Over the past several decades, countless construction projects have failed as a direct result of poor quality management. The relationship between client and contractor is at times strained by deviant expectations and building requirements, thus reducing the capacity for effective partnerships and collaboration. Unfortunately, such fissures can lead to an increase in quality faults and reduce the end term value for the client, who is the principle stakeholder in the project. One modern programme which has radically improved multi-tiered manufacturing and construction projects is universally known as total quality management or TQM. The principles employed in developing unique TQM strategies for an organization will radically alter the organizational structure and functionality of the given firm. Furthermore, the end results will drastically increase the overall value of the build process and improve client relationships.
[...] One widely recognized foundation of TQM is the ISO 9000 system which emphasizes an active, minimum level of commitment to the management of quality standards (Pheng and Abeyegoonasekera, 2001). This level of commitment is a collaborative process in which both management and employee participants must focus their efforts on quality improvement to ensure adequate function. Expanding the influence of such standards to a much more pragmatic level, Hiyassat (2000) suggest that quality in construction is focused on business management and control mechanisms to determine consistency and quality standards that are moderated by the build schedule and costs over the term of the construction. [...]
[...] Client-Contractor Relationships While obvious in its net impact on bid acceptance and job assignment, the client-contractor relationship must be evaluated and realigned according to value based quality principles. Considering that the client's objectives are primary in the completion of the build, the emphasis on quality and specification compliance remains of singular importance. One fundamental method of benchmarking project quality arises out of the post- term evaluation process. Yang and Peng (2008) suggest that client satisfaction levels offer the firm a basis for evaluating their performance, emphasizing the return on investment, net value of the build, and overall compliance with design and tender properties. [...]
[...] Active Quality Management Processes Within the broad range of literature available, there are limited standards and procedures for the installation of TQM programming. Perhaps the most essential component to a successful, long term programme is the redefinition of traditional organizational foundations. Organizational culture as a moderating factor has significant influence over the effectiveness of TQM programming. Zu et al. (2009) suggest that the ‘rational' organization will emphasize superior quality, efficiency, and profit driven initiatives, positively contributing to the overall success of TQM strategies. [...]
[...] In addition to the prescribed aims, the following objectives were also pursued and accomplished over the course of this research: To compare both empirical and theoretical research on TQM from dynamic and strategic perspective To develop a model of TQM categories which could provide a foundation for evolving construction firms To identify those beneficial properties in TQM that can positively impact organizational change and the improvement of quality standards Literature Review The following sections highlight a comprehensive literature review of total quality management (TQM) and its application within the international construction community. [...]
[...] Through empirical investigation of international project managers, Jung and Wang (2006) demonstrated an innate relationship between soft TQM elements such as employee training, communication management, and cultural revision and more significant improvements in quality than harder TQM processes. Their findings offer evidence to the benefits of hard TQM activities such as supplier relationships and process management yet focus on more organizationally revisionist components. Addressing the deficiencies within the organization before expanding to optimize more external influences will enable firms to moderate change from a process focus rather than attempting to adapt to more obscure variable concerns. [...]
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