The document summarizes a research study on quality management systems (QMS) implementation in the Indian construction industry. It includes an introduction outlining challenges in the industry and past QMS implementations. The objectives are to investigate current QMS status, problems with implementation, and factors for effective improvement. A literature review covers quality management history, definitions, total quality management, and implementation issues. The methodology section describes a questionnaire survey to examine QMS effectiveness, problems, and company performance among Indian construction companies. Key findings from the survey are presented on QMS development, implementation levels of ISO 9001 principles and elements, and barriers to effective implementation.

1. 1

2.  Introduction
 Problem Statement
 Aim & Objectives
 Literature Review
 Research Methodology
 Method of Analysis
 Results & Discussions
 Conclusions
 References
CONTENTS:
2

3. Introduction
• Construction Industry contribution to Country Economic Growth
• India ( ) position in Asian Market
• Construction industry current status compared to other sectors
 Poor workmanship
 Non Standardization
 Environmental Impacts
• Obstacles faced by construction industry
 Extensive delays
 Exceeding cost
 Workmanship quality
(Because of nature of operation is complicated)
• QMS Implementation in the past decade
3

4.  Indian Construction industry
Vs
International Construction industry
 Below Client’s Expectation
 Problems & issues while implementation
Problem Statement:
4

5. Aim: To study the potential applying of Quality Management System (QMS)
Objectives:
 To investigate the current status of the QMS being implemented by Indian
construction companies.
 To find out problems and issues on the implementation of QMS in construction
projects.
 To determine the factors impelling effective and continuous improvement of
Indian construction industries QMS’s.
Aim & Objectives study :
5

6. Introduction Quality Management System:
 Significance of construction – three fold in construction
 Increase in demand towards high quality
 Quality implementation through out the life cycle
 Eliminating Lean Construction
LITERATURE REVIEW:
6

7. Quality Management History & Gurus:
 Start to finish by the same team to meet quality criteria
 Taylor established Quality Departments
• Ensure quality production
• Rectifying errors
 Ford emphasized standardization of design & components
 As a result of world war, statistical control was introduced
 Joseph Juran, W Edwards Deming, Philip Crosby
7

8. Basic concept Quality & Quality Dimensions and
Parameters:
 Definitions by various people
 Five perspective of quality
 According to DCQI
• For an owner
• For a designer
• For a contractor
• From the operational and management point view
 Doing the job right first time can save 24% of total cost of construction
8

9. Total Quality Management:
 TQM is a way of managing for the future
than its application assuring product or
service quality
 To ensure complete customer satisfaction
at every stage
 The TQM core is customer supplier
interfaces internally and externally right at
every interfaces there are processes and
systems The Relationship of TQM core
9

10. Problems and Issues on implementation of QMS:
 QMS as Marketing Tool
 Knowledge and experience
 Motivation
 Training
 Quality Audit
10

11. Factors Impelling Effective and Continuous
Improvement:
 Employees Empowerment
 Continuous Training
 Process Management
 Work Environment and Culture
11

12. Selection of Research Methods:
 A Questionnaire survey method was adopted
• Quantitative data
 A survey regarded as appropriate to answer the “what?” type of
research questions.
RESEARCH METHODOLOGY:
12

13. Phase Research Objectives
Research Methods
Expected Outcomes
Data Collection Data Analysis
1 To identify quality management systems (QMSs) issues in
construction projects and organisations in both international
and Indian contexts, identify gaps and problems of issues
particularly in the Indonesian case
Literature review - Theoretical framework
2 To develop a draft research instrument (questionnaire) Literature review - Draft questionnaire and
variables
3 To confirm the selected variables for the study, and shape the
final questionnaire with necessary modification
Preliminary
Studies
Qualitative Final questionnaire
instrument
4 To examine the effectiveness of the QMSs being operated in
Indian construction companies, including the identification of
current problems within the systems, and examine the
companies performance while implementing QMSs
Questionnaire Quantitative Level of QMSs
implementation, QMS
improvement elements
variables and statistical
relationships between
these variables
5 To design and develop a draft of QMS
improvement implementation framework, to enable Indian
construction companies to effectively implement QMS
- - A framework to improve
QMS implementation
6 To refine and finalize the culture-based QMS improvement
implementation framework
- - Valuable implications for
construction industry and
practitioners in India
Integration of Research Methods and Research Objectives with Expected Outcomes13

