A Framework for the Implementation of TQM in Construction Organisations

Peter Love, Graham Treloar, A Ngowi, O O Faniran, Jim Smith

Research output: Chapter in Book/Report/Conference proceedingConference contributionResearchpeer-review

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Abstract

Total quality management (TQM) has been recognised as an enabler for performance improvement in the
construction industry. Many construction organisations have embraced the philosophy and techniques of
TQM with enthusiasm, while others have been reluctant because of the perceived increases in costs and
disruption it may cause. This paper presents empirical findings from eight contracting organisations that
have adopted TQM practices in response to competitive and environmental pressures. Using the NIES
‘How To’ model developed by the Australian Government’s National Industry Extension Scheme, the paper
describes the reasons why the contractors adopted TQM, the associated planning and implementation issues
they encountered, barriers and benefits with its implementation. Findings from the case studies reveal that
when implementing TQM contractors need to align their culture with the objectives of their TQM program
if it is to form part of an effective and successful strategy for performance improvement. The paper suggests
that contractors should undertake cultural audits before implementing TQM (or any other type of change
program) so that corporate objectives and behaviours can be aligned to the goals of the TQM program. A
cultural audit process for achieving effective TQM implementation is proposed. The case studies offer a
learning opportunity for contractors who are, or are in the process of, adopting TQM.
Original languageEnglish
Title of host publicationProceedings of the 2nd International Conference of the CIB Task Group 29 (TG29) : challenges facing the construction industry in developing countries
EditorsJ Ssegawa, Alfred Beati Ngowi
Place of PublicationGaberone
PublisherBONCIC
Publication statusPublished - 2000
Externally publishedYes
EventThe 2nd International Conference on Construction in Developing Countries - The Grand Palm Hotel, Gaborone, Gaborone, Botswana
Duration: 15 Nov 200017 Nov 2000
Conference number: 2nd

Conference

ConferenceThe 2nd International Conference on Construction in Developing Countries
CountryBotswana
CityGaborone
Period15/11/0017/11/00

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Total quality management
Contractors
Performance improvement
Industry
Contracting
Planning
Government
Audit
Audit process
Costs
Enablers
Quality management practices

Cite this

Love, P., Treloar, G., Ngowi, A., Faniran, O. O., & Smith, J. (2000). A Framework for the Implementation of TQM in Construction Organisations. In J. Ssegawa, & A. B. Ngowi (Eds.), Proceedings of the 2nd International Conference of the CIB Task Group 29 (TG29) : challenges facing the construction industry in developing countries Gaberone: BONCIC.
Love, Peter ; Treloar, Graham ; Ngowi, A ; Faniran, O O ; Smith, Jim. / A Framework for the Implementation of TQM in Construction Organisations. Proceedings of the 2nd International Conference of the CIB Task Group 29 (TG29) : challenges facing the construction industry in developing countries. editor / J Ssegawa ; Alfred Beati Ngowi. Gaberone : BONCIC, 2000.
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abstract = "Total quality management (TQM) has been recognised as an enabler for performance improvement in theconstruction industry. Many construction organisations have embraced the philosophy and techniques ofTQM with enthusiasm, while others have been reluctant because of the perceived increases in costs anddisruption it may cause. This paper presents empirical findings from eight contracting organisations thathave adopted TQM practices in response to competitive and environmental pressures. Using the NIES‘How To’ model developed by the Australian Government’s National Industry Extension Scheme, the paperdescribes the reasons why the contractors adopted TQM, the associated planning and implementation issuesthey encountered, barriers and benefits with its implementation. Findings from the case studies reveal thatwhen implementing TQM contractors need to align their culture with the objectives of their TQM programif it is to form part of an effective and successful strategy for performance improvement. The paper suggeststhat contractors should undertake cultural audits before implementing TQM (or any other type of changeprogram) so that corporate objectives and behaviours can be aligned to the goals of the TQM program. Acultural audit process for achieving effective TQM implementation is proposed. The case studies offer alearning opportunity for contractors who are, or are in the process of, adopting TQM.",
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Love, P, Treloar, G, Ngowi, A, Faniran, OO & Smith, J 2000, A Framework for the Implementation of TQM in Construction Organisations. in J Ssegawa & AB Ngowi (eds), Proceedings of the 2nd International Conference of the CIB Task Group 29 (TG29) : challenges facing the construction industry in developing countries. BONCIC, Gaberone, The 2nd International Conference on Construction in Developing Countries, Gaborone, Botswana, 15/11/00.

A Framework for the Implementation of TQM in Construction Organisations. / Love, Peter; Treloar, Graham ; Ngowi, A; Faniran, O O ; Smith, Jim.

Proceedings of the 2nd International Conference of the CIB Task Group 29 (TG29) : challenges facing the construction industry in developing countries. ed. / J Ssegawa; Alfred Beati Ngowi. Gaberone : BONCIC, 2000.

Research output: Chapter in Book/Report/Conference proceedingConference contributionResearchpeer-review

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AB - Total quality management (TQM) has been recognised as an enabler for performance improvement in theconstruction industry. Many construction organisations have embraced the philosophy and techniques ofTQM with enthusiasm, while others have been reluctant because of the perceived increases in costs anddisruption it may cause. This paper presents empirical findings from eight contracting organisations thathave adopted TQM practices in response to competitive and environmental pressures. Using the NIES‘How To’ model developed by the Australian Government’s National Industry Extension Scheme, the paperdescribes the reasons why the contractors adopted TQM, the associated planning and implementation issuesthey encountered, barriers and benefits with its implementation. Findings from the case studies reveal thatwhen implementing TQM contractors need to align their culture with the objectives of their TQM programif it is to form part of an effective and successful strategy for performance improvement. The paper suggeststhat contractors should undertake cultural audits before implementing TQM (or any other type of changeprogram) so that corporate objectives and behaviours can be aligned to the goals of the TQM program. Acultural audit process for achieving effective TQM implementation is proposed. The case studies offer alearning opportunity for contractors who are, or are in the process of, adopting TQM.

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Love P, Treloar G, Ngowi A, Faniran OO, Smith J. A Framework for the Implementation of TQM in Construction Organisations. In Ssegawa J, Ngowi AB, editors, Proceedings of the 2nd International Conference of the CIB Task Group 29 (TG29) : challenges facing the construction industry in developing countries. Gaberone: BONCIC. 2000