the islamic university - gaza higher education deanship ... · development of the palestinian...
TRANSCRIPT
Islamic University - Gaza The غزة -اجلامعة االسالمية
Higher Education Deanship عمادة الدراسات العليا Faculty of Engineering كلية اهلندسه
Civil Engineering املدنيهاهلندسة Construction Management Program برنامج إدارة التشييد
Critical Success Factors of TQM Implementation on Construction Projects in Gaza Strip
عوامل النجاح الحاسمة في تطبيق إدارة الجودة الشاملة في مدينة غزة التشييدعلى مشاريع
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
م2008 -هــ 1429
II
بسم اهللا الرمحن الرحيم
) ايحيمنسكي ولاتي وقل إن ص المنيب العاتي لله رممله ، و ريكلا ش
ا أول المسلمنيأنأمرت و بذلك163-162:األنعام( )و( .
اخلطاب رضي اهللا عنه قال مسعت عن أمري املؤمنني أيب حفص عمر بن
وإمنا لكل ، إمنا األعمال بالنيات "رسول اهللا صلى اهللا عليه وسلم يقول
ورسوله فهجرته إىل اهللا ورسولهفمن كانت هجرته إىل اهللا، امرئ ما نوى
ومن كانت هجرته إىل دنيا يصيبها و امرأة ينكحها فهجرته إىل ما هاجر
.متفق عليه " إليه
III
Acknowledgments
I am grateful to my supervisors Dr. Jihad Hamed and Dr. Salah
Agha for their professional advice, useful guidance, and excellent
support 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 support
and help.
Special thanks for statistician (Dr. Samir Saffi) who supported me
very much.
Special thanks to Palestinian contractors, consultants and owners for
their participation in filling the questionnaire and providing
important information for this study.
Finally, very special thanks to my parents, wife, and family for their
never ending patience, and understanding.
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 organization’s 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.
V
اخلالصة
تطـوير املـؤثره يف ن أهـم الـصناعات مـ هواحـد تشييد صناعة ال تعترب
اجلـودة إدارة تعتـرب آمـا و . البنية التحتية الفلسطينية و االقتصاد
و ،لتـشييد انجـاح صـناعة العناصر املؤديـة ل واحدة من أهم الشاملة
اجلـودة البحوث املتاحه اليت مت مراجعتـها تعكـس أمهيـه تطبيـق إدارة
.الشاملة
إدارة طبيـق الالزمة لت احلامسه جاحد عوامل الن يتحدلذا البحث يهدف ه
سـواء يف اريع يف قطـاع غـزه شللمـ املختلفةراحل امل يف الشاملة اجلودة
عوامـل و اعتمـادا علـى ال ،أو التنفيذ تصميم أو ال تخطيط مرحله ال
يـساعد سـب وحممنـوذج إدارة اجلـودة الـشاملة مت تطـوير لنجاحاحلامسة
كيفيـه اسـتخدام لنـسبه ل با مـواطن القـوة والـضعف يف حتديد املنظمه
.اساليب ادارة اجلوده
حيث أن االستبيان حيتـوي ، جلمع البيانات ةاالستبيان آادا مت استخدام
مت حتديـدها مـن خـالل ، عامل فرعي 81 متضمنة ل عوامل رئيسية 8 على
األحبـاث والنظريـات والنمـاذج ذات ستعراض واسع النطاق للمراجع و ا
.ملةو استشاره اخلرباء يف هذا االالشا اجلودة الصلة بإدارة
من عامل االتفـاق الـداخلي قوبعد التحق ، مت حتليل االستبيان بعد مجعه
عوامـل الد يـ حدلت مبدأ بـاريتو م آما واستخد ،نوالثبات يف االستبيا
الشاملة على مشاريع التشييد يف مدينـه اجلودة يف تطبيق إدارة امسه احل
.غزه
حيث أن ، اآسل تيره مصمم على برنامج مايكروسوف الذي مت تطو النموذج
هذا الربنامج يعد من أآثر الربامج املستخدمة لـدى املنظمـات يف قطـاع
.غزه حيث إا على دراية باستخدامه
لنجـاح حامسـه ل تشري بوضوح اىل ان هناك سـبعة عوامـل الدراسةنتائج
رة اجلـوده ادا عنصر من العناصر الفرعيـه احلامسـه لتطبيـق 38 تتضمن
. بشكل ناجحقطاع غزةيف املنظمات علىالشامله
VI
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
VII
Table of Contents
Dedication………………………………………..............……….………...Π
Acknowledgments………………………………………..……….……….Ш
Abstract………………………………………….........………..……….… IV
Arabic Abstract…………………………………………...……......……....V
Abbreviations...............................................................................................VI
Table of Contents……………………………………….......….………....VII
List of Tables…………………………………………................……….. XII
List of Figures……………………………………………...............……...XIV
Chapter 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…………………….……….……………………………..……...3
1.4.2 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
VIII
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 resources………………………………………………19
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
IX
Chapter 3 Methodology.................................................................................................................25
3.1 Research procedures……………………………………………………………….25 3.2 Research population………………………………………………………...……..26
3.3 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 related validity……........…………………………………......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……………………………………………………………...32
3.9.2 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
X
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
XI
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
XII
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........51
Table 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.........................................................67
Table 5.2: the importance percentages for groups factors under process management...............68
XIII
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
XIV
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
1
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.
2
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).
3
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
organization’s 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 management
in 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.
4
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 Plato’s 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 customer’s perspective became increasingly more important in determining
quality. However, the impact of the “customer’s viewpoint” can be seen in several of the
early definitions and discourses on quality. For example, In 1951, Juran conceptualized
5
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
6
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).
7
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 services
conform 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.
8
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 per
good unit.
Fig. 2.1: Economic of quality of conformance (Juran and Gryna, 1993)
2.4 Total quality management gurus
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).
9
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
10
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 considers
quality 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
11
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 orientation The 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 product’s key performance characteristics with regard to their target values The loss suffered by a customer due to a product’s 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 product’s or process’s performance variation can be reduced by exploiting the non-linear effects of the product or process parameters on the performance characteristics
Taguchi’s quality
concepts (Zhang,
2001).
Statistically planned experiments can be used to identify the settings of 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
12
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 one’s
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).
13
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
14
(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 to
assess an organization’s 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 process Strategic planning
Company strategy
Customer and market knowledge Customer 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 development Human resource development and
management Employee well-being and satisfaction
Management of product and service processes
Management of support processes Process management Management of supplier and partnering processes
15
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
16
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 continuously review 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 management’s 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.
17
(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.
18
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
19
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).
20
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 company’s 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 project’s mission
• Conformance to codes and standards
• Conformance to owner’s requirements
Process management
Quality Process system
Customer Relation management
Coordination and structure
21
• 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).
22
Karna, (2004) and (Bryde and Robinson 2007) defined the factors that achieve customer
satisfaction in construction as the follow:
• The contractor’s abilities to cooperate and the skills of the contractor’s 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
23
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 management
4. Process management
24
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.
25
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 a field 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 was data analysis and
discussion. Then a model was developed to assess an organization’s present strengths and
weaknesses with regard to its use of quality management methods.
The final phase includes the conclusions and recommendations.
26
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
27
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 = Z² × P× (1 - P) (3.1)
ε2
n = m/ (1+ m-1) (3.2) N Where 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)
ε = maximum error (0.05)
m = (1.96)² × 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 organization No. of Organization
Percent, related to the total
No. needed from the sample
size(78) First 40 42*98/100=41% 78*0.41=32 Contractor 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=20 Total 98 100% 78
28
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 Important Medium
importance low importance
Very low
importance
Scale 5 4 3 2 1
29
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.
30
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 of
the 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 α = 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 the
responsibilities for quality performance 0.538 0.000**
4. Ability to assign the responsibilities for quality on the department heads 0.638 0.000**
5. Attached to quality by the top management in relation 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 appropriate
resources and assistance 0.436 0.000**
8. Active promotion of TQM outside the organization 0.415 0.000**
9. Support of total quality in organization culture 0.557 0.000** 10. Involvement in total quality objective task
definition, 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
31
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 can
be 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 0.846 8. Quality Strategy and Plan 0.783 9. Quality Process System 0.827 10. Customer Relationship Management 0.740 11. Coordination and Structure 0.725 12. Process Management 0.877 13. Customer Satisfaction 0.843 14. Training and Education 0.875 15. Continuous Improvement 0.835 16. Communication 0.876 17. Total Quality Management 0.826
Total 0.934
32
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 organization Concerned Sample Size No. 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 rα =
+ − (3.3)
As the number of items (variables) in the scale (k) increases the value α becomes large and
if the inter correlation between items is large, the corresponding α 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.
33
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: W is 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 rs and is given by:
( )
n2i
i 1s 2
6 dr 1
n n 1== −−
∑ (3.5)
rs = Spearman’s 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 2s
n 2t r1 r−
=−
(3.6)
NA
WRII
×=
∑
34
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
212U 3 m n n 1
Wm 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.
35
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
Owner26%
Contractor57%
Consultant17%
Owner
Contractor
Consultant
Fig. 4.1: Distribution of organization based on type
36
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 of
experience 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 experience.
This result is logical, since the organizations that have been targeted are that of higher
classification, and broad experience
1-5 years0%
5-10 years10%
More than 10 years90%
1-5 years 5-10 years More than 10 years
Fig. 4.2: Percentage of respondents related to experience years
4.1.3 Full time employees Part of the questionnaire refers to the number of full time workers in the organization.
Fig. 4.3 shows that the mean numbers of full time employees are 42 in the owners'
organizations, 23 in the contractors' organizations, and 22 in the consultants' organization.
According to the results above the owner's organization has the largest number of staff.
37
42
23 22
0.00
5.00
10.00
15.00
20.00
25.00
30.00
35.00
40.00
45.00
Owner Contractor Consultant
Type of organization
Mea
n nu
mbe
r of
the
full
time
empl
oyee
s
Fig. 4.3: Number of full time employees vs type of organization
4.1.4 Companies classification This question refers to the percentage of respondents of construction companies according
to the Contractors Union in Gaza Strip classification. Fig. 4.4 shows that 72% of
contractor's organizations under study are classified as first class and only 28% are
classified as second class.
Fig. 4.4: The percentage of respondent according to the classification
38
4.1.5 Respondent position Respondents were classified based on their position in their organization. Fig. 4.5 shows
that 33% of the owners respondents are managers, 11% are vice managers, and 56% are
project managers, on the other hand, Fig. 4.5 shows that 49% of the contractors
respondents are managers, 11% are vice managers, 36% are project managers, and 4% are
site engineers, while, Fig. 4.5 shows that 67% of the owners respondents are managers, 8%
are vice managers, and 25% are project managers.
The results show that the highest level of respondents holds positions of project manager in
the owners' organization, and manager in the contractors' and consultants' organizations.
49%
11% 11% 8%
0%4%
0%
67%
33%
25%
36%
56%
0%
10%
20%
30%
40%
50%
60%
70%
Owner Contractor ConsultantType of organization
Perc
enta
ge ManagerVice ManagerProject ManagerSite Engineer
Fig. 4.5: Respondent position vs type of organization
4.1.6 Projects executed The results in this part reflect the number of projects executed between 1998 to 2008.
Fig. 4.6 shows that 20% of the respondent's organizations executed between 11 and 20
projects during this period, 42% executed between 20 and 30 projects, and 38% of these
organizations executed more than 30 projects.
39
11 to 20 projects20%
21 to 30 projects42%
More than 30 projects38%
11 to 20 projects21 to 30 projectsMore than 30 projects
Fig. 4.6: Number of projects executed between 1998 to 2008
4.1.7 Construction dollar value
This question in part one of the questionnaire refers to the dollar value of construction
projects performed between 1998 to 2008. Fig. 4.7 shows that the dollar value 4% of the
projects implemented during this period have a dolar value between 2 and 5 million dollars,
48% between 5 to 10 million dollars, and 48% with more than 10 million dollars.
4%
48%
48%2 to 5 million dollars
5 to 10 milliondollarsMore than 10 milliondollars
Fig. 4.7: The dollar value of construction projects performed between 1998 to 2008
40
4.2 Sub success factors of TQM implementation
Part two of the questionnaire contains sub success factors under eight groups of main
critical success factors of total quality management implementation in construction projects
in Gaza Strip.
4.2.1 Leadership
Table 4.1 show that under the group of leadership sub-factors, the top management
commitment to total quality management is the most important factor related to the other
factors. It ranked as first according to the overall opinion of respondents, contractors, and
consultants with a relative importance index of 0.918, 0.928, and 0.883 respectively and
ranked as second position according to owners' opinion.
Top management commitment to total quality management is a critical success factor for
TQM implementation. The respondents who answered the questionnaire believed that if it
is clearly visible that top management was committed, this will leads to TQM
implementation.
This result is supported by (Chow and Lui,2001) and (Baidoun, 2004). They identified that
top management commitment is critical to the success of the transition to implementing
TQM.
The overall and contractor respondents ranked strong character of leaders as the second
most important factor under the group of leadership. On the other hand, strong character of
leaders ranked first according to the opinion of owners and consultants. The relative
importance indexes of this factor are 0.905, 0.937, 0.906, and 0.883 according to the
overall respondents, owners, contractors, and consultants opinions, respectively.
Leaders with character are essential blocks in building to effective TQM implementation in
construction projects. A leader's character can be a key source of influence in the
development of a TQM concept in organizational culture. It is therefore essential that
leaders be aware of their character dimensions, their strengths and weaknesses.
For instance, as a component of character, integrity occurs when a leader aligns deeds with
words and thereby reinforces followers' views of his or her leadership approach, asserts that
leader integrity helps prevent unethical acts by the organization and its workers and
customers.
This result is supported by a research made in Australia (Sarros et al, 2006). Results
indicate that respondents recognized that the characters of a leader attributes as important
facets of good management.
41
Middle management and employees commitment was ranked by the overall respondents in
the third position under the leadership group with a relative importance index value 0.867,
it ranked in the third position according to opinion of owner, and consultant, while it
ranked as the fourth position according to the opinion of contractors. The relative
importance indexes of this factor are 0.874, 0.868, and 0.850 according to the owners,
contractors, and consultants opinions respectively. The middle management commitment is
also a critical success factor for TQM implementation. The respondents believe that this
factor is close to the top management commitment. The commitment of middle
management will assist top management and lead to the TQM implementation. Results are
consistent with the results of similar research conducted in the West Bank by (Baidoun,
2004). Baidoun identified middle management and employees commitment is critical to the
success of the transition to implementing TQM.
