TQM could also be regarded as a tool for businesses around
the world to achieve excellence [29,44] and it may have a positive
effect on reaction times, effectiveness, consumer services, and pro-
ductivity quality [26,45].
Malaysia is a rapidly rising Asian country with tremendous eco-
nomic development. The construction industry is an essential
aspect of all countries’ economies because it serves to support
the financial sector and the fundamental well-being of society
[46]. Aside from being advantageous, construction projects are
prone to a variety of unknown risks and remain among the most
sensitive industries to unsafe scenarios at all situations [47].
Malaysia approved the 2030 Agenda for Sustainable Growth, which
aims to promote more sustainable, adaptable, and inclusive devel-
opment, bringing in more comprehensive and balanced social,
financial, and sustainable development [48]. The construction sec-
tor is a key contributor to Malaysian economic growth, while the
government is encouraging the use of IBS as a method to ensure
that it continues to expand. IBS is categorized as construction tech-
niques that produce components in a controlled nature (on or off-
2
Ain Shams Engineering Journal 14 (2023) 101877
site), transported, positioned, and assembled into a structure with
minimal extra research area [49-51]. IBS in Malaysia has been ini-
tiated since the 1960s to drive away the deficiency of residences
[52,53]. IBS utilization also attracted several countries such as Ger-
many, Singapore, Japan, Sweden, and the United Kingdom [54]. The
adoption of IBS in construction procedures is understood to pro-
pose huge improvement in production and quality of building con-
struction among the various developing enhancements in the
industry [55,56]. Furthermore, the application of IBS has been rec-
ognized as a possible solution to benefit almost every important
part of the construction industry, such as quality, production, per-
iod of construction, work, cost efficiency, protection and trash
manufacture [57]. IBS is broadly utilized, applied, and used in
advanced countries (e.g., the USA and the UK) for several years
due to its advantages and benefits for end-users in particular states
[58,59].
Challenges in accommodation construction have driven Malay-
sia to rely on new technology gradually to deliver its housing
demands [60]. With the passage of time, new technologies have
been developed to assist construction operations. Despite these
developments, the construction industry continues to face chal-
lenges in fulfilling the objectives of the project [61]. The Malaysian
government used the terminology IBS to describe the application
of industrialisation in construction and the function of manufac-
tured elements in building construction [62]. Due to the failure
in adequately dealing with dangers in IBS projects, IBS is not
widely accepted by Malaysian construction practitioners [54].
Incentives and promotion for IBS applications, whether from the
public or commercial sector, are currently insufficient, resulting
in poor performance of IBS projects [63,64].
In Malaysia, the construction industry has been slow in using
IBS due to numerous causes, such as large changes in houses
needed, high concern levels and inexpensive labour cost; a manu-
factured construction system needs high construction accuracy
[65,66]. Previous practices show that IBS is more costly due to
strong competition from conventional building systems [64,67].
When using IBS, construction employees face a variety of contrac-
tual concerns and challenges, resulting in a low IBS application rate
in Malaysia [68,69]. The execution of IBS in Malaysia requires effi-
cient quality management to improve the advantages of this inno-
vative technology [26]. The factors of TQM practise found through
literature are listed in Table 1.
2.1. TQM top critical factors in IBS projects
2.1.1. Top management commitment
Top management commitment provides for speedy decision-
making and facilitates the TQM process [70]. Top management in
charge of making important decisions for their companies have a
critical role in culture development and control, as well as how cul-
ture is collaboratively reflected, appreciated, and practised [71].
Karani and Bichanga stated that top management should focus
entirely on the implementation of TQM procedures by managing
external and internal factors, offering direction, and clearly defin-
ing all parties’ duties [72].
2.1.2. Continuous improvement
Establishing continuous improvement in the management of
daily tasks is critical for personnel working toward the organiza-
tion’s success [73]. According to Anderson, continuous improve-
ment is based on process management approaches that result in
continuous product, service, and process improvement and
innovation [74]. Continuous improvement in TQM considers that
everything is running well and that the value could be
improved gradually or dramatically [75]. It needs the participation
of all stakeholders since it has the potential to lead to
A. Mohsen Alawag, W. Salah Alaloul, M.S. Liew et al. Ain Shams Engineering Journal 14 (2023) 101877

Table 1
List of factors in TQM practice in the construction sector.

No. Identified Factor from Literature Review Comment Modified Factors Reference
Top Management Factors
1 Providing quality vision and create culture change within the Selected – [91]
organization
2 Encouraging education and training programmes for Selected – [21,92]
employees
3 Promoting quality culture among organization team Selected – [26]
4 Keep tracking of the entire progress of the project Selected – [41]
5 Detailed strategic directions of the plans Selected – [93]
6 Open communication and cooperation throughout the Selected – [91]
organisation
Continuous Improvement
7 Participation and feedback at all levels in the organisation Selected – [21,91]
8 Effective cost benefit analysis at all stages of the projects Selected – [94,95]
9 A coordination team representing all units in the organisation Selected – [91,93]
10 Smart data collection, monitoring and controlling system Selected – [91,92]
11 Appropriate limit of authority to all staff according to rules and Selected – [96]
responsibilities
12 Cooperation among stakeholders Selected – [95,97]
13 During the early phases of a project, strategic planning is Added – –
essential
Customer Satisfaction
14 Right mechanism to evaluate customer needs at most Selected – [95,98]
satisfaction
15 Effective communication for defining the project concept Merged [98]
16 Achieving competitiveness through quality Selected – [91,95]
17 Adopting a quality-oriented strategy Selected – [91]
18 Maintaining delivery level with well-timed information and Modified Maintaining a high quality of delivery with timely information and [92]
speedy reaction to diminish complaints quick responses to reduce complaints
19 Company responds to clients’ needs and complaints effectively Selected – [92,96]
20 Organisation motivates employees to satisfy clients/customers Selected – [98]
21 Organisation consider customers’ requirements as the basis for Selected – [92,98]
quality
Process Management
22 Smart processes of communication among various Modified Smart communication methods between many stakeholders, [92,96]
stakeholders, consultant (engineers & architects), contractors, including consultants (engineers and architects), contractors,
suppliers, and client suppliers, and clients
23 Smart progress planning and scheduling, management, and Modified Company perform inspection, test plan and checklist on completion [99]
monitoring system of the construction project
24 System for performance analysis and rating for achieving the Modified System for analysing and grading performance in order to meet [100]
project objectives project goals
25 Process of timely and correct communication to all related staff Modified Communication to all project personnel in a timely and accurate [99,101]
of the project manner.
Leadership
26 Commitment of leadership at all levels or performance of TQM Modified Leadership commitment at all levels or TQM programme [102]
program performance
27 Communication of company policy for TQM to the employees Modified Employees are informed about the company’s TQM policy. [103]
28 Well-defined rules and responsibilities Merged – [96]
29 Organisation provides policies for promoting customer Selected – [104]
satisfaction
30 Managers and supervisors motivate people and assist them in Selected – [105]
achieving higher levels of performance in their jobs
Teamwork
31 Regular meetings among stakeholders involved in projects Modified Meetings with stakeholders engaged in project delivery and other [106]
delivery and other functions activities on a regular basis
32 Independent quality assurance committee to support staff for Modified To assist workers in increasing quality, an independent quality [96,107]
improving quality assurance committee was formed.
33 Company ensures efficient coordination among various Selected – [108]
departments of the project sites
34 Company establishes peer review teams on site Selected – [98]
35 The team is administered impersonally by its task declaration Selected – [93,94]
and by the quality upgrade roadmap

improvements in consumer relationships, creativity, and organisa-
tional growth [76].
2.1.3. Customer satisfaction
Customer satisfaction is highly dependent on consumers’
thoughts or impressions of a specific service or product, according
to a study by [77]. According to the study, firms may enhance their
performance by concentrating on the demands or expectations of
consumers, particularly through measuring perceptions of cus-
tomers of various goods or services. There is a strong link between
providing high-quality products and services to clients and
increased profitability, which improves satisfaction of customers
[78]. According to Singh et al. (2016), firms must always build
excellent customer connections and, as a result, define or assess
consumer requirements and expectations as a foundation for
enhancing customer happiness and quality [79]. Customers’

