The document discusses Total Quality Management (TQM) in construction. It provides an overview of TQM, including its basis in satisfying customer needs through continuous improvement. TQM builds on systems theory by emphasizing managing cross-functional processes and contributions from all individuals. The key elements of TQM include employee involvement, continuous improvement, measurement of quality and performance, and viewing the organization as part of a supply chain with customers and suppliers providing feedback. The document also reviews quality management writers and modern construction management concepts, as well as quality system standards and assurance.

1. Total Quality
Management In
Construction
By: Engineer
Mohammed El Bakri EL Beeli

2. General
 Total quality management (TQM) is
essentially about the development of an
ideology, a philosophy, methods & actions that
are designed to satisfy customers completely,
through their continuous improvement.
 However, TQM is more than this, it is a way of
life – away of working life – Because of
increasing competition in most, if not all,

3. General
 Commercial sectors, attention to quality in
order to satisfy the requirements of
consumer’s wants & needs signifies a major
change in the way organizations are
managed.

4. What is Management
 The application of measures to ensure that
financial, human & physical resources are
planned, organized, led, controlled and
staffed effectively, or the achievement of goals
through facilitating an effective process of
planning, organizing, leading, controlling, &
staffing.
 Or the process of getting activates completed
efficiently with & through other people.

5. Level of Management
 Management is divided into three levels:
 Top Management: Create policy , objective &
strategy.
 Middle Management: Direct other managers.
 Lower Management: Supervising staffs.

6. Theories of Management
The Classical Theories of
Management
 Assumption people are rational
 1 Scientific management
 2 Administrative principles
 3 Bureaucratic organization

7. Behavioral Approach
Management
 Assumption : people are social & self
actualizing
 Hawthorne studies & Elton Mayo
 Theory X Theory Y, Douglas Megregor
 Theory of Human needs , Abraham Maslow
 Personality & organization, Chris Argyis

8. The Human Relations theories of
management
 Social dimension has to be added to the
managers and workers repertoire of skills,
along with technical and conceptual
 Thus the prompt is for managers to become
more worker oriented.

9. The System Theories of
Management
 A system is any unified entity, where all parts
are interdependent and interrelated.
 Organizations can be viewed as such entities.
Closed or open

10. Quantitative Theories of
management
 The foundation of the quantitative approaches
rests in the shared assumption that
mathematical techniques can be applied to
help solve management problems.

11. The Contingency Theories of
Management
 Is the application of a management style,
depending upon what the situation demands.
 It is a hybrid management style, deemed to
be flexible and responsive to the situational
demands.

12. Total Quality Management
Theory
 The development of quality has been
essentially continuous over the past 100
years. Although it must be said that quality
existed before this time, over the years the
practical implementation of management
strategies that sought to satisfy customer’s
needs and wants has brought us to present
age of quality .

13. Total Quality MANAGEMENT
Theory
 Total quality management builds on the open
system theory by stressing that the customer
is the most important part of the chain , by
emphasizing managements responsibility for
managing cross – functional processes
internally , and by acknowledging the
contribution of each individual in the chain.
 TQM also stresses the need to continually

14. Total Quality Management
 Improve the business process in order to be
able to satisfy customer’s current and future
needs.
 The application of TQM within an organization
will depend on the unique requirement of that
organization and on the varying needs of its
customers.
 TQM requires recognition of the internal
customer concept which seeks to break

15. Total Quality Management
 Down internal barriers & divisions , and based
on maximizing employee involvement and
contribution is key element of TQM today.
 Continuous improvement is the cornerstone in
the concept of TQM
 Measurement of quality is a Key element of
TQM, but this is not restricted to
manufacturing processes.

16. Total Quality Management
 Measurement of customer satisfaction ,
employee satisfaction , operational
performance , financial performance and the
cost of quality are all used to assist the
decision making process.
 TQM is based on the open system theory ,
which is a major concept known in the system
school of management , the open system
theory shifts management focus

17. Total Quality Management
 Away from structure and hierarchy towards
the concept of processes.
 The business process takes inputs from
suppliers , adds value by transforming them
into something else, and delivers the outputs
to customers, the customer in return provides
feed back about performance of the
organization and its products

18. Total Quality Management
 It is a simple enough model, but for the first
time, management is being encouraged to
think outside the organization, about the
quality of its suppliers and about the needs
and expectations of its customers.

19. Total quality management in
construction
 Manufacturing – based definition
 Product – based definition
 User – based definition
 Value – based definition
 Performance
 Reliability
 Conformance
 Durability

20. Total quality management in
construction
 Serviceability
 Aesthetics
 Perceived quality

21. Evolution of Modern Quality
Concept
 Quality development through inspection
 Quality development through quality control
 Quality development through quality
assurance
 Quality development through TQM

22. Quality management writers
 Juran
 Deming
 Garvin
 Crosby
 Ishikawa
 Feigenbaum
 Taguchi

23. Modern construction
management concepts
 Value management
 Constructability
 Benchmarking
 Reengineering
 Total quality management
 Partnering

24. Quality system standard & quality
assurance
 What is quality system
 Quality assurance in design and construction
 Economics of quality assurance
 The need for QA in construction industry
 Reasons for implementing a QA system
 Costs & fees of the QA system
 Advantages of the QA system
 Problems associated with the QA system

25. Iso Quality system series of
standards
 Origin and basis
 The 1994 BS EN ISO 9000 series
 New ISO 9000 – 2000 quality management
system standard
 New ISO and other quality standards