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Total quality management (TQM)
implementation in the Nigerian
construction industry
Samuel Ikechukwu Egwunatum
Quantity Surveying, Federal University of Technology Owerri, Owerri, Nigeria
Anthony Chukwunedum Anumudu
Department of Quantity Surveying, Federal University of Technology Owerri,
Owerri, Nigeria
Emmanuel Chidiebere Eze
Quantity Surveying, Federal University of Technology Owerri, Owerri, Nigeria, and
Imoleayo Abraham Awodele
Department of Quantity Surveying, Federal University of Technology Owerri,
Owerri, Nigeria
Abstract
Purpose –Lack of strict compliance to the principles of total quality management (TQM) by construction
organizations has brought about poor quality of the finished building projects. This has been blamed for the
incessant structural failure reported in Nigeria. This study appraised TQM implementation in the Nigerian
construction industry, with a view to mitigating structural failure rate of construction projects. To achieve this
aim, the study aims to assess the practice level of TQM and the factors hindering TQM implementation on
construction projects.
Design/methodology/approach –The study utilized a well-structured questionnaire and convenient
sampling method in the gathering and sampling of data among construction professionals in Imo state, Nigeria.
Data analyses were done using, frequency, percentage, mean analytics and Pareto analysis.
Findings –The study revealed that major practice of TQM principles with respect to structural failure rate are
purchasing: ensuring the procurement of materials of the specified quality standard, ensuring the use of a
quality improvement construction process of the organization, site management responsibility: this entails
ensuring quality supervision by the project management leadership and monitoring and control of quality
during the construction to guarantee firm observance quality standards. Also, the major factors hindering
TQM implementation on construction projects are: inadequacy of the necessary machineries, equipment, tools
and facilities for the effective execution of work on construction site; breakdown in communication and
information exchange between the management and supervisory teams on site; poor attitudes and strategies
toward maintenance of equipment, tools and machines; and absence of prompt salary and incentive payment. It
was recommended that construction firms must require the suppliers of construction materials to strictly
comply with quality specification evidence in quality certification of delivered materials to mitigate structural
failure.
Research limitations/implications –This study appraised TQM implementation in the construction
industry of Nigeria, with emphasis on Imo state. The study underscores the practice level of TQM and the key
factors hindering TQM implementation on construction projects. Following the localized geographical
limitation of the study area, a similar research in other part/states of Nigeria or even in other developing
countries of African is necessary.
Practical implications –The practices level of TQM and the factors hindering TQM implementation were
identified. This will be useful in guiding construction firms, other industry’s key stakeholders and regulatory
agencies in bringing about a sustainable quality management system for improve profit and value
maximization and avoiding incessant structural failure.
Originality/value –This is one of the few studies that have assessed the practice level of TQM and the factors
hindering TQM implementation on construction projects in Nigeria. This study took place in Imo state with
records of periodic structural failure and building collapse.
Keywords Total quality management, TQM practices, TQM principles, Structural failure, Project delivery,
Nigeria
Paper type Research paper
Total quality
management
The current issue and full text archive of this journal is available on Emerald Insight at:
https://www.emerald.com/insight/0969-9988.htm
Received 18 August 2020
Revised 5 November 2020
7 January 2021
Accepted 10 February 2021
Engineering, Construction and
Architectural Management
© Emerald Publishing Limited
0969-9988
DOI 10.1108/ECAM-08-2020-0639
1. Introduction
An increase in cases of structural failure has proven to be a reoccurring historical concept in
the Nigerian construction industry (Oloyede et al., 2010). It could be physical failure of a small
structural part, progressive failure showing feasible signs of weaknesses such as cracks, and
total/sudden failure of structures takes the contractor and client by surprise (Muhammad
et al., 2013;Abu et al., 2011;Abdulazeez and Abari, 2016). According to Abdurrahman (2012),
absence of total quality management (TQM) principles such as lack of proper planning
during design phase, under reinforcement, not adhering to project specifications, lack of use
of standard materials, use of unqualified professionals, insufficient management staffs and
team responsible for controlling quality, errors owing to poorly detailed structural design,
speedy construction, share ignorance, etc. are key players to structural failures. On the other
hand, earlier research by Orumwense (2014) hammered on immediate development of
strategies for effective project performance in the Nigerian construction industry. Ewurum
(2001) reported that the high construction cost is a contributor to the sluggish growth of
economies. It was further submitted that inflation and unproductivity of the market, poor
quality of materials and services, schedule slippages, among other variables, have remained a
recurring decimals in the construction industry of most nations.
Based on the foregoing, this research work appraises TQM implementation in the
construction industry of Nigeria, with a view to mitigating structural failure rate of
construction projects. The objectives of the study are: (1) to determine the practice level of
TQM and (2) to assess the factors hindering TQM implementation on construction projects.
The debatable nature of absence of TQM principles’implementation has climbed to its
apex in the construction industry, as it is viewed from the angle of poor-quality output and
workmanship when scaled alongside the service and manufacturing industries (Harris and
McCaffer, 2002;Sodangi et al., 2010;Hoonakker, 2011). Research gathered from Mahmood
et al. (2006) shows that the final product, construction processes, workforce and construction
materials are yearning for improvement, as a result of the non-compliance to TQM principles.
Poor construction processes, materials and workmanship will impact negatively on the
quality of the final project output (Roland, 2010). With respect to this, Temtime and Solomon
(2002) proposed a policy for strict adherence to TQM concept/principle and its adaptation in
the construction industry for better-quality improvement of product and services delivered
for construction clients and end users of completed facilities to realize best value for their
invested resources. Temtime and Solomon’s (2002) proposal has not found its place in the
Nigerian construction industry, hence this investigation. The outcome of this will be
beneficial in the construction industry of Nigerian and other developing countries with
similar construction environment. The major factors impeding the achievement of holistic
TQM implementation will be obvious, and this will help construction organizations and other
key stakeholder in the construction industry to devised means to overcoming impediments,
to improve project performance and minimize or eliminate structural failures and building
collapse. The regulatory agencies would also benefit from this study in the area of monitoring
and ensuring compliances for non-conforming organizations. The study will also add to the
few extant studies on TQM in the construction industry. In spite of the industry’s organized
procedure of documenting and scrutinizing processes, structural failures are still visible and
reported in construction news and journal literature. Accordingly, a theoretical attempt in the
knowledge of TQM is ventured in this paper toward mitigating incessant building failures.
2. Background
There are general concerns regarding the structural and quality integrity of construction
projects on international scales. Pointers to this are the general sprout of TQM literature and
investigations in several countries of the world assessing industry awareness levels, practice
ECAM
levels, critical success factors and perceived effects of non-adoption of TQM in construction
projects.
