An-Najah National University

Faculty of Graduate Studies

Framework for Implementing Quality Management in West

Bank Construction Projects

By

Ahmad Rashed

Supervisor

Dr. Mohammed Othman

This Thesis is Submitted in Partial Fulfillment of the Requirements for

the Degree of Master of Engineering Management, Faculty of
Graduate Studies, An-Najah National University, Nablus-Palestine.
2014
 iii

DEDICATION

To those who give of themselves so that others may live.

To the lovely memory of my mother

To my special brother for his unlimited support

To my family….

To all who are being constant memories in my life

To all of my colleagues and friends for their help and support.

 iv

ACKNOWLEDGEMENT

First of all, thanks to Almighty Allah for granting me the power and
determination in conducting this research, despite all difficulties.

I wish to express my profound gratitude to Dr. Mohammed Othman for his

continued guidance, supervision, and comments throughout the course of

this study. He has been ever-present force in helping me to mature as a
student and as a researcher; his dedication to helping me succeed is deeply
appreciated.

Appreciation is also expressed to Engineering Management Teaching Staff

at the An-Najah National University especially Dr. Ayham Jarron, Dr.

Yahya Saleh for their support and encouragement.

I must express my sincere thanks to the contracting firms for their

cooperation and support.

Finally, thanks and regards to all those who supported me in any respect
during the completion of this work.
 vi
List of Contents
Contents Page
No.
DEDICATION iii
ACKNOWLEDGEMENT iv
Declaration v
Abstract xi
Chapter 1 Introduction 1
1.1 Overview 1
1.2 Project Management 5
1.3 Quality Management in Project Management 8
1.4 Statement of the problem 9
1.5 Justification 10
1.6 Research Questions 11
1.7 Research Objectives 12
1.8 Constraints and Challenges 12
1.9 Thesis Structure 13
Chapter 2 Literature Review 14
2.1 Introduction 14
2.2 Quality definition 16
2.3 Previous Studies 19
2.4 Quality Assurance and Quality Control 22
2.5 The New Model for TQM 25
2.6 Construction Sector in Palestine 27
2.7 Cost of Quality 30
2.8 Cost of Quality as an Improvement Too 34
2.9 Factors Affecting the Implementation of Quality 36
Management in the Construction Project
2.10 Conclusion 50
Chapter 3 Research Methodology 51
3.1 Introduction 51
3.2 Research Methodology Diagram 52
3.3 The Research Approach 53
3.4 The Sample Size 55
3.5 Designing the Questionnaires 57
3.6 Interviews
3.7 Sampling, Instrumentation and Procedure 58
3.8 Instrumentation 59
3.9 Validity of the Questionnaire 61
3.10 Reliability of the Questionnaire 62
 vii
3.11 Study Barriers 63
Chapter 4 Data Analysis 65
4.1 Introduction 65
4.2 Analysis 65
4.3 Results and Discussion 75
4.4 Conclusion 86
Chapter 5 The Framework 89
5.1 Introduction 89
5.2 Framework Development Requirements 90
5.3 The Developed Framework 91
5.4 The Stages of the Framework 93
5.5 Conclusion 102
Chapter 6 Conclusions and Recommendation 104
6.1 Introduction 104
6.2 Conclusions of the Research 105
6. 3 The Research Contribution 108
6.4 Recommendations 109
References 112
Appendix 119
‫الملخص‬ ‫ب‬
 viii

List of Figures
No. Figures Page
2.1 Okland TQM Model 20
2.2 The Number of the Classified Contracting Firms in 30
Palestine
2.3 Mechanism of quality cost system 33
2.4 Cost Benefit of Quality Management 35
2.5 Quality Management Saving 36
3.1 Percentage of the executed projects according to the 56
classification degree for the registered classified
contracting companies in West Bank
3.2 Percentage of Classified Contractors with Respect 57
to the Location in the West Bank
5.1 Deming‘ Cycle 91
5.2 Framework for implementing TQM in construction 94
projects in West Bank
 ix
List of Tables
No. Tables Page
2.1 Different quality models 27
3.1 Distribution of Sample According to Study 60
Independent Variables of the Contractor
3.2 Distribution of Sample According to Study 61
Independent Variables of the company
4.1 Main factors affecting quality management in 66
construction
4.2 Means and Standard Deviations of the barriers for 67
implementing quality management in construction
projects
4.3 Means and Standard Deviations of the benefits for 68
implementing quality management in construction
projects
4.4 Means and Standard Deviations of the techniques 69
for implementing quality management in
construction projects
4.5 The responses to the knowledge of quality 70
4.6 The Responses According to the data acquisition 73
method
4.7 Pearson Correlation Matrix between the study 75
variables
4.8 Pearson Correlation Matrix between the study 80
variables
4.9 Pearson Correlation Matrix between the study 84
variables
 x
List of Abbreviations

TQM Total Quality Management

QM Quality Management
GDP Gross Domestic Product
GNP Gross National Product
KPIs Key Performance Indicators
PCBS Palestinian Central Bureau of Statistics
PCU Palestinian Contractors Union
SPSS Statistical Package for Social Science
W.B West Bank
C.P Construction Projects
NGOs Non-Government Organizations
USAID United States Agency for International Development
IPMA International Project Management Association
PMI Project Management Institute
PMBOK A guide to the Project Management Body of Knowledge
 xi
Framework for Implementing Quality Management in construction
projects in West Bank
By
Ahmad Rashed
Supervisor
Dr. Mohammad Othman
Abstract

Firms world-wide are actively engaged to achieve internationally accepted

quality levels to ensure their position in the emerging international market
especially those from developing economies. Unfortunately the
construction industry, generally, has lagged behind other industries in
implementing Total Quality Management (TQM) which provides
excellence in customer satisfaction through continuous improvements of

products, processes or services. The main reason for construction lagging

has been the perception that TQM is for manufacturing and service sectors
rather than the construction sector. The objective of this research is to study
the implementation of quality management of construction projects in West
Bank. Construction sector is considered as a vital sector in today‘s
economy, due to the development in construction which is taking place in

the world in general and the West Bank. A survey of 300 contracting
companies registered in the Palestinian Contracting Union (PCU) was
conducted to establish the current quality management practices and

managers perception of factors required for a successful implementation of

TQM. The data is analyzed using descriptive Statistics especially in SPSS.
The results indicate that the major problems affecting implementation of

QM program are lack of skills, knowledge/resources in QM, changing the

 xii

behavior and attitude, lack of education and training to drive the

improvement process, lack of employee commitment/understanding, and

lack of top-management commitment. The results indicate that the most
important benefits for implementing a quality system in the construction

projects in West Bank is to keep improving the performance, develop the

firm image and being a qualified competitor –market position-, and attain
and sustain the competitive advantage. Depending on the distributed
questionnaire, a framework was developed to facilitate the successful
implementation of TQM in construction projects in West Bank.
 1

Chapter 1
Introduction
1.1 Overview

Attainment of acceptable levels of quality in the construction industry has

long been a problem. Great expenditures of time, money and resources,
both human and material, are wasted each year because of inefficient or
non-existent quality management procedures especially in construction
projects (Arditi and Gunaydin, 1997).

On the other hand, global wise, the construction industry as an

economic sector plays a major, significant role in developing and achieving
the goals of society as all. Construction is one of the largest industries
which contribute around 10% of the Gross National Product (GNP) in
industrialized countries (Navon, 2005). Many criticisms have been pointed
to the construction as an industry. These projects are being showed as one
with low quality level compared to other sectors like the manufacturing and
service sectors.

But we have to keep in mind that the quality issues in construction

management are not an easy task because this industry has numerous

problems represented in its complicated nature of operation, major and

minor activities and this industry is comprised of a multitude of professions
and organizations. which are involved in the different phases of a

construction (Arditi and Gunaydin, 1997).

 2

All the stakeholders, client, consultants, contractor and sub-

contractors of a construction project all have a role to play in delivering a
quality project. Failure of any of the parties will seriously affect the quality

of the final project, so in this case the quality is everyone responsibility.

Generally speaking, one can say that the construction industry is also
characterized by its non-standardization. Productions processes are to some
extent alter from one project to another even in the same characteristics but
the location of the project and the site is different.

Hence, the final product couldn‘t be projected to any universal

standard or specification, which leads to problems in quality assurance.
Furthermore there are excessive deviation to the details between design of a
project and the construction process. The main reason for this deviation
attributed to the lack of build-ability of the design as drawings and
specifications. This considered the main cause for wide-spread perception
about the differences between the design and the construction phase (El-
Sawah, 1998).

In the same context, we have to recognize that the construction

management comprises three phases which are the planning and design

phase, the construction phase and the operation and maintenance phase.
This will lead to the coordination and integration need as a vital concept to
deliver this mission successfully. All the aforementioned discussion can

considered as a generally, globally applicable information, the same

situation is applicable in Palestine.
 3

In Palestine, construction projects can provide a robust platform for

refreshing the economy and for building a stable and autonomous economy
during steady political conditions. In 1993, neglect of such systems,

services, and institutions, however, has harmed the quality of life of

Palestinians and their health and environment. But, after Oslo agreement
we can assume a period in which the Palestinian authority was formed and
seed for stable economy were merged, that positively impacted the
construction sector (Osaily, 2010).

However, project performance in Palestine return to suffering since

conflict erupted in September 2000 after the collapse in Israel-Palestinian
negotiation on permanent-status issues, in addition to the Jewish breaking
in to Al-Aqsa mosque. This has led to closures and tight restrictions on
movement of people and goods in West Bank and Gaza resulting in a
dramatic and devastating decline in trade, investment, and employment due
to the turmoil condition, and that had a negative impact on the construction
project. In addition this has prevented the planned implementation and has
caused problems in performance of projects (World Bank, 2004).

To be fair it should be noted that the political condition is not the

only reason that inhibit the construction industry, and prevent it of being a
prosperous sector. There are other different factors affecting construction
projects performance in Palestine such as poor management and leadership;

lack of top management commitment; inappropriate participants; poor

relations and coordination; lack of convenience communication system;
 4

absence of motivation, control, monitor or decision making systems; lack

of management information system; inadequate infrastructure, political
problems; cultural problems and economic conditions.

As a transient assessment for the project management triangle (cost,

time and quality), and their perception in Palestine we can realize that due
to cultural antecedents in Palestine the most common criterion for winning
a bid is the lowest price, and there is a prevalent perception that as much as
the timeframe of the construction project is small that will positively
impact the profit of the firm, even if that possibly harm the quality issues.
Unfortunately, according to the aforementioned attitudes in this sector, the
quality issues to some extent is marginalized and neglected.

Even with the aforementioned ranking, it is still highly noticeable

that Construction projects performance difficulties appear in many
perspectives. There are many construction endeavors fail in time
performance, others fail in cost performance and others fail in other key
performance indicators (KPI‘s) especially quality indicators. The main
objective of project management is to address the stakeholder needs,
expectations and go further beyond their expectations; thus, dissatisfactions

of a project's stakeholders lead to extra, or at least difficulties time and cost,

so the importance of quality management is appear in project management
as a vital tool to reach the desired output (Osaily, 2010).

In this study, barriers and benefits of implementing quality

management in construction projects will be analyzed. Find out how that
 5

can affect performance in construction projects. The results can then be

used for benchmarking purposes, and will be a key component of any
organization's move towards achieving best practice in order to overcome

performance problem.

1.2 Project Management

Today organizations are competing with each other to produce high quality
output with the minimum budget and be delivered at the right time; the
most appropriate way to achieve this is using project management.

Project management, is the application of knowledge, skills and

techniques to execute projects effectively within time, cost, and quality,
which are called the project management triangle. It is a strategic
advantage for organizations, enhancing them to tie project results to
business objectives — and thus, enable compete in their markets and
develop the market share (Project Management Institute, 2000). According
to Kerzner (2006), project management ―Project management is the
planning, organizing, directing, and controlling of company resources for a
relatively short-term objective that has been established to complete
specific goals, or objectives‖.

Project management has a vital role to play in complex

organizations, where several projects may be in play at the same time,
requiring similar resources. According to the project management institute,

there is a noticeable percent of the projects failure. The project can fail
 6

from a process stand point (initiation, planning, executing, controlling, or

closing), or they can fail due to a weakness in the project dynamics (scope,
time, cost management, quality management, human resource management,

communication or risk) (Project Management Institute, 2000).

Long time ago in ancient civilizations, building great buildings that

represent the nation and the civilization culture and tradition had great
importance, such as the great projects of the Romans, and the Egyptian
pyramids. , Those complex works needed sophisticated and effective
management due to its massiveness. This shows that the science of project
management was known long time ago and was practiced in different ways,
but not with the dependency that practiced these days.

It also shows that effective management and construction techniques

can produce excellent and long-lasting results, simply if you spend too
much of money and effort and time on a project, you will not let results
determined by chance. However, in those eras, little attention was paid to
those people who finished this work, they were given insufficient
consideration than they deserve, in spite of the huge effort they deliver it to
such great historical statue. But, recently, in the late 19th century, because

of the rising complexities of the construction business, these projects

involve thousands of labors, too much of tools and equipment, millions
spending over such projects, management principles began to evolve more

effectively.
 7

Big projects involved huge quantities of materials, machinery and

equipment. We began from that time to see project management
implemented by engineers and architects themselves. An engineering

projects managements firm specialized with the management starts to

emerge. In 1967 the International Project Management Association (IPMA)
was established in Europe as a federation of several national project
management associations, (Ahuha et al., 1994).

The Project Management Institute (PMI), founded in the U.S. in

1969, publishes the PMPOK Guide, (A guide to the Project Management
Body of Knowledge), which describes the most common project
management practices and gives certification in PM Field (Project
Management Institute, 2000). Project management is really important when
the project faces changes, either these changes are internal or external, and
when we need to make alternative solutions or implement contingency
plans, especially in argent cases in which the manager can't keep the
original plan.

This is especially true in Palestine, which suffers from a considerable

instability in political, economic, or even the cultural condition; project

managers face many challenges and must always be creative and flexible in
order to deal with difficult and sometimes unforeseen circumstances.
Project management is an essential philosophy to attain and sustain the

competitive advantages in these days, since it is an approach that attains the

 8

required quality and performance to satisfy the customer, in a reasonable

cost and within a deterministic time schedule.

1.3 Quality Management in Project Management

Reaching acceptable levels of quality in the construction industry has long

been a problem rather than an easy task. Great expenditures of time, money
and resources, both human and material, are wasted each year because of
inefficient or non-existent quality management polices especially in
construction projects (Arditi and Gunaydin, 1997).

Many criticisms have been pointed to the construction as an industry.

These projects are being showed as one with low quality level compared to
other sectors like the manufacturing and service sectors. Companies in the
construction industry provide infrastructure for the economy and constitute
an important backbone of many economies, yet they face problems of
instability, low productivity, poor quality and lack of standards, in the face
of high fragmentation in the industry. Total Quality Management provides
an effective approach to prevent or reduce these problems and provide
higher quality services and products. Its management and control processes
are designed to focus on the entire organization and all of the employees in

providing products or services that satisfy the customers (Sommerville,

1994).

The potential benefits offered by Quality Management techniques

are varied and the consensus from various studies is that it has been
 9

successfully applied in other industries and can be very beneficial in the

construction industry (Sommerville, 1994). The application of quality
management programs assist companies to improve long-term

relationships, process and product development, create a harmonious,

consistent team spirit, more customer focused, employee job satisfaction,
increased revenues, reduction in quality costs, decreasing waste and
rework, better coordination of activities, improved customer service and
market competitiveness, enhance professionalism and skills in all spheres
of the construction sector (Schultzel and Unruh, 1996).

