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Islamic University - GazaThe-Higher Education Deanship
Faculty of EngineeringCivil Engineering
Construction Management Program
Critical Success Factors of TQM Implementation onConstruction Projects in Gaza Strip
Submitted By
Mustafa Al-Tayeb
Supervised By
Dr. Jihad T. Hamed
Dr. Salah R. Agha
A thesis Submitted in partial Fulfillment of the Requirement for the Degree of
Master of Science in Construction Management
1429 -2008
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Acknowledgments
I am grateful to my supervisors Dr. Jihad Hamed and Dr. SalahAgha for their professional advice, useful guidance, and excellentsupport through all stages of preparing this thesis.My deep thanks to Prof. Adnan Enshassi, Prof. Rifat Rustom, Dr.Kamalain Sha ath and Dr. Said Ghabayen for their sincere supportand help.Special thanks for statistician (Dr. Samir Saffi) who supported mevery much.Special thanks to Palestinian contractors, consultants and owners fortheir participation in filling the questionnaire and providingimportant information for this study.Finally, very special thanks to my parents, wife, and family for theirnever ending patience, and understanding.
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IV
Abstract
The construction industry has been one of the most important industries for the
development of the Palestinian infrastructure and economy. The Total Quality Management
TQM is considered as one of the most important approaches to success of construction
industry. The findings of available research revealed the importance of TQM
implementation.
The aim of research is to determine the success factors necessary for the implementation of
TQM at various phases of the project planning, design and construction in Gaza Strip. Then
develop a computer model to assess an organizations present strengths and weaknesses
with regard to its use of quality management methods.
The questionnaire is used as a tool to data collection. The research determines a total of 8
main factors with 81 sub factors were considered in the questionnaire obtained from an
extensive review of TQM literature from quality gurus, quality award models, other quality
management research and experts.
A factor analysis was carried out on the collected data, after conducted on the reliability
and validity analysis of the results and the Pareto principle was used to identified the
critical success factors of TQM implementation on construction projects in Gaza Strip.
A model has been developed. This model designed to run under Microsoft Excel.
Microsoft Excel is used in developing model as most organizations in Gaza Strip are
familiar with it.
The results of the study clearly indicate that there are seven critical success factors with 38
critical sub factors were needed for the successful implementation of TQM in Gaza Strip
organizations.
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Abbreviations
AHP Analytic Hierarchy Process
BS British Standards
CSF Critical Success Factors
CSsF Critical Success sub Factors
ECDAR Palestinian Economic Council for Development &
Reconstruction
EFQM European Foundation for Quality Management
EN European Norm
EQA European Quilt Association
GDP Gross Domestic Product
ISO International Organization for Standardization
MCSsF Modify critical success sub factors
PCBS Palestinian Central Bureau of Statistics
QA Quality Assurance
QC Quality Control
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VII
Table of Contents
Dedication..................
Acknowledgments....
Abstract............ IV
Arabic Abstract.............V
Abbreviations...............................................................................................VI
Table of Contents............VII
List of Tables.................. XII
List of Figures..................XIVChapter 1
Introduction................................................................................................................1
1.1 The nature of the construction industry..1
1.2 Total Quality Management.....1
1.3 Construction industry and economy in Palestine ...2
1.4 Research aim and objectives...........3
1.4.1 Research Aim.......31.4.2 Research Objectives...3
Chapter 2
Literature review .......................................................................................................4
2.1 Quality definitions.......4
2.1.1 Transcendent approach..........4
2.1.2 Product-based approach.....4
2.1.3 User-based approach...4
2.1.4 Value-based approach.....5
2.1.5 Manufacturing-based approach...5
2.2 Historical development of quality management.......5
2.2.1 Quality inspection stage...5
2.2.2 Quality control stage........6
2.2.3 Quality assurance stage....6
2.2.4 Total quality management stage......7
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2.3 Quality cost........7
2.3.1 Prevention cost.....7
2.3.2 Appraisal cost...........7
2.3.3 Internal failure costs.....7
2.3.4 External failure cost.........7
2.3.5 Economic model for optimum quality costs.....8
2.4 Total Quality Management gurus.........8
2.5 Construction vs. manufacturing..12
2.6 Quality cost of TQM..13
2.7 Quality award models.....13
2.7.1 Malcolm Baldrige national quality award.....14
2.7.2 European quality award......15
2.7.3 Deming application prize......16
2.8 Success factors of TQM implementation on construction projects....17
2.8.1 Leadership......17
2.8.2 Resource management..18
a) Human resources....19
b) Information resources...19
c) Financial resources....19
d) Material resources.19
e) Technological resources19
2.8.3 Strategic and plan.19
2.8.4 Process management.20
a) Quality process system..20
b) Customer relationship management..21
c) Coordination and structure....21
2.8.5 Customer satisfaction.......21
2.8.6 Training and education.22
2.8.7 Continuous improvement.23
2.8.8 Communication....23
2.9 Conclusions...........................................................................................................23
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Chapter 3
Methodology.................................................................................................................25
3.1 Research procedures.25
3.2 Research population.....263.3 Sample size...27
3.4 Sample selection...27
3.5 Questionnaire design........28
3.6 Pilot study.........29
3.7 Empirical study.29
3.7.1 Validity of questionnaire..29
a) Criterion relatedvalidity..............29
b) Structure validity of the questionnaire......30
3.7.2 Validity test..30
3.7.3 Reliability of the research................................................................................31
3.7.4 Reliability test.........................................................................................................31
3.8 Data collection...........................................................................................................32
3.9 Statistical analysis tools.....32
3.9.1 Cronbach's alpha...323.9.2 The relative importance index.......33
3.9.3 Spearman rank correlation coefficient......33
3.9.4 Degree of agreement/disagreement among raters....34
Chapter 4
Analysis and discussion.................................................................................................35
4.1 Study population....................................................................................................... 35
4.1.1 Type of organization.........................................................................................35
4.1.2 Years of experience...........................................................................................36
4.1.3 Full time employees..........................................................................................36
4.1.4 Companies classification...................................................................................37
4.1.5 Respondent position..........................................................................................38
4.1.6 Projects executed...............................................................................................38
4.1.7 Construction dollar value..................................................................................39
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4.2 Sub success factors of TQM implementation.............................................................40
4.2.1 Leadership.........................................................................................................40
4.2.2 Resource management.......................................................................................43
a) Human resources..................................................................................
