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Islamic University - GazaThe-Higher Education Deanship

Faculty of EngineeringCivil Engineering

Construction Management Program

Critical Success Factors of TQM Implementation onConstruction Projects in Gaza Strip

Submitted By

Mustafa Al-Tayeb

Supervised By

Dr. Jihad T. Hamed

Dr. Salah R. Agha

A thesis Submitted in partial Fulfillment of the Requirement for the Degree of

Master of Science in Construction Management

1429 -2008

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.):162-163()

"

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III

Acknowledgments

I am grateful to my supervisors Dr. Jihad Hamed and Dr. SalahAgha for their professional advice, useful guidance, and excellentsupport through all stages of preparing this thesis.My deep thanks to Prof. Adnan Enshassi, Prof. Rifat Rustom, Dr.Kamalain Sha ath and Dr. Said Ghabayen for their sincere supportand help.Special thanks for statistician (Dr. Samir Saffi) who supported mevery much.Special thanks to Palestinian contractors, consultants and owners fortheir participation in filling the questionnaire and providingimportant information for this study.Finally, very special thanks to my parents, wife, and family for theirnever ending patience, and understanding.

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IV

Abstract

The construction industry has been one of the most important industries for the

development of the Palestinian infrastructure and economy. The Total Quality Management

TQM is considered as one of the most important approaches to success of construction

industry. The findings of available research revealed the importance of TQM

implementation.

The aim of research is to determine the success factors necessary for the implementation of

TQM at various phases of the project planning, design and construction in Gaza Strip. Then

develop a computer model to assess an organizations present strengths and weaknesses

with regard to its use of quality management methods.

The questionnaire is used as a tool to data collection. The research determines a total of 8

main factors with 81 sub factors were considered in the questionnaire obtained from an

extensive review of TQM literature from quality gurus, quality award models, other quality

management research and experts.

A factor analysis was carried out on the collected data, after conducted on the reliability

and validity analysis of the results and the Pareto principle was used to identified the

critical success factors of TQM implementation on construction projects in Gaza Strip.

A model has been developed. This model designed to run under Microsoft Excel.

Microsoft Excel is used in developing model as most organizations in Gaza Strip are

familiar with it.

The results of the study clearly indicate that there are seven critical success factors with 38

critical sub factors were needed for the successful implementation of TQM in Gaza Strip

organizations.

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VI

Abbreviations

AHP Analytic Hierarchy Process

BS British Standards

CSF Critical Success Factors

CSsF Critical Success sub Factors

ECDAR Palestinian Economic Council for Development &

Reconstruction

EFQM European Foundation for Quality Management

EN European Norm

EQA European Quilt Association

GDP Gross Domestic Product

ISO International Organization for Standardization

MCSsF Modify critical success sub factors

PCBS Palestinian Central Bureau of Statistics

QA Quality Assurance

QC Quality Control

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VII

Table of Contents

Dedication..................

Acknowledgments....

Abstract............ IV

Arabic Abstract.............V

Abbreviations...............................................................................................VI

Table of Contents............VII

List of Tables.................. XII

List of Figures..................XIVChapter 1

Introduction................................................................................................................1

1.1 The nature of the construction industry..1

1.2 Total Quality Management.....1

1.3 Construction industry and economy in Palestine ...2

1.4 Research aim and objectives...........3

1.4.1 Research Aim.......31.4.2 Research Objectives...3

Chapter 2

Literature review .......................................................................................................4

2.1 Quality definitions.......4

2.1.1 Transcendent approach..........4

2.1.2 Product-based approach.....4

2.1.3 User-based approach...4

2.1.4 Value-based approach.....5

2.1.5 Manufacturing-based approach...5

2.2 Historical development of quality management.......5

2.2.1 Quality inspection stage...5

2.2.2 Quality control stage........6

2.2.3 Quality assurance stage....6

2.2.4 Total quality management stage......7

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2.3 Quality cost........7

2.3.1 Prevention cost.....7

2.3.2 Appraisal cost...........7

2.3.3 Internal failure costs.....7

2.3.4 External failure cost.........7

2.3.5 Economic model for optimum quality costs.....8

2.4 Total Quality Management gurus.........8

2.5 Construction vs. manufacturing..12

2.6 Quality cost of TQM..13

2.7 Quality award models.....13

2.7.1 Malcolm Baldrige national quality award.....14

2.7.2 European quality award......15

2.7.3 Deming application prize......16

2.8 Success factors of TQM implementation on construction projects....17

2.8.1 Leadership......17

2.8.2 Resource management..18

a) Human resources....19

b) Information resources...19

c) Financial resources....19

d) Material resources.19

e) Technological resources19

2.8.3 Strategic and plan.19

2.8.4 Process management.20

a) Quality process system..20

b) Customer relationship management..21

c) Coordination and structure....21

2.8.5 Customer satisfaction.......21

2.8.6 Training and education.22

2.8.7 Continuous improvement.23

2.8.8 Communication....23

2.9 Conclusions...........................................................................................................23

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IX

Chapter 3

Methodology.................................................................................................................25