The overall respondents ranked "attached to quality by the top management in relation to
cost and schedule objectives" as the fourth important factor under the group of leadership.
It ranked fourth according to the overall respondents, while it ranked third in the opinion of
contractors and fifth and sixth position in the consultants and owners opinions respectively,
the relative importance index of this factor is 0.838, 0.768, 0.872, and 0.817 according to
the overall respondents, owners, contractors, and consultants opinions. Traditionally,
construction performance was evaluated in terms of the “iron/golden” triangle, which refers
to meeting cost, schedule, environment, and safety related criteria. The iron/golden triangle
is still regarded as applicable for measuring construction performance. Construction
management researchers have explored the factors that influence cost, time and quality-
related criteria that make up the iron/golden triangle. Links between TQM and the
iron/golden triangle have also been explored. (Bryde and Robinson, 2007) considered the
impact of the iron/golden triangle in the TQM implementation in UK. The results in Gaza
were supported by Bryde results. This is logical especially due to the difficult conditions in
Gaza that directly affect the schedule and cost of the project.
The ability to assign responsibilities of quality to the department heads and to identify the
responsibilities for quality performance are ranked in the 5th and 6th positions with
relatively high relative importance indexes. The results for both of these two factors are
consistent with (Antony et al, 2002) results in Hong Kong.
In addition, involvement with customers and suppliers factor is ranked in the 7th position
with relatively high means and relative importance indexes. Although the consultant
42
ranked this factor in 11th position the relative importance index for overall respondents are
very close. This factor is success factor in the European Quality Award model.
Although the support of total quality in organization culture, involvement in total quality
objective task definition, budgeting, and measurement, and development of a long-term
vision and active promotion of total quality outside the organization emerged as factors
with low means related to the factors in the leadership. They have high relative importance
index. However the 'support of total quality in organization culture is ranked in the sixth
position in the owners opinion because the owners organizations are large organization and
follow government policy which causes difficulty in change. This is supported by research
made in the USA by (Jung and Wang, 2006) which identifies this factor as an important
factor in TQM implementation. Development of a long-term vision is ranked in the sixth
position in the consultants' opinion. This is because the interest of consultants is in the
factors which are associated with planning and this is consistent with the result of the
research conducted in the Hong Kong by (Chow and Lui,2001).
Table 4.1: Leadership sub-factors according to overall respondents opinions
Overall respondent Owner Contractor Consultant Main
factor
Item RII R RII R RII R RII R
Top management commitment to total quality management
0.918 1 0.916 2 0.928 1 0.883 1
Strong character of leaders such as (humility; courage; integrity; compassion; humour; passion; and wisdom)
0.905 2 0.937 1 0.906 2 0.883 1
Middle management and employees commitment 0.867 3 0.874 3 0.868 4 0.850 3
Attached to quality by the top management in relation to cost and schedule objectives
0.838 4 0.768 6 0.872 3 0.817 5
Ability to assign the responsibilities for quality on the department heads
0.821 5 0.768 6 0.826 5 0.850 3
Ability of top management to identify the responsibilities for quality performance
0.800 6 0.821 4 0.791 8 0.800 6
Lea
ders
hip
Involvement with customers and suppliers
0.787 7 0.779 5 0.800 6 0.750 11
43
Support of total quality by provision of appropriate resources and assistance
0.777 8 0.716 10 0.796 7 0.800 6
Support of total quality in organization culture 0.767 9 0.768 6 0.766 10 0.767 10
Involvement in TQM objective task definition, budgeting, and measurement
0.762 10 0.695 11 0.783 9 0.783 9
Development of a long-term vision 0.756 11 0.747 9 0.749 11 0.800 6
Lea
ders
hip
Active promotion of total quality outside the organization
0.623 12 0.632 12 0.600 12 0.700 12
Leadership 0.802 0.785 0.807 0.807
4.2.2 Resource management
Resource management includes several sub-factors such as human, information, financial,
materials and technological resources. The results of these sub factors are shown in these
sections.
a) Human resources Table 4.2 shows that five sub factors under the human resource sub group were placed in
descending order according to their importance according to the overall respondents and
owners opinions as follows: Incentives system, methodology for gathering and analyzing
information, training needs and evaluation, suggestions and complaints system and welfare
program. Results show that incentives system has a high effect on TQM implementation;
the relative importance indexes for this factor are 0.805 and 0.874 according to the overall
respondents and owners' opinions. This result can be justified since an incentive system has
a very good effect on implementing the TQM. It is thus important for managers to
understand the incentives that are likely to encourage individual teams to perform more
effectively and to provide a fair reward as perceived by the individual or the team. This
result is consistent with the result of the research conducted in Jordan by Abu-Hamatteh et
al (2003).
However, the contractor and consultant ranked the methodology for gathering and
analyzing information sub factor as the most important factor under the group of human
resources that because accurate gathering and analyzing information will decrease the
unforeseen and contingency cost.
44
Regardless of which type of human resource is more effective, it is essential for TQM as it
manages all human resource, and gives them a sense of responsibility.
Table 4.2: Human resources sub-factors according to the overall respondents' opinion
Overall respondent Owner Contractor Consultant Main
factor
Item RII R RII R RII R RII R
Incentives system 0.805 1 0.874 1 0.791 2 0.750 3 Methodology for gathering and analyzing information 0.797 2 0.800 2 0.800 1 0.783 1
Training needs and evaluating it 0.736 3 0.758 3 0.719 3 0.767 2
Suggestions and complaints system 0.633 4 0.663 4 0.613 4 0.667 4
Hum
an r
esou
rces
Welfare program 0.592 5 0.568 5 0.583 5 0.667 4
Human resources 0.802 0.785 0.807 0.807
b) Information resources Table 4.3 shows that factor of information system under the group of information resource
is one of the most important factors. It ranked first according to the opinion of overall
respondents. The relative importance index of this factor is 0.792, 0.768, 0.796 and 0.817
according to the Overall respondents, owners, contractors, and consultants opinions,
respectively.
The respondents ranked information system covering most of the duties as the second most
important factor under the group of information resources; it ranked in the second position
in the opinion of overall respondents. The relative importance index of this factor is 0.736
according to the overall respondents' opinions, and 0.737, 0.728, 0.767 according to
owners, contractors and consultants opinions respectively.
Regardless of which type is more effective, information resources are essential for TQM as
they manage information resources. This result is consistent with the result the research
conducted Jordan by Abu-Hamatteh et al. (2003).
Program for specifying the needs for information system, this information program needs
quality within its functions to ensure the correct information is present and hence, the
correct decision can be made. In TQM based organizations, program of information
resource provides accurate information which lead to correct decision-making.
45
Table 4.3: Information resources sub-factors according to the overall respondents opinion
Overall respondent Owner Contractor Consultant Main
factor
Item RII R RII R RII R RII R
Information system 0.792 1 0.768 1 0.796 1 0.817 1 Information system covering most of the duties 0.736 2 0.737 2 0.728 2 0.767 2
Info
rmat
ion
reso
urce
s
Program for specifying the needs for information system
0.672 3 0.684 3 0.668 3 0.667 3
Information resources 0.733 0.730 0.730 0.750 c) Financial resources Table 4.4 shows that under the financial resource sub group, the most important factor is
plans to increase income, cut down on expenditure which is ranked as first position
according to the overall respondent with relative importance indexes 0.885, 0.874, 0.902,
and 0.833 according to the overall respondents, owners, contractors, and consultants
opinions. The overall respondents ranked 'methodology of preparing budget as the second
most important factor under financial resource subgroup, with relative importance indexes
0.800, 0.800, 0.817, and 0.733 according the overall respondents, owners, contractors, and
consultants opinions. The result for both of these two factors is supported by the research
conducted in Jordan by Abu-Hamatteh et al. (2003). There are two problems in preparing
budgets in Gaza, the first problem is the preparing of project budget in Gaza in terms of
contingency allowance. The contingency is included in project cost estimates to
accommodate unforeseen events and the resulting costs. Realistically, a budget accounting
item for contingency allowance should be established whenever a contingency amount is
included in the final cost estimate. A second problem in preparing a project budget in Gaza
is the treatment of inflation. Typically, final cost estimates are formed in terms of real
money and an item reflecting inflation cost are added as a percentage or lump sum. This
inflation allowance would then be allocated to individual cost items in relation to the actual
expected inflation over the period for which costs will be incurred.
Although the 'corrective action to control project cost', and ' meeting the budget' emerged
as factors with lowest mean related to the factors in the financial resources, they have high
relative importance indexes, The result for both of these two factors is supported by the
research conducted in the UK by (Bryde and Robinson, 2007).
46
Corrective actions to control project cost are primarily intended to identify deviations from
the project plan. During the actual construction, changes are likely to delay the project and
lead to inordinate cost increases. The focus of project and cost control is on fulfilling of the
original design plans or indicating deviations from these plans, rather than on searching for
significant improvements and cost savings. It is only when a rescue operation is required
that major changes will normally occur in the construction plan.
Table 4.4: Financial resources sub-factors according to the overall respondents' opinion
Overall respondent Owner Contractor Consultant Main
factor
Item RII R RII R RII R RII R
Plans to increase income, cut down on expenditure 0.885 1 0.874 1 0.902 1 0.833 1
Methodology of preparing budget 0.800 2 0.800 2 0.817 2 0.733 2
Meeting the budget 0.715 3 0.768 3 0.702 4 0.683 3
Fina
ncia
l
reso
urce
s
Corrective action to control project cost 0.710 4 0.684 4 0.728 3 0.683 3
Financial resources 0.778 0.782 0.787 0.733 d) Material resources Table 4.5 shows that under the material resource sub group, the most important factor is
material storage system, with 0.786 relative importance indexes. This is understandable in
that work can not be done without the necessary materials. Material storage rated first
among success factors of TQM implementation in Gaza Strip and may be justified in Gaza
Strip because most of the materials used in construction project are imported from Israeli
occupation and in case of any closure of crossing points between Gaza Strip and Israel,
work frozen in a large number of construction projects. Specifying the required materials
factor will help storage the needed materials. On the other hand, the system for the best
selection of material resources will decrease the cost and increase the quality.
47
Table 4.5: Material resources sub-factors according to the overall respondents' opinion
Overall respondent Owner Contractor Consultant Main
factor
Item RII R RII R RII R RII R
Storage system 0.885 1 0.782 1 0.791 1 0.750 1 Specifying the required material 0.800 2 0.779 2 0.796 2 0.750 1
Mat
eria
l re
sour
ces
System for the best selection of material resources
0.715 3 0.779 2 0.791 3 0.717 3
Material resources 0.800 0.754 0.796 0.739
e) Technological resources Table 4.6 shows that under the technological resources sub group, the most important
factor is specifying the need for new technologies. It ranked first the opinion of overall
respondents, with relative importance indexes of 0.733 according to the overall
respondents' opinion, 0.705 according to the owners' opinion, 0.736 according to the
contractors' opinion, and 0.767 according to the consultants' opinion.
The respondents ranked corrective action to improve the technical requirements control as
the second most important factor under the group of information resources. Regardless of
which factor is more effective, technological resources are essential for TQM
implementation.
Table 4.6: Technological resources sub factors according to the overall respondents' opinion
Overall
respondent Owner Contractor Consultant Main factor
Item
RII R RII R RII R RII R Specifying the need for new technologies 0.733 1 0.705 1 0.736 1 0.767 1
Corrective action to improve the technical requirements control
0.628 2 0.663 2 0.609 2 0.650 3
Transferring technology and focusing on research and development
0.621 3 0.644 3 0.604 3 0.650 3
Tec
hnol
ogic
al r
esou
rces
System for the best use of technology 0.610 4 0.611 4 0.596 4 0.667 2
Technological resources 0.648 0.656 0.636 0.683
48
4.2.3 Strategy and plan Table 4.7 shows that under the group of strategic and plan sub-factors, the most important
factor is identifying the goals. It ranked first according to the overall respondent, owners,
contractors, and consultants. The relative importance indexes of this factor are 0.893,
0.894, 0.894, and 0.891 according to the overall respondent, owners, contractors, and
consultants' opinions, respectively.
The results indicate that under the group of quality strategy and plan factors, the first six
factors can be placed in descending order according to their importance in the overall
respondent opinion as follows: identifying the goals, establishing strategic base on the
concept of overall quality management, identifying the organization mission and vision,
control and improve of plans, analysis of internal and external environment, and
establishing strategic base on information relevant to overall quality. The relative
importance index for each factor is very close to the others. The relative importance
indexes of these six factors ranged between 0.893 for the most important factor and 0.800
for the least important factor, which are very high, indicating the importance of all the
factors in TQM implementation.
Strategic planning is a critical success factor of TQM implementation on construction
projects. Strategic planning is an organization's process of defining its strategy, or
direction, and making decisions on allocating its resources to pursue this strategy. Strategic
planning is the formal consideration of an organization's goals. In many organizations, this
is viewed as a process for determining where an organization is going over the next year or
more -typically 3 to 5 years, although some extend their vision to 20 years.
Although communication strategies and identifying customers and their needs are the
lowest important factors related to strategic and plan sub-factors, they have high relative
importance indexes, which mean all factors are very important to implementing TQM in
construction projects. Results are supported by a number of other studies such as those
conducted by (Zhang, 2001), and by (Abu-Hamatteh et al, 2003) which identify the factors
under strategy planning as one of the most important factors that effect in TQM
implementation.
49
Table 4.7: Strategy and plan sub-factors according to the overall respondents' opinion
Overall respondent Owner Contractor Consultant Main
factor
Item RII R RII R RII R RII R
Identifying the goals 0.893 1 0.894 1 0.894 1 0.891 1 Establishing strategic base on the concept of total quality management
0.844 2 0.832 2 0.864 2 0.850 2
Identifying the organization mission and vision
0.838 3 0.800 3 0.843 4 0.833 3
Control and improve ment of plans 0.836 4 0.789 4 0.855 3 0.817 5
Analysis of internal and external environment 0.805 5 0.768 5 0.817 6 0.817 4
Establishing strategic base on information relevant to total quality
0.800 6 0.747 6 0.821 5 0.800 6
Communication strategies 0.692 7 0.716 7 0.698 7 0.633 7
Stra
tegy
and
pla
n
Identifying customers and their needs 0.672 8 0.684 8 0.677 8 0.633 7
Strategy and plan 0.796 0.777 0.809 0.778
Process management 4.2.4 These factors include sub-factors focusing on quality process systems, customer
relationship management, and coordination and structure.
a) Quality process system Table 4.8 shows that under the group of quality process system sub-factors time is one of
the most important factors. It ranked first according to contractors, and consultants
opinions and second according to the owners' opinions. The relative importance indexes of
this factor are 0.921, 0.832, 0.962, and 0.900 according to the overall respondent, owners,
contractors, and consultants' opinions.