3
A. Mohsen Alawag, W. Salah Alaloul, M.S. Liew et al.
demands are so dynamic, according to study, that it is indeed nec-
essary for companies to build updated or current consumer expec-
tations and, as a result, adjust organisational operations based on
the existing expectations [80].
2.1.4. Process management
A process is a set of interconnected actions that use resources
while transforming raw materials into finished products [81]. This
factor evaluates the company’s dedication to developing and
implementing a thorough strategy for planning, executing, and
developing organizational processes for all operations [82]. Activi-
ties in a company should be handled as a process [83]. Its signifi-
cance as a TQM CSF aroses from its capability to bring value to
procedures, improve quality, and boost productivity [84].
2.1.5. Leadership
Leadership is defined as the capacity to establish trust and sup-
port in individuals who are responsible for achieving organisa-
tional objectives [85]. TQM literature highlights the importance
of leadership in the TQM adoption process. TQM employment
demands a long-term commitment from the leadership [86]. This
component is a main factor for TQM practices, as it examines
senior executive leadership and personal participation in creating,
sustaining, and developing a total quality environment that pro-
motes organisational effectiveness, individual growth, and learning
[87].
2.1.6. Teamwork
Teamwork is another important part of establishing a successful
TQM organization [88]. The primary objective of the team strategy
is to incorporate everybody in the TQM process, which comprises
developers, consultants, contractors, vendors, subcontractors, and
shareholders [89]. Teams are an important aspect of any T Q M
endeavour because they allow different segments of the firm to
collaborate to satisfy customer demands in manners that individ-
ual work performance cannot [90]. Based on previous research,
Table 1 shows the list of factors that were included in the question-
naire survey. On the basis of this list, six distinct groups were
formed, which are addressed in further detail in the following
sections.
3. Research methodology
This study utilised a mix of qualitative and quantitative data
collection approaches for examination purposes as shown in
Fig. 1. The thorough semi-structured interviews and a question-
naire survey (mixed method) were conducted to determine the
critical success factors affecting the TQM of IBS construction pro-
jects. A pilot study for the questionnaire was conducted on a set
sample. The participants were requested to assess the question-
naire and emphasize the questionnaire’s validity and relevance to
the study objectives and provide their feedback. They agreed that
the questionnaire would operate to accomplish the study objec-
tives with remarks and essential points addressed. The targeted
population was the construction companies that possess an effec-
tive registration in the Malaysian Construction Industry Develop-
ment Board (CIDB) information system for recorded contractors,
the consulting engineers association for recorded consultants,
Companies registered with the CIDB for IBS services and the Real
Estate and Housing Developers’ Association (REHDA) Malaysia for
listed developers in each state.
The questionnaire designed for the current study aims to deter-
mine the critical success factors affecting the TQM of IBS construc-
tion project performance, in addition to other questions that turn
about recognizing and identifying the profile of participants and
4
Ain Shams Engineering Journal 14 (2023) 101877
their organization. Furthermore, Likert scales have been exten-
sively considered as a common approach that can collect data
regarding the beliefs and views of participants in questionnaire
surveys.
3.1. Semi-structured interview
The interviews are designed to achieve deep perspectives on the
critical success factors affecting TQM on IBS construction projects.
According to Sanders, 10 interviews is a good amount for this sort
of research because data saturation is generally obtained [109].
Table 2 displays the sixteen construction industry experts from
Malaysia’s major cities who took part in semi-structured inter-
views. As a result, interviewers were chosen carefully based on
their work expertise, educational background, and job titles. All
respondents had extensive experience in the construction sector,
ranging from three to 34 years. Furthermore, the participants had
a wide range of duties, including senior management, project man-
agement, academics, site engineering, residential engineering, and
directorship. The participants work in the private or public sector
or as consultants for individual companies, where the key roles
of their organizations encompass all-important market positions,
such as clients/developers, contractors, and analysts, resulting in
a wealth of data from a range of viewpoints.
The interviews lasted 30–60 min on average. Each interview
was filmed and transcribed, with the transcripts being classified
and stored into various files before being thematically analyzed.
Throughout the study, the transcripts were examined regularly to
identify and categorize the major themes. In addition, the respon-
dents were asked if they believed the key parts of the Malaysian
construction industry were included in the list, and their replies
included new features, not on the list, as well as merged or redun-
dant organizations. Based on the outcome of the interview, certain
elements were modified. The validated elements were then
included in the study’s next step, which focused on investigating
the relationships between the components and TQM application.
Many of the known components were confirmed by interviewees.
3.2. Sample size
The population was evaluated to be roughly 848 based on the
official IBS registered stakeholders in the Malaysian Construction
Industry Developmenet Board (CIDB) [110,111]. Clients/develop-
ers, consultants, and contractors involved in IBS projects in four
states (i.e., Kuala Lumpur, Selangor, Johor, and Perak) were selected
as the only respondents for this study. Due to the large population
size, equation (1), which is developed by Morgan, was used to
establish the sample size [112].
X 2 NPð1  PÞ
n¼ ð1Þ
e2 ðN  1Þ þ X 2 Pð1  PÞ
where n is the sample size, N is the population size, E is the accept-
able sampling error, x2 is the chi-square of a degree of freedom 1
and confidence 95%, which is equivalent to 3.841, and P is the Pro-
portion of population (if unknown, 0.5). The sample size represen-
tative for the overall population is defined as 265. The
questionnaire was formed based on the literature review, and it
was also modified through interviews with field experts. Moreover,
the suggestions of the interviews were carefully taken into consid-
eration and modifications were made before moving to the next
stage of distribution. The study included the distribution of 400 sur-
veys to participants with 371 responses, which is reliable for a
review covering the key purposes of this study [113].
A. Mohsen Alawag, W. Salah Alaloul, M.S. Liew et al. Ain Shams Engineering Journal 14 (2023) 101877

Fig. 1. Research flowchart.

Table 2
Profile of the interviewees.

No Position Level of Education Expertise (Years) Sector Organization Function

1 Senior Manager PhD 34 Private Consultant
2 Project Manager PhD 20 Private Consultant/Academia
3 Academician PhD 20 Government Academia
4 Site Engineer BSc 8 Private Contractor
5 Site Engineer BSc 5 Private Contractor
6 Residential Engineer BSc 8 Private Contractor
7 Senior Project Executive BSc 20 Private Client/Developer
8 Academician PhD 10 Private Academia
9 Project Manager BSc 25 Private Consultant
10 Senior Manager BSc 25 Private Client/Developer
11 Professor PhD 30 Private Academia
12 Academician PhD 27 Private/Government Academia
13 Site Engineer MSc 4 Private Contractor
14 Academician PhD 27 Private/Government Industry/Academia
15 Academician PhD 3 Private Academia
16 Academician PhD 6 Private Academia

5
A. Mohsen Alawag, W. Salah Alaloul, M.S. Liew et al. Ain Shams Engineering Journal 14 (2023) 101877

3.3. Data collection research, the authors have classified the respondents according
to their qualification, years of experience, and position, as shown
A close-ended questionnaire was used to collect the necessary in Table 3. The qualification of respondents was measured to be
data for this analysis, distributed to a representative sample of 44.5%, 35.6%, 18.3%, and 1.6% for Bachelor’s degree, Master’s
the population. Following the face validity and pilot study’s degree, PhD holder and others, respectively.
amendments, the formed questionnaire was distributed. The final Meanwhile, the least number of respondents representing 1.6%
questionnaire was mailed to targeted respondents to ascertain were classified as others (i.e., Diploma and IBS System Designer).
the current state of TQM adoption in IBS construction projects. Results show that graduates with high qualifications knew about
There were four parts to the questionnaire. The first segment IBS. Furthermore, more than 34.2% of the respondents had work
contains questions designed to expose the firms’ business profiles. experience of less than five years, while those with five to 10 years
The second part contains information about the firms’ TQM of experience accounted for 24.5%, whereas 12.7% had 10 to
deployment projects. In the third section, general concerns con- 15 years of experience and 9.2% of respondents had working expe-
cerning the TQM adoption of IBS projects in the Malaysian con- rience of 15 to 20 years. In comparison, 19.4% of the respondents
struction sector are addressed. Finally, there were concerns about had working experience of more than 20 years. Additionally, it
the success factors for incorporating TQM in Malaysian IBS con- appears that the largest proportions of the respondents, 31.5%
struction projects in the fourth segment. As a result, the question- and 27.2%, were in the position of project/construction manager
naire was developed to learn about the participants’ backgrounds and site residential engineer, respectively.
and experience with TQM implementation. Finally, it is clear that 79% of the respondents had been involved
in IBS projects of 1 to less than 10 projects, while those with 10 to
3.4. Statistical analysis 20% involvement in IBS projects accounted for 15%, whereas 5%
had been involved in more than 30 projects. Only 1% of the respon-
3.4.1. Reliability analysis dents had been involved in projects between 20 and 30 projects, as
The Cronbach’s alpha coefficient was used to evaluate the con- shown below in Fig. 2.
sistency of the obtained data. The value of the coefficient varies As a result, the total number of respondents can be used to
from 0.00 to 1.00, where 1.00 signifies higher internal consistency. reflect Malaysia’s level of TQM adoption. In the interviews, experts
If the resulting coefficient value is larger than 0.6, the measuring were also asked about the proportion of respondents, and they
method is reliable [114]. Reliability, which is a required condition acknowledged that this accurately reflects Malaysia’s extent of
for validity, is concerned with the extent to which measures are TQM application. As stated earlier, 16 expert practitioners were
‘‘free from errors and therefore yield consistent results” [115]. A invited to participate in the interview to explore their thoughts
satisfactory level of reliability depends on how a measure is being on the findings and address the extent of TQM adoption in-
used. The criteria is based on Drost’s suggestion that reliabilities of depth. In terms of establishment, this study classified respondents
0.70 or above will serve in the early phases of research on predictor as either public or private sector. Fig. 3 illustrates the proportion of
tests or hypothesised construct measures [116]. Increasing reliabil- the public to the private sector. The majority of respondents are
ities far beyond 0.80, according to Drost, is frequently a waste of from the private sector (65%), which is around two times as large
effort and money at this stage because correlations at that level as the practitioners from the public sector (35%).
are barely attenuated by measurement error. Obtainingbtain the Concerning the project location, a large portion, 27% of the pro-
greater reliability of 0.90, for instance, requires strenuous efforts jects, are located in Kuala Lumpur, followed by 25 % of the projects
at standardization and probably an addition of items. located in Selangor. It appears that 18% and 16% of the projects are
located in Johor Bahru and Perak, respectively. While the remain-
3.4.2. Relative importance index (RII) ing number of the projects (14%) were located in other states in
The relative importance index (RII) approach was applied to Malaysia. Fig. 4 illustrates the project locations in the targeted stats
define the relative importance of several factors regarding the rea- and others.
son [117]. The RII approach was used in this study to determine the In terms of the nature of business, this paper has a variety of
relative importance of factors influencing TQM performance in IBS respondents; from clients/developers, contactors, and participants
construction projects, as indicated in Equation (2) below. from the CIDB center, among others. Fig. 5 illustrates the percent-
X
RII ¼ W=AxN ð2Þ
Table 3
where ‘‘W” is the respondents’ weighting of a component, ‘‘A” is the
Classification of respondents (demographic analysis).
greatest weight, and ‘‘N” is the total number of respondents. The RII
score is a number that runs from 0 to 1 (0 not inclusive). The higher Variable Coding Frequency Percentage
(%)
the RII score, the more significant the factors influencing TQM appli-
cation. The relative importance of the factors as expressed by the Education Bachelor Degree 165 44.5
Qualifications Master Degree 132 35.6
three groups of respondents is then examined using the ranking
PhD Holder 68 18.3
produced from this computation. Based on this ranking, we would Others 6 1.6
be capable to identify the most important variables that contribute Years of Experience Less than 5 years 127 34.2
to the efficacy of TQM performance in the organization system. From 5 to less than10 91 24.5
From 10 to less than15 47 12.7
From 15 to less than 20 34 9.2
4. Results and discussion More than 20 years 72 19.4
Designation Site/Residential 101 27.2
4.1. Demographic analysis of respondents Engineer
Project/Construction 117 31.5
Manager
Participants involved in this study were targeted from public Director/Vice Director 23 6.2
and private sectors which site/residential engineers, project/con- QS/Planning Engineer 48 12.9
struction managers, directors/vice directors, QS/planning engi- Academician 2 0.5
Others 80 21.6
neers, academicians, and participants from the CIDB. In this
6
A. Mohsen Alawag, W. Salah Alaloul, M.S. Liew et al.
Fig. 2. Involvement in IBS projects.
Fig. 3. Classification of respondents’ sector (organization type).
Fig. 4. Project location.
7
Ain Shams Engineering Journal 14 (2023) 101877
Fig. 5. Respondent nature of business.
age of participants from each business based on their relevant sec-
tor. A total of 25%, 32%, and 36% from all states represent the cli-
ents/developers, contractors, and consultants, respectively, which
is the highest compared to others.
Since the data for this study were collected via one of CIDB’s
promotional programs to improve TQM deployment in IBS pro-
jects, the range of participants in such events is a favorable indica-
tor of future cooperation and preparedness of these organisations
to adopt TQM technology.. In other words, the presence of many
organisations, from all backgrounds, interested in TQM system
demonstrates that there is initiative and positive drive to make
changes in order to employ a new technique such as TQM.
4.2. Cronbach’s alpha
In this study, the threshold selected as an acceptable level of
reliability was fixed at 0.70 and above. Results are shown in Table 4
that all scales had Cronbach’s alpha values above the recom-
mended critical value of 0.70.
4.3. Descriptive analysis
The analysis of the descriptive statistics relevant to the vari-
ables considered in the study is being presented in this section.
Descriptive statistics can be used as a measure to describe and dis-
cuss the general characteristics [118]. Mean values are used as
measures of central tendency, while the standard deviation is used
to measure the dispersion of the sample. The volatility of the data
would be measured through the standard deviation measure. A
low standard deviation indicates that the data lies close to the
mean value, which means low data volatility. Table 5 shows the
mean, standard deviation, maximum and minimum value of the
factors.
The smallest value is 1.80, while the largest value is 5.00. These
values reflect the minimum and maximum levels of the Likert scale
that this study employs. As construable by the data, Top Manage-
ment Commitment carried the maximum mean value of 4.29 and
Table 4
Analysis of reliability.
Factors N. of Items Alpha (a)
Top Management Commitment 6 0.863
Continuous Improvement 7 0.861
Customer Satisfaction 8 0.878
Process Management 4 0.840
Leadership 5 0.824
Teamwork 5 0.848
TQM Implementation in IBS Projects 8 0.778
A. Mohsen Alawag, W. Salah Alaloul, M.S. Liew et al. Ain Shams Engineering Journal 14 (2023) 101877