3.1 Research procedures.25

3.2 Research population.....263.3 Sample size...27

3.4 Sample selection...27

3.5 Questionnaire design........28

3.6 Pilot study.........29

3.7 Empirical study.29

3.7.1 Validity of questionnaire..29

a) Criterion relatedvalidity..............29

b) Structure validity of the questionnaire......30

3.7.2 Validity test..30

3.7.3 Reliability of the research................................................................................31

3.7.4 Reliability test.........................................................................................................31

3.8 Data collection...........................................................................................................32

3.9 Statistical analysis tools.....32

3.9.1 Cronbach's alpha...323.9.2 The relative importance index.......33

3.9.3 Spearman rank correlation coefficient......33

3.9.4 Degree of agreement/disagreement among raters....34

Chapter 4

Analysis and discussion.................................................................................................35

4.1 Study population....................................................................................................... 35

4.1.1 Type of organization.........................................................................................35

4.1.2 Years of experience...........................................................................................36

4.1.3 Full time employees..........................................................................................36

4.1.4 Companies classification...................................................................................37

4.1.5 Respondent position..........................................................................................38

4.1.6 Projects executed...............................................................................................38

4.1.7 Construction dollar value..................................................................................39

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4.2 Sub success factors of TQM implementation.............................................................40

4.2.1 Leadership.........................................................................................................40

4.2.2 Resource management.......................................................................................43

a) Human resources..................................................................................

......43

b) Information resources................................................................................44

c) Financial resources....................................................................................45

d) Material resources......................................................................................46

e) Technological resources.............................................................................47

4.2.3 Strategy and plan...............................................................................................48

4.2.4 Process management ................................................................................ 49

a) Quality process system...................................................................... 49

b) Customer relationship ........................................................................ 51

c) Coordination and structure .................................................................. 51

4.2.5 Customer satisfaction ............................................................................... 52

4.2.6 Training and education ............................................................................. 53

4.2.7 Continuous improvement .......................................................................... 55

4.2.8 Communication ....................................................................................... 56

4.3 Main success factors of TQM implementation ................................................... ..57

4.3.1 Leadership.........................................................................................................58

4.3.2 Resource management......................................................................................58

4.3.3 Strategy and plan ...................................................................................... 59

4.3.4 Process management ................................................................................ 59

4.3.5 Customer satisfaction........................................................................................60

4.3.6 Training and education......................................................................................60

4.3.7 Continuous improvement..................................................................................61

4.3.8 Communication.................................................................................................62

4.4 Degree of agreement among the different types of organizations.............................62

4.5 Means differences of the organization type...............................................................63

4.6 Correlation between each main factor in part three of the questionnaire and the

corresponding factor in part two...............................................................................64

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XI

Chapter 5

Model Development.......................................................................................................66

5.1 Model development steps...........................................................................................66

5.2 Model application......................................................................................................81

5.3 Model verification......................................................................................................81

5.4 Using the model.........................................................................................................81

Chapter 6

Conclusions and Recommendation..............................................................................82

6.1 Conclusions................................................................................................................82

6.2 Recommendation.......................................................................................................84

References.............................................................................................................................85

List of Appendixs.................................................................................................................90

Appendix (A) Questionnaire............................................................................................91

Appendix (B) Validity of Questionnaire........................................................................104

Appendix (C)Excel Model............................................................................................112

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XII

List of Tables

Table 2.1: Fundamental factors for effective TQM implementation.................9

Table 2.2 Malcolm Baldrige national quality model...................................................................14

Table 2.3: European quality model..............................................................................................15

Table 3.1: Sample size for each organization..............................................................................27

Table 3.2: Likert scale..................................................................................................................28

Table 3.3: Correlation coefficient of each item of Leadership and the total of this field............30

Table 3.4: Cronbach's Alpha for each field of the questionnaire and the entire questionnaire....31

Table 3.5: Number of the questionnaire respondents...................................................................32

Table 4.1: Leadership sub-factors according to overall respondents opinions.............................42

Table 4.2: Human resources sub-factors according to the overall respondents' opinion.............44

Table 4.3: Information resources sub-factors according to the overall respondents opinion.......45

Table 4.4: Financial resources sub-factors according to the overall respondents' opinion..........46

Table 4.5: Material resources sub-factors according to the overall respondents' opinion............47

Table 4.6: Technological resources sub factors according to the overall respondents'

opinion..........................................................................................................................................47

Table 4.7: Strategy and plan sub-factors according to the overall respondents' opinion.............49

Table 4.8: Quality process system sub-factors according to the overall respondent opinion......50

Table 4.9: Customer relationship sub-factors according to the overall respondent opinion......

