An Empirical Case Study and Approach On TQM in A S

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An Empirical Case Study and Approach on TQM in a Stipulated

Construction Firm
To cite this article: P. Mohan Anjani Kumar and Ashwin Raut 2021 IOP Conf. Ser.: Mater. Sci. Eng. 1197 012037
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International Conference on Advances in Civil Engineering (ICACE 2021) IOP Publishing
IOP Conf. Series: Materials Science and Engineering 1197 (2021) 012037 doi:10.1088/1757-899X/1197/1/012037
AN EMPIRICAL CASE STUDY AND APPROACH ON TQM IN A STIPULATED

CONSTRUCTION FIRM
P. Mohan Anjani Kumar 1, Ashwin Raut2*

1M.Tech Student, Department of Civil Engineering, Koneru Lakshmaiah Education Foundation,
Vaddeswaram, Guntur (Dt.), 522502, AP, India, [email protected]
2*
Department of Civil Engineering, Koneru Lakshmaiah Education Foundation, Vaddeswaram,
Guntur (Dt.), 522502, AP, India. (Corresponding Author), [email protected]
ABSTRACT: In comparison to other sectors such as manufacturing and service, the construction
sector is perceived to impose a low value on performance. TQM is implemented by very few
construction companies in this world, and the top-down technique is widely used. To incorporate
TQM in a company, top management must contribute to a "bottom-up" strategy by creating a
"Quality Circle." According to this study, the first and most important criteria for introducing TQM
in construction firms is top management involvement, other obstacles that companies must
overcome include a lack of education, lack of confidence, lack of common trust, a lack of skilled
staff, market competition, weak strategies and requirements, bad behavior, the availability of
experienced field managers, and so on. In this approach, one case study is analyzed to show how
Total Quality Management (TQM) is efficiently applied by using a "bottom-up" approach and
creating a PMO in an Indian construction company. After some study of the Pareto graph, and
identifying root causes using Root Cause analysis, experience is applied in the provided studied
construction firm to apply TQM. Following that, a method for applying TQM in a building company
is suggested.
Keywords: Total Quality Management (TQM); TQM Gurus, TQM Implementation; TQM tools;
Quality Circles; Pareto analysis.
1. INTRODUCTION
Total quality management (TQM) is a concept of continual improvement focusing on the customer
and quality[1]. It is the outcome of quality improvement. It was established by Walter Shewhart
in the early 1920s when statistical theory was used for product quality control. Following that, in
the 1940s, the concept was proposed in Japan under the leadership of Americans such as Deming,
Juran, Feigenbaum, and Crosby [2]. Appropriate standards of quality have long been a concern in
the construction sector. Each year, significant amounts of time, money, and capital, both human
and material, are ruined because of ineffective or nonexistent quality control procedures. Total
Quality Management (TQM) principles, first used in Japan and recently adopted in the United
States, have boosted production reduced component costs, and enhanced production efficiency in
the manufacturing industry. These ideas also apply to the building industry [3].
Quality is a concept used to describe the twenty-first century. Performance would have to be
incorporated into all elements of a competitive company if it is to gain market share. Quality is a
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resource or an element. Quality is a significant concept that is usually applied to the end-use of a
consumer. Quality is characterized as a product's ability to meet the needs of its consumers.
In other words, consistency is an indicator of a product's ability to meet the needs of the final
consumer. In general, quality refers to the characteristics of an item or service that determine its
ability to reliably meet or surpass consumer standards. Characteristics are applied to a product or
service at any stage of its life cycle, from content processing to consumer use. As a result, all
divisions of an organization have a role to play in deciding the quality of the product or service.
According to Crosby [4], consistency is "conformance to standards or specifications." Quality,