This result can be justified because construction performance was measures in terms of the
“iron/golden” triangle, which refers to meeting time, cost, and quality related criteria. The
iron/golden triangle is still regard as applicable for measuring construction performance.
Construction management researchers have explored the factors that influence the
emphasis given to the time, cost, and quality-related criteria that make up the iron/golden
triangle, and there have been studies exploring the links between TQM and iron/golden
triangle. One of the studies has considered the impact of iron/golden triangle in the TQM
50
implementation in UK (Bryde and Robinson, 2007), the result of this study supports the
result in Gaza.
The overall respondents and contractors ranked project objectives of as the second
important factor under the group of quality process system. On the other hand, it ranked
first in the opinion of the owners. The relative importance index of this factor is 0.905
according to the owners' opinion, 0.838 according to the contractors' opinions and 0.833
according to the consultants' opinions. This result is very close to the results under strategy
and planning group.
However the eight factors which ranked from the third position to the tenth position are
very important factors where the relative importance index of the lowest factor under this
group is 0.690. This is considered high, due to the difficult economic condition in Gaza.
There is a need to focus on the process management factors. The results for these eight
factors are supported by a research prepared by Tan and Lu, (1995).
Table 4.8: Quality process system sub-factors according to the overall respondent opinion
Overall respondent Owner Contractor Consultant Main
factor
Item RII R RII R RII R RII R
Time 0.921 1 0.832 2 0.962 1 0.900 1 Project objectives 0.854 2 0.905 1 0.838 2 0.833 5 Conformance to safety process 0.826 3 0.821 3 0.817 3 0.867 2
Conformance to owner's 0.800 4 0.779 4 0.804 4 0.817 6 Conformance to codes and standards 0.782 5 0.747 5 0.779 6 0.850 3
Conformance to control 0.792 5 0.747 5 0.800 5 0.833 4 Conformance to documentation 0.733 7 0.726 7 0.723 7 0.783 8
Conformance to calculation standards 0.700 8 0.716 8 0.689 8 0.717 9
Engineering drawings based on local standard 0.697 9 0.716 8 0.689 9 0.700 10
Qua
lity
proc
ess s
yste
m
Conformance to design processes and procedures 0.690 10 0.663 10 0.677 10 0.783 7
Quality process system 0.779 0.765 0.778 0.808
51
b) Customer relationship Table 4.9 shows that under the customer relationship management subgroup, the most
important factor is the methodology of gathering and analyzing information. It ranks first in
the opinion of overall respondent, owners, contractors, and consultants. The relative
importance indexes of this factor are 0.795, 0.758, 0.800, and 0.833 according to the
overall respondent. The factor of the customer relationship management is considered as
the more effective. However all other factors are essential for TQM implementation. TQM
focuses on the integration and co-ordination, as well as on the continuous improvement of
all activities and processes. Customer relationship management is a very recent strategy
and philosophy. It is focus on concerned with all integrated internal and external activities
within and between organizations. TQM can have a major impact upon an organization by
improving customer relationships and satisfaction.
Table 4.9: Customer relationship sub-factors according to the overall respondent opinion
Overall respondent Owner Contractor Consultant Main
factor
Item RII R RII R RII R RII R
Methodology of gathering and analyzing information. 0.795 1 0.758 1 0.800 1 0.833 1
System to specify needs 0.726 2 0.726 2 0.715 2 0.767 2
Cus
tom
er
rela
tions
hip
System for suggestions and complaints 0.659 3 0.674 3 0.643 3 0.700 3
Customer relationship 0.726 0.719 0.719 0.767 c) Coordination and structure Table 4.10 shows that under the group of coordination and structural job description sub-
factors consider as the one of the most important factors followed by other factors. It
ranked first according to the opinion of the overall respondent, contractors, consultants, and
owners. The relative importance indexes of this factor are 0.874, 0.821, 0.894, and 0.883
according to the overall respondent, owners, contractors, and consultants opinions,
respectively. Employees are unlikely to recognize problems as they occur due to their
limited understanding of the overall process and job description. Even when employees
recognize problems, they do not have the authority to correct them without management
approval. Organizational control processes are hierarchical and involve vertical
coordination and communication, and vertical dependency.
52
Regardless of which factor of coordination and structure is more effective, all factors are
essential for TQM implementation. This result is supported by the research conducted in
Jordan by Abu-Hamatteh et al. (2003). Organizational structure institutionalizes how
people interact with each other, how communication flows, and how power relationships
are defined. The structure of an organization reflects how job tasks are formally divided,
grouped, and coordinated. TQM also requires a move away from vertical lines of
coordination and a move toward coordination across departments, organizational levels,
functions, product lines, and locations. These open and informal lines of coordination can
help solve problems of change resistance and enable the implementation of TQM.
Organizations with job description and good coordination are more likely to be effective at
implementing TQM.
Table 4.10: Coordination and structure sub-factors according to the overall respondent opinion
Overall respondent Owner Contractor Consultant Main
factor
Item RII R RII R RII R RII R
Job description 0.874 1 0.821 1 0.894 1 0.883 1 Mechanism of coordination between different project parties and levels
0.821 2 0.789 2 0.838 2 0.800 3
Methodology for setting and improving the organization structure
0.808 3 0.768 5 0.821 3 0.817 2
Mechanism for ensuring coordination 0.803 4 0.789 3 0.809 4 0.800 3
Coo
rdin
atio
n an
d st
ruct
ure
Methodology for authority delegation 0.779 5 0.779 4 0.791 5 0.733 5
Coordination and structure 0.817 0.789 0.831 0.807
4.2.5 Customer satisfaction Table 4.11 shows that under customer satisfaction sub-factors, achieve the plan is one of
the most important factors. It ranked in the first position in the opinion of the overall
respondent, contractors, consultants, and owners. This result is consistent with previous
output, which refers to the importance of the planning under strategic plan and quality
process system groups. A number of studies such as the research conducted by Zhang
(2001), and that in Jordan by (Abu-Hamatteh et al, 2003) support this result, which identify
the factors under strategy planning as one of the most important factors that effect in TQM
implementation. The overall respondents ranked the "contractor's abilities to cooperate and
53
the skills of the contractor's workers and supervisors" as the second most important factor
under the group of customer satisfaction, with relative importance indexes of 0.834, 0.889,
0.826 and 0.783 according to the overall respondent, owners, contractors, and consultants'
opinions respectively. Result is consistent with the output, which refers to the importance
of the cooperation under coordination and structure group and supported by Karnas' study
(2004).
Although the response time for customer requests was ranked in the third position by
owners and contractors opinions. It has the lowest relative importance index in the
consultants opinion where the nature of the construction industry in Gaza is different from
other industries and the customer in this industry as the consultant is not very interested in
the factor of response time for customer requests. This result is different form that stated in
the research conducted in the UK by (Bryde and Robinson 2007). Although measuring
overall customer satisfaction and customer retention emerged as factors with the lowest
mean related to the factors in the customer satisfaction, they have high relative importance
indexes , meaning that all factors under customer satisfaction are very important to
implementing TQM in construction projects.
Table 4.11: Customer satisfaction sub-factors according to the overall respondent opinion
Overall respondent Owner Contractor Consultant Main
factor
Item RII R RII R RII R RII R
Achieve the plan 0.860 1 0.889 1 0.864 1 0.800 1 The contractor's abilities to cooperate and the skills of the contractor's workers and supervisors
0.834 2 0.889 2 0.826 2 0.783 2
Response time for customer requests 0.735 3 0.789 3 0.736 3 0.650 5
Measure overall customer satisfaction 0.727 4 0.778 4 0.715 4 0.700 3
Cus
tom
er sa
tisfa
ctio
n
Customer retention 0.679 5 0.678 5 0.677 5 0.691 4
Customer satisfaction 0.767 0.804 0.763 0.725 4.2.6 Training and education Table 4.12 shows that under the group of training and education factors, the most important
factor is "develop team work between employees" to implement the TQM in the
construction industry. The different phases of the project obligations demand that training
the human resources be brought together to form the semblance of a coherent team. These
54
teams are formed at the different stages of the project, and thus their very nature is
constrained by the life-span of the project. While teamwork may lead to the determination
of many key issues, it is vital in the management of continual improvement. Effective
management of any project requires the formation and development of teamwork. Without
teamwork, then conflict situations may be more common or pronounced. With the use of
teams, the business will receive quicker and better solutions to problems. Teams also
provide more permanent improvements in processes and operations. In teams, people feel
more comfortable bringing up problems that may occur, and can get help from other
workers to find a solution and put into place.
The results show that under group of training and education factors both training in the
total quality concept and training given to managers, supervisors and employees related to
quality are ranked in the second and third positions and have very close relative importance
index. These factors are very important in that they refer to the importance of training
workers to understand the meaning of total quality management. Regardless of which
factor of training and education is more effective, all factors are essential for TQM
implementation. This result is consistent with the result of the research conducted in Hong
Kong by Antony et al, (2002).
Table 4.12: Training and education sub-factors according to the overall respondent opinion
Overall respondent Owner Contractor Consultant Main
factor
Item RII R RII R RII R RII R
Develop team work between employees 0.821 1 0.874 1 0.804 1 0.800 2
Training in the "total quality concept" 0.808 2 0.842 2 0.791 3 0.817 1
Training given to managers, supervisors and employees related to quality
0.805 3 0.821 3 0.800 2 0.800 2
Training in interactive skills such as communication skills, meeting skills, and leadership skills
0.759 4 0.737 5 0.779 4 0.717 4
Availability of resources for employee training in the company
0.741 5 0.716 6 0.757 5 0.717 4
Tra
inin
g an
d ed
ucat
ion
Employees receive training in specific skills (technical and vocational)
0.700 6 0.758 4 0.685 6 0.667 7
55
Training in problem identification and solving skills, quality improvement skills
0.649 7 0.663 8 0.643 7 0.650 8
Training in statistical improvement techniques 0.636 8 0.674 7 0.609 8 0.683 6
Training and education 0.740 0.761 0.733 0.731
4.2.7 Continuous improvement
Table 4.13 shows that under group of continuous improvement factors searching for root
causes by diagnosing the system malfunction is one of the most important factors. It ranked
first in the opinion of the overall respondents and contractors. While it ranked second in the
opinion of owners and consultants. The relative importance indexes of this factor are 0.821,
0.821, 0.821, and 0.817 according to the overall respondents, owners, contractors, and
consultants opinions. This result is logical since this factor helps in developing root
solutions to the problems of the system in the organization.
"working smoothly in teams" is ranked in the second position according to the overall
respondents, and it ranked as first in the owners opinion, while the consultants and
contractors ranked it in the third and fourth position respectively. The result of both of the
above two factors is supported by (Pheng and Ke-Wei 1996) research. Regardless of
position of the respondents, the relative importance index of this factor is very close in the
different positions. This relative importance index is consistent with previous output, which
refers to the importance of the working smoothly in teams under the training and education
group.
56
Table 4.13: Continuous improvement sub-factors according to the overall respondent opinion
Overall respondent Owner Contractor Consultant Main
factor
Item RII R RII R RII R RII R
Searching for root causes when diagnosing the system malfunction
0.821 1 0.821 2 0.821 1 0.817 2
Working smoothly in teams 0.815 2 0.853 1 0.804 4 0.800 3
The quality of data which use to evaluate supervisor and managerial performance
0.808 3 0.800 3 0.821 1 0.767 6
Regular evaluation for the operating system 0.797 4 0.768 5 0.813 3 0.783 4
Benchmarking to improve a systems or subsystems and implement/monitor programs
0.792 5 0.779 4 0.783 5 0.850 1
Con
tinuo
us
impr
ovem
ent
Gradual future change 0.762 6 0.726 6 0.770 6 0.783 4
Continuous improvement 0.799 0.791 0.802 0.800 4.2.8 Communication
Table 4.14 shows that both good communications between different departments and
effective top-down and bottom-up communication factors are ranked in the first and second
positions respectively in the overall respondents, owners, contractors, and consultants
opinions. Both these factors have very close relative importance indexes. These factors in
communication are very important to breaks down barriers between departments. It also
allows dealing with all members, customers, and suppliers in a more professional manner. Both formal feedback and feedback on quality issues factors are ranked under the
communication in the first and second positions respectively in the overall respondents,
owners, contractors, and consultants opinions. Both these factors have very close relative
importance indexes. Formal feedback allows the receiver to acknowledge understanding
the content of the received message. If the intended communication did not take place, then
the sender can use the feedback to diagnose where the communication failed and how to
improve the process. Feedback requires the same communication process as original
communication, where the receiver becomes the source. As indicated in Table 4.14, many
respondents felt that the feedback factor is a very effective way to communicate.
57
The result for this factor is supported by the research conducted in UK by Oakland and
Aldridge, (1995), which identify this factor as an important factor in TQM implementation.
Table 4.14: Communication sub-factors according to the overall respondents opinion
Overall respondent Owner Contractor Consultant Main
factor
Item RII R RII R RII R RII R
Good communications between different departments
0.838 1 0.821 1 0.855 1 0.800 1
Effective top-down and bottom-up communication 0.805 2 0.789 2 0.834 2 0.800 1
Formal feedback 0.795 3 0.768 3 0.804 3 0.767 3
Feedback on quality issues 0.784 4 0.747 4 0.796 4 0.750 4
Com
mun
icat
ion
Quality techniques/tools to solve problems 0.705 5 0.705 5 0.694 5 0.750 4
Communication 0.786 0.766 0.797 0.773 4.3 Main success factors of TQM implementation
Part three of the questionnaire contains eight main critical success factors of total quality
management implementation on construction projects in Gaza Strip. Table 4.15 shows the
analysis of the results of the main critical success factors.
Table 4.15: Main total quality management factors according to the overall respondents' opinion
Overall respondent Owner Contractor Consultant Main
factor
Total Quality Management RII R RII R RII R RII R
Leadership 0.951 1 0.958 1 0.957 1 0.917 1 Resource management 0.728 7 0.737 7 0.740 6 0.667 7 Strategy and plan 0.913 2 0.911 2 0.922 2 0.883 2 Process management 0.808 4 0.800 4 0.826 4 0.750 4 Customer satisfaction 0.731 6 0.779 5 0.719 8 0.700 6 Training and education 0.718 8 0.737 8 0.736 7 0.617 8 Continuous improvement 0.826 3 0.832 3 0.830 3 0.800 3 T
otal
Qua
lity
Man
agem
ent
Communication 0.774 5 0.747 6 0.796 5 0.733 5
Total Quality Management 0.806 0.811 0.816 0.758
58
4.3.1 Leadership The results show that leadership is the most important factor. It ranked as first position in
the opinion of the overall respondents, owners, contractors, and consultants. The relative
importance indexes of this factor are 0.951, 0.958, 0.957, and 0.917 according to the
overall respondents, owners, contractors, and consultants opinions.