Table 5
Descriptive analysis.

Factors N Min Max Mean Std. Dev

Statistic Statistic Statistic Statistic Statistic
Top Management Commitment 371 1.83 5.00 4.2942 0.57465
Continuous Improvement 371 2.29 5.00 4.1891 0.59401
Customer Satisfaction 371 2.38 5.00 4.2689 0.51258
Process Management 371 2.00 5.00 4.2271 0.60024
Leadership 371 2.60 5.00 4.2782 0.55821
Teamwork 371 1.80 5.00 4.2059 0.61624
Valid N (listwise) 371

a standard deviation of 0.57. However, Continuous Improvement
had a minimum mean value of 4.18 with a standard deviation of
0.59.
4.4. RII of factors affecting TQM
The RII of the factors influencing TQM implementation, which
are divided into six clusters (Top Management Commitment, Con-
tinuous Improvement, Customer Satisfaction, Process Manage-
ment, Leadership, and Teamwork), was derived from
the literature review and was subjected to the respondents’ knowl-
edge, understanding, and expertise.

For data analysis, this study used the Relative Importance Index
(RII). On a five-point Likert scale, the respondents were asked to
evaluate their responses, based on which the RII was calculated.
For this study, only the questions that followed the Likert Scale
pattern were included in the RII data analysis; further details on
these inclusions are provided in the following sections.
The relative importance index is a mean for a particular collec-
tion of data that corresponds to the weight of the respondents’
views on the Likert scale. The factor with the greatest weight in
the relative importance index has a RII value of one, while the next
subsequent factor with a lower weight has a RII value of two, and
this pattern is repeated for the remaining factors [66]. To express
the RII numerically, it may be expressed as the mean score for a
single item, where the scaled value ranges from 1/A to 1, where
‘‘A” is the number of answer categories included in the test ques-
tion. An example of a generalized formula for calculating the value
of RII is shown in the following equation.
RWn nX n    5n5 þ 4n4 þ 3n3 þ 2n2 þ 1n1
RII ¼ ¼ ð3Þ
A  Nr Nr  5
In the equation given, ‘‘Wn” represents the weight of the indi-
vidual factors by the respondent, varying from one to five. For
example, ‘‘n001 represents the total number of respondents of little
significance, ”n002 represents the number of respondents of some
significance, ‘‘n003 represents the number of respondents with a
higher degree of significance, ”n400 represents respondents with
respect to an elevated significance, and ‘‘n005 represents respondents
with respect to an elevated importance, ”Xn‘‘ is the nth value to be
denoted as a weight. Variable ”A‘‘ in the equation indicates the
maximum weight, i.e. 5, while variable ”Nr‘‘ reflects the total num-
ber of respondents included in the questionnaire. This study’s rel-
ative importance index varies from zero to 1. (i.e. 0 to 1). The
results of the level of factors, mean, RII, and ranking of TQM critical
factors are presented in tables below from Table 6–11.
4.4.1. RII – Leadership
Based on the RII analysis for leadership for the TQM application.
The leadership was ranked first with an RII value of 0.856 as shown
in Table 6.
Several studies have examined the CSFs for TQM’s adoption in
many countries. The leadership factor highlighted the importance
of leadership as a driver for employees in the firm’s future growth.
One of the TQM practises, the leadership factor that has been
shown to have a considerable influence on IBS project perfor-
mance. Seminars taught by qualified specialists and training at
least once a month are two examples of possible leadership
approaches. According to Turner, effective leadership is seen as a
critical factor for organizational success, while a suitable leader-
ship style has been found to contribute to improved performance
[119]. Sadikoglu and Olcay indicated that leadership had no effect
on all of the firm’s performance indicators, including operating effi-
ciency, inventory performance, employee productivity, innovation
capability, social conscience, satisfaction of customer, sales, and
economic success [120]. According to the findings of this study,
leadership has a direct and considerable effect on the performance
of IBS construction projects.
4.4.2. RII – Customer satisfaction
Based on the RII analysis for the Customer Satisfaction for the
TQM application. Customer Satisfaction was ranked second with
an RII value of 0.855, as shown in Table 7.
In today’s business, fulfilling the demands and expectations of
the customers is important. The importance of the customer satis-
faction factor could be summarised in that communication was
primarily significant for companies and support services. For
instance, fulfilling the goal of provision of services, obtaining pub-
lic demands, and ultimately driving organisations to success. It
agreed with Pinto’s study, working connections with a higher
degree of satisfaction will have a beneficial influence on project

Table 6
Leadership factors with respect to RII.

Codes / Factors Mean RII Rank Grouped Level

Ranking
L Leadership
F1 Commitment of leadership at all levels or implementation of TQM program 4.24 0.85 2 1 High
F2 Communication of company policy for TQM to the employees 4.29 0.86 1 High
F3 Well-defined rules and responsibilities 4.30 0.86 1 High
F4 Organisation provides policies for promoting customer satisfaction 4.26 0.85 2 High
F5 Managers and supervisors motivate workers and assist them in achieving higher levels of performance in their 4.30 0.86 1 High
jobs

8
A. Mohsen Alawag, W. Salah Alaloul, M.S. Liew et al. Ain Shams Engineering Journal 14 (2023) 101877

Table 7
Customer satisfaction factors with respect to RII.

Codes / Factors Mean RII Rank Grouped Ranking Level

CS Customer Satisfaction
F1 Right mechanism to evaluate customer needs at most satisfaction 4.18 0.84 3 High
F2 Effective communication for defining the project concept 4.28 0.86 1 2 High
F3 Achieving competitiveness through quality 4.28 0.86 1 High
F4 Adopting a quality-oriented strategy 4.31 0.86 1 High
F5 Maintaining delivery level with well-timed information and speedy reaction to diminish complaints 4.27 0.85 2 High
F6 Company responds to clients’ needs and complaints effectively 4.26 0.85 2 High
F7 Organisation motivates employees to satisfy clients/customers 4.28 0.86 1 High
F8 Organisation consider customers’ requirements as the basis for quality 4.29 0.86 1 High

Table 8
Continuous improvement factors with respect to RII.

Codes / Factors Mean RII Rank Grouped Ranking Level

CI Continuous Improvement
F1 Participation and feedback at all levels in the organisation 4.21 0.84 3 High
F2 Effective cost benefit analysis at all stages of the projects 4.19 0.85 2 3 High
F3 A coordination team representing all units in the organisation 4.16 0.83 4 High
F4 Smart data collection, monitoring and controlling system 4.18 0.84 3 High
F5 Appropriate limit of authority to all staff according to rules and responsibilities 4.1 0.82 5 High
F6 Cooperation among stakeholders 4.18 0.81 6 High
F7 Strategic planning during the early stages of a project 4.30 0.86 1 High

Table 9
Process management factors with respect to RII.