according to Juran, is “suitability for use”. This usually refers to its consistency, compliance,
protection, longevity, and consistency. After World War II, when the Japanese chose to compete
on two fronts-quality and price-quality emerged as a major factor in business performance. Before
this, US business companies appeared to rely primarily on price, with performance a distant
second. The rise of the Japanese impacts the global market landscape. The Japanese introduced a
novel concept: improved quality equals lower cost, which was entirely strange at the time, and is
still prevalent today. The main subject of "quality" is a compromise seen between a supplier's price
and value.
2. LITERATURE REVIEW
2.1. EVOLUTION OF QUALITY
Quality management is a new trend. Clients could choose products that are created using advanced
crafts in advanced cultures. Professional craftsmen or artists in those communities oversee their
own workshops and educate and track others. A mass manufacturing and regularly scheduled
process rendered artisan skills unnecessary. Mass manufacturing was the aim. Eli Whitney was the
first pioneer in the United States who introduced parts manufacture for muskets, a practice that set
up a musket production line. Several people, including Frederick Winslow Taylor [5], called for
the next step. He has been called the "father of research management." His approach also covered
aspects of quality management, such as interoperability and the implementation of improved
approaches. Henry Ford has made major contributions to improving assembly line quality
management and procedures. In Germany, Karl Friedrich Benz is known as the "father of the car,"
though real mass manufacture started with Volkswagen after World War II. North American
industries now stress production at a lower cost and greater productivity.
After the Second World War, Japan wanted to make quality management a citizen as part of
restructuring their economy. Several active-quality programs have been created by the Japanese.
Quality programs in products from the 1950s through the 1970s led to Japan attaining very high
standards of quality. Quality management is becoming more holistic, with considerations for
people, methods, and commodities all being included. Many of the approaches not only have
strategies, but also quality culture (i.e., citizen factors) [5].
2.2. IMPLEMENTING TQM IN CONSTRUCTION

One critical stage in achieving a whole quality management system in construction is to form a
construction team composed of a major contractor and subcontractors who will be committed to
the quality process and build a real quality mindset [6].
2
TQM may be applied in three phases inside an organization: investigation and awareness, planning
and coordination, and execution. The majority of firms in the construction sector were hesitant to
apply TQM, believing that the ISO 9000 series was sufficient but also that management did not
attempt to commit their workforce to more "acculturative stress." Additionally, organizations
perceive that there may be other vital concerns, such as safety. Additionally, firms in the
construction sector have delayed adopting TQM procedures due to an apparent lack of short-term
advantages. Due to the inherent complexity of construction works and their ever-changing
atmosphere. The management system must be adaptable, attentive to proper communication, and
ever improving. Clients would forgo the constitution of allocating bids based on the lowest bid
and instead push to compensate the smartest developers and vendors capable of providing the
greatest service. the acknowledged relationship between numerous market situations and TQM
procedures. This indicates that competitive forces will drive TQM implementation. Firms should
form customer collaborations by emphasizing quality above pricing when selecting vendors.
2.3. QUALITY CIRCLE

Several firms in India have been adopting the quality circles idea over the previous two decades.
Factories and many other organizations must integrate quality circles such that the population as a
whole can realize the maximum economic advantages and profits. The quality circle organization
is an unstructured engagement between the public and private organizations, assisting one another
in achieving the company's goals. Several members of the continuous improvement advisory board
have been chosen to represent operations, process optimization, innovation, and performance
monitoring. This committee serves as an advisory group for quality circles. The advisory board
maintains a database of and supervises quality circles in factories and organizations [7].
2.4. RESULTS FROM QUALITY GURUS

It has been determined that each quality guru uses a different approach to TQM. Even so, the
author gains a greater understanding of TQM through the principles and methods suggested by
these content gurus. Their perspectives provide an excellent basis for undertaking this research.
While their approaches to TQM are not identical, they do share the following points:
(1) Management is accountable for committing to, leading, empowering, encouraging, and
supporting technological and human processes. The top management must provide the
atmosphere and structure for operations within a company. It is critical that management
encourages workforce interest in quality enhancement and cultivates a quality culture by altering
workers' perceptions and behaviors about quality.
(2) Emphasis is placed on strategy, regulation, and firm-wide assessment practices.
(3) The importance of employee education and preparation is emphasized in terms of changing
employees' values, behaviors, and perceptions as well as improving employees' ability to perform
their duties.
(4) It is critical to monitor processes and to continuously develop the quality framework and
product design. The priority is defect prevention, not post-mortem testing.
3
(5) Quality is a systemic enterprise-wide operation that spans the supply chain from manufacturers
to consumers. Quality management efforts should include all practical practices, including
marketing, planning, engineering, sourcing, assembling, testing, shipping, billing, implementation,
and operation.
Figure 1. Results from quality Gurus [8].
2.5. QUALITY TOOLS