..51Table 4.10: Coordination and structure sub-factors according to the overall respondent

opinion.........................................................................................................................................52

Table 4.11: Customer satisfaction sub-factors according to the overall respondent opinion.....53

Table 4.12: Training and education sub-factors according to the overall respondent opinion....54

Table 4.13: Continuous improvement sub-factors according to the overall respondent

opinion..........................................................................................................................................56

Table 4.14: Communication sub-factors according to the overall respondents opinion..............57

Table 4.15: Main total quality management factors according to the overall respondents'

opinion..........................................................................................................................................57

Table 4.16: Kendall's Coefficient of Concordance for each group..............................................63

Table 4.17: Kruskal- Wallis test for factors affecting the TQM implementation in

construction projects...................................................................................................................64

Table 4.18: Correlation between each main factor influencing the implementation

of TQM and the corresponding field...........................................................................................64

Table 5.1: The importance percentage for the main factors.........................................................67Table 5.2: the importance percentages for groups factors under process management...............68

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Table 5.3: The importance percentages for group factors under resource management..............68

Table 5.4: The importance percentage for sub-factors..................................................................69

Table 5.5: Cumulative percentages of sub-factors in descending arrangement............................73

Table 5.6: Modify critical success sub factors of TQM implementation.....................................78

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XIV

List of Figures

Fig. 2.1: Economic of quality of conformance.......................................................................8

Fig. 3.1: The methodology flow chart...................................................................................26

Fig. 4.1: Distribution of organization based on type.............................................................35

Fig. 4.2: Percentage of respondents related to experience years...........................................36

Fig. 4.3: Number of full time employees vs type of organization.........................................37

Fig. 4.4: The percentage of respondent according to the classification.................................37

Fig. 4.5: Respondent position vs type of organization..........................................................38

Fig. 4.6: Number of projects executed between 1998 to 2008..............................................39

Fig. 4.7: The dollar value of construction projects performed between 1998 to 2008.........39

Fig. 5.1: Pareto chart for TQM sub factors number..............................................................77

Fig. 5.2: Pareto chart for TQM sub factors percentage.........................................................78

Fig. 5.3: Critical success factors of TQM implementation...................................................80

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1

Chapter 1

Introduction

1.1 The nature of the construction industry

A construction project usually spans several years and goes through many phases. They are

typically described as engineering planning, concept design, bid and proposal, engineering

design, procurement, construction, acceptance and test, pilot run, etc. These individual

phases can be carried out by different organizations at different stages. The performance of

each phase will affect the quality of the project (Tan and Lu, 1995).

The quality of construction problems can invariably be traced back to the problem of the

quality of design, such as error, incompleteness, and lack of constructability. Since the cost

of the design phase accounts for only about 3-10 per cent of the project on average, most of

the research into and discussion of the quality of construction projects have focused on the

construction phase, and seldom on the design phase. The quality of design of projects leads

to the quality of the construction design and the competitiveness of the engineering firms.

On the other hand 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 environment of

specialization, differing traditions and often opposing interests. Attempts at integration, if

any, are presently weak. In addition, the short-term nature of construction projects does 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 (Pheng and Ke-Wei 1996).

1.2 Total Quality Management

Total Quality Management (TQM) appears to be a concept which is difficult to summarize

in a short definition. TQM is a process lead by senior management to obtain involvement

of all employees in the continuous improvement of the performance of all activities (Harris

et al 2006).

TQM is a continuous process of incremental improvements. TQM may take years to be put

in place within an organization but a start could be made with fruitful short-term successes.

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It should be remembered at this phase that TQM is a process-oriented and not so much

result-oriented. If the processes are right, the results (i.e. quality improvements) are likely

to follow. TQM gives an organization a competitive edge. It refines the quality of work life

by getting management and employees involved in identifying and solving work problems.

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 has a less opportunity of competitiveness. This would, of course, include the

construction industry. Clearly, the whole construction industry is project-oriented, so

improved quality performance must be project-related and include the whole project team.

The main contractors, suppliers, subcontractors, consultants, and above all the owners must

be involved in the process.

The TQM philosophy, if interpreted effectively, would 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 relationships, enhance professionalism

and skills in all of the construction sector and in the final analysis, help to achieve the

intended project objectives and benefits (Pheng and Ke-Wei 1996).

1.3 Construction industry and economy in Palestine

Palestine is almost totally dependent on the economy of Israeli occupation. This situation

did not come about by accident: it was created to serve the interests of the occupying

power. More than 80% of exports are directed to Israel, from which about 90% of imports

originate. Palestine experiences a trade deficit with Israel because, after years of neglect, it

lacks a broad, competitive industrial and agricultural base. This situation is further

compounded by Israeli restrictions on the volume, destination and sources of Palestinian

trade (PECDAR, 2007)

The construction sector in Palestine experienced a considerable growth in the aftermath of

1967; its share of GDP increased from less than 9 % in 1985 to more than 23 % in 1995.

During that period the sector's contribution fluctuated in an upward long-run trend bounded

by 9 % and 19 % from 1970 to 1980, and by 15,2 % and 23 % from 1989 to 1995.

However, it appears that in 2006 the construction sector's contribution to the GDP was

reduced to 12 % due to the second Intifada in Palestine (PCBS, 2007).

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1.4 Research aim and objectives

1.4.1 Research Aim

The aim of this study is to determine the critical success factors necessary for the

implementation of total quality management at various phases of the project planning,

design and construction and to develop a model based on these factors assess an

organizations to implementing TQM on construction industry in Gaza Strip.