1.4 Statement of the problem

Generally, every business customer no matter of his/her profession would

like to receive the final product according to the predefined, stated
standards. Although these requirements may deviate depending on the
nature of final product, they represent the client‘s issues. Therefore,
contractors are responsible for doing their best to conform these
requirements according to the tenders, design of their projects, otherwise,
it will be considered as a breach of contract (Arditi and Gunaydin, 1997).

To do so, solve the problem of quality issues in the construction industry,

and satisfy the customer‘s needs, the Total Quality Management (TQM) is
highly being used as a vital tool to achieve this goal, and achieve the
required standards and specifications. The quality management is viewed

as a branch of the project management, so it should be highly considered

and studied as a main tool for achieving the desired output of the whole
 10

project management to make any noticeable saving in time, cost and

exceeding the customer satisfaction.

As a part from the context, construction project in Palestine confront

a tremendous challenges regarding the quality aspects. Therefore, this

research will evaluate the factors affecting the performance of construction
projects in Palestine, either the barriers or the benefits of developing and
adopting a holistic approach of quality system, to overcome the problems
that facing the construction projects and improve the overall performance
of the whole process. Hence, performance of any construction projects can
be evaluated according to key performance indicators, cost, time and
quality that we are concerning about.

1.5 Justification

As we mentioned previously that, Many criticisms have been pointed

to the construction as an industry. These projects are being showed as one
with low quality level compared to other sectors like the manufacturing and
service sectors.

and even that there are a special characteristics for the construction sector
we can deal with as an excuses rather than characteristics such as

complicated nature of operation (Kanji and Wong, 1998). This industry is

contained a multitude of professions, occupations, positions and
organizations (Sommerville, 1994). They are involved in the different

stages of a construction project, including: feasibility, development,

 11

finance, concept development and review, estimate, detailed engineering,

procurement, construction and start-up (Schultzel and Unruh, 1996).

Another characteristic for this industry, that there are no constant

standards that you can follow at every project; each project has its unique
procedures that will not be applicable at the next project. This issue can be
figured out through the project definition, according to the PMI the project
is a series of activities that had a starting and due date and every project is
unique.

This study will identify the barriers and the benefits of adopting such
system to overcome the problem in construction practice and improving the
overall performance.

1.6 Research Questions

This study will respond to the following major questions:

Q1. What are the linkages between the underlying dimensions of total
project management and construction organization performance?

Q2. What is the current contractors' perception of implementing quality

management in construction project in West Bank?

Q3. What are the main factors that affect the contractors' perception of

implementing quality management in construction projects in West Bank?

 12

1.7 Research Objectives

The main aim of this research can be broken down into the following
objectives:

1. To investigate the relationship between total quality management

practice and the performance of construction organization.

2. To develop a theoretical project management framework to facilitate the

implementation of quality management through the construction projects in
West Bank.

1.8 Constraints and Challenges

They are many constraints and barriers that faced the researcher during the
conduction of the research. The most important barrier was the contractor‘s
unconcern to present their opinions in such subjects. A large number of
them showed lack of cooperation and they delegated the answers to office
engineers. Although the researcher explained first the aim of the research,
they were asked if they can present needed information, a few number of

contractors replied easily and fast without a continuous reminding from the
researcher.

When contractors agreed to participate and showed interest in the

subject of the research, they were given a copy of the questionnaire to

answer it, within two weeks to take their time in understanding the
questions and answering them. After two weeks, the researcher phoned
 13

contractors to remind them to finish preparing questionnaires in order to be

collected. Some of contractors answered that they can‘t reply because they
don‘t have enough time, others lost it, others will answer it soon, and others

are not interested. The researcher sent the questionnaire times and times,
phoned most contractors two, three and four times, and visited some of
them more than once, every time she had a new argument, until the
researcher succeeded at last to collect a suitable number of responses.

1.9 Thesis Structure

This thesis is organized as follows; Chapter Two presents a historical

review from previous studies to identify the main barriers and benefits of
developing and adopting a quality management system in the construction
projects. Chapter Three discusses the main methodologies used in previous
studies and the methodology adopted in this research to achieve the
required goals. Chapter Four shows analysis, description and discussion of
research results. Finally, Chapter Five presents conclusions and future
research directions for this thesis.
 14

Chapter 2

Literature Review

In this chapter, we will review the previous studies regarding the quality

management in construction projects; we will attempt to illustrate the

quality definition from different perspectives, reviewing the previous
studies regarding our topic to be familiar with the previous results that
other researchers had reached.

Another section will discuss the main difference between the quality
assurance and the quality control, some models representing the quality
management in construction projects will be discussed, the cost of quality
and the role it act, as an improvement tool to reach a better performance
level in the construction projects will be presented. Finally the main factors
the affecting quality management in construction projects will be
discussed.

2.1 Introduction

Quality is perceived differently by various people and various sectors. Yet,

everyone understands what is meant by ―quality‖ by the way that s/he
interested in. In manufacturing sector, the customer as a user recognizes the

quality of fit, finish, appearance, how does it look like, function, and
performance. The quality of service maybe rated based on the degree of
satisfaction by the customer receiving the service, for example the time

required for satisfying that service, or the level of the customer service,
 15

maybe, the same service perceived bad by one customer perceived

excellent by the other. The relevant dictionary meaning of quality is ―the
degree of excellence.‖

However, this definition is relative in nature; in other words, it can

vary among different people and different sectors (manufacturing, services
or construction sector). The ultimate test in this evaluation process lies with
the consumer. The voice of customer must be heard, the customer‘s needs
must be translated into measurable characteristics in a product or service

Once the specifications and the standards are developed, different

methods and techniques to measure and monitor the characteristics of the
construction project need to be found. This provides the basis for
continuous improvement in the product or service; this is the same concept
of Deming's cycle, which is (PDCA) plan, do, check and act which we will
discuss later. The ultimate aim is to ensure that the customer will be
satisfied to pay for the product or service, because; the only concern for a
firm or a company is the profit and revenue. This should result in a
reasonable profit margin for the producer or the service provider.

So relationship with a customer is a lasting one, if not, the customer

turn over average will increase due to the bad service, customer
dissatisfaction, bad reputation for the company, even the customer who has
prior a bad experience with the company will communicate his/her

experiment with others, so we should not underestimate the word of mouth

 16

weight or value. The reliability of a product plays an important role in

developing this relationship.

In this chapter; we will highlight the way to implement quality

management in construction projects in West Bank, as an important tool for

achieving the desired outcomes of the projects, and as a crucial component
rather than an inferior part after cost, and time.

2.2 Quality definition

There is more than one definition for quality, in each sector different
definition for this concept can be used. In other words, the definitions of
quality are abounding. For many years there have been attempts to define
the meaning of this concept "quality‖, often in general terms, we attribute
that to the diversity of purposes of this explanation, each side can show its
point of view, some definitions result from authoritative documentation,
while others express experiences, opinions, and conjecture.

The British Standard Institution defines quality as ―the totality of

features and characteristics of a product or service that bear on its ability to

satisfy stated and applied needs‖ (McCabe, 1998). Another definition is
―fitness for purpose/use‖. This definition is driven by customer satisfaction,

and has become the principal definition of quality in manufacturing and

service industry, (El-Sawah, 1998).

There is a definition for quality concerned about comparing the

product characteristics and process control within the design requirments or

 17

tolerance edges which is ―uniformity of the product characteristics or

delivery of a service around a nominal or target value‖ (El-Sawah, 1998).
A guide to the project management says that project quality management is

a part, or small group of project management that includes the process

required to insure that the project will meet the goals for which it was
undertaken. It consists of stages which is quality planning, quality
assurance and quality control (PMI, 2000). We can define Quality system
as ―organizational structures, procedures, processes and resources for
implementing quality management, (McCabe, 1998).

Quality can be defined as satisfying the functional, aesthetic and

legal requirements of a project. Requirements may be easy or hard to
achieve, or they may be stated in terms of the end results required or as a
detailed description of what is to be done. But, however expressed, quality
is if the stated requirements are satisfy, and if the completed project meets
the needs, so, quality is inversely proportional to variability (Arditi and
Gunaydin, 1997).

Some design professionals stated that, quality is measured by the

aesthetics of the facilities they design (Stasiowski and Burstein, 1994).

Quality can also be defined from the view point of function, by how closely
the project meets to its objectives. Using this definition, a high quality
project can be showed by such terms as easy dealing with, understanding

drawings, level of conflict in drawings and specifications in the tenders

documents, economics of construction, ease of operation and build, ease of
 18

maintenance, and energy efficiency. Quality is measured by the aesthetics

of the facilities they design (Stasiowski and Burstein, 1994).

As every aspect of science has its own leaders, champions and gurus,

the same is for the quality sectors; later in this section we will mention how
these leaders perceive the quality concept. Quality guru Crosby states that
Quality is conformance to requirements (Chandrupatla, 2009).The
preceding definition needs the specifications and requirements to be
already established. The next thing to look for is how much the product is
matching to these requirements. Another frequently used definition comes
from Juran, quality is fitness for use (Chandrupatla, 2009). This definition
concentrates the value of the customer who will use the product.

W. Edwards Deming defined quality as good quality means a

expectable degree of uniformity and dependability with a quality standard
that satisfy the customer (Chandrupatla, 2009). The supporting philosophy
of all meanings is uniform in which consistency and conformance to
specifications and performance, and keeping the customer in mind.

One more definition that is widely spread for quality is the degree to
which performance meets expectations (Chandrupatla, 2009). This

definition supports a means to assess quality using a relative measure. The

definition is used by the American Society for Quality (ASQ), quality
denotes an excellence in goods and services, and particularly to the degree

they meet the requirements and satisfy client.

 19

One important definition for quality should be mentioned in this

manner which is quality is proportional to variability, in other words, as the
quality increased the variability will be decreased (Montgomery et al.,

2011).

2.3 Previous Studies

The literature is plentiful with definitions of quality management. Basically

quality management is a managerial philosophy which aims to achieve
organizations main targets using all sources including employees. The main
objective of QM is satisfying the customers both internal and external. In
fact QM is a holistic and organization-wide approach that introduces a
cultural change to the organization in order to improve the quality of
products and services, manage the production time, cut down the costs, and
finally meet the customers‘ priorities.

Many criticisms have been pointed to the construction as an industry.

These projects are being showed as one with low quality level compared to
other sectors like the manufacturing and service sectors. (Kubal, 1994;
Kanji and Wong, 1998; Wong and Fung, 1999). Total quality management
(TQM) is increasingly being used by construction firms as an initiative to

solve quality problems in the construction industry and to meet the needs of
the client On an ongoing basis (Fung and Wong, 1995; Jido 1996; Kanji
and Wong, 1998; Sommerville, 1994; Wong and Fung, 1999).
 20

Several researchers (Miguel and Pontel, 2004; Schiffauerova and

Thomson, 2006) stated that many companies realize the necessity of the
quality cost system; however, they keep to miss such system. So, the firms

are not able to appreciate how much they lose due to poor quality
(Schiffauerova and Thomson, 2006). This shows a real gap between
existing theory and practical application regarding quality management.

TQM has the power to develop business implications, better client

orientation and satisfaction, worker involvement and affiliation, team
working and better management of workers within departments. Anyway,
construction firms have been continually struggling with its installation
(Haupt and Whiteman, 2004). The installation of a TQM approach within
the company requires a serious cultural change (Sommerville et al, 1999)
and it's being recognized as a vital tool of total quality development
(Adebanjo and Kehoe, 1998).

The generally perceived factors that affect quality performance can

be categorized under the headings of client, project environment, project
team leaders, project procedures and project management action (Chan and
Tam, 2000). The factors influncing building construction projects are

design, contract, material, labor, equipment, subcontractors, site layout,

systems, site staff, and execution (Abdel-Razeq et al., 2001).

Quality policy is the overall aspects and approaches of an

organization related to quality issues, as formally crystalized by top

management (McCabe, 1998).The elements affecting quality of building
 21

construction projects in Taiwan is grouped into eight criteria: manpower

able to achieve project mission, conformance to codes and standards,
conformance to owner‘s requirements, conformance to design process and

procedures, conformance to schedule requirements, conformance to cost

requirements, and constructability (Tan and Lu,1995).

TQM is greater than sum of quality, quality assurance and total

quality. TQM is about continuously improving customer satisfaction by
quality-led companywide management system. This goes beyond the mere
application of total quality as a form of management itself (Wilkinson and
Witcher, 1991). TQM is a journey and not a destination (Burati and
Oswald, 1993).The definition of TQM varies from organization to
organization and even from individual to individual. Accordingly Saylor
describes TQM as "both a philosophy and a set of principles "which are the
foundation of a continuous improvement of the organization, which gives
an implicit picture of philosophical component of TQM based on
"continuous improvement" as the heart of TQM in all aspects of the
business, (Saylor, 1992).

TQM is interpreted as "a way of managing an organization to ensure

the satisfaction at every stage of the needs and expectation of both internal
and external customers, that is shareholders, consumers of its goods and
services, employees and the community in which it operates, by means of

every job, every process being carried out right, first time and every
time"(Latham, 1994).
 22

The approach to quality has evolved from control (QC) to

management (QM) through assurance (QA) and reached policies like
(TQM). In developed countries, where quality systems have been

established long time ago, the principle has become to produce quality
rather than to control it at the end. The new approaches are not only
beneficial to the customer but also to the manufacturer as cost of quality are
optimized to minimize the total loss. The results are less cost per unit of
better quality, more shares in the market and increased profits (Davis et al.,
1989).

In construction industry, the quality is generally considered to be

very costly, and QC or QC/QA organizations are established only as a
result of contractual requirements. In construction industry, production is
different from factory or plant production; therefore quality considerations
need special care. Especially when the production
(construction/installation) is not in place, cost of remedial works may go
extremely high if attention is not paid to quality assurance (Barrett, 2000).

2.4 Quality Assurance and Quality Control

Depending on the Manual of Professional Practice for Quality in the

Constructed Project the Quality Assurance (QA) can be defined as a

program covering all the activities necessary to enhance quality in the work
to meet the project predefined requirements. QA involves creating policies

for project, procedures, standards, training, guidelines, and system essential

 23

to produce quality. The design manager and constructor team developing

an appropriate program for each project.

QA provides protection sheild against quality problems, difficulties

through early warnings of trouble ahead. Such early warnings play as

essential guard in the prevention of both internal and external problems;
this procedure should be created before starting the construction phase.

On the other hand, quality control (QC) can be defined as the

specific installation of the QA program and related activities. Effective QC
reduces the possibility of changes, deviations and omissions, which in turn
result in fewer conflicts and disputes; in other words in this stage we make
sure that we are conforming to the original plan, we emphasizing the
necessity to stick to the plan to avoid any un-predictable problems, (Arditi
and Gunaydin, 1997).

In spite of the complexity of the construction projects, the long life-

cycle of these projects, and the multi-parties that affect or even affect the
decisions in sector, the process, or even the final product, quality in
construction is too important to be left to chance, since we consider it one
of the dimensions that indicate the success of the whole projects besides to

the cost and the time-frame.

Recently, the construction management firms emerged as entities not

responsible for design or construction (being a contracting firm), but

performing only managerial functions representing the owner from the

 24

inception phase (idea) to the completion of the construction phase (handing

over day). Inspection and quality control that had traditionally been
performed by architects and engineers were now performed by construction

management firms, (Project Management Institute, 2000).

The terms quality assurance (QA) and quality control (QC) are
frequently used interchangeably, few people can avoid the mistake to
distinguish between these two concepts. Since quality control is a part of
quality assurance, maintaining a clear distinction between them is difficult
but important and essential. Quality assurance is all planned and systematic
actions necessary to provide adequate confidence that a structure, system or
component will perform satisfactorily and conform to project requirements,
standards, and specifications. On the other hand, quality control is a set of
specific procedures involved in the quality assurance process. These
procedures contain planning, coordinating, checking, developing,
scheduling, and reviewing the work. The quality control function is closest
to the product in that various techniques and activities are adopted to
monitor the process and to pursue the elimination of causes and sources,
(Arditi and Gunaydin, 1997).