Codes / Factors Mean RII Rank Grouped Level

Ranking
PM Process Management
F1 Smart processes of communication among various stakeholders, consultant (engineers & architects), 4.16 0.83 3 High
contractors, suppliers, and client
F2 Smart progress planning and scheduling, management, and monitoring system 4.27 0.85 1 4 High
F3 System for performance analysis and rating for achieving the project objectives 4.21 0.84 2 High
F4 Process of timely and correct communication to all related staff of the project 4.27 0.85 1 High

Table 10
Teamwork factors with respect to RII.

Codes / Factors Mean RII Rank Grouped Ranking Level

TW Team Work
F1 Regular meetings among stakeholders involved in projects delivery and other functions 4.27 0.85 1 High
F2 Independent quality assurance committee to support staff for improving quality 4.19 0.84 2 5 High
F3 Company ensures efficient coordination among various departments of the project sites 4.24 0.85 1 High
F4 Company establishes peer review teams on site 4.12 0.82 3 High
F5 The team is supervised impersonally by its mission statement and by the quality improvement roadmap 4.21 0.84 2 High

Table 11
Top management commitment factors with respect to RII H

Codes / Factors Mean RII Rank Grouped Ranking Level

TMC Top Management Commitment
F1 Providing quality vision and create culture change within the organization 3.66 0.73 3 Medium-High
F2 Encouraging education and training programmes for employees 3.79 0.76 1 6 Medium-High
F3 Promoting quality culture among organization team 3.63 0.74 2 Medium-High
F4 Keep tracking of the entire progress of the project 3.62 0.72 4 Medium-High
F5 Detailed strategic directions of the plans 3.33 0.67 6 Medium-High
F6 Open communication and cooperation throughout the organisation 3.53 0.71 5 Medium-High