1.4.2 Research Objectives

1. Define the critical success factors that affect the quality during project phases. This

serves as the basis and reference point for implementing total quality managementin the construction industry;

2. Study the degree of consistency in terms of perceptions of quality between the

construction team and other related teams during the project phases;

3. Derive the relative weights of the impacting factors to provide the guidelines to

implementing total quality management;

4. Develop a model to help in implementing TQM during the different phases of the

project in Gaza Strip.

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Chapter 2

Literature Review

2.1 Quality definitions

Quality is an important issue in the modern competitive business world. Like the 'theory of

relative' quality is sometimes expressed as a relative concept and can be different things to

different people, contexts, and industry. Quality is defined based on five approaches

(Dahlgaard et al, 2005):

2.1.1 Transcendent approach

Walter Shewhart, (1931) first defined quality as "the goodness of a product" this view

referred to as the transcendent "transcends, to rise above or extend notably beyond ordinary

limit" definition of quality (Evans and Lindsay, 2001).

The transcendent definition of quality is derived from philosophy and borrows heavily

from Platos discussion of beauty. From this view point, quality is synonymous with innate

excellence. The assumption is that quality is both absolute and universally recognizable. It

is clear that approach to defining quality is highly subjective (Dahlgaard et al, 2005).

2.1.2 Product-based approach

Another definition of quality is that it is a function of a specific, measurable variable and

that differences in quality reflect differences in quantity of some product.

The product-based approach has its roots in economics. Differences in the quantity of some

ingredient or attribute possessed by the product are considered to reflect differences in

quality. This view of quality, based on a measurable characteristic of the product rather

than on preferences, enables a more objective assessment of quality. As a result, quality is

often mistakenly assumed to be related to price, the higher the price, the higher the quality

(Evans and Lindsay, 2001).

2.1.3 User-based approach

In the user-based definition, quality is the extent to which a product or service meets and/or

exceeds customers expectations. This approach is marketing-based, and emerged primarily

out of the services marketing literature. As the service sector grew in the US and other

economies, the customers perspective became increasingly more important in determining

quality. However, the impact of the customers viewpoint can be seen in several of the

early definitions and discourses on quality. For example, In 1951, Juran conceptualized

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that quality was composed of two parts: the quality of design and the quality of

conformance. The quality of design, in essence, referred to providing satisfaction to

customers by designing products that meet their needs. The user-based definition is widely

accepted and considered one of the key concepts of TQM (Sebastianelli and Tamimi,

2002).

2.1.4 Value-based approach

The value-based definition equates quality with performance at an acceptable price, or

alternatively conformance at an acceptable cost. This definition is derived from traditional

economic models, and is based on the notion that consumers often consider quality in

relation to price. In 1951, Feigenbaum introduced this idea when he defined quality as

best for certain customer conditions, the conditions being the actual use and selling price

of the product. Here, the notion of worth is incorporated into the definition of quality,

making this more subjective than objective (Sebastianelli and Tamimi, 2002).

2.1.5 Manufacturing-based approach

A fifth approach of quality is manufacturing-based approach. That is, quality is defined as

the desirable outcome of engineering and manufacturing practices, or conformance to

specifications (Evans et al, 2001).This definition is basis for statistical quality control. It has an internal focus, in contrast to

the external focus of the user-based approach, and quality is considered an outcome of

engineering and manufacturing practices. Deviations from design specifications result in

inferior quality, and consequently increased costs due to scrap, rework or product failure.

This definition allows for the precise and objective measurement of quality, although it has

limited applicability for services (Sebastianelli and Tamimi, 2002).

2.2 Historical development of quality management

The development of quality management can be defined in four stages: quality inspection,

quality control, quality assurance, and total quality management (Dale, 2003).

2.2.1 Quality inspection stage

Quality management started with simple inspection-based systems. Under such a system,

one or more characteristics of a product are examined, measured or tested and compared

with specified requirements to assess its conformity with specification or performance

standards. This system is used to appraise the input, output and assemblies in the

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production process. It is undertaken mainly by staff employed specifically for this purpose.

The work which does not conform to specifications may be reworked or causes claim. In

some cases, inspection is used to grade the finished products. The system is an after-the-

fact screening process with no prevention content other than, perhaps, the identification of

suppliers, operations or workers non-conforming products. Simple inspection-based

systems are usually wholly in-house and do not directly involve suppliers or other external

party (Dale, 2003).

2.2.2 Quality control stage

Quality control is defined in BS, EN, ISO 8402 as "The operational techniques and

activities that are used to fulfill requirements for quality"(Mccabe, 1998).

Under a system of quality control, product testing and documentation control became the

ways to ensure greater process control and reduced non-conformance. Typical

characteristics of such systems are performance-data collection, feedback to earlier stages

in the process, and self-inspection. While screening inspection is again the main

mechanism for preventing products which are outside the specification from being shipped

to customers, quality control measures lead to greater process control and a lower incidence

of non-conformance (Dale, 2003).

In construction, this process includes first, setting specific standards for construction

performance, usually through the plan and specifications; second, measuring variances

from the standard; third, taking action to correct or minimize adverse variance; and finally,

planning for improvements in the standards themselves and conformance with the

standards (Barrie and Paulson, 1992).