14.  Purpose : To evaluate the respondent’s perception towards the
concept of quality management
 Limitation : Respondent’s willingness and cooperation
 Scale : As most of the questions sought opinions or a subjective
measurement, the format is based on an unbalanced
itemized rating scale
Questionnaire survey:
SAMPLE QUESTIONS:
1) The use of consultant and their portion of role and involvement in setting up QMS
4 3 2 1
2) The way the fundamental QMS documentation was developed
4 3 2 1
3) Length of time from the start of preparation to the achievement of ISO 9001 certification
4 3 2 1
4) Motives for developing QMS
4 3 2 1
14

15. Questionnaire survey:
Design of questionnaire sheet that essentially consists of
o Current status of QMSs implementation in Indian construction companies
o Implementation of ISO 9001 principles and elements
o Problems influencing effective QMS implementation
o Company performance in terms of major achievements during
the implementation of QMS
15

16.  Primary Analysis
 A Descriptive statistical analysis
• Measurement of central tendency (Mean, Median, Mode)
• Measurement of variation (Standard deviation)
 Secondary Analysis
 ANOVA Test
• To check whether different profiles of organisational culture variables
have different influence on the QMS variable.
Method of Analysis:
16

17.  43 questionnaire booklets were filled by 37 companies located across India.
 These Companies include L&T, AFCONS, Gammon India, NCC, Shapoorji
Pallonji, SEW, GMR, Bharathi reality, Aarvee Associates etc..
 The Respondents can be classified into three groups:
Quality Management Representatives (QMRs) - high level
Managers (MRs) - middle level
Project/Site Engineers (SEs) - Basic level
Data Collection:
17

18. 12%
39%
49%
QMRs - 5
Managers - 17
Engineers - 21
Profiles of Respondents:
Total = 43
Individual Respondents Levels by Percentage 18

19. Profiles of Respondents:
Total = 43
Individual Respondents Work Experience
High Level Middle Level Low level
< 5 Years 1 6 11
5 -10 Years 2 8 8
10-15 Years 0 2 2
15-20 Years 2 0 0
> 20 Years 0 1 0
0
2
4
6
8
10
12
19

20. Profiles of Respondents:
Total = 37
Age of the Company
19%
57%
24%
< 10 Years - 7
10-20 Years - 21
> 20 Years - 9
20

21. Current Status of QMS Implementation:
1. During Development of QMS
0
5
10
15
20
25
30
Yes No
Consultant assistance
Respondents
VH % H % FH % NH %
7 21.88 19 59.38 5 15.62 1 3.12
<25% % 25-50% % 51-75% % 76-100% %
5 15.62 17 53.13 8 25 2 6.25
Opinions of Consultant Roles
Level of Consultant Roles
Consultant services during the ISO 9001 registration process
21

22. Development of quality management systems documentation
Development of QMS documentation
No of
Respondents
%
QA team and the consultant developed the
document
𝟕 16.28
The consultant developed the document 𝟒 9.30
QA team developed the Document 𝟏𝟕 39.53
Every division prepared a draft of the document 𝟏𝟓 34.88
Total 43 100
1. During Development of QMS
22

23. Length of Time for ISO 9001 Certification
Period No of Respondents %
< 6 Months 18 41.86
6 – 12 Months 15 34.88
13 – 18 Months 6 13.95
19 – 24 Months 4 9.30
Total 43 100
1. During Development of QMS
23

24. Rank Motives driven the development of company’s QMS under ISO 9001 Mode Median Mean SD
1st To effectively and efficiently control project activities 1 2 2.24324 1.40249
1st To minimise poor quality of construction processes and products 2 2 2.48649 3.53553
2nd For the betterment of the company’s overall management system 3 3 3.91892 2.24076
3rd To fulfill clients’ requests as part of the bidding process 5 5 5.10811 1.62931
3rd To improve business performance 6 5 5.16216 1.46275
4th To improve the company’s prestige (e.g. image, reputation) 8 5 5.43243 2.08887
4th To enter the international construction market 4 5 5.51351 2.25612
4th As a requirement from the Ministry of Public Works 6 6 6.13514 1.60143
Initial Motivation of Companies in Applying for ISO 9001 Certification
1. During Development of QMS
24