In the same context, the construction projects in Palestine especially

the projects being funded by the USAID, or the donors in general are
applying these concepts in which , the quality assurance plan and

procedures are derived from the specification, standards, and it could be an

 25

obligatory condition for any international or local contractors to submit for

the bidding process.

On the other hand, and during the construction phase, we have a

wide application for a job title called the quality control in the consultancy
firm, or even in the contracting firm, and recently this job title is a
significant and noticeable position in the construction organization' chart,
that is supposed to be existing as a prerequisite criterion to submit to the
bid.

2.5 The New Model for TQM

The new TQM model provides the basis of excellence in the industry and
covers all angles and aspects of an organization and its operations no
matter what is the sector. It is based on the excellent work done during the
last century. Oakland (2000), presents a new model for TQM that addresses
the hard and soft issues of quality that can improve the performance to
higher level rather than the existing one. As shown in Figure (2.1),
performance is developed by better planning, and the motivation of people
and the management of processes in which they work. These are the keys
to delivering quality products and services to end user. These four Ps are

important in delivering quality products and services to end user. The early
frameworks of TQM contain three Cs, culture, communication and
commitment, which we can never underestimate as they are the bases of the

TQM framework. Oakland adds these are the "soft foundations" which
must encase the hard necessities of planning, people and processes.
 26

Figure 2-1 Okland TQM Model (Okland, 2000)

There are many models, and each model can provide an idea to any
organization, but there is no model that can provide all the organization
requirements. On the other hand, each organization can create the most
suitable model or framework that has been most suitable for its nature and
conditions Therefore, quality models or quality systems provide a concrete
foundation to communicate as to how an organization should work and

identify the responsibilities of all members participating in the

organization. Table (2.1) presents the different quality models, these
models are general and suitable for all sectors, so we can consider them

applicable for the construction projects, (Abdel-Razeq et al., 2001).

In West Bank, there is lack of interest in applying such models in

construction projects, so one of these research objectives is to enhance the

awareness about these models and frameworks significance to achieve the

required level of quality in construction projects, and to achieve the desired
projects goals in terms of cost, quality, and time.
 27

2.6 Construction Sector in Palestine

Engineering and construction are unique combination of a specific need

and design in a process that yields engineering works. The construction

profession offers the opportunity to create works for the benefit of

mankind, but in turn those who work in this profession accept substantial
responsibilities (Osaily, 2010).

Table 2-1 different quality models (Abdel-Razeq et al., 2001).

Models Description Focuses Most important
elements have an
impact on construction
industry

TQMEF Process & Efficiency, Process & Efficiency Processes, Customer,

(TQM-Efficiency) Customer Focused people management
Model Performance, People
Management, Team
Building & Business
partner Development
Oakland Model (3C) Culture, Commitment Commitment, Culture,
Communication, people, processes
Commitment + (4P)
Planning, Performance,
Processes + People
MBNQA (Malcolm Leadership, Strategic Leadership Leadership, Human
Baldrige National Planning, Customer & Resources, processes
Quality Award Market, Information and
analysis, Human
Resource Focus, Process
management, Business
Results
EFQM Leadership, People, Leadership Leadership, People,
(European Policy & Strategy + Customers, Processes,
Foundation Partnership & Resources Society
Quality + Processes + People
Management) Satisfaction+ Customer
Satisfaction + Impact on
Society + Key
Performance

Construction has many characteristics common to both

manufacturing and service industries. Surely, as in other industries, there

 28

are physical products. But in other ways, construction is more like a service
industry because it does not accumulate significant amounts of capital
when compared with industries such as steel, transportation,

petroleum, and mining (Hamdia, 2008).

In light of the above and the need for improving the construction
sector in Palestine; developing a quality management approach is a
strategically important goal in Palestine as well as in other countries. We
need to think of the future, being aware of such issue is one way in which
we can guarantee a future with savings in time, cost, and resources that we
require. In addition to that, there is shortage in the researches related to the
TQM implementation in West Bank, so we will try to provide a study that
facilitates the implementation of TQM in construction projects.

The construction sector is one of the key economic sectors and the
main force enhancing the Palestinian national economy. In 1994, noticeable
expansion in the construction sector is occurring. This lead to the
recovery of the construction contracting as a profession and subsidiary
industries; the construction sector has occupied the foremost position
among the rest of sectors, mainly attracting investments and creating new

jobs (Osaily, 2010). Construction sector contributes 33% to the Palestinian

gross domestic product (GDP) (Osaily, 2010). It employs about 10.8% of
laborers directly, and 30% indirectly in factories related to the

construction sector and other service and productive sectors. This is a

large proportion covered by this business, thus positively affecting
 29

different economic, social, educational and vocational, academic

sectors in addition to other Palestinian institutions (Palestinian
contractors union , 2003).

Through a complementary process, several parties participate in the

Construction sector. the stakeholders are the public and private sectors,
universities, academic research centers and institutes, donor countries,
international financing institutions, united nations and banking sector.
Stakeholders provide the availability of services; provide necessary
materials, fund construction projects, and organize the construction
contracting as a profession in consistent way with the laws and regulations
enacted by governmental institutions (Osaily, 2010). However this sector is
deeply fluctuating and hence its contribution to growth is deeply affected
by vast numbers of barriers. The need for clarifying and prioritizing these
barriers that prevent the implementation of a quality management
approach; leading to the importance of this research and the main question:
"what are the key barriers to implementing a quality management approach,
and what are the benefits of adopting such approach in West Bank –
Palestine?"

The number of members classified contractors throughout West

Bank have been (379) (PCU, 2003). According to latest classification made
for the year 2009-2010; (381) members have been classified in West Bank,

(Osaily, 2010).
 30

In 2011, the number of contractors increased to reach 422 contractors

in West Bank (PCU, 2003). Figure 2.2 illustrates the three main categories
A, B and C which represent 252 companies.

The contractors in Palestine are classified according to their capital,

engineering and technical staff, experience, history of the achieved
projects, and other issues (Najmi; 2011). The following figure shows the
number of the 3 main classified contracting companies in West Bank.

Figure 2-2 The Number of the Classified Contracting Firms in Palestine. (Najmi; 2011).

2.7 Cost of Quality

The concept of Cost of Quality (COQ) has been discussed many years ago.
Dr. Joseph M.Juran in 1951 in his book Quality Control included a separate
section about cost of quality. In 1961, The Quality Cost Committee under

the Quality Management Division was established by the American Society

for Quality (ASQ). However it was Philip B. Crosby who popularized the
use of COQ because of his book Quality is Free in 1979, (Beecroft, 2010).
 31

In this book, Crosby divided quality costs into two categories, price of
conformance (POC) and price of non-conformance (PONC). POC includes
the price paid for doing things right, and examples include inspection and

quality appraisal. PONC is the cost of poor quality caused by product and
service failure, such as rework and returns, (Al-Tmeemy, Abdul- Rahman,
and Harun, 2012).

The most important category or model for quality costs is Prevention,

Appraisal, and Failure model - PAF, which was first simplified by
Feigenbaum (1961) (Beecroft, 2010). Prevention costs are incurred to
prevent nonconforming units from being produced. The purpose of those
costs is to make sure that defects are not occurring in the first place by
assuring that standards of organizational quality and customer satisfaction
are met. Examples of prevention costs include education and training,
continuous improvement efforts, quality administration staff, process
control, market research, field testing and preventive maintenance.

Appraisal costs come from the costs of necessary activities to check, verify,
and determine the actual level of quality achieved relative to the desired
levels of customer satisfaction and organizational quality standards

.Appraisal costs are incurred to identify the units that nonconforming to

standards before these are shipped to the end user. Examples of appraisal
costs include receiving or incoming inspection for material, internal

product audit, inspection activities, inventory counts continuously, quality

administration salaries, supplier evaluation and prepare audit reports.
 32

Failure costs, the costs incurred by a company because the product or

service did not meet the requirements, standards or the specification, and
the product had to be fixed or replaced or the service had to be repeated or

even rejected by the client. These failure costs can be further detailed into
two sub-groups – internal or external failures.

Internal failures include all the costs resulting from the defects or the parts
that nonconforming the specification that are found before the product or
service shipped to the customer. Examples include scrap, rework, extra
inventory, re-design, salvage, corrective action reports and overtime due to
nonconforming product or service.

External failures are all the costs incurred by the company resulting when
the customer finds the failure or dealing directly with the deficient service.
Examples of these costs include warranty charge, customer complaint
administration, replacement product cost, recalls, shipping costs, analysis
of warranty data, customer follow-up and field service departments that
dealing with the products in the field, claims and dispute, and the worse
thing is the implication of such failure which include the bad reputation,
and losing in the market share, in addition to lose the quality as a major

weapon for reaching and sustaining the competitive advantage. Figure (2-3)
illustrates the categories of cost of quality.
 33

Figure 2-3 Mechanism of quality cost system. (Al-Tmeemy, et. al, 2012).

To sum it up, COQ is the total of all resources spent by an

organization to ensure that the established quality plan consistently

achieves or exceeds standards since the design phase, through the
implementation or the construction phase, till reaching the operation and
post-operation phase the maintenance stage. These resources are spent
either for achieving quality or incurred due to lack of quality or the non-
existing of a quality system at all, (Al-Tmeemy, et. al, 2012).

We discuss the cost of quality categories to be familiar with this

concept, so when we develop a framework for implementing quality in
construction project the cost issues will be under consideration.
 34

2.8 Cost of Quality as an Improvement Tool

Quality management has various improvement tools that are used to reach
the level of service that exceeds the customer expectation, or achieve the

level of specification that the customer desires.

As an improvement tool, cost of quality which the objective of TQM

that accomplish customer satisfaction at the lowest cost possible, it is
necessary to do things correctly the first time. This is only possible if the
cost of quality is measured and analyzed, (Selles et al., 2008).

A substantial reason for the failure of several companies in

implementation of total quality programs is the lack of effective quality
costs methods that differentiate the categories of the quality cost (Miguel
and Pontel, 2004). According to Chang (2005), the ambiguity of the
relationship between quality and quality cost, and insufficient
differentiation can influence the nature of the managers‘ decisions on
quality improvement efforts. The reporting of COQ with detailed
information on the three categories of quality costs (i.e. prevention,
appraisal and failure) can give a clear, understood picture of the relative
distribution of quality costs incurred within a given period. This

information serves three purposes. First, it helps to track quality problems

by identifying the nature of these problems, and even categorizing and
prioritizing these problems. Second, it shows the effectiveness of control

efforts and highlights where improvements must be focused (in this stage
we can apply the Pareto principle which states that, for many events, or
 35

problems, roughly estimated 80% of the effects come from 20% of the
causes).Third, it provides a base line measure for evaluating quality
improvement efforts in future projects (this stage is utilized as a

benchmarking, comparison tool to compare the past situation with the

developed, improved current status). As shown in Figure 2-4, a minimum
of 15 percent savings on total costs of construction can be expected through
eliminating re-work and wasted work (Pheng and Ke-Wei, 1996).

Figure 2-4: Cost Benefit of Quality Management (Pheng and Ke-Wei, 1996).

Chung (1999) indicated that if we implement a well-established

quality system that results a cost advantage for the firm and it acts as a
marketing tool where it enhance the image of the firm and offer a better
competitive advantage for the firm. Analyzing seven building projects of
different scope of works in Australia implies that implementing a quality
system can result in 7% saving as benefit of preventive measure. See figure
2-5 that illustrates the saving.
 36

Figure 2-5 Quality Management Saving (Chung, 1999).

2.9 Factors Affecting the Implementation of Quality

Management in the Construction Project

Few researchers, indicated that there is a group of factors that affect the
implementation of quality management; in any organization whatever its
nature (manufacturing, service sector, or even the construction companies)
(Arditi and Gunaydin, 1997). These factors include leadership and top
management commitment, customer management, training and education,
teamwork, people management and empowerment, supplier partnership,
quality planning and strategy, process management, rewards and

recognition and effective communication (Haupt and Whiteman 2004)

2.9.1 Leadership and Top Management Commitment

The previous studies of TQM emphasize the essential role of leadership,

and the top management in the installation process of TQM. TQM requires
a great effort from everyone in the firm to meet the customer needs
 37

continuously, so we can consider the quality is everyone‘s responsibility,

whatever his/her position or his/her authorities and responsibilities. If we
can consolidate this concept among our employees, and this cannot be

achieved without the top management commitment by applying the

principle of setting the example that we want the others to live by, for sure
the subordinate will zig where their leaders zag, and they will commit
themselves to the quality approach as their managers did, (McAdam and
Kelly, 2002).

Without clear and consistent quality leadership, quality cannot hope

to succeed, consistency in this manner means that emphasizing the concept
of quality, rather than make it as an optional issue, the employee can
commit themselves to it at the time they wish, and abandon at the other
times. This requires that quality concept to be made a strategic objective
that we have to attain especially in the construction companies to achieve
and sustain the competitive advantage. This means that the leader provides
the suitable environment to provide the most comfort condition for the
employees to improve their performance and productivity.

Top management commitment has been identified as one of the

major determinants and critical component of successful TQM

implementation. According to Juran (1974) most of the problems
associated with quality are attributed and caused by bad management

behavior, and in-appropriate attitudes against the quality implementation

among the projects, and for sure that is involving the construction project.
 38

This implies that successful quality management implementation is highly

dependent on the level of top management commitment to this concept and
how much they concern about implementing the quality in their projects.

This requires that top management commitment to quality should conduct

the philosophy that quality will receive a higher level of priority over cost
or schedule, and that on the long term rang, consistent, permanent and
superior quality will lead to improved performance in cost and time.

2.9.2 Customer Management

Customers are an economic asset. They are not on the balance sheet, but
they should be. Deming calls for total transformation. In the supply
management science the customer is the only source for the profit, because
he is the only party in the supply chain who pays the money in return of the
service or the product. In spite of that, they are not on the balance sheet,
and the customer did not get his/her own whole rights as it is supposed to
be.

Deming asks for total shift from existing management methods to

achieve a culture of continuous improvement for continual client
satisfaction and that is obvious in Deming‘s cycle (PDCA) which means,

plan, do, check and finally act. Plan for the change you intend to make, do
the necessary steps for this change and apply it on a small pilot or a
prototype, check the results and implication you attain from this

implementation of the specific change on your product, service, or even

 39

your organization if it is good or bad for your objectives and finally, act by
adopt this change or abandon, (Montgomery et. al, 2011).

The importance ofclient satisfaction or customer-driven quality is

recognized by many scholars and researchers as a major success factor for

the quality management effort, (Rao et al., 1996; Oakland, 2000). A
strategic concept of customer satisfaction is concerned with achievements
such as customer retention and market penetration (Rao et al., 1996), states
measuring customer satisfaction as the mortar of the cornerstone for TQM.

TQM requires that all efforts in the organization to focus on

customer satisfaction, because especially in the construction projects the
only criteria to determine whether this project is successful or not is
customer satisfaction.

2.9.3 Training and Education

As any other sector, the training and continuous education and updating the
skills are very essential technique to keep the employees updated with the

quality issue, memorizing them with its importance.

According to Rao et al. (1996) TQM training must be taken by all

levels of the firm since executives who understand the TQM process are

not only able to break down barriers within their own firms, depending on
the says ‖set the example you want the other to live by‖ , so, they can also
serve as role models for others who may resist changing.
 40

Feigenbaum (1961) pointed out that the importance of training is to ensure

that the skills of the workforce do not become obsolete in a dynamic
environment of change.

In contrast to the prevailing assumption, TQM training must be taken

by all levels of the firm since executives who understand the TQM process
are not only able to break down barriers, and challanges within their own
firms, as aforementioned that the top management should set the examples
they want the others to live by, and they can also serve as role models for
others who may resist to change.