Numerous instruments and approaches for quality assurance have been identified by researchers.
A single tool is a device that serves a defined objective and is often used independently, whereas
a method has a broad use and is seen as a collection of tools [9]. Practical ways, qualities,
procedures, or strategies that may be applied to specific activities are referred to as tools and
techniques. They are used, among several other aspects, to support good transformation and
progress [10]. There are several high-quality and problem-solving tools available. To focus the
context, the seven fundamental quality tools and tools emphasized in the six-sigma programmed
and education were chosen. These seven quality tools were chosen since they are most well
recognized, promoted, and implemented [11].
Additionally, comparable organizations employ various Quality Tools (QTs), with significant
effects. Currently, companies hire the QTs indicated by the quality improvement paradigm.
However, no organization can profit from every QT, and there is no guidance to assist companies
in making decisions on which ones to utilize [12]. The basic seven fundamental tools are a Check
sheet, Histogram, Pareto analysis, Process flow chart, Cause-Effect diagram, Scatter diagram,
Control chart [13]. In this study, we are only using two of the seven fundamental tools. Those two
fundamental methods are Check sheet and Pareto analysis.
4
3. RESEARCH METHODOLOGY
A construction firm in Hyderabad, India, has been chosen as a case study from the start of the
research. Data was collected in this company and analysis was done. This company's primary
objective is the development of buildings and the sale of apartments. They construct residential
and industrial buildings and then sell them to customers. The following are the reasons for
choosing this firm: there are a lot of opportunities for implementing quality tools in various areas
of the company's market, and the author of this research is a full-time employee of this company.
This company's managers tried to increase the efficiency of their jobs as well, but they did not
achieve the best results.
A check sheet is used to gather information from an external flat buyer as well as internal staff.
The gathered data is then evaluated using Pareto analysis to classify the key problems that can
have the greatest benefits if solved. The root causes of a process flow are identified. Identifying
root causes necessarily involves any method of research. Finally, several basic root causes for
change are defined.
4. DATA COLLECTION
A preliminary investigation was conducted to gain an understanding of the work procedures of
various divisions of a construction company, such as construction managers, construction sites,
ready-mix concrete plants, architecture division, architect section, quality control section, real
estate section, human resources section, and marketing section. Additionally, it assists in
identifying any potential problems in the work phase that appear regularly in specific sections.
Data was gathered from 100 external consumers (flat purchasers) on their perceptions of quality
and management problems. The data gathered is then summarized on the check sheet. Another
internal client (staff member) check sheet is accomplished by gathering data from the firm's
internal staff about their knowledge and perceptions of quality problems. The data gathered by the
checklist is then ready for Pareto analysis. The data is sorted ascending, and average percentages
are calculated by counting or comparing the frequency of occurrences. According to Vilfredo
Pareto's 80-20 rule, vital few and trivial much are defined. Following the review and identification
of problems by various teams and divisions of the construction company, detailed outcomes are
listed, such as identified major problems, minor problems, and specific points to be resolved for
effective TQM implementation. Finally, some specific topics are addressed briefly.
4.1. CHECK SHEET

The check sheet, alternatively referred to as a "Defect Concentration Diagram," is a data collection
sheet. It is a straightforward tool for storing information for later processing. The data collection
sheet should be pre-printed and extremely systematic and organized, making it easier to identify
the issue. This is a general-purpose method that can be used for several purposes but is most often
used to determine the occurrence or trends of accidents, incidents, faults, defect position, and
defect causes. This is a commonly used method for analyzing efficient processes for statistical
quality control purposes [10].
5
4.2. PARETO ANALYSIS