Asim et al. (2013) investigated the implementation hurdles in the Pakistani construction
industry by studying the problems of TQM suitability, acceptability and the adoption levels
while mirroring the pre-studies of Sommerville and Robertson (2000),Low and Peh (1996),
Kuprenas and Kenney (1998) and Culp et al. (1993) on TQM implementation strategies. The
study showed that industry experts rely on complying to standards specification as a TQM
implemented project. In the Hong Kong construction industry, the same worry of TQM
applications by construction projects’contractors led Lau et al. (2015) to investigate the level
of TQM application as a follow up to the government’s release of construction industry
review committee (CIRC) report on the strength/weakness of the Hong Kong industry. Prior
studies by Tang et al. (2005),Zang (1999),Zang et al. (2000),Tang et al. (2005) and Anthony
et al. (2002) agreed that there has been quality improvement across the Hong Kong industry,
yet Lau et al.’s (2015) work posits that there is a dearth of documented literature on
achievements arising from TQM applications across the Hong Kong construction industry
rebirth.
The chronology of investigation pertaining to TQM implementation on the national scale
led Elghamrawy and Shibayama (2008) to investigate TQM implementation in the Egyptian
industry. Following the background study of Abdel-Razek (1998),Abdel-Razek (2000),Burati
and Oswald (1998),Phang and Teo (2004),Elghamrawy and Shibayama (2008) reported that
the nature of construction progress, bidding strategy on the basis of cost, absence of quality
culture, low learning of site operatives and subcontractors are some of the impediments to
TQM implementation in the Egyptian construction industry when compared to the Japanese
industry. TQM implementation in the Palestinian construction industry was also
investigated by Altayeb and Alhasant (2014) considering the contribution of the industry
to the economic development of Palestine. Success factor to the implementation of TQM to
their industry was core to them. Their paper presented some significant factor on the basis of
the strengths and weakness of their industry stakeholders. The paper’s position corroborated
the earlier findings of Abdul-Aziz (2002),Baidoun (2004),Tari (2005),Jung and Wang (2006),
Bryde and Robinson (2007).
In the Nigerian situation, Chikodili (2010) reported that a fundamental challenge
confronting the Nigerian construction industry stems from the near-absence of TQM
implementation. On that note, the paper showed that the Nigerian construction industry
cannot favorably compete with foreign counterparts, construction quality project delivery.
The cluster of research reactions above from Pakistani, Palestinian, Hong Kong, Egyptian
and comparatively Japanese construction industries shows academic and industry surprise
of deviation regarding the maternity level of TQM implementation and acceptability in those
countries’industry as against the Nigerian context.
Clear cases of suitability of use, acceptability and adoption levels in Asim et al. (2013)
using descriptive statistics show that the Pakistan construction industry is well validated in
TQM deployment.
Similarly, Lau et al. (2015) on TQM application level in the Hong Kong construction
industry using correlation analysis from a questionnaire surveyed data to establishing
respondents’scores showed that the industry’s improvement is intrinsically linked to TQM
application.
TQM in the Egyptian industry was reported to be at low ebb of maturity in terms of
implementation and adoption to construction projects by Elghamrawy and Shibayama
(2008) by means of comparative analysis while mirroring the Japanese constructors
working in Egypt. While the Japanese firms are transferring the TQM principles in use in
Egypt, they reported that such management principles are for cries in use by Egyptian
contractors.
Total quality
management
The Palestinian industry was reported to have some level of TQM adoption and
implementation, but not at a matured state by Altayeb and Alhasan (2014) in an informal
form. The study pointed some critical success factors that can transform the industry to the
highest level of TQM implementation by assessing industry stakeholders’readiness to
adopting quality management methodologies using a computer-simulated model in
assessing their strength and weakness.
2.1 Quality in the context of construction projects
There is a general consensus in management thoughts that the attainment of ISO9000
certification by an organization does not necessarily translate to the organization’s achieving
the TQM goal (Chartzoglou et al., 2015). Achieving the TQM goal in the context of
construction translates to a successful client–contractor relationship. Such relationship
requires: client–contractor mutual trust and respect needing a win–win situation for both,
organization’s in-house requirements by the client, client’s brief/needs being well understood
by contractor, contractors achieving zero-defect post completion situation, regular
monitoring of contractor’s processes and outputs by the client through its agents/
consultants.
Following the above requirement, we resort to advancing quality thinking in the sense of
construction projects as clients’needs and expectation. There is a dearth of construction
industry framework for analyzing a client’s expectations based on system-oriented
evaluation. Badiru and Ayeni (1993) viewed TQM as referring to an equilibrium level of
functionality processed by an output based on the contractor’s capability and client’s
requirements. In the same adoptive form, the dimensions of quality in a construction project
that resoundingly remains attractive to the client are those enumerated in Shanka (2004),
Nwachukwu (2010) and Memom et al. (2012) as performance, features, durability, reliability,
serviceability, appearance, uniformity, consistency and conformance, safety, time and
compatibility with existing technology. It is expected that at the outset of a project, through
client’s briefs, the client documents its expectation based on its focus that will serve as the
client’s ultimate goal (Basu and Bhola, 2016;Kharub and Sharma, 2016). How client
determines such quality boundaries for such ultimate goal is shown in the accompanying
framework (see Figure 1).
In spite of this modest framework of client’s assessment approach, the view or focus
toward quality still remains multi-dimensional that often results in brief extensions, as
illustrated hereunder under (see Figure 2).
Client Client’s
requirements
Quality
Specification
Client’s
Assessment
Nominated,
appointed sub-
contractor
Contractors
process
Feedback
Inputs
Quality Feedback
Source(s): Shanka, 2004
Figure 1.
Client’s requirements
and assessment of
determining
quality goal
ECAM
Needing quality by clients in a construction project goes with the burden of cost (Anil and
Satish, 2017). Shankar (2004),Mahmood et al. (2006) and Hoonakker (2011) have been able to
show such cost and quality relationship in construction project context with the aim of
reporting the quality or properties that are right for a specific purpose and profit domains in
respect of client value and contractor’s wealth maximization objective, as shown in
Figures 3-8.
The survival of contracting organizations in a hostile economic environment, toward
client’s complete satisfaction in terms of quality according to Bajaj et al. (2018) and
foundationally Hillebrandt (2000), requires meeting the client’s need in every respect, which
includes quality at a cost the client is ready to pay and availability of quality when required.
It is in the backdrop of management theories and economic thought of insatiability that as
clients’needs are responding to dynamic hi-tech advances in terms of constructability and
materials, there appears also to be no such thing as absolute quality (Koh and Low, 2010;Kuo
and kuo, 2010;Low and Peh, 1996). As a rule, what should pacify clients are fitness for
Contractor’s Focus: Ultimate goal is to reach and exceed client’s
expectations by
1. Understanding clients brief
2. Consulting and retrofitting
3. Client’s alignment/realignment
Client’s synergy: works as supporter for:
4. On-time project delivery
5. Quality monitoring
6. Cost bearing
Project delivering contending with
7. On-time project delivery
8. Quality attained
9. Cost and time value
Poor
quality
x
Fair
quality
y
Good
quality
z
High
quality
Quality axis
Cost $
Client’s sustainability
region
Cost of quality on contractor’s p erspective
Contractor’s Profit
region
Client’s evaluation
Figure 2.
Project team’s ultimate
goal in a TQM-
executed construction
project
Figure 3.