25. 2. Levels of quality management system implementation
Rank QMS-ISO 9001 Principles Mean SD LoI
1 Customer focus (1st P) 3.628 0.536 4
2 Mutually beneficial supplier relationships (8th P) 3.163 0.785 3
3 Leadership (2nd P) 3.140 0.743 3
4 Continual improvement (6th P) 3.116 0.879 3
5 Process approach (4th P) 3.093 0.648 3
6 People involvement (3rd P) 3.047 0.653 3
7 Factual approach to decision making (7th P) 2.767 0.868 3
8 Systems approach (5th P) 2.744 0.978 3
Total QMS-ISO 9001 Principles 3.087 0.807 3
Company Implementation Levels of ISO 9001 Principles
25

26. Sum of
Squares
df Mean Square F P-value
First QMS principle
Between Groups
Within Groups
Total
1.643
10.403
12.047
2.00
40.00
42.00
0.822
0.260 3.159 0.053
Second QMS principle
Between Groups
Within Groups
Total
1.912
21.250
23.163
2.00
40.00
42.00
0.956
0.531 1.800 0.179
Third QMS principle
Between Groups
Within Groups
Total
1.990
15.917
17.907
2.00
40.00
42.00
0.995
0.398 2.500 0.095
Fourth QMS principle
Between Groups
Within Groups
Total
0.618
17.010
17.628
2.00
40.00
42.00
0.309
0.425 0.727 0.490
Fifth QMS principle
Between Groups
Within Groups
Total
4.465
35.721
40.186
2.00
40.00
42.00
2.233
0.893 2.500 0.095
Sixth QMS principle
Between Groups
Within Groups
Total
1.706
30.713
32.419
2.00
40.00
42.00
0.853
0.768 1.111 0.339
Seventh QMS principle
Between Groups
Within Groups
Total
1.149
30.526
31.675
2.00
40.00
42.00
0.575
0.763 0.753 0.478
Eighth QMS principle
Between Groups
Within Groups
Total
2.229
23.632
25.861
2.00
40.00
42.00
1.115
0.591 1.887 0.165
ANOVA Table for QMS Principles
2. Levels of quality management system implementation
26

27. 2. Levels of quality management system implementation
Rank QMS-ISO 9001 Elements Mean SD LoI
1 Process control (9th E) 3.488 0.593 3
2 Control of a nonconforming product (13th E) 3.349 0.686 3
3 Contract review (3rd E) 3.326 0.566 3
4 Inspection, measuring and test equipment (11th E) 3.279 0.934 3
5 Purchasing (6th E) 3.256 0.621 3
6 Inspection and testing (10th E) 3.256 0.693 3
7 Design control (4th E) 3.256 0.727 3
8 Document and data control (5th E) 3.233 0.751 3
9 Management responsibility (1st E) 3.209 0.675 3
10 Inspection and test status (12th E) 3.209 0.804 3
Company Implementation Levels of ISO 9001 Elements
27

28. 2. Levels of quality management system implementation
Rank QMS-ISO 9001 Elements Mean SD LoI
11 Control of customer-supplied product (7th E) 3.186 0.764 3
12 Corrective and preventive action (14th E) 3.116 0.731 3
13 Product identification and traceability (8th E) 3.116 0.763 3
14 Control of quality records (16th E) 3.116 0.879 3
15 Quality system (2nd E) 3.023 0.740 3
16 Servicing (19th E) 2.930 0.910 3
17 Handling, storage, packaging, preservation and
delivery (15th E)
2.907 0.718 3
18 Training (18th E) 2.814 0.795 3
19 Internal quality audits (17th E) 2.814 0.907 3
20 Statistical techniques (20th E) 2.767 0.718 3
Total QMS-ISO 9001 Elements 3.133 0.778 3
Company Implementation Levels of ISO 9001 Elements
28