Pareto analysis is a decision-making methodology that utilizes statistics to identify a small number
of tasks that have a major overall impact. It is widely used and simple to execute the tool. Pareto
analysis is a reasonably straightforward technique for determining which activities or conditions
in an organization can have the greatest effect [14]. It arranges the data/factors in descending order
of their number of occurrences. The cumulative frequency is multiplied by 100. The "vital few"
elements constitute the majority (80%) of a total number of occurrences, while the "useful many"
account for just 20% of occurrences, which is also referred to as the 80-20 law established by
Italian economist Vilfredo Pareto{Formatting Citation}.
Typically, the results of a Pareto analysis are described by a Pareto cart. The map illustrates the
different variables considered in descending order. This map is shown in the format of a bar chart
in descending order and assists in identifying the aspects that are critical by superimposing a line
graph that cuts an 80% average percentage and assists in finding out the factors that have the
minimum number of benefits and vice versa. Joseph Juran expanded on this idea and discovered
that it applies to a wide variety of areas of daily life [16]. For instance, it can be extended to a
variety of topics, including looking for books online in a library resources database, deciding
which activities in a project can have the greatest effect, finding the main sources of consumer
concerns about goods or services, and identifying the products or services that generate 80% of
the profit.
4.2.1. PARETO ANALYSIS OF CHECK SHEET DATA
120 120%
95% 96% 98% 98% 99% 100%100%
100 90% 92% 94% 100%
84% 88%
77%
80 69% 80%
60%
60 51% 60%
41%
40 31% 40%
21%
20 11% 20%
100 96 94 93 91 86 83 74 65 32 23 16 14 14 12 12 8 6 5 3
0 0%
Frequancy Cumulative %
Figure 2. The Pareto Chart illustrates the relationship between external customers (flat buyers)
and issues related to quality and service.
6
Table 1. The Pareto Chart illustrates the relationship between external customers (flat buyers)
and issues related to quality and service.
S. No Name of Complaints Frequency Cumulative Cumulative %
1 Handover delay 100 100 11%
O & M (operation and maintenance)
2 96 196 21%
handing over
Availability of Skilled and
3 94 290 31%
experienced O&M team
4 Plaster crack 93 383 41%
5 Bad workmanship 91 474 51%
6 Sanitary fitting height issues 86 560 60%
Addition /omission mismanagement
7 83 643 69%
and delay
8 Door, window related problems 74 717 77%
9 Snag Works 65 782 84%
10 Dampness Issues 32 814 88%
11 Tiles hallow Sound problems 23 837 90%
12 RCC construction joints crack 16 853 92%
13 RCC top floor ceiling leakage 14 867 94%
14 Parking problem 14 881 95%
15 Pressure problem in water taps 12 893 96%
16 Electrical line related problems 12 905 98%
17 Drainage problem 8 913 98%
18 Toilet floor slope problem 6 919 99%
19 Lift related problem 5 924 100%
20 Others 3 927 100%
120 94% 96% 98% 98% 100% 120%

100 82% 86% 89% 92% 100%
77%
80 60% 66% 71% 80%
60 47% 53% 60%
33% 40%
40 25% 40%
17%
9%
20 20%
0 0%
Frequancy Cumulative %
Figure 3. Internal employee survey on quality problems. The survey is done using 100 cases (at
Site & management at the Head Office)
7
Table 2. Internal employee survey on quality problems. The survey is done using 100 cases (at
Site & management at the Head Office)
S. No Name of Complaints Frequency Cumulative Cumulative %
1 Lack of incentives 97 97 9%
2 Motivational deficit 94 191 17%
3 Inexperience of labor 92 283 25%
4 Inaccurate master budget 88 371 33%
5 Inexperience of Supervisor 78 449 40%
6 Modifications to the scope 78 527 47%
7 Overhead reduction policy 77 604 53%
8 The Inexperience of Site Engineer 72 676 60%
9 Recruitment discrimination 67 743 66%
10 Inappropriate HR function 64 807 71%
11 Lack of a planned schedule 58 865 77%
Lack of ability to make the right
12 56 921 82%
decisions
13 Lower wages 52 973 86%
14 Delay in the supply of materials 32 1005 89%
15 Inadequate materials 31 1036 92%
16 Inexperience of Manager 26 1062 94%
17 Manpower crisis 23 1085 96%
18 Inadequate drawing supply 22 1107 98%
19 Wastage 14 1121 98%
20 Others 8 1129 100%
5. RESULTS AND DISCUSSIONS