Cost and value of
quality in construction
projects
Total quality
management
purpose and value for money in construction projects executed under the TQM framework,
with the cost and quality burden borne by client comparatively illustrated in the trade-off
interface in Figures 4-8.
Construction projects’constructability under a TQM implementation is hinged on the four
pillars of contractor’s organization systems, teamwork, client’s commitment and process
control (Bouranta et al., 2017). These four pillars have been shown by Basu et al. (2016) and
Osomas and Kafetzopoulos (2014) asbeinglinkedtoanorganization’sculture,
communication, commitment and client’s focus in the light or view of the contractor, as
elucidated in the accompanying framework below (Figures 9 and 10).
There have been international concerns whether TQM implementation has taken its right
of place in the construction industry toward delivering quality projects to owners. For
Low quality level high
Cost
axis ($)
Prevention to non-conformal
cost
Low quality level high
Cost
axis ($)
Cost planning cost
Figure 4.
Prevention cost
Figure 5.
Cost planning cost
ECAM
Low quality level high
Cost
axis ($)
Failure to conform cost
Low quality level high
Cost
axis ($)
Prevention and Cost
planning cost
Failure cost
Total Quality cost
Low quality level expected high
Best value for mone
y
Cost
axis ($)
Value to client
Cost to execute
Figure 6.
Failure to conform cost
Figure 7.
Total quality cost
Figure 8.
Costs and values of
qualities
Total quality
management
Identify problem areas
Prepare quality
improvement programme
Implement programme
Monitor progress
Audit and review overall
effectiveness
Establishing a quality policy
State TQM objectives
Define responsibilities
Establish quality system
Figure 9.
Contractor’s quality
action system plan
layout.Adapted in
perception from
Shankar (2004)
ECAM
example, Altayeb and Alhasant (2014) were interested in the success factors conditional to
the implementation of TQM at the various stages of a construction project leading to quality
project delivery. They assessed the strengths and weaknesses of concerned parties (owners,
consultants and contractors) in construction project delivery with respect to their application
of TQM methodologies in the Palestinian construction industry; using a computer-developed
model, they were able to extract from the industry seven critical success factors inclusive of
18.34% of continuous improvement, 18.04% of communication, 17.6% of customer
satisfaction, 18.27% of strength and planning, 17.00% of training and education, 5.60% of
process management and 5.15% of leadership structure, and 38 significant sub-factors were
required for the successful implementation of TQM in Gaza Strip construction companies.
Also, Elghamrawy and Shibayama (2008) presented the implementation constraints of TQM
in the Egyptian construction industry using a cross-study between Japanese and Indigenous
contractors working in the Egyptian construction industry.
Based on a comparative analysis, they reported that location-bound nature and site
operatives are major constraints to the implementation of TQM and thereafter presents
readers with some characteristics of the Japanese industry practice that could be mirrored for
use in the Egyptian industry.
In a similar sojourn, Asim et al. (2013) investigated TQM implementation hurdles in the
Pakistani construction industry. The paper examined the extent of quality measures
officially practiced among the construction firms. Using descriptive statistics on their
samples, they observed firms’attribute conf ormance to specifications prescrib ed in detailing
and adherence to TQM implementation, which is a far truth from TQM methodologies.
It was reported in the paper that poor training and education among uneducated laborers
is also a major hindrance to the implementation of TQM in the Pakistani construction
industry.
The Hong Kong experience about the level of TQM application construction by
contractors was investigated by Lau et al. (2015) following the CIRC report toward addressing
the Hong Kong construction industry’s strengths/weaknesses, which recommended TQM
principles’adoption. Using the questionnaire survey method and correlation instrument, the
study showed that there was very high significant level of TQM application that has
occasioned the relatively high improvements in the Hong Kong construction industry that is
comparable to Singapore and Chinese industry.
2.2 Reconciliatory underpinning theory and conceptualization
There are established corresponding costs (price of non-conformance to project requirements)
for every high quality demanded by a client at any point in time of a project’s life span, as
Contractor Client
Top
management
Commitment
Team
work
Process
control
Organizational
system
Organizational
culture
TQM
Process
Communication
Focus
Commitment
to quality
Client’s
delight
Quality
Project
development
Reliable
contractor
Figure 10.
TQM model adapted to
construction project
(Dotchin and
Oakland, 1994)
Total quality
management
established in Figures 3-8; it is important we resort to the reconciliatory basic phases of TQM
modules as applicable in the construction project, which namely are statistical quality control
phase, total quality control phase and TQM phase to potentially validate literatures and
findings (Kharub and Sharma, 2018;Ahmed et al., 2015;Talib et al., 2013).
A recursive reminder that TQM is not a sort of quality technology method, but a
management philosophy theorized by Edwards Deming (Jaeger and Adair, 2016)is
instructive here. The Deming’s idea of high-quality output requires that all members of a
contracting process at all levels of operation are involved toward achieving excellence in the
project to be delivered (Igbal et al., 2017).
On this basis, three quality management theorists named hereunder are often mirrored to
validate research investigation under TQM implemented projects, which namely are Philip B.
Crosby, W. Edwards Demining and Joseph M. Juran.
Excellent analysis of this investigation will require the harmonization of Figures 2-8 ideas
and fit to a dedicated TQM theory. This study observed the three-dimensional genres of
quality management processes in Figure 2 as (client, cost and value goals), Figures 3-8 as
(client–contractor quality benefits) and the three-phase quality application modules. The
study, thus, idealizes the harmonization as:
From Figure 11, the various combinatorial possibilities of cost–time (c
i
t
j
) values are
adoptable to be complex algebraic group that are representable in matrix form as:
Anxn¼2
6
6
6
4
a11 a12 ... a1n
a21 a22 ... a2n
.
.
.
an1
.
.
.
an2
...
.
.
.
ann
3
7
7
7
5
where a11 →c1t1
.
.
.
ann →cntn
(1)
If we associate more appropriately, the cofactor and adjoint matrices of cost–time (c
i
t
i
) group
as:
c1
(c1,t
1)
(c2,t
2)
(c3,t
3)
cost axis
time axisClient's focus
Client fit
Project
delivered
Quality axis
Q-stage 1
Q-stage 2
Q-stage 3
c2
c3
Figure 11.
Three-dimensional
view of quality
management genre
(authors’
conceptualization,
2020)
ECAM
Cof ðAÞ¼ 2
6
6
6
4
jc11jj
c12j... jc1nj
jc21jj
c22j... jc2nj
.
.
.
jcn1j
.
.
.
jcn2j
...
.
.
.
jcnnj
3
7
7
7
5
and Adj ðAÞ¼ Cof ðAÞt(2)
Then, a representative number for the process algebra can be found by shear determinant of
the process matrix in an attempt to obtain the quality value effort in cost and time terms. This
requires the appropriate mapping function from (c-t) axis by way of its determinant (det A)to
quality axis to calibrate the impact (cost and time) of quality pursuit by client based on their
focus on the three concentric rings showing Figures 2 and 8–dimensionally in Figure 11.
