Critical Factors Affecting the Implementation of Total Quality Management in the Construction Industry in U.A.E

Authors: Firas Mohamad Al-Sabek

Abstract:

The purpose of the paper is to examine the most critical and important factor which will affect the implementation of Total Quality Management (TQM) in the construction industry in the United Arab Emirates. It also examines the most effected Project outcome from implementing TQM. A framework was also proposed depending on the literature studies. The method used in this paper is a quantitative study. A survey with a sample of 60 respondents was created and distributed in a construction company in Abu Dhabi, which includes 15 questions to examine the most critical factor that will affect the implementation of TQM in addition to the most effected project outcome from implementing TQM. The survey showed that management commitment is the most important factor in implementing TQM in a construction company. Also it showed that Project cost is most effected outcome from the implementation of TQM. Management commitment is very important for implementing TQM in any company. If the management loose interest in quality then everyone in the organization will do so. The success of TQM will depend mostly on the top of the pyramid. Also cost is reduced and money is saved when the project team implement TQM. While if no quality measures are present within the team, the project will suffer a commercial failure. Based on literature, more factors can be examined and added to the model. In addition, more construction companies could be surveyed in order to obtain more accurate results. Also this study could be conducted outside the United Arab Emirates for further enchantment.

Keywords: Construction project, total quality management, management commitment, cost, theoretical framework.

Digital Object Identifier (DOI): doi.org/10.5281/zenodo.1338265

References:

[1] Dean, J., & Bowen, D. (1994). Management Theory and Total Quality: Improving research and practice through theory development. Academy of Management review, 9(3), 392-418.
[2] Fening. (2012). Impact of Quality Management Practices on the Performance and growth of small and Medium Sized Enterprises in Ghana. International Journal of Business and Social Science, 3(13), 33- 67.
[3] Harrington, J., & Voehl, F. (2012). Applying TQM to the construction industry. The TQM Journal, 24(4), 352-362.
[4] Haupt, T. C., & Whiteman, D. E. (2004). Inhibiting factors of implementing total quality management on construction sites. The TQM Magazine, 16(3), 166-173.
[5] Love, P. E., Edwards, D. F., & Sohal, A. (2004). Total quality management in Australian contracting organization: pre-conditions for successful implementation. Engineering, Construction and Architectural Management, 11(3), 189-198.
[6] Low, S., & Goh, K. (1996). A framework for implementing TQM in construction. The TQM Magazine, 8(5), 39-46.
[7] Nesan, & Holt. (1998). empowerment in construction organizations: the way forward for performance improvement. Somerset: Research Studies Press Ltd.
[8] Randeree, & Chaudhry. (2012). Leadership – style, satisfaction and commitment. Engineering, Construction and Architectural Management, Vol. 19 No. 1, 2012, 61-85.
[9] Robinson, & Jones. (2012). Operations Management. (1, Ed.) Oxford: Oxford University Press.
[10] Rwelamila, P. (1995). Quality management in the SADC construction industries. International Journal of Quality & Reliability Management, 12(8), 23-31.
[11] Ubani. (2011). Empirical analysis of sucess factors in the implementation of total qulaity management in construction industries in Nigeria. Interdisciplinary Journal of Contemporary Research in Business, 2(12), 55.
[12] Wong, A., & Fung, P. (1999). Total quality management in the construction industry in Hong Kong: A supply chain management perspective. Total quality Management, 199.