After Pareto analysis, the major causes identified are Handover delay, O & M (operation and
maintenance) handing over, Availability of Skilled, and experienced O&M team, Plaster crack,
Bad workmanship, Sanitary fitting height issues, Lack of incentives, Motivational deficit,
Inexperience of labor, Inaccurate master budget, Inexperience of Supervisor, Modifications to the
scope, Overhead reduction policy, The Inexperience of Site Engineer, Recruitment discrimination,
Inappropriate HR function.
The following consequences usually occur because of the mentioned major causes. Failure to meet
the deadline, client satisfaction is low. Increased costs for rework, materials, and labor. Additional
expense and loss, Additional time, Incompatibility of areas, Conflict with a neighbor. Reduced
output (low productivity), Negative impact on brand reputation, Unsafe superstructure, a threat to
life Additional correction, resolve to failure.
5.1. PROBLEMS IN MANAGEMENT

5.1.1. Inadequate performance appraisal and motivation of staff
Employee satisfaction is another parameter that can be used to evaluate quality management. This
tool is quite effective at enhancing the quality of work. Employees will be highly motivated
8
if their work is properly reviewed and rewarded consistently. Although this organization has a
human resources department, they are not completing their primary tasks, which include proper
employee performance appraisal and reward based on demand, ongoing staff training, and inspiring
staff through promotional offers. They are predominantly driven by upper management. As a result,
some prospective workers become dissatisfied and reduce their productivity.
5.1.2. Lack of skilled employees

According to the approach, the primary impediment to construction sector efficiency is a lack of
education. The majority of subcontractor employees are not properly trained. They often come from
rural areas and learn the trade of masonry from a master mason. They lack formal schooling and
theoretical expertise. Thus, upon inspection, it is discovered that they are operating outside of
established regulations and norms. As a result, qualitative work cannot be achieved to the required
standard, and occasionally, rework is required, paying higher costs in terms of material and labor.
5.1.3. Inadequate Education

Another issue with this organization is a lack of awareness. The majority of this company's
subcontractors and workers are not properly educated in their respective industries. Without any
theoretical basis, most of them become experts by doing the job. They frequently make mistakes in
their job because of poor supervision and a lack of skilled management. Furthermore, because they
lacked theoretical understanding, various subcontractors performed the same work in a variety of
ways. This is a relatively typical problem in India.
5.1.4. The cost reduction policy is implemented by management.

The corporation in question is still conscious of this style of management. Even after the loss of the
higher price, they still believe that quality is a matter of the additional expense. To a far greater
extent, other activities may be accomplished at this price. The evidence presented here shows that
these companies are not truly raising their investment in their construction phase or not investing in
their workers' training. To cut costs, the entire management team must look for ways to cut costs
throughout the development process. As a result, it is difficult to catch deadlines or accomplish poor
work. Because of this, it tends to provide low productivity for businesses and low-quality production.
5.1.5. lazy and rude attitude

Unmotivated and unpleasant behaviors have been increased by the competitive market, incompetent
management procedures, and a complete absence of better standards. Prominent words and phrases,
which include "It isn't my responsibility" and "If it isn't broken, don't fix it," often reflect opinions
shared by consumers. Some feel slightly familiar to you. They all lead to problems. This approach
is typically the result of less motivation, more compensation, greater pressure, and management
techniques that seem to be unfriendly to the workforce.
5.2. PROBLEMS ASSOCIATED WITH DESIGN