29. Sum of
Squares
df
Mean
Square
F P-value
QMS element 5
Between Groups
Within Groups
Total
3.663
20.011
23.674
2.00
40.00
42.00
1.832
0.500 3.661 0.035
QMS element 14
Between Groups
Within Groups
Total
4.145
18.273
22.418
2.00
40.00
42.00
2.073
0.457 4.537 0.017
QMS element 17
Between Groups
Within Groups
Total
10.443
24.068
34.511
2.00
40.00
42.00
5.221
0.602 8.678 0.001
ANOVA Table for QMS Elements
2. Levels of quality management system implementation
29

30. 2. Levels of quality management system implementation
Position of Respondent QMS element 5 QMS element 14 QMS element 17
High Level Mean
Std. Deviation
4
0
3.2
0.7
3.6
0.8
Middle Level Mean
Std. Deviation
3.253
0.441
3.471
0.265
2.235
0.691
Low Level Mean
Std. Deviation
3.048
0.648
2.810
0.562
3.095
0.491
Total Mean
Std. Deviation
3.233
0.751
3.116
0.731
2.814
0.907
Report ANOVA for the QMS Elements
30

31. Rank Barriers Mean SD LoB
1 Lack of a well-design reward system (B9) 2.674 0.778 3
2 Misleading QMS purposes (B1) 2.442 0.666 2
3 Uncertainty with sub-contractors and supplier quality
systems (B12)
2.233 0.782 2
4 Lack of effective internal communication (B10) 2.209 0.833 2
5 ISO 9001is a matter of fulfilling audit requirements (B7) 2.186 0.907 2
6 Lack of effective management response (B5) 2.140 0.676 2
7 Lack of strong motivation (B4) 2.116 0.625 2
8 Lack of corporate commitment (B3) 2.070 0.856 2
9 Resistance to QMS implementation (B13) 2 0.756 2
10 Failure in disseminating ISO 9001-QMS (B8) 1.977 0.707 2
11 Lack of funding for QMS implementation (B14) 1.977 0.740 2
12 ISO 9001 is a documentation matter instead of
opportunity to make a change (B2)
1.907 0.684 2
13 Difficulty in understanding ISO 9001 terminology (B6) 1.884 0.586 2
14 Poor external communication (B11) 1.884 0.731 2
Total Barriers 2.121 0.766 2
3. Problems affecting effective QMS implementation
Barriers to the Effective Quality Management System Practices
31

32. Rank Key Performance Indicators Mean SD LoKPI
1 Quality of services and products (KPI5) 3.186 0.588 3
2 Sales growth for the preceding two years (KPI2) 3.023 0.707 3
3
Sustainable construction products (KPI6) 3 0.577 3
4 Profitability for the preceding two years (KPI1) 2.907 0.684 3
5 New product innovation and development (KPI7) 2.837 0.754 3
6 Market shares for the most recent year (KPI3) 2.791 0.709 3
7 Generating employee satisfaction (KPI8) 2.628 0.618 3
8 Global market contracts acquired (KPI4) 1.954 0.575 2
Total Barriers 2.791 0.738 3
4. Key performance indicators
Contractors’ Key Performance Indicators
32

33. Results and Discussion:
 Most local construction companies took less than six months to achieve ISO 9001
certification, while national contractors took between six and 12 months.
 The common motives that least drives Indian construction companies to apply for ISO
9001 certification is ‘as a requirement from the Ministry of Public Works’ and ‘to enter
the international construction market’
The Indian contractors appear to still doubt the many advantages associated with
implementing the system
Result in having low competitiveness
33

34.  The findings indicate a lack of use of ‘cause and effect diagrams’ and ‘statistical process
control’ as typical tools.
 Some studies report that effective decisions on quality processes are made mainly on the
use of data analysis and information with the assistance of some statistical tools.
 Construction industry efforts to improve quality have been slow and fragmented as well
as being fraught with difficulties in implementing ISO 9001
 This also due to the characteristics of the construction industry and its dynamic project
processes. For QMS implementation and an approach such as ISO 9001 to be a real
solution, all levels of a company’s structure need to be bound by a strong commitment
towards it.
Results and Discussion:
34