results [121]. Talib observed that for Indian service organizations,
customer satisfaction was one of the TQM factors that had no effect
on quality performance [122]. In this study, customer satisfaction
has a direct link with IBS construction projects success through
continual improvement. Another study by Sadikoglu and Olcay,
customer satisfaction was partially related with organizational
success in Turkish industrial and service sectors [120]. Abu-
9
Hamatteh identified that customer satisfaction is a key factor for
the success of TQM implementation [123].
4.4.3. RII – Continuous improvement
Based on the RII analysis for the continuous improvement for an
optimized TQM attempt adoption, the need for continuous
A. Mohsen Alawag, W. Salah Alaloul, M.S. Liew et al.
improvement was ranked third with an RII value of 0.840, as
shown in Table 8.
The continuous improvement factor indicated that monitoring
and assessment encouraged employees to grow and improve the
organization’s capabilities. The commitment of top management
to monitoring project inputs would lead to a higher quality perfor-
mance and a complete understanding of hazards throughout the
project. If all stakeholders commit to establishing a well-defined
scope of work and clear identification of multiple possibilities, tri-
als, and project boundaries in place from the start of the project,
everyone will have a clearer path [124]. Developers must be
responsive to various needs during the project, while consultants
must provide sufficient design features, requirements, and sugges-
tions to their clients and contractors. However, the contractor must
be dedicated to producing high-quality work.
4.4.4. RII – Process management
Based on the RII analysis for the process management for the
TQM deployment. The Process Management was ranked fourth
with an RII value of 0.843, as shown in Table 9.
Process management was rated as an influential factor, with an
RII score value of (0.843). It was moderately regarded as one of the
critical success factors by the participants in this study. TQM incor-
porates the concepts of system management and continuous
improvement, which are best implemented through a process
management strategy. According to Tari (2005), the most critical
factors influencing TQM implementation are customer satisfaction,
process management, and leadership, respectively [125]. Jung and
Wang revealed that leadership and employee interactions are
important as well [126]. In Kuwait, AI-Nofal conducted an empiri-
cal research on TQM implementation CSFs. Customer satisfaction,
leadership, teamwork, and top management commitment were
determined to be the most important factors for TQM adoption
in the Turkish construction sector, according to Anas [127]. Top
management commitment and customer satisfaction factors are
considered as both crucial and essential for TQM implementation
success, according to the study [125].
4.4.5. RII - Teamwork
Based on the RII analysis for teamwork for the TQM adoption,
teamwork was ranked fifth with an RII value of 0.840, as shown
in Table 10.
Another well-known factor for the success of projects and orga-
nizations is teamwork. Teamwork is vital in construction projects
because they require several layers of interactions. Without effi-
cient cooperation with the rest of the team, every project individ-
ual cannot be a lone survivor functioning on their allocated job.
Andersen highlighted that excellent project interaction is critical
for creating confidence among project team members, which leads
to long-term successful and sustainable business relationships
[121]. Rao observed that teamwork is a critical factor in achieving
organizational goals, and that teams are an essential component of
any TQM approach [128]. One of the most extensively utilized
quality management principles in manufacturing and service
industries is process management. This method is based on the
idea that ‘‘the intended outcome is more effectively obtained when
linked resources and activities are controlled as a process [129].
4.4.6. RII - top management commitment
According to the RII study for TQM adoption, the Top Manage-
ment Commitment was ranked sixth with a RII value of 0.720, as
shown in Table 11.
Top Management Commitment Factor was listed as the least in
bringing about benefits in the TQM adoption in IBS projects of
Malaysian Construction Industry. According to the findings, most
Malaysian construction companies face some significant issues,
10
Ain Shams Engineering Journal 14 (2023) 101877
such as a lack of knowledge of the advantages of TQM, a lack of
TQM experience among workers, a lack of TQM comprehension,
and a lack of Continuous Professional Development (CPD). The
management should strive to be concentrated and disciplined to
ensure the success of TQM in IBS projects for the Malaysian con-
struction industry. Commitment from top management is typically
a tangible and emotional indication of trust [130]. A strong com-
mitment will promote trust, which is critical for developing a spirit
of cooperation in the middle of the industry’s common competitive
mindset. According to this study’s findings, this indicates that the
construction industry’s degree of top management commitment
is still insufficient to affect TQM in IBS construction projects.
According to Talib’s study, top management commitment has an
insignificant effect on quality success [122]. It is possible that the
effect of top management commitment on IBS projects success is
mediated by other factors, which would explain why top manage-
ment commitment does not appear to have a major effect on
IBS projects performance.All factors are at a high or medium–high
level. The group ranking shows that the most important grouped
factor is Leadership. The recommendations of several interviewees
confirm this study’s findings, showing that this is the most signif-
icant factor influencing the TQM of IBS projects in Malaysia. Cus-
tomer Satisfaction is another key grouped factor that needs to be
considered. It is understood that adequate customer satisfaction
cannot be achieved without the use of acceptable standards and
regulations. The discussions with the interviewees indicate that
many quality difficulties for IBS projects are due to a lack of sus-
taining delivery levels with timely information and quick
responses to reduce complaints. As a result, some problems could
be readily handled by a conversation among operators. Continuous
Improvement is a critical grouped factor endorsed by the inter-
viewed experts. Moreover, Process Management grouped factor is
also significant. Thus, to guarantee the success of TQM applica-
tion in IBS construction projects, employees in an organization
must have the necessary communication and knowledge abilities
to communicate effectively with all project stakeholders. Top Man-
agement Commitment and Teamwork, although ranked the lowest,
are also considered as key quality-related factors. The interviewees
recognize the effect of these factors on the quality of IBS projects.
The effectiveness of these factors in the IBS project total quality
management is highly supported by the interviewees. During the
interview, it was revealed that a lack of on-site skilled project man-
agers frequently leads to inadequate on-site cooperation and
scheduling for addressing on-site difficulties, lowering the final
product’s quality. Determining essential success factors would
offer companies a competitive edge and is the bottom line of a pro-
ject management company’s performance in completing its
responsibilities. The reason to have a comparison of the outcome
with the interviewee’s feedback is that they are portraying a true
picture of TQM in IBS Malaysian construction projects.
The benefits of TQM have compelled the construction industry
to incorporate TQM into their designs. The primary goal of intro-
ducing TQM in the construction sector is to increase skill and com-
petitiveness. Numerous advantages have been identified in the
literature, which resulted in significant advancements in building
sustainability. These benefits influence construction professionals’
decision to incorporate TQM. As a result, organizations should be
mindful of the most effective method for applying TQM in pro-
grams. A TQM guideline plan is required to stimulate and improve
the efficiency of sustainable construction, particularly in develop-
ing nations. During the pre-operation phase, owners must develop
a TQM operation strategy. Strengthening TQM courses (connecting
with academics), seminars, and workshops is a technique for over-
coming the lack of a TQM training barrier. Professional bodies are
responsible for controlling and tracking the critical eyes of con-
struction stakeholders and organisations. Workers should be edu-
A. Mohsen Alawag, W. Salah Alaloul, M.S. Liew et al.
cated on the importance and use of modern technology as the first
step in their training. Hiring TQM specialists from industrialized
nations would assist in overcoming this obstacle. Finally, construc-
tion organizations can obtain all required information from the
manufacturer before committing to include and deploy TQM tech-
nology to guarantee that suitable technical assistance and exper-
tise are available from the technology partner.
TQM is an advanced, energetic and intriguing approach intro-
duced into the construction industry for decades. Since then, it
has made a significant contribution to the timely completion of
various projects while remaining under budget and reducing oper-
ational costs over time. Although these potential advantages, the
rate of acceptance and implementation in many nations remains
low and unimpressive. Several authors in academic journals have
described critical success factors (CSFs) in various ways. They are
‘‘components that predict accomplishment rather than merely
the pure survival of a construction project,” according to Sanvido
[131]. Rockart stated that CSFs are elements or agendas that must
be in place for an organization or effort to succeed [132]. CSFs are
the most critical variables in reducing project delays, enhancing
project performance, and assuring project success for construction
projects, according to Abu [133]. By better understanding manage-
ment activities in construction projects and studying important
success determinants, most construction firms may increase the
efficiency of their projects (CSFs). Assessing the perceptions of
major stakeholders in the Malaysian construction sector is critical
to increase TQM adoption levels. Lastly, these CSFs have effective
effects on the success of TQM adoption in IBS construction projects
because they are influenced by other CSFs.
5. TQM-Based conceptual framework
A conceptual framework was developed, as shown in Fig. 6,
based on the critical factors that may lead to the betterment of a
project by ensuring TQM construction.
Fig. 6. Conceptual framework.
11
Ain Shams Engineering Journal 14 (2023) 101877
The formation of the conceptual framework was made and we
selected the top three group based on the group ranking, which
are Leadership, Customer satisfaction, and Continuous improve-
ment. These factors are considered as the top factors that affect
TQM implementation in IBS projects. In each group, we also
selected the higher RII values. In the Continuous Improvement
group, ‘‘Strategic planning during the early stages of a project”
plays an important role. It is evident that without significant plan-
ning, TQM cannot be improvised. Customer Satisfaction, although
ranked as second in the grouped ranking, five of its factors had sig-
nificant effects on TQM, which are: ‘‘Effective communication for
defining the project concept”, ‘‘Achieving competitiveness through
quality”, ‘‘Adopting a quality-oriented strategy”, ‘‘Organization
motivates employees to satisfy clients/customers,” and ‘‘Organiza-
tion consider customers” requirements as the basis for quality”. A
project is considered successful only if the customer is satisfied.
Therefore, for customer satisfaction, critical factors must be taken
into consideration. Lastly, the Leadership group factors ‘‘Communi-
cation of company policy for TQM to the employees,” ‘‘Well-
defined rules and responsibilities,” and ‘‘Managers and supervisors
motivate workers and assist them in achieving higher levels of per-
formance in their jobs” appeared to be most influential in TQM
come up as the most promising critical factors in TQM successful
implementation. A project can only become successful if the