Leadership, considered as the most influential TQM element, affects 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. This result is
consistent with the result of the research prepared in the West Bank by Baidoun (2004).
TQM is a way of life for an organization. It has to be introduced and led by top
management. This is a key point. Attempts to implement TQM often fail because top
management did not commit to implementing TQM. Commitment and personal
involvement are required from top management in creating and deploying clear quality
values and goals consistent with the objectives of the organization, and in creating and
deploying well-defined systems, methods and performance measures for achieving those
goals. Leadership in TQM requires the manager to provide an inspiring vision, and make
strategic directions that are understand by all to instill values that guide subordinates. For
TQM to be successful, the leader must be committed to leading the employees. A leader
must understand TQM, believe in it and then demonstrate through their daily practices of
TQM. A leader must have strong character including (courage, integrity, compassion,
humour, passion, and wisdom), ability to identify the responsibilities for quality
performance, ability to assign the responsibilities for quality to the department heads. The
leader makes sure that strategies, philosophies, values and goals are transmit down through
out the organization to provide focus, clarity and direction. A key point is that TQM has to
be introduced and lead by top management.
4.3.2 Resource management
The results show that resource management is one of the most important factors that effect
in TQM implementation. The relative importance indexes of this factor are 0.728, 0.737,
0.740, and 0.667 according to the overall respondents, owners, contractors, and consultants
opinions respectively. 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
59
and Robinson 2007) and Abu-Hamatteh et al (2003) defined the resource development and
management as one of the important factors in implementing TQM.
4.3.3 Strategy and plan
The results show that the quality strategy and plan factor is one of the most important
factors. It ranked in the second position in the opinion of overall respondents, owners,
contractors, and consultants. The relative importance indexes of this factor are 0.931,
0.911, 0.922, and 0.883 according to the overall respondents, owners, contractors, and
consultants opinion. Results are supported by a number of other studies such as those conducted by Zhang,
(2001), and by Abu-Hamatteh et al, (2003).
Strategy and plan is one of the most important factors that effect the implementation of
TQM, which enable the institutions to carry out their operations and be prepared for the
future. Strategy and planning is an important factor for the organization to improve quality
management practices. Strategic quality management concepts must be put into practice by
the inclusion of quality objectives in the strategic planning process. Planning develops a
long-term road map with the incorporation of core competencies concepts and emphasizes
the adoption of new technologies. There is no doubt that the implementation of total quality
management requires strategy planning, where TQM may take years to be put it in place
within an organization but a start could be made with fruitful short-term successes. TQM
implementation requires a long period to change the culture.
4.3.4 Process management
The results show that process management is one of the most important factors. The
relative importance indexes of this factor are 0.808, 0.800, 0.826, and 0.750 according to
the overall respondents, owners, contractors, and consultants opinions respectively. A key
part of any total quality strategy is the management of processes. Process refers to some
unique combinations of machine, tools, methods, materials, and people engaged in
production. Process management focuses on the extent of the company’s commitment to
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, organizational methods, 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.
60
4.3.5 Customer satisfaction The results show that customer satisfaction is one of the most important factors. The
relative importance indexes of this factor are 0.718, 0.779, 0.719, and 0.700 according to
the overall respondents, owners, contractors, and consultants opinions respectively. TQM
recognizes that a perfectly produced product has little value if it is not what the customer
wants. Organizations need to continually gather information by means of focus groups, and
customer interviews in order to stay in tune with what customers want. Customer focus can be defined as the degree to which an organization continuously
satisfies customer needs and expectations. A successful organization recognizes the need to
put the customer first in every decision made. The key to quality management is
maintaining a close relationship with the customer in order to fully determine the
customer’s needs, as well as to receive feedback on the extent to which those needs are
being met. Customer needs should be satisfied in the design phase and development
process, so that there is a less likelihood of quality problems in the construction phase.
Obtaining customer satisfaction information is essential for pursuing customer focus
efforts. Intensive examination of finished projects from the viewpoint of the customer can
be a useful predictor of customer satisfaction. Such information includes data on field
failures, and analysis and reporting of customer attitude trends regarding project quality.
Such information is valuable for new product development. The results of customer
satisfaction surveys can be used to take immediate action on customer complaints, identify
problems requiring generic corrective action, and provide a quantitative measurement of
customer satisfaction (Juran and Gryna, 1993). Thus, it is very important to find customer
satisfaction and perception of quality. The insights gained can clearly help the firm
improve quality.
4.3.6 Training and education
The results show that the training and education factor is one of the most important factors.
The relative importance indices of this factor are 0.718, 0.737, 0.736, and 0.617 according
to the overall respondents, owners, contractors, and consultants opinions respectively.
Employees, from top to bottom of an organization, should be provided with the right level
and standard of education and training to ensure their general awareness and understanding
of quality management concepts. A formal program of education and training needs to be
planned and provided on a timely and regular basis to enable people to cope with
61
increasingly complex problems. Without training it is difficult to solve problems, and,
without education, behavior and attitude change will not take place. The training program
must focus on helping managers to achieve improvements. It also has to be recognized that
not all employees will have received and acquired adequate levels of education. The
structure of the training program may incorporate some updating of basic educational skills
innumeracy and literacy, but it must promote continuing education and self-development.
Training refers to the acquisition of specific skills or knowledge. Training programs
attempt to teach employees how to perform particular activities or a specific job.
Education, on the other hand, is much more general, and attempts to provide employees
with general knowledge that can be applied in many different settings. Training is one of
the most commonly used TQM implementation practices. Organizations that implement
TQM invest heavily in training for employees at different levels. Deming spoke often of
the importance of properly training workers in performing their work. Otherwise, it is
difficult to improve their work.
4.3.7 Continuous improvement The results show that the continuous improvement factor is one of the most important
factors. It ranked in the third position in the opinion of overall respondents, owners,
contractors, and consultants. The relative importance indexes of this factor are 0.826,
0.832, 0.830, and 0.800 according to the overall respondents, owners, contractors, and
consultants opinion.
Continuous improvement of all operations and activities is at the heart of TQM. Once it is
recognizes that TQM implementation can only be obtained by satisfying continuous
improvement in the organization. As a result, there is a focus on continuous improvement
of the organization's processes. This will lead to an improvement in TQM implementation. Traditional systems operated on the assumption that once an organization has achieved a
certain level of quality, it was successful and needed no further improvements. Continuous
improvement requires that the organization continually strive to be better through learning
and problem solving. Because the organization can never achieve perfection, the
organization must always evaluate its performance and take measures to improve it.
62
4.3.8 Communication
The results show that the communication factor is one of the most important factors. The
relative indices of this factor are 0.774, 0.747, 0.796, and 0.733 according to the overall
respondents, owners, contractors, and consultants opinions respectively.
The communication process is perhaps the vital link between success and failure of any
good idea or innovation in which the human factor plays a critical role. It is the most
important element in the ‘quality’ revolution, as it addresses the very issue of changing
people’s mindsets. 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. Effective
communication process has the ability to form the construction organization into a coherent
capable of learning and continuous improvement. The communication process at projects level must attempt to create a shared vision for the
necessity to embrace TQM principles and improve the construction processes, that is, to
prepare the rank and file for cultural changes. It must be honest and positive, convincing
people that their future will be better served if they implement the TQM. This result is
supported by a number of studies such as the research conducted in UK by Oakland and
Aldridge, (1995).
4.4 Degree of agreement among the different types of organizations
To determine whether there is a degree of agreement in the levels of each of the factors
affecting the total quality implementation among each of the owners, contractors and
consultants Kendall's Coefficient of Concordance is used as a measure of agreement among
raters. Each case is a judge or rater and each variable is an item or person being judged. For
each variable, the sum of ranks is computed. Kendall's W ranges between 0 (no agreement)
and 1 (complete agreement). The calculated Kendall's coefficients of concordance for each
field are list in Table 4.16.
Null Hypothesis: H0: There is an insignificant degree of agreement among the owners,
contractors and consultants.
Alternative Hypothesis: H1: There is a significant degree of agreement among the owners,
contractors and consultants.
63
Table 4.16: Kendall's Coefficient of Concordance for each group
No. Field W Chi-Square P-value Decision
1. Leadership 0.797 184.107 0.000 Reject H0 2. Human Resources 0.646 149.226 0.000 Reject H0 3. Information Resources 0.668 154.308 0.000 Reject H0 4. Financial Resources 0.748 172.788 0.000 Reject H0 5. Material Resources 0.727 167.937 0.000 Reject H0 6. Technological Resources 0.502 115.962 0.003 Reject H0 7. Resource Management 0.724 167.244 0.000 Reject H0 8. Quality Strategy and Plan 0.745 172.095 0.000 Reject H0 9. Quality Process System 0.77 177.87 0.000 Reject H0 10. Customer Relationship Management 0.662 152.922 0.000 Reject H0 11. Coordination and Structure 0.796 183.876 0.000 Reject H0 12. Process Management 0.783 180.873 0.000 Reject H0 13. Customer Satisfaction 0.704 162.624 0.000 Reject H0 14. Training and Education 0.706 163.086 0.000 Reject H0 15. Continuous Improvement 0.767 177.177 0.000 Reject H0 16. Communication 0.742 171.402 0.000 Reject H0 17. Total Quality Management
Implementation 0.787 181.797 0.000 Reject H0
ALL 0.786 181.566 0.000 Reject H0 * The agreement is significant at level of significant α = 0.05 Since the p-value is less than α = 0.05 (α is the level of significance) the null hypothesis,
H0, is rejected and the alternative hypothesis, H1, is accepted. Therefore, it can be
concluded that there is a significant degree of agreement among the different types of
organizations
4.5 Means differences between the organization type
The Kruskal-Wallis (KW) is used to compare between ranks means of two or more
samples. This test is used in order to examine if there are any significant differences in the
point of view of the respondents (Owners , Contractors and Consultants) regarding the
levels of each of the factors affecting the TQM implementation in construction projects.
The KW results are shown in Table 4.17.
As shown in Table 4.17, all p-values for each group are greater than α = 0.05 (α is the level
of significance), thus there are no significant differences between the organization types
(Owners, Contractors, and Consultants) regarding their responses to all fields. So, it can be
concluded that organization types have no effect on the respondents’ degree.
64
Table 4.17: Kruskal- Wallis test for factors affecting the TQM implementation in construction projects
No. Field KW value P-value 1. Leadership 2.379 0.304 2. Human Resources 1.064 0.587 3. Information Resources 0.627 0.731 4. Financial Resources 0.947 0.623 5. Material Resources 0.845 0.655 6. Technological Resources 2.145 0.342 7. Resource Management 1.161 0.560 8. Quality Strategy and Plan 0.970 0.616 9. Quality Process System 1.784 0.410 10. Customer Relationship Management 3.481 0.175 11. Coordination and Structure 5.171 0.075 12. Process Management 3.954 0.139 13. Customer Satisfaction 2.168 0.338 14. Training and Education 1.695 0.429 15. Continuous Improvement 1.353 0.508 16. Communication 0.268 0.874 17. Total Quality Management 3.052 0.217
ALL 1.936 0.380
4.6 Correlation between each main factor in part three of the questionnaire and the corresponding factor in part two. Spearman rank correlation test is used to test if there is a significant relationship between
each main factor influencing the implementation of TQM on Construction in part in part
three of the questionnaire and the corresponding factor in part two. Results are shown in
Table 4.18.
Table 4.18: Correlation between each main factor influencing the implementation of TQM
and the corresponding field
No. Factors Spearman Correlation
Coefficient P-value
1. Leadership 0.327 0.002* 2. Resource management 0.125 0.138 3. Strategy and plan 0.256 0.013* 4. Process management 0.341 0.001* 5. Customer satisfaction 0.542 0.000* 6. Training and education 0.451 0.000* 7. Continuous improvement 0.365 0.001* 8. Communication 0.454 0.000*
* Correlation is significant at level of significance α = 0.05
65
For all fields except resource management, the p-value ranges between 0.000 and 0.013
which is smaller than α = 0.05 (α is the level of significance). It can thus be concluded that
there is a significant relationship between each main factor influencing the implementation
of TQM on construction in part three of the questionnaire and the corresponding factor in
part two. On the other hand, the p-value =0.138 for resource management which is greater
than α = 0.05 (α is the level of significance) thus there an insignificant relationship
between resource management as a main factor influencing the implementation of TQM on
construction in part three of the questionnaire and the corresponding factor in part two.
66
Chapter 5
Model Development
Through this research, a model to measure TQM was developed to be used as a tool to
measure TQM in construction projects in Gaza Strip. This Chapter describes the
methodology used to develop this model.
In 1906, the Italian economist Vilfredo Pareto created a mathematical formula to describe
the unequal distribution of wealth in his country, observing that twenty percent of the
people own eighty percent of the wealth, which means 20% of factors, achieves 80% of the
importance percentage.
The Pareto approach was used to develop the model. This approach was developed and
applied based on calculating the importance percentages of main and sub-factors. The
model represents the critical success factors of TQM implementation on construction
projects in Gaza Strip.
5.1 Model development steps A model has been developed to estimate the importance of each of the main factors and sub
factors. To develop the model the following steps has been followed:
Step1: Calculation of the importance percentages of the main factors according to their
impact on the TQM implementation, by summing the RII of the main factors, which were
obtained in Chapter 4, then equation 5.1 is used to calculate the importance percentage for
each element as shown in the fourth column of Table 5.1.
Importance percentage for main factors (βi) =
∑=
8
1iiRII
iRII*100% (5.1)
i= Main factors j= Group factors k= Sub factors
67
Table 5.1: The importance percentages of the main factors
No. Factors RIIi
βi =
∑=
8
1yiRII
iRII*100%
1. Leadership 0.802 β1 = 12.942% 2. Resource management 0.726 β2 = 11.715% 3. Strategy and plan 0.796 β3 = 12.845% 4. Process management 0.781 β4 = 12.603% 5. Customer satisfaction 0.767 β5 = 12.377% 6. Training and education 0.740 β6= 11.941% 7. Continuous improvement 0.799 β7 = 12.893% 8. Communication 0.786 β8 = 12.684%
TQM ∑=
8
1iiRI = 6.197
Step2: Calculation of the importance percentage (βij) for groups' factors under main factors
in reference to their impact on TQM implementation using equation 5.2.
