Introduction
Techniques
A framework for
implementing TQM
in construction
Low Sui Pheng and
Peh Ke-Wei
The authors
Low Sui Pheng and Peh Ke-Wei are both based at the
School of Building and Estate Management, National
University of Singapore, Singapore.
Abstract
Unlike the construction industry, it is a well-known precept
that the manufacturing sector has notably well-instituted
quality systems. This is due to the differing nature of the
two sectors. Manufacturing calls for repeat processes with
products primarily put out in large batches. On the other
hand, construction work is undertaken in the main in
single batches or projects (i.e. one building, one bridge,
etc.). Although many of the basic processes are repeated
from job to job (e.g. concreting and plastering), the
specifics of application are always changing. However, this
is not to say that management systems which have worked
well in the manufacturing sector cannot be applied to
construction. Promotes total quality management (TQM)
philosophy for the construction industry. Explains the
rationale for TQM in construction; discusses the factors
which affect construction quality; and proposes a frame-
work for implementing TQM in the construction industry
as well as at the project level in construction.
The TQM Magazine
Volume 8 · Number 5 · 1996 · pp. 39–46
© MCB University Press · ISSN 0954-478X
39
The construction industry is typified by a
highly differentiated, fragmented and loosely
structured system. The skills, loyalty and
orientation of professionals and practitioners
in the industry have developed in an environ-
ment of specialization, differing traditions and
often opposing interests. Attempts at integra-
tion, if any, are presently weak. In addition,
the reliance on migrant labour and the short-
term nature of construction projects do not
help to make things better. New methods of
procurement are therefore required to help
overcome the inhibitive tendencies posed by
the complex nature of construction. There is
an urgent need to look at the right ways of
delivering buildings to facilitate doing the
right things right rather than simply doing
them right.
Research undertaken by the Building
Research Establishment[1] in the UK has
shown that slightly more than 50 per cent of
construction faults were caused by design
deficiencies, 10 per cent by product failure
and 40 per cent by poor workmanship.
Hence, the stategy for project implementation
must take these findings into account, espe-
cially on the need to develop the correct
design solution to satisfy clients’ require-
ments. This strategy has to unify and harness
all divergent forces and tendencies, aimed at
focusing on the definition of project objectives
to clients. The strategic approach to be adopt-
ed should:
• be holistic enough to draw on all conceiv-
able sources likely to affect the final result;
• be consistently ubiquitous across the board
of the total project organization so that all
team members are committed to achieving
and improving results as a project goal;
• provide feedback and feed-forward capa-
bility based on the total project lifecycle
concept;
• search for excellence within each and every
project participant;
• nurture a strong integrating mechanism
and allegiance oriented to the project
objective.
It follows from such a situation that a more
rational management approach for the con-
struction process needs to be identified. The
existing system of project implementation
frequently leads to conflicts among the parties
involved in the construction and development
process, hence rendering the system devoid of
 A framework for implementing TQM in construction
Low Sui Pheng and Peh Ke-Wei
effective communication and teamwork. As
construction projects become more varied
and complex in nature, a fresh management
paradigm seems imperative. In this context, a
shift from the profession-based scenario to a
project-oriented team-based scenario can be
envisaged. The various disciplines should
function within such a team culture, guided
by policies, procedures and systems while
focusing on the objectives and benefits identi-
fied for the project from the outset.
Such an effort is perceived as a “quality
approach” and it stands to reason that the
core management philosophy pursued should
therefore adhere to the fundamental princi-
ples of total quality management. In this
scenario, the inspection-oriented quality
system, which is highly prevalent in the con-
struction fraternity, will be superseded by
prevention-oriented quality management.
TQM is not a new concept in the manufactur-
ing sector. More and more organizations are
now adopting TQM processes, including
Carrier, Hewlett-Packard, IBM, Motorola
and Texas Instruments. While some of these
processes may have fallen by the wayside,
many others have succeeded. Unlike the
construction industry, it is also a well-known
precept that the manufacturing sector has
notably well instituted quality systems. This is
due to the differing nature of the two sectors.
Manufacturing calls for repeat processes with
products primarily put out in large batches.
On the other hand, construction work is
undertaken in the main in single batches or
projects (i.e. one building, one bridge, etc.).