Using the Laplace expansion to compute the determinants of the cost–time variables for
quality effort, we have that for an A
nxn
-dimension matrix expressed in equation (2):
detðAÞ¼X
n
j1
ajijcij j¼ai1jci1jþai2jci2jþ... þain jcinj¼0
For any choice of i. And, for any corresponding choice of j, we have:
detðAÞ¼X
n
i1
aijjcij j¼aijjcij jþa2jjc2jjþ... þanj jcnjj(3)
This is also true by lateral test confirmation using the alien co-factor expansion for det(A
nxn
)
as:
X
n
j1
ahjjcij j¼ahijci1jþah2jci2jþ... þahn jcin j¼0
For any choice of h≠iand also for any choice of h≠j:
X
n
i1
ainjcij j¼aihjcij jþa2hjc2jjþ... þanh jcnjj¼0
Such values obtained by either methods of computing the determinants of the cost–time
matrix algebra are by mapping, into the co-domain for the quality axis and interpolated by
numerical means to obtain the dimension of client’s quality focus and by reverse mapping
obtain the cost and time effort.
Accordingly, we shall underpin our investigation to J.M. Juran theory on quality
improvement steps as deployable to construction projects. It is in the best interest of client
and contractor to collaboratively fuse their focus to improve the quality delivery of a
construction project with a gain for: value for money, fitness to purpose, contractor’s
organization reputation and contractual relationship (see Al-Dhaafri et al., 2016;Tickle et al.,
2016;Kharub and Sharma, 2018 and Uluskan et al., 2017).
The principal objectives as applied to a TQM-implemented construction projects
according to Psomas and Kafetzopoulos (2014) and Talib and Rahman (2010) are: client focus,
client’s satisfaction, continuous improvement as a contractor’s organizational policy, and as a
matter of fact, an organizational culture, focus, continuous and relentless cost economic
practices, focused, continuous and uncompromised quality improvement strategies and
creating a contractual organization whereby everyone works toward achieving the
organization’s the best business goals and drawing on the sense of accomplishment while
working in a high-class organization.
Total quality
management
To achieve such set objectives aforementioned in the contractual engagement and by J.M.
Juran, the study mirrored the ten quality improvement steps, which can be mapped to
construction projects (Tickle et al., 2016;Al-Dhaafri et al., 2016;Mahmud and Hilmi, 2014), as
shown in Table 1.
Accomplishing these objectives toward quality attainment by contracting organizations
requires an integrated TQM model adoption for the assessment of milestones and evaluating
as shown hereunder the quality advancement steps required of contracting organizations in
keeping pace with international best practices. Such assessments should necessarily show
conformed assimilation with the Adam et al. (1997) quality improvement approach and
Shankar (2004) TQM metric dial shown in Figure 12.
In this respect, it is obligatory for the contractor in construction projects executed under
TQM implementation terms to mitigate structural failure rates by fussing their focus into the
Adam (1997) quality improvement framework. The metric framework, as modified in Shankar
(2004), is still typified in use among TQM practitioners and deployable to construction
projects for the purpose of managing quality in construction process. See Figure 13.
On the basis of Figure 13, we shall proceed to develop a metric for measuring clients’
satisfaction base on the effort of the contractor or contracting agent that implemented the
project. J.M. Juran’s measurement block in line with Kaplan and Norton (1993) and Juran
(1992) methods was replicated in the metrics in evaluating for “zero-defect”in a project,
ensuring that there is no scope of rework error in construction and field failures in the
construction process through questionnaire response survey. See Figure 14.
Time value aspects of projects executed under the terms of TQM implementation are
generally geared toward nipping at the bud some of those causes of immediate future failure
of structural members/components/services that warrants replacement in a short time after
the defect liability period.
The corollary of this conjecture is that a construction project not executed under a TQM
framework calls for routine replacements arising from spontaneous structural deterioration,
which on the short run accrues savings for a fresh capital expenditure alternative, but on the
long run, suffers losses due to extra cost from structural failure maintenance (Roland, 2010;
Pheng, and Teo 2004). A long-run assessment of quality impacts on construction projects
centers very well on the life cycle cost of the project, which, assuming time, is inelastic and
stretches continuously ad-infinitum (Moballeghi and Moghaddem, 2011;Memom et al., 2012;
s/
n Variable Description
1 Quality
awareness
Conscientizing the workforce of the need and opportunity for improvement of
project activity
2 Quality goal-
setting
Setting realistic goals for workforce crew on specific areas of improvement
3 Organizing Organize to achieve project goals (by methods of establishing a quality team,
identifying problems, select and appoint project teams, designate facilitators)
4 Training Emphasis on training and re-training of organization’s members
5 Solving problems Solve problems by carrying out model problems or simulation
6 Progress report Report progress at every milestone of the construction project, and if necessary,
review schedules
7 Motivation Give recognition to any organization member who achieves
8 Feedback Communicate results to whom it may concerned
9 Data recording Document score data quantitatively
10 Annual review Maintain a regular momentum by making annual improvement part of the
processes system of the organization
Table 1.
Quality advancement
steps as applicable to
construction projects
ECAM
Harrington and Voehl, 2012). We conceive with a caveat that extra cost accruing from
maintenance owing to structural deterioration ð
f
tÞis dependent on its’intermittency time of
occurrence (t) with “c”as the capital cost at which the project was executed “against”TQM
application. This ordinarily should give rise to the salvage cost “S”of remediating project
failing components.
Then total cost of maintenance from structural deterioration ð
f
tÞwithin period “t”should
now be:
f
¼Z
t
o
f
tdt (4)
Given rise to total cost till time “t”as:
Tc ¼CþZ
t
o
f
tdt s(5)
With average total cost till time “t”coming to:
ðTcÞavg ¼cs
tþ1
tZ
t
o
f
tdt (6)
2
3
4
5
8
7
6
9
10
1
TQM
Problem solving tools
and techniques
Standardization
Quality system
Quality cost and
measurement
Process control
Client-contractor
integration
Quality audit and
review
Quality Audit and
Review
Quality policy
and its
communication
Team work and
participation
Figure 12.
Integrated total quality
metric (Shankar, 2004)
Total quality
management
To obtain the minimum average total cost, we resort to differential process with respect to “t”
and equating to zero, therein:
d
dtðTcÞavg ¼cs
t2þ2
4
1
tZ
t
o
f
t1
t2Z
t
o
f
tdt3
5¼0 (7)
•Quality
•Strategy
Develop the quality theme into an
operations objective
•Project design issues
•Conformal issues in design
Analysis: The basis for continual
improvement, assurance and control
•Management directed diagnosis: cost
of quality, loss studies, measurement,
fishbone diagram and Pareto analysis
•Statistical; analysis: inspection,
sampling and control charts
Factors affecting quality
•Management
•Employees
•Project design
•Facilities processes and
equipment
Subcontractor affecting quality
Understanding relationships among
factors affecting quality and performance
quality perception
•Expected quality outcome
•Factors affecting quality
Action to improve and assure
conformance to objectives
•Management initiated approach
•Behavioural response and quality
Top management commitment
Client involvement
Subcontractor partnership
•Design project for quality
•Design and control of the
construction process for quality
•Client service and installation
•Build team of empowered
employees
Benchmark and continuous improvement
introspection
Result: consistent quality in all projects
in conformance with strategic objective
desired by clients
•
Reliability of structure
•
Building performance study
•
Functionality
•
Project scope
•
Quality of communication
•
Quality of consulting
•
Quality of service offering
•
Team flexibility
(1) (2)
•
Availability
•
Quality of Project Delivery
service
•
Quality of material order
handling
•
Satisfaction with contractual
terms and obligations
•
Reaction Time to complaints by
contractor
•
Restitution for quality shortfall
•
Diagnostic resolutions
•
Information and support
(3) (4)
Figure 13.