......43
b) Information resources................................................................................44
c) Financial resources....................................................................................45
d) Material resources......................................................................................46
e) Technological resources.............................................................................47
4.2.3 Strategy and plan...............................................................................................48
4.2.4 Process management ................................................................................ 49
a) Quality process system...................................................................... 49
b) Customer relationship ........................................................................ 51
c) Coordination and structure .................................................................. 51
4.2.5 Customer satisfaction ............................................................................... 52
4.2.6 Training and education ............................................................................. 53
4.2.7 Continuous improvement .......................................................................... 55
4.2.8 Communication ....................................................................................... 56
4.3 Main success factors of TQM implementation ................................................... ..57
4.3.1 Leadership.........................................................................................................58
4.3.2 Resource management......................................................................................58
4.3.3 Strategy and plan ...................................................................................... 59
4.3.4 Process management ................................................................................ 59
4.3.5 Customer satisfaction........................................................................................60
4.3.6 Training and education......................................................................................60
4.3.7 Continuous improvement..................................................................................61
4.3.8 Communication.................................................................................................62
4.4 Degree of agreement among the different types of organizations.............................62
4.5 Means differences of the organization type...............................................................63
4.6 Correlation between each main factor in part three of the questionnaire and the
corresponding factor in part two...............................................................................64
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Chapter 5
Model Development.......................................................................................................66
5.1 Model development steps...........................................................................................66
5.2 Model application......................................................................................................81
5.3 Model verification......................................................................................................81
5.4 Using the model.........................................................................................................81
Chapter 6
Conclusions and Recommendation..............................................................................82
6.1 Conclusions................................................................................................................82
6.2 Recommendation.......................................................................................................84
References.............................................................................................................................85
List of Appendixs.................................................................................................................90
Appendix (A) Questionnaire............................................................................................91
Appendix (B) Validity of Questionnaire........................................................................104
Appendix (C)Excel Model............................................................................................112
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List of Tables
Table 2.1: Fundamental factors for effective TQM implementation.................9
Table 2.2 Malcolm Baldrige national quality model...................................................................14
Table 2.3: European quality model..............................................................................................15
Table 3.1: Sample size for each organization..............................................................................27
Table 3.2: Likert scale..................................................................................................................28
Table 3.3: Correlation coefficient of each item of Leadership and the total of this field............30
Table 3.4: Cronbach's Alpha for each field of the questionnaire and the entire questionnaire....31
Table 3.5: Number of the questionnaire respondents...................................................................32
Table 4.1: Leadership sub-factors according to overall respondents opinions.............................42
Table 4.2: Human resources sub-factors according to the overall respondents' opinion.............44
Table 4.3: Information resources sub-factors according to the overall respondents opinion.......45
Table 4.4: Financial resources sub-factors according to the overall respondents' opinion..........46
Table 4.5: Material resources sub-factors according to the overall respondents' opinion............47
Table 4.6: Technological resources sub factors according to the overall respondents'
opinion..........................................................................................................................................47
Table 4.7: Strategy and plan sub-factors according to the overall respondents' opinion.............49
Table 4.8: Quality process system sub-factors according to the overall respondent opinion......50
Table 4.9: Customer relationship sub-factors according to the overall respondent opinion......
..51Table 4.10: Coordination and structure sub-factors according to the overall respondent
opinion.........................................................................................................................................52
Table 4.11: Customer satisfaction sub-factors according to the overall respondent opinion.....53
Table 4.12: Training and education sub-factors according to the overall respondent opinion....54
Table 4.13: Continuous improvement sub-factors according to the overall respondent
opinion..........................................................................................................................................56
Table 4.14: Communication sub-factors according to the overall respondents opinion..............57
Table 4.15: Main total quality management factors according to the overall respondents'
opinion..........................................................................................................................................57
Table 4.16: Kendall's Coefficient of Concordance for each group..............................................63
Table 4.17: Kruskal- Wallis test for factors affecting the TQM implementation in
construction projects...................................................................................................................64
Table 4.18: Correlation between each main factor influencing the implementation
of TQM and the corresponding field...........................................................................................64
Table 5.1: The importance percentage for the main factors.........................................................67Table 5.2: the importance percentages for groups factors under process management...............68
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Table 5.3: The importance percentages for group factors under resource management..............68
Table 5.4: The importance percentage for sub-factors..................................................................69
Table 5.5: Cumulative percentages of sub-factors in descending arrangement............................73
Table 5.6: Modify critical success sub factors of TQM implementation.....................................78
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List of Figures
Fig. 2.1: Economic of quality of conformance.......................................................................8
Fig. 3.1: The methodology flow chart...................................................................................26
Fig. 4.1: Distribution of organization based on type.............................................................35
Fig. 4.2: Percentage of respondents related to experience years...........................................36
Fig. 4.3: Number of full time employees vs type of organization.........................................37
Fig. 4.4: The percentage of respondent according to the classification.................................37
Fig. 4.5: Respondent position vs type of organization..........................................................38
Fig. 4.6: Number of projects executed between 1998 to 2008..............................................39
Fig. 4.7: The dollar value of construction projects performed between 1998 to 2008.........39
Fig. 5.1: Pareto chart for TQM sub factors number..............................................................77
Fig. 5.2: Pareto chart for TQM sub factors percentage.........................................................78
Fig. 5.3: Critical success factors of TQM implementation...................................................80
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Chapter 1
Introduction
1.1 The nature of the construction industry
A construction project usually spans several years and goes through many phases. They are
typically described as engineering planning, concept design, bid and proposal, engineering
design, procurement, construction, acceptance and test, pilot run, etc. These individual
phases can be carried out by different organizations at different stages. The performance of
each phase will affect the quality of the project (Tan and Lu, 1995).
The quality of construction problems can invariably be traced back to the problem of the
quality of design, such as error, incompleteness, and lack of constructability. Since the cost
of the design phase accounts for only about 3-10 per cent of the project on average, most of
the research into and discussion of the quality of construction projects have focused on the
construction phase, and seldom on the design phase. The quality of design of projects leads
to the quality of the construction design and the competitiveness of the engineering firms.
On the other hand the construction industry is typified by a highly differentiated,
fragmented and loosely structured system. The skills, loyalty and orientation of
professionals and practitioners in the industry have developed in an environment of
specialization, differing traditions and often opposing interests. Attempts at integration, if
any, are presently weak. In addition, the short-term nature of construction projects does not
help to make things better. New methods of procurement are therefore required to help
overcome the inhibitive tendencies posed by the complex nature of construction. There is
an urgent need to look at the right ways of delivering buildings to facilitate doing the right
things right rather than simply doing them right (Pheng and Ke-Wei 1996).
1.2 Total Quality Management
Total Quality Management (TQM) appears to be a concept which is difficult to summarize
in a short definition. TQM is a process lead by senior management to obtain involvement
of all employees in the continuous improvement of the performance of all activities (Harris
et al 2006).
TQM is a continuous process of incremental improvements. TQM may take years to be put
in place within an organization but a start could be made with fruitful short-term successes.
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It should be remembered at this phase that TQM is a process-oriented and not so much
result-oriented. If the processes are right, the results (i.e. quality improvements) are likely
to follow. TQM gives an organization a competitive edge. It refines the quality of work life
by getting management and employees involved in identifying and solving work problems.
Its prevention-based approach adds to organizational strength and improves morale and
productivity. Good quality work promotes a sense of pride. Any organization which
ignores TQM has a less opportunity of competitiveness. This would, of course, include the
construction industry. Clearly, the whole construction industry is project-oriented, so
improved quality performance must be project-related and include the whole project team.
The main contractors, suppliers, subcontractors, consultants, and above all the owners must
be involved in the process.
The TQM philosophy, if interpreted effectively, would generate a mutually rewarding
scenario for all parties in the construction industry. It will help to encourage the open
addressing of problems, place value on long-term relationships, enhance professionalism
and skills in all of the construction sector and in the final analysis, help to achieve the
intended project objectives and benefits (Pheng and Ke-Wei 1996).
1.3 Construction industry and economy in Palestine
Palestine is almost totally dependent on the economy of Israeli occupation. This situation
did not come about by accident: it was created to serve the interests of the occupying
power. More than 80% of exports are directed to Israel, from which about 90% of imports
originate. Palestine experiences a trade deficit with Israel because, after years of neglect, it
lacks a broad, competitive industrial and agricultural base. This situation is further
compounded by Israeli restrictions on the volume, destination and sources of Palestinian
trade (PECDAR, 2007)
The construction sector in Palestine experienced a considerable growth in the aftermath of
1967; its share of GDP increased from less than 9 % in 1985 to more than 23 % in 1995.
