STUDY OF TOTAL QUALITY MANAGEMENT PRACTICES IN THE CONSTRUCTION INDUSTRY

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1 STUDY OF TOTAL QUALITY MANAGEMENT PRACTICES IN THE CONSTRUCTION INDUSTRY S M Abdul Mannan Hussain 1, Gangaraju Ravi Teja 2, Asra Fatima 3 1 Associate Professor, Civil Eng. Department, Malla Reddy Engineering College (A) (India) 2 B.Tech Final Year Student, Civil Eng. Department, Malla Reddy Engineering College (A) (India) 3 Assistant Professor, Muffakham Jah Engineering College, Secunderabad. (India) ABSTRACT Globally, maintenance of quality is an important consideration in modern construction. This is evident by clients increasing use of companies reputations for good quality work as a basis for choosing prospective contractors. The aim of this research is to empirically examine the extent to which TQM practices are associated with Construction project quality performance (CPQP). The study examines the influence of factors leading to implementation of TQM practices in building industry. In this paper we discuss the problems of defining quality in the construction industry, examine possible benefits of implementing quality, and look at barriers to quality implementation in construction. A conceptual framework and hypotheses is also developed. The Total Quality Management is one of the main association approaches, so that can be used to achieve continuous quality improvement of the products. From after that, quality management has emerge through quality examination (QI), to quality control (QC), to quality assurance (QA) then to the current Total quality management (TQM) Keywords: Total Quality Management, Quality Management; Construction Industry, Implementation I INTRODUCTION Quality administration essentially is the course of assuring that a good or service continuously meet and need to exceed customer needs and can be generally looked at as a business management way that attempts to maximize organizational rewards throughout continuous process up gradation of its products, services, manpower in company, processes improvement, and environment. Ever since it is a management based approach it can be achieved all the way through total involvement and participation of everybody in the association led by the management people (Kasongo & Moono, 2010). The researcher Zakuan et al. (2012) measured teaching as a significant factor that boosts employee s hard work towards development. To him, quality preparation includes humanizing and training of workers at all levels in the association with a meaning of expansion their 378 P a g e

2 information on quality issues and programs and as long as them with in sequence about the organization s quality assignment, visualization and general wanted way. A critical winning implementation of TQM factors is connected to monetary and presentation achievement of every association. The benefits and improvements are come in the areas of fewer faults and errors, decreased waste, increased disposal, increased quantity, increased profit, market share, stronger relationships with suppliers increased employee, customer satisfaction, consistency, reduced manufacture time, drop in the quantity of goods damaged in transit, Improvement in customer perceptions of the organization, decrease in costs II LITERATURE SURVEY Muatafa Maher Altayeb (2014) has exposed that the building industry has been one of the most important for initial infrastructure and financial system of the Palestinian. In this revise the author establish that sensational factors essential for the functioning of TQM at various parts of the project planning, design, and construction in the Gaza strip. The investigation resolute that 7 significant success factors with 38 sub factors out of 8 major factors and 81 sub factors. It was proven that continuous improvement is the most critical factor for the successful implementation of TQM in Gaza strip organization. Customer focus can be defined as the degree to which a firm continuously satisfies customer needs (Gherbal et al., 2012). The key to the quality management is maintaining a closer relationship with the customer in order to fully determine the customer s need, so the customer should be closely involved in the product design and development with valuable input to every stage (Saylor 1996 as cited in Gherbalet al., 2012). The customer allows an organization to exist, for every organization, profit or non profitable, partnerships, departments, functions, groups, or teams, therefore customer focus is very critical in TQM. Impliedly, in construction industry, quality should be customer driven. Employers should be well aware of the concept of internal and external customers. They should care about meeting and exceeding the customer expectations. There must be a focus on customer feedback and accordingly the process should be driven. According to Hoonakker (2010) most of the research concludes that it is necessary to transpose and translate the principles, practices and techniques used for TQM in manufacturing to construction. In line with this suggestion, TQM elements that past researchers have identified as applicable to the construction industry include; top management commitment and leadership, human resource management, customer focus, planning, process management, supplier management, continuous improvement, information analysis and evaluation, teamwork and quality culture. The researcher Ross Chapman (2002) has identified the degree of appliance of TQM principles and then investigated the association between TQM implementation and labor productivity in manufacturing company. 379 P a g e

