Total Quality Management (TQM) was implemented in manufacturing and electrical industries in the 1950s and has since been applied in the construction industry. TQM focuses on continuous improvement, customer satisfaction, teamwork and defect prevention. When implemented successfully in construction projects, TQM can reduce time and costs while improving efficiency, effectiveness and information sharing through a culture of teamwork and problem-solving. Constructability, value engineering, and project network techniques like bar charts and activity on arrow diagrams are additional methods used to optimize construction processes under the TQM approach.

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TOTAL QUALITY
MANAGEMENT (TQM)
& CONSTRUCTABILITY

2. TOTAL QUALITY MANAGEMENT-
CONSTRUCTABILITY
Total Quality Management (TQM) was
implemented in 1950.
Its success has been seen in both:
manufacturing
electrical industries
Its use in the construction industry in
recent years has enabled management to
use TQM philosophy in many areas of
work.

3. TOTAL QUALITY MANAGEMENT-
CONSTRUCTABILITY
TQM has been applied to:
process improvement;
customer and supplier involvement,
team work;
training to achieve customer satisfaction;
cost effectiveness;
defect free product.

4. TOTAL QUALITY MANAGEMENT-
CONSTRUCTABILITY
The success of TQM heavily depends on
the project management team and their
approach in managing problems.
The importance and advantages of
implementing TQM within the construction
industry is great.
There are benefits and advantages of
adopting TQM on the construction site.

5. TOTAL QUALITY MANAGEMENT-
CONSTRUCTABILITY
These are:
Achieving high quality products through
the systematic consideration of the client’s
requirements.
Overall reduction of construction time and
cost through minimising the potential
causes of errors and taking corrective
action.

6. TOTAL QUALITY MANAGEMENT-
CONSTRUCTABILITY
Increased efficiency and effectiveness of
everyone involved in the project.
 With the main focus on customer
satisfaction.
Improvement in enhancing information at
all levels through team building and pro-
active management strategies.

7. TOTAL QUALITY MANAGEMENT-
CONSTRUCTABILITY
TQM mobilises all resources by
developing a culture of continuous
improvement.
It is a system, which enables construction
companies to fully identify the extent of
their operational activities.
By focusing their activities on satisfying
their customer.

8. TOTAL QUALITY MANAGEMENT-CONSTRUCTABILITY
Successful application of TQM to
constructor has increased its recognition
as an effective method to improve quality
and productivity.
TQM has two principal objectives:
(1) Customer satisfaction
(2) Continuous improvement

9. TOTAL QUALITY MANAGEMENT-
CONSTRUCTABILITY
TQM is considered to establish standards, such
as:
The International Organization for
Standardization's ISO 9000 series.
TQM can be applied to any type of organization.
 It originated in the manufacturing sector and
has since been adapted for use in almost every
type of organization such as:
Schools,
Highway maintenance,
Hotel management
Churches

10. TOTAL QUALITY MANAGEMENT-CONSTRUCTABILITY
A principal focus of TQM is for each supplier of
services to identify and satisfy or exceed their
customer's needs in terms of:
cost
quality
Time
The search for methods of completing a task
more efficiently.
Measurement of cost effectiveness may also be
used to increase corporate awareness and
commitment.
This by showing the financial benefits accrued
as a result of the TQM process.

11. TOTAL QUALITY MANAGEMENT-
CONSTRUCTABILITY
TQM is an approach for improving values
such as:
the competitiveness
effectiveness
flexibility of the whole organization

12. TOTAL QUALITY MANAGEMENT-
CONSTRUCTABILITY
The success of an organization in implementing
TQM is its ability to:
Translate
integrate
Ultimately institutionalize TQM behaviours, into
everyday practice on the job.
TQM is a way of thinking about goals,
organizations, processes, and people to ensure
that the correct actions are taken right the first
time.

13. TOTAL QUALITY MANAGEMENT-
CONSTRUCTABILITY
TQM can be a major organizational
change.
 A successful TQM is about a major
change in organization’s culture.
Changes in process.
Strategic priorities.
Beliefs.

14. TOTAL QUALITY MANAGEMENT-
CONSTRUCTABILITY
TQM is an approach to:
improving the competitiveness;
Effectiveness;
flexibility of the whole organization;
way of planning;
Organizing;
understanding each activity that depends
on each other.