During that period the sector's contribution fluctuated in an upward long-run trend bounded
by 9 % and 19 % from 1970 to 1980, and by 15,2 % and 23 % from 1989 to 1995.
However, it appears that in 2006 the construction sector's contribution to the GDP was
reduced to 12 % due to the second Intifada in Palestine (PCBS, 2007).
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1.4 Research aim and objectives
1.4.1 Research Aim
The aim of this study is to determine the critical success factors necessary for the
implementation of total quality management at various phases of the project planning,
design and construction and to develop a model based on these factors assess an
organizations to implementing TQM on construction industry in Gaza Strip.
1.4.2 Research Objectives
1. Define the critical success factors that affect the quality during project phases. This
serves as the basis and reference point for implementing total quality managementin the construction industry;
2. Study the degree of consistency in terms of perceptions of quality between the
construction team and other related teams during the project phases;
3. Derive the relative weights of the impacting factors to provide the guidelines to
implementing total quality management;
4. Develop a model to help in implementing TQM during the different phases of the
project in Gaza Strip.
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Chapter 2
Literature Review
2.1 Quality definitions
Quality is an important issue in the modern competitive business world. Like the 'theory of
relative' quality is sometimes expressed as a relative concept and can be different things to
different people, contexts, and industry. Quality is defined based on five approaches
(Dahlgaard et al, 2005):
2.1.1 Transcendent approach
Walter Shewhart, (1931) first defined quality as "the goodness of a product" this view
referred to as the transcendent "transcends, to rise above or extend notably beyond ordinary
limit" definition of quality (Evans and Lindsay, 2001).
The transcendent definition of quality is derived from philosophy and borrows heavily
from Platos discussion of beauty. From this view point, quality is synonymous with innate
excellence. The assumption is that quality is both absolute and universally recognizable. It
is clear that approach to defining quality is highly subjective (Dahlgaard et al, 2005).
2.1.2 Product-based approach
Another definition of quality is that it is a function of a specific, measurable variable and
that differences in quality reflect differences in quantity of some product.
The product-based approach has its roots in economics. Differences in the quantity of some
ingredient or attribute possessed by the product are considered to reflect differences in
quality. This view of quality, based on a measurable characteristic of the product rather
than on preferences, enables a more objective assessment of quality. As a result, quality is
often mistakenly assumed to be related to price, the higher the price, the higher the quality
(Evans and Lindsay, 2001).
2.1.3 User-based approach
In the user-based definition, quality is the extent to which a product or service meets and/or
exceeds customers expectations. This approach is marketing-based, and emerged primarily
out of the services marketing literature. As the service sector grew in the US and other
economies, the customers perspective became increasingly more important in determining
quality. However, the impact of the customers viewpoint can be seen in several of the
early definitions and discourses on quality. For example, In 1951, Juran conceptualized
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that quality was composed of two parts: the quality of design and the quality of
conformance. The quality of design, in essence, referred to providing satisfaction to
customers by designing products that meet their needs. The user-based definition is widely
accepted and considered one of the key concepts of TQM (Sebastianelli and Tamimi,
2002).
2.1.4 Value-based approach
The value-based definition equates quality with performance at an acceptable price, or
alternatively conformance at an acceptable cost. This definition is derived from traditional
economic models, and is based on the notion that consumers often consider quality in
relation to price. In 1951, Feigenbaum introduced this idea when he defined quality as
best for certain customer conditions, the conditions being the actual use and selling price
of the product. Here, the notion of worth is incorporated into the definition of quality,
making this more subjective than objective (Sebastianelli and Tamimi, 2002).
2.1.5 Manufacturing-based approach
A fifth approach of quality is manufacturing-based approach. That is, quality is defined as
the desirable outcome of engineering and manufacturing practices, or conformance to
specifications (Evans et al, 2001).This definition is basis for statistical quality control. It has an internal focus, in contrast to
the external focus of the user-based approach, and quality is considered an outcome of
engineering and manufacturing practices. Deviations from design specifications result in
inferior quality, and consequently increased costs due to scrap, rework or product failure.
This definition allows for the precise and objective measurement of quality, although it has
limited applicability for services (Sebastianelli and Tamimi, 2002).
2.2 Historical development of quality management
The development of quality management can be defined in four stages: quality inspection,
quality control, quality assurance, and total quality management (Dale, 2003).
2.2.1 Quality inspection stage
Quality management started with simple inspection-based systems. Under such a system,
one or more characteristics of a product are examined, measured or tested and compared
with specified requirements to assess its conformity with specification or performance
standards. This system is used to appraise the input, output and assemblies in the
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production process. It is undertaken mainly by staff employed specifically for this purpose.
The work which does not conform to specifications may be reworked or causes claim. In
some cases, inspection is used to grade the finished products. The system is an after-the-
fact screening process with no prevention content other than, perhaps, the identification of
suppliers, operations or workers non-conforming products. Simple inspection-based
systems are usually wholly in-house and do not directly involve suppliers or other external
party (Dale, 2003).
2.2.2 Quality control stage
Quality control is defined in BS, EN, ISO 8402 as "The operational techniques and
activities that are used to fulfill requirements for quality"(Mccabe, 1998).
Under a system of quality control, product testing and documentation control became the
ways to ensure greater process control and reduced non-conformance. Typical
characteristics of such systems are performance-data collection, feedback to earlier stages
in the process, and self-inspection. While screening inspection is again the main
mechanism for preventing products which are outside the specification from being shipped
to customers, quality control measures lead to greater process control and a lower incidence
of non-conformance (Dale, 2003).
In construction, this process includes first, setting specific standards for construction
performance, usually through the plan and specifications; second, measuring variances
from the standard; third, taking action to correct or minimize adverse variance; and finally,
planning for improvements in the standards themselves and conformance with the
standards (Barrie and Paulson, 1992).
2.2.3 Quality assurance stage
Quality assurance is defined in BS, EN, and ISO 8402 as "All those planned and systematic
actions necessary to provide adequate confidence that a product or service will satisfy
given requirements for quality". The quality assurance stage came with the change away
from product quality towards system quality. In this stage, an organization sets up a system
for controlling what is being done and the system is audited to ensure that it is adequate
both in design and execution. Characteristics of this stage are the use of quality manuals,
procedures, work instructions, quality planning, quality audits, etc. The fundamental
difference is that quality assurance is prevention-based while quality control is inspection-
based (McCabe, 1998).
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2.2.4 Total quality management stage
Total quality management (TQM) stage is the highest level, involving the application of
quality management principles to all aspects of the business. TQM requires that the
principles of quality management be applied in every branch and at every level in an
organization. ISO 8402:1994 defines TQM as a management approach of an organization
centered on quality, based on the participation of all its members and aiming at long-term
success. This is achieved through customer satisfaction and benefits to all members of the
organization and to society (Dale, 1999).
2.3 Quality cost
The cost of quality is generally classified into four categories (Juran and Gryna, 1993):
2.3.1 Prevention cost:Are all of the costs expended to prevent errors from occurring in all
functions within an organization. They include quality planning cost, new product review
cost, process control cost, quality audit cost, supplier quality evaluation cost and training
cost.
2.3.2 Appraisal cost:These include all activities undertaken while conducting inspections,
tests and other planned evaluations used to determine whether products and/or servicesconform to their requirements. Requirements include specifications, as well as engineering
documents and information pertaining to procedures and processes. All documents that
describe the conformance of the product or service are included.