(βij) = βi*
∑=
5
1jijRI
ijRI (5.2)
For example to calculate the importance of groups factors under resource management
main factor the following procedures can be follow:
a. Summation of RII2j for the resource management sub-groups. Then the G2j is calculated
to representing the percentage for each factor in reference to resource management sub-
group as shown in the third column of Table 5.2. Then G2j is multiplied by β2 as in
equation 5.3 in order to calculate the percentage of each factor in reference to its impact
on TQM implementation βij as in column 4 in Table 5.2
The percentage of group factors under resource management's factor
(β2j) = β2*
∑=
5
12
2
jjRI
jRI (5.3)
68
Table 5.2: The importance percentages for groups factors under resource management
Factors RII2j ∑=
5
12
2
jjRII
jRII β2j = β2*
∑=
5
12
2
jjRII
jRII
Human resources 0.713 a1 = 18.553% β1a = 2.174%
Information resources 0.733 a2 = 19.074% β2a = 2.234%
Financial resources 0.778 a3 = 20.245% β3a = 2.372%
Material resources 0.971 a4 = 25.267% β4a = 2.960%
Technological resource 0.648 a5 = 16.862% β5a = 1.975%
Resource management ∑=
5
12
ijRII =3.843
Also, calculate the importance of groups factors under process management main factor the
following procedures can be follow: b. Summation of RII4j for the process management sub-groups. Then the G4j is calculated
to represent the percentage of each factor in reference to process management sub-
group as shown in the third column of Table 5.3. Then G4j is multiplied by β4 as in
equation 5.4 in order to calculate the percentage of each factor in reference to its impact
on TQM implementation as in column 4 in Table 5.3
The percentage of groups' factors under process management's factor (β4j)
= β4*
∑=
3
14
4
jjRII
jRII (5.4)
Table 5.3: The importance percentages for group factors under process management
Factors RII4j (G4j) =
∑=
3
14
4
jjRII
jRII
(β4j) = β4* G4j
Quality process system 0.713 b1 = 33.549% β1b = 2.174%
Customer relationship 0.733 b2 = 31.266% β2b = 2.234%
Coordination and structure 0.778 b3 = 35.185% β3b = 2.372%
Process management ∑=
3
1iGib = 3.843
69
Step3: Calculation of the importance percentage for sub-factors in reference to their impact
on TQM implementation by using equation 5.5.
The importance percentage of sub-factors = (βijk) = βij *
∑=
k
jijkRII
ijkRII
1
(5.5)
i= Main factors, j= Group factors, and k= Sub factors
Table 5.4: The importance percentages for sub-factors
Main factor Factors RIIijk
∑=
k
jijkRII
ijkRII
1
βijk
Top management commitment to total quality management 0.918 0.0954 β111=0.0123
Strong character of leaders such as (humility; courage; integrity; compassion; humor; passion; and wisdom)
0.905 0.0941 β112=0.0122
Middle management and employees commitment 0.867 0.0901 β113=0.0117
Attached to quality by the top management in relation to cost and schedule objectives
0.838 0.0871 β114=0.0113
Ability to assign the responsibilities for quality on the department heads
0.821 0.0853 β 115=0.0110
Ability of top management to identify the responsibilities for quality performance
0.800 0.0832 β 116=0.0108
Involvement with customers and suppliers 0.787 0.0818 β 117=0.0106
Support of total quality by provision of appropriate resources and assistance
0.777 0.0808 β 118=0.0105
Support of total quality in organization culture 0.767 0.0797 β 119=0.0103
Involvement in total quality objective task definition, budgeting, and measurement
0.762 0.0792 β 1,1,10=0.0102
Development a long-term vision 0.756 0.0786 β 1,1,11=0.0102
1. L
eade
rshi
p
Active promotion of total quality outside the organization 0.623 0.0648 β 1,1,12=0.0084
70
2. Resource management Incentives system 0.918 0.2259 β 211=0.0049
Methodology for gathering and analyzing information
0.905 0.2237 β 212=0.0049
Training needs and evaluating it 0.867 0.2066 β 213=0.0045
Suggestions and complaints system
0.838 0.1777 β 214=0.0039
2.1
Hum
an r
esou
rces
Welfare program
0.821 0.1662 β 215=0.0036
Information system 0.792 0.3600 β 221=0.0080
Information system covering most of the duties 0.736 0.3345 β 222=0.0075
2.2
Info
rmat
ion
reso
urce
s
Program for specifying the needs for information system
0.672 0.3055 β 223=0.0068
Plans to increase income, cut down on expenditure
0.885 0.2846 β 231=0.0067
Methodology of preparing budget
0.800 0.2572 β 232=0.0061
Meeting the budget
0.715 0.2299 β 233=0.0055
2.3
Fina
ncia
l res
ourc
es
Corrective action to control project cost
0.710 0.2283 β 234=0.0054
Storage system 0.885 0.3688 β 241=0.0109
Specifying the required material 0.800 0.3333 β 242=0.0099
2.4
Mat
eria
l re
sour
ce
System for the best selection of material resources
0.715 0.2979 β 243=0.0088
Specifying the need for new technologies
0.733 0.2828 β 251=0.0056
Corrective action to improve the technical requirements control
0.628 0.2423 β 252=0.0048
Transferring technology and focusing on research and development
0.621 0.2396 β 253=0.0047
2.4
Tec
hnol
ogic
al r
esou
rces
System for the best use of technology
0.610 0.2353 β 254=0.0046
71
Identifying the goals 0.893 0.1400 β 311=0.0180 Establishing strategic base on the concept of TQM 0.844 0.1323 β 312=0.0170
Identifying the organization mission and vision 0.838 0.1313 β 313=0.0169
Control and improve of plans 0.836 0.1310 β 314=0.0168 Analysis of internal and external environment 0.805 0.1262 β 315=0.0162
Establishing strategic base on information relevant to TQM 0.800 0.1254 β 316=0.0161
Communication strategies 0.692 0.1085 β 317=0.0139
3. S
trat
egy
and
plan
Identifying customers and their need 0.672 0.1053 β 318=0.0135
4. Process management Time 0.921 0.1182 β 411=0.0050 Project objectives 0.854 0.1096 β 412=0.0046 Conformance to safety process 0.826 0.1060 β 413=0.0045 Conformance to owner's 0.800 0.1026 β 414=0.0043 Conformance to codes and standards 0.782 0.1003 β 415=0.0042
Conformance to control 0.792 0.1016 β 416=0.0043 Conformance to documentation 0.733 0.0940 β 417=0.0040 Conformance to calculation standards 0.700 0.0898 β 418=0.0038
Engineering drawings based on local standard 0.697 0.0894 β 419=0.0038 4.
1 Q
ualit
y pr
oces
s sys
tem
Conformance to design processes and procedures 0.690 0.0885 β 4,1,10=0.0038
Methodology for gathering and analyzing information.
0.795 0.3647 β 421=0.0144
System to specify needs 0.726 0.3330 β 422=0.0131
4.2
Cus
tom
er
rela
tions
hip
System for suggestions and complaints
0.659 0.3023 β 423=0.0119
Job description 0.874 0.2140 β 431=0.0095 Mechanism of coordination between different project parties and levels
0.821 0.2010 β 432=0.0089
Methodology for setting and improving the organization structure
0.808 0.1978 β 433=0.0088
Mechanism for ensuring coordination
0.803 0.1966 β 434=0.0087
4.3
Coo
rdin
atio
n an
d st
ruct
ure
Methodology for authority delegation
0.779 0.1907 β 435=0.0085
72
Achieve the plane 0.860 0.2243 β 511=0.0278
The contractor's abilities to cooperate and the skills of the contractor's workers and supervisors
0.834 0.2175 β 512=0.0269
Response time for customer requests. 0.735 0.1917 β 513=0.0237
Measure overall customer satisfaction 0.727 0.1896 β 514=0.0235
5. C
usto
mer
satis
fact
ion
Continuity and future work with same customer 0.679 0.1771 β 515=0.0219
Develop team work between employees 0.821 0.1387 β 611=0.0166
Training in the "total quality concept" 0.808 0.1365 β 612=0.0163
Training given to managers, supervisors and employees related to quality
0.805 0.1360 β 613=0.0162
Training in interactive skills such as communication skills, meeting skills, and leadership skills
0.759 0.1282 β 614=0.0153
Availability of resources for employee training in the company
0.741 0.1252 β 615=0.0149
Employees receive training in specific skills (technical and vocational)
0.700 0.1183 β 616=0.0141
Training in problem identification and solving skills, quality improvement skills
0.649 0.1096 β 617=0.0131
6. T
rain
ing
and
educ
atio
n
Training in statistical improvement techniques 0.636 0.1075 β 618=0.0128
Searching for root causes when diagnosing the system malfunction
0.821 0.1712 β 711=0.0221
working smoothly in teams 0.815 0.1700 β 712=0.0219 The quality of data which use to evaluate supervisor and managerial performance
0.808 0.1685 β 713=0.0217
Regular evaluation for the operating system 0.797 0.1662 β 714=0.0214
Benchmarking to improve a systems or subsystems and implement/monitor programs
0.792 0.1652 β 715=0.0213
7. C
ontin
uous
impr
ovem
ent
Gradual future change 0.762 0.1589 β 716=0.0205
73
Good communications between different departments 0.838 0.2134 β 811=0.0271
Effective top-down and bottom-up communication 0.805 0.2050 β 812=0.0260
Formal feedback 0.795 0.2024 β 813=0.0257 Feedback on quality issues 0.784 0.1996 β 814=0.0253
8. C
omm
unic
atio
n
Quality techniques/tools to solve problems 0.705 0.1795 β 815=0.0228
Step4: The sub-factors are organized in a descending order of priority and the sub factors'
cumulative percentage is calculated to use the Pareto principle, which states that 20% of the
factors achieve 80% of the importance percentage to find the critical success factors of
TQM implementation. Table 5.5 shows the Cumulative percentages of sub-factors in
descending arrangement
Table 5.5: Cumulative percentages of sub-factors in descending arrangement
NO Factors βijk
Sub factor percentage related to
TQM
Cumulative Sub factor percentage
1. Achieve the plan β 511 0.02776 0.02776
2. Good communications between different departments
β 811 0.02707 0.05482
3. The contractor's abilities to cooperate and the skills of the contractor's workers and supervisors
β 512 0.02692 0.08174
4. Effective top-down and bottom-up communication β 812 0.02600 0.10774
5. Formal feedback β 813 0.02568 0.13342 6. Feedback on quality issues β 814 0.02532 0.15874 7. Response time for customer
requests. β 513 0.02372 0.18246
8. Measure overall customer satisfaction β 514 0.02346 0.20592
9. Quality techniques/tools to solve problems β 815 0.02277 0.22869
10. Searching for root causes when diagnosing the system malfunction
β 711 0.02208 0.25077
11. working smoothly in teams β 515 0.02191 0.27268
12. Continuity and future work with same customer β 712 0.02191 0.29460
74
13. The quality of data which use to evaluate supervisor and managerial performance
β 713 0.02173 0.31632
14. Regular evaluation for the operating system β 714 0.02143 0.33775
15. Benchmarking to improve a systems or subsystems and implement/monitor programs
β 715 0.02130 0.35905
16. Gradual future change β 716 0.02049 0.37954
17. Identifying the goals β 311 0.01798 0.39752
18. Establishing strategic base on the concept of total quality management
β 312 0.01699 0.41451
19. Identifying the organization mission and vision β 313 0.01687 0.43138
20. Control and improve of plans β 314 0.01683 0.44821
21. Develop team work between employees β 611 0.01656 0.46478
22. Training in the "total quality concept" β 612 0.01630 0.48108
23. Training given to managers, supervisors and employees related to quality
β 315 0.01624 0.49732
24. Analysis of internal and external environment β 613 0.01621 0.51352
25. Establishing strategic base on information relevant to total quality
β 316 0.01611 0.52963
26. Training in interactive skills such as communication skills, meeting skills, and leadership skills
β 614 0.01531 0.54494
27. Availability of resources for employee training in the company
β 615 0.01495 0.55989
28. Methodology for gathering and analyzing information. β 421 0.01437 0.57426
29. Employees receive training in specific skills (technical and vocational)
β 616 0.01412 0.58839
30. Communication strategies β 317 0.01393 0.60232 31. Identifying customers and
their need β 318 0.01353 0.61585
32. System to specify needs β 422 0.01312 0.62897
75
33. Training in problem identification and solving skills, quality improvement skills
β 617 0.01309 0.64206
34. Training in statistical improvement techniques β 618 0.01283 0.65489
35. Top management commitment to total quality management
β111 0.01235 0.66724
36. Strong character of leaders such as (humility; courage; integrity; compassion; humour; passion; and wisdom)
β112 0.01217 0.67941
37. System for suggestions and complaints β 423 0.01191 0.69132
38. Middle management and employees commitment β113 0.01166 0.70299
39. Attached to quality by the top management in relation to cost and schedule objectives
β114 0.01127 0.71426
40. Ability to assign the responsibilities for quality on the department heads
β 115 0.01104 0.72530
41. Storage system β 241 0.01092 0.73621 42. Ability of top management
to identify the responsibilities for quality performance
β 116 0.01076 0.74697
43. Involvement with customers and suppliers β 117 0.01058 0.75756
44. Support of total quality by provision of appropriate resources and assistance
β 118 0.01045 0.76801
45. Support of total quality in organization culture β 119 0.01032 0.77833
46. Involvement in total quality objective task definition, budgeting, and measurement
β 1,1,10 0.01025 0.78857
47. Development a long-term vision β 1,1,11 0.01017 0.79874
48. Specifying the required material β 242 0.00987 0.80861
49. Job description β 431 0.00949 0.81810 50. Mechanism of coordination
between different project parties and levels
β 432 0.00891 0.82701
76
51. System for the best selection of material resources
β 243 0.00882 0.83583
52. Methodology for setting and improving the organization structure
β 433 0.00877 0.84460
53. Mechanism for ensuring coordination β 434 0.00872 0.85331
54. Methodology for authority delegation β 435 0.00846 0.86177
55. Active promotion of total quality outside the organization
β 1,1,12 0.00838 0.87015
56. Information system β 221 0.00804 0.87819 57. Information system
covering most of the duties β 222 0.00748 0.88567
58. Program for specifying the needs for information system
β 223 0.00683 0.89250
59. Plans to increase income, cut down on expenditure β 231 0.00675 0.89924
60. Methodology of preparing budget β 232 0.00610 0.90534
61. Specifying the need for new technologies β 251 0.00559 0.91093
62. Meeting the budget β 233 0.00545 0.91638 63. Corrective action to control
project cost β 234 0.00541 0.92180
64. Time β 411 0.00500 0.92679 65. Incentives system β 211 0.00490 0.93170 66. Methodology for gathering
and analyzing information β 212 0.00485 0.93655
67. Corrective action to improve the technical requirements control
β 252 0.00479 0.94134
68. Transferring technology and focusing on research and development
β 253 0.00473 0.94607
69. System for the best use of technology β 254 0.00465 0.95072
70. Project objectives β 412 0.00463 0.95535 71. Training needs and
evaluating it β 213 0.00448 0.95983
72. Conformance to safety process β 413 0.00448 0.96431
73. Conformance to owner's β 414 0.00434 0.96865 74. Conformance to control
β 416 0.00430 0.97295
77
75. Conformance to codes and standards β 415 0.00424 0.97719
76. Conformance to documentation β 417 0.00398 0.98117
77. Suggestions and complaints system
β 214 0.00386 0.98502
78. Conformance to calculation standards β 418 0.00380 0.98882
79. Engineering drawings based on local standard β 419 0.00378 0.99260
80. Conformance to design processes and procedures β 4,1,10 0.00377 0.99637
81. Welfare program β 215 0.00363 1.00000
Step5: Fig. 5.1 and 5.2 show that 80% of the results were achieved by 47 sub factors,
meaning that the 80/20 assumption is not applicable. However the critical success sub
factors (CSsF) were assumed as the sub factors that meet 70% of the importance of the
Pareto Chart which are 38 sub factors according to the Fig. 5.1 and 5.2.