3 This research also identified the relationship between all the probable fundamentals of TQM and labor productivity throughout functioning. The study establishes that average labor productivity dimensions for high- TQM companies were appreciably higher than for low-tqm firms. So it shows that if the organization has higher level of TQM implementation having higher level of labor productivity, if the organization has lower level of TQM implementation having lower level of labor productivity. The final results of regression analysis and factor analysis demonstrate that there is a linear association between TQM and labor productivity. This connection showed a high positive gradient in organizations with ISO 9000 certification, and significantly lower but still positive gradient in organization without ISO 9000 certification. III CONCEPTUAL FRAMEWORK OF TQM The interrelationships of the aspects of TQM are represented in the conceptual framework represented by Figure 1. The framework consists of three parts; TQM elements, project quality performance and barriers to the implementation of TQM and project quality performance. The TQM comprises seven elements namely; top management commitment and leadership, employee relations, customer focus management, supplier quality management, process management, teamwork and information analysis and evaluation. Figure 1. Framework of TQM 380 P a g e

4 3.1 Hypotheses The hypothesized relationships of interest are represented by H1 to H7 in Figure 1 and summarized below: H1: Top-management commitment and Leadership for TQM practices is positively correlated with quality performance of. H2: Employee Relations for TQM practices is positively correlated with quality performance of construction project H3: Customer focus for TQM practices is significant, positively correlated with quality performance of H4: Supplier management in relation to TQM practices is positively correlated with quality performance of H5: Process management in relation to TQM practices is positively correlated with quality performance of H6: Teamwork in relation to TQM practices is positively correlated with quality performance of construction project. H7: Information Analysis and Evaluation in relation to TQM practices is positively correlated with project quality performance. IV PROJECT RESEARCH MODEL Figure 2. Organizational Development model 381 P a g e

5 V CONCLUSIONS In spite of the different approaches to address Total Quality Management (TQM) implementations and applications, researchers insists that to achieve excellence, top management should be involved in the application of quality. The study found that the identified TQM practices had positive effects on construction project quality performance of the respondents. Thus, TQM practices can enhance the quality performance of by reducing the cost of poor quality, delivery time, waste, defects, rework, non-conformities and increasing the quality of project implementation. They strongly believe that all functions, all employees should participate in the improvement process. They reveal the importance of evaluation to achieve continuous improvement. Theories and models in the field of Total Quality Management start from the same base of principles and end to same results (the importance of teamwork and continuous improvement etc) but in different approaches. REFERENCES 1. Hoonakker, P., Carayon, P., & Loushine, T. (2010).Barriers and Benefits of Quality Management in the Construction Industry. Total Quality Management Routledge, 21 (9), Gherbal, N., Shibani, A., Saidani, M., & Sagoo, A. (2012).Critical Success Factors of Implementing Total Quality Management in Libyan Organisations. Proceedings of the 2012 International Conference on Industrial Engineering and Operations Management. Istanbul, Turkey. 3. Ali Mohammad Mosadeghrad, Why TQM programmes fail? A pathology approach, The TQM Journal, Vol. 26, Pp , Andrew W.T. Lau and Tang S.L, A survey on the advancement of QA (quality assurance) to TQM (total quality management) for construction contractors in Hong Kong, International Journal of Quality & Reliability Management, Vol.26, Pp , Anupam Das and Vinod Kumar and Uma Kumar, The role of leadership competencies for implementing TQM, International Journal of Quality & Reliability Management, Vol. 28, Pp , Khan, H. J. (2003). Impact of Total Quality Management on Productivity. The TQM Magazine, 15 (6): P a g e