Tqm: Its Application in Construction Industry & Re- Emergence in the Form of Six-Sigma
TQM, Its application in Construction Industry & Re- emergence in the form of Six-Sigma
As projects get larger and more complex, clients are also increasingly demanding higher standards for their delivery. Significant expenditures of time, money and resources, both human and material, are wasted each year as a result of inefficient or non-existent quality management procedures. In an attempt to improve their market competitiveness, by limiting the extent of non-value-adding activities, some organizations are beginning to monitor the performance of internal and external engineering and construction processes. To achieve these bold aims, these organizations are looking to other industries such as manufacturing to examine the effectiveness of measuring and monitoring superior guiding tools. Total quality management has been recognized as a successful management philosophy in the manufacturing and service industries. TQM can likewise be embraced in the construction industry to help raise quality and productivity. The benefits experienced include reduction in quality costs, better employee job satisfaction because they do not need to attend to defects and client complaints, recognition by clients, work carried out correctly right from the start, subcontractors with proper quality management systems, and closer relationships with subcontractors and suppliers. TQM performance measures are also reflected through top management commitment, customer involvement and satisfaction, employee involvement and empowerment, customer–supplier relationships, and process improvement and management.
The objectives of this paper are:
1. To address the issue of applying TQM in the construction industry;
2. To examine possible steps for restructuring an organization for TQM; and
3. To study the emergence of an improved concept called “Six-Sigma”.
Introduction
TQM is often termed a journey, not a destination. Much research has been done with regard to the
As projects get larger and more complex, clients are also increasingly demanding higher standards for their delivery. Significant expenditures of time, money and resources, both human and material, are wasted each year as a result of inefficient or non-existent quality management procedures. In an attempt to improve their market competitiveness, by limiting the extent of non-value-adding activities, some organizations are beginning to monitor the performance of internal and external engineering and construction processes. To achieve these bold aims, these organizations are looking to other industries such as manufacturing to examine the effectiveness of measuring and monitoring superior guiding tools. Total quality management has been recognized as a successful management philosophy in the manufacturing and service industries. TQM can likewise be embraced in the construction industry to help raise quality and productivity. The benefits experienced include reduction in quality costs, better employee job satisfaction because they do not need to attend to defects and client complaints, recognition by clients, work carried out correctly right from the start, subcontractors with proper quality management systems, and closer relationships with subcontractors and suppliers. TQM performance measures are also reflected through top management commitment, customer involvement and satisfaction, employee involvement and empowerment, customer–supplier relationships, and process improvement and management.
The objectives of this paper are:
1. To address the issue of applying TQM in the construction industry;
2. To examine possible steps for restructuring an organization for TQM; and
3. To study the emergence of an improved concept called “Six-Sigma”.
Introduction
TQM is often termed a journey, not a destination. Much research has been done with regard to the
Bibliography: • Six-Sigma and the Revival of TQM Forest B. Green, Department of Management and Marketing, Radford University, Virginia, USA. • Implementing Total Quality Management in Construction Firms, Low Sui Pheng1 and Jasmine Ann Teo. • Six-sigma as a strategy for process improvement on construction projects: a case study Rodney A. Stewarti and Clinton A. Spencer