Chapter 2

Total Quality Management

(in Construction)

Tri Joko Wahyu Adi

Quality management

Quality management refers to

all activities of overall management functions,
especially top management leadership, that
determine quality policy objectives and
responsibilities for all members of the
organization

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Definition of TQM

TOTAL QUALITY MANAGEMENT is

the management approach of an organization,
based on the participation of its members,
concentrates on quality and aims at achieving
long-term success through satisfaction and
benefits to all members of the organization and
society (ISO 8402 and Griffin 1990).

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 TQM

Purpose of TQM

The primary purpose of TQM is

to achieve excellence in customer satisfaction
through continuous improvements of products
and processes by the total involvement and
dedication of each individual who is in any way,
a part of that product/process (Ahmed 1993).

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Input Process Process Product

Return on
Quality
Input Process Process Product

1. Do it right the first time

2. Customer is the next person in
the process
3. Continuous Improvement
4. Zero defect
5. Gold Plated
Quality Gurus of TQM

• Edward Deming
Quality is everyone responsibility Video

• Joseph M Juran
Without standard there is no logical basis for making a
decision or taking actions

• Philip B Crosby
Quality is the result of a carefully constructed cultural
environment. It has to be fabric of the organization,
not part of the fabric

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 DEMING CYCLE
• The Deming cycle, or PDCA cycle, is a continuous
quality improvement model consisting of a logical
sequence of four repetitive steps for continuous
improvement and learning: Plan, Do, Check
and Act.

• The PDCA cycle is also known as the

Deming Cycle, or as the
Deming Wheel or as the Continuous
Improvement Spiral.
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 JURAN’S TRILOGY

An approach to Cross-functional Management,

which is composed of three managerial processes:
Quality Planning, Quality Control and
Quality Improvement.
Without change, there will be a constant waste,
during change there will be increased costs, but
after the improvement, margins will be higher and
the increased costs get recouped.

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 Metode Josep M. Juran
Juran’s THREE BASIC STEPS to progress

• Mencapai perbaikan terstruktur atas dasar

kesinambungan (Continuous Improvement)
• Mengadakan program pelatihan (Training) secara luas/
intens
• Membentuk komitmen dan kepemimpinan pada
tingkat manajemen yang lebih tinggi (Top
management commitment)

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 Metode Philip B. Crosby
Dalil Manajemen Mutu
• Definisi mutu adalah sama dengan persyaratan
• Sistem mutu adalah pencegahan (Prevention)
• Kerusakan nol ( zero defect ) merupakan standar
kinerja yang harus digunakan
• Ukuran mutu adalah price of nonconformance

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 Crosby’s quality vaccine
• Determinasi : Sikap manajemen untuk tidak
menerima proses, produk, jasa yg tidak
memenuhi persyaratan, seperti reject, scrap,
wrong shipment

• Pendidikan

• Pelaksanaan

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 TQM

Total Quality Management

13 13
4 Stages to Quality Management

TQM

QA

QC

inspection

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TQM Wheel

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Principle of TQM
1

8 2

7
3

6
4

5
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TQM Cartoon (ABB version)

1
2

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3
4
4
Supporting Elements
• Principles of TQM can be achieved in an organization
with the aid of six basic supporting elements:

Leadership

Education and training

Supportive structure

Communication

Reward and Recognition

Measurement

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Critical Success Factor in TQM
in construction

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• Process improvement & Continual
improvement

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Benefit of TQM

Survival in an increasingly competitive world

Better service to its customers

Enhancement of the organization's "shareholder value"

Improvement of the overall quality and safety of its facilities

Reduced project duration and costs

Better utilization of the talents of its people

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Barrier to implement TQM

• Employees generally show resistance to the introduction

of TQM
• Fear of the unknown, perceived loss of control, personal
uncertainty,
• Unwillingness to take "ownership"
• Not committed to change.

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Other barriers:

• Disinterest at the site level,

• Lack of understanding of what TQM
• Fear of job losses,
• Employee skepticism,
• Resistance to data collection (e.g.: rework,
scrap, non-conformance, etc.)