The training and education should direct to all whom will be

involved by the change, since, if they understand the objective of the
change they will flow with the process smoothly and the resistance will be
minimized.

2.9.4 Teamwork

By enhancing the principle that quality is everyone responsibility,

encourage the teamwork concept, since the success will be achieved by

integrating everyone‘s efforts to reach the stated vision, and the failure will
result from any shortage from any member acting in a specific team within

the organization. This is definitely applicable in the construction companies

due to the complexity of the project and multi-parties involved in the
activities.
 41

So the most important concept that should be developed in the

construction projects is cooperation rather than competition, or at least not
being an obstacle for whole project progress or achieving a specific

milestone during the construction project life-cycle.

Teams are an essential part of any TQM initiative because teamwork

enables different parts of the firm to work together within a group to meet
customer needs in manner that cannot be done through individual job effort
(Kanji and Wong, 1998). In their business excellence model, they
considered teamwork as a core concept to achieve the principle of people
based management, and for sure, the organization that have the team work
culture always reach its objectives faster and easier than the others.

In Oakland‘s (2000) TQM model, teams are considered one of the

major components of the model. He said that good teams have three main
attributes: high task fulfillment and achievement records that noticeably
attractive and high team maintenance, and ability to fix its relation and
internal conflicts smoothly and low self-orientation, the good and benefit
for all rather than selfishness.

Teamwork is universally accepted as the vehicle for change and the

organizational mechanism for involving people in quality improvement by

letting them feel like they are an essential part of the whole process, letting
them see their effects on the final product (Mahmood et. al, 2006).
 42

2.9.5 People Management and Empowerment

While management‘s role is critical to achieving total quality, it is often the

most overlooked part of the process, and most managers ignore this side,

that you have to empower the people, or the employees who are dealing
directly with the end users, or in construction case they work in the sight
dealing with equipment, materials, and labors. Employee involvement
evolved out of business‘s need to improve performance, due to the direct,
instantaneous remedy to the problem.

The impact of human resources in the organization depends on the

kind of empowerment given to them. However, when the managers keep
the subordinates involved, take their idea under consideration, they keep
them motivated and enhance them to do their best. Kanji and Wong (1998)
said that the best way to obtain TQM is by involving everyone and make
them daily committed. So the employees‘ involvement has a positive
effect on company performance and internal business conditions, and the
work environment as all.

Thus, employee involvement approaches can be seen as real opportunities

for organizations in today‘s competitive environment, to compete and as a

significant tool for excellence.

With employee involvement we can transform an organization's

culture to utilize, take the advantage of the creative, positive energies of all

employees that we have in the company for problem solving and for
 43

making improvements and to be extremely competitive (Mahmood, et. al,

2006). In construction sector, empowering the site engineers or the people
in the site who deal with skilled labors is very important to reach the

required level of quality.

2.9.6 Supplier Partnership

Supplier quality management is a major part of TQM since materials and

purchased component are usually a serious source of quality problems,
simply because if you have a problem in the components and materials,
then, definitely you will find serious issues in the final product. Poor
quality of supplier products results in an extra costs for the purchaser,
because his/her final product will suffer quality wise, and for the buyer if
not financially at least that will shake the market image and the reputation
of its products. It follows that a substantial portion of quality problems will
be due to the supplier, and his/her defects products.

In order for both parties to succeed and their business to grow, and keep
their image strong enough to keep competing and sustain their market
share, a partnership is important, so that companies should deal with their
supplier as long-term business partners. The companies must create and

sustain supply chain partnerships to keep motivating suppliers to provide

materials needed to meet customer needs.

Many authors advocated that companies must establish supply chain

partnerships to motivate suppliers to provide materials needed to meet

 44

customer expectations (Wong and Fung, 1999). They stated that

partnership with suppliers will lead to quality results from the supply chain.
According to Kanji and Wong (1998), the creation and enhancement of the

customer-supplier partnership is a major quality practice.

The quality gurus believe that supplier should be viewed as an

integral part of the organization‘s business operations that can provide,
rather than supporting the quality management within an organization
(Crosby, 1989; Deming, 2000). Crosby (1989) stated that one of the most
essential components of the quality development process is the relationship
between supplier and buyer. Firms world-wide are creating teams to
improve the quality of their final products and services and recognize that
this team should contain suppliers.

It is known that the supply chain is starting from the supplier to end
with the customer, so as we emphasize the customer relation management
to attain the level of quality we are looking for, definitely, we have to
manage the supplier relation to enhance the quality management in
business.

In construction projects, one of the most noticeable methods to

provide a supplier partner, and keep the supplier committed to a certain

level of quality is the SLA, which is the Service Level Agreement, in which
the supplier commit him/herself to a consistent service level, and in case

s/he violates this level, for sure there are consequences like penalties or
extra charge to pay.
 45

2.9.7 Quality Policy and Strategy

Juran (1974), stated that strategic quality management could be defined as

the ―process of establishing long-range quality goals and defining the

approach to meeting those goals‖. Quality scholars strongly mention the

importance of strategic planning process based on total quality (Deming,
2000). Juran even said that in his trilogy, quality planning, quality control,
and quality improvement to establish a universal thought process for
quality.

Crosby (1979) viewed quality policy as a standard for practice that

sets priorities of what to do and what not to do, he considered it as a
specific procedure to reach an intended milestones, he recognized that
without a formal policy, people will develop their own individual thoughts
to follow through the projects, and create a deviated standards of practice
(Mahmood, et.al, 2006). Juran emphasized that most successful TQM
organizations ensure the quality goals are incorporated in the overall
business plan.

That is for sure, is widely applicable in the construction companies,

in which these companies supposed to make their vision, or mission

statements implying the quality concepts.

2.9.8 Process Management

All organizational activities can be considered as processes that are

included too many activities. Therefore, if the aim of the TQM initiative is
 46

to achieve overall quality performance, then process management appears

to be an essential requirement. Process management is the concern of
quality of conformance. In this manner construction sector is highly

criticized as a weak industry in term of the process management.

Process management could be defined as the concern of quality of

conformance. One important matter in process management is to make sure
that process capability can meet production predefined requirements
(Zhang, 2000). Oakland (1993) said that process management is the key to
get subordinates responsible for what they are doing in specific manner
related to the final product, and the satisfaction of the customer. In process
management we are taking care with every single detail about the method
of statement, and how the work is get done.

2.9.9 Rewards and Recognition

An important feature of any quality improvement initiative is implying

consideration for improved performance by any individual throughout the
task, section, and department or division within the firm. Crosby (1979)
mentioned recognition as one of the most essential components of the
quality improvement process.

By rewarding the quality conformist employee, we enhance the

approach within the organization, because recognition and reward activities
should effectively stimulate employee commitment to quality

improvement. Crosby (1989) considered recognition as one of the most

 47

important steps of the quality improvement process; he considered the

recognition procedure as basic to increasing the involvement of all
employees in the operation of the business. Zhang (2000) stated that

recognition and reward activities should effectively stimulate employee

commitment to quality improvement. Recognizing the importance of
reward and recognition systems in TQM processes is an important affair
that management should take care of through the implementation of a
quality system. To effective support organization‘s quality endeavors, they
need to implement a subordinates compensation system that deeply links
quality and customer satisfaction with salary, (Rao et al., 1996)

However, rewards do not have to be monetary; it could be as a

promotion or enhancing the authorities of the employee who committed
him/herself to this case. Recognition for outstanding and appreciating client
service and support, for being on a team that delivers continual process
improvement, and for initiating new positive issues within organizations
are all important rewards in any organization.

In construction, the engineer who conform to specification through

the design, or construction phase is an employee who deserve to be

honored and get monetary reward or even a promotion (Mahmood et al.,

2006).
 48

2.9.10 Effective Communication

The most important characteristics that should present in a manager is the

communication skills, how s/he deals with others, how can s/he manage

issues and act under stress and pressure, the same is in a quality system, if
you pass the vision and the purpose of quality to the stakeholders, then, half
of the mission is accomplished. Effective communication is considered the
cement that adhere together the bricks of the total quality process. Crosby
(1979) said that in each department there should be a quality committee, or
a council, which would include a quality professionals and experts who
would act as a regular center for communication relating to the program.
Effective communication is seen as a major means for keeping momentum,
energy and morale for quality improvement process. It is important to
achieve the firm vision to communicate it as clear as you can to reduce the
reluctance to the minimum degree. Effective communication is important
in all the stage of implementing the quality management in construction
projects.

The use of teams is a successful means for cross-functional

communication in organizations, because the main goal of forming teams is

to exchange and communicate the ideas among the colleagues. Effective

communication is important for the success of any quality initiative, since
the communication can influence the employees; let them live the future to

work towards it. The importance of communication across the organization

 49

is to provide continuous customer satisfaction. Communication about TQM

can cover a broad range of the ambiguity surrounding this concept.

TQM will significantly change the way many organizations operate

and ―do business‖. This change will require direct and clear communication
from the top management, or even from the broad of directors and
executives to all staff and employees, to explain the need to focus on
processes, and final product quality. Everyone needs to know what s/he
supposed to do to reach a higher level of performance and increase the
productivity with a consistent level of quality. The key for motivating the
employees and gaining their commitment to TQM is a face-to-face
communication and visible management commitment (Oakland, 2000).

In construction and due the complexity in the nature of these

projects, communication is an important tool to enhance the quality
management, and therefore to improve the project‘s overall performance.

One of the major obstacles in the construction project is the

communication, and coordination issues between the site and the office, so
one of the major goals for implementing the quality management in the
construction projects is to increase the communication channels between

the multi-parties whom involved in the construction projects.

 50

2.10 Conclusion

In this chapter, quality management in construction projects has been

discussed, so the importance of the quality management to construction

sector has been highlighted.

This research aims to implement the quality system in construction

sector in West Bank. Next chapter presents the methodology that is used in
this research to collect data, to touch the status quo related to TQM
implementation in construction sector in West Bank, find out the gap in the
existing implementation of TQM in construction projects in West Bank,
and to find out a way to bridge such a gap.
 51
Chapter 3
Research Methodology

3.1 Introduction

This chapter shows an overview of the methodological approach the

researcher used for studying quality management in construction projects in
West Bank. This is done through studying the current situation in
contracting companies, and developing a framework to improve the
performance of the construction projects through the quality management
philosophy; this is empowered by the literature review which will help the

researcher in selecting the way to conduct the analysis. The survey is

distributed and being analyzed to build the framework according to the
survey results, and the conclusion and recommendations are formulated
depending on the analysis results.

The adopted methodology used to accomplish this study includes

review of literature related to construction companies, personal interviews,

questionnaire, and analysis of construction companies, and the current

quality system adopted in these companies. This chapter illustrates the
research strategy, research population and location. In addition, data

analysis, and study limitations are also included. In this chapter, the
methodology is presented in order to develop the framework for
implementing the quality management through the construction projects in

West Bank.
 52

3.2 Research Methodology Diagram

To summarize the methodology used in this research which starts with the
selection of the topic and finish with the conclusion and recommendations,

involving the questionnaire design and the data collection and developing
the framework.

The first phase includes identifying and defining the research

problems, establishing the study objectives and the research plan. The
second phase of the research includes literature review to investigate
researches and studies related to the quality management in construction
projects.

The third phase of the research includes conducting preliminary

study for surveying the Palestinian situation about implementing quality
management in construction projects, by interviewing some local firm
owners, consultants, contractors and managers of donor countries‘
institutions to collect data about the status quo.

In the questionnaire design stage, experts were contacted, to test if

the questionnaire contents are clear and whether the information that would
be obtained from answering its questions would be useful to achieve the

target of this research and to develop the framework, the questionnaire was
modified according to these experts‘ notes and recommendations.
 53

The next step of the research was distributing the questionnaire to collect
the required data that will be analyzed to achieve the research objective.
Around (300) questionnaires were distributed to the research sample.

After that the data was statistically analyzed to perform the required
analysis. The next phase is to develop a framework to enhance and enrich
the implementation of the quality management in the construction projects
in West Bank. The final phase includes the research conclusions and the
related recommendations.

3.3 The Research Approach

Selecting a research method is a quite crucial decision the researcher needs

to study the approaches to know which of them will satisfy the objectives
of the study and the researcher needs, comparing the available information
with the needed information. There are two main approaches for research,
the quantitative and qualitative approaches or the mixed method (Creswell,
2009). Both approaches have benefits and disadvantages; however there are
researches where one is more useful or more appropriate than the other.

The quantitative approach uses the numerical values, the closed-end

questions, the questionnaire and survey method, and it does seek to confirm

a hypothesis. While the qualitative approach uses the textual results, the
open ended questions, the interviews and focus groups method, and it seeks
to explore phenomena (Creswell, 2009).
 54

A quantitative method is used to predict and measure to achieve final

course of action using numbers and numerical values, while the qualitative
one is used to understand thoughts and perception and how people think

about issues, opinions and construct a basis for decision making. For the
purpose of this research the researcher used qualitative method mainly and
quantitative method when needed to help in understanding the status quo.

The mixed method is used in this study for data collection, which
entail a combination of quantitative and qualitative approaches. The
following strategies were undertaken: ―The sequential transformative
strategy, which has two distinct data collection phases, one following the
other‖ (Creswell, 2009). In this research, the initial phase was qualitative
followed by the second phase which was quantitative that is built in the
earlier phase. The researcher can be able to explore the problem from
diverse perspectives and ends with call for action (Creswell, 2009).

Then, the sequential explanatory strategy was adopted, which is

characterized by the collection and analysis of quantitative data in a first
stage followed by collection and analysis of qualitative data in the second
stage that builds on the results of the initial quantitative implications. This

design is typically adopted to explain and interpret quantitative

implications, particularly when unexpected results arise from a quantitative
study (Creswell, 2009).
 55

3.4 The Sample Size

The questionnaire was designed to measure and get an obvious picture

about implementing the quality management in the construction projects in

West Bank, a sample of 300 questionnaires were distributed to the

participant.

It was not an easy task to determine the number of the contractors

because it is allowed for the contracting firms to have several
categorizations in different specializations, so one firm may be counted
more than one time. The researcher decided to consider each firm once
according to its highest classification then we decide to make a
comprehensive sample.

In 2011, the number increased to reach 422 contractors in West

Bank, the sample involved mainly the three main categories A, B and C
which consist of 252 companies. Other classified contractors will be
consulted with inferior priority. The classification is depends on the capital,
staff, experience, history of the achieved projects, and other issues (Najmi,
2011).

The researcher chose the three main categories A, B and C; because

it was found that about 95% of the total projects‘ values in West Bank were
done by the first three degrees of the registered classified contractors (PCU
records). Therefore, the researcher intended to focus on the contractors of

these three degrees because they implement the highest percent of projects
 56

in West Bank, the other classified contractor will be consulted with inferior
priority. Figure (2.2) illustrates the classification of the contractors in West
Bank.

The researcher will measure the perception about implementing the

quality management in construction projects in West Bank from the
contracting companies‘ perspective regardless of its location; Figure (3.1)
shows the percentage of the executed projects according to the
classification degree. Aldo, Figure (3.2) shows the location distribution of
the contracting companies throughout the West Bank.

Figure 3-1 Percentage of the executed projects according to the classification degree for the
registered classified contracting companies in West Bank (PCU, 2003)
 57

Figure 3-2 percentage of classified contractors with respect to the location in the West Bank
(PCU, 2003)

3.5 Designing the Questionnaires

The current situation revealed that there is a lack of awareness towards the
TQM concepts and principles (Osaily, 2010). It became apparent that there
is confusion in understanding the quality philosophy and advantages it can
offer. This led the researcher to present the TQM principles as a
questionnaire to conduct a detailed survey to measure the contractors‘
perception about implementing the quality management in construction
projects in West Bank, to develop the framework to enhance that
implementation. The questionnaire is the basic tool for the field study, and
is used in a large scale by the researchers to get the facts about the
circumstances and methods that already are exist. The main reasons that led
to use of the questionnaire as a tool for field research is to access

information that cannot be obtained from other resources such as official

 58

records, given enough time for the questioners for thinking before
answering, and the possibility to organize the results and interpret of data.