2.2.3 Quality assurance stage

Quality assurance is defined in BS, EN, and ISO 8402 as "All those planned and systematic

actions necessary to provide adequate confidence that a product or service will satisfy

given requirements for quality". The quality assurance stage came with the change away

from product quality towards system quality. In this stage, an organization sets up a system

for controlling what is being done and the system is audited to ensure that it is adequate

both in design and execution. Characteristics of this stage are the use of quality manuals,

procedures, work instructions, quality planning, quality audits, etc. The fundamental

difference is that quality assurance is prevention-based while quality control is inspection-

based (McCabe, 1998).

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2.2.4 Total quality management stage

Total quality management (TQM) stage is the highest level, involving the application of

quality management principles to all aspects of the business. TQM requires that the

principles of quality management be applied in every branch and at every level in an

organization. ISO 8402:1994 defines TQM as a management approach of an organization

centered on quality, based on the participation of all its members and aiming at long-term

success. This is achieved through customer satisfaction and benefits to all members of the

organization and to society (Dale, 1999).

2.3 Quality cost

The cost of quality is generally classified into four categories (Juran and Gryna, 1993):

2.3.1 Prevention cost:Are all of the costs expended to prevent errors from occurring in all

functions within an organization. They include quality planning cost, new product review

cost, process control cost, quality audit cost, supplier quality evaluation cost and training

cost.

2.3.2 Appraisal cost:These include all activities undertaken while conducting inspections,

tests and other planned evaluations used to determine whether products and/or servicesconform to their requirements. Requirements include specifications, as well as engineering

documents and information pertaining to procedures and processes. All documents that

describe the conformance of the product or service are included.

2.3.3 Internal failure costs:Include scrap cost, loss cost, rework cost, failure analysis cost,

re-inspection and retesting cost and downgrading cost.

2.3.4 External failure cost:Are the costs that are associated with defects that are found

after using the product. They may include warranty charges cost, complaint adjustment

cost, returned material cost and allowances cost.

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2.3.5 Economic model for optimum quality costs.

This model shows three curves: failure costs, costs of appraisal plus prevention, and sum of

the curves. Failure costs are zero when the product is 100 percent good. As

nonconformance increases, the failure costs rise rapidly. At 100 percent nonconformance

(the left-hand boundary of the chart), the product is 100 percent defective. At this point,

none of the units are good, and the failure cost per good unit becomes infinite. When the

product is 100 percent defective, the cost of appraisal plus prevention is zero (left-hand

boundary of Fig. 2.1). To improve conformance, costs of appraisal and prevention are

increased until perfection is approached. The costs of appraisal and prevention rise

asymptotically, becoming infinite at 100 percent conformance. The total quality cost curve

(summation of failure, appraisal and prevention costs) represents the total quality cost pergood unit.

Fig. 2.1: Economic of quality of conformance (Juranand Gryna, 1993)

2.4 Total quality managementgurus

TQM is a relatively new concept in the construction industry, but it has made a significant

impact during the past two decades. Conceived by (Deming, 1986) shortly after World War

II, TQM was first applied in the manufacturing sector. The principles of TQM helped the

companies regain their edge in the highly competitive worldwide manufacturing arena.

Soon after the construction companies began to recognize the benefits of TQM in their

market sector (Gould and Joyce, 2003).

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An extensive review of literature was carried out to study the concept of TQM from quality

gurus such as Deming, Juran, Crosby, and Ishikawa. Their propositions are the foundation

for understanding the concept of TQM. Table 2.1 presents the main principles and practices

of TQM proposed by these quality gurus.

Table 2.1:Fundamental factors for effective TQM implementation

Quality gurus Fundamental factors for effective TQM implementation

Point 1:Create constancy of purpose towards improvement of

product and service, with the aim to become competitive and to stay

in business, and to provide jobs

Point 2: Adopt the new philosophy. We are in a new economic age.

Global management must awaken to the challenge, must learn their

responsibilities, and take on leadership for change

Point 3:Cease reliance on mass inspection to achieve quality.

Eliminate the need for inspection on a mass basis by building quality

into the product in the first place

Point 4:End the practice of awarding business on the basis of price

tag. Instead, minimize total cost. Move toward a single supplier for

any one item, on a long term relationship of loyalty and trust

Point 5:Improve constantly and forever the system of production

and service, to improve quality and productivity, and thus constantly

decrease costs

Point 6: Institute training on the job

Point 7:Institute leadership. The aim of supervision should be to

help people and machines and tools to do a better job.

Point 8:Drive out fear, so that everyone may work effectively for

the company

Point 9:Break down barriers between departments. People in

research, design, sales, and production must work as a team, to

foresee problems of production and in use that may be encountered

with the product or service

Point 10:Eliminate exhortations and targets for the work force

asking for zero defects and new levels of productivity

Point 11:Eliminate work standards (quotas) on the factory floor.