Although many of the basic processes are
repeated from job to job (e.g. concreting and
plastering), the specifics of application are
always changing. However, this is not to say
that management systems which have worked
well in the manufacturing sector cannot be
applied to construction. For this reason, the
objective of this paper is to promote the TQM
philosophy for the construction industry. This
is to be accomplished by:
• explaining the rationale for TQM in con-
struction;
• discussing the factors which affect con-
struction quality;
• proposing a framework for implementing
TQM in the construction industry;
• proposing a framework for implementing
TQM at the project level in construction.
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The TQM Magazine
Volume 8 · Number 5 · 1996 · 39–46
Rationale for TQM in construction
The findings published by the Building
Research Establishment or BRE[1] should
form the preliminary focus for rectifying the
ills of the construction industry. It is the
upfront design process that must receive
careful attention. The start-up at this stage
should address crucial implementation strate-
gies and the client’s goals for designs, which
must be managed correctly. This can be
achieved through TQM. The justification for
TQM can be found by first examining the
causes for project under-performance which
will be discussed below. The study undertak-
en by the BRE demonstrates that cost benefits
can be achieved following the introduction of
quality. As shown in Figure 1, at least 15 per
cent savings on total costs of construction can
be achieved through eliminating re-work and
wasted work. This is accomplished by
increased attention or concern for prevention
of rejects or wastes on remedial works.
By providing the integrative mechanism to
counteract against inhibitive tendencies
caused by different professions, TQM con-
sciously focuses all parties to the common
goal of systematically identifying and meeting
the customer’s requirements as the superordi-
nate goal. It should, however, be noted that
the tools associated with TQM can be as
readily applied in a stable environment as in
the manufacturing sector. In construction,
where customers’ requirements are increas-
ingly complex and expectations uncertain, the
application of such tools can become difficult.
A large proportion of migrant labour may
exacerbate these difficulties.
Figure 1 Costs and benefits of quality management
Savings of
15 per cent $
Rework of wasted effort
Rework
Review
Review
Prevention
Prevention
Cost before Benefits after quality
quality management management
Source: BRE,1982
 A framework for implementing TQM in construction The TQM Magazine
Low Sui Pheng and Peh Ke-Wei Volume 8 · Number 5 · 1996 · 39–46

Factors influencing construction quality projects in order to eliminate all factors which
have an adverse effect on the quality of con-
The factors which have an effect on the quali-
struction works[2].
ty of construction were already identified by
Low and Goh[2]. These are ranked below in
their order of importance: TQM in the construction industry
(1) Poor workmanship by the contractors in
Within the construction industry, architects,
completing the works results from low
quantity surveyors, engineers, contractors
tender prices.
and various other specialists all have, in addi-
(2) The drawings and specifications do not
tion to their special technical skills, their own
specify clearly the intentions of the
trade or professional customs and practices.
designers. Discrepancies are found
These may have an effect on the building
between different consultants’ drawings
process either individually or collectively. The
which have resulted in poor co-ordina-
pressure for change and improved quality in
tion during construction.
the construction industry has come from
(3) The contractors pay more attention to
external sources by well-informed clients in
completing the works on schedule and
industry and government. The assessment
controlling the costs to within budget
and auditing techniques of quality assurance
than to achieving quality in construc-
and ISO 9000, developed primarily in the
tion.
manufacturing sector, have been helpful in
(4) Poor co-ordination exists between the
arousing interest in this direction. In manu-
contractors and the subcontractors as
facturing, the application of these techniques
well as the nominated subcontractors.
has led to the development of TQM for
(5) The designers do not consider the
improving the broader overall performance
“buildability” problems in design. For
within the company. In construction, the
example, the designers do not consider
broadening process must be further devel-
the use of special construction methods
oped to affect the management of the building
to achieve the tight tolerance caused by
process. Some of the factors which need to be
site constraints.
considered before TQM can be operational-
(6) The contractors cannot plan and con-
ized for construction are analysed below.
trol the works. The contractors lack the
skills to interpret the design and cannot
The customers
provide the end products on site in
The “customer” concept in TQM says that
accordance with the design and specifi-
everyone should seek to identify what his/her
cations.
customer needs. This must be coupled with
(7) The completion period fixed by the
the idea that everyone has a customer both
client and consultants is not realistic.