The questionnaire was designed in Arabic in order to be easily-

understood by contractors especially that most of them are not familiar with
English language. It is then translated into English language and it is
available in the Appendix A.

The questionnaire consisted of three sections starting with a covering

letter that explains the purpose of the research, the importance of
information presented, the confidentially of information presented. In order
to accomplish the aim of the research, the questionnaire was divided into
three sections:

-Part one: basic information

-Part Two: knowledge of quality

-Part Three: data acquisition method

3.6 Interviews

Two sets of interviews were conducted:

First, a group of interviews: A preliminary study was held with some

involved contractors in the construction sector to collect its related

problems, benefits, success factors and the most important techniques to

implement quality system in the construction projects according to their
experience and the literature review. Open conversations were held with
 59

interviewees, asking them about the aforementioned issues. The collected

data were used in formulating the questionnaire to assess their importance
degrees.

Second, a group of interviews: After analyzing the questionnaire outputs,

interviews with some contractors were held to check the outputs reliability
and enrich the research results. Interviewees were asked for explanations
about the extreme results and unexpected results.

3.7 Sampling, Instrumentation and Procedure

The sample consisted of 300 contractors who work in West Bank in the
2013/2014, the respondents were 230. Those contractors aged from 20 to-
more than 60 years, their qualifications ranged from (Diploma to Ph.D. and
other qualifications). Moreover, the respondents were varied in terms of job
title and years of experiences. The demographic variables are shown in
Tables 3.1 and 3.2.
 60

Table 3-1 Distribution of Sample According to Study Independent

Variables of the Contractor
Variable Class Frequency Percentage % Rank
Diploma 21 9.1 3
B.A 148 64.3 1
Qualification M.A 51 22.2 2
Ph.D. 4 1.7 5
Others 6 2.6 4
20-29 108 47.0 1
30-39 78 33.9 2
Age 40-49 24 10.4 3
50-59 17 7.4 4
More than 60 3 1.3 5
Resident engineer 111 48.3 1
Quality control manager 12 5.2 5
Job Title General Manager 38 16.5 3
Director 18 7.8 4
Others 51 22.2 2
Less than 5 years 99 43.0 1
5-9 51 22.2 2
Years of
10-14 36 15.7 3
Experience
15-19 18 7.8 5
More than 20 26 11.3 4
Total 230 100%
 61
Table 3-2 Distribution of Sample According to Study Independent
Variables of the company

Variable Class Frequency Percentage % Rank

Building 104 45.2 2
The main-sector
of projects that infrastructure 111 48.3 1
company dealing Electro-mechanical 6 2.6 4
with
others 9 3.9 3

Number of 0-9 54 23.5 2

projects that the 10-49 78 33.9 1
company has
accomplished so 50-100 44 19.1 3
far more than 100 54 23.5 2
Less than 50 95 41.3 1
Number of 50-100 48 20.9 2
employees that
100-150 63 27.4 1
the company
have 150-200 15 6.5 3
More than 200 9 3.9 4
Less than 5 62 27.0 1
Number of 5-10 60 26.1 2
engineers that
10-15 36 15.7 4
the company
have 15-20 18 7.8 5
More than 20 54 23.5 3
Total 230 100%

3.8 Instrumentation

To achieve the objectives of the study, the researcher used a 30-item

questionnaire adapted from the researcher's own experience in the field of
engineering. The questionnaire consisted of three sections; the first one
focused on the demographic profile of the contractor and the company

such as ( qualification, age, job title, experience, the main-sector of

projects that company dealing with, number of projects that the company
 62

has accomplished so far, the number of employees that the company has
and the number of engineers that the company has), whereas the second
and third ones consisted of the following domains: (critical successes

variables (dependent and independent) which can have an impact on

quality management, number of barriers for implementing quality
management in construction projects, number of benefits for implementing
quality management in construction projects and number of techniques for
implementing quality management in construction projects). The scores of
responses to each item were calculated according to a five-point Likert
scale, in which strongly agree = 5 points, agree = 4 points, undecided = 3
points, disagree = 2 points and strongly disagree = 1 point.

3.9 Validity of the Questionnaire

To ensure the validity of the questionnaire, it was rated by a jury of two

experts in the field of engineering at the engineering faculty at (An-Najah
National University). The questionnaire, then, was piloted on 10
contractors with similar levels of demographic data. The purpose of the
pilot study was to determine whether the questions were comprehensible
and can be interpreted by the contractors. The contractors who were

involved in the pilot study were excluded from the actual research. The
respondents‘ comments and the jury's suggestions were taken into
consideration to modify and improve the questionnaire's content and

wordings by omitting, adding or rephrasing items bringing the number of

items to 30.
 63

3.10 Reliability of the Questionnaire

The reliability of the questionnaire is measured through Cornbach

Alpha formula by the SPSS, and it was (0.93) which is acceptable for the

purpose of the study (Creswell, 2009).

The final draft of the questionnaire was given to the contractors who
are 300 to be distributed through the West Bank. It took about six weeks
for the instrument to be distributed, collected, and returned to the
researcher. The total number of the returned questionnaires was 234 and
only 230 were analyzed because 4 questionnaires were excluded as their
responses were neither consistent nor completed.

3.11 Study Barriers

They are many constraints and barriers that faced the researcher
during the conduction of the research. The most important barrier was
determining the number of the contractors because it is allowed for the
contracting companies to have several classifications in different

specializations, so one company may be counted several time.

Most of the contractors showed lack of cooperation, they considered

the research as an academic material lacking the ability to be practiced and

implemented; some contractors delegated the answers to office engineers,

or to an inferior position in the firm. The researcher had no control to
ensure the most appropriate person was assigned by each company to be

interviewed although they had done their best.

 64

The willingness of the respondents to reveal weaknesses in their

respective organizations was uncertain due to cultural issues in which
persons did not like to show their weakness even if the researcher kept

reminding them that this is a research for academic purposes only.

Due to work commitment, some respondents could not fully

concentrated on during the interview sessions, this caused the intended in-
depth interview could not be fully achieved. The contractors did not have
enough time to respond due to the work pressure, so the researcher had to
keep reminding them to respond to the questionnaire to achieve a good
percentage of responsiveness.
 65
Chapter 4
Data Analysis
4.1 Introduction

The data collected were analyzed using Statistical Package for Social
Science (SPSS) to provide answers to the questions of the study. Means,
frequencies, standard deviations, One-Way Analysis of Variance
(ANOVA), were used to find out descriptive statistical analysis. To analyze
the findings, the researcher used the following scale to represent the
estimation level of contractors' responses: 3.5 and more represent High

level, 2.5-3.49 represents Medium level, and less than 2.5 represents Low
level.

4.2 Analysis

There are 31 items in this section that the contractors were asked, how they
behave and what they believe in critical successes Variables (dependent
and independent) which can have an impact on quality management,

number of barriers for implementing quality management in construction

projects, number of benefits for implementing quality management in
construction projects and number of techniques for implementing quality

management in construction projects). Tables 4.1, 4.2, 4.3 and 4.4

respectively show the results.
 66

Table 4-1 Main factors affecting quality management in construction

No. Item Means standard Estimation
deviations level
1. Leadership and Top Management 3.83 1.02 High
Commitment(I)
2. Overall customer management(I) 3.72 0.88 High
3. Training and education(I) 4.04 0.71 High
4. Skilled work force(I) 4.05 0.94 High
5. People management and 3.85 0.82 High
empowerment(I)
6. Supplier partnership (I) 3.81 0.85 High
7. Rewards and recognition(I) 3.84 0.87 High
8. Effective communication(I) 3.88 0.85 High
9. Subcontractors' involvement (I) 3.42 1.04 High
10. Organizational culture (D) 3.84 0.90 High
11. Construction teamwork 3.73 0.93 High
satisfaction(D)
12. Client satisfaction(D) 3.72 0.96 High
13. Project performance(D) 3.98 0.95 High
Total 3.82 0.63 High

Table 4.1 shows that the total degree of contractors' responses about
the critical successes variables (dependent and independent) which can
have an effect on quality management in the contractor's firm was 3.82

which suggest a high level of attitudes. The highest means was given to the
item ―Skilled work force (I) ―which is scored (4.05 out of 5.00).

On the other hand, the lowest means was given to the item

“subcontractors‘ involvement" which is scored 3.42 for each.

 67
Table 4-2 Means and Standard Deviations of the barriers for
implementing quality management in construction projects
No. Item Means standard Estimation
deviations level
1. Lack of knowledge and skills 4.06 0.89 High
2. Product problems 3.58 0.97 High
3. Turnover in company 3.48 1.16 Medium
4. Lack of consultant supervision 3.64 0.92 High
5. Unrealistic deadline 3.71 1.00 High
6. Worker personality and attitude 3.79 0.96 High
7. Ineffective communication 3.91 0.87 High
8. Lack of coordination between the site 3.81 0.98 High
and office
9. Too much of paper work and 3.26 1.28 Medium
documentation
10. Problems with sub-contractors 3.70 1.06 High
11. Difficulties in understanding the quality 3.58 0.96 High
system
12. Unwillingness of Project Staff to Accept 3.45 1.07 Medium
the Quality System
13. Lack of proper equipment and tools 3.70 0.95 High
14. Bad, and hard working conditions 3.42 1.09 Medium
15. Working with inexperienced people 3.67 1.02 High
16. Awarding the contracts to the lowest 3.54 1.25 High
bidders
17. Contractors union environment 3.40 0.93 Medium
Total 3.64 0.58 High

Table 4.2 shows that the total degree of contractors' responses about
the barriers for implementing quality management in construction projects
was 3.64 which suggest a high level of attitudes. The highest means were
given to the item ―Lack of Knowledge and Skills” which is scored 4.06. On
the other hand, the lowest means were given to the item “Too much of
paper work and documentation” which scored (3.26)
 68
Table 4-3 Means and Standard Deviations of the benefits for
implementing quality management in construction projects
No. Item Means standard Estimation
level
deviations
1. Helps to identify the problems area 3.98 0.93 High
2. Helps in improve cost estimating 4.03 0.76 High
3. Achieve the desired outcomes and 4.02 0.68 High
keep the customer satisfied
4. Improve warranty claims 3.87 0.79 High
5. Attain and sustain the competitive 4.05 0.75 High
advantage
6. Keep improving the performance 4.16 0.81 High
7. Maintain a consistent level of 4.01 0.75 High
products and services
8. Improved safety 4.01 0.83 High
9. Increase the firm market share 4.01 0.83 High
10. Develop the firm image and being a 4.07 0.91 High
qualified competitor –market
position-.
11. Reduced rework 4.02 0.74 High
12. Improved employee job satisfaction 3.84 0.84 High
13. Lower employee turnover 3.66 0.97 High
14. Improved schedule performance 3.95 0.87 High
Total 3.98 0.59 High

Table 4.3 shows that the total degree of contractors' responses of the

benefits for implementing quality management in construction projects was

3.98 which suggest a high level of attitudes. The highest mean was given to
the item “keep improving the performance” which is scored 4.16.

On the other hand, the lowest means was given to the item ―Lower
employee turnover” which is scored 3.66.
 69
Table 4-4 Means and Standard Deviations of the techniques for
implementing quality management in construction projects
No. Item Means standard Estimation
deviations level
1. project quality plan 4.03 0.93 High
2. Daily report 3.86 0.89 High
3. weekly or bi-weekly site 3.75 0.95 High
reports
4. work method statement 3.98 0.80 High
5. inspection 4.10 0.83 High
6. laboratory experiment 4.18 0.85 High
7. direct supervision 3.92 1.07 High
Total 3.97 0.69 High

Table 4.4 shows that the total degree of learners' responses of the
techniques for implementing quality management in construction projects
was 3.97 which suggest a high level of attitudes. The highest mean was
given to the item “laboratory experiment “which is scored 4.18. On the
other hand, the lowest means was given to the item “weekly or bi-weekly
site reports" which is scored 3.75.

Also, the knowledge of quality and the data acquisition method that
the contractors' have about implementing quality management in

construction project in West Bank were tested. Tables 4.5 and 4.6
respectively show the results.
 70
Table 4-5 the responses to the knowledge of quality
Variable Class Frequency Percentage %
Fitness to use 66 28.7
Appearance 18 7.8
Teamwork 15 6.5
value for money 24 10.4
Increase profit 30 13.0
In your opinion, which Satisfying 12 5.2
of these words best customer
define quality? Reliability 32 13.9
Inversely 30 13.0
proportional to
variability,
consistency
Others. 3 1.3
Contract 84 36.5
Requirement
What is your Marketing Tool 21 9.1
organizations' Management 62 27.0
perception of quality? Approach
competitive 48 20.9
advantage
Others. 15 6.5
Yes 108 47.0
Do you have a quality No 66 28.7
system in your In process 41 17.8
organization? Don't know 15 6.5

Yes 81 35.2
Does your company
No 87 37.8
have a quality
In process 44 19.1
department?
Don't know 18 7.8
Yes 48 20.9
Did your company get No 114 49.6
the ISO certificate? In process 32 13.9
Don't know 36 15.7
Do you think that Strongly Agree 83 36.1
achieving the ISO Agree 114 49.6
certificate is an Disagree 24 10.4
indicator for good Strongly 6 2.6
performance and Disagree
maintaining a consistent Others. 3 1.3
level of quality?
Do you think that Strongly Agree 83 36.1
achieving the ISO Agree 114 49.6
certificate is an Disagree 24 10.4
 71
indicator for good Strongly 6 2.6
performance and Disagree
maintaining a consistent Others. 3 1.3
level of quality?

Did you motivate your always 98 42.6

employees and your never 51 22.2
engineers to keep the sometimes 81 35.2
quality concept in
mind?
?
Does your company Yes 83 36.1
award the employee or No 72 31.3
the engineer who Sometimes 63 27.4
maintain the quality in Don't know 12 5.2
their performance?

None 21 9.1
How would you rate the Low 45 19.6
customer satisfaction in
Medium 57 24.8
your company?
High 72 31.3
Very high 35 15.2
Cost 45 19.6
From your point of Time 30 13.0
view which is the most
Quality 98 42.6
important?
Safety 45 19.6
Others. 12 5.2
Will a total quality yes 96 41.7
management TQM No 77 33.5
program be beneficial Don‘t know 57 24.8
to your organization?

Total 230 100%

Table 4.5 shows that 28.6% of the study sample defined quality term

as fitness to use, 36.5% have perception of quality as contract requirement,

47.0 % working for a company with quality system and 35.2 % with quality
department. Moreover, 20.9% of the study sample their companies have

ISO certificate, whereas 49.6% do not have.

 72

Around 85.0% of the study sample responded positively about the

question of achieving the ISO certificate as an indicator for good
performance and maintaining a consistent level of quality, 42.6% of the

employers always do motivate their employees and engineers to keep the

quality concept in mind; 36.1% award the employee or the engineer who
maintain the quality in their performance.

Rating the customer satisfaction in the company is scored 15.2%

with (high degree, 31.3% with (high degree), and 24.8% with (medium)
degree. The rest is 28.7% with low and no degrees. Arranging the work
factors in the company showed that quality factor is the most important
with 42.6%, whereas, safety and cost scored 19.6% for each. The lowest
was for others with 5.2% followed by time factor with 13.0%.

