Review of quality management system research in construction industry

Leong, Tiong Kung; Zakuan, Norhayati; Saman, Muhamad Zameri Mat

doi:10.1504/ijpqm.2014.057975

Cited by 13 publications

(15 citation statements)

References 89 publications

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“…It helps an organization augment customer satisfaction (Zaretzky, 2008), benefits its stakeholders (Jaafreh and Al-abedallat, 2013;Yang, 2006) and stimulates continual process improvement (Welikala and Sohal, 2008;Marques et al, 2013). It improves company performance (efficiency) (Ismyrlis et al, 2015) and effectiveness (Leong et al, 2014). Quality management practices result in reduced WIP inventory, less defectives and scrap (Modgil and Sharma, 2016) and hence improves operational performance (Sharma and Modgil, 2019).…”

Section: Introductionmentioning

confidence: 99%

A study of performance measures and quality management system in small and medium enterprises in India

Bagodi¹,

Venkatesh

Sinha

2020

BIJ

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PurposeThe paper aims to identify causality amongst small and medium enterprises' (SMEs') performance indicators, propose an integrated index of business performance and quality practices and investigate the effect of quality management system (QMS) on business performance.Design/methodology/approachThis study proposes a two-stage approach. In the first stage, the authors gathered responses with a questionnaire on variables affecting business performance and identified dimensions using exploratory and confirmatory factor analyses. Path analysis was carried out to identify causality between the dimensions. In the next stage, the validation of stage 1 findings was carried out to substantiate the proposition that QMS affects performance. Questionnaire survey and in-depth interviews were conducted during the second stage. The analysis was done following the case study protocol – within- and cross-case analysis and validated with supportive and conflicting literature.FindingsThe results show that the employee – dimension is crucial to process effectiveness, customer satisfaction and finances. Customer satisfaction results from employee satisfaction and processes. QMS impacts processes and employee performance, thus establishes the causality between business performance factors and QMS. QMS impacts finances in the short run but yields long-term benefits and is dependent on two factors – degree of knowledge of quality practices and its application in business.Originality/valueThis study reveals the performance dimensions of SMEs, their causality and the impact of QMS on performance. It suggests a shift from traditional approaches, correcting defects using statistical quality control approaches, to a sustainable growth path – a long-term approach. This study puts forward two associated indices – the business performance and the knowledge of quality practices and its application index.

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Section: Introductionmentioning

confidence: 99%

A study of performance measures and quality management system in small and medium enterprises in India

Bagodi¹,

Venkatesh

Sinha

2020

BIJ

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“…This quality culture needs to be accessed for its support to the implementation of total quality management (TQM) practices (Yong and Pheng, 2008). TQM, through a proper quality management system, improves the project performance that results in higher quality, lower costs, enhanced employee satisfaction, client recognition and closer subcontractor relationships in the construction industry (Coffey and Willar, 2010;Leong et al, 2014;Willar et al, 2011). Importantly, TQM has been widely adopted globally by many construction firms as an improvement initiative for achieving customer satisfaction through continuous improvement (Aichouni et al, 2014;Delgado-Hernandez and Aspinwall, 2005;Turk, 2006).…”

Section: Introductionmentioning

confidence: 99%

Organizational culture and total quality management practices in Indian construction industry

Patyal¹,

Ambekar

Prakash

2019

IJPPM

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Purpose The purpose of this paper is to establish the relationship between organizational culture (OC) and total quality management (TQM) practices in the Indian construction industry. Design/methodology/approach A questionnaire survey was conducted to draw valid empirical data from 200 construction firms in India. The dominant culture was identified using cluster analysis. Findings The findings of cluster analysis show four emergent clusters, namely, internal, flexible, comprehensive and control. The OC profile of the Indian construction organizations is dominated by internal focus characterized by the features of both group and hierarchical cultures of Competing Values Framework (CVF). Furthermore, the results revealed that the comprehensive focus culture is the most suitable culture in addition to the internal and flexibility focus cultures for the implementation of TQM in India. Practical implications Before implementing the TQM practices, managers in construction organizations need to be aware of cultural orientation emphasized in their organizations to facilitate the effective implementation of TQM. Originality/value This paper contributes to the existing literature by providing empirical evidence that leads to the association between OC and TQM practices. The study proposes besides the internal and flexibility focus cultures, the comprehensive focus culture within the Indian construction industry are key drivers for the successful implementation of TQM practices.

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“…This also affects the company's competitive position in the market and strengthens the trust of users themselves. This means that quality management includes all measures for organizing, planning, controlling, and displaying aspects relevant to quality [4]. Orientation towards quality, ie towards the establishment of a quality management system is not a binding category.…”

Section: Quality Management System -Qmsmentioning

confidence: 99%

Quality management as the basis of business company operations for the purpose of customer satisfaction

2021

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Nowadays, companies face numerous challenges to operate successfully and remain competitive in the market. Globalization is increasing competition in the market, allowing many companies to operate in foreign markets. Increasing competition has made companies constantly trying to increase their productivity while reducing costs. To meet all the requirements, and at the same time function in the best possible way, companies must be organized adequately, taking into account the whole set of processes from the company's internal organization to the company's appearance on the market. It means, if the end-user is to be satisfied, the company must implement quality in all phases of business, ie business ethics and company culture, through the quality of technology, personnel, etc. In other words, it must be satisfied the system quality of the company, known in the literature as QMS (Quality Management System). The main purpose of this paper is to review the multiple understanding of the concept of QMS and its different underpinning theories in a business to customer context. The design of this research is based on mere documentary analysis and some observations.

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Review of quality management system research in construction industry

Cited by 13 publications

References 89 publications

A study of performance measures and quality management system in small and medium enterprises in India

A study of performance measures and quality management system in small and medium enterprises in India

Organizational culture and total quality management practices in Indian construction industry

Quality management as the basis of business company operations for the purpose of customer satisfaction

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