within and outside the organization. The
(8) The design does not satisfy the relevant
implications of this concept in relation to a
codes and standards. This has resulted
construction project are vast and dramatic.
in a large amount of remedial work for
The last people involved in the construction
the contractors and delay in the com-
of a building are the painters, decorators,
pletion of projects.
floor-layers – general specialist subcontrac-
(9) The contractors do not know how to
tors. The TQM philosophy makes them the
establish a quality system to control the
internal customer of the main contractor. The
works.
main contractor is, in turn, the customer of
(10) The materials chosen by the consultants
the quantity surveyor for the bills of quanti-
do not satisfy the standards or the
ties. The quantity surveyor is the customer of
Building Control Authority.
the architect and other engineers for the
From the above rankings, it would appear that drawings and information on which the bills
the quality of construction work is dependent of quantities are based. If this is extended
to a large extent on the attitudes of the con- further, it places the design team as the cus-
tractors and consultants. Hence, the quality of tomer of the project manager, if there is one,
the products is adversely affected if the parties or the client.
to the contract do not carry out their duties Team-working, with the client as part of
properly. It is therefore necessary to adopt a the team in a genuine partnership to achieve
total quality approach in all construction project objectives, can and does work, given
41
 A framework for implementing TQM in construction
Low Sui Pheng and Peh Ke-Wei
the right leadership and contractual relations.
The better clients, professionals and contrac-
tors are already aware of this as a successful
way to achieve repeat business to their mutual
satisfaction. However, with unique project
orientation of most construction projects,
repeat business is far from the norm due to
cultures developing which require substantial
cultural changes for the client contractor,
design professionals and specialists.
The audits
The most important audit in construction
companies and design firms is the same as in
any other organization. This is a first-party
audit which a supplier applies to his own
organization to ensure that the whole opera-
tion is functioning effectively and as manage-
ment sees it should.
In the case of manufacturers of products
who are seeking many customers for their
standard products, second- and third-party
auditing is more cost-effective and useful.
Thus, having an accredited agency, instead of
customers, to carry out the audit against the
appropriate manufacturing standard and to
certify that the supplier has a system which
complies with the standard makes practical
and economic sense. The certifying agency
must, however, be fully aware of the implica-
tions of the system within the existing indus-
trial context.
For repetitive processes, the ISO 9000
standard should form the basis for the system
and its auditing and assessment. For unique
projects, TQM and the project’s specific
requirements and standards should be the
basis for assessment and auditing. In con-
struction, this will need a greater knowledge
of the project and its framework as well as
organization than that of the ISO 9000 stan-
dard. This may not be practicable for third-
party certification agencies. However, project
auditing has an important role to play in
improving the performance and cost effective-
ness of the end product, i.e. a quality build-
ing.
TQM embodies the importance of con-
stant feedback at every stage of the building
cycle. In construction, not only must all
requirements be carefully decomposed into
systematically and clearly identifiable parts,
special attention must be given to gauge or
measure the conformance of each and every
particular identifiable component. In addi-
tion, the various sub-processes must be
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The TQM Magazine
Volume 8 · Number 5 · 1996 · 39–46
checked to see if their conformance to plans is
satisfied. Attempts must be made to measure
the identifiable parts according to an estab-
lished method of measurement so that when
the job progresses downstream, for example
outline plan through scheme design to detail
design or at final completion, the measure-
ments reflect clearly the difference between
planned targets versus actual results forming a
basis for review and audit.
The application and operation of auditing
is an essential component of a total quality
system. First-party audits should be conduct-
ed not only as a means for ensuring compli-
ance with the management system, but also as
the source for benchmarking best practices.
This benchmarking is an important means of
gradually, continually and permanently
improving performance – even in the con-
struction industry.
Building contracts
One of the factors that impede the adoption of
TQM is that the basic forms of building
contracts employed and its implied methods
of working often carry the virtual assumption
that things will go wrong. Apart from a unique
site and its conditions, unique relationships
have to be established through which the
design is developed by a range of separately
organized and controlled designers, some
professionals and some within commercial
firms. Subsequently, the building will be
constructed by numerous contractors and
subcontractors. This mode of procurement is
very different from the simple contract involv-
ing a single buyer and a single seller as envis-
aged in ISO 9000.