2.3.3 Internal failure costs:Include scrap cost, loss cost, rework cost, failure analysis cost,
re-inspection and retesting cost and downgrading cost.
2.3.4 External failure cost:Are the costs that are associated with defects that are found
after using the product. They may include warranty charges cost, complaint adjustment
cost, returned material cost and allowances cost.
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2.3.5 Economic model for optimum quality costs.
This model shows three curves: failure costs, costs of appraisal plus prevention, and sum of
the curves. Failure costs are zero when the product is 100 percent good. As
nonconformance increases, the failure costs rise rapidly. At 100 percent nonconformance
(the left-hand boundary of the chart), the product is 100 percent defective. At this point,
none of the units are good, and the failure cost per good unit becomes infinite. When the
product is 100 percent defective, the cost of appraisal plus prevention is zero (left-hand
boundary of Fig. 2.1). To improve conformance, costs of appraisal and prevention are
increased until perfection is approached. The costs of appraisal and prevention rise
asymptotically, becoming infinite at 100 percent conformance. The total quality cost curve
(summation of failure, appraisal and prevention costs) represents the total quality cost pergood unit.
Fig. 2.1: Economic of quality of conformance (Juranand Gryna, 1993)
2.4 Total quality managementgurus
TQM is a relatively new concept in the construction industry, but it has made a significant
impact during the past two decades. Conceived by (Deming, 1986) shortly after World War
II, TQM was first applied in the manufacturing sector. The principles of TQM helped the
companies regain their edge in the highly competitive worldwide manufacturing arena.
Soon after the construction companies began to recognize the benefits of TQM in their
market sector (Gould and Joyce, 2003).
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An extensive review of literature was carried out to study the concept of TQM from quality
gurus such as Deming, Juran, Crosby, and Ishikawa. Their propositions are the foundation
for understanding the concept of TQM. Table 2.1 presents the main principles and practices
of TQM proposed by these quality gurus.
Table 2.1:Fundamental factors for effective TQM implementation
Quality gurus Fundamental factors for effective TQM implementation
Point 1:Create constancy of purpose towards improvement of
product and service, with the aim to become competitive and to stay
in business, and to provide jobs
Point 2: Adopt the new philosophy. We are in a new economic age.
Global management must awaken to the challenge, must learn their
responsibilities, and take on leadership for change
Point 3:Cease reliance on mass inspection to achieve quality.
Eliminate the need for inspection on a mass basis by building quality
into the product in the first place
Point 4:End the practice of awarding business on the basis of price
tag. Instead, minimize total cost. Move toward a single supplier for
any one item, on a long term relationship of loyalty and trust
Point 5:Improve constantly and forever the system of production
and service, to improve quality and productivity, and thus constantly
decrease costs
Point 6: Institute training on the job
Point 7:Institute leadership. The aim of supervision should be to
help people and machines and tools to do a better job.
Point 8:Drive out fear, so that everyone may work effectively for
the company
Point 9:Break down barriers between departments. People in
research, design, sales, and production must work as a team, to
foresee problems of production and in use that may be encountered
with the product or service
Point 10:Eliminate exhortations and targets for the work force
asking for zero defects and new levels of productivity
Point 11:Eliminate work standards (quotas) on the factory floor.
Point 12:Remove barriers that rob the hourly workers of their right
to pride of workmanship. The responsibility of supervisors must be
changed from mere numbers to quality. Remove barriers that rob
people in management and in engineering of their right to pride of
workmanship
Point 13:Encourage education and self-improvement for everyone
Deming lists the
essential fourteen
points a company
must integrate into
its system to become
TQM successful
(Gitlow et al, 1995)
Point 14:Take action to accomplish the transformation
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Table 2.1(Cont.):Fundamental factors for effective TQM implementation
Quality gurus Fundamental factors for effective TQM implementation
Establish the quality goal
Identify customers
Discover customer needs
Develop product features
Develop process features
Quality planning
Establish process controls and transfer to
operations
Choosing the control subject
Choosing a unit of measure
Set goals
Creating a sensor
Measuring actual performance
Interpret the difference
Quality control
Taking action on the difference
Prove the need
Identify projects
Organize project teams
Diagnose the causes
Provide, remind, prove that the remedies
are effective
Deal with resistance to change
Juran considersquality management
as three basic
processes(Juran and
Gryna, 1993).
Quality improvement
Control to hold the gains
(1) Demonstrate management commitment in every possible way
(2) Encourage every employee by using quality improvement team
(3) Use quality measurement to show what needs to be done, and to
indicate progress
(4) Evaluate the cost of quality to demonstrate any savings when
they start to occur
(5) Use quality awareness to remind people what they are expected
to contribute
(6) Aim to prevent problems by taking corrective actions
(7) Establish a committee for the zero defects
Crosby defined 14
steps for quality
improvement
(McCabe, 1998).
(8) Educate employees and give them appropriate training
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Table 2.1(Cont.):Fundamental factors for effective TQM implementation
Quality gurus Fundamental factors for effective TQM implementation
(9) Arrange a special day discussion and presentation
(10) Set goal to provide targets for improvement
(11) Remove the causes of error by making improvement and
communicate them to all concerned
(12) Recognise the efforts of those who make the greatest
contribution
(13) Formulate the efforts of those in a quality councils consisting of
representatives from all areas of the organization
Crosby defined 14
steps for quality
improvement
(McCabe, 1998).
(14) Do it all over again
Quality first - not short-term profits first
Customer orientation - not producer orientationThe next step is your customer - breaking down the barrier of
sectionalism
Using facts and data to make presentations - utilization of statistical
methods
Respect for humanity as a management philosophy, full
participatory management
Ishikawa defined six
fundamental
principles of total
quality control
(Zhang, 2001).
Cross - functional management
Quality improvement should concentrate on reducing the variation
of the products key performance characteristics with regard to their
target valuesThe loss suffered by a customer due to a products performance
variation is often approximately proportional to the square of the
deviation of the performance characteristics from its target value
The final quality and cost of manufactured products are determined
to a large extent by the engineering design of the product and the
manufacturing process
A products or processs performance variation can be reduced by
exploiting the non-linear effects of the product or process
parameters on the performance characteristics
Taguchis quality
concepts (Zhang,
2001).
Statistically planned experiments can be used to identify the settingsof product/process parameters that reduce performance variation
(1) Setting quality standards
(2) Appraising conformance to these standards
(3) Acting when standards are not met
Feigenbaum Four-
step approach
(McCabe, 1998).
(4) Planning for improvement in these standards
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On the other hand, in 2004 Baidoun identify fundamental factors for effective TQM
implementation West Bank organizations. These factors are (Baidoun 2004):
Top management commitment and involvement
Middle managers and employee commitment and involvement Communication
Training and education
Quality infrastructure
Formal documented quality management system
2.5 Construction vs. manufacturing
The design and construction of a building or civil engineering project is one of the most
complex and difficult industrial undertakings (Willis et al, 1996). A construction project
usually spans several years and goes through many phases. They are typically described as
engineering planning, concept design, bid and proposal, engineering design, procurement,
construction, acceptance and test, pilot run, etc. These individual phases can be carried out
by different organizations at different stages. The performance of each phase will affect the
quality of the project (Tan and Lu, 1995).
