Introduction in Total Quality Management and Its Impact in

Construction FieldEng. Daniel El-Tawil

CEOGerman Chemicals for Modern Buildings

History of TQM

• 1920 Dr Walter Shewhart developed the application of statistical methods to the management of quality to detect and fix problems along the production line to prevent the production of faulty products.

• 1950 William Deming create TQM in Japan after the WWII specially in manufacturing and electrical industries.

• In 1980 its started to be used in the construction projects.

Integration

continuous improvement

customer satisfaction

Definition of TQM

• TQM is a philosophy not a technique.

• TQM is a people - focused management system that aimsat the integration of all functions and processes throughevery one involved with the organization working on

continuous improvement in all products, services, and processes to reach the goal of customer satisfaction.

TQM objective

• To do the right things the first time continuously, saving the time the organization would have used in correcting errors.

The difference between corrective action and preventive action.• Total Quality Management principles are beneficial to any organization

because it:Reduces cost Reduces errors (zero errors)Increases staff morale Increases customer satisfactionProcess improvement Team work

TQM

Prin

cipl

es

TQM Principles

• Customer-focused Organization

TQM Principles• Customer-focused Organization

- Should understand current and future customer needs, meet customer requirements, and strive to exceed customer expectations.

- Its difficult to define who is your customer in the construction filed.

- One team not a separate department.

TQM Principles

• Customer-focused Organization - The idea of the business process cuts across theseboundaries as it is assumed that all the people, in all the companies are customers.

- The idea of the internal customer, external customerand end user.

Owner

Consultant

ContractorSub-contractor

Supplier

TQM Principles

• Total employee involvement - People are the company asset.- Training.- Suggestions and Feedback.- The company employee being part of the organization.- All the departments make the work plan.

TQM Principles• Leadership

leader not a boss

TQM Principles

• Leadershipleader not a boss

TQM Principles• Leadership

Engineer not leader or a boss

TQM Principles

• Process Approach - Related resources and activities are managed as a process

TQM Principles• Continual Improvement

Ongoing continuous process howevergood a system has become;

it can always be improved further.

TQM Principles• Mutually Beneficial Supplier Relationships

- It ensures a mutually beneficial relationship between the two & will enhance productivity and encourage working values.

TQM Principles• System Approach to Management-Identifying, Understanding and Managing The scenario that plays a very important role in creating coordinative relations between all related business systems.

TQM Principles• Factual Approach to Decision Making

- Effective decisions and actions are Based on the analysis of data and information.

How to measure quality• The principles of quality dimension has many objects:Performance Reliability Conformance Durability Serviceability Perceived quality

Aesthetics

-The quality of the building can be evaluated based on the above seven principles.

How to measure quality?

• The difference between quality and grade• A good construction project will conform the specification and satisfy the user with

given levels of quality of the attributes required at the desired price.

Quality management- Schedule.- Features, functionality.- Budget, resources.

Scope

Cost

Quality

Time

How to implement TQM in construction field?1- Commitments from employees and management.2- Quality improvement culture.3- Continuous improvement in process.4- Co-operation from employees.5- Focus on customer requirements.6- Effective control shall be laid down.

TQM 6 C`sCommitments, Culture, Continuous improvement, Co-operation, Customer focus &

Control

Benefits of implement TQM in construction• Reduced rework the activity.• Reduced waste of resources.• Better chances to win new contracts due to the repetition.• Improve projects effectiveness and efficiency.• Provide long term competitiveness in the market.• Produce desired outcome to satisfy the customer.• Improved productivity of a process compared the resources used.

Missing TQM in Construction

Missing TQM in construction

The factors that delays the implementation of TQM• Industry culture and the resistance from the employees to change their

regular ways due to wrong perception.• Lack of time as a result of unorganized work.• Lack of employees involvement.• Poor internal communication.• Doubts of employees about the management`s intention.• Failure of management to maintain interest and commitment over long

time.

How to destroy the boundaries and start paradigm shift?

How to destroy the boundaries and start paradigm shift?

• This idea of a culture shift to apply TQM is closely allied to a modern idea in construction management called paradigm shift.

• The way to develop the quality system through paradigm shift.

New paradigms are emerging in terms of integration and continuous improvement.

How to destroy the boundaries and start paradigm shift?

How to destroy the boundaries and start paradigm shift?

How to destroy the boundaries and start paradigm shift?

How to destroy the boundaries and start paradigm shift?

From ToMeeting specification Continuous improvementComplete on time Satisfy customerFocus on final product Focus on processInspection-based quality Preventive basedShort term view Long term viewPeople as cost burdens People as assetsMinimum cost supplier Quality suppliersCompartment organization IntegrationTop-down management Employee participation

Quality costs and cost of quality

The three ways of thinking about quality costs:

• Higher quality means higher cost.• The cost of improving quality is less than the resulting saving.• The right-first-time approach.

Case study (Toyota)

Zero errors.Gulf requirements.Car for all needs.Low maintenance cost.

Case study (Toyota)

Case study (Toyota)

Case study (Toyota)

Case study (Toyota)

Case study (Toyota)

Case study (Toyota)

References

https://jntuh239529920.files.wordpress.com/2018/08/total-quality-management-notes.pdfhttps://pdfs.semanticscholar.org/66da/2e49841a307d972d680bdaf1e8b89c9584e4.pdf

https://www.bpir.com/total-quality-management-history-of-tqm-and-business-excellence-bpir.com.htmlhttps://www.irbnet.de/daten/iconda/CIB1508.pdf

https://jntuh239529920.files.wordpress.com/2018/08/total-quality-management-notes.pdfhttps://pdfs.semanticscholar.org/66da/2e49841a307d972d680bdaf1e8b89c9584e4.pdfhttps://www.bpir.com/total-quality-management-history-of-tqm-and-business-excellence-bpir.com.htmlhttps://www.irbnet.de/daten/iconda/CIB1508.pdf

���Introduction in Total Quality Management and Its Impact in Construction FieldHistory of TQMDefinition of TQMTQM objective TQM Principles TQM PrinciplesTQM PrinciplesTQM PrinciplesTQM PrinciplesTQM PrinciplesTQM PrinciplesTQM PrinciplesTQM PrinciplesTQM PrinciplesTQM PrinciplesTQM PrinciplesTQM PrinciplesHow to measure qualityHow to measure quality?How to implement TQM in construction field?Benefits of implement TQM in constructionMissing TQM in ConstructionMissing TQM in constructionThe factors that delays the implementation of TQMHow to destroy the boundaries and start paradigm shift? How to destroy the boundaries and start paradigm shift? How to destroy the boundaries and start paradigm shift? How to destroy the boundaries and start paradigm shift? How to destroy the boundaries and start paradigm shift? How to destroy the boundaries and start paradigm shift? Quality costs and cost of qualityCase study (Toyota)Case study (Toyota)Case study (Toyota)Case study (Toyota)Case study (Toyota)Case study (Toyota)Case study (Toyota)ReferencesSlide Number 40