Finally, the results indicated that 41.7% of the study sample believed
that quality management TQM program will be beneficial to their
organizations.
 73
Table 4-6 The responses according to the data acquisition method
Variable Class Frequency Percentage %
yes 96 41.7
Do you collect data to measure
No 77 33.5
the performance of operations?
Don‘t know 57 24.8
Not measured 101 43.9
Questionnaire 45 19.6
survey
How do you measure customer By the 75 32.6
satisfaction? number of
complaints
Others. 9 3.9
If your company has a quality Yes 155 67.4
system, do you think there is a No 36 15.7
relation between the quality Sometimes 39 17.0
implementation in construction
projects and increasing the
customer satisfaction?
If your company has a quality Yes 149 64.8
system, do you think there is a No 33 14.3
relation between the quality Sometimes 48 20.9
implementation in construction
projects and increasing the
company performance?
Not 36 15.7
Significant
Moderately 45 19.6
Significant
Do you think that rating the
Slightly 66 28.7
suppliers/subcontractors based
Significant
on quality performance is?
Very 44 19.1
Significant
Exceedingly 39 17.0
Significant
Yes 96 41.7
Are suppliers/subcontractors
No 54 23.5
rated based on quality
Sometimes 56 24.3
performance?
Don't Know 24 10.4
Yes 152 66.1
Did the suppliers/subcontractors No 21 9.1
pay for the defects they made in
Sometimes 51 22.2
regard to quality?
Don't Know 6 2.6

Total 230 100%

 74

Table 4.6 shows that 41.7% of the study sample collect data to
measure the performance of operations. Number of complaint scored the
highest method of measuring customer satisfaction. 67.4% of the study

sample thinks that there is a relation between the quality implementation in

construction projects and increasing the customer satisfaction. On the other
hand, 64.8% of them think that there is a relation between the quality
implementation in construction projects and increasing the company
performance.

As for the process of rating suppliers/subcontractors based on quality

performance, 28.7% agreed that it is exceedingly significant; 19.1 % agreed
with very significant and 19.6% agreed with moderately significant. When
they are asked if suppliers/subcontractors rated based on quality
performance, 41.7% responded positively. Similarly, when they are asked
if the suppliers/subcontractors pay for the defects they made in regard to
quality, 66.1% responded positively.
 75

4.3 Results and Discussion

Analysis:

Hypotheses (1)

Is there a statistical relationship at (α = 0.05) between the benefits domain

and the critical success factors, table 4-1, and table 4-3. In order to test the
study, Pearson Correlation Matrix has been used and the results are shown
in Table 4-7

Table 4-7: Pearson Correlation Matrix between benefits and Critical

Success Factors
Benefits / Critical Success

Communication

Subcontractors'
Empowerment
Training and

Management

performance
Skilled work

involvement
Factors
Education

Effective

Project
People
force

and

Helps to identify Pearson .215** 0.253** 0.253** 0.094 0.047 0.103

the problems Correlation
area Sig. .001 0.000 0.000 0.156 0.477 0.120
(2-tailed)
N 230 230 230 230 230 230
* **
Helps in Pearson .139 0.269 0.092 0.127 0.107 0.162*
improveing cost Correlation
estimating Sig. .035 0.000 0.163 0.055 0.106 0.014
(2-tailed)
N 230 230 230 230 230 230
Achieve the Pearson .130* 0.059 0.146* 0.051 0.094 -.0040-
desired Correlation
outcomes and Sig. .049 0.376 0.027 0.446 0.153 0.550
keep the (2-tailed)
customer
N 230 230 230 230 230 230
satisfied
 76
Improve Pearson 0.005- 0.166* 0.092 0.193** -0.022- .171**
warranty claims Correlation
Sig. .944 0.012 0.162 0.003 0.742 0.009
(2-tailed)
N 230 230 230 230 230 230
Attain and Pearson .140* 0.235** 0.117 0.231** 0.151* 0.074
sustain the Correlation
competitive Sig. .034 0.000 0.075 0.000 0.022 0.265
advantage (2-tailed)
N 230 230 230 230 230 230
keep improving * ** ** *
Pearson .165 0.210 0.076 0.184 .141 0.104
the performance Correlation
Sig. .012 0.001 0.253 0.005 0.032 0.115
(2-tailed)
N 230 230 230 230 230 230
maintain a Pearson .193** 0.055 0.131* 0.244** 0.247** 0.092
consistent level Correlation
of products and Sig. .003 0.410 0.048 0.000 0.000 0.164
services (2-tailed)
N 230 230 230 230 230 230
Improved safety Pearson .152* 0.183** 0.060 0.310** 0.131* 0.215**
Correlation
Sig. .021 0.005 0.363 0.000 0.048 0.001
(2-tailed)
N 230 230 230 230 230 230
* ** ** ** **
increase the firm Pearson .138 0.183 0.177 0.215 0.261 0.083
market share Correlation
Sig. .037 0.005 0.007 0.001 0.000 0.208
(2-tailed)
N 230 230 230 230 230 230
develop the firm Pearson 0.168* .347** 0.277** 0.218** 0.263** .228**
image and being Correlation
a qualified Sig. 0.011 0.000 0.000 0.001 0.000 0.000
competitor – (2-tailed)
market position-.
N 230 230 230 230 230 0230
Reduced rework Pearson .145* 0.092 -0.037- 0.189** -0.016- 0.038
Correlation
 77
Sig. 0.028 0.165 0.578 0.004 0.812 0.570
(2-tailed)
N 230 230 230 230 230 230
Improved Pearson 0.012 -.072- 0.062 0.110 0.174** -0.035-
employee job Correlation
satisfaction Sig. 0.851 0.275 0.348 0.095 0.008 0.594
(2-tailed)
N 230 0230 230 230 230 230
* ** * ** *
Lower employee Pearson .159 .204 0.136 0.304 0.141 0.094
turnover Correlation
Sig. 0.016 0.002 0.040 0.000 0.033 0.156
(2-tailed)
N 230 0230 230 230 230 230
* **
Improved Pearson 0.163 0.241 0.082 0.083 0.116 0.000
schedule Correlation
performance Sig. 0.013 0.000 0.213 0.210 0.080 0.992
(2-tailed)
N 230 230 230 230 230 230
*. Correlation is significant at the 0.01 level (2-tailed).

Table (4-7) shows that there are significant relationship at ( α = 0.05)

between the followings:

1. Helps to identify the problems area (benefits) and training and

Education, skilled work force, and people management and
empowerment (critical success factors).

2. Helps in improve cost estimating (benefits) and training and education,

skilled work force, and project performance.

3. achieve the desired outcomes and keep the customer satisfied and
training and education, and people management and empowerment
(critical success factors).

4. Improve warranty claims (benefits) and skilled work force, effective

Communication and project performance (critical success factors).
 78
5. Attain and sustain the competitive advantage (benefits) and training
and education, skilled work force, effective communication and
subcontractors' involvement (critical success factors).

6. Keep improving the performance (benefits) and Training and

Education, Skilled work force and Effective Communication (critical
success factors).

7. Maintain a consistent level of products (benefits) and services and

training and education, people management and empowerment,
effective communication and subcontractors‘ involvement (critical
success factors).

8. Improved safety (benefits) and training and education, skilled work

force, effective communication, subcontractors' involvement and
Project performance (critical success factors).

9. Increase the firm market share (benefits) and all paragraphs except for
Project performance (critical success factors).

10. Develop the firm image and being a qualified competitor –market
position (benefits) and all paragraphs (critical success factors).

11. Reduced rework (benefits) and training and education (critical success
factors).

12. Improved employee job satisfaction (benefits) and subcontractors'

involvement. (critical success factors).

13. Lower employee turnover (benefits) and all paragraphs except for
Project performance (critical success factors).
 79
14. Improved schedule performance (benefits) and Training and Education
and skilled work (critical success factors).

These results will be taken under consideration with the framework that we

intend to develop in which we intend to propose conducting a training

courses and quality workshop to enhance the quality concept in the
construction projects, this way and by increasing the skills of the workers

we guarantee to keep the improving the performance regarding the quality

issues in the construction projects.

Hypotheses (2)

Is there a statistical relationship at (α = 0.05) between the benefits domain

and the barriers, table 4-2, and table 4-3.

In order to test the study, Pearson Correlation Matrix has been used and the
results are shown in Table 4-8.
 80
Table 4-8: Pearson Correlation Matrix between benefits and Barriers

Between the Site

Communication
Knowledge and

personality and

Lack of proper
equipment and
Coordination
Unrealistic

Ineffective

and Office
deadline

Worker

attitude
Lack of

Lack of
Benefits / Barriers

Skills

tools
Helps to Pearson 0.252** 0.065 0.070 -0.017- 0.048- 0.110
identify the Correlation
problems area Sig. 0.000 0.324 0.293 0.793 0.470 0.098
(2-tailed)
N 230 230 230 230 230 230
** ** **
Helps in Pearson .341 0.235 0.171 -0.014- 0.081 0.152*
improve cost Correlation
estimating Sig. 0.000 0.000 0.009 0.827 0.223 0.021
(2-tailed)
N 230 230 230 230 230 230
Achieve the Pearson 0.040 0.087 0.048 0.004 0.025 0.196**
desired Correlation
outcomes and Sig. 0.546 0.191 0.469 0.954 0.708 0.003
keep the (2-tailed)
customer
N 230 230 230 230 230 230
satisfied
Improve Pearson 0.215** 0.346** 0.205** 0.166* 0.197** 0.098
warranty claims Correlation
Sig. 0.001 0.000 0.002 0.012 0.003 0.140
(2-tailed)
N 230 230 230 230 230 230
Attain and Pearson -0.005- 0.208** 0.105 0.166 0.237**
*
0.163*
sustain the Correlation
competitive Sig. 0.939 0.001 0.113 0.012 0.000 0.013
advantage (2-tailed)
N 230 230 230 230 230 230
keep improving Pearson 0.039 0.107 0.062 0.076 0.127 0.179**
the performance Correlation
Sig. 0.559 0.105 0.349 0.251 0.054 0.006
(2-tailed)
N 230 230 230 230 230 230
maintain a Pearson 0.038 0.213** 0.095 0.282** .234** 0.170**
consistent level Correlation
of products and Sig. 0.568 0.001 0.153 0.000 0.000 0.010
services (2-tailed)
N 230 230 230 230 230 230
**
Improved safety Pearson 0.016 0.254 0.150 0.146 0.280**
* *
0.124
Correlation
 81
Sig. 0.804 0.000 0.022 0.027 0.000 0.060
(2-tailed)
N 230 230 230 230 230 230
increase the Pearson 0.034 0.162 0.152 0.195 0.241**
* * **
0.152*
firm market Correlation
share Sig. 0.610 0.014 .021 0.003 0.000 0.021
(2-tailed)
N 230 230 230 230 230 230
develop the firm Pearson 0.139 0.237 0.212 0.162 0.205**
* ** ** *
0.192**
image and being Correlation
a qualified Sig. 0.035 0.000 0.001 0.014 0.002 0.003
competitor – (2-tailed)
market position-
N 230 230 230 230 230 230

Reduced rework Pearson -0.003- 0.115 0.100 -0.098- -0.016- 0.051

Correlation
Sig. 0.969 0.081 0.132 0.139 0.807 0.446
(2-tailed)
N 230 230 230 230 230 230
Improved Pearson 0.014 0.070 0.089 0.053 0.051 0.338**
employee job Correlation
satisfaction Sig. 0.837 0.289 0.179 0.426 0.441 0.000
(2-tailed)
N 230 230 230 230 230 230
**
Lower Pearson -0.065- 0.261 0.079 0.037 0.140* 0.220**
employee Correlation
turnover Sig. 0.327 0.000 0.235 0.573 0.034 0.001
(2-tailed)
N 230 230 230 230 230 230
**
Improved Pearson 0.020 0.208 0.145 0.087 0.133*
*
0.160*
schedule Correlation
performance Sig. 0.758 0.001 0.028 0.191 0.043 0.015
(2-tailed)
N 230 230 230 230 230 230

*. Correlation is significant at the 0.01 level (2-tailed).

Table (4-8) shows that there are significant relationship at ( α = 0.05)

between the followings:

1. Helps to identify the problems area (benefits) and lack of knowledge

and skills (barriers).
 82
2. Helps in improve cost estimating (benefits) and lack of knowledge
and skills, unrealistic deadline, worker personality and attitude and
lack of proper equipment and tools (barriers).

3. Achieve the desired outcomes and keep the customer satisfied

(benefits) and lack of proper and all paragraphs except Lack of
proper equipment and tools (barriers).

4. Attain and sustain the competitive advantage (benefits) and

unrealistic deadline, lack of coordination between the site and office
and lack of proper equipment and tools (barriers)

5. Keep improving the performance (benefits) and Lack of proper

equipment and tools (barriers).

6. Maintain a consistent level of products and services (benefits) and

unrealistic deadline, ineffective communication, lack of coordination
between the site and office and lack of proper equipment and tools
(barriers).

7. Improved safety (benefits) and unrealistic deadline , worker

personality and attitude, ineffective communication and lack of
coordination between the site and office (barriers).

8. Increase the firm market share (benefits) and unrealistic deadline ,

worker personality and attitude, ineffective communication ,lack of
coordination between the site and office., and lack of proper
equipment and tools (barriers).

9. Develop the firm image and being a qualified competitor –market

position (benefits) and all paragraphs (barriers).
 83
10.Improved employee job satisfaction (benefits) and lack of proper
equipment and tools(barriers).

11.Lower employee turnover (benefits) and unrealistic deadline, lack of

coordination between the site and office and lack of proper
equipment and tools (barriers).

12.Improved schedule performance (benefits) and unrealistic deadline,

worker personality and attitude, lack of coordination between the site
and office and lack of proper equipment and tools (barriers)

These results suggest conducting training courses and quality workshop to

enhance the quality concept in the construction projects. The training
should involve all the parties involved in the projects even they are a
skilled workers, unskilled workers, foremen, engineers, and project

managers. Developing their knowledge should focus on the most important

benefits of implementing the quality issues in the construction projects, to
meet the required specification according to the contractual documents.

Hypotheses (3)

Is there a statistical relationship at (α = 0.05) between the benefits domain

and the techniques for implementing quality management, Table 4-3, and
Table 4-4.

In order to test the study, Pearson Correlation Matrix has been used and the
results are shown in Table 4-9.
 84

Table 4-9: Pearson Correlation Matrix between the Benefits and the
Techniques

Benefits/ The

quality plan

supervision
experiment
site reports

laboratory
inspection
statement
weekly or
bi-weekly
techniques

method
project

report

direct
Daily

work
Helps to Pearson 0.553** 0.280** 0.157* 0.297** 0.270** 0.183** 0.169*
identify the Correlation
problems area Sig. 0.000 0.000 0.017 0.000 0.000 0.005 0.010
(2-tailed)
N 230 230 230 230 230 230 230
** ** ** ** ** **
Helps in Pearson 0.600 0.429 0.334 0.513 0.403 0.350 0.323**
improve cost Correlation
estimating Sig. 0.000 0.000 0.000 0.000 0.000 0.000 0.000
(2-tailed)
N 230 230 230 230 230 230 230
Achieve the Pearson 0.406** 0.262** 0.288** 0.430** 0.430** 0.373** 0.181**
desired Correlation
outcomes and Sig. 0.000 0.000 0.000 0.000 0.000 0.000 0.006
keep the (2-tailed)
customer
N 230 230 230 230 230 230 230
satisfied
Improve Pearson 0.463** .216** 0.267** 0.490** 0.256** 0.343** 0.173**
warranty Correlation
claims Sig. 0.000 0.001 0.000 0.000 0.000 0.000 0.009
(2-tailed)
N 230 230 230 230 230 230 230
** ** ** ** ** **
Attain and Pearson 0.422 0.359 0.288 0.433 0.364 0.350 0.263**
sustain the Correlation
competitive Sig. 0.000 0.000 0.000 0.000 0.000 0.000 0.000
advantage (2-tailed)
N 230 230 230 230 230 230 230
keep improving Pearson 0.352** 0.301** 0.205** 0.304** 0.263** 0.294** 0.210**
the Correlation
performance Sig. 0.000 0.000 0.002 0.000 0.000 0.000 0.001
(2-tailed)
 85
N 230 230 230 230 230 230 230
maintain a Pearson 0.391** 0.414** 0.387** 0.371** 0.416** 0.365** 0.295**
consistent level Correlation
of products and Sig. 0.000 0.000 0.000 0.000 0.000 0.000 0.000
services (2-tailed)
N 230 230 230 230 230 230 230
Improved Pearson 0.554** 0.214** 0.217** 0.452** 0.337** 0.495** 0.207**
safety Correlation
Sig. 0.000 0.001 0.001 0.000 0.000 0.000 0.002
(2-tailed)
N 230 230 230 230 230 230 230
** ** ** ** ** **
increase the Pearson 0.319 0.251 0.268 0.296 0.205 0.255 0.193**
firm market Correlation
share Sig. 0.000 0.000 0.000 0.000 0.002 0.000 0.003
(2-tailed)
N 230 230 230 230 230 230 230
develop the Pearson 0.504** 0.335** 0.456** 0.361** 0.248** 0.303** 0.234**
firm image and Correlation
being a Sig. 0.000 0.000 0.000 0.000 0.000 0.000 0.000
qualified (2-tailed)
competitor –
N 230 230 230 230 230 230 230
market
position-.