The construction industry is different from manufacturing due to the fragmented structure
of the construction industry, often small in size and less inclined to formal methods of work
study and management; (Jaafari, 1996)
Diffused responsibility, that is, on normal construction projects typically many
individual professionals and firms share the responsibility for the specifications,
design and construction of these projects.
Prototype nature, that is, projects typically resemble prototype products in the
manufacturing industry, often carrying unique design features, site characteristics
and functions.
Transient and itinerant labour force, who are not trained to operate under the quality
assurance mode of construction, that is, the training in the skilled labour has
generally been based on learning how to do the work, not necessarily being ones
own inspector to produce zero defect.
Lack of research and development.
Subcontracting who need to perform most specialist tasks have been employed as
and when required (Langford et al, 1995).
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2.6 Quality cost of TQM
Management needs to implement TQM throughout the organization with the overall
corporate goals to improve efficiency and reduce failure cost while improving current
quality and customer service levels.
One of the most difficult aspects of co-ordinating the implementation of TQM is to keep
the delicate balance between maintaining the creative momentum of people without
neglecting the fiscal responsibility entrusted to management. It is of interest to note that the
need for management to motivate people for heightened performance within budgetary
constraints is a basic requirement to enhance organizational effectiveness. This is no
coincidence - academia and business increasingly recognize that the concept of TQM
consists of applying sound business practices and quality tools to improve organizational
performance.
TQM has been introduced along with the quality cost concept do not lose the support of
management. The point is that the quality cost concept strengthens the pertinence of TQM
within the organization, much as it generally justifies the use of a quality approach in its
own right (Laszlo, 1997)
Management can thus support quality cost not as a charity or a contribution to society
but as a legitimate business investment for which a fair return is to be expected. That is the
very essence of TQM - involving everyone in the quest for continuous improvement.
2.7 Quality award models
World-wide, there are several Quality Awards, such as the Malcolm Baldrige National
Quality Award in the United States of America; the European Quality Award in Europe
And the Deming Prize in Japan. The broad aims of these awards are described as follows:
(1) Increase awareness of the importance of quality management because of its important
contribution to superior competitiveness
(2) Encourage systematic self-assessment against established criteria and market awareness
simultaneously
(3) Stimulate sharing and dissemination of information on successfully deployed quality
strategies and on benefits derived from implementing these strategies
(4) Promote understanding of the requirements for the attainment of quality excellence and
successful deployment of quality management
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(5) Stimulate organizations to introduce a quality management improvement process
Each award is based on a perceived model of total quality management. They do not focus
solely on either product or service perfection or traditional quality management methods,
but consider a wide range of management activities, behavior and processes which
influence the quality of the final offerings (Zhang, 2001).
2.7.1 Malcolm Baldrige national quality award
In 1987, the US Congress passed the Malcolm Baldrige national quality improvement Act,
and thus established an annual quality award in the USA. The aim of the award is to
stimulate American organizations to improve quality, satisfy customers, and improve
overall company performance and capabilities. The model framework may be used toassess an organizations current quality management practices, benchmark performance
against key competitors and world-class standards, improve relations with suppliers and
customers. The model framework is in Table 2.2 (Zhang, 2001).
Table 2.2:Malcolm Baldrige national quality model (Zhang, 2001)
Main factors Sub factors
Leadership system
Leadership Company responsibility and citizenship
Strategy development processStrategic planning
Company strategy
Customer and market knowledgeCustomer and market
focus Customer satisfaction and relationship enhancement
Selection and use of information and data
Selection and use of comparative information and
data
Information and analysis
Analysis and review of company performance
Work systems
Employee education, training, and developmentHuman resource
development and
management Employee well-being and satisfaction
Management of product and service processes
Management of support processesProcess management
Management of supplier and partnering processes
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Customer satisfaction results
Financial and market results
Human resource results
Supplier and partner results
Business results
Company-specific results
2.7.2 European quality award
The European Quality Award was officially launched in 1991. The primary purpose of the
award is to support, encourage and recognize the development of effective total quality
management by European companies. The model of the European Quality Award is
divided into two parts: enablers and results. The enablers are leadership, people
management, policy & strategy, resources, and processes. The results are people
satisfaction, customer satisfaction, impact on society, and business results which are the
measure of the level of output attained by the organization. The model consists of nine
primary elements which are further divided into a number of secondary elements (EFQM,
1994). The primary and secondary elements are shown in Table 2.3 (Zhang, 2001).
Table 2.3:European quality model (EFQM, 1994)
Main factors Sub factors
Visible involvement in leading total quality
A consistent total quality culture
Timely recognition and appreciation of the effects and
successes of individuals and teams
Support of total quality by provision of appropriate
resources and assistance
Involvement with customers and suppliers
Leadership
Active promotion of total quality outside the
organization
How policy and strategy are based on the concept of
total quality
How policy and strategy are formed on the basis of
information that is relevant to total quality
How policy and strategy are the basis of business plans
How policy and strategy are communicated
Policy and strategy
How policy and strategy are regularly reviewed and
improved
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How continuous improvement in people management
is accomplished
How the skills and capabilities of the people are
preserved and developed through recruitment, training
and career progression
How people and teams agree targets and continuouslyreview performance
How the involvement of everyone in continuous
improvement is promoted and people are empowered
to take appropriate action
People management
How effective top-down and bottom-up
communication is achieved
Financial resources
Information resources
Material resources and fixed assets
Resources
The application of technologyHow processes critical to the success of the business
are identified
How the organization systematically manages its
processes
How process performance measurements, along with
all relevant feedback are used to review processes and
to set targets for improvement
Processes
How the organization implements process changes and
evaluates the benefits
2.7.3 Deming application prize
The Deming Prize was established by the Board of Directors of the Japanese Union of
Scientists and Engineers in 1951. Its primary purpose was to spread the quality
management by recognizing performance improvements issuing from the successful
implementation of company-wide or total quality control based on statistical quality control
techniques. The Deming Prize proved to be an effective instrument for spreading quality
management methods throughout the Japanese industries.
There are ten primary elements in the Deming Application Prize. There is also a checklist
which is used to evaluate the performance of senior executives. This checklist emphasizes
the importance of top managements active participation in quality management activities
and understanding of the main requirements of quality improvement programs. Also, the
checklist provides the senior executives with a list of what they need to do.
The primary elements in the Deming Application Prize and the checklist used to evaluate
senior executives are listed below.
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(a) Policies
(b) The organization and its operations
(c) Education and dissemination
(d) Information gathering, communication and its utilization
(e) Analysis
(f) Standardization
(g) Control/management
(h) Quality assurance
(i) Effects
(j) Future plans
The primary elements in the checklist used to evaluate the performance of senior
executives are as follows:
(a) Understanding and enthusiasm
(b) Policies, objectives and targets
(c) The organization, systems and human resources
(d) Education, dissemination and thorough implementation
(e) Implementation
(f) Future policies, plans and measures
2.8 Critical success factors of TQM implementation
From an extensive review of TQM literature from quality gurus, quality award models,
other quality management research and study of local construction industry. The success
factors of TQM implementation on construction projects included the following main
factors.
2.8.1 Leadership
Top management leadership is one of the most important factors to implementing TQM in
construction industry. Leadership, considered as the most influential TQM element, affects
in the other elements of the organization. The degree of visibility and support that
management takes in implementing a total quality management is critical to the success of
TQM implementation.
To implement TQM in the organization successfully, top management has to believe in it -
be committed to it and to demonstrate the belief - the commitment to it. The foundation of
an effective total quality management effort is commitment.