5.2.1. Dissimilarities in the design processes of all designers
Structural designs for almost identical types of structures are being carried out in a structured way
by many designers. Certain generic systems, such as shoreline security and soil excavation, shore
pile bracing, column-beam framework, column, beam, and slab size and thickness, and so on, maybe
9
kept consistent if designers consult with one another through the design process. There is a
consultant with whom architects consult and get guidance from time to time during the design
process. However, perfect design resemblance is not reached. The difficulty stems from the lack of
desire to consult with experts. Another reason is that this section lacks a senior coordinator.
5.2.2. Inadequate communication with the corresponding architect

Construction is the process of constructing, reconstructing, adding to, subtracting from, or
renovating. Thus, design modification or amendment is a common phenomenon in construction
organizations. A building's fundamental theory is developed by an architect. An architect often
creates planning, modeling, and viewpoint. The designers specify exactly the materials required,
such as reinforcement, concrete, cement, bricks, or blocks. Additionally, he makes recommendations
to the architect on the thickness and size of the RCC member. Thus, if a designer wants to alter or
revise a design, he or she must communicate with the authorized architect. Otherwise, true
architectural thought may be stifled.
5.3. PROBLEMS RELATED TO ARCHITECTURE

5.3.1. Errors in architecture and a lack of motivation
Architects can make plumbing fixture design mistakes that influence performance. They frequently
created the erroneous setup as specified in the drawings. Complaints occur from tenants after
handover, with the developer financing the operational costs. A committee was recruited to monitor
the initial planning work and internal arrangement of the bathroom and kitchen fixtures. We
examined the sites three times. The challenges of this squad have been much decreased in one year.
Additional reasons include architectural design activities. Following the work's completion,
architects modify their designs and recommendations multiple times. As a result, developers lose
resources, materials, and money as well as miss deadlines. In general, the expertise of architects is
inadequate. The only solution is for architects to make sensible and reasonable recommendations
that everyone can accept. This suggests architects should have experience.
6. CONCLUSION
The construction sector has various challenges in achieving high-quality performance because of the
sector's complexity. TQM is progressively being used in the construction industry to address quality
issues. TQM deployment requires a shift in organizational culture and management behavior.
Historically, building enterprises have been overlooked and have been structured inappropriately in
several companies. The organization's present culture must be transformed into a TQM environment
that prioritizes quality as a primary strategy. A review of the literature, findings and analysis of a
case study conducted in various departments of a construction firm recognizes several key aspects
that lead to the effective implementation of TQM, including organization commitment, education
and training, teamwork, human resource management, and empowerment, supplier relationships,
quality planning and strategic, process management. These quality culture elements should be
incorporated into the construction organization's TQM implementation for continual development.
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PAPER • OPEN ACCESS

An Empirical Case Study and Approach on TQM in a Stipulated

View the article online for updates and enhancements.

This content was downloaded from IP address 181.215.145.121 on 26/11/2021 at 00:49

AN EMPIRICAL CASE STUDY AND APPROACH ON TQM IN A STIPULATED

P. Mohan Anjani Kumar 1, Ashwin Raut2*

According to Crosby [4], consistency is "conformance to standards or specifications." Quality,

2.2. IMPLEMENTING TQM IN CONSTRUCTION

2.3. QUALITY CIRCLE

2.4. RESULTS FROM QUALITY GURUS

(2) Emphasis is placed on strategy, regulation, and firm-wide assessment practices.

Figure 1. Results from quality Gurus [8].

2.5. QUALITY TOOLS

4.1. CHECK SHEET

4.2. PARETO ANALYSIS

4.2.1. PARETO ANALYSIS OF CHECK SHEET DATA

120 94% 96% 98% 98% 100% 120%

5. RESULTS AND DISCUSSIONS

5.1. PROBLEMS IN MANAGEMENT

5.1.2. Lack of skilled employees

5.1.3. Inadequate Education

5.1.4. The cost reduction policy is implemented by management.

5.1.5. lazy and rude attitude

5.2. PROBLEMS ASSOCIATED WITH DESIGN

5.2.2. Inadequate communication with the corresponding architect

5.3. PROBLEMS RELATED TO ARCHITECTURE

[11] C. Hagemeyer, J. K. Gershenson, and D. M. Johnson, “Classification and application of

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