TOTAL QUALITY MANAGEMENT (TQM)

How does total quality management (TQM) reduces operational risks in the UK construction industry

Abstract

The paper details the results of a questionnaire survey of Total quality management implementation in seven UK construction companies and how TQM can reduce operational risk in construction industry.

The result shows this fact that identified improved production planning and purchasing as key targets for the application of TQM in construction. Barriers to success included: workplace culture, lack of senior management commitment, inappropriate support structures and a lack of knowledge of TQM philosophy. Training and education at all levels in the industry are necessary to overcome these barriers.

Table of Contents

ABSTRACT2

CHAPTER 1: INTRODUCTION4

Background of the Study4

Statement of problem5

Objectives Of The Research5

Overview of the study6

Scope of the research7

Significance Of The Study8

CHAPTER 2: LITERATURE REVIEW9

Quality in construction - the industry in general10

The introduction of quality into construction16

The use of TQM in construction18

Measuring Progress18

CHAPTER 3: METHODOLOGY20

Type of research20

Data Source/Data Gathering20

Method Adopted20

Method of Analysis22

Reliability22

CHAPTER 4: DATA ANALYSIS AND RESULTS24

The importance of TQM to construction employees27

Construction functions important to efficient TQM practices27

Factors considered when implementing TQM practices28

Principal objectives in developing supply chain collaboration29

Key success factors in TQM development29

Barriers to implementing construction TQM practices31

CHAPTER 5: DISCUSSION AND CONCLUSION33

Conclusion44

Recommendation44

REFERENCES47

BIBLIOGRAPHY49

Chapter 1: Introduction

Background of the Study

The aim of TQM is to ensure that each activity contributes to achieving the key objectives of the business, and is carried out efficiently. The basic philosophy of Total Quality is "do the right things right first time". "It is estimated that the costs of not getting the right things right first time, the non-conformance costs, can amount to 25% of turnover. Eliminating this unnecessary burden will enable companies to improve profitability in the short term and enhance competitiveness in the longer term" (Implementing TQM, Lesley Munro-Faure). Quality is used to describe many things, a car might be described as a "quality car " when in reality, it is an expensive or luxurious car. Therefore it is important to define precisely in what context it should be used. Quality can be defined as total conformance to requirements : these requirements are the total customer requirements, not just a product or service specification. TQM generally requires a change in how a company operates. Quality must be the priority of every employee and for their efforts to be focused on the prevention of errors. The underlying principles of TQM include Focusing the organisation on satisfying customer needs Developing and tapping the full human potential of all employees Including everyone in the efforts to find better ways Managing business processes, not just functions or departments (McCabe 1995).

There are a several major factors which are relied upon by TQM so that it will be successful. These are Teamwork and Commitment along with good communication. However before the actual employees and company processes can be adjusted it is necessary that the management know exactly what the are striving to do and what results need to be achieved.

To begin with Total Quality starts with Marketing due to its responsible for determining the key characteristics that determine ...