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Reason to implement TQM
• TQM efforts should be implemented to increase
productivity of the organization (quantity of
performance); increase quality (decrease error and
defect rate); increase effectiveness of all efforts;
increase efficiency (decrease time requirements while
increasing productivity). Do the right things the right
way!

QUALITY, QUANTITY, EFFECTIVENESS,

EFFICIENCY

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Process of implementing TQM

Establish small
Establish as top teams - define Execute change
Cultural
priority by top what customers and continuous
Change
management want, Measure improvement
and change

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Why TQM hasn’t worked
in Construction

Michael T. Kubal
Internal and external customers
• The complexity of the layers of internal and external
customers involved in a single designated party
responsible for quality.

Owner External

Design team

Contractors

Internal
Trade contractors

Manufacturers/Suppliers
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Defining customer requirements

• Lack of typical repeat customer classification

for construction or design organization.

• Inability of construction firms to generalize all

owner’s quality need

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Conflicting customer needs

The need of contactor, as customer,

generally are not the need of the
ultimate (external) customer,
The building owner.

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Who ultimately controls quality in
construction?

Major reason for the failure of TQM in

construction, is that no one actually has
ultimate authority for quality.

Each project can involve multiple team members who

impact a project’s complete quality

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Impracticable TQM theory for
construction
• There are many standard Total Quality procedure
used in manufacturing or service industries that are
not readily adaptable for, or have yet to be
successfull in construction.
• These include:
– Empowering worker, Standardizing work
– Maintaining Just in Time inventory, Limiting supplier
– Providing complete customer satisfaction
– Providing for development/research/innovation
– Continuing process improvement
– Focusing on the customer
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TQM and Safety
Safety management system using TQM

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Three major categories of TQM principles are selected:
1. People-oriented principles, which include customer
focus, company culture, and leadership commitment.
2. Management type, which comprises effective
communication, leadership and commitment,
responsibility, benchmarking, coaching, quality planning
and management.
3. Process-control techniques, which consist of structural
problem solving and planning tools such as Pareto
diagram, cause and effect diagram, affinity diagram,
matrix diagram, control charts and statistical process
control (Associated General Contractors of America,
1993).

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Developing Quality Culture
as the way forward
Quality culture definition
• Quality culture is defined as the pattern of
human habits, beliefs, and behavior
concerning quality (Gryna 2001).

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Applying quality culture in construction
• Construction project characteristics:
– Each project is unique and not repetitious.
– A project works against schedules and budgets to
produce a specific result.
– The construction team cuts across many
organizational and functional lines that involve
virtually every department in the company.
– Projects come in various shapes, sizes, and
complexities

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• High mobilization of construction staff will result in
shortsightedness and a lack of long-term commitment of
staff towards quality in general. Therefore, it is rather
difficult to create a teamwork environment on site.
• the "natural“ quality culture existed in the construction
industry has been in constant conflict with the key
features of quality management systems advocated by
researchers
• "fulfilling clients' requirements", and not "improving
quality", was considered by most contractors as one of
the main motivations for undertaking any quality
management initiatives

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Quality culture audit
• In designing the questionnaire, the following
characteristics of a good quality culture can be used as
a benchmark (Goetsch and Davis 2000):
– Open, continual communication
– Mutually supportive internal partnerships
– Teamwork approach to problems and processes
– Obsession with continual improvement
– Broad-based employee involvement &
empowerment
– Sincere desire for customer input and feedback
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A change of culture
Five values below must be presented by the top
management to create a quality culture:
– A focus on customer satisfaction
– A focus on processes and their continual
improvement
– A focus on teamwork and cooperation
– A focus on openness and sharing of information
– A focus on the use of scientifically derived data for
making decisions

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Culture related factors affecting
construction quality
• Culture of satisfying internal customers.
• Culture of process approach. Employees’
understanding of other related processes,
interaction and impact.
• Culture of blame always exists and the situation may
become worse especially when the project is behind
schedule or is exceeding the budgeted cost
• Culture to promote openness to changes and
sharing of information

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The role of Quality culture in quality
management

Create a Quality
Culture

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