Managing for quality
projects against non-
conformal attributes in
structural failures
Figure 14.
Block chain
representation of
client’s satisfaction
metrics
ECAM
Then,
f
t¼1
tZ
t
o
f
tdtþcs
t¼Tc
t
The above equation is instructive to developers that for a total minimum cost, the
maintenance cost at time “t”is equal to average cost in time “t.”
3. Research instrument
This paper looks at mitigating structural failure rate in Nigerian construction projects using
the implementation of TQM. The study was carried out in Imo state using a well-structured
questionnaire and convenient sampling technique. The construction professionals sampled
are architects, builders, engineers and quantity surveyors working with construction
organizations and are currently engaged in a construction project site.
The population of the study is 172 registered construction companies in Imo state. The
register of the Imo state ministry of works was the source of this population. The result of a
pilot study carried out indicates that only 63 of the construction firms have an active site, and
the rest are either not engaged with any project or are working outside the study area.
Accordingly, only 63 organizations were sampled between January 21 to March 10, 2020. The
study sampled at least four professionals who are from each of the identified firms; this gives
a total sample size of 252. The professionals considered are experienced and are
knowledgeable about the working of the companies. See Table 1 for general background
information of the respondents.
Out of the 252 questionnaires that were administered, 106 were retrieved and considered
adequate for analysis. This represents a response rate of 42.06%, which is above the ideal
range of (20–30%) proposed by Nulty (2008) and Akintoye (2000). The reliability of the
gathered data was determined using Cronbach’s alpha test. The Cronbach’s alpha values of
0.926 and 0.908 were obtained for the practice level of TQM and factors hindering TQM
implementation, respectively. Thus, the data collected are reliable and have high internal
consistency, as the Cronbach’s alpha values are greater than 0.70, suggested by Oyedele et al.
(2003). Furthermore, the values obtained fell within the 0.80–0.95 range opined by Kasim et al.
(2019) for very good internal reliability.
3.1 Analysis
Mean analysis was used to analyze the data gathered on the practice level of TQM and the
factors hindering TQM implementation on construction projects. This was done prior to
Pareto analysis.
As postulated by Pareto Vilfredo, the Pareto distribution is given by the function:
FðxÞ¼1k
x∝(8)
With x5any random variable
k5- lower bound on data
∝5slope parameter
Ever since this postulation was made, there have been recurrent independent and several
approaches to validating the 80/20 cause-and-effect rule in different natural conditions.
Firstly, Burrell (1986) and subsequently Egghe (1986) both introspected the 80 to 20 rule in
studies of library management, following a negative binomial distribution to obtain
Total quality
management
independent validation of the Pareto rule in the form of:
θðx;
μ
Þ¼x¼xlog x
μ
log½ð
μ
1Þ=
μ
ðdue to BurrellÞ(9)
And:
θðx;
μ
Þ¼16
π
2xEþlog6
π
2x ðdue to EggheÞ(10)
with E5Euler’s number
Showed according to Chen et al. (1994) that the least holdings required for 80% circulation
of text material vary inversely with the average rate of circulation, and this is usually more
than 20% where R5total circulation, x(n) total holding of fraction with “n”or greater
circulation and (x) 5total circulation of fraction as a result of holding x(n).
Confirmation of Burrell and Egghe results by Chen et al. (1994) in the index form has been
resoundingly validated in their expression of the form:
xi¼1
TX
k¼m−iþ1
fðnkÞand (11)
θi¼1
RX
m
k¼miþ1
nkfðnkÞ
By associating the curve germinated by the index functions above in (x
i
θ
i
) to the Pareto
curve, a congruency of (x
i
θ
i
)≡(0.20, 0.80) cut-off point suggests the existence of Pareto
principle for which Pm
i¼1fðniÞ¼T5total holdings, R¼Pm
i¼1nifðniÞ5total circulations,
μ
¼R
T5average circulation per holding and f(n
i
)5number of holding with circulation n
i
.
Following the law of slop (s
i
) distance (d
i
) pairs in the loci of the Pareto curve, which have
been identified by Chan et al. (1994) as:
Sidi¼nm1þ1
μ
and di¼;1
Rffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffi
μ
2þn2
m−1þ1þf2ðnm1þ1Þ
q
(12)
for which i51, 2, ...m, with s
i
and d
i
be slope and distance, respectively, of a secant between
the points (x
i
–1, θ
i
–1), (x, θ) and (x
i
θ
0
)5(0, 0). Three stationary points underlying
determinacy in the Pareto principle and generally accounting for the validation of its
distribution confirmation are at the following regions of s
i
and d
i
according to Chen et al.
(1994) base on Zipf’s rank-frequency law of g(r
i
)5a(r
i
þb)
c
,i51, 2, ...,m, where a, b and c
are constant.
Region I is considered as the significant region for variable clusters with the following
bound, 1 < i≤m–i
u
þ1, there exist a slope distance (s
i
d
i
) pair on loci:
sidi¼aðiþbÞc
μ
;1
Rffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffi
μ
2þa2ðiþbÞ2c
q(13)
With the shape of the curve dictated by parameters
μ
;Ra, b and c.
Thereafter, Region II of the Pareto curve is considered as the middle class variable clusters
with the following bound m–i
u
þ2≤i≤m–i
u
þ1, which is parameterized by “m”as a
constant. This region been a transitory point between extremes of 80/20 has little or no
statistical significance.
ECAM
The third region, Region III, of the Pareto curve with the following bound m–i
e
þ
1≤i≤msignifies the variable clusters of trivial many, which in tandem with the Lotka’s law
of scientific productivity fðnÞ¼ d
n2, shows a slope distance (s
i
d
i
) pair defiance with Region I
holding on Zipf’s law. The trivial many variables have their region identified by:
ðsidiÞ¼miþ1
μ
;1
Rffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffi
dð
μ
2þðmiþ1Þ2ððmiþ1Þ2ðmiþ2Þe
q(14)
with i5m–i
e
þ1, ...,m
Variables in this region show conformance with parameters
μ
,R,dand e.
In our forgoing analysis, we shall resort to understanding which undesirable events or
costs associated with quality are stratified according to their causes. With this objective in
view, the Pareto analysis which is a statistical technique for identifying limited variables base
on the principle of factor sparsity that produces significant effect of 80–20 cut-off point is
deployed. This implies reporting the 20% of quality neglect caused by 80% of the structural
failure rate.