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Many research discuss the leadership success factors such as ( Zhang, 2001); (Antony et al,
2002); (Jung and Wang 2006); (Hides et al, 2000); (Chow and Lui,2001); and (Sarros et al,
2006). The important factors as in these researches are:
Top management commitment Middle management and employees commitment
Ability of top management to identify the responsibilities for quality performance
Ability to distribute the responsibilities for quality on the department heads
Attached to quality by the top management in relation to cost and schedule
objectives
Involvement with customers and suppliers
Support of total quality in organization culture Involvement in total quality objective task definition, budgeting, and measurement
Develop a long-term vision
strong character of leaders such as (humility, courage, integrity, compassion,
humour, passion, and wisdom)
2.8.2 Resource management
Resource management is a range of TQM strategies, processes, and activities designed to
support corporate objectives by integrating the needs of the customers, the organization,
and the individuals working in the organization. Both (Bryde and Robinson, 2007) and
(Abu-Hamatteh et al, 2003) defined the resource development and management as the one
of the important factors to implementing the TQM. This factor include sub factors focuses
on having and implementing a clear methodology to plan, develop, enhance, and review the
resources (e.g., human, information, financial, materials and technological) needed to
succeed.
Resource
management
Human
resources
Information
resources
Financial
resources
Material
resources
Technological
resources
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a) Human resources
Methodology for collecting and analyzing information
Welfare program
Training needs and evaluating
Incentives system
b) Information resources
Information system
Program for specifying the needs for information system
Information system covering most of the duties
c) Financial resources
Methodology of preparing budget
Plans to increase income, cut down on expenditure
Corrective action to control project cost
Meet the budget
d) Material resources
Specifying the required material
Storage system System for the best use of material resources
e) Technological resources
Specifying the need for new technologies
Transferring technology and to focusing on research and development
System for the best use of technology
Corrective action to improve the technical requirements control
2.8.3 Strategies and plan
Quality Strategies and Plans are activities that establish the objectives and requirements for
implementing TQM. The plans should be made in such a way that they can be implemented
in practice, and should focus on eliminating the major problem areas. When quality plans
are drawn up, how to implement them should be well developed. They are useless if they
cannot be implemented in practice. All international model such as Deming; Juran; and
EQA model focused on this factor because of its importance (Zhang, 2001).
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Quality planning includes:
Establishing strategic base on the concept of total quality management
Establishing strategic base on information relevant to total quality
Identifying the goals Identifying the organization mission and vision
Identifying customers and their need
Analysis of internal and external environment
Control and improve of plans
Communication strategies
2.8.4 Process management
This factor focuses on the extent of the companys commitment in setting and
implementing a comprehensive methodology to plan, execute, and develop work systems
for all activities within the company. This factor also focuses on promoting excellent
policies, procedures, documents and organizational methods. This factor focuses on the
organizational structure within the company, and the pursuit of maximum efficiency of
coordination between all levels. It points out the importance of having a comprehensive
methodology in running the customers affairs and requirements (Abu-Hamatteh et al,
2003).
Abu-Hamatteh (2003) suggests the following three main factors under process management
and each of the main contains number of sub factors.
On the other hand Abdul-Aziz (2002); and (Tan and Lu, 1995) identify a number of sub
factors under the process management main factors.
a) Quality process system
Achieve projects mission
Conformance to codes and standards
Conformance to owners requirements
Process
mana ement
Quality Process
system
Customer Relation
management
Coordination and
structure
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Time focus
Conformance to control
Conformance to safety process
Conformance to design processes and procedures Engineering drawings based on local standard.
Conformance to documentation
Conformance to calculation standards
b) Customer relationship management
Methodology for collection and analyzing information
System to specify needs
System for suggestions and complaints
c) Coordination and structure
Methodology for setting and improving the organization structure
Mechanism of coordination between different project parties and levels
Mechanism for ensuring coordination
Methodology for authority delegation
Job description
2.8.5 Customer satisfaction
Customer satisfaction is one of the most important key elements in TQM, an approach that
emphasizes overall satisfaction through the continuous improvement of products.
Construction companies are adopting TQM to improve their performance. However,
construction is different from other industries in implementing TQM because of its
inability to accurately determine customer requirements.
In order to achieve customer satisfaction in construction, the customer must be identified.
A customer may be defined as the owner of the project. In simple terms, the customer is the
buyer of the product or service. The wider perspective on the customer includes: the co-
contractors and partners, project director, project team members, contractors and
subcontractors, vendors and suppliers, users of the product and services and society
(Taylorand Wright, 2003).
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Karna, (2004) and (Bryde and Robinson 2007) defined the factors that achieve customer
satisfaction in construction as the follow:
The contractors abilities to cooperate and the skills of the contractors workers and
supervisors
Measure overall customer satisfaction
Response time for customer requests
Achieve the plane
Continuity and future work with same customer
2.8.6 Training and education
Education and training form a vital part of TQM. Education and training are one of the key
elements of total quality in which many people are involved, so the success of the
implementation depends directly on how well they have been done. Many research results
reveal that education and training are one of the most important elements in a successful
implementation of total quality management. The research confirms what most
organizations already realize, namely, that education and training are an integral and
essential part of the TQM initiative Zhang (2001). In 2002 Antony et al, identify the
following education and training important elements which would lead to successful
implementation of total quality management.
Develop team work between employees
Training given to managers, supervisors and employees related to quality
Training in the total quality concept
Employees receive training in specific skills (technical and vocational)
Training in statistical improvement techniques
Availability of resources for employee training in the company
Training in interactive skills such as communication skills, meeting skills, and
leadership skills
Training in problem identification and solving skills, quality improvement skills
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2.8.7 Continuous improvement
Continuous improvement is one of the most important key elements in TQM. Continuous
improvement is adopting TQM to improve their performance. Continuous improvement
would yield excellence in plan, design, construction and create a teamwork spirit in
construction. (Antony et al, 2002) and (Pheng and Ke-Wei 1996) defined the following
keys to achieve the continuous improvement in the construction process:
Searching for root causes when diagnosing the system malfunction
Benchmarking to improve a systems or subsystems and implement/monitor
programs
working smoothly in teams
Gradual future change
Regular evaluation for the operating system
The quality of data used to evaluate supervisor and managerial performance
2.8.8 Communication
The communication process at industry level must improve to create a shared vision for the
necessity of implementing the TQM principle and improving the construction processes.
The purpose of the communication is not to impose a rigid system from the top, but to
prepare the environment for implementing the TQM with support and guidance.
Antony et al, (2002) and (Oakland and Aldridge, 1995) defined the factors that achieve
good communication in construction as follows:
Good communications between different departments
Quality techniques/tools to solve problems
Effective top-down and bottom-up communication
Formal feedback
Feedback on quality issues
2.9 Conclusion
From an extensive review of TQM literature, the main group of success factors of TQM
implementation on construction projects included the following.
1. Leadership
2. Quality planning
3. Resource management4. Process management
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5. Customer satisfaction
6. Training and education
7. Continuous improvement
8. Communication
There are number of sub factors under each main group. However the resource
management main group contains five sub-groups (human, information, financial,
materials and technological), on the other hand process management main group
contains three sub-groups (quality process system, customer relationship management,
and coordination and structure), and each sub group contain a number of sub factors.
The relative important index for these factors will be determine to provide the
guidelines to implementing total quality management and study the degree of
consistency in terms of perceptions of quality between the construction team.