35.  The results of this study show that apparently Indian construction companies do not
often experience problems with implementing ISO 9001.
 However there were some misunderstandings from the managers surveyed regarding the
purpose for obtaining the ISO 9001 certification.
 People concede the purpose of implementation of TQM in construction companies must
be in line with the company’s Organisational culture.
 Other researchers in the construction quality systems and Organisational culture area
endorse this view by revealing that quality culture and corporate culture are considered
to be determinant factors in contributing to the successful or unsuccessful
implementation and maintenance of an ISO 9001 quality system.
 Studies examining the effects of QMS implementation in the construction industry show
that not only do customers benefit substantially from it, but so does the construction
company.
Results and Discussion:
35

36.  The aim was achieved through the collection and analysis of data, combined with the
incorporation of extant literature to address issues relating to the effectiveness and
continual improvement of the implementation of quality management systems, within the
context of the Indian construction.
 This study provides empirical evidence in support of the notion that problematic issues
associated with the implementation of QMS-ISO 9001 can have an impact on the
effective implementation of the QMS.
 Within Indian context, the study provides empirical evidence to conclude that the status
of having high business performance of the ISO 9001 certified construction companies
cannot be directly attributed to the possession of ISO 9001 certification.
 One-Way Analysis of Variance (ANOVA) analysis in this study provided a valuable
understanding of the influence of different profiles on QMS-ISO 9001 standard
implementation by Indian construction companies.
Conclusions:
36

37. The research contributions can be viewed from three different perspectives:
Research Contributions:
1. A contribution to the
body of knowledge
•Due to the lack of the
research in this area, there is
a scarcity of literature on the
Competing Values and QMS-
ISO 9001 implementation, the
results reported contribute to
and enrich the literature in
this area.
2. A contribution to the
construction industry
•Generally, they accept the fact
that quality is the basis for
moving companies forward,
both in relation to satisfying
clients and in the attainment
of a sustainable competitive
advantage. The result
potentially fit all grades in the
large-scale Indian construction
industry, enabling them to
develop strong motives in
order to successfully achieve
effective quality management
practices and quality
deliverables in infrastructure
project delivery.
3. A contribution for
policy
•The research findings will
provide a future reference for
facilitating consultation and
communication among the
construction services
providers, construction
companies associations and
the Government, in defining
and determining policy for
more widespread promotion
and implementation of QMSs,
in the Indian construction
industry.
37

38. Limitations
• Current conditions
• Not able to explore the
implementation within construction
companies.
• Lack of involvement of certain
external respondents
Recommendations
• Future implementation within
large-scale construction
companies.
• Sampled construction
organisations, which are willing to
be pilot-projects for the
implementation.
• Large number of respondents
including the external respondents
Limitation and Recommendations:
38

39.  Abdul Hakim bin Mohammed dan Mat Naim bin Abdullah, Asmoni (2006), “Quality Management
System in Construction”, International Conference on Construction Industry-2006.
 Debby Willar (2012), “Improving Quality Management System Implementation in Indonesian
Construction companies”. Queensland University of Technology.
 Ilias Said, Abd Rahman Ayub, Arman Abd Razaki & Tee Kuan Kooi (2011), “Factors affecting
Construction Organisation Quality Management System in The Malaysian Construction Industry”.
 Jerald L. Rounds and Nai-Yuan Chi (1985), “Total Quality Management for construction”, Journal of
Construction Engineering and Management, ASCE, Vol. 111, No. 2, pp.117-128
 Juran, J.M. (1998) Juran’s Quality Handbook, 5th Edition, McGraw Hill, New York.
 Lydia Nyomek (2010), “The Integration of Quality Management in Construction Industry”,
University Technology Malaysia.
 Peter Hoonakker, Pascale Carayon and Todd Loushine (2010), “Barriers and benefits of quality
management in the construction industry: An empirical study”, Taylor & Francis, Vol. 21, No. 9,
2010, pp.953-969.
References:
39

40. 40