The steps in this analysis toward identifying the principal causes are borrowed from the
outline of Haughey (2014) as:
(1) Create a vertical bar chat with causes on the x-axis and count on the y-axis.
(2) Arrange the bar chart in descending order of cause importance, i.e. the cause with the
highest count first.
(3) Calculate the cumulative count for each cause in descending order.
(4) Calculate the cumulated count percentage for each cause in descending order as:
individual cause count
Total causes count 3100
(5) Create a second y-axis with percentage in descending order of 10; from 100 to 0%.
(6) Plot the cumulative count percentage of each cause on the x-axis.
(7) To form a curve join the points.
(8) Trace a line at 80% on the y-axis in parallel to the x-axis. This point on the x-axis
separates the important causes on the left (vital few) from the less important causes
on the right (trivial many).
The Haughey (2020) outline above stems from the estimation and cut-off points of
significance, serving as the underpin description to Pareto criterion of measurements, using
the factor sparsity principle deployed in reference to Chen et al. (1994) above.
4. Results and discussion
4.1 General background information of respondents
Table 2 shows the result of the analysis of the data gathered on the respondent’s background
information. Based on profession, 18.87% are architects, 17.92% are builders, 35.85% are
engineers and 27.36% are quantity surveyors. The academic qualification of the respondents
shows that 25.47% hold higher national diploma (HND), 33.96% have postgraduate diploma
(PGD), 25.47% have BSc/BTech, 12.26% are MSc/MTech holders and 2.83% had PhD.
With regard to their years of experiences in the industry, 16.98% of the respondents have
spent about 1–5 years, 34.91% have 6–10 years of experience, 28.30% have 11–15 years
experiences, 12.26% have spent about 16–20 years in the industry. Those who have spent
between 21 and 25 and 25 years and above are 5.66 and 1.89%, respectively. With regard to
Total quality
management
the member of the various professional bodies, 83.02% of the respondents are corporate
members of their various professional bodies, and 16.98% are probationer members.
From this information, it can be said that the major professionals in the construction
industry are fairly represented; they have the requisite experiences with the needed academic
qualification and are professionally qualify to give reliable information that would aid
this study.
4.2 Practice level of total quality management in the construction industry
Table 3 presents the result of the analysis of data collected on the practice level of TQM
principles on construction projects. It can be seen from the table that the top five principles of
TQM are: purchasing: ensuring the procurement of materials of the specified quality
standard. (mean 54.37), ensuring the use of a quality improvement construction process of
the organization (mean 54.30), site management responsibility: this entails ensuring quality
supervision by the project management leadership (mean 53.95), monitoring and control of
quality during the construction to guarantee firm observance quality standards
(mean 53.84) and the development and judicious use of quality management plan created
specifically for the management of project quality (mean 53.81). TQM is achieved when
quality is prioritized across the all levels of the organization and their projects. That is, by
ensuring the purchase of quality and standard materials, quality in the company’s
construction methods and processes, quality supervision of work, monitoring and controlling
of quality deviances according to quality plan.
The least ranked principle is effective information sharing and knowledge transfer among
top management and employees, which improves the quality performance records of the
company (mean 53.28). Effective knowledge management and information exchange are
key to successful project delivery. Where knowledge management and communication are
Category Classification Frequency %
Profession of respondents Architects 20 18.87
Builders 19 17.92
Engineers 38 35.85
Quantity surveyors 29 27.36
TOTAL 106 100.00
Academic qualification HND 27 25.47
PGD 36 33.96
BSc/BTech 27 25.47
MSc/MTech 13 12.26
PhD 3 2.83
TOTAL 106 100.00
Years of experience 1–5 years 18 16.98
6–10 years 37 34.91
11–15 years 30 28.30
16–20 years 13 12.26
21–25 years 6 5.66
25 years and above 2 1.89
TOTAL 106 100.00
Membership of professional bodies NIQS (quantity surveyors) 23 21.70
NIOB (builders) 14 13.21
NIA (architects) 16 15.09
NSE (engineers) 35 33.02
Probationer 18 16.98
TOTAL 106 100.00
Table 2.
General background
information of
respondents
ECAM
well practiced, there will be continuous improvement across all levels of the organization and
their output. Continuous improvement is the bedrock of quality standardization in every
organization.
Regardless of the relative ranking of the principles, the practice level of TQM principles is
high, as the mean range obtained is 4.37–3.28. All the variables have mean values of above
3.0, indicating that they are all vital for achieving TQM in the construction industry.
In Hong Kong, Andrew et al. (2015) reported a moderately high level of application of TQM
principles. For contractors to sustain their long-term businesses, it was suggested that the
two major principles that contractors should concentrate on are organizational learning and
supplier management. Andrew et al. (2015) further submitted that the level of application of
TMQ principles in Honk Kong is comparable to that obtained in Singapore with a high
number of Chinese populations. In the Palestinian construction industry, Altayeb and
Alhasanat (2014) carried out a study aim at determining the success factors necessary for the
implementation of TQM at project planning, design and construction phases in the Gaza
Strip. The main critical success factors for TQM implementation based on the importance
percentages are continuous improvement, strategy and plan, communication, customer
satisfaction and training and educational. It is obvious that TQM principles are applied at all
the stages of the construction value chain for effectiveness. Ensuring the use of a quality
improvement construction process of the organization will ensure that materials with the
specified quality standard are procured for the project. Training and education will ensure
continuous development of the management and supervisory teams and also improve their
management and leadership abilities. The quality control and assurance personnel’s of the
construction organizations should ensure proper quality control and monitoring for
improvement project performance and customer satisfaction.
In Pakistan, Asim et al. (2013) found that the concept and meaning of quality is not
understood and interpreted in its true sense. It was observed that the conformance to
standard specifications is taken as equivalent to implementation of TQM, which is far from
reality. The low level of adoption and understanding of the TQM principles and
implementation was attributed to lack of awareness and mostly uneducated and untrained
employees. Elghamrawy and Shibayama (2008) examined the TQM implementation level of
S/
Nr TQM principles Mean Rank
1 Purchasing: ensuring the procurement of materials of the specified quality standard 4.37 1st
2 Ensuring the use of a quality improvement construction process of the organization 4.3 2nd
3 Site management responsibility: this entails ensuring quality supervision by the
project management leadership
3.95 3rd
4 Monitoring and control of quality during the construction to guarantee firm
observance quality standards
3.84 4th
5 The development and judicious use of quality management plan created specifically
for the management of project quality
3.81 5th
6 The assurance of quality in all areas of the material management processes, such as
storage, packaging, handling, delivery, among others
3.67 6th
7 Teamwork effectiveness and efficiency will ensure greater quality construction
performance output
3.54 7th
8 The use of experienced and qualified employees across the construction value chain to
ensure that project quality scope is met
3.48 8th
9 The use of modern tools and equipment and innovative technology and facilities in
project execution to achieve quality requirement
3.3 9th
10 Effective information sharing and knowledge transfer among top management and
employees, which improves the quality performance records of the company
3.28 10th
Table 3.