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Chapter 3
Methodology
This chapter describes the methodology used in this research. It includes research strategy
and design, sample size, questionnaire design, validity content, pilot study, and reliability.
It also describes the approach of data collection and data analysis.
3.1 Research procedures
As shown in Fig. 3.1 the first phase of the thesis -after topic selection- was identified and
defined the problem and the objectives study of this research to develop a research proposal
and plan. The second phase of the research included a summary of a comprehensive
literature review to determine the success factors of TQM implementation. The third phase
of the research includes afield survey which was conducted with expert. The forth phase of
the research focused on design of the questionnaire through distributing it to a group of
experts and a pilot study was made to test the wording of the questions, identify ambiguous
questions, test the techniques used to collect data. Furthermore, pilot study was an
opportunity for improving the questionnaire, filling in gaps and determining the time
required for completing the questionnaire. In addition, it was important to ensure that all
information received from contractors, consultant, and owners was useful to achieve the
research objective. The questionnaire was modified based on the results of the pilot study.
The fifth phase of the research focused on distributing questionnaire. A structured
questionnaire was used in this research which is the most widely used data collection
technique for conducting surveys. The sixth phase of the research wasdata analysis and
discussion. Then a model was developed to assess an organizations present strengths and
weaknesses with regard to its use of quality management methods.
The final phase includes the conclusions and recommendations.
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Fig. 3.1:The methodology flow chart
3.2 Research population
Three targets of population were considered in this study. The first target populations
include the contractors who have a valid registration at the Contractors Union in the Gaza
Strip on November 2007. The selected contractors are classified under the first and second
classes in the following fields: building, roads, water and sewage. This target group was 56
contractors companies. Contractors that are registered under the third, fourth, and fifth
classes were neglected due to the limited practical and administrative experience of their
companies in the critical success factors of TQM implementation. The second target is the
consulting engineering offices, which were registered by the engineering association in
Gaza Strip at year 2007. All the consulting engineering used in this study 17 Consulting
Offices, which have a valid registration in the following fields: building, roads, project
management, water, and sewage.
The third target group was the owners' agencies consisting of government agencies,ministries, municipalities class A and B. This target group was 25 owners
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3.3 Sample size
The sample size was chosen according to first, second, and third population (contractor,
consultant, and owner). The formulas 3.1 and 3.2 shown below were used for unlimited
population (Creative Research System, 2008).
m = Z P (1 - P) (3.1)
2
n = m/ (1+ m-1) (3.2)
NWhere
m = sample size
n = correction for limited population
N= population
Z = value related to the confidence level (e.g. 1.96 for 95% confidence level)
P = degree of variance between the elements of population (0.5)
= maximum error (0.05)
m = (1.96) 0.5 (1 0.5) = 385
(0.05)2
n = m/ (1+ m-1) = 385/ (1+ 385 -1) = 78
N 98
3.4 Sample selection
The samples were selected randomly from the three populations. The contracting
companies consist of two classes. Due to this formation, the stratified random sampling
was used to identify the number of organization needed for each population as shown in
Table (3.1) .
Table 3.1:Sample size for each organization
Type of organizationNo. of
Organization
Percent, related to
the total
No. needed from
the sample
size(78)
First 40 42*98/100=41% 78*0.41=32Contractor
Second 16 16*98/100=16% 78*0.16=13
Consultant 17 17*98/100=17% 78*0.17=13
Owner 25 25*98/100=25% 78*0.25=20Total 98 100% 78
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3.5 Questionnaire design
The questionnaire was design base on an extensive review of TQM literature from quality
gurus, quality award models, other quality management research, and study of local
construction industry and together with input, revision and modifications by local experts.
The success factors of TQM implementation on construction projects were divided into 8
main groups: leadership, quality planning, resource management, process management,
customer satisfaction, training and education, continuous improvement, and
communication.
Quantitative research is selected to determine the critical success factors of TQM
implementation because of its advantages such as, economy, and time saving. Quantitative
research is used for descriptive and analytical surveys in order to find out facts, opinions
and views (Naoum, 1998), enhancing confidentiality, supporting internal and external
validity, and facilitating analysis (Pilot et al, 1985).
The questionnaire was built mainly using closed questions, and it was divided into three
sections as the follow
Section one: Organization profile, which include 7 items
Section two: Sub success factors of TQM implementation on construction projects in
Gaza Strip, which include 8 main groups.
Section three: Main factors of TQM implementation on construction projects in Gaza Strip,
which include 81 sub factors.
The questionnaire was developed in both English and Arabic language as shown in
Appendix (A), to be understood by all respondents and to help in documenting this
research. Close-ended questionnaire was used for its advantages as it is easy to ask and
quick to answer, they require no writing by either respondents or interviewer, the
respondents were asked to use Likert scale to rank the importance of each items as shown
in Table 3.2.
Table 3.2:Likert scale
Item Very important ImportantMedium
importancelow importance
Very low
importance
Scale 5 4 3 2 1
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A questionnaires survey were conducted to determine the opinion of contractors,
consultants, and owners regarding the success factors of TQM implementation; 56
questionnaires were delivered to contractor companies (40 for the first class, and 16 for the
second class), 17 questionnaires to consultant offices and 25 questionnaires to owners.
3.6 Pilot study
A pilot study was made to test the word of the questions, identify ambiguous questions, test
the techniques which used to collect data and measure the effectiveness of standard
invitation to respondents. Furthermore, pilot study was used to improve the questionnaire,
filling in gaps and determining the time required for completing the questionnaire. In
addition, it was important to ensure that all information received from contractors,
consultant, and owners was useful to achieve the research objective.
Twenty questionnaires were distributed for piloting in the three populations. The piloting
process was conducted through interviewing the concerned managers about the
questionnaire and they were briefed about the inclusion of the data and the objectives of
conducting study.
3.7 Empirical study
3.7.1 Validity of questionnaire
Validity refers to the degree to which an instrument measures what it is supposed to be
measuring (Pilot et al, 1985). Validity has a number of different aspects and assessment
approaches. Statistical validity is used to evaluate instrument validity, which include
criterion-related validity and construct validity.
To ensure the validity of the questionnaire, two statistical tests were applied:
a) Criterion related validity
Criterion-related is validity test (Spearman test) which measures the correlation coefficient
between each paragraph in one field and the whole field.
This test measures the internal consistency of the questionnaire by a scouting sample,
which consisted of 20 questionnaires through measuring the correlation coefficients
between each paragraph in one field and the whole filed.
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b) Structure validity of the questionnaire
Structure validity is the second statistical test that is used to test the validity of the
questionnaire structure by testing the validity of each field and the validity of the whole
questionnaire. It measures the correlation coefficient between one field and all the fields ofthe questionnaire that have the same level of Likert scale.
3.7.2 Validity test
P-value (Sig.) was used to measure the validity of the questionnaire between each field and
the mean of all fields of the questionnaire.
Table 3.3 clarifies the correlation coefficient for each item of the leadership and the total of
the field by a scouting sample. The p-values (Sig.) are less than 0.01 or 0.05, so the
correlation coefficients of this field are significant at = 0.01 or 0.05. So it can be said that
the paragraphs of this field are consistent and valid to be measured.
Note: The p-values (Sig.) are less than 0.01 or 0.05 for all the factors as shown in
Appendix (B).
Table 3.3:Correlation coefficient of each item of Leadership and the total of this field
No. Item
Spearman
Correlation
Coefficient
P-Value
(Sig.)