It is the very existence of these various
forms of building contracts that adds a vastly
different dimension to quality management in
the construction process. Even the selection
of the appropriate “standard form” is a matter
of difficulty for the employer or building
owner, and the degree to which he or his
consultants are able to define the quality
standards should be inter-dependent with the
nature of the contractual format chosen.
Emphasis in the construction industry has
always been on the checking of works – a
reactive role based on the “detection philoso-
phy”. A change to a proactive role based on a
“preventive philosophy” is needed. Building
contracts have to be formulated to ensure self-
controlled systems or assurance.
 A framework for implementing TQM in construction
Low Sui Pheng and Peh Ke-Wei
TQM can do much to prevent some of the
disputes arising out of the contract. These are
probably the ones that might be considered
the costs of poor quality during the briefing
and design development stage. However, the
nature of construction is such that conflicts
arising from site activities will require third-
party intervention. Hence, contractual provi-
sions must be provided for such conflicts.
Auditing, as discussed above, must therefore
consider the various contractual situations at
various stages of the overall construction
process.
No study or programme to develop quality
management systems to achieve a quality end
product (i.e. the building) can therefore
exclude a consideration of the implications of
the range of contractual forms available as
well as the effect of these on the quality sys-
tems of each firm. It is through these forms
that the authority, responsibility and account-
ability of the parties to the contract are legally
defined, and the quality system must, as a
matter of practice, have regard to these legal
implications. Failure to integrate the legal
requirements with practical management
action over the range of parties and people
involved can lead to a situation where disputes
(not just complaints) arise, arbitration and
litigation ensue, and the quality costs soaring
out of control.
The message is clear. Construction quality
begins with the client stating the requirements
exactly, and the designer taking these require-
ments and creating a complete set of drawings
and specifications. This takes more time in
the beginning but it probably saves time and
certainly costs in the long run.
TQM for construction projects
A review of the literature seems to suggest that
many of Crosby’s[3] approaches to quality fit
the construction industry well. In developing
a total quality culture in construction, one
important step is to develop a construction
team of main contractor and subcontractors
who would commit to the quality process and
develop a true quality attitude. The contrac-
tors have to be receptive to a change in con-
struction quality. Even though the main
contractor is responsible for the total job, they
perform less of the actual work than the sub-
contractors, both domestic and nominated. It
is therefore important for the client, his con-
sultants and the main contractor to select only
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The TQM Magazine
Volume 8 · Number 5 · 1996 · 39–46
subcontractors who had demonstrated a
quality attitude and work performance on
previous jobs.
Apart from a quality attitude, another
feature of the quality process is quality man-
agement. As part of the client’s project specifi-
cations, the general conditions should specify
the quality manager as part of the construc-
tion process. The quality manager would
ensure that work is performed according to
drawings and specifications. He would have
the ultimate authority for quality. Crosby’s[3]
quality definition, conformance to require-
ments, may be adapted to the construction
industry as simply conforming to drawings
and specifications.
When establishing the quality process, one
may also ask if the quality manager should
come from an outside organization or from
the main contractor’s staff. It is firmly
believed that the quality manager should be
part of the main contractor’s staff because an
outsider would be perceived as an inspector
instead of a team member. Furthermore,
when the main contractor’s project manager
acknowledges that the quality manager is an
assistant and not an adversary, a synergistic
relationship may be attained.
One of the very basic requirements of a
quality construction programme is that the
construction site must be kept clean. Materi-
als and equipment must be neatly stored for
future use. The reason is very simple. If a
person comes to work to a dirty and untidy
worksite it is difficult for him to believe that
quality work is really a priority. The result is
that an undesirable attitude would already be
established for lack of quality. Conversely, if
the worker arrives at a site that is clean, neat
and orderly, a quality image is set. The worker
can perform his tasks without interference.
Most workers would want to do a good job
but the atmosphere and the attitude of those
around them must be conducive.
Lastly, in addition to site cleanliness,
another basic criterion on any quality con-
struction programme would be site safety. All
Fire Safety Bureau requirements and stan-
dard safety practices must be followed during
construction. One of the rules on the worksite
is that no construction work can be performed
without wearing a safety helmet. Wearing
helmets makes the workers conscious of the
safety requirements and again reinforces a
quality attitude.