Practice of TQM
principles with respect
to structural
failure rate
Total quality
management
Japanese contractors working in the Egyptian construction industry. The study the Japanese
contractors have adopted TQM principles successfully in both their domestic and
international assignments, while the Egyptian contractors have shown a lack of
commitment and perseverance in their quality policy. The finding in this section is in line
with the report of Kheni and Ackon (2015). It was reported that construction firms in Ghana
have fully implemented TQM. This implies a high level of practice of the TQM principles.
They further submitted that there is a positive relationship between TQM elements and
construction project quality performance.
TQM is one of the quality improvement initiatives that have been found to guarantee
continuous improvement for improving the quality of the project’s management as well as the
quality of the project’s product (PMBOK Guide, 2013). This shows how critical TQM is in
ensuring that projects are delivered on time, within budget, zero waste and with less claims
and disputes and improved client satisfaction and profit maximization. These benefits of
TQM are embedded in the seven principles of TQM that managers could apply to improve an
organization. These principles are: customer focus, leadership, engagement of people, process
approach, improvement, evidence-based decision-making and relationship management (ISO
9000: 2015).
4.3 Pareto analysis of the practice of total quality management principles with respect to the
structural failure rate
Table 4 presents the Pareto analysis of the practice of TQM principles with respect to the
structural failure rate derived from the mean analysis scores contained in Table 3. The
essence is to show in a Pareto curve the most important practices of TQM principles. These
practices are called the “vital few.”The less important practices of TQM are called the
“trivial many.”
S/
Nr TQM principles Count
Cum.
Count
Cum.
%
1 Purchasing: ensuring the procurement of materials of the specified
quality standard
43.7 43.7 20.2
2 Ensuring the use of a quality improvement construction process of the
organization
38.7 82.4 38
3 Site management responsibility: this entails ensuring quality
supervision by the project management leadership
31.6 114 52.6
4 Monitoring and control of quality during the construction to guarantee
firm observance quality standards
26.88 140.88 65.1
5 The development and judicious use of quality management plan
created specifically for the management of project quality
22.86 163.74 75.6
6 The assurance of quality in all areas of the material management
processes, such as storage, packaging, handling, delivery, among
others
18.35 182.09 84.1
7 Teamwork effectiveness and efficiency will ensure greater quality
construction performance output
14.16 196.25 90.6
8 The use of experienced and qualified employees across the
construction value chain to ensure that project quality scope is met
10.44 206.69 95.4
9 The use of modern tools and equipment and innovative technology and
facilities in project execution to achieve quality requirement
6.6 213.29 98.5
10 Effective information sharing and knowledge transfer among top
management and employees, which improves the quality performance
records of the company
3.28 216.57 100
Table 4.
Pareto analysis of the
practice of TQM
principles to curb
structural failure rate
ECAM
From Figure 15, the vital few are left of the line that intersects with the practice (x) axis, and
trivial many are to the right of the line on the factor axis. As shown, the vital few and trivial
many are 50% each.
4.4 Factors hindering total quality management principles implementations on
construction projects
A critical look at the result in Table 5 reveals that the major factors hindering TQM
implementation in construction have a mean score range of 2.87–4.34. The five most ranked
factors are: inadequacy of the necessary machineries, equipment, tools and facilities for the
S/
Nr Factors hindering TQM implementation Mean Rank
1 Inadequacy of the necessary machineries, equipment, tools and facilities for the
effective execution of work on construction site
4.34 1st
2 Breakdown in communication and information exchange between the management
and supervisory teams on site
4.32 2nd
3 Poor attitudes and strategies toward maintenance of equipment, tools and machines 4.28 3rd
4 Untimely and absence of prompt salary and incentive payment 4.23 4th
5 Clients’poor attitudes toward fund replacement 4.16 5th
6 Shortage of qualified technicians for work execution on construction site 4.09 6th
7 Insufficient and substandard construction materials supply 3.77 7th
8 Poor management commitment 3.61 8th
9 Paucity of skilled labour 3.45 9th
10 Resistance to changes in construction 3.36 10th
11 Deficiency of the needed material and resources for TQM 3.24 11th
12 Over-reliance on litigation for dispute resolution by clients and contractors 3.23 12th
13 Weak project administration by the various managers 3.22 13th
14 Deficiency of employees commitment to TQM 3.15 14th
15 Weak relationship among the management across the various organizational levels 3.15 14th
16 The absence of recognition and rewards system 3.14 16th
17 Insufficient workers training and re-training for driving process improvement 3.09 17th
18 Inflexibility of the executive management decision regarding quality 3.00 18th
19 Poor societal disposition and perception that TQM is peculiar only to manufacturing
and service industries
2.98 19th
20 Problems of developing economies 2.87 20th
Figure 15.
Pareto chart
Table 5.
Factors hindering
TQM implementation
on construction
projects
Total quality
management
effective execution of work on construction site (mean 54.34); breakdown in communication
and information exchange between the management and supervisory teams on site
(mean 54.32); poor attitudes and strategies toward maintenance of equipment, tools and
machines (mean 54.28); untimely and absence of prompt salary and incentive payment
(mean 54.23); and clients’poor attitudes toward fund replacement (mean 54.16). This result
indicates that while construction organization might stick to the procurement of quality
materials, the inadequacy of the needed facilities, equipment, tools and machines for the
installation of the materials on site could present a problem to achieving the required quality
standard. Thus, structural failure could result from poor materials technical installation.
Based on the findings, it can be concluded that human factor is critical for TQM
implementation. The human factor plays a dual purpose (i.e. positive and/or negative) in
TQM implementation in the construction industry.
The least five factors hindering TQM implementation in the construction industry are:
the absence of recognition and rewards system (mean 53.14), insufficient workers
training and re-training for driving process improvement (mean 53.09), inflexibility of the
executive management decision regarding quality (mean 53.00), poor societal disposition
and perception that TQM is peculiar only to manufacturing and service industries
(mean 52.98) and problems of developing economies (mean 52.87). These factors,
although, ranked in the last five, also hinder achieving a complete TQM implementation in
the construction industry. Motivation of the skilled and professional teams members is key
to a successful implantation of TQM. Adequate attention should be given to the assessed
factors as they impede the achievement of the required quality standards of the
construction projects.
The finding in this section is not in line with the findings of the study carried out in
Botswana and Ethiopia by Temtime and Solomon (2002). It was found that the main obstacle
to the adoption of a formal TQM program in the countries are too much emphasis on short-
term profits, lack of resources, business planning and vision and misperception of TQM
practices. Contractors’attitude of unwillingness to change and implementation of quality
policies were the major hurdles into TQM implementation in Pakistan. In this present study,
poor management commitment and resistance to changes in construction are ranked eighth
and tenth position, respectively. However, with the weight of the mean scores, they have a
high level of contribution in hindering the full-scale implementation of TQM in Nigeria.
Similarly, the result in this section negates the findings of Omollo (2019). It was found that the
key factors that weaken quality assurance in the construction industry of Kenya are: failure
to obtain a development permit, lack of use of registered professionals at design stage,
insufficient inspection at construction stage and illegal occupation of buildings by
developers.