0%10%20%30%40%50%60%70%80%90%
100%
0 20 40 60 80 100Number of factors
Cum
ulat
ive
perc
enta
ge
Fig. 5.1: Pareto chart for TQM sub factors number
78
0%10%20%30%40%50%60%70%80%90%
100%
0% 20% 40% 60% 80% 100%
Percentage of factors
Cum
ulat
ive pe
rcen
tage
Fig. 5.2: Pareto chart for TQM sub factors percentage
Step6: After finding the critical success sub factors that effect in the TQM implementation,
they are rearranged based on their main group as shown in Table 5.6. The sum of these
parameters represents about 70%, to change it to 100% representation the sub factors were
multiplied by 100% and divided by the overall total of the percentages as shown in the
fourth column of Table 5.6.
Table 5.6: Modify critical success sub factors of TQM implementation
Main factor Factors CSsFi1
CSsFi1*100 ∑CSsF
Top management commitment to TQM β111=0.0123 1.76% Strong character of leaders such as (courage; integrity; compassion; humor; passion; and wisdom)
β112=0.0122 1.73%
Lea
ders
hip
Middle management and employees commitment β113=0.0117 1.66%
Identifying the goals β 311=0.0180 2.56% Establishing strategic base on the concept of total quality management β 312=0.0170 2.42%
Identifying the organization mission and vision β 313=0.0169 2.40%
Control and improve of plans β 314=0.0168 2.39% Analysis of internal and external environment β 315=0.0162 2.31%
Establishing strategic base on information relevant to total quality β 316=0.0161 2.29%
Communication strategies β 317=0.0139 1.98%
Stra
tegy
and
pla
n
Identifying customers and their need β 318=0.0135 1.92%
79
Methodology for gathering and analyzing information.
β 421=0.0144 2.04%
System to specify needs β 422=0.0131 1.87%
Proc
ess
man
agem
ent
System for suggestions and complaints β 423=0.0119 1.69%
Achieve the plan β 511=0.0278 3.95% The contractor's abilities to cooperate and the skills of the contractor's workers and supervisors
β 512=0.0269 3.83%
Response time for customer requests β 513=0.0237 3.37% Measure overall customer satisfaction β 514=0.0235 3.34%
Cus
tom
er sa
tisfa
ctio
n
Continuity and future work with same customer β 515=0.0219 3.12%
Develop team work between employees β 611=0.0166 2.36%
Training in the "total quality concept" β 612=0.0163 2.32%
Training given to managers, supervisors and employees related to quality β 613=0.0162 2.31%
Training in interactive skills such as communication skills, meeting skills, and leadership skills
β 614=0.0153 2.18%
Availability of resources for employee training in the company β 615=0.0149 2.13%
Employees receive training in specific skills (technical and vocational) β 616=0.0141 2.01%
Training in problem identification and solving skills, quality improvement skills
β 617=0.0131 1.86%
Tra
inin
g an
d ed
ucat
ion
Training in statistical improvement techniques β 618=0.0128 1.83%
Searching for root causes when diagnosing the system malfunction β 711=0.0221 3.14%
working smoothly in teams β 712=0.0219 3.12% The quality of data which use to evaluate supervisor and managerial performance
β 713=0.0217 3.09%
Regular evaluation for the operating system β 714=0.0214 3.05%
Benchmarking to improve a systems or subsystems and implement/monitor programs
β 715=0.0213 3.03%
Con
tinuo
us im
prov
emen
t
Gradual future change β 716=0.0205 2.91%
80
Good communications between different departments β 811=0.0271 3.85%
Effective top-down and bottom-up communication β 812=0.0260 3.70%
Formal feedback β 813=0.0257 3.65%
Feedback on quality issues β 814=0.0253 3.60%
Com
mun
icat
ion
Quality techniques/tools to solve problems β 815=0.0228 3.24%
TQM ∑CSsF =70.3% ∑ =100%
From the results it is clear that the critical main factors affect TQM implementation are
leadership, strategy plan, process management, customer satisfaction, training and
education, continuous improvement, and communication. Fig. 5.3 shows the importance
percentage of each main critical success factors of TQM implementation.
Fig. 5.3: Critical success factors of TQM implementation
81
5.2 Model application
In order to create a practical, easy to use model that measures TQM implementation an
Excel form was developed. The model was developed base on the modified importance
percentage for the critical success sub-factors. The critical success factor are answered by
the user, who suggests a value that quantifies the extent to which the organization has
achieved on this factor X, the model then calculate the organization’s achievement of the
TQM by multiplying the modified importance percentage by X.
5.3 Model verification Model verification was considered to ensure the soundness and usefulness of the model. A
North Gaza Emergency Sewage Treatment Project, which has both a quality control
manager and skilled staff, was chosen to che
ck the model. The owner, consultant and contractor were given the model and the data to
fill out. The results were achieved by 72%, 73% and 72% according to the owner,
contractor and consultant respectively. These percentages may be considered as relatively
high and are very close which reflect the close views of the three types of organizations.
5.4 Using the model The results of this chapter 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. From the results a model has been developed. This model describes the
primary quality management methods, which may be used to assess an organization’s
present strengths and weaknesses with regard to its use of quality management methods.
The model has a main interface, which contains the seven critical factors as shown in
Appendix C. By pressing any of these buttons a new page will appear, the user completes
column (X) by a percentage ranging from 0 to 100 based on the extent that the sub factors
has been actually applied then the user presses in TQM in the same page to return to the
main interface. This is repeated for all the main factors. The final result that represents the
percentage of applying TQM by the organization is then displayed.
82
Chapter 6
Conclusions and Recommendations
6.1 Conclusions The findings of thesis revealed the important of TQM implementation. TQM appears to be
a concept which is difficult to summarize in a short definition. TQM is a continuous
process of incremental improvements. It gives the organization a competitive edge. Any
organization, which ignores TQM, is doing itself a disservice.
This research determines the success factors necessary for the implementation of TQM at
various phases of the project planning, design and construction in Gaza Strip. An extensive
review of TQM literature from quality gurus, quality award models, and other quality
management research results, reveal 8 main factors with 81 sub factors were defined as a
success factors and considered in the questionnaire. A factor analysis was carried out on the
collected data, and Pareto principle was used which identified seven critical success factors
with 38 sub critical success factors of TQM. The results of the study clearly indicate that
continuous improvement is the most critical factor for the successful implementation of
TQM in Gaza Strip organizations followed by strategy plan, communication, customer
satisfaction, training and education, process management, then leadership. The validity
analysis on the results were also conducted to determine whether there is a degree of
agreement in the levels of each of the factors affecting the total quality implementation
among each of the owners, contractors and consultants. We can be concludes that there is a
significant degree of agreement among the different types of organizations.
However, in this thesis the following objectives were achieved:
• The critical success factors that affect the quality during project phases were
defined.
• The degree of consistency in terms of perceptions of quality between the different
types of organizations was studded, and there is a significant degree of agreement
among the different types of organizations.
• The relative weights of the impacting factors were derived to provide the guidelines
to implementing total quality management.
• A model has been developed. This model describes the primary quality
management methods, which may be used to assess an organization’s present
strengths and weaknesses with regard to its use of quality management methods
83
The results of the study clearly indicate number of critical sub factors were needed for the
successful implementation of TQM in Gaza Strip organizations such as:
• Top management and employees commitment to implementing TQM on
construction projects
• Strong character of leaders such as (courage; integrity; compassion; humour;
passion; and wisdom)
• Establish strategic goals, mission and vision base on the concept of TQM and bind
all parties together including subcontractors these goals.
• Organizations need to pursue continuous improvement while maintaining a long-
term perspective. Improvement will have to be made both in the processes and the
organizational system in order for the TQM program to be successful.
• Educate the managers in a leadership role of quality management principles and
techniques. Without this, it is difficult to envisage that managers can provide the
vision and leadership necessary to change the culture of the organization.
• Educate the manager in accomplished first, as managers must fully understand and
support the TQM process and actively participate in implementing it.
• Human resource with appropriate experience of the TQM in construction projects in
order to be able to implement it. This human resource must be empowered,
involved and trained in the concept of TQM.
• Develop closer, more productive relationships among owners, consultants,
contractors, subcontractors and suppliers.
• Work on improving human relationships in the same way that they do for their
external customers, through effective communication and improved project
coordination.
However, any attempt to bring about meaningful change with respect to implementing
TQM in construction sites will only succeed if top management is committed and involved
in the TQM process.
84
6.2 Recommendations The following points can be recommended to all parties in order to implement TQM on
construction projects in Gaza Strip.
• It is recommended to identify the critical success factors of TQM implementation by
using AHP approach that because using traditional questionnaire caused the results to
be very closed.
• Investigate the cost of each TQM success factor and using the results in this thesis to
develop an optimization model to identify the factor that effect in TQM implementation
with least cost.
• Government is recommended to construct new warehouse in settlement of Gaza Strip to
store the required construction materials. This proposal is a partially solution of borders
closures matters.
• Owners are recommended to pre-qualify contractors and consider TQM as criteria in
awarding contracts.
85
References
Abdul-Aziz, A. (2002) “The realities of applying total quality management in
the construction industry” Structural Survey, Volume 20, Number 2, pp. 88-96.
Abu-Hamatteh, Z. S.; Al-Azab, T. A.; and El-Amyan, M. (2003) “Total quality
management achievement: King Abdullah II Award for Excellence of Jordan as
a model” Technovation, Volume 23, pp. 649–652.
Antony, J.; Leung, K.; Knowles,G.; and Gosh, S. (2002) “Critical success
factors of TQM implementation in Hong Kong industries” International Journal
of Quality & Reliability Management, Volume 19, Number 5, pp. 551-566.
Baidoun, S. (2004) “The implementation of TQM philosophy in Palestinian
organization: a proposed non-prescriptive generic framework” The TQM
Magazine, Volume 16, Number 3, pp. 174-185.
Barrie, D. S. and Paulson, B. C. (1992) “Professional construction
management” McGRAW-HILL.
Bryde, D. J. and Robinson, L. (2007) “The relationship between total quality
management and the focus of project management practices” The TQM
Magazine, Volume 19, Number 1, pp. 50- 61.
Chow, W. S. and Lui, K. H. (2001) “Discriminating factors of information
systems function performance in Hong Kong firms practising TQM”
International Journal of Quality & Reliability Management, Volume 21,
Number 5/6, pp. 749-771.
Creative Research System, www.surveysystem.com, 2008.
Crosby, P.B. (1984) 'Quality Without Tears' McGraw-Hill.
86
Dahlgaard, J. J.; Kanji, G. K.; and Kristensen, K. (2005) First Edition
'Fundamentals of Total Quality Management' Routledge-Taylor & Francis
Group.
Dale, B. G. (2003) 'Managing Quality' Blackwell Publishing.
Dale, B. G. (1999) 'Quality costing' Gower Publishing, Ltd.
Deming, W.E.(1986) 'Out of Crisis' Massachusetts Institute of Technology.
Evans, J. R. and Lindsay, W. M. (2001) “The Management and Control of
Quality” South-Western pub.
Feigenbaum, A.V. (1991) 'Total Quality Control' McGraw-Hill.
George, D. and Mallery, P. (2003) “SPSS for Window Step by Step” Allyn &
Bacon.
Gould, F. M. and Joyce, J. A. (2003) “Construction Project Management Book”
Prentice Hall
Hides, M.T.; Irani, Z.; Polychronakis, I.; and Sharp, J.M. (2000) “Facilitating
total quality through effective project management” International Journal of
Quality & Reliability Management, Volume 17, Number 4/5, pp. 407-422.
Harris, F.; McCaffer, R.; and Edum-Fotwe, F. (2006) 'Modern Construction
Management' Wiley-Blackwell Publishing.
Ishikawa, K. (1985) 'What is Total Quality Control?' London Prentice Hall.
Iyer, K.C. and Jha, K.N. (2005), “Factors affecting cost performance: evidence
from Indian construction projects” International Journal of Project Management,
Volume 23, PP. 283–295.
87
Jaafari, A. (1996) “Human factors in the Australian construction industry:
Towards Total Quality Management” Australian Journal of Management,
Volume 21, Number 2, pp. 159-186.
Jung, J. Y. and Wang, Y. J. (2006) “Relationship between total quality
management (TQM) and continuous improvement of international project
management (CIIPM)” Technovation, pp.716–722.
Juran, J. M. and Gryna, F. M (1993) 'Quality Planning and Analysis' McGraw-
Hill.
Karna, S. (2004) “Analyzing customer satisfaction and quality in construction”
Nordic Journal of Surveying and Real Estate Research, Special Series,
Volume 2.
Langford, D.; Hancock, M. R.; Fellows, R.; and Gale, A. W. (1995) 'Human
Resources Management in Construction' Longman Group limited.
Laszlo, G. P. (1997) “The role of quality cost in TQM” The TQM Magazine,
Volume9, Number 6, pp. 410-413.
McCabe, S. (1998) 'Quality Improvement Techniques in Construction' Wesley
Longman limited.