importance is provided to the critical factors that help in improv-
ing TQM in IBS construction projects.
5.1. Effectiveness of top TQM factors
TQM is a procedure that needs comprehensive commitment to
be successful. Over the years, TQM application systems in the
Malaysian construction industry have been growing. The construc-
tion project must be viewed as a series of steps that must be com-
pleted to satisfy all customers. Internal customers (workers,
divisions, and departments inside an organization) and external
A. Mohsen Alawag, W. Salah Alaloul, M.S. Liew et al.
customers are examples of these customers (owner, designer, con-
tractor, and so on). The effectiveness of a TQM program is deter-
mined first by management practises. QMS has had a positive
effect on the Malaysian construction industry so far [134]. TQM
is a management approach that must pervade a company culture
and concept. It will only be able to prosper if senior management
makes TQM a key priority.
The top management commitment factor on the part of man-
agement is not something that comes naturally. Hard effort, dedi-
cation, transparency, and good staff work are required to earn and
retain it. The literature on various types of management programs
states that successful program systems rely on the level of top
management commitment: the larger the commitment, the better
the program’s chances of success. To start with a TQM program,
senior management involvement is required. Often, the first stage
is to persuade senior executives of the financial and broader bene-
fits, as well as to overcome any obstacles that may exist. The stron-
gest relationship between the TQM implementation in IBS and the
top management, which indicates that increase in the top manage-
ment commitment, will increase the TQM implementation in IBS.
Through its guidance and dedication to the TQM aim of customer
satisfaction, top management promotes continuous improvement
and enhanced work satisfaction by establishing an organisational
environment that stresses total quality and customer satisfaction.
Top management must not only give a lead for the rest of the orga-
nization, but also guarantee that the appropriate decisions and acts
are implemented. Haupt and Whiteman identified the following
essential success factors in their research of construction compa-
nies in the United States: top management commitment and
engagement, customer focus, effective quality planning, and par-
ticipative management style [135]. The results support Zakuan’s
claim that every major choice taken in an organization is signifi-
cantly reliant on top management’s support and dedication [136].
Implementing continuous improvement in the management of
daily tasks is critical for personnel operating toward the company
success. The respondent’s results placed ‘‘Continuous Improve-
ment” as the third ranked factor in the line-up. Quality improve-
ment is complicated to attain except quality is perfectly and
continually assessed. One cause for this challenge is the scarcity
of effective total quality measurements in the widest sense. Inter-
viewees elevated the significance of the factor ‘‘continuous
improvement” in TQM adoption for IBS construction activities.
Having good continuous improvement means quality reputation
and peace of mind. Opposing relationships can produce not just
mental instability, but also decreased productivity. Respondents
have also stressed on the importance of continuous improvement
within a company team to overcome the challenges to achieve
the goals of quality. According to Quirke, the key challenge is
acquiring customers, keeping them, and forming relationships
with them, and also finding creative ways to be more meaningful
to them before their competitors do [137].
This factor appeared in high ranks for IBS practitioners. Cus-
tomer satisfaction is critical to the success of TQM in IBS projects
because the company exists to serve its customers. Customers’
requirements should be identified, while products and services
should be provided in accordance with their needs and demands.
Quality in each stage is influenced by the quality in the previous
stages. Thus, customer satisfaction in every stage is crucial for
the total quality performing of the development. Customer satis-
faction and top management commitment are critical factors in
achieving advantages, such as cost savings, increased performance
management, enhanced quality goods and services, increased cus-
tomer satisfaction, increased productivity, and reduced consump-
tion of time, among others [138]. In addition to this study,
Kazemi emphasized the importance of top management commit-
ment, cooperation, an integrated quality management system,
12
Ain Shams Engineering Journal 14 (2023) 101877
and contact between quality and other departments in the UK con-
struction sector [139]. According to the respondents, providing a
diverse range of overall quality management techniques and ser-
vices to consumers is critical to construction companies, even if
these clients are unaware of them, because this will help to main-
tain loyalty and trust, which will lead to customer satisfaction. The
company’s overall performance will increase as a consequence, and
consumers will be pleased.
Process management, according to Motwani, emphasizes pro-
viding value to a system, enhancing staff efficiency, and enhancing
the company’s overall quality [137] This factor had the smallest
effect on quality. Procedures refer to organisational activities, and
if the goal of a TQM programme is to achieve overall quality effi-
ciency, process management will be required. Process manage-
ment is regarded as a priority for quality conformity. One of the
most critical aspects of process management is ensuring that the
process capabilities can fulfill the production needs [140]. Accord-
ing to Oakland, process management is a way to persuade employ-
ees that they are responsible for their obligations in terms of
customer satisfaction [141]. Process management, in the opinion
of respondents, would bring value to the process and increase
the company’s productivity.
The leadership factor remains on top in all six groups, which
shows that it is equally important for all professionals in various
stages of the projects’ process. According to the Thurstone study,
top management’s commitment and leadership, interaction
between top managers and workers, organizational culture, quality
education, and employee participation were all key success factors
in the effective adoption of TQM in the Turkish construction indus-
try [127]. In addition, leadership positively affected the implemen-
tation of quality management according to respondents’ opinions.
Good and successful leadership usually entails establishing a close
engagement in the effective implementation to keep the workers’
impetus moving in the direction of customer satisfaction [142].
Interviewees agreed on that a good leadership in projects under-
taken by company delivered on time. With an appropriate supervi-
sion of work by the manager and project supervisor on site, all
construction efforts were completed according to the sketch and
plan.
Teamwork is essential for each individual to obtain the support
they require to be successful individually and collectively. Because
the whole construction sector revolves on projects, enhanced qual-
ity performance must be project-specific and involve the entire
project team. All stakeholders must be involved, including suppli-
ers, subcontractors, the principal contractor, vendors, professional
designers, project managers, and most importantly, the owner. Col-
laboration between these stakeholders will improve overall qual-
ity. To preserve customer satisfaction, TQM necessitates the best
efforts from each and every person in the firm [142]. Quality failure
occurs when there is a lack of clear and consistent quality
leadership.
6. Conclusion
This study has identified and ranked the CSFs of TQM adoption
in IBS projects for the Malaysian construction industry, thus filling
a knowledge gap that could be used to offer practitioners of con-
struction industry with guidance for concentrating, using, and con-
trolling the top factors distinguished to affect the performance and
efficiency of IBS projects. The findings of the study are applicable to
Malaysia’s construction context only. Its use in any other construc-
tion context without investigation is not guaranteed. Furthermore,
it is limited in its applicability to countries other than Malaysia.
Based on overall viewpoints of respondents, the following factors
affecting TQM adoption were ranked as follows: (1) Leadership,
A. Mohsen Alawag, W. Salah Alaloul, M.S. Liew et al.
(2) Customer Satisfaction, (3) Continuous Improvement, (4) Pro-
cess Management, (5) Teamwork, and (6) Top Management Com-
mitment are all important factors to consider. The RII ranking
shows that the most important factors that need to be considered
are Leadership with RII value of 0.856, and Customer Satisfaction
with RII of value 0.855. The findings can assist construction profes-
sionals and government agencies in identifying important areas
where IBS project quality may suffer, allowing appropriate actions
and quality management procedures to be developed and deployed
to ensure that IBS projects are of high quality. It is believed that
paying sufficient attention to these factors would reduce the prob-
lems associated with adopting total quality management, assist
construction practitioners to enhance quality in IBS projects and
will improve the optimum performance in organisations that do
so. Lastly, this study is capable in providing a set of future recom-
mendations studies to focus on TQM implementation case studies
along with project budget and administrative capacity. Further-
more, quality factors should be evaluated in various societies and
cultural situations, as this will assist in generalizing findings and
defining the distinctions in quality as adopted by various social
and cultural settings.
Declaration of Competing Interest
The authors declare that they have no known competing finan-
cial interests or personal relationships that could have appeared
to influence the work reported in this paper.
Acknowledgment
The authors would like to appreciate the University Internal
Research Funding (URIF) project (cost center # 015LB0-051) in
Universiti Teknologi PETRONAS (UTP) awarded to Wesam Alaloul
for the support.
References
[1] Wawak S, Ljevo Ž, Vukomanović M. Understanding the key quality factors in
construction projects—a systematic literature review. Sustain 2020;12:1–25.
doi: https://doi.org/10.3390/su122410376.
[2] Alawag AM, Salah Alaloul W, Liew MS, Al-Aidrous AHMH, Saad S, Ammad S.
Total quality management practices and adoption in construction industry
organizations: a review. Proceedings of the 2020 2nd International
Sustainability and Resilience Conference: Technology and Innovation in
Building Designs, 2020.
[3] Jong CY, Lew TY, Sim AK. The influence of TQM on project performance: The
case of Construction Organization in Malaysia. Soc Sci 2018;2016:11.
[4] Abdullahi MS, Jakada BA, Shehu UR, Usman BM, Gumawa AM, Relationship
between total quality management and organizational performance:
empirical evidence from selected airlines in Nigeria 2020;3:30–44.
[5] Jung JY, Wang YJ. Relationship between total quality management (TQM) and
continuous improvement of international project management (CIIPM).
26;2006:716–722, doi:10.1016/j.technovation.2006.01.003.
[6] Naghshbandi S, Yousefi B, Zardoshtian S, Moharramzade M. Assessment of
military force staff’s readiness for total quality management (TQM) approval
in Tehran Province. Procedia - Soc Behav Sci 2012;46:5345–9. doi: https://doi.
org/10.1016/j.sbspro.2012.06.436.
[7] Polat G, Damci A, Tartar Y. Barriers and benefits of total quality management
in the construction industry evidence from Turkish 2011:1115–1120.
[8] Farooqui RU, Ahmed SM. Assessment of Deming’s Philosophy for
Implementing Total Quality Management in U.S. Construction. In:
Proceedings of the Engineering and Technology. p. 1–7.
[9] Eniola AA, Olorunleke GK, Akintimehin OO, Ojeka JD, Oyetunji B. Heliyon The
impact of organizational culture on total quality management in SMEs in
Nigeria. Heliyon 2019;5(8):e02293.
[10] Priede J. Implementation of quality management system ISO 9001 in the
world and its strategic necessity. Procedia - Soc Behav Sci 2012;58:1466–75.
doi: https://doi.org/10.1016/j.sbspro.2012.09.1133.
[11] Chung W. Benchmarking Singapore’s high-TQM maturity organisations, 2001.