To achieve construction project quality specification and customers need, efforts
should be made toward eliminating these limiting factors by every stakeholder. This is
because quality achievement is everybody’s business as far of construction project is
concerned.
4.5 Pareto analysis of the factors hindering the total quality management implementation
Table 6 contains the Pareto analysis of the factors hindering the TQM implementation
derived from the mean analysis scores contained in Table 5. The essence is to show in a
Pareto chat the most important and critical factors hindering TQM implementation. These
factors are called the “vital few.”The less important factors are called the “trivial many.”
From Figure 16, the vital few are left of the line that intersects with the factor (x) axis, and
trivial many are to the right of the line on the factor axis. As shown, the vital few is 80%
between the 10th and the 11th factors, and trivial many lies between the 11th and 20th factors
are about 20%.
ECAM
5. Conclusion and recommendations
The failure of construction organizations to adhere strictly to the principles of TQM has
resulted in poor quality of finished building projects and incessant structural failures. To
mitigate the structural failure rate of construction projects, this study appraised the TQM
S/
Nr Factors hindering TQM implementation Count
Cum.
Count
Cum.
%
1 Inadequacy of the necessary machineries, equipment, tools and
facilities for the effective execution of work on construction site
87 86.8 10.9
2 Breakdown in communication and information exchange between the
management and supervisory teams on site
82 168.9 21.3
3 Poor attitudes and strategies toward maintenance of equipment, tools
and machines
77 245.9 31
4 Untimely and absence of prompt salary and incentive payment 72 317.8 40
5 Clients’poor attitudes toward fund replacement 67 384.4 48.4
6 Shortage of qualified technicians for work execution on construction
site
57 441.7 55.6
7 Insufficient and substandard construction materials supply 53 494.4 62.3
8 Poor management commitment 47 541.4 68.2
9 Paucity of skilled labour 41 582.8 73.4
10 Resistance to changes in construction 37 619.7 78.1
11 Deficiency of the needed material and resources for TQM 32 652.1 82.2
12 Over-reliance on litigation for dispute resolution by clients and
contractors
29 681.2 85.8
13 Weak project administration by the various managers 26 707 89.1
14 Deficiency of employees commitment to TQM 22 729 91.8
15 Weak relationship among the management across the various
organizational levels
19 747.9 94.2
16 The absence of recognition and rewards system 16 763.6 96.2
17 Insufficient workers training and re-training for driving process
improvement
12 776 97.8
18 Inflexibility of the executive management decision regarding quality 9 785 98.9
19 Poor societal disposition and perception that TQM is peculiar only to
manufacturing and service industries
6 790.9 99.6
20 Problems of developing economies 3 793.8 100
Table 6.
Pareto analysis of the
factors hindering TQM
implementation
Figure 16.
Pareto chart
Total quality
management
implementation in Nigeria, with particular interest in Imo state. This study took place in Imo
state, with records of periodic structural failure and building collapse. This is one of the few
studies that have assessed the practice level of TQM and the factors hindering TQM
implementation on construction projects in Nigeria. The objectives of this study are: to
determine the practice level of TQM and to assess the factors hindering TQM implementation
in construction projects. This study leveraged on the questionnaire and convenient sampling
techniques to gather data used in the analyses from construction professionals and
construction firms in Imo state, Nigeria. This was aimed at covering a wider area and sample
and for obtained quality data. In the end, the study determined the practice level of TQM and
the major factors hindering TQM implementation on construction projects.
The study found that the major practice of TQM principles with respect to the structural
failure rate are purchasing: ensuring the procurement of materials of the specified quality
standard, ensuring the use of a quality improvement construction process of the organization,
site management responsibility: this entails ensuring quality supervision by the project
management leadership and monitoring and control of quality during the construction to
guarantee firm observance quality standards. Also, the major factors hindering TQM
implementation in construction projects are: inadequacy of the necessary machineries,
equipment, tools and facilities for the effective execution of work on construction site;
breakdown in communication and information exchange between the management and
supervisory teams on site; poor attitudes and strategies toward maintenance of equipment,
tools and machines; untimely and absence of prompt salary and incentive payment; and
clients’poor attitudes toward fund replacement. TQM is all encompassing and transcends
across all the activities of the construction value chain. Mitigating structural failure by
capitalizing on the principles of TQM involves the procurement of quality materials; use of
qualified employees (skilled and professionals); ensure continuous improvement; experience
and quality site management leadership; adequate equipment, tools, machines and facilities;
and effective quality monitoring and control. The implication of TQM implementation in the
construction value chain are cost and time savings, less disputes and breaches, customer
satisfaction, improved reputation and organizational and project performance. In effect, the
overall quality and standard expected of the project are improved and project delivered
successfully, with zero records of structural failure.
The application of TQM principles is cut across all the process and stages of the
construction supply chain, and it is involving every stakeholder playing their parts. TQM
application should normally start from the project conception stage through to delivery and
maintenance. From materials procurements, storage, project and construction teams
management, sound leadership and effective management of communications to the use of
innovative and modern technologies. Proper implementation of TQM principles will result in
time and cost savings, waste minimization, better-quality work and reduced rework, increase
in deliverable acceptance and customer satisfactions. Also, there are tendencies for repeat
patronage, better safety performance, profit maximization and better working relationships.
It is only an adequate and effective implementation of TQM principles, which must be
supported with adequate supervision, monitoring and controlling of quality that will
guarantee the attainment of these benefits.
Based on the findings, the study recommends that there should be strict compliance to
quality specification by suppliers of construction materials. This will be evidence in quality
certification of delivered materials. This will ensure that both the construction firms and the
suppliers enjoy continuous patronage across the construction chain and supply chain.
Construction firms should ensure that they procure the right machines supporting facilities,
equipment and tools required for the execution of the projects. Effective and efficient
information dissemination and communication among the parties involved, especially the
management and supervisory team, should be ensured. Attitudinal change toward
ECAM
maintenance is needed to ensure that construction equipment, tools and machineries are in
good working condition for effective discharge of work. Furthermore, workable and
implementable motivational scheme should be put in place and made part of the corporation’s
operational culture.
The major factors impeding the achievement of a holistic TQM implementation are
obvious from the study, and this would help construction organizations and other key
stakeholder in the construction industry to devise means to overcoming the impediments and
to improve project performance and minimize or eliminate structural failures and building
collapse. The regulatory agencies would also benefits from this study in area of monitoring
and ensuring compliances for non-conforming organizations. This also adds to the few extant
studies on TQM in the construction industry. In spite of the importance of this study, it is,
however, limited by its geographical boundary of the Nigerian construction industry; thus,
care should be taken in the generalization of its findings. A similar study is, therefore,
recommended in other part of the country or developing countries so that a comparison could
be made. Qualitative studies that will determine the extent to which the use of substandard
materials and supervision inefficiency have contributed to quality and structural failures of
housing delivery projects could be embarked upon.
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Builders of Nigeria (CORBON), Abuja.
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construction industry”,Journal of Management in Engineering, Vol. 24 No. 3, pp. 156-161.
Corresponding author
Samuel Ikechukwu Egwunatum can be contacted at: samuelegwunatum@gmail.com
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