Point 12:Remove barriers that rob the hourly workers of their right

to pride of workmanship. The responsibility of supervisors must be

changed from mere numbers to quality. Remove barriers that rob

people in management and in engineering of their right to pride of

workmanship

Point 13:Encourage education and self-improvement for everyone

Deming lists the

essential fourteen

points a company

must integrate into

its system to become

TQM successful

(Gitlow et al, 1995)

Point 14:Take action to accomplish the transformation

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Table 2.1(Cont.):Fundamental factors for effective TQM implementation

Quality gurus Fundamental factors for effective TQM implementation

Establish the quality goal

Identify customers

Discover customer needs

Develop product features

Develop process features

Quality planning

Establish process controls and transfer to

operations

Choosing the control subject

Choosing a unit of measure

Set goals

Creating a sensor

Measuring actual performance

Interpret the difference

Quality control

Taking action on the difference

Prove the need

Identify projects

Organize project teams

Diagnose the causes

Provide, remind, prove that the remedies

are effective

Deal with resistance to change

Juran considersquality management

as three basic

processes(Juran and

Gryna, 1993).

Quality improvement

Control to hold the gains

(1) Demonstrate management commitment in every possible way

(2) Encourage every employee by using quality improvement team

(3) Use quality measurement to show what needs to be done, and to

indicate progress

(4) Evaluate the cost of quality to demonstrate any savings when

they start to occur

(5) Use quality awareness to remind people what they are expected

to contribute

(6) Aim to prevent problems by taking corrective actions

(7) Establish a committee for the zero defects

Crosby defined 14

steps for quality

improvement

(McCabe, 1998).

(8) Educate employees and give them appropriate training

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Table 2.1(Cont.):Fundamental factors for effective TQM implementation

Quality gurus Fundamental factors for effective TQM implementation

(9) Arrange a special day discussion and presentation

(10) Set goal to provide targets for improvement

(11) Remove the causes of error by making improvement and

communicate them to all concerned

(12) Recognise the efforts of those who make the greatest

contribution

(13) Formulate the efforts of those in a quality councils consisting of

representatives from all areas of the organization

Crosby defined 14

steps for quality

improvement

(McCabe, 1998).

(14) Do it all over again

Quality first - not short-term profits first

Customer orientation - not producer orientationThe next step is your customer - breaking down the barrier of

sectionalism

Using facts and data to make presentations - utilization of statistical

methods

Respect for humanity as a management philosophy, full

participatory management

Ishikawa defined six

fundamental

principles of total

quality control

(Zhang, 2001).

Cross - functional management

Quality improvement should concentrate on reducing the variation

of the products key performance characteristics with regard to their

target valuesThe loss suffered by a customer due to a products performance

variation is often approximately proportional to the square of the

deviation of the performance characteristics from its target value

The final quality and cost of manufactured products are determined

to a large extent by the engineering design of the product and the

manufacturing process

A products or processs performance variation can be reduced by

exploiting the non-linear effects of the product or process

parameters on the performance characteristics

Taguchis quality

concepts (Zhang,

2001).

Statistically planned experiments can be used to identify the settingsof product/process parameters that reduce performance variation

(1) Setting quality standards

(2) Appraising conformance to these standards

(3) Acting when standards are not met

Feigenbaum Four-

step approach

(McCabe, 1998).

(4) Planning for improvement in these standards

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On the other hand, in 2004 Baidoun identify fundamental factors for effective TQM

implementation West Bank organizations. These factors are (Baidoun 2004):

Top management commitment and involvement

Middle managers and employee commitment and involvement Communication

Training and education

Quality infrastructure

Formal documented quality management system

2.5 Construction vs. manufacturing

The design and construction of a building or civil engineering project is one of the most

complex and difficult industrial undertakings (Willis et al, 1996). A construction project

usually spans several years and goes through many phases. They are typically described as

engineering planning, concept design, bid and proposal, engineering design, procurement,

construction, acceptance and test, pilot run, etc. These individual phases can be carried out

by different organizations at different stages. The performance of each phase will affect the

quality of the project (Tan and Lu, 1995).

The construction industry is different from manufacturing due to the fragmented structure

of the construction industry, often small in size and less inclined to formal methods of work

study and management; (Jaafari, 1996)

Diffused responsibility, that is, on normal construction projects typically many

individual professionals and firms share the responsibility for the specifications,

design and construction of these projects.

Prototype nature, that is, projects typically resemble prototype products in the

manufacturing industry, often carrying unique design features, site characteristics

and functions.

Transient and itinerant labour force, who are not trained to operate under the quality

assurance mode of construction, that is, the training in the skilled labour has

generally been based on learning how to do the work, not necessarily being ones

own inspector to produce zero defect.

Lack of research and development.

Subcontracting who need to perform most specialist tasks have been employed as

and when required (Langford et al, 1995).

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2.6 Quality cost of TQM

Management needs to implement TQM throughout the organization with the overall

corporate goals to improve efficiency and reduce failure cost while improving current

quality and customer service levels.