Reduced Pearson 0.508** 0.302** 0.304** 0.464** 0.398** 0.366** 0.201**

rework Correlation
Sig. 0.000 0.000 0.000 0.000 0.000 0.000 0.002
(2-tailed)
N 230 230 230 230 230 230 230
Improved Pearson 0.324** 0.287** 0.260** 0.133* 0.191** 0.131* 0.059
employee job Correlation
satisfaction Sig. 0.000 0.000 0.000 0.044 0.004 0.047 0.373
(2-tailed)
N 230 230 230 230 230 230 230
** ** ** **
Lower Pearson .386 0.205 0.246 .379 0.123 .089 0.100
employee Correlation
turnover Sig. .000 0.002 0.000 0.000 0.062 0.177 0.131
(2-tailed)
 86
N 230 230 230 230 230 230 230
Improved Pearson 0.402** 0.362** 0.268** 0.242** 0.347** .134* 0.220**
schedule Correlation
performance Sig. 0.000 0.000 0.000 0.000 0.000 0.043 0.001
(2-tailed)
N 230 230 230 230 230 230 230

*. Correlation is significant at the 0.01 level (2-tailed).

Table (4-9) shows that there are significant relationship at ( α = 0.05)

between Benefits domain and the techniques except between Lower
employee turnover and (inspection, laboratory experiment and direct
supervision).

According to the contractors perspectives there is no relation between the

laboratory experiments and keep improving the performance, the

contractors consider these two issues are independent from each other‘s.
They said that they conduct the experiment to make sure of the quality of
the materials used in the construction projects rather than developing the
performance.

4.4 Conclusion

Depending on the results that we have found after analyzing the data that

we collected through our distributed questionnaire and the interviews that

we conducted we can develop the framework that we think it will help in
developing the quality perception through the construction projects in West

Bank.

According to Table 4.4 that discussed the critical factors that affect
the implementation of quality system in the construction projects, the
 87

highest item with the first rank is the skilled work force with score of 4.05
and this lead to create training program in the construction organizations
for the labor and Technicians to increase their abilities, capabilities and

skills.

According to Table 4.5 regarding the barriers that faced the quality
system in construction projects; the highest rank is the lack of the
knowledge and skills which recorded the highest rank with 4.06, in the
same way creation of training and internship will be discussed in the
framework that will be proposed in the next chapter.

Regarding the benefits of implementing quality system in

construction project according to Table 6, the highest rank is to keep
improving performance; as a result of that it is suggested to make the
auditing and feedback of quality as a continues process and to make the
benchmarking in which we compare our current performance with rivals
and competitors and in the same time with our performance last periods.

Regarding techniques according to Table 7, the respondents ranked

the lab experiment as the most important tool to be used to improve the
quality in the construction project, so the top management commitment to

conduct the required experiment is very essential to keep an accepted and

consistent level of quality in the project.

On the other hand, we have to launch a training session for the

contractors engineers to improve their perception about the lab experiment

 88

to make them consider it as a crucial process to make sure of the quality of

the performance, structure and component of materials; rather than
consider it as a rubber stamp process, or a routine process with no

beneficial result.

Moreover, daily, weekly and biweekly reports are the least important
technique to enhance the quality issues in the construction project
according to our sample. Perhaps, the contracting companies consider the
documentation issue is an exhausting process with no advantage regarding
the quality.
 89
Chapter 5
The Framework
5.1 Introduction

This chapter discusses how to implement Total Quality Management in

construction projects in West Bank. The developed framework is based on
the TQM literature, critical success factors perceived by quality managers
in construction projects in West Bank basically the information attained
from the distributed questionnaire, and the interviews conducted with
respondents to get a deeper level of understanding about implementing

quality management in construction projects in West Bank.

The TQM in the construction industry could be described as the

processes of comprehensively planning and organizing, for the purpose of
developing and improving the administrative and technical performance of
the top management and all employees in the organization. This is realized
through participation of the leadership, training and continuous

improvement, to improve output effectively, saving time and effort while

meeting the needs of both internal and external customers. In other words,
all involved must function as an integrated system to achieve the desired

goals with efficiency and high quality, but without developing a framework
we cannot move to the implementation phase. So basically the framework
serves as a guideline allowing us to implement quality management in

construction projects in West Bank smoothly.

 90

The framework is usually a well-liked output which serves as a

means of presenting ideas, concept, and plans in a non-prescriptive manner.
So the developed framework as a suggestion rather than a constant rule the

contracting companies had to obey and stick by. Aalbregtse et al. (1991)
provided reasons, justifications why a framework is essential and extremely
needed to implement TQM, such as, illustrating an overview of TQM to
communicate a new vision of the firm, or updating the existing one,
providing an insight into the firm‘s strength and weaknesses to accurately
evaluate the current situation. Finally, one of the most important reason
why a framework is essential to implement TQM support implementation
and to improve the chances that TQM adoption will be successful and to
make such an attempt to be fact rather than a desired wish.

5.2 Framework Development Requirements

In general, the criteria, requirements for developing a framework can be

considered as a guide in developing a good framework (Yusof and
Aspinwall, 2000), in which they explained the most important requirement
for developing a framework, such as, systematic and easily understood by
keeping it away from the complicated phrases and un-necessary practices;

simple in structure; having clear links between the elements or steps

outlined, in other words smoothly overflow; wide enough to suit different
contexts, in which not too general in which we cannot control, and in the

same time not too detailed to be implementable; represent a road map and
planning tools for implementation; Implementable at reasonable cost and
 91

connected to timeframe in which the planning, implementation, and

evaluation stages is clear and easy to be followed.

5.3 The Developed Framework

The framework is highly dependent on Deming cycle (PDCA), plan, do,

check and act. Figure 5-1 illustrates the Deming cycle.

Figure 5-1 Deming cycle (PDCA) (Montgomery et al., 2011).

5.3.1 Plan

Establish the objectives and processes necessary to obtain implications in

accordance with the expected results (the target or goals), that help to draw
a road map that facilitate reaching the desired results. By establishing

output expectations, the completeness and accuracy of the specification are

also a part of the targeted improvement; starting with a pilot study to
generalize the results.

5.3.2 Do

Implement the plan, execute the process, and make the product, in other
words implementing the plan on a small pilot to check the expected results.
 92

Collect data for charting and analysis in the following "CHECK" and
"ACT" steps.

5.3.3 Check

Reviewing the real results (measured and collected in "DO" above), that
delivered after launching a small pilot, and compare against the expected
results (targets or goals from the "PLAN"), that formulated as milestones in
the plan stage to ascertain any differences. Look for deviation in
implementation from the plan and also look for the appropriateness,
correction actions and completeness of the plan to enable the execution, to
reach the desired end goals.

5.3.4 Act

Corrective actions are requested on significant differences between actual

and planned results. The differences are analyzed to determine their root
causes. Determine where to apply changes that will include improvement
of the process or product. In this stage the decision should be taken whether

to adopt or abandon the action. If the adoption decision is taken then go

further to implement the plan in a wide scope, on the other hand, if the
decision to the abandon the plan, then the cycle should be started over to

have more beneficial results.

 93

5.4 The Stages of the Framework

The main purpose for this research is to develop a framework for the
implementation of TQM in construction projects in West Bank. Figure 5-2

shows that framework, but it should be highly considered that the success
of the construction projects in quality is not based only on the
implementation of this framework, but there are other factors such as career
security, the human factor and the satisfaction of employees…etc. But the
implementation of this framework will raise noticeably the chance of
creating a consistent level of quality through the projects that the company
constructs.
 94

Figure 5-2 Framework for implementing TQM in construction projects in West Bank
 95

5.4.1 Plan (Design Phase)

In this phase, the guidelines and polices should be formatted, some

requirements for ensuring the applicability of the quality system through

the lifecycle of the construction projects should be considered such as the

quality of codes and standards, quality of drawings and specification, the
constructability of the design, and for sure the ISO standards should be
apriority throughout the projects (Arditi and Gunaydin, 1997). This phase
contain the quality standards, quality assurance, top management
commitment and holding a training sessions, and utility of codes and
standards.

In this phase, the planner should keep in mind that the framework is
a result oriented which means the plan and the implementation should be
the most appropriate tool to reach the desired results; in other words they
keep the results as the engine to motivate them in every single step in this
process.

5.4.1.1 Quality standards and specification

Standards are the measures that specify if the product or the final outcomes
are accepted or as required, the primary purpose of standards is to protect

the public health and safety (Arditi and Gunaydin, 1997) compliance with
standards should be an issue addressed early in the design phase especially
in the construction projects.
 96

Specification is the set of documents given to the contractor that

provide technical information on materials, performance of the constructed
project, and quality requirements. Providing the contracting company with

these two sets of documents will be very useful toward implementing

quality management in construction projects in West Bank.

5.4.1.2 Quality Assurance

Depending on the Manual of Professional Practice for Quality in the

Constructed Project the Quality Assurance (QA) can be defined as a
program covering all the activities necessary to enhance quality in the work
to meet the project predefined requirements. QA involves creating policies
for project, procedures, standards, training, guidelines, and system essential
to produce quality. The design manager and constructor team developing
an appropriate program for each project.

QA provides protection shield against quality problems, difficulties

through early warnings of trouble ahead. Such early warnings play as
essential guard in the prevention of both internal and external problems;
this procedure should be created before starting the construction phase.
(Arditi and Gunaydin, 1997).

5.4.1.3 Top management commitment

The successful quality management implementation is highly dependent on

the level of top management commitment to this concept and how much

they concern about implementing the quality in their projects. This requires
 97

that top management commitment to quality must support the philosophy

that quality will get a higher rank over cost or time, and that on the long
term range, consistent, permanent and higher quality will lead to

development in cost and time performance.

5.4.1.4 Training and improving the communication system

Feigenbaum (1961) pointed out that the importance of training is to ensure

that the skills of the workforce do not become obsolete in a dynamic
environment of change, in other words to develop the skills, refreshing the
information and increasing the knowledge.

In contrast to the prevailing assumption, TQM training should be

taken by all levels of the organization since executives who understand the
TQM process are not only able to break down barriers, challenges within
their own firms, as we mentioned that the top management should set the
examples they want the others to live by, and they can also serve as role
models for others who may resist to change.

In construction sector in Palestine as we noticed through the

distributed questionnaire, there is lack in recognition to the training
significance as a pivot tool to achieve the required level of quality

throughout the construction projects in West Bank. On the other hand,

effective communication is part of the cement that holds together the bricks
of the total quality process. In construction sector in West Bank, its

noticeable the weaknesses in the communication and even the coordination

 98

issues especially in the large projects, lack of communication can generate

a distrust situation between the office and the site, that will lead to critical
problems that can negatively affect the project and the construction firm as

all, so in our framework we highly consider the communication issues.

More than one initiative tried to improve communication and flow

management (Ballard and Howell, 2003), others endeavored to enhance say
briefing, designing or tendering activities (Al-Momani, 2000). They either
addressed only one or two quality issues, such as communication issue;
here we are trying to develop a comprehensive framework to facilitate the
implementation of quality throughout the construction projects; as a result
of that the communication issue should be deeply discussed.

5.4.2 Do (The Construction Phase)

After the drawings, specifications and codes is approved from the previous
stage and within the implementation phase. Project design, drawings,
spesifications and construction planning are carried out based upon a
standard, requirements taken from relevant codes, owner requirements, and
design company standard practice. Construction is then should be managed
with appropriate way to conform to this composite standard as
implemented by the constructor (Al-Momani, 2000). This stage contains
lunch TQM implementation, and the quality control practice.

5.4.2.1 Lunch TQM implementation

In this stage we are moving from the planning phase to the implementation
phase, in which a projection from the plans and instruction to the project
 99

site is made, in this phase we have to make sure that there is no deviation
from the approved plans, the agreed direction should be kept, or at least
implement with in-noticeable differences.

5.4.2.2 Quality Control

Quality Control (QC) is the specific installation of the QA package and

related activities. Effective QC reduces the possibility of changes,
deviations and mistakes, which in turn result in fewer problems, disputes
and conflict. So the contracting firm should deeply focus to apply this
concept by hiring quality controls engineers and even creating a quality
control department (Arditi and Gunaydin, 1997).

5.4.3 Check (the operation and maintenance phase)

After handing over the construction project and the final product, a new
process should be started to check the results of implementing the
aforementioned system, if there is any deviation from the required
implications that we are looking for, or the lunched system is essential and

efficient to be deployed throughout the rest of the firm project, this phase
contain the evaluation process and benchmarking.

5.4.3.1 Evaluate the system Implementation

In this stage the implementation process must be evaluated, checking the

initial indications for the implementation phase, this stage could be
considered as go or not go indicator if the initial results are inadequate. So
 100

the stop decision should be taken right there, before more losses, or at least
using another plan that could be more consistent with the current situation.
On the other hand and if the initial results are satisfied, we have to go

through the whole process.

5.4.3.2 Benchmarking

In this stage comparing our firm, or project and its performance

indicators to other related competitors, or even our performance in the past
to see the differences, dimensions typically measured are quality, time and
cost.

This then allows our firm to develop plans on how to make

improvements or adapt specific best practices, usually with the aim of
increasing some aspect of performance. In this stage and the previous one,
a clear decision could be crystallized, if the decision maker is going deeper
in this framework or go back and make essential or slight changes to make
a noticeable improvement for our project performance related to quality
issues.

5.4.4 Act (the Extension)

It is the final phase for the framework in which the performance is
improved and the customer satisfaction is attained. This phase includes the
deployment of TQM as a practice, to increase the revenue, reach and
sustain the competitive advantage.
 101

5.4.4.1 Deployment of TQM as a practice

If the results that found through the last two stages are satisfied, then the
quality as dominant tendency in our construction projects must be

deployed.

The main core for this step is to make the quality management as a
practice rather than an event, a review of the essential elements of TQM,
and based on the questionnaire results exposed a lack of actual, practical
implementation of the processes within the construction sector. The main
factors contains a lack of essential financial capabilities, failure to plan for
quality adequately, insufficient training at all levels except for executives
or senior management positions, and little recognition given to those who
work for quality development on their projects.

