total quality management in an construction industry is more vital and the company practicing it will have a numerous benefits doing it.

1. TOTAL QUALITY MANAGEMENT IN
CONSTRUTION INDUSTRY
Presented By:
MOHAMMED FAAZIL
Dept. of civil engineering
Alvas institute of engineering and technology
Under the guidance of:
Ms. Rahasya K R
Assistant professor
Dept. of civil engineering
Alvas institute of engineering and technology

2. CONTENTS
• Introduction
• TQM and construction industry
• Methodology
• Evolution of TQM
• TQM techniques
• Implementation
• Problems with implementation
• Conclusion
• References
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3. INTRODUCTION
• Total Quality Management is a management approach that originated in the
1950s and has steadily become more popular since the early 1980s.
• Total Quality Management (TQM) seeks to improve the quality of goods and
services delivered through the participation of all levels and functions of the
organization.
• Total Quality Management has proved to be a useful tool in ensuring the
achievement of set standard and successful productivity improvements in the
construction industry.
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4. • TQM is a method to refining the competitiveness, effectiveness, and flexibility
of the whole organization
• TQM is a way of thinking about goals, organizations, processes, and people to
guarantee that the right things are done right the first time
• To stay competitive, companies have to focus their business policies on strategic
advantages through the improvement of business quality and performance
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5. TQM AND CONSTRUCTION INDUSTRY
• The construction industry differs from the manufacturing in such a way that
makes introducing TQM more challenging.
• The construction industry suffers from the problems such as workmanship
defects, time and cost overrun.
• Poor or non-existent quality-control and quality assurance procedures can allow
costly errors to go undetected in the design and contract documents.
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6. METHODOLOGY
• Literature survey is done by referring to various journals, quality text books,
quality standards.
• From the literature survey the factors affecting the quality management is
identified.
• A questionnaire is prepared by referring to those factors.
• After the preparation of questionnaires companies are identified.
• The questionnaires prepared is then circulated to the officials of the companies.
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7. • After the survey work, the data is obtained.
• The obtained data is then interpreted using different techniques. The data is
checked for various parameters using software as well as manual calculations.
• The factors which affect critically is identified and ranked accordingly.
• Finally after analysing, suggestions and recommendations is given to all the
companies which participated in that survey.
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8. EVOLUTION OF TQM
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9. 1. Inspection
• Aimed at checking, measuring and testing of one or more products.
• Usually performed by specialized personnel and does not fall within the
responsibility of production workers.
• Products that don‘t comply with the specifications are rejected or returned to
improve.
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10. 2. Quality control
• It involves verifying the product or evaluating a product with the requirement
specification.
• Testing is the key technique used to perform product evaluation.
• QC is work product oriented; it measures the product, identifies deficiencies
and suggests improvements.
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11. 3. Quality assurance
• It involves the entire development of process, monitoring and improving the
process, making sure that the agreed upon standards and procedures are
followed throughout the life cycle.
• It is oriented to preventing the defects from occurring in the products.
• Audits are key techniques for process monitoring.
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12. 4. Total quality management
• Total quality management can be summarized as a management system for a
customer-focused organization that involves all employees in continual
improvement.
• It uses strategy, data, effective communications and involvement of all level
employees to integrate the quality discipline into the culture and activities of
the organization.
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13. TQM TECHNIQUES
• Total Quality Management mainly demands a process of continued
improvement aimed at reducing variability.
• An organization wishing to support and develop such a process needs to use
quality management tools and techniques.
• Following are different techniques used in TQM:
• check sheet
• check list
• pareto diagram
• Histogram
• fishbone diagram
• scatter chart
• flow chart 13
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14. Check sheet:
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• Check-sheet is used to record events, or non-events.
• They can also include information such as the position where the event
occurred and any known causes.
• They are usually prepared in advance and are completed by those who are
carrying out the operations or monitoring their progress.
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16. Checklist:
• A checklist is a type of informational job aid used to reduce failure by
compensating for potential limits of human memory and attention.
• It helps to ensure consistency and completeness in carrying out a task.
• A primary task in checklist is documentation of the task and auditing against
the documentation.
• Checklist is used to tell the user if there is a certain thing, which must be
checked.
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18. Pareto diagram:
• Pareto Analysis is a statistical technique in decision-making used for the
selection of a limited number of tasks that produce significant overall effect.