One of the most difficult aspects of co-ordinating the implementation of TQM is to keep

the delicate balance between maintaining the creative momentum of people without

neglecting the fiscal responsibility entrusted to management. It is of interest to note that the

need for management to motivate people for heightened performance within budgetary

constraints is a basic requirement to enhance organizational effectiveness. This is no

coincidence - academia and business increasingly recognize that the concept of TQM

consists of applying sound business practices and quality tools to improve organizational

performance.

TQM has been introduced along with the quality cost concept do not lose the support of

management. The point is that the quality cost concept strengthens the pertinence of TQM

within the organization, much as it generally justifies the use of a quality approach in its

own right (Laszlo, 1997)

Management can thus support quality cost not as a charity or a contribution to society

but as a legitimate business investment for which a fair return is to be expected. That is the

very essence of TQM - involving everyone in the quest for continuous improvement.

2.7 Quality award models

World-wide, there are several Quality Awards, such as the Malcolm Baldrige National

Quality Award in the United States of America; the European Quality Award in Europe

And the Deming Prize in Japan. The broad aims of these awards are described as follows:

(1) Increase awareness of the importance of quality management because of its important

contribution to superior competitiveness

(2) Encourage systematic self-assessment against established criteria and market awareness

simultaneously

(3) Stimulate sharing and dissemination of information on successfully deployed quality

strategies and on benefits derived from implementing these strategies

(4) Promote understanding of the requirements for the attainment of quality excellence and

successful deployment of quality management

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(5) Stimulate organizations to introduce a quality management improvement process

Each award is based on a perceived model of total quality management. They do not focus

solely on either product or service perfection or traditional quality management methods,

but consider a wide range of management activities, behavior and processes which

influence the quality of the final offerings (Zhang, 2001).

2.7.1 Malcolm Baldrige national quality award

In 1987, the US Congress passed the Malcolm Baldrige national quality improvement Act,

and thus established an annual quality award in the USA. The aim of the award is to

stimulate American organizations to improve quality, satisfy customers, and improve

overall company performance and capabilities. The model framework may be used toassess an organizations current quality management practices, benchmark performance

against key competitors and world-class standards, improve relations with suppliers and

customers. The model framework is in Table 2.2 (Zhang, 2001).

Table 2.2:Malcolm Baldrige national quality model (Zhang, 2001)

Main factors Sub factors

Leadership system

Leadership Company responsibility and citizenship

Strategy development processStrategic planning

Company strategy

Customer and market knowledgeCustomer and market

focus Customer satisfaction and relationship enhancement

Selection and use of information and data

Selection and use of comparative information and

data

Information and analysis

Analysis and review of company performance

Work systems

Employee education, training, and developmentHuman resource

development and

management Employee well-being and satisfaction

Management of product and service processes

Management of support processesProcess management

Management of supplier and partnering processes

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Customer satisfaction results

Financial and market results

Human resource results

Supplier and partner results

Business results

Company-specific results

2.7.2 European quality award

The European Quality Award was officially launched in 1991. The primary purpose of the

award is to support, encourage and recognize the development of effective total quality

management by European companies. The model of the European Quality Award is

divided into two parts: enablers and results. The enablers are leadership, people

management, policy & strategy, resources, and processes. The results are people

satisfaction, customer satisfaction, impact on society, and business results which are the

measure of the level of output attained by the organization. The model consists of nine

primary elements which are further divided into a number of secondary elements (EFQM,

1994). The primary and secondary elements are shown in Table 2.3 (Zhang, 2001).

Table 2.3:European quality model (EFQM, 1994)

Main factors Sub factors

Visible involvement in leading total quality

A consistent total quality culture

Timely recognition and appreciation of the effects and

successes of individuals and teams

Support of total quality by provision of appropriate

resources and assistance

Involvement with customers and suppliers

Leadership

Active promotion of total quality outside the

organization

How policy and strategy are based on the concept of

total quality

How policy and strategy are formed on the basis of

information that is relevant to total quality

How policy and strategy are the basis of business plans

How policy and strategy are communicated

Policy and strategy

How policy and strategy are regularly reviewed and

improved

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How continuous improvement in people management

is accomplished

How the skills and capabilities of the people are

preserved and developed through recruitment, training

and career progression

How people and teams agree targets and continuouslyreview performance

How the involvement of everyone in continuous

improvement is promoted and people are empowered

to take appropriate action

People management

How effective top-down and bottom-up

communication is achieved

Financial resources

Information resources

Material resources and fixed assets

Resources

The application of technologyHow processes critical to the success of the business

are identified

How the organization systematically manages its

processes

How process performance measurements, along with

all relevant feedback are used to review processes and

to set targets for improvement

Processes

How the organization implements process changes and

evaluates the benefits

2.7.3 Deming application prize

The Deming Prize was established by the Board of Directors of the Japanese Union of

Scientists and Engineers in 1951. Its primary purpose was to spread the quality

management by recognizing performance improvements issuing from the successful

implementation of company-wide or total quality control based on statistical quality control

techniques. The Deming Prize proved to be an effective instrument for spreading quality

management methods throughout the Japanese industries.

There are ten primary elements in the Deming Application Prize. There is also a checklist

which is used to evaluate the performance of senior executives. This checklist emphasizes

the importance of top managements active participation in quality management activities

and understanding of the main requirements of quality improvement programs. Also, the

checklist provides the senior executives with a list of what they need to do.

