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.
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 language | English |
|---|---|
| Title of host publication | Proceedings of the 2nd International Conference of the CIB Task Group 29 (TG29) : challenges facing the construction industry in developing countries |
| Editors | J Ssegawa, Alfred Beati Ngowi |
| Place of Publication | Gaberone |
| Publisher | BONCIC |
| Publication status | Published - 2000 |
| Externally published | Yes |
| Event | The 2nd International Conference on Construction in Developing Countries - The Grand Palm Hotel, Gaborone, Gaborone, Botswana Duration: 15 Nov 2000 → 17 Nov 2000 Conference number: 2nd |
Conference
| Conference | The 2nd International Conference on Construction in Developing Countries |
|---|---|
| Country/Territory | Botswana |
| City | Gaborone |
| Period | 15/11/00 → 17/11/00 |