• This technique is also called the vital few and the trivial many.
• It uses the Pareto Principle, the idea that by doing 20% of the work you can
generate 80% of the benefit of doing the entire job.
• It is a technique employed to prioritize the problems so that attention is
initially focused on those, having the greatest effect.
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20. Histogram:
• A histogram is a graphical representation of the distribution of numerical data.
• It is an estimate of the probability distribution of a continuous variable
• Histogram provides a graphical representation of the individual measured
values in a data set according to the frequency of occurrence.
• It helps to visualize the distribution of data and there are several forms, which
should be recognized, and in this way they reveal the amount of variation
within a process.
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22. Fish bone diagram:
• A fishbone diagram, also called a cause and effect diagram or Ishikawa
diagram, is a visualization tool for categorizing the potential causes of a
problem in order to identify its root causes.
• Fishbone diagrams are typically worked left to right, with each large "bone"
of the fish branching out to include smaller bones containing more detail.
• A fishbone diagram is useful in brainstorming sessions to focus conversation.
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24. Scatter diagram:
• The Scatter Diagram Method is the simplest method to study the correlation
between two variables wherein the values for each pair of a variable is plotted
on a graph in the form of dots thereby obtaining as many points as the number
of observations.
• Then by looking at the scatter of several points, the degree of correlation is
ascertained.
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26. Flow chart:
• Flow chart is used to provide a diagrammatic picture using a set of symbols.
• They are used to show all the steps or stages in a process project or sequence
of events.
• A flowchart assists in documenting and describing a process so that it can be
examined and improved.
• Analysing the data collected on a flowchart can help to uncover irregularities
and potential problem points.
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28. IMPLEMENTATION
• The application of TQM is
unique to each organization that
implements it.
• There are Six Cs for successful
implementation of a TQM:
• Commitment
• Culture
• Continuous improvement
• Cooperation
• Customer focus
• control
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29. PROBLEMS WITH IMPLEMENTATION
• One of the major difficulties preventing wider implementation and acceptance of
TQM in the construction industry is the barrier caused by traditional or conventional
practice.
• Client usually selects the contractor based mainly on the lowest price with less
consideration for past experience, current workload, and reputation for quality.
• TQM is considered only as an internal process and thus failing to involve suppliers,
subcontractors, and others in the process chain creates a major difficulty in
implementing TQM.
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30. • Obstacles in implementing TQM, specifically in developing nations:
Inadequate knowledge and information about TQM.
Doubts of employees about management’s intentions.
Failure of management to maintain interest and commitment over a long period.
Difficulty in measuring the effectiveness of TQM.
Poor internal communication.
Difficulty in assessing customer expectations and satisfaction.
Insufficient training resources.
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31. CONCLUSION
• Construction companies require practical advice and support for adopting and
implementing initiatives for continuous quality improvement.
• The construction industry has numerous problems in getting quality performance as
a result of the complicated nature of the industry.
• Implementing TQM will help the firm to achieve:
a) Improves Business Efficiency and Effectiveness
b) Provides Long Term Competitiveness
c) Produce desired outcomes to satisfy customers
d) Improved productivity of a process compared the resources used
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32. REFERENCES
1. Arumugam, V., Chang, H.W., Ooi, K.-B.andTeh, P.-L. (2009), “Self-assessment
of TQM practices: a case analysis”, The TQM Journal, Vol.21, No.1, pp. 46-58.
2. Burati, J.L. Jr, Matthews, M.F. and Kalidindi, S.N. (1992), “Quality
management organizations and techniques”, Journal of Construction
Engineering and Management, Vol. 118 No. 1, pp. 112-28.
3. H. James Harrington, Frank Voehl, Hal Wiggin “ Applying TQM to the
construction industry” the TQM journal, vol. 24 Iss: 4pp.352-362
4. Hafeez, K., Malak, N. and Abdelmeguid, H. (2006), “A Framework for TQM to
Achieve Business Excellence”, Total Quality Management and Business
Excellence, Vol.17, No.9, pp. 1213-1229.
5. Shreyas Gowda C.H, Ramesh Nayaka, Sachidananda Murthy “ Total Quality
Management in Construction” International Research Journal of Engineering
and Technology, Volume: 02 Issue: 05| Aug-2015
6. Rumane, A.R. (2010), Quality Management in Construction Projects, CRC/St.
Lucie Press, Boca Raton, FL.
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