Quality management case studies in the UK construction industry

Delgado-Hernández, David Joaquín; Aspinwall, Elaine

doi:10.1080/14783360802224545

Cited by 9 publications

(6 citation statements)

References 20 publications

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“…The search for higher levels of satisfaction among customers and the defense of the company owners' or shareholders' interests are the main reasons for adopting organizational innovations such as TQM. The results of Delgado-Hernandez & Aspinwall (2008) point towards this direction when they confirm that as a result of adopting TQM, companies in the UK construction sector have improved their customers' levels of satisfaction. The lower relative value obtained in the expectation of improvement in employee satisfaction could be indicating that managers continue to have a hierarchical concept of employment relations.…”

Section: Discussionsupporting

confidence: 60%

Determinants in the adoption of total quality management (tqm) in the construction sector: a management perspective

García‐Bernal

García-Casarejos

2016

Revista de la Construcción

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Abstract:Although the empirical evidence shows the existence of a positive relationship between the adoption of TQM and an improvement in corporate performance, its dissemination is heterogeneous among companies in the construction sector. The main objective of this paper focuses on identifying the relevant factors that drive executives of construction companies to adopt TQM. Specifically, it analyzes the extent to which company managers' expectations of the impact of TQM on their business performance determine whether they will adopt TQM or not. The results show that expectations concerning financial improvement, environmental issues, and the satisfaction of customers and employees drive company managers in the construction sector to adopt TQM.Keywords: Total Quality Management (TQM), organizational innovation, business performance, CEO's expectations, level of implementation of TQM. Resumen:Aunque la evidencia empírica muestra la existencia de una relación positiva entre adopción de la Gestión de calidad total (GCT) y una mejora en el desempeño organizativo, el nivel de difusión es desigual entre las empresas del sector de la construcción. El principal objetivo del presente trabajo es identificar los factores relevantes que impulsan a los directivos de las empresas de la construcción a adoptar la GCT. Específicamente, analiza el grado al cual las expectativas de los gerentes de las empresas sobre los efectos del GCT en el desempeño de su negocio determinan si es que ellos adaptaran GCT o no. Los resultados muestran que las expectativas relativas a la mejora financiera, las cuestiones ambientales, y la satisfacción de los clientes y los empleados conducen a los directivos de las empresas del sector de la construcción a adoptar GCT.Palabras clave: Gestión de calidad total (GCT), innovación organizacional, rendimiento del negocio, expectativas del CEO, nivel de implementación de la GCT.

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Section: Discussionsupporting

confidence: 60%

Determinants in the adoption of total quality management (tqm) in the construction sector: a management perspective

García‐Bernal

García-Casarejos

2016

Revista de la Construcción

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“…The idea is to 'build quality in' the process, in which all operatives are allowed to stop the entire production line, whenever there is a problem or a defective product is detected. Construction firms may be aware of a similar idea, because it is in line with the overarching goal of TQM, which has been extensively discussed in construction (Love, Li, Irani, & Faniran, 2000;Low & Teo, 2004;Delgado-Hernandez & Aspinwall, 2008). However, the prevalent culture is still characterised as 'inspect quality in'.…”

Section: Sub-principlementioning

confidence: 93%

The Toyota Way model: an alternative framework for lean construction

Gao

Low

2013

Total Quality Management & Business Excellence

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As the success of lean production is widespread, both inside and outside the manufacturing industry, there have emerged a number of models of lean construction, which look into the possible implementation of the lean principles in the construction industry. While it is commonly accepted that lean production has its basis in the Toyota production system (TPS), the 'Toyota Way' has developed as something more than simply the TPS. This study examines the current implementation frameworks of lean construction and proposes an alternative framework for the construction industry based on the Toyota Way model. It is hoped that this 'back to the basics' approach can be used to bring greater clarity to lean construction by means of the Toyota Way model. The comprehensiveness of the Toyota Way model means that it can bring about multiple angles from which to look at the lean construction model for the construction industry.

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“…A case study approach has been effectively employed to understand various phenomena in construction, akin to Lean, i.e. it was used to explore how companies in the construction sector deal with the phenomenon of 'quality' and develop quality management approaches (Delgado-Hernandez and Aspinwall, 2008). Furthermore, the approach has been previously shown to provide rich data relating to the views and actions of stakeholders involved in a real 'live' project in respect of Lean (McIvor et al, 2009).…”

Section: Methodsmentioning

confidence: 99%

Applying Lean principles to a building refurbishment project: experiences of key stakeholders

Bryde

Schulmeister

2012

Construction Management and Economics

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Lean construction can be conceptualized as a process-oriented approach derived from the Toyota Production System (TPS). Elements of the approach include pull-driven scheduling, minimizing stock held on site, visual management, levelling workloads and teamwork. While there has been empirical study of Lean in relation to new-builds there is a need to analyse its applicability to other contexts, such as refurbishments. The effect of using Lean on the refurbishment of a municipal building in Germany is investigated in this study. Participant observation, archival project documentation and semi-structured interviews are used to collect data on the use of Lean. The findings indicate the difficulty of applying Lean to refurbishment projects, particularly operating pull-drive scheduling, and the experience of the project brings into question the practicalities of applying the fundamental Lean principle of having a smooth level flow of work to refurbishment projects. Minimizing stock held on site with JIT delivery of materials also proved problematic, which was exacerbated by the commercial arrangements between subcontractors and suppliers providing no incentive to Lean. The use of the visual management aspects of Lean, such as performance charts, coupled with weekly meetings, were easier to adapt to the project and generally had a beneficial impact.

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Quality management case studies in the UK construction industry

Cited by 9 publications

References 20 publications

Determinants in the adoption of total quality management (tqm) in the construction sector: a management perspective

Determinants in the adoption of total quality management (tqm) in the construction sector: a management perspective

The Toyota Way model: an alternative framework for lean construction

Applying Lean principles to a building refurbishment project: experiences of key stakeholders

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