Chapter 5: Data Presentation and Analysis
1. INTRODUCTION 1 Background
2.8 Definition of Total Quality Management
There has not been an accepted definition of total quality management (TQM) as compared to a more complete definition of quality assurance and other related matters in the British Standards (Taylor, & Hosker, 1992:174). Total quality management is defined as a way of managing to improve the efficiency, flexibility and competitiveness of the business as a whole (Taylor, & Hosker, 1992:174). Total quality management is a philosophy that seeks to integrate all organizational functions (marketing, finance, design, and engineering, production, customer services) to focus on meeting customer needs, satisfaction and organizational objectives (Ledbetter, & Lemer, 1991:28). Total quality management is a continuous improvement of a company performance achieved through integrated effort by all members of the company (Ledbetter, & Lemer, 1991:28). Total quality management views an organization as a collection of processes. In order to maintain that organization it must strive to continuously improve these procedures by incorporating the knowledge and experiences of workers. The simple objective of total quality management is “do the right things, right the first time, every time”. Total quality management (TQM) is infinitely variable and adaptable. Although originally applied to manufacturing operations, and for a number of years only used in that area, TQM is now becoming recognized as generic management tool, just as applicable in service and public sector organizations. TQM is the foundation for activities, which includes:
Commitment by senior management and all employees.
Meeting customer requirements.
Reducing development cycle times.
Just in time/ demand flow manufacturing.
Improvement teams.
Reducing services and product costs.
Systems to facilitate improvement.
Line management ownership.
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Employee involvement and empowerment.
Recognition and celebration.
Challenging quantified goals and benchmarking.
Focus on procedures/ improvement plans.
Specific incorporation in strategic planning.
This shows that TQM must be practiced in all activities, by all personnel, in manufacturing, marketing, engineering, sales, purchasing and human resources.
2.8.1 Implementing Total Quality Management
In developing a total quality culture in construction, one important step is to develop a construction team of a main contractor and subcontractors who would commit to the quality process and develop a true quality attitude (Low & Peh, 1996). Thus, the main contractor should only select subcontractors who have demonstrated quality attitude and work performance on previous jobs. Low & Peh (1996) outlined the following basic steps to implementing total quality management (TQM) in construction projects:
Obtain the commitment of the client to quality;
Generate awareness, educate, and change the attitudes of staff;
Develop a process approach toward TQM;
Prepare project quality plans for all levels of work;
Institute continuous improvement;
Promote staff participation and contribution using quality control circles and motivation programs;
And review quality plans and measure performance.
Total quality management (TQM) may be implemented in an organization in the following three phases: The exploration and commitment phase, the planning and preparation phase, and the implementation phase (Burati & Oswald, 1993). Chileshe (1996) showed that most organizations in the construction industry were reluctant to implement total quality management (TQM) because they felt that the ISO 9000 series was enough and that they
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did not want to subject their employees to anymore cultural shock. Organizations also felt that there were other pressing issues to consider, such as survival. In addition, Love et al.
(2000) noted that organizations in the construction industry have abstained from implementing TQM practices because they feel that the short-term benefits are relatively minimal.
Due to the complex nature and ever-changing environment of construction projects, Biggar (1990) suggested that the management system must be flexible, sensitive to effective communication, and continually improving. Clients should move away from the usual practice of awarding tenders to the lowest price and advocate rewarding the best designers and suppliers who could provide the best service. Mohrman, et al. (1995) established a correlation between various market conditions and the application of TQM practices. This suggests that competitive pressures will lead to the adoption of TQM. Organizations should create supplier partnerships by choosing suppliers based on quality rather than price.
2.8.2 Principle of Total Quality Management The following key principles of TQM are as follows:
Management commitment 1. Plan (drive, direct).
2. Do (deploy, support, and participate).
3. Check (review).
4. Act (recognize, communicate, revise).
Employee empowerment 1. Training.
2. Suggestion scheme.
3. Measurement and recognition.
4. Excellence teams.
Fact Based Decision Making 1. SPC (statistical process control).
2. DOE (design of experiments), FMEA (failure modes and effects analysis).
49 3. The seven statistical tools.
4. TOPS (FORD 8D- Team Oriented Problem Solving).
Continuous Improvement
1. Systematic measurement and focus on Cost of non-quality (CONQ).
2. Excellence teams.
3. Cross-functional process management.
4. Attain, maintain, and improve standards.
Customer Focus 1. Supplier partnership.
2. Service relationship with internal customers.
3. Never compromise quality.
4. Customer driven standards.
2.8.3 The concept of continuous improvement
Total quality management (TQM) is mainly concerned with continuous improvement in all work, from high level strategic planning and decision making, to detailed execution of work elements on site. It stems from the belief that mistakes can be avoided and defects can be prevented. It leads to continuously improving results, in all aspects of work, as a result of continuously improving capabilities, people, processes, and technology and machine capabilities.
Continuous improvement must deal not only with improving results, but more importantly with improving capabilities to produce better results in the future. The five major areas of focus for improving capability are demand generation, supply generation, technology, operations and people capability.
A central principle of TQM is that mistakes may be made by labour, but most defects are caused or at least permitted by faulty systems and procedures. This means that the root cause of such mistakes can be identified and eliminated, and repetition can be prevented by changing the process.
There are three major mechanism of prevention:
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Preventing defects from occurring.
Where defects cannot be absolutely prevented, detecting them early to prevent them being passed down the value added chain.
Where defects recur, stopping production until the process can be corrected, to prevent the production of more defects.