Quality Management Organizations and Techniques

Jr, James L Burati; Matthews, Michael; Kalidindi, Satyanarayana N.

doi:10.1061/(asce)0733-9364(1992)118:1(112)

Cited by 53 publications

(22 citation statements)

References 1 publication

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“…Under TQM, quality becomes everyone's responsibility and the training plan must be targeted for every level of the company (Burati et al 1992) Supplier involvement…”

Section: Continuous Improvementmentioning

confidence: 99%

In Quest of Total Quality Management Principles in Architectural Design Services: Evidence From Turkey

Durmus

Turkcu

Günaydın

et al. 2010

GTP

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Proposal: Architectural design companies increasingly recognize that time spent on management is not at the expense of their production and there are always better ways to organize business. Although architects have long placed a traditional emphasis on quality, quality management is still a new concept for the majority of architectural design companies, which have to organize relatively more complicated operations nowadays to meet their clients' expectations. This study aims to understand how architectural design companies define quality and explores the extent to which Total Quality Management (TQM) principles like continual improvement, employee involvement, customer satisfaction and others can be pertinent in these companies. Adopting a qualitative research strategy, the authors interviewed with the owner-managers of 10 widely-recognized architectural design companies of different size in Istanbul. The results from the content analysis of semi-structured interview data suggest that i) TQM principles cannot be directly applied in architectural design companies without an appropriate translation; ii) special characteristics of design services are important to explain quality-related perceptions of owner-managers; iii) the owner-managers feel the pressure from the changing internal and external environmental conditions, however few of them adopt a systematic and documented approach to quality management. Architectural design offices which aim to establish a quality management system can benefit from this study to understand potential problem areas on their road.

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“…Under TQM, quality becomes everyone's responsibility and the training plan must be targeted for every level of the company (Burati et al 1992) Supplier involvement…”

Section: Continuous Improvementmentioning

confidence: 99%

In Quest of Total Quality Management Principles in Architectural Design Services: Evidence From Turkey

Durmus

Turkcu

Günaydın

et al. 2010

GTP

View full text Add to dashboard Cite

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“…The first constraint is that providing transparent business processes will be essential, both in the administrative and collaborative areas. One researcher has determined that establishing and enforcing the use of transparent procedures is the focal point of designing quality into the facility acquisition process [Burati et al 1992]. …”

Section: System Constraintsmentioning

confidence: 99%

Construction Operations Building Information Exchange (COBIE)

East¹

2007

112

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“…By improving the design methods and process continuously, one may have the opportunity to create a new technique (Burati et al, 1992). None the less, how to introduce the planning process into the continuous improving concept is a long-term pursuit for researchers.…”

Section: Quality Control Of Design Workmentioning

confidence: 99%

“…Concerning the relationship between the supplier and the client, each stage is the supplier to the next stage and the following stage is the client of the previous stage. Therefore, whether the production's activities can be executed eþ ectively and eý ciently at the very beginning lies in whether the production can clearly understand and meet the customer's demands (Burati et al, 1992;Hwang, 1988). In other words, the most important TQM philosophy is to improve the production procedures and meet the customers' requirements continuously.…”

Section: Factors Of Total Quality Managementmentioning

confidence: 99%

The relationship between total quality management and project performance in building planning phase: An empirical study of real estate industries in Taiwan

Shieh¹,

Wu²

2002

Total Quality Management

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This study examines the relationship between total quality management (TQM) activities and project performance in the architectural planning phase as perceived by top managers in building industries in Taiwan within the time frame between 1997 and 1998. The result shows that quality management activities agree with the theoretical considerations of TQM. The performance in the architectural planning phase guided by TQM was also appraised. Five major factors of TQM are proposed: leadership ability; human resource management; process management; suppliers' management; and continuous quality improvement and information management. The sample ® rms in this study are classi® ed into three groups using TQM criteria. It can be seen that no signi® cant diþ erence in architectural planning technique exists among the three groups. However, they are found to be signi® cantly diþ erent in user satisfaction, pro® t of product, utilization of product and availability of maintenance.

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Quality Management Organizations and Techniques

Cited by 53 publications

References 1 publication

In Quest of Total Quality Management Principles in Architectural Design Services: Evidence From Turkey

In Quest of Total Quality Management Principles in Architectural Design Services: Evidence From Turkey

Construction Operations Building Information Exchange (COBIE)

The relationship between total quality management and project performance in building planning phase: An empirical study of real estate industries in Taiwan

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