The primary elements in the Deming Application Prize and the checklist used to evaluate

senior executives are listed below.

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(a) Policies

(b) The organization and its operations

(c) Education and dissemination

(d) Information gathering, communication and its utilization

(e) Analysis

(f) Standardization

(g) Control/management

(h) Quality assurance

(i) Effects

(j) Future plans

The primary elements in the checklist used to evaluate the performance of senior

executives are as follows:

(a) Understanding and enthusiasm

(b) Policies, objectives and targets

(c) The organization, systems and human resources

(d) Education, dissemination and thorough implementation

(e) Implementation

(f) Future policies, plans and measures

2.8 Critical success factors of TQM implementation

From an extensive review of TQM literature from quality gurus, quality award models,

other quality management research and study of local construction industry. The success

factors of TQM implementation on construction projects included the following main

factors.

2.8.1 Leadership

Top management leadership is one of the most important factors to implementing TQM in

construction industry. Leadership, considered as the most influential TQM element, affects

in the other elements of the organization. The degree of visibility and support that

management takes in implementing a total quality management is critical to the success of

TQM implementation.

To implement TQM in the organization successfully, top management has to believe in it -

be committed to it and to demonstrate the belief - the commitment to it. The foundation of

an effective total quality management effort is commitment.

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Many research discuss the leadership success factors such as ( Zhang, 2001); (Antony et al,

2002); (Jung and Wang 2006); (Hides et al, 2000); (Chow and Lui,2001); and (Sarros et al,

2006). The important factors as in these researches are:

Top management commitment Middle management and employees commitment

Ability of top management to identify the responsibilities for quality performance

Ability to distribute the responsibilities for quality on the department heads

Attached to quality by the top management in relation to cost and schedule

objectives

Involvement with customers and suppliers

Support of total quality in organization culture Involvement in total quality objective task definition, budgeting, and measurement

Develop a long-term vision

strong character of leaders such as (humility, courage, integrity, compassion,

humour, passion, and wisdom)

2.8.2 Resource management

Resource management is a range of TQM strategies, processes, and activities designed to

support corporate objectives by integrating the needs of the customers, the organization,

and the individuals working in the organization. Both (Bryde and Robinson, 2007) and

(Abu-Hamatteh et al, 2003) defined the resource development and management as the one

of the important factors to implementing the TQM. This factor include sub factors focuses

on having and implementing a clear methodology to plan, develop, enhance, and review the

resources (e.g., human, information, financial, materials and technological) needed to

succeed.

Resource

management

Human

resources

Information

resources

Financial

resources

Material

resources

Technological

resources

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a) Human resources

Methodology for collecting and analyzing information

Welfare program

Training needs and evaluating

Incentives system

b) Information resources

Information system

Program for specifying the needs for information system

Information system covering most of the duties

c) Financial resources

Methodology of preparing budget

Plans to increase income, cut down on expenditure

Corrective action to control project cost

Meet the budget

d) Material resources

Specifying the required material

Storage system System for the best use of material resources

e) Technological resources

Specifying the need for new technologies

Transferring technology and to focusing on research and development

System for the best use of technology

Corrective action to improve the technical requirements control

2.8.3 Strategies and plan

Quality Strategies and Plans are activities that establish the objectives and requirements for

implementing TQM. The plans should be made in such a way that they can be implemented

in practice, and should focus on eliminating the major problem areas. When quality plans

are drawn up, how to implement them should be well developed. They are useless if they

cannot be implemented in practice. All international model such as Deming; Juran; and

EQA model focused on this factor because of its importance (Zhang, 2001).

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Quality planning includes:

Establishing strategic base on the concept of total quality management

Establishing strategic base on information relevant to total quality

Identifying the goals Identifying the organization mission and vision

Identifying customers and their need

Analysis of internal and external environment

Control and improve of plans

Communication strategies

2.8.4 Process management

This factor focuses on the extent of the companys commitment in setting and

implementing a comprehensive methodology to plan, execute, and develop work systems

for all activities within the company. This factor also focuses on promoting excellent

policies, procedures, documents and organizational methods. This factor focuses on the

organizational structure within the company, and the pursuit of maximum efficiency of

coordination between all levels. It points out the importance of having a comprehensive

methodology in running the customers affairs and requirements (Abu-Hamatteh et al,

2003).

Abu-Hamatteh (2003) suggests the following three main factors under process management

and each of the main contains number of sub factors.

On the other hand Abdul-Aziz (2002); and (Tan and Lu, 1995) identify a number of sub

factors under the process management main factors.

a) Quality process system

Achieve projects mission

Conformance to codes and standards

Conformance to owners requirements

Process

mana ement

Quality Process

system

Customer Relation

management

Coordination and

structure

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Time focus

Conformance to control

Conformance to safety process

Conformance to design processes and procedures Engineering drawings based on local standard.

Conformance to documentation

Conformance to calculation standards

b) Customer relationship management

Methodology for collection and analyzing information

System to specify needs

System for suggