The application of total quality management in construction field operations

Total Quality Management (TQM) is a term that has found widespread usage in most manufacturing and industrial operations in the United States. However, its adoption within the construction industry has been slowed for many reasons. In many cases, firms that start enthusiastically to incorporate TQM soon cease their efforts believing it to be too difficult an undertaking. This study seeks to examine the reasons for the lack of implementation of TQM at the field operations level of a construction company. The primary objectives of the study include identifying the primary obstacles to TQM, establishing why these obstacles become hindrances to implementation, and finally reviewing possible solutions to overcome these roadblocks to success. An initial review of the literature on TQM both throughout all industries and specifically within construction is used to comprehend the keys to TQM success. The literature search also identifies the hindrances found in similar research studies. A survey of leading General contractors throughout the country was undertaken to determine the current level of TQM usage, and to further develop the hindrances found or perceived to exist in implementation. This study then utilized a focus group comprised of twelve mid-Size to large commercial general contractors known to have made concerted efforts in the development of the concept of total quality within their firms. The purpose of this focus group was to review each of the areas identified as elements essential to successful implementation of TQM, and to develop concepts to encourage others to make TQM a cornerstone of their operations. The primary keys to success in the implementation of TQM in the construction industry were found to include top management commitment and involvement, a customer focused organization, a participative management style, and the transfer of TQM to the field operations. To succeed in transferring TQM to the field, the most important obstacles to overcome were found to be too much paperwork, the transient nature of the workforce, field employees regarding TQM as irrelevant, the system of awarding subcontracts based primarily upon low bids, and the lack of interest in TQM by the subcontracting industry.