An Assessment of the Suitability of a Total Quality Management Approach to Identify the Positive Measurable Impacts for the Construction Phase of a Project

Abstract

An increased demand of quality in the construction industry has been a major cause of finding new systems and developing frameworks that are fit for purpose. Construction companies around the world are trying to increase their productivity and index of quality and they are developing new methodologies through research and development. This research work has identified and addresses the important issues related to the implantation of Total Quality Management (TQM) in the construction industry. The main aim of the study is to improve the understanding of TQM within the construction sector, and to highlight current barriers faced by construction companies in the implementation of Total Quality Management (TQM) philosophy. The findings of this study suggest that TQM can be successfully implemented among construction companies. The conclusions and recommendations are drawn from the best practice of TQM implementation as a guideline for construction companies to consider in adopting the TQM philosophy, which in turn will increase productivity, stream line the processes and improves the quality of the services and the products offered by the construction industry.

Introduction

1. Overview of TQM

• Total Quality Management (TQM) is an organization-wide, process-centered approach focused on continuous improvement and exceeding customer expectations.

• It emphasizes reducing waste and rework, thereby improving efficiency and performance.

2. Historical Context

• TQM's roots trace back to Frederick Taylor (late 1800s) who promoted scientific management, asserting there's always “one best way” to perform a task.

• Key figures in the evolution of quality include Shewhart, Deming, Juran, Ishikawa, Taguchi, Crosby, and Ohno.

• Quality movements evolved from inspection-based systems to process-centered philosophies like Lean, Six Sigma, and TQM.

3. Importance of Quality in Construction

• The construction industry is experiencing global transformation and intense competition, requiring enhanced quality standards.

• TQM is increasingly relevant for improving quality across all construction processes, not just end products.

4. Quality Definitions & Dimensions

• Quality has diverse interpretations, but central to all is meeting customer expectations.

• ISO 9000 defines quality as "the degree to which inherent characteristics fulfill requirements."

• Garvin’s Eight Dimensions of Quality: reliability, performance, features, durability, serviceability, conformance, aesthetics, and perceived quality.

5. Quality Management Principles

• Quality Management (QM) involves planning, control, assurance, and improvement.

• ISO 9001 and Flynn et al. provide holistic frameworks for QM, integrating it across organizational levels and functions.

• QM is not an isolated function but interwoven with all managerial and operational processes.

6. Objectives & Research Focus

Research Aim: Assess how TQM improves performance during the construction phase of a project.

Objectives:

1. Analyze quality in construction using management models.

2. Show quality as integral to overall operations.

3. Evaluate the effects of quality assurance/control/TQM.

4. Measure TQM’s impact on business performance in construction.

Research Questions:

• What is TQM?

• What does business performance look like under TQM?

• What are TQM’s outcomes in construction businesses?

Methodology: Literature review and case studies focusing on TQM’s impact in construction.

7. Case Studies (Malaysia & Oman)

• Focused on understanding practices, commitment, and challenges of TQM in construction.

• Key findings:

  • TQM is widely recognized, but often seen as contractual obligation rather than a method to increase customer satisfaction.

  • Tools used include project quality plans, weekly site reports, and work method statements.

  • ISO 9001 certification is gaining traction but is not yet universal.

  • TQM is considered part of broader project management.

8. Challenges and Observations

• TQM faces barriers in adoption such as limited commitment, lack of proper training, and focus on compliance rather than improvement.

• Quality in construction is tightly tied to cost, time, and materials.

• High quality requires adequate investment and time — rapid or cheap construction often compromises durability and customer satisfaction.

9. Key Takeaways

• TQM can significantly improve operational efficiency, customer satisfaction, and long-term sustainability in construction.

• Effective TQM requires full organizational buy-in and integration with all processes.

• Continuous improvement and process control are central to its success.

• The implementation of TQM must move beyond formality and be aligned with strategic goals of the business.

Conclusion

1) From the results of the research it is envisaged that TQM can be successfully implememed into the construction industry, only if there are good interactions and similarities between the construction organizations administration and TQM structure. 2) Main obligation for execution of TQM in construction businesses mentioned as follows: management contribution, flexibility in work environment, emphasis on consumers, training. Performance measurement, cooperation, monitoring and contimious improvement. 3) With intense competition and quality being at the forefront of business organizations, additional revenue making procedures for profitability elements) linked to controlled structure which organisation not able to afford to overlook to preserve highest place in market. The consumer is not absorbed in complex improvement parts of quality, Consumer demand is quality product and service as an end user. Quality is most important for consumer requirements. Little irregularity from consumer requirements can be bad quality of design. 4) If quality execution is patchy and not consistent in emire segments and subdivisions of construction association, then in case of time-constrained projects to fix agreed cour requirement is very challenging. Here technique is needed to diminish gap between consumers and improvement group. Concrete technique is required to incorporate the demands of consumer in strategy. To accomplish this objective Quality Function Deployment should be used to evolve design quality, with goal of substantial consumer requests. Interpreting consumer requirements into project goals and quality assurance idea should be used through manufacturing stage and procedures at each level. 5) Following aspects are very important for success of TQM execution which is given as follows: management assurance, consumer satisfaction and training. Nevertheless price. Features and period of plans are important constraints in customer\'s viewpoint who measured difficulties of construction businesses in the Malaysia and Oman case studies. 6) After analysing the case studies, it is important that one division in complete construction organisations analysed, who have knowledge of TQM philosophy. Other subdivisions in business should realize benefits of TQM and what improvement it can bring to the industry, method for procedures which can standardise and streamline operational procedures. To be precise that workforces are conversant through quality issues (QA/QC) TQM should be planned, executed and company should make worker attentive of advantages in working principles. Outcomes of study suggest TQM can be productively executed in construction industry around the world.

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Copyright

Copyright © 2025 Zenb M. M. Kama, Fadwa A. A. Alashlam, Mohmed M. Ali Alabead. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.