pdf. Benchmarking An Int J 8;2001:8–34.
[12] Goh M, Yeo YY. Total quality management development in Singapore. Total
Qual Manage 1994;5:203–18. doi: https://doi.org/10.1080/
09544129400000042.
[13] Hokoma RA, Khan MK, Hussain K. The present status of quality and
manufacturing management techniques and philosophies within the Libyan
13
Ain Shams Engineering Journal 14 (2023) 101877
iron and steel industry. TQM J 2010;22:209–21. doi: https://doi.org/10.1108/
17542731011024309.
[14] Shibani A, Saidani M, Gherbal N. An evaluation of obstacles preventing
implementation of TQM in Libyan organisations. Bus Manage Res J
2012;1:84–91.
[15] Nkechi Eugenia I. Quality improvement in a global competitive marketplace-
success story from Nigeria. Int J Bus Manage 2009;5:211–8. doi: https://doi.
org/10.5539/ijbm.v5n1p211.
[16] Arshida MM, Agil SO. Critical success factors for total quality management
implementation within the Libyan iron and steel company. Iss & Mlb
2013:254–9.
[17] Krasachol L, Willey PCT, Tannock JDT. The progress of quality management in
Thailand. TQM Mag 1998;10:40–4. doi: https://doi.org/10.1108/
09544789810197837.
[18] Panuwatwanich K, Nguyen TT. Influence of total quality management on
performance of Vietnamese construction firms. Procedia Eng
2017;182:548–55. doi: https://doi.org/10.1016/j.proeng.2017.03.151.
[19] Abazid M, Gökçekusß H. Application of total quality management in Saudi
Arabia construction project. J Adv Res Dyn Control Syst 2019;11:38–43.
[20] Nawaz T, Professor A, Ali Ikram A. Benefits and impediments in implementing
Tqm in Pakistani construction sector. Eur J Bus Manage 2013;5:2222–839.
[21] Bhuiyan ZH, Rahman MA, Shahnewaz ST. An empirical study on total quality
management practices in some selected manufacturing companies in
Bangladesh. Int J Ethics Soc Sci 2014;2:95–112.
[22] Khurshid MA, Amin M, Al-aali L, Al-aali G. A conceptual framework of the
impact of total quality management and corporate social responsibility on
business performance in the context of developing economy. In: Proceedings
of the Proceedings of ISER 99th International Conference, New York, USA;
2018; pp. 30–38.
[23] Yeng SK, Jusoh MS, Ishak NA. The impact of Total Quality Management (TQM)
On competitive advantage: a conceptual mixed method study in the Malaysia
Luxury hotel industries. Acad Strateg Manage J 2018;17.
[24] Kiew PN, Ismail S, Yusof AM. Integration of quality management system in
the Malaysian construction industry. In: Proc. 26th Int. Bus. Inf. Manag. Assoc.
Conf. - Innov. Manag. Sustain. Econ. Compet. Advant. From Reg. Dev. to Glob.
Growth, IBIMA 2015 2016:267–274, doi:10.5171/2016.117211.
[25] Abdullah MN, Ayop M, Sudin M. The capability of a construction project team
in the implementation of a quality management system. Malaysia: Malaysian
Penerbit Univ. Teknol; 2008.
[26] Yunus R, Abdullah AH, Mohd Noor SR, Nagapan S. Sustainable construction
and building technology total quality management (TQM) in industrialized
building system (IBS). Sustain Constr Build Technol 2017.
[27] Kuo TH, Kuo YL. The effect of corporate culture and total quality management
on construction project performance in Taiwan. Total Qual Manage Bus Excell
2010;21:617–32. doi: https://doi.org/10.1080/14783363.2010.483074.
[28] Bakar AHBA, Ali KBin, Onyeizu E. Total quality management practices in large
construction companies: a case of Oman. World Appl Sci J 2011;15:285–96.
[29] Saeed NMN, Hasan AS. The effect of total quality management on
construction project performance. J Sci Technol 2012;17:11–30.
[30] Krittanathip V, Rakkarn S, Cha-um S, Konkhum P. Development of weighting
on self-assessment evaluation for total quality management: a case study of
retail sectors. Procedia - Soc Behav Sci 2013;88:37–48. doi: https://doi.org/
10.1016/j.sbspro.2013.08.479.
[31] Benita I, Chinedu P, Nwachukwu C, John U. Open access evaluation of the
factors affecting application of total quality management in building
constructions in Nigeria. Evidence from Calabar 2018:66–73.
[32] Alaloul WS, Liew MS, Zawawi NAWA, Kennedy IB. Industrial Revolution 4.0 in
the construction industry: challenges and opportunities for stakeholders. Ain
Shams Eng J 2020;11:225–30. doi: https://doi.org/10.1016/j.
asej.2019.08.010.
[33] Musarat MA, Alaloul WS, Liew MS. Impact of inflation rate on construction
projects budget: a review. Ain Shams Eng J 2021;12:407–14. doi: https://doi.
org/10.1016/j.asej.2020.04.009.
[34] Baarimah AO, Alaloul WS, Liew MS, Kartika W, Al-Sharafi MA, Musarat MA,
et al. A bibliometric analysis and review of building information modelling
for post-disaster reconstruction. Sustain 2022;14. doi: https://doi.org/
10.3390/su14010393.
[35] Koh TY, Low SP. Empiricist framework for TQM implementation in
construction companies. J Manage Eng 2010;26:133–43. doi: https://doi.
org/10.1061/(asce)me.1943-5479.0000014.
[36] Arditi D, Arditi D, Gunaydin HM. Total quality management in the
construction process Total quality management in the construction process.
Int J Proj Manage 2015;7863:235–43.
[37] AAA S. Application of total quality management in Turkish construction
industry; 2016.
[38] Sinha M, Harrington HJ, Voehl F, Wiggin H. Applying TQM to the construction
industry. TQM J 2012;24(4):352–62.
[39] Ynoh MNM, Ali KAM. Total quality management approach for Malaysian food
industry: conceptual framework. Int J Bus Soc Sci 2015;6:405–9. doi: https://
doi.org/10.12720/joams.1.4.405-409.
[40] Mohd. Ali KA, Yusoff RZ, Abas Z. The relationship between quality
management practices and productivity in revenue and cost management:
a study of local authorities in Peninsular Malaysia. Malaysian Manage J
2020;5:35–46. doi: https://doi.org/10.32890/mmj.5.1-2.2001.8586.
[41] Likita AJ, Zainun NY, Abdul Rahman I, Abdul Awal ASM, Alias AR, Abdul
Rahman MQ, et al. An overview of total quality management (TQM) practice
A. Mohsen Alawag, W. Salah Alaloul, M.S. Liew et al.
in construction sector. IOP Conf. Ser. Earth Environ Sci 2018;140. doi: https://
doi.org/10.1088/1755-1315/140/1/012115.
[42] Agus A, Hassan Z. Enhancing production performance and customer
performance through Total Quality Management (TQM): Strategies for
competitive advantage. Procedia - Soc Behav Sci 2011;24:1650–62. doi:
https://doi.org/10.1016/j.sbspro.2011.09.019.
[43] Fok LY, Fok WM, Hartman SJ. Exploring the relationship between total quality
management and information systems development. Inf Manage
2001;38:355–71. doi: https://doi.org/10.1016/S0378-7206(00)00075-6.
[44] Femi OT. Barriers and benefits of total quality management in the Nigerian
construction industry: a review. Int J Eng Work (ISSN 2409-2770) 2;2015:7–
13.
[45] Othman I, Norfarahhanim Mohd Ghani S, Woon Choon S. The Total Quality
Management (TQM) journey of Malaysian building contractors. Ain Shams
Eng J 2019;11:697–704. doi: https://doi.org/10.1016/j.asej.2019.11.002.
[46] Mohsen A, Alaloul WS, Liew MS, Musarat MA, Baarimah AO, Alzubi KM, Altaf
M. Impact of the COVID-19 Pandemic on Construction Industry in Malaysia.
2021 Sustain Resil Conf Clim Chang 2022:237–41. doi: https://doi.org/
10.1109/ieeeconf53624.2021.9667984.
[47] Ammad S, Alaloul WS, Saad S, Qureshi AH. Personal protective equipment
(PPE) usage in construction projects: a scientometric approach. J Build Eng
2021;35:. doi: https://doi.org/10.1016/j.jobe.2020.102086102086.
[48] Altaf M, Alalaoul WS, Musarat MA, Hussain A, Saad S, Rabbani MBA, et al.
Evaluating the awareness and implementation level of LCCA in the
construction industry of Malaysia. Ain Shams Eng J 2022;13(5):101686.
[49] Tamrin N, Mohd Nawi MN, Abdul Nifa FA. Industrialised building system in
construction projects. A Study on Readiness 2017;12:839–44.
[50] Yusoffa MR, Musa MF, Samsudin NS, Mohammad MF, Baharuddin MN.
Industrialised Building System (IBS)/Off-Site Project Management Life Cycle.
In: In Proceedings of the International Soft Science Conference. p. 635–42.
[51] Azman MNA, Mohamad Kamar KA, Mohd Nawi MN. Industrialised building
system in reducing waste of construction industry. J Sci Tech Educ
2013;2:96–103.
[52] Rahim AA, Qureshi SL. A review of IBS implementation in Malaysia and
Singapore. Plan Malaysia 2018;16:323–33. doi: https://doi.org/10.21837/
pmjournal.v16.i6.486.
[53] Mohd Fateh MA, Mohammad MF. Industrialized building system (IBS)
provision in local and international standard form of contracts. Proc J
Construct Dev Countries 2018;22(2):67–80.
[54] Hassim. The contractor perception towers industrialised building system risk
in construction projects in Malaysia. Am J Appl Sci 2009;6(5):937–42.
[55] Ismail F, Syafiqah A, Rashid A. Industrialized building system projects: a
survey of construction project manager’s competencies in Malaysia. Aust J
Basic Appl Sci 2014;8:294–300.
[56] Abu Bakar AH, Eziaku N, O.. The utliisation of industrialised building system
in design innovation in construction industry. World Appl Sci J
2011;15:205–13.
[57] Razak FM, Awang H, Othuman Mydin MA. The contractors’ perception of the
implementation of industrialised building system (IBS) in Malaysia.
Proceedings of the MATEC Web of Conferences 2014;10:04003.
[58] Mohsen A, Yunus R, Handan R, Kasim N, Hussain K. Determining factors for
enhanced skilled worker requirements in IBS construction projects in
Malaysia. In: Proceedings of the IOP Conference Series: Earth and
Environmental Science; Institute of Physics Publishing, 2019; Vol. 220.
[59] Yusof MR. Musa Industrialized building system plan of work. Int Rev Manage
Mark 2016.
[60] Sadafi N, Zain MFM, Jamil M. Adaptable industrial building system:
construction industry perspective. J Archit Eng 2012;18:140–7. doi: https://
doi.org/10.1061/(asce)ae.1943-5568.0000075.
[61] Alaloul WS, Musarat MA, Liew MS, Qureshi AH, Maqsoom A. Investigating the
impact of inflation on labour wages in Construction Industry of Malaysia. Ain
Shams Eng J 2021;12:1575–82. doi: https://doi.org/10.1016/j.
asej.2020.08.036.
[62] Jabar IL, Abdul-Aziz A-R, Suresh S, Renukappa S, Enshassi A. A project
management competency framework for industrialised building system (IBS)
construction. Int J Technol 2019;10(4):657.
[63] Jusoh MS, Amlus MH, Rahimi A, Ismail MS. Industrialized building system
(IBS) performance in Malaysian construction industry: Analysing the cost,
training and construction policies. J Appl Sci Agric 2014;9:6–13.
[64] Thanoon WA, Peng LW, Kadir MRA, Jaafar MS, Salit MS. The experiences of
Malaysia and other countries in industrialized building system. Int Conf Ind
Build Syst 2003;2003:255–61.
[65] Al-Aidrous A-H, Rahmawati Y, Wan Yusof K, Omar Baarimah A, Alawag AM.
Review of industrialized buildings experience in Malaysia: an example of a
developing country. IOP Conf Ser Earth Environ Sci 2021;682(1):012003.
[66] Saad S, Alaloul WS, Ammad S, Altaf M, Qureshi AH. Identification of critical
success factors for the adoption of Industrialized Building System (IBS) in
Malaysian construction industry. Ain Shams Eng J 2022;13(2):101547.
[67] Alawag AM, Alaloul WS, Liew MS, Al-bared MAM, Amila N, Abdullah W,
Ammad S. The Implementation of the Industrialized Building System in the
Malaysian Construction Industry — a Comprehensive Review; Springer
Singapore; 2021; ISBN 9789811607424.
[68] Mohd Fateh MA, Mohammad FMIBS. Provision in local and international
standard form of contracts. J Constr Dev Ctries 2017;22:1–12.
[69] Mohd Fateh MA, Mohammad MF, Abd Shukor AS, Hasan A, Khan AA, Mannan
MA, et al. Review in formulating the standard form of contract for
14
Ain Shams Engineering Journal 14 (2023) 101877
Industrialized Building System (IBS) construction approach in Malaysia.
MATEC Web Conf 2017;87:01001.
[70] Singh K, Ahuja IS. Justification of TQM–TPM implementations in
manufacturing organisations using analytical hierarchy process: a decision-
making approach under uncertainty. Int J Product Qual Manage
2012;10:69–84.
[71] Duryan M, Smyth H. Cultivating sustainable communities of practice within
hierarchical bureaucracies: the crucial role of an executive sponsorship.
IJMPB 2019;12(2):400–22.
[72] Karani SR, Bichanga WO. Effects of Total Quality Management
implementation on business performance in service institutions: a case of
Kenya Wildlife Services. Int J Res Stud Manage 2012;1:59–76.
[73] Jekiel CM. Lean human resources: redesigning HR processes for a culture of
continuous improvement; Productivity Press, 2020; ISBN 0429325959.
[74] Anderson S, Kumari R. Continuous improvement in schools: Understanding
the practice. Int J Educ Dev 2009;29:281–92.
[75] Brah SA, Lim HY. The effects of technology and TQM on the performance of