Naoum, S. (1998) 'Dissertation Research and Writing for Construction Student'
Reed Education and Professional Publishing Ltd.
Oakland, J. S. and Aldridge, A. J. (1995) 'Quality management in civil and
structural engineering consulting' International Journal of Quality & Reliability
Management, Volume 12, Number 3, pp. 32-48.
Palestinian Central Bureau of Statistics (PCBS), Reports, www.pcbs.gov.ps,
2007.
88
Palestinian Economic Council for Development & Reconstruction (ECDAR),
Report, ww.pecdar.ps, 2007.
Pheng, L. S. and Ke-Wei, P. (1996) “A framework for implementing TQM in
construction” The TQM Magazine, Volume 8, Number 5, pp. 39-46.
Poilt, D., and Hungler, B. (1985) 'Essentials of Nursing Research; Methods and
Applications' J. B. Lippincott company.
Moore, D., McCabe, G., Duckworth, W., Sclove, S. (2003) 'The Practice of
Business Statistics' W. H. Freeman and Co.
Sarros, J. C.; Cooper, B. K.; and Hartican, A. M. (2006) “Leadership and
character” Leadership & Organization Development Journal, Volume 27,
Number 8, pp. 682-699.
Sebastianelli, R. and Tamimi, N. (2002) “How product quality dimensions
relate to defining quality” International Journal of Quality & Reliability
Management, Volume 19, Number 4, pp. 442-453.
Sommerville, J. and Robertson, H. W. (2000) “A scorecard approach to
benchmarking for total quality construction” International Journal of Quality &
Reliability Management, Volume 17, Number 4/5, pp. 453-466.
Tan, R. R. and Lu, Y. G. (1995) “On the quality of construction engineering
design projects criteria and impacting factors” International Journal of Quality
& Reliability Management, Volume 12, Number 5, pp. 18-37.
Tari, J. J. (2005) “Components of successful total quality management” The
TQM Magazine, Volume 17, Number 2, pp. 182-194.
Taylor, W. A. and Wright, G.H. (2003) “Analyzing customer satisfaction and
quality in construction” International Journal of Management Science, Volume
31, pp. 97–111.
89
Zhang , Z. (2001) “Developing a TQM Quality Management Method Model”
Faculty of Management and Organization University of Groningen.
Willis, T. H. and Willis, W. D. (1996) “A quality performance management
system for industrial construction engineering projects” International Journal of
Quality & Reliability Management, Volume 13, Number 9, pp. 38-48.
90
List of Appendixes
Appendix (A) Questionnaire Appendix (B) Validity of Questionnaire
Appendix (C) Excel Model
91
Appendix (A) Questionnaire
ISLAMIC UNIVERSITY ENGINEERING FACULTY
CIVIL ENGINEERING DEPARTMENT Master Program in Construction Management
(Questionnaire)
Critical Success Factors of Total Quality Management (TQM) Implementation on Construction Projects in Gaza Strip.
. غزةقطاععوامل النجاح يف تطبيق إدارة اجلودة الشاملة ملشاريع التشييد يف
Researcher
Mustafa Al-tayeb
Supervisors
Dr. Jihad T. Hamed and Dr. Salah R. Agha
December /2007
92
Appendix (A) Questionnaire • This questionnaire is required to be filled with exact relevant facts as
much as possible. يرجى ملء هذا االستبيان بالحقائق المناسبة والدقيقة قدر اإلمكان.
• All data included in this questionnaire will be used only for academic
research and will be continue confidential.
.ستبيان سوف تستخدم فقط بغرض البحث العلمي وسوف تبقى سريهجميع المعلومات في هذا اال
• After all questioner are collected and analyzed, interested participants of
this study will be given feed back on the overall research result.
. بالنتائج المستخلصة بعد إنهاء الدراسةسوف يتم إحاطة جميع المهتمين المشارآين في هذا االستبيان
93
Appendix (A) Questionnaire Section 1: Organization profile. :أوال مؤسسةالسرية الذاتية لل
Please mark the relevant choice. ناسبةامل يرجى اختيار اإلجابة
1-Type of organization نوع املؤسسة
Owner مالك Contractor مقاول Consultant شرآة
استشارية
2- years of experience in the construction field خربة املؤسسة يف جمال التشييد
5 year or less سنة أو اقل 5-10 years سنوات10 إلى 5من More than 10 years أآثر من عشر سنوات
3- Number of the full time employees عدد موظفي املؤسسة
……………………………………
4- Classification (contracting companies) شركات املقاوالت(رجة التصنيف د(
First class درجة اولى Second class درجة ثانية
5- Respondent position املركز الوظيفي ملن يقوم بتعبئة االستبيان Manager مدير Vice Manager نائب مدير Project Manager مدير مشروع Site Engineer مهندس موقع
94
Appendix (A) Questionnaire 6-Number of projects executed in the last ten years
أعوام املاضيةالعشرعدد املشاريع اليت نفذت خالل
Less than 10 10أقل من 11 to 20 20إلى 11 21 to 30 21 30 إلى More than 30 30أآثر من
7- The dollar value of construction project performed during the last ten years
بالدوالر أعوام املاضيةعشرقيمة املشاريع اليت نفذت خالل ال
Less than 2 million dollars مليون دوالر2أقل من 2 to 5 million dollars 2 مليون دوالر5إلى 5 to 10 million dollars 5 مليون دوالر10إلى More than 10 million dollars مليون دوالر10أآثر من
95
Appendix (A) Questionnaire Section 2: Sub success factors of Total Quality Management implementation on construction projects in Gaza Strip.
Please identify the degree of importance of sub factors influence in implementing Total Quality Management on construction in Gaza.
.الرجاء حدد درجة األهمية للعوامل الفرعية المؤثرة في تطبيق إدارة الجودة الشاملة في مجال التشييد في قطاع غزة
Very low importance=1 low importance=2 Medium importance=3 Important=4 Very important=5
2.1 Leadership القيادة
Degree of Importance.5 4 3 2 1
Factors NO Main factor
Top management commitment to TQM .1 التزام اإلدارة العليا بإدارة الجودة الشاملة
Middle management and employees commitment .2 التزام اإلدارة الوسطى والموظفين
Ability of top management to identify the responsibilities for quality performance
قدرة اإلدارة العليا على تحديد مسؤوليات جودة األداء3.
Ability to distribute the responsibilities for quality on the department heads
القدرة على توزيع مسؤوليات الجودة على رؤساء األقسام 4.
Attached to quality by the top management in relation to cost and schedule objectives
والجدول الزمنيقيام اإلدارة العليا بربط الجودة بالتكلفة5.
Involvement with customers and suppliers .6 التواصل مع الزبائن والموردين
Support of total quality by provision of appropriate resources and assistance
دعم الجودة الشاملة بتوفير الموارد المناسبة والمساعدة7.
Active promotion of total quality outside the organization تعزيز الجودة الشاملة خارج المنظمة
8.
Support of total quality in organization culture .9 يكون دعم الجودة الشاملة ضمن ثقافة المنظمة
Lea
ders
hip
96
Appendix (A) Questionnaire
2.2 Resource management
2.2.1 Human resources
Involvement in toal quality objective task definition, budgeting, and measurement المشارآة في وضع أهداف الجودة الشاملة ومفهومها وتكاليفها وقياسها
10.
Development a long-term vision .11 وضع رؤية طويلة األجل
strong character of leaders such as (humility; courage; integrity; compassion; humour; passion; and wisdom)
التواضع؛ الشجاعة؛ النزاهة؛ (قوة القائد و تمتعه بالصفات التالية ) لفكاهة؛ العاطفة؛ والحكمةالرحمة؛ ا
12. Lea
ders
hip
Degree of Importance. 5 4 3 2 1
Factors No Main factor
Methodology for collecting and analyzing information وجود منهجيه لجمع المعلومات وتحليلها
1.
Welfare program .2 وجود برنامج للخدمات االجتماعية
Suggestions and complaints system .3 وجود نظام لالقتراحات والشكاوى
Training needs and evaluating it .4 ريبية و تقييمهااالحتياجات التد
Incentives system .5 وجود نظام للحوافز
Hum
an r
esou
rces
Resource management
Human resources
Information resources
Financial resources
Material resources
Technological resources
97
Appendix (A) Questionnaire 2.2.2 Information resources
2.2.3 Financial resources
2.2.4 Material resources
Degree of Importance. 5 4 3 2 1
Factors No Main factor
Information system .1 وجود نظام للمعلومات
Program for specifying the needs for information system
وجود برنامج لتحديد احتياجات نظام المعلومات2.
Information system covering most of the duties In .3 وجود نظام معلومات يغطي الجزء األآبر من الواجبات
form
atio
n re
sour
ces
Degree of Importance. 5 4 3 2 1
Factors No Main factor
Methodology of preparing budget .1 وجود منهجية إلعداد الميزانية
Plans to increase income, cut down on expenditure .2 إعداد خطط لزيادة الدخل ، وتخفيض النفقات
Corrective action to control project cost .3 التصحيحية للتحكم في تكلفة المشروعاإلجراءات
Meeting the budget 4 االلتزام بالميزانية.
Fina
ncia
l re
sour
ces
Degree of Importance.5 4 3 2 1
Factors NO Main factor
Specifying the required material .1 تحديد الحاجات المادية
Storage system .2 وجود نظام للتخزين
System for the best use of material resources M .3 نظام االستخدام األمثل للمصادر المادية
ater
ial
reso
urce
s
98
Appendix (A) Questionnaire 2.2.5 Technological resources
Strategy and plan.3 2
Degree of Importance. 5 4 3 2 1
Factors No Main factor
Specifying the need for new technologies .1 .تحديد االحتياجات التكنولوجية
Transferring technology and focusing on research and development
نقل التكنولوجيا و الترآيز على البحث والتطوير2.
System for the best use of technology. .3 للتكنولوجيانظام من اجل االستغالل األمثل
Corrective action to improve the technical requirements control
اإلجراءات التصحيحية للتحكم بالمتطلبات التقنية4.
Tec
hnol
ogic
al
reso
urce
s
Degree of Importance. 5 4 3 2 1
Factors No Main factor
Establishing strategic base on the concept of total quality management
وضع االستراتيجيات على قاعدة مفهوم إدارة الجودة الشاملة1.
Establishing strategic base on information relevant to total quality وضع االستراتيجيات على قاعدة معلومات ذات صلة بالجودة الشاملة
2.
Identifying the goals .3 تحديد األهداف
Identifying the organization mission and vision .4 تحديد رسالة المنظمة ورؤيتها
Identifying customers and their need .5تحديد هوية العمالء وحاجتهم
Analysis of internal and external environment .6 تحليل البيئة الداخلية والخارجية للمؤسسة
Control and improve of plans .7 مراقبة وتحسين الخطط
Communication strategies .8 استراتيجيات االتصال
Stra
tegi
c an
d pl
an
99
Appendix (A) Questionnaire
Process management.4 2
2.4.1 Quality process system
Degree of Importance. 5 4 3 2 1
Factors No Main factor
Project objectives .1 أهداف المشروع
Conformance to codes and standards .2 التوافق مع متطلبات القوانين والمعايير الدولية
Conformance to owner’s .3 .التوافق مع المالك
Time .4 الوقت
Conformance to control .5 االلتزام بمتطلبات التحكم
Conformance to safety process .6 االلتزام بعوامل األمان
Conformance to design processes and procedures. .7 .التوافق على تصميم العمليات واإلجراءات
Engineering drawings based on local standard. .8 .الرسم الهندسي على أساس المعايير المحلية
Conformance to documentation. .9التوافق مع الوثائق
Conformance to calculation standards. .10 .التوافق مع حساب المعايير
Qua
lity
proc
ess s
yste
m
Process management
Quality Process system
Customer Relation management
Coordination and structure
100
Appendix (A) Questionnaire
2.4.2 Customer relationship management
2.4.3 Coordination and structure
Degree of Importance. 5 4 3 2 1
Factors NoMain factor
Methodology for gathering and analyzing information.
منهجيه لجمع وتحليل المعلومات 1.
System to specify needs. .2 نظام لتحديد االحتياجات
System for suggestions and complaints. .3 نظام لالقتراحات والشكاوى
Cus
tom
er
rela
tions
hip
man
agem
ent
Degree of Importance. 5 4 3 2 1
Factors No Main factor
Methodology for setting and improving the organization structure
وجود منهجيه لتحديد وتحسين هيكلية المنظمة1.
Mechanism of coordination between different project parties and levels
وجود آلية للتنسيق بين مختلف أطراف المشروع و مستوياته2.
Mechanism for ensuring coordination .3 وجود آلية لضمان التنسيق
Methodology for authority delegation .4 وجود منهجيه للتفويض وإعطاء الصالحيات
Job description .5 وجود وصف وظيفي
Coo
rdin
atio
n an
d st
ruct
ure
101
Appendix (A) Questionnaire
Customer satisfaction.5 2
Training and education2.6
Degree of Importance. 5 4 3 2 1
Factors No Main factor
The contractor’s abilities to cooperate and the skills of the contractor’s workers and supervisors
المقاولين اآلخرين والعمال قدرة المقاول ومهارته في التعاون مع والمشرفين
1.
Measure overall customer satisfaction 2 قياس رضا العمالء.
Response time for customer requests. .3 سرعة تلبية طلبات العمالء
Achieve the plan .4 تحقيق ما تم التخطيط له
Continuity and future work with same customer C .5 االستمرارية والعمل في المستقبل مع نفس العميل
usto
mer
satis
fact
ion
Degree of Importance. 5 4 3 2 1
Factors No Main factor
Develop team work between employees .1 مل ضمن فريقتطوير الع
Training given to managers, supervisors and employees related to quality
تدريب المديرين والمشرفين والموظفين على المواضيع المرتبطة بالجودة
2.
Training in the “total quality concept” .3 "الشاملةمفهوم الجودة "التدريب على
Employees receive training in specific skills (technical and vocational) تدريب موظفي المؤسسة على
مهارات معينة ومتخصصة سواء آانت تقنية أو مهنية4.
Training in statistical improvement techniques .5 حسين التقنيات اإلحصائيةالتدريب على ت
Availability of resources for employee training in the company
توافر الموارد الالزمة لتدريب العاملين في الشرآة6.
Training in interactive skills such as communication skills, meeting skills, and leadership skills
يب على المهارات التفاعلية مثل مهارات االتصال ،و مهارات التدر االجتماع ، والمهارات القيادية
7.
Training in problem identification and solving skills, quality improvement skills
التدريب في حل مشكلة تحديد الهوية والمهارات ، وتحسين نوعية المهارات
8.