The proposed framework is an iterative process, due to the

complexity inherent in the construction projects. So what we are trying to
do through this framework is to make the quality implementation in
construction projects as prevailing pattern that everyone related to the
project committed to.
 102

5.5 Conclusion

In this chapter, based on the literature review, and the distributed

questionnaire results, and the interview results from analyzing the

questionnaire, comparing the condition in our region to other countries, a

customized framework is developed to facilitate the implementation of
quality management throughout the construction projects in West Bank and
make it easier and feasible.

It is believed that the proposed framework has directed toward most

of the problems, limitations found in the survey results mentioned in an
earlier chapter. It considers quality from various perspectives; it covers the
whole construction activities, and offers quality improvement ways to
support the activities of such a process and a guide to install them.

The main purpose of such framework is to act as guideline or a road

map toward achieving the desired level of quality rather than been as a

fixed rules that the companies should follow and stick to.

As shown in figure 5.2, this framework provides an understanding of the

components of TQM success in the construction sector. This framework

considers the quality training, top management commitment, quality

benchmarking, and quality deployment as a practice as starting points for a
TQM process.

Evaluations of the quality initiative ensure challenges face to be

noted and finally feedback about these results to increase the organization's
involvement in improving quality. The framework proposed is derived
 103

from the quality management practices of these organizations, problems

they faced in the implementation of their quality management and the
critical success factors perceived to be significant by the quality managers,

contractors the researcher notice through the interviews. The proposed

framework is flexible so it can be applicable for a wide number of
companies with different characteristics rather than a specific company.
 104
Chapter 6
Conclusions and Recommendation

6.1 Introduction

The aim of this research is to develop a framework for total quality

implementation in the construction projects in West Bank and to achieve

this, a number of objectives which were guided by research questions were

set. In this chapter, the objectives and research questions are reviewed once
again to bring into the scenes the extent to which the goal of the study has
been reached throughout the various stages of the research based on the
results of the research. The chapter also illustrates conclusions and
recommendations based on the implications of this study work. Once again,
the problems, limitations that were faced throughout the research are also
brought to light.

The construction industry in Palestine is also under pressure to meet

future demands and changes especially regarding the quality issues, to have
consistent and competent construction sector in Palestine, but it would be
difficult to obtain sustainable development in this challenging world if
these changes do not occur. These issues among others are particularly
challenging in the complicated situation that is facing Palestine as an
occupied country with limited resources and restricted access to the outside
world.
 105

The West Bank has witnessed major developments positive as well

as negatives in the construction sector in the last decade. In order to meet
future demands and foster successful projects, one of the major components

that witnessed noticeable change is the quality component, it is hoped that

this study may contribute to the development of Palestine.

6.2 Conclusions of the Research:

The construction sector in Palestine is one of the key economic sectors and
is the main force enhancing the national economy. While it did not take its
required improvements because of many challenges and obstacles, which
should be well reviewed to be solved and bypass.

Therefore, this research was conducted which aims to survey the

construction quality issues in West Bank from the different local
contractors‘ Perspectives. It should be emphasized that the purpose of this
research was to shed light on the issues of quality management in West
Bank, and to identify the problems and the obstacles facing QM and the
construction industry; the research looked closely at the situation in the
contactor‘s sector related to projects, and analyzed the current situation
where construction projects face problems regarding quality issues.

According to the literature review and the interviews that we

conducted there is a direct linkage between the total project management
dimension especially the quality dimension and the construction

organization performance, for example when the contractor constructs the

 106

structural element in appropriate way since the first time in such way the
contractor saves the time, material and overhead, rather than repeats the
work if the quality is inconsistent or not compliant to the specification.

Based on the results of the research, the main findings that are concluded
are:

1. The survey showed that the majority of Palestinian contractors are

educated; the results indicated that more than (90%) of contractors are
university graduates, with different degrees, so enhancing their knowledge
and perception about the TQM will be easier.

2. A sizable proportion of respondents contracting companies (45.2%) have

buildings projects as the major work for their companies. The data showed
also that the majority of these companies (33.9%) accomplished 10-49
projects

3. The survey results showed that most of contracting companies (41.3%)

have less than 50 employees, and that an indication that the contracting

companies in West Bank tend to the sub-contracting which is a process in

which the main contractor sold the contract to other company and keep a
constant percentage of the contract as a guaranteed profit, and that lead to

some obstacles regarding the quality of the construction.

4. As results indicated that (27%) of the contracting companies have less

than 5 engineers, and that definitely affect the performance of the

construction projects, because usually the contractor engineers tend to be

 107

over-loaded have many tasks to do, and often been stressed and for sure
that will affect the performance of the project and the overall quality of the
structure.

5. Based on the results of the distributed questionnaire, we conclude the

following which leads to the importance of the proposed framework that
we illustrated previously:

_ 28.7 % of the respondents have no Quality System in their firms and

organizations.

_37.8% of the respondents has no quality department in the organizational

structure of their firms.

_49.6% of the respondents has no ISO-Certificate in their firms and

organizations.

_28.7% of the respondents rating the customer satisfaction with low or

none degree, which is an evidence of low awareness of customer relation
issues and its direct relation with the successful implementing of total

quality system.

_ 42.6% of the respondents rank the quality as the most important factor
among the work factor that affecting the construction project, on the other

hand, 41.7% of the sample believe that the TQM will be beneficial for the
organization; and that insist the importance of creation a framework that
 108

facilitate the developing and implementing a TQM in the construction

projects in West Bank.

6.3 The Research Contribution

This research adds a contribution to the construction contracting studies in

West Bank. This contribution is represented by enlightening and clarifying
very important issues related to the quality issues and its implementation in
the construction projects in West Bank.

After reviewing the literature, several interviews were conducted to

measure the contractors‘ perception about implementing the quality
management in construction projects in West Bank, the researcher
distributed a questionnaire, by checking other researchers in other
countries attempts and investigating the current situation in the West Bank
using the results attained from analyzing the questionnaire, comparing the
condition in our region to other countries, a customized framework were
developed to enhance the quality concept in region; pass the obstacle to
improve the performance of the construction projects and reach the
required level of the quality to reach the customer satisfaction.

The core of this research is presented through the developed

framework to facilitate the implementation of quality management in

construction projects on West Bank that the research recommend to be
highly considered from the contractors union, engineers association and the

other cooperation in West Bank to increase the awareness about the

 109

importance on implementing the quality concepts in the construction

projects in West Bank due to its noticeable benefits. To the author
knowledge, this framework for implementing quality management in West

Bank construction projects is considered to be the first customized

framework in the region that handles the quality implantation stages in
parallel with construction project life cycle.

6.4 Recommendations

The following are practical recommendations to the all interested institutes;

owners and to contractors which could lead to better quality system
practices in West Bank:

1. Referring to the Table 4-5, that shows around 43% of the respondents
ranking the quality as the most important component of any construction
projects, so the funder is recommended to introduce polices toward
awarding tenders to the most accurate cost and not necessarily to the lowest
price, the accurate cost for sure will take into account the quality issues.

2. The funder, owner, or generally the client is advised to make high

control and upgrade the contracts items and do not allow any violation
regarding the quality issues, and to motivate the contractors not to treat the

quality issues as a contractual requirement, but to encourage him to stick to

the quality management concepts.

3. Referring to table 4-1and 4-2 that shows the main factors affecting the

quality, the main barriers of implementing quality, It is highly

 110

recommended to PCU and Association of Engineers to conduct continuous

training and education programs through training courses, lectures,
seminars, and workshops that helps them to be familiar with quality

concepts and primarily its benefits. These training programs aim to increase
contractors realizing and understanding of quality importance and to
improve their practices for future quality management.

4. Contractors are advised to review all contracts documents very well

before signing the contract. They should give themselves enough time to
study these documents and make necessarily site visits to take a good
picture of the contract conditions and the quality issues related to the
proposed work. Moreover, they should take advice, support, and assistance
from experts to explain any ambiguous item or unclear sentences, moreover
they should review the method of statement they submitted to the
consultant this method of statement should be reliable and applicable.

5. Referring to Table 4-4 that shows the most important tools of

implementing quality which is laboratory experiments, and Table 4-5 that
shows that around 40% of the contracting firms have no quality
departments, and around 50% of the firms have no quality certifications, so

contractors are advised to move seriously toward achieving a

comprehensive quality system in their organizations, that include creating a
quality department in the organization structure; hiring a quality control

engineers; and to achieve a certified degrees in quality commitment the

ISO certificate as an example.
 111

6. Referring to Table 4-5 that shows that a noticeable percentage of the

contractors underestimates the sub-contracting effects on their firms, so
contractors should think deeply before making any sub-contracting with

other firms, evaluate the situation and the condition, if it‘s beneficial or it
will harm the firm interest and damage the quality system of the firm, this
may lead to lose the competitive advantage of being a considerable rival in
the construction sector.

7. The contractors should think deeply about the tradeoff of the projects
component, because the quality is more important than the cost in some
cases to keep the firm reputation, so they have to judge after evaluating the
whole situation rather than thinking based on the cost perspective.

8. Successful implementation of TQM in the construction projects can be

achieved through developing effective quality management system,
persistence, and positive hands on leadership. Accomplishment in quality
performance requires that top management should be dedicated to that
ambition. In other words, those in top management must provide the
initiative, direction commitment, resources for successful quality assurance
practices and must support the quality program in the organization if such a

program is to be successful.
 112

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Appendix A

Interviews

Dear Sir,

This is an interview that will be conducted with contractors in the West

Bank as a tool for a master degree in Engineering Management, to study
the contractors' perception about implementing quality management in
construction project in West Bank. The information in this interview will
be used only for academic research purposes to help in developing the
questionnaire that will be distributed, with a complete commitment to
absolute confidence.

Regards.

1. In your opinion, which of these words are best define quality?

2. What is your organizations' perception of quality?

3. What are the most important success factors that affect the
implementation of quality management in the West Bank construction

projects?

4. What are the most important barriers for implementing the quality
management in construction projects?

5. What are the most important benefits for implementing the quality
management in construction projects?
 120

6. What are the tools and techniques for monitoring the quality issues
within the construction projects?

7. What is the most important component for the projects?

8. What do you think about the sub-contracting policy?

 121

Questionnaire

Dear Sir,

This is a questionnaire that will be conducted with contractors in the West

Bank as a tool for a master degree in Engineering Management, to study

the contractors' perception about implementing quality management in
construction project in West Bank. The information in this questionnaire
will be used only for academic research purposes, with a complete
commitment to absolute confidence.

Prepared by

Ahmad Rashed

E-mail Rashed18688@gmail.com

Part one: Basic Information

1. What is your education level?

Diploma Bachelor

Master PhD

Others
 122

2. What is your age in years?

20-29 30-39

40-49 50-59

More than 60

3. What is your job title?

Resident engineer Quality control manager

General Manager Director

Others. Specify………………

4. What experience do you have in years?

Less than 5 5-9

10-14 15-19

More than 20

5. What is the main-sector of projects your company is dealing with:

Building infrastructure

Electro-mechanical others
 123

6. How many projects does your company accomplish so far?

0-9 10-49

50-100 more than 100

7. How many employees does your company have?

Less than 50 50-100

100-150 150-200

More than 200

8. How many engineers does your company have?

Less than 5 5-10

10-15 15-20

More than 20

Part Two: Knowledge of Quality

9. In your opinion, which of these words best define quality? (Not limited to single

answer)

Fitness to use Appearance

Teamwork value for money

Increase profit Satisfying customer

 124

Reliability Inversely proportional to variability,

consistency Others. Specify…………

10. What is your organizations' perception of quality?

Contract Requirement Marketing Tool

Management Approach competitive advantage

Others. Specify……………….

11. Do you have a quality system in your organization?

Yes No

In process Don't know

12. Does your company have a quality department?

Yes No

In process Don't know

13.Did your company get the ISO certificate ?

Yes No

In process Don't know

 125

14.Do you think that achieving the ISO certificate is an indicator for good performance

and maintaining a consistent level of quality?

Strongly Agree Agree

Disagree Strongly Disagree

Others. Specify………………

15.Did you motivate your employees and your engineers to keep the quality concept in

mind ?

always never

sometimes

16.Does your company award the employees or the engineers who maintain the quality

in their performance ?

Yes No

Sometimes Don't know

17.How would you rate the customer satisfaction in your company?

None Low

Medium High

Very high
 126

18.From your point of view which one is the most important?

Cost Time

Quality Safety

Others. Specify………………

19. Below are a number of critical successes Variables (dependent and independent)

which can have an impact on quality management in your firm. Please evaluate how

each one can influence quality management (Please mark just one appropriate box)

1=Strongly disagree 3=Natural

2=I don‘t agree 4=Agree

5=Strongly agree

Critical Successes Factors 1 2 3 4 5

Leadership and Top Management Commitment(I)
Overall Customer Management(I)
Training and Education(I)
Skilled work force(I)
People Management and Empowerment(I)
Supplier Partnership (I)
Rewards and Recognition(I)
Effective Communication(I)
Subcontractors' involvement (I)
Organizational culture (D)
Construction teamwork satisfaction(D)
Client satisfaction(D)
Project performance(D)
 127

20. Below are a number of barriers for implementing quality management in

construction projects. Please evaluate how each one can influence the implementation of

quality management (Please mark just one appropriate box)

1=Strongly disagree 3=Natural

2=I don‘t agree 4=Agree

5=Strongly agree

The Barriers 1 2 3 4 5
Lack of Knowledge and Skills
Product problems
Turnover in company
Lack of consultant supervision
Unrealistic deadline
Worker personality and attitude
Ineffective Communication
Lack of Coordination Between the Site and Office
Too Much of Paper work and Documentation
Problems with Sub-contractors
Difficulties in Understanding the Quality System
Unwillingness of Project Staff to Accept the Quality
System
Lack of proper equipment and tools
Bad, and hard working conditions
Working with inexperienced people
Awarding the contracts to the lowest bidders
Contractors Union environment
 128

21. Will a total quality management TQM program be beneficial to your organization?

Yes NO

Can't say Others

22. Below are a number of benefits for implementing quality management in

construction projects. Please evaluate how each one can be beneficial for the projects

and for the firm (Please mark just one appropriate box)

1=Strongly disagree 3=Natural

2=I don‘t agree 4=Agree

5=Strongly agree

The Benefits 1 2 3 4 5
Helps to identify the problems area
Helps in improve cost estimating
Achieve the desired outcomes and keep the customer
satisfied
Improve warranty claims
Attain and sustain the competitive advantage
keep improving the performance
maintain a consistent level of products and services
Improved safety
increase the firm market share
Develop the firm image and being a qualified
competitor –market position-.
Reduced rework
Improved employee job satisfaction
Lower employee turnover
Improved schedule performance
 129

Part Three: Data acquisition method

23.Do you collect data to measure the performance of operations?

yes No

Don‘t know

4.Below are a number of techniques for implementing quality management in

construction projects. Please evaluate how each one can be beneficial for the projects

and for the firm (Please mark just one appropriate box)

1=Strongly disagree 3=Natural

2=I don‘t agree 4=Agree

5=Strongly agree

The Techniques 1 2 3 4 5
project quality plan
Daily report
weekly or bi-weekly site reports
work method statement
Inspection
laboratory experiment
direct supervision

25. How do you measure customer satisfaction?

Not measured Questionnaire survey

By the number of complaints Others. Specify………

 130

26. If your company has a quality system, do you think there is a relation between the

quality implementation in construction projects and increasing the customer

satisfaction?

YES No

Sometimes

27. If your company has a quality system, do you think there is a relation between the

quality implementation in construction projects and increasing the company

performance?

YES No

Sometimes

28.Do you think that rating the suppliers/subcontractors based on quality performance

is?

Not Significant Moderately Significant

Slightly Significant Very Significant

Exceedingly Significant

29.Are suppliers/subcontractors rated based on quality performance?

Yes No

Sometimes Don't Know

30.Did the suppliers/subcontractors pay for the defects they made in regard to quality

Yes No

Sometimes Don't Know

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rashed18688@gmail.com

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