logistics companies. Int J Phys Distrib Logist Manage 2006.
[76] Jaakkola E, Alexander M. The role of customer engagement behavior in value
co-creation: a service system perspective. J Serv Res 2014;17:247–61.
[77] Xu X. Examining consumer emotion and behavior in online reviews of hotels
when expecting managerial response. Int J Hosp Manage 2020;89:102559.
[78] Angelova B, Zekiri J. Measuring customer satisfaction with service quality
using American Customer Satisfaction Model (ACSI Model). Int J Acad Res Bus
Soc Sci 2011;1:232.
[79] Singh J, Saini S. Importance of CEM in CRM-CL framework. J Model Manage
2016.
[80] Berman SJ. Digital transformation: opportunities to create new business
models. Strateg Leadersh 2012.
[81] Dicken P. Global shift: Reshaping the global economic map in the 21st
century; Sage; 2003; ISBN 0761971505.
[82] Sambasivan M, Fei NY. Evaluation of critical success factors of
implementation of ISO 14001 using analytic hierarchy process (AHP): a
case study from Malaysia. J Clean Prod 2008;16:1424–33.
[83] Neyestani B. Principles and contributions of total quality mangement (TQM)
gurus on business quality improvement. Available SSRN 2950981 2017.
[84] Aquilani B, Silvestri C, Ruggieri A, Gatti C. A systematic literature review on
total quality management critical success factors and the identification of
new avenues of research. TQM J 2017;29(1):184–213.
[85] Amanchukwu RN, Stanley GJ, Ololube NP. A review of leadership theories,
principles and styles and their relevance to educational management.
Management 2015;5:6–14.
[86] Zairi M. Leadership in TQM implementation: some case examples. TQM Mag
1994;6(6):9–16.
[87] Rad AMM. The impact of organizational culture on the successful
implementation of total quality management. TQM Mag 2006.
[88] Daily BF, Bishop JW. TQM workforce factors and employee involvement: the
pivotal role of teamwork. J Manag Issues 2003:393–412.
[89] Oakland J. Leadership and policy deployment: the backbone of TQM. Total
Qual Manag Bus Excell 2011;22:517–34.
[90] Chang HH, Chuang S-S, Chao SH. Determinants of cultural adaptation,
communication quality, and trust in virtual teams’ performance. Total Qual
Manag 2011;22:305–29.
[91] Keinan AS, Karugu J. Total quality management practices and performance of
manufacturing firms in Kenya: case of Bamburi cement limited. Int Acad J
Hum Resour Bus Adm 2018;3:81–99.
[92] Iqbal J, Shabbir MS, Zameer H, Tufail MS, Ahmad M, Ali W. TQM practices and
firm performance of Pakistani service sector firms. A Res J Commer Econ Soc
Sci 2017;11(1):87–96.
[93] Mashwama N, Aigbavboa C, Thwala D. An assessment of the critical success
factor for the reduction of cost of poor quality in construction projects in
Swaziland. Procedia Eng 2017;196:447–53. doi: https://doi.org/10.1016/j.
proeng.2017.07.223.
[94] Coast C, Surveying Q, Africa S, Management T, Management SQ, Focus C,
Vision C, Statement P, Selection P, Management D et al. Review of critical
success factors for the implementation of total quality management in the
construction industry. 2017:1213–1226.
[95] Adusa-poku NY. Assessing Total Quality Management (TQM) in the Ghanaian
construction industry: an exploratory; 2014.
[96] Azman NS, Ramli MZ, Zawawi MH. Factors affecting quality management of
construction project using industrialized building system: a review. Int J Eng
Technol 2018;7:307. doi: https://doi.org/10.14419/ijet.v7i4.35.22751.
[97] Olemat AR, Alkayed RE, Aladwan AS. Total quality management standards for
evaluation mathematics textbook For Ninth Grade In Jordan. J Educ Pract
2014;5:53–64.
[98] Kheni NA, Ackon F. Impact of total quality management practices (TQMPs) on
construction project quality performance in developing countries: study of
construction businesses in Ghana. Int J Manage Sci 2015;2:35–51.
[99] Nduka DO, Fagbenle OI, Ogunde A, Afolabi A. Critical success factors (CSFs)
influencing the implementation of industrialized building Systems (IBS) in
Nigeria. IOP Conf Ser Mater Sci Eng 2019;640(1):012012.
[100] Campos AC, Mendes JC, Silva JA, Valle PO. Critical success factors for a total
quality culture: a structural model. Tour Manage Stud 2014;10:7–15.
[101] Jamali G, Ebrahimi M, Abbaszadeh MA. TQM implementation: An
investigation of critical success factors. In: In Proceedings of the ICEMT
A. Mohsen Alawag, W. Salah Alaloul, M.S. Liew et al.
2010–2010 International Conference on Education and Management
Technology. p. 112–6.
[102] Salisu B, Abbaspour B, Nodeh FM. Critical success factors and tools for
working the total quality management revolutions in management practice:
a review. Indian J Sci Technol 2016;9. doi: https://doi.org/10.17485/ijst/2016/
v9i46/107137.
[103] Engineering C, Bahru J. Critical factors affecting quality in public construction
projects in Borno State. Malaysian J Civ Eng 2017;29:42–58. doi: https://doi.
org/10.11113/mjce.v29.38.
[104] Neyestani B, Juanzon JosephBerlinP. Identification of a Set of Appropriate
Critical Success Factors (Csfs) for successful Tqm implementation in
construction, and other industries. Int J Adv Res 2016;4(11):1581–91.
[105] Gherbal N, Shibani A, Saidani M, Sagoo A. Critical Success Factors of
Implementing Total Quality Management in Libyan Organisations. In:
Proceedings of the Proceedings of the 2012 International Conference on
Industrial Engineering and Operations Management. p. 80–9.
[106] Talib F, Rahman Z. Critical success factors of TQM in service organizations: A
proposed model. Serv Mark Q 2010;31:363–80. doi: https://doi.org/10.1080/
15332969.2010.486700.
[107] Mazher U, Gharleghi B, Chan B, Fah Y. A study on the factors affecting total
quality management in the Saudi Arabian construction industry. Int J Bus Soc
Res 2015;5:30–40. doi: https://doi.org/10.18533/ijbsr.v5i3.725.
[108] Ahmed AO, Idris AA. Examining the relationship between soft total quality
management (TQM) aspects and employees’ job satisfaction in ‘‘ISO 9001”
Sudanese oil companies. TQM J 2021;33:95–124. doi: https://doi.org/
10.1108/TQM-05-2019-0147.
[109] Sanders P. A new way of viewing phenomenology. Acad Manage Rev
1982;7:353–60.
[110] CIDB ibs IBS-Net Management Information System Manufacturers IBS-Net
Management Information System Manufacturers.
[111] Engineering MTDA, Batu J, Column P, Beam P, Sembilan N. IBS-net
management information system manufacturers IBS-net management
information system manufacturers. 2013:1–31.
[112] Krejcie RV, Morgan D. Small-sample techniques. NEA Res Bull 30;1970:607–
610.
[113] Akadiri OP. Development of a multi-criteria approach for the selection of
sustainable materials for building projects; 2011.
[114] Toke LK, Gupta RC, Dandekar M. An empirical study of green supply chain
management in Indian perspective. Int J Appl Sci Eng Res 2020;5:1–15. doi:
https://doi.org/10.6088/ijaser.0020101038.
[115] Peter JP. Reliability: a review of psychometric basics and recent marketing
practices. J Mark Res 1979;16:6. doi: https://doi.org/10.2307/3150868.
[116] Drost AE. Validity and reliability in social science research. Educ Res Perspect
2011;38:105–23.
[117] Kometa ST, Olomolaiye PO, Harris FC. Attributes of UK construction clients
influencing project consultants’ performance. Constr Manage Econ
1994;12:433–43. doi: https://doi.org/10.1080/01446199400000053.
[118] Gliem JA, Gleim RR. Calculating, interpreting, and reporting Cronbach’s alpha
reliability coefficient for Likert-type scales. Midwest research to practice
conference in adult, continuing and community educaction, Columbus, Ohio:
Ohio State University. Stud Inorg Chem 14;2003:349–372, doi:10.1016/
B978-0-444-88933-1.50023-4.
[119] Turner JR. The management of the project-based organization: a personal
reflection. Int J Proj Manage 2018;36:231–40.
[120] Sadikoglu E, Olcay H. The effects of total quality management practices on
performance. Lab Manage Inf Syst Curr Requir Futur Perspect
2014;2014:996–1027. doi: https://doi.org/10.1155/2014/537605.
[121] Pinto JK, Slevin DP, English B. Trust in projects: an empirical assessment of
owner/contractor relationships. Int J Proj Manage 2009;27:638–48. doi:
https://doi.org/10.1016/j.ijproman.2008.09.010.
[122] Talib F, Rahman Z, Qureshi MN. An empirical investigation of relationship
between total quality management practices and quality performance in
Indian service companies 30;2013. ISBN 0265671131129.
15
Ain Shams Engineering Journal 14 (2023) 101877
[123] Abu-Hamatteh ZSH, Al-Azab TA, El-Amyan M. Total quality management
achievement: King Abdullah II Award for Excellence of Jordan as a model.
Technovation 2003;23:649–52. doi: https://doi.org/10.1016/S0166-4972(02)
00127-X.
[124] Toor Sur R, Ofori G. Leadership for future construction industry: Agenda for
authentic leadership. Int J Proj Manag 2008;26:620–30. doi: https://doi.org/
10.1016/j.ijproman.2007.09.010.
[125] Tarí JJ. Components of successful total quality management. TQM Mag
2005;17:182–94. doi: https://doi.org/10.1108/09544780510583245.
[126] Altayeb MM, Alhasanat MB. Implementing total quality management (TQM)
in the Palestinian construction industry. Int J Qual Reliab Manag
2014;31:878–87. doi: https://doi.org/10.1108/IJQRM-05-2013-0085.
[127] Shoshan AAA, Çeli_k G. Application of Tqm in the construction industry of
developing countries – case of Turkey. ANADOLU Univ J Sci Technol A - Appl
Sci Eng 2018;19:177–91. doi: https://doi.org/10.18038/aubtda.345779.
[128] Gherbal N, Shibani A, Saidani M, Sagoo A. Critical success factors of
implementing total quality management in Libyan organisations. Proc 2012
Int Conf Ind Eng Oper Manage 2012;80–89, doi:10.13140/RG.2.1.2911.0248.
[129] Mazais J, Lapina I, Liepina R. Process management for quality assurance: case
of universities process management for quality assurance: case of
universities. Mazais J, Lapin ß a I, Liepin
ß a R. In: Proceedings of the 8th
European Conference on Management , Leadership; 2012.
[130] Walker D, Hampson K, Ashton S. Developing an Innovative Culture Through
Relationship-Based Procurement Systems; 2008; ISBN 9780470690635.
[131] Sanvido V, Grobler F, Parfitt K, Guvenis M, Coyle M. Critical success factors for
construction projects. J Constr Eng Manage 1992;118:94–111.
[132] Rockart J. The change of the information systems executive: a critical factor
perspective. Sloan Sch Manag 1982:1–44.
[133] Babu SS, Sudhakar D. Critical success factors influencing performance of
construction projects. Int J Innov Res Sci Eng Technol 2015;4:3285–92.
[134] Bouranta N, Psomas E, Suárez-Barraza MF, Jaca C. The key factors of total
quality management in the service sector: a cross-cultural study.
Benchmarking An Int J 2019;26(3):893–921.
[135] Haupt TC, Whiteman DE. Inhibiting factors of implementing total quality
management on construction sites. TQM Mag 2004;16:166–73. doi: https://
doi.org/10.1108/09544780410532891.
[136] Nthenge ML. Factors affecting quality management in public institutions: a
case study of Machakos University, Kenya. 2016;58:63–66.
[137] Motwani J. Critical factors and performance measures of TQM. TQM Mag
2001;13:292–300. doi: https://doi.org/10.1108/13683040010362300.
[138] Attakora-amaniampong E, Salakpi A, Bonye F. Total quality management and
its impact on the level of customer focus within construction project
management in Ghana. Int J Bus Manage Invent 2014;3:36–48.
[139] Balouei Jamkhaneh H, Khazaei Pool J, Khaksar SMS, Arabzad SM, Verij Kazemi
R. Impacts of computerized maintenance management system and relevant
supportive organizational factors on total productive maintenance.
Benchmarking 2018;25:2230–47. doi: https://doi.org/10.1108/BIJ-05-2016-
0072.
[140] Zhang Z, Waszink A, Wijngaard J. An instrument for measuring TQM
implementation for Chinese manufacturing companies. Int J Qual Reliab
Manage 2000;17:730–55. doi: https://doi.org/10.1108/02656710010315247.
[141] Oakland JS. Total quality management and operational excellence: text with
cases; Routledge; 2014; ISBN 1315815729.
[142] Alotaibi FM, Yusoff RZ, Islam R. Analysis of total quality management
practices, competitiveness and their relationship to the task environment.
Aust J Basic Appl Sci 2013;7:515–26.
Dr Alaloul research interests are in construction management, BIM, construction
materials, offshore structures decommissioning, and lifecycle cost assessment. Also,
he is a certified trainer for construction costing and sustainability issues. Dr Alaloul
was a member of several evaluation committees for development and research
project proposals. Dr. Alaloul has published several research papers in international
conferences and well-reputed journals.