 A framework for implementing TQM in construction
Low Sui Pheng and Peh Ke-Wei
The implementation of TQM at the project
level can now be considered.
Project implementation guidelines
Successful implementation of TQM on con-
struction projects can be achieved through
persistence, positive hands-on leadership,
upfront preparation and continuous mainte-
nance of a sensible plan. The basic steps in
the implementation of TQM on construction
projects can be identified as follows:
(1) Obtain client commitment to quality.
This is crucial to success.
(2) Generate awareness, educate project staff
and change attitude.
(3) Develop and document approach to
TQM of projects but do not degenerate
into paper bureaucracy.
(4) Prepare project quality plans for all levels
of work.
(5) Install organization and managing bodies.
(6) Institute continuous improvement.
(7) Promote staff participation and contribu-
tion by quality control circles and initiate
motivation programme.
(8) Review quality plans and measure perfor-
mance.
TQM of construction projects is an incremen-
tal process comprising of a number of specific
aspects. All these must be integrated in a
sensible and practical way. It is necessary for
all project staff to be educated in TQM before
the approach to TQM of projects is initiated or
project quality plans are to be implemented.
Subcontractors’ participation
The construction quality effort involves a
process in which a key element to success is
continuous improvement. One of the major
challenges is better penetration of the quality
process into the work of the subcontractors.
Subcontractors and their workers are critical
to the main contractor’s quality initiatives.
They are the ones who actually undertake the
on-site work.
By breaking down the barriers to commu-
nications and making subcontractors under-
stand that TQM is in their best interest as well
as the main contractor’s, they can both
achieve cost savings in their construction
works and thereby increase profits. To achieve
this the main contractor must first have his
own house in order, meaning a top-to-bottom
commitment to quality management. Second,
communicating TQM to subcontractors
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The TQM Magazine
Volume 8 · Number 5 · 1996 · 39–46
requires a translation into “field friendly”
language and practices. It has to be under-
standable in their world. It is also important
to help workers understand that TQM does
not threaten their jobs or income. In addition,
it is necessary to train foremen and their
workers to believe that their suggestions are
valuable and worth communicating.
The main contractor should also help the
subcontractors introduce TQM to their
workers and show them how to trouble-shoot
problems which they may encounter. The
main contractor should conduct meetings
with his suppliers and subcontractors individ-
ually, beginning with the major trades. These
meetings should be very informal to avoid
intimidating the workers. At these meetings,
the parties would discuss the revolution in
customers’ expectations and that customers
define progress as the relationship between
value and price. When value improves and
price declines, customers see progress.
On the suppliers’ and subcontractors’
part, they should be giving the main contrac-
tor specific feedback on ways they can be
more efficient as well as ways the project/
site manager can manage the job more effec-
tively, including the purchase and delivery
of materials.
In addition to the above individual meet-
ings, it is also necessary to hold multi-trade
meetings with two or more interdependent
trades such as flooring/tiling, plumbing and
electrical. During these meetings, the main
contractor would ask the suppliers and sub-
contractors from each trade what they need
from the others to reduce damage, improve
quality and boost craftsmanship. The main
contractor should be ready with targets for
their own improvements so that the subcon-
tractors and suppliers would not view the
entire process as one-sided.
Finally, when the main contractor has
multi-party agreements, he has to make sure
that everything he promises, he delivers. This
is how the main contractor gets credibility
that continuous improvement is the founda-
tion of his business philosophy.
Keys to continuous improvement
In the implementation of TQM on construc-
tion projects, one important step is to institute
continuous improvement. Continuous
improvement would yield excellence in
design, ensure communication in contracts
and create a teamwork spirit in construction.
 A framework for implementing TQM in construction The TQM Magazine
Low Sui Pheng and Peh Ke-Wei Volume 8 · Number 5 · 1996 · 39–46

The following are the keys to continuous
improvement in the construction process:
• Learn to work smoothly in teams, i.e.
respect the principle of internal supplier to
internal customer chains.
• Be proactive to sense reasonable future
change and be prepared. Do not wait until
you are pressured into change or to act.
• Aim process improvement at the singular
goal of meeting clients’ expectations.
• Set benchmark at above average incremen-
tal process improvement to systems or
subsystems and implement/monitor pro-
grammes.