15. TOTAL QUALITY MANAGEMENT-
CONSTRUCTABILITY
TQM organization is a customer-oriented
organization.
TQM is about maximizing customer satisfaction
by improving internal efficiency.
No TQM is achievable if organization lack
efficiency.
With top-management involvement,
commitment, and leadership, a TQM program
can succeed.

16. TOTAL QUALITY MANAGEMENT-
CONSTRUCTABILITY
KPI’s allow a minimum 95% customer
satisfaction.
The organization should always look
toward 100% customer satisfaction
Defects -free performance and product.
The organization should also integrate
suppliers into its TQM process.
A strong supply chain policy will push
TQM towards a successful completion.

17. TOTAL QUALITY MANAGEMENT-
CONSTRUCTABILITY
Therefore, consideration must also be given to
the following:
customer focus;
continuous improvement;
leadership;
employee involvement;
Teamwork;
customer–supplier relationship;
process improvement.

18. TOTAL QUALITY MANAGEMENT-
CONSTRUCTABILITY
Some organizations do not adopt TQM because
they feel that the ISO 9000 series is enough.
Organizations also feel that there were other
pressing issues to consider, such as survival.
Construction industry have fallen behind from
implementing TQM practices.
This is because they feel that the short-term
benefits are relatively minimal.
Successful, competitive organizations take TQM
very seriously.

19. TOTAL QUALITY MANAGEMENT-
CONSTRUCTABILITY
Best organizations are moving away from
the usual practice of awarding tenders to
the lowest price.
They invite the best designers and
suppliers who could provide the best
service to form partnering.
PPC 2000, TPC 2005 are forms of
partnering being used in UK very
successfully, if it is monitored carefully.

20. TOTAL QUALITY MANAGEMENT-
CONSTRUCTABILITY

24. CONSTRUCTABILITY
In the past, construction and design
activities were integrated within the
master builder's organization.
Constructability is a means of
continuous improvement in several
respects.

25. CONSTRUCTABILITY
A constructability system can enhance
customer satisfaction by facilitating :
teamwork among owner;
Designer;
constructor representatives;
This must start as early as the planning
phase of a project.

26. CONSTRUCTABILITY
Maintaining a Lessons-Learned (LL) database is
also important for constructability.
This allows communication of positive and
negative activities and experiences from one
project to future projects.
Also, construction personnel may be more
aware of innovations in areas such as:
in advance and efficient equipment;
Also, construction techniques;
that may play a key role in improving designs.

27. VALUE ENGINEERING
The primary objective of value
engineering is:
to reduce the total life-cycle cost of a
facility;
whereas constructability focuses upon
optimization of the entire construction
process.

28. VALUE ENGINEERING
The creative step involves:
A brainstorming session where life-cycle
cost alternatives for design components
are considered.
Thus, suggestions for improvement
require design rework.
An effective formal constructability
program ideally begins during the
conceptual planning phase and continues
through construction.

29. VALUE ENGINEERING
Implementation of value engineering
involves several steps:
Information;
functional analysis;
Creative;
Evaluation;
planning/proposal;
implementation/follow-up.

30. VALUE ENGINEERING
Value engineering may be performed
in two ways:
(1) Proactively
(2) Reactively
A proactive approach uses value
engineering to collect ideas starting at
the beginning of design.

31. VALUE ENGINEERING
Therefore, multiple design alternatives are
considered.
Also, the most cost effective selected on a
continual basis throughout the design
phase.
A reactive approach gathers cost effective
alternatives through design reviews.
Other project personnel such as
constructors and other designer engineers
involvement.

32. BAR CHART
As the name implies, bars are used to
present the duration over which an operation
is planned to take place.
Bars are also used to record the period
which the operation was carried out. Bar
charts are simple to understand and useful
for small projects.
Bars on the chart in fig 1.01 represent the
duration of the operations; they also
represent the quantity of work to be carried
out.

33. BAR CHART

34. PROJECT NETWORK TECHNIQUE
PTN=PROJECT NETWORK
TECHNIQUE
TWO FAMILIES
ACTIVITY ON NODE
ACTIVITY ON ARROW

36.  A DUMMY IS USED –IT IS ALWAYS SHOWN AS DOTTEOPEN

37. TUTORIAL- ACTIVITY ON ARROW
The figure below presents an arrow
network without event numbers; however,
it shows directions for each activity in
days.
Number the events
Calculate the earliest and latest event times
Identify the activities that are critical
Calculate the total float and free float of the
non-critical activities.