Tra
inin
g an
d ed
ucat
ion
102
Appendix (A) Questionnaire
Continuous improvement.7 2
Communication.8 2
Degree of Importance. 5 4 3 2 1
Factors No Main factor
Searching for root causes when diagnosing the system malfunction
البحث عن األسباب الجذرية في تشخيص عيوب النظام1.
Benchmarking to improve a systems or subsystems and implement/monitor programs تحديد معيار لتحسين النظم الرئيسية أو الفرعية وتطبيق هذه النظم مع
مراقبتها
2.
working smoothly in teams .3 العمل ضمن فرق
Gradual future change .4 التغيير التدريجي
Regular evaluation for the operating system .5 تقييم نظام التشغيل بشكل منتظم
The quality of data which use to evaluate supervisor and managerial performance
مدى جودة البيانات التي تستخدم لتقييم اإلشراف واألداء اإلداري6.
Con
tinuo
us i
mpr
ovem
ent
Degree of Importance. 5 4 3 2 1
Factors No Main factor
Good communications between different departments .1 وجود اتصاالت جيدة بين مختلف اإلدارات
Quality techniques/tools to solve problems .2 تقنيات وأدوات الجودة لحل المشكالت
Effective top-down and bottom-up communication .3 وجود اتصال فعال من أعلى إلى أسفل و من أسفل إلى أعلى
Formal feedback .4 أن تتم التغذية الراجعة بشكل منتظم
Feedback on quality issues .5 التغذية الراجعة على المسائل المتعلقة بالجودة
Com
mun
icat
ion
103
Appendix (A) Questionnaire
Section 3: Maine factors of Total Quality Management implementation on construction projects in Gaza Strip.
.عوامل النجاح الرئيسية في تطبيق إدارة الجودة الشاملة لمشاريع التشييد في قطاع غزة: ثالثا
Please identify the degree of importance of main factors influencing the implementation of Total Quality Management on construction in Gaza.
.الرجاء حدد درجة األهمية للعوامل الرئيسية المؤثرة في تطبيق إدارة الجودة الشاملة في مجال التشييد في غزة Very low importance=1 low importance=2 Medium importance=3 Important=4 Very important=5
Degree of Importance. 5 4 3 2 1
Factors No Main factor
Leadership .1 القيادة
Resource management .2تطوير وإدارة املصادر
Strategy and plan .3جودة التخطيط
Process management .4إدارة العمليات
Customer satisfaction .5 رضا العميل
Training and education .6 التدريب و التعليم
Continuous improvement .7 التحسني املستمر
Communication .8 االتصال
Fact
ors o
f TQ
M im
plem
enta
tion
104
Appendix (B) Validity of Questionnaire
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 1 clarifies the correlation coefficient for each item of the Human Resources and the
total of the field. The p-values (Sig.) are less than 0.01, so the correlation coefficients of
this field are significant at α = 0.01, so it can be said that the paragraphs of this field are
consistent and valid to be measure what it was set for.
Table 1: Correlation coefficient of each item of Human Resources and the total of this field
No. Item Spearman
Correlation Coefficient
P-Value (Sig.)
1. Methodology for gathering and analyzing information 0.417 0.000**
2. Welfare program 0.667 0.000** 3. Suggestions and complaints system 0.649 0.000** 4. Training needs and evaluating it 0.713 0.000** 5. Incentives system 0.581 0.000**
** Correlation is significant at the 0.01 level
Table 2 clarifies the correlation coefficient for each item of the Information Resources and
the total of the field. The p-values (Sig.) are less than 0.01, so the correlation coefficients of
this field are significant at α = 0.01, so it can be said that the paragraphs of this field are
consistent and valid to be measure what it was set for.
Table 2: Correlation coefficient of each item of Information Resources and the total of this field
No. Item Spearman
Correlation Coefficient
P-Value (Sig.)
1. Information system 0.725 0.000**
2. Program for specifying the needs for information system 0.855 0.000**
3. Information system covering most of the duties 0.726 0.000** ** Correlation is significant at the 0.01 level
105
Appendix (B) Validity of Questionnaire
Table 3 clarifies the correlation coefficient for each item of the Financial Resources and the
total of the field. The p-values (Sig.) are less than 0.01 or 0.05, so the correlation
coefficients of this field are significant at α = 0.01 or 0.05, so it can be said that the
paragraphs of this field are consistent and valid to be measure what it was set for.
Table 3: Correlation coefficient of each item of Financial Resources and the total of this field
No. Item Spearman
Correlation Coefficient
P-Value (Sig.)
1. Methodology of preparing budget 0.692 0.000**
2. Plans to increase income, cut down on expenditure 0.243 0.016*
3. Corrective action to control project cost 0.696 0.000** 4. Meeting the budget 0.688 0.000**
** Correlation is significant at the 0.01 level * Correlation is significant at the 0.05 level
Table 4 clarifies the correlation coefficient for each item of the Material Resources and the
total of the field. The p-values (Sig.) are less than 0.01, so the correlation coefficients of
this field are significant at α = 0.01, so it can be said that the paragraphs of this field are
consistent and valid to be measure what it was set for.
Table 4: Correlation coefficient of each item of Material Resources and the total of this field
No. Item Spearman
Correlation Coefficient
P-Value (Sig.)
1. Specifying the required material 0.682 0.000** 2. Storage system 0.708 0.000** 3. System for the best use of material resources 0.867 0.000**
** Correlation is significant at the 0.01 level
Table (5) clarifies the correlation coefficient for each item of the Technological Resources
and the total of the field. The p-values (Sig.) are less than 0.01, so the correlation
coefficients of this field are significant at α = 0.01, so it can be said that the paragraphs of
this field are consistent and valid to be measure what it was set for.
106
Appendix (B) Validity of Questionnaire Table 5: Correlation coefficient of each item of Technological Resources and the total of this field
No. Item Spearman
Correlation Coefficient
P-Value (Sig.)
1. Specifying the need for new technologies 0.406 0.000**
2. Transferring technology and focusing on research and development 0.917 0.000**
3. System for the best use of technology. 0.896 0.000**
4. Corrective action to improve the technical requirements control 0.751 0.000**
** Correlation is significant at the 0.01 level
Table (6) clarifies the correlation coefficient for each sub field of Resource Management
field and the total of the field. The p-values (Sig.) are less than 0.01, so the correlation
coefficients of this field are significant at α = 0.01, so it can be said that the paragraphs of
this field are consistent and valid to be measure what it was set for.
Table 6: Correlation coefficient of each sub field of Resource Management field and the total of this field
Table 6: Correlation coefficient of each sub field of Resource Management field and the total of this field
No.
Sub-Field Spearman
Correlation Coefficient
P-Value (Sig.)
1. Human Resources 0.612 0.000** 2. Information Resources 0.739 0.000** 3. Financial Resources 0.555 0.000** 4. Material Resources 0.421 0.000** 5. Technological Resources 0.619 0.000**
** Correlation is significant at the 0.01 level
Table (7) clarifies the correlation coefficient for each item of Quality Strategy and Plan and
the total of the field. The p-values (Sig.) are less than 0.01, so the correlation coefficients of
this field are significant at α = 0.01, so it can be said that the paragraphs of this field are
consistent and valid to be measure what it was set for.
107
Appendix (B) Validity of Questionnaire Table 7: Correlation coefficient of each item of Quality Strategy and Plan and the total of this field
No. Item Spearman
Correlation Coefficient
P-Value (Sig.)
1. Establishing strategic base on the concept of total quality management 0.702 0.000**
2. Establishing strategic base on information relevant to total quality 0.758 0.000**
3. Identifying the goals 0.573 0.000** 4. Identifying the organization mission and vision 0.740 0.000** 5. Identifying customers and their need 0.454 0.000** 6. Analysis of internal and external environment 0.790 0.000** 7. Control and improve of plans 0.673 0.000** 8. Communication strategies 0.291 0.005**
** Correlation is significant at the 0.01 level
Table (8) clarifies the correlation coefficient for each item of the Quality Process System
and the total of the field. The p-values (Sig.) are less than 0.01, so the correlation
coefficients of this field are significant at α = 0.01, so it can be said that the paragraphs of
this field are consistent and valid to be measure what it was set for.
Table 8: Correlation coefficient of each item of Quality Process System and the total of this field
No. Item Spearman
Correlation Coefficient
P-Value (Sig.)
1. Project objectives 0.509 0.000** 2. Conformance to codes and standards 0.404 0.000** 3. Conformance to owner’s 0.483 0.000** 4. Time 0.271 0.000** 5. Conformance to control 0.558 0.000** 6. Conformance to safety process 0.602 0.000**
7. Conformance to design processes and procedures. 0.645 0.000**
8. Engineering drawings based on local standard. 0.659 0.000** 9. Conformance to documentation. 0.751 0.000** 10. Conformance to calculation standards. 0.619 0.000**
** Correlation is significant at the 0.01 level
108
Appendix (B) Validity of Questionnaire
Table (9) clarifies the correlation coefficient for each item of the Customer Relationship
Management and the total of the field. The p-values (Sig.) are less than 0.01, so the
correlation coefficients of this field are significant at α = 0.01, so it can be said that the
paragraphs of this field are consistent and valid to be measure what it was set for.
Table 9: Correlation coefficient of each item of Customer Relationship Management and the total of this field
No. Item Spearman
Correlation Coefficient
P-Value (Sig.)
1. Methodology for gathering and analyzing information. 0.673 0.000**
2. System to specify needs. 0.794 0.000** 3. System for suggestions and complaints. 0.883 0.000**
** Correlation is significant at the 0.01 level
Table (10) clarifies the correlation coefficient for each item of the Coordination and
Structure and the total of the field. The p-values (Sig.) are less than 0.01, so the correlation
coefficients of this field are significant at α = 0.01, so it can be said that the paragraphs of
this field are consistent and valid to be measure what it was set for.
Table 10: Correlation coefficient of each item of Coordination and Structure and the total
of this field
No. Item Spearman
Correlation Coefficient
P-Value (Sig.)
1. Methodology for setting and improving the organization structure 0.584 0.000**
2. Mechanism of coordination between different project parties and levels 0.782 0.000**
3. Mechanism for ensuring coordination 0.654 0.000** 4. Methodology for authority delegation 0.576 0.000** 5. Job description 0.502 0.000**
** Correlation is significant at the 0.01 level
109
Appendix (B) Validity of Questionnaire
Table (11) clarifies the correlation coefficient for each sub field of Process Management
and the total of the field. The p-values (Sig.) are less than 0.01, so the correlation
coefficients of this field are significant at α = 0.01, so it can be said that the paragraphs of
this field are consistent and valid to be measure what it was set for.
Table 11: Correlation coefficient of each sub field of Process Management and the total of this field
No. Sub-Field Spearman Correlation Coefficient
P-Value (Sig.)
1. Quality Process System 0.824 0.000** 2. Customer Relationship Management 0.588 0.000** 3. Coordination and Structure 0.661 0.000**
** Correlation is significant at the 0.01 level
Table (12) clarifies the correlation coefficient for each item of the Customer Satisfaction
and the total of the field. The p-values (Sig.) are less than 0.01, so the correlation
coefficients of this field are significant at α = 0.01, so it can be said that the paragraphs of
this field are consistent and valid to be measure what it was set for.
Table 12: Correlation coefficient of each item of Customer Satisfaction and the total of this field
No. Item Spearman
Correlation Coefficient
P-Value (Sig.)
1. The contractor’s abilities to cooperate and the skills of the contractor’s workers and supervisors
0.704 0.000**
2. Measure overall customer satisfaction 0.864 0.000** 3. Response time for customer requests. 0.850 0.000** 4. Achieve the plane 0.708 0.000** 5. Continuity and future work with same customer 0.713 0.000**
** Correlation is significant at the 0.01 level
110
Appendix (B) Validity of Questionnaire
Table (13) clarifies the correlation coefficient for each item of the Training and Education
and the total of the field. The p-values (Sig.) are less than 0.01, so the correlation
coefficients of this field are significant at α = 0.01, so it can be said that the paragraphs of
this field are consistent and valid to be measure what it was set for. Table 13: Correlation coefficient of each item of Training and Education and the total of this field
No. Item Spearman
Correlation Coefficient
P-Value (Sig.)
1. Develop team work between employees 0.438 0.000**
2. Training given to managers, supervisors and employees related to quality 0.663 0.000**
3. Training in the “total quality concept” 0.636 0.000**
4. Employees receive training in specific skills (technical and vocational) 0.635 0.000**
5. Training in statistical improvement techniques 0.740 0.000**
6. Availability of resources for employee training in the company 0.651 0.000**
7. Training in interactive skills such as communication skills, meeting skills, and leadership skills
0.473 0.000**
8. Training in problem identification and solving skills, quality improvement skills 0.724 0.000**
** Correlation is significant at the 0.01 level
Table (14) clarifies the correlation coefficient for each item of the Continuous
Improvement and the total of the field. The p-values (Sig.) are less than 0.01, so the
correlation coefficients of this field are significant at α = 0.01, so it can be said that the
paragraphs of this field are consistent and valid to be measure what it was set for.
111
Appendix (B) Validity of Questionnaire Table 14: Correlation coefficient of each item of Continuous Improvement and the total of this field
No. Item Spearman
Correlation Coefficient
P-Value (Sig.)
1. Searching for root causes when diagnosing the system malfunction 0.550 0.000**
2. Benchmarking to improve a systems or subsystems and implement/monitor programs 0.648 0.000**
3. working smoothly in teams 0.547 0.000** 4. Gradual future change 0.615 0.000** 5. Regular evaluation for the operating system 0.790 0.000**
6. The quality of data which use to evaluate supervisor and managerial performance 0.729 0.000**
** Correlation is significant at the 0.01 level
Table (15) clarifies the correlation coefficient for each item of the Communication and the
total of the field. The p-values (Sig.) are less than 0.01, so the correlation coefficients of
this field are significant at α = 0.01, so it can be said that the paragraphs of this field are
consistent and valid to be measure what it was set for.
Table 15: Correlation coefficient of each item Communication and the total of this field
No. Item Spearman
Correlation Coefficient
P-Value (Sig.)
1. Good communications between different departments 0.676 0.000**
2. Quality techniques/tools to solve problems 0.793 0.000**
3. Effective top-down and bottom-up communication 0.778 0.000**
4. Formal feedback 0.746 0.000** 5. Feedback on quality issues 0.731 0.000**
** Correlation is significant at the 0.01 level
112
Appendix (C) Excel Model
113
Appendix (C) Excel Model
114
Appendix (C) Excel Model