• Look for root causes when diagnosing the
system malfunction or project process
bottlenecks.
• Recognize the integrated and interdepen-
dent nature of project system and its parts.
It is only from this fundamental mindset,
commited posture and attitude shift that real
progress will emerge. The end results will
boost productivity immensely as well as con-
currently cut waste and save costs arising from
doing it right first time (DRIFT).
by getting management and employees
involved in identifying and solving work prob-
lems. Its prevention-based approach adds to
organizational strength and improves morale
and productivity. Good quality work promotes
a sense of pride. Any organization which
ignores TQM is doing itself a disservice. This
would, of course, include the construction
industry. Hence, the application of TQM in
the construction industry as well as at the level
of construction projects forms the thrust of
this paper. Clearly, the whole construction
industry is project-oriented, so improved
quality performance must be project-related
and include the whole project team. The main
contractor, suppliers, subcontractors, design-
ers, project managers and, above all, the client
– i.e. the customer whom the entire industry
exists to serve – must be involved in the
process. With this in mind, the proposed
framework for implementing TQM for the
construction industry can now be rationalized.
This is shown in Figure 2.
Figure 2 Proposed framework for implementing TQM in construction

Conclusion
The design and construction of a building or ISO 9000 quality
TQM philosophy TQM in management
civil engineering project is one of the most and principles manufacturing systems
complex and difficult industrial undertakings.
It requires management skills of a high order
and is frequently undertaken by firms with
Philip Crosby’s Lessons Criteria for
little or no formal training in management. To approaches learned quality awards
complete the structure fit for its purpose, right
first time, and to predetermined quality stan-
dards requires not only planning, organizing,
budgeting, controlling and careful adherence
to an overall project management system but
also a high level of understanding of human TQM in the
The rationale for TQM

quality construction

construction
Factors affecting

motivation and behaviour within prescribed industry

contractual obligations. All these must
embrace the client’s functional, aesthetic, cost
and time requirements, around which the Customers Audits Contracts
project quality plan should be devised.
TQM is a continuous process of incremen-
tal improvements. It may take years to put it in
place within an organization but a start could
TQM for
be made with fruitful short-term successes. construction
It should be remembered at this stage that projects
TQM is process-oriented and not so much
result-oriented. If the processes are right, the
results (i.e. quality improvements) are likely to Project implementation Subcontractors’ Keys to continuous
guidelines participation improvements
follow. TQM gives an organization the com-
petitive edge. It refines the quality of work life
45
 A framework for implementing TQM in construction
Low Sui Pheng and Peh Ke-Wei
With TQM ideas, there is a stress on collabo-
ration and social cohesion among all employ-
ees. In essence, TQM encourages:
• greater harmonization of terms and condi-
tions, thereby creating a powerful sense of
belonging;
• a collaborative community-like spirit, with
emphasis on customer service orientation
between departments, divisions or individ-
uals;
• project teams to pursue a “company-wide
policy” and dominant shared values;
• a mutual sense of belonging when all
employees are part of a quality culture
focusing on customer satisfaction as the
superordinate goal;
• certain practices to be deemed normal and
desirable;
• a shared language, i.e. a “total quality”
language.
In conclusion, the TQM philosophy, if inter-
preted and inculcated effectively, would
Commentary
The very first recorded standards came from the construction industry (Babylonian) and it is interest-
ing to see the vast construction industry addressed from a TQ point of view.
46
The TQM Magazine
Volume 8 · Number 5 · 1996 · 39–46
generate a mutually rewarding scenario for all
parties in the construction industry. It will
help to encourage the open addressing of
problems, place value on long-term relation-
ships, create a harmonious team spirit,
enhance professionalism and skills in all
quarters of the construction sector and in the
final analysis, help to achieve the intended
project objectives and benefits.
References
1 Building Research Establishment, Quality in Tradition-
al Housing, An Investigation into Faults and their
Avoidance, BRE, Garston, 1982.
2 Low, S.P. and Goh, K.H., “The practice of quality and
quality assurance in the Singapore construction
industry”, Quality Forum, Vol. 19 No. 1, Institute of
Quality Assurance, 1993, pp. 40-5.
3 Crosby, P.B., Quality Is Free, McGraw-Hill, New York,
NY, 1979.