Organizational effectiveness model for quality management systems in the Australian construction industry

Karim, Khalid; Marosszeky, Marton; Kumaraswamy, MM

doi:10.1080/14783360500077617

Cited by 13 publications

(13 citation statements)

References 35 publications

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“…Many studies have been conducted on the implementation of ISO 9000 in small, medium, and large size companies both in the manufacturing (Bhuiyan and Alam, 2005;Lipovatz et al, 1999;Beattie and Sohal, 1999) and service sectors (Poksinska et al, 2006;Karim et al, 2005;Efstratiadis et al, 2000;Sarkar, 1998;Mo and Chan, 1997;Carlsson and Carlsson, 1996;Motwani et al, 1996). Comparative studies have also been done on ISO 9000 standards on manufacturing and service organisations in terms of levels of resources required, motivations for implementation, difficulties faced, benefits gained and management practices applied in the implementation of the ISO 9000 standard and within the same industries but different countries (Ahmed et al, 2005).…”

Section: Literature Reviewmentioning

confidence: 99%

Critical success factors and problems in ISO 9000 maintenance

Wahid

Corner

2009

International Journal of Quality &Amp; Reliability Management

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Purpose -The purpose of this paper is to try to identify the critical success factors and problems in ISO 9000 maintenance during the post-certification period. Much of the published work on issues associated with ISO 9000 certification in the quality management journals focuses on how to obtain certification and the impact of certification on ISO-certified organisations. Thus, studies do not generally address what happens after the organisations have obtained their certification. Design/methodology/approach -In total, 14 face-to-face interviews were conducted over a period of seven weeks with top management, middle management, lower management in charge of operations and quality, and the management representative responsible for the implementation of ISO 9000 in the case study organisation (XYZ). Each interview lasted between 1.5 and 2 hours. ISO documents were also reviewed as part of the data gathering process. Findings -The results showed that people who comprise top management, other employees, the reward system, teamwork, continuous improvement, understanding of ISO itself, measurement of performance and communication are all critical success factors for ISO 9000 maintenance of XYZ. Apart from continuous improvement, other factors also seemed to be consistent with the findings from other studies. In contrast to the other studies, the current study found continuous improvement of process, people, and system as several of the critical success factors for the sustainable quality management system at XYZ. Originality/value -This paper makes a contribution to the body of knowledge in the field of quality management systems during the post-certification period where such work is limited, especially in the service sector.

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Section: Literature Reviewmentioning

confidence: 99%

Critical success factors and problems in ISO 9000 maintenance

Wahid

Corner

2009

International Journal of Quality &Amp; Reliability Management

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“…In general, there is a lack of appreciation of QMS approach in managing construction projects due to non-standardisation, where projects look similar but not identical with non-repetition. In support of this, many authors point out that non-standardisation is one of the main barriers of implementation of quality tools in construction (Nesan and Holt, 1999;Karim et al, 2005;Peter et al, 2010).…”

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confidence: 99%

Integration of Quality Management System In the Malaysian Construction Industry

Kiew¹,

Ismail²,

Yusof³

2016

JOMS

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Quality management system (QMS) is defined as the managing structure, responsibilities, procedures, processes, and management resources to implement the principles and action lines needed to achieve the quality objectives of an organization. QMS is conventionally being associated with the manufacturing industry as it is used to direct and control an organization with regard to the end-product quality via various QMS manufacturing models, namely Malcolm Baldrige National Quality Award, the ISO 9000 quality standards, Total Quality Management (TQM), Six Sigma and Lean. However, since the construction industry appears to be going through a period of introspection, with the increasing of technological innovation in design concepts, use of new and unique materials, novel methods of construction, complex social issues, rapid environmental change as well as obnoxious problems of delay, over-budget and low quality, QMS is observed by this paper as the solution to this dilemma. Hence, this paper aims at appraising the integration of QMS in the Malaysian construction industry. It is expected that the findings of this paper would help the project management team of the construction projects to efficiently manage the construction activities throughout the whole project life cycle from pre-contract to post-contract phase via the integration of QMS.

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“…Nevertheless, there are some studies stating that some companies may not have improvement on performance after implementation of QMS [ 68 – 76 ]. Thus, QMS variables do not show strong relationship with client satisfaction because the data is only collected from construction companies within Malaysia.…”

Section: Discussionmentioning

confidence: 99%

Using Project Performance to Measure Effectiveness of Quality Management System Maintenance and Practices in Construction Industry

Leong

Zakuan

Saman

et al. 2014

The Scientific World Journal

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This paper proposed seven existing and new performance indicators to measure the effectiveness of quality management system (QMS) maintenance and practices in construction industry. This research is carried out with a questionnaire based on QMS variables which are extracted from literature review and project performance indicators which are established from project management's theory. Data collected was analyzed using correlation and regression analysis. The findings indicate that client satisfaction and time variance have positive and significant relationship with QMS while other project performance indicators do not show significant results. Further studies can use the same project performance indicators to study the effectiveness of QMS in different sampling area to improve the generalizability of the findings.

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Organizational effectiveness model for quality management systems in the Australian construction industry

Cited by 13 publications

References 35 publications

Critical success factors and problems in ISO 9000 maintenance

Critical success factors and problems in ISO 9000 maintenance

Integration of Quality Management System In the Malaysian Construction Industry

Using Project Performance to Measure Effectiveness of Quality Management System Maintenance and Practices in Construction Industry

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