1. Top management commitment to TQM 0.416 0.000**2. Middle management and employees commitment 0.345 0.001**
3. Ability of top management to identify theresponsibilities for quality performance
0.538 0.000**
4. Ability to assign the responsibilities for quality onthe department heads
0.638 0.000**
5. Attached to quality by the top management inrelation to cost and schedule objectives
0.383 0.000**
6. Involvement with customers and suppliers 0.395 0.000**
7. Support of TQM by provision of appropriateresources and assistance
0.436 0.000**
8. Active promotion of TQM outside theorganization
0.415 0.000**
9. Support of total quality in organization culture 0.557 0.000**
10. Involvement in total quality objective taskdefinition, budgeting, and measurement
0.502 0.000**
11. Development of long-term vision 0.451 0.000**
12. Strong character of leaders 0.193 0.045*
** Correlation is significant at the 0.01 level
* Correlation is significant at the 0.05 level
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3.7.3 Reliability of the research
The reliability of an instrument is the degree of consistency, which measures the attribute,
it is supposed to be measuring (Polit et al, 1985). The less variation in an instrument
produces in repeated measurements of an attribute, the higher its reliability. Reliability canbe equated with the stability, consistency, or dependability of a measuring tool. The test is
repeated to the same sample of people on two occasions and then compares the scores
obtained by computing a reliability coefficient (Polit et al, 1985).
3.7.4 Reliability test
Cronbach's Alpha was used to measure reliability of the questionnaire between each field
of the questionnaire and the entire questionnaire.
Table (3.4) shows the values of Cronbach's Alpha for the fields, values of Cronbach's
Alpha were in the range from 0.548 and 0.877. This range is considered high; the result
ensures the reliability of each field of the questionnaire. Cronbach's Alpha equals 0.934 for
the entire questionnaire, which indicates an excellent reliability of the entire questionnaire.
Thereby, the questionnaire was valid, reliable, and ready for distribution for the population
sample.
Table 3.4:Cronbach's Alpha for each field of the questionnaire and the entire
questionnaire
No. Field Cronbach's Alpha
1. Leadership 0.769
2. Human Resources 0.736
3. Information Resources 0.683
4. Financial Resources 0.548
5. Material Resources 0.728
6. Technological Resources 0.821
7. Resource Management 0.8468. Quality Strategy and Plan 0.7839. Quality Process System 0.827
10. Customer Relationship Management 0.740
11. Coordination and Structure 0.725
12. Process Management 0.87713. Customer Satisfaction 0.84314. Training and Education 0.87515. Continuous Improvement 0.83516. Communication 0.876
17. Total Quality Management 0.826Total 0.934
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3.8 Data collection
To ensure obtaining a complete and meaningful response to the questionnaire an interview
was conducted with each respondent to explain the objective of the study.
Details of the respondents who agreed to cooperate in filling the questionnaire are shown in
Table 3.5.
Table 3.5:Number of the questionnaire respondents.
Type of organizationConcerned Sample
SizeNo. Respondent Percentage
First 39 32 82%Contractor
Second 16 13 81%
Consultant 15 13 87%
Owner 22 20 91%
Total 94 78 Average= 82%
3.9 Statistical analysis tools
Qualitative and quantitative data analysis methods were used to analyze the data. Data
analysis was made using (SPSS 15). Factor Analysis was performed to allow finding a
small number of underlying dimensions from among a large number of variables,
and the following statistical tools:
3.9.1 Cronbach's alpha
Cronbach's alpha (George and Mallery 2003) is designed as a measure of internal
consistency in order to ensure all items within the instrument measure the same thing.
Alpha typically varies between 0 and 1. The closer Alpha to 1, is the greater the internal
consistency of items in the instrument being assumed.
Make use of the items (variables), k, in the scale and the average of the inter-item
correlations, r
( )k r
1 k 1 r =
+ (3.3)
As the number of items (variables) in the scale (k) increases the value becomes large and
if the inter correlation between items is large, the corresponding will also be large.
The most identical values of alpha and standardized alpha indicate that the mean and
variances in the original scales do not differ much, and thus standardization does not make
a great difference in alpha.
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3.9.2 The relative importance index
The Relative Importance Index RII methods are used to determine the ranks of all TQM
factors. The relative importance index is computed as (Iyer and Jha, 2005):
(3.4)
where:
Wis the weight given to each factor by the respondents (ranging from 1 to 5)
A= the highest weight (i.e. 5 in this case)
N= the total number of respondents
The RII value had a range from 0 to 1 (0 not inclusive), higher the value of RII, more
important was the cause or effect.
3.9.3 Spearman rank correlation coefficient
Spearman rank correlation coefficient was used to determine whether there is evidence of a
linear relationship between two ordinal variables.
The sample spearman correlation coefficient is denoted rsand is given by:
( )
n2i
i 1s 2
6 d
r 1n n 1
==
(3.5)
rs= Spearmans rank correlation coefficient
d = the difference in ranking between the usage and effectiveness of factors
n = the number of factors
To test the hypothesis to verify the association between two variables, the following
equation is used (Saleh, 2001):
s 2
s
n 2t r
1 r
=
(3.6)
NA
W
RII
=
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3.9.4 Degree of agreement/disagreement among raters
To test the degree of agreement/disagreement between contractors and consultants
regarding the ranking of key TQM implementation indicators is used.
To determine whether there is a significant degree of agreement among the three groups
(Owners, Contractors and Consultants) Kendall's Coefficient of Concordance is used as a
measure of agreement among raters. For each variable, the sum of ranks is computed.
Kendall's W, is ranges between 0 (no agreement) and 1 (complete agreement). To
determine whether there is degree of agreement among the levels of each of the factors
affecting the TQM implementation of construction projects for Owners, Contractors and
Consultants. Kendall's Coefficient of Concordance says the degree of agreement on a zero
to one scale is
( )( )
22
2
12U 3 m n n 1W
m n n 1
=
(3.7)
Where:
=
=
=m
j
n
iRIU
1 1 (3.8)
n = number of factors; m = number of groups; i=the groups 1,2,.m;
j = the factors 1,2,,n.
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Chapter 4
Analysis and Discussion
In this chapter, the results of the field survey are analyzed and discussed. The Chapter
illustrates and discusses the characteristics of the study population and the need to identify
the critical success factors of TQM implementation on construction projects in Gaza Strip.
Descriptive statistics and inferential statistics methods were used to analysis the data.
4.1 Study population
The general characteristics of the study population were investigated including the type of
organization, years of experience in the construction field, full time employees, companies
classification, respondent position, projects executed, construction dollar value.
This section will discuss and analyze the first part of the questionnaire which consists of
seven questions that focus on the organization profile.
4.1.1 Type of organization
The type of organization was the first question in this section. This question identifies the
percentage of each type of organization (owner, contractor and consultant) related to the
overall respondents. Fig. 4.1 shows that 57% of the respondents are contractors, 26% are
owners, while 17% are consultants
Owner
26%
Contractor
57%
Consultant
17%
Owner
Contractor
Consultant
Fig. 4.1:Distribution of organization based on type
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4.1.2 Years of experience
Based on the experience of the organization, three categories were defined as: more than 10
years of experience, between 5 to 10 years of experience, and less than five years of
experience. Fig. 4.2 shows that 90% of the respondents have more than 10 years ofexperience in the construction field, and only 10% have between 5 and 10 years of
experience, while none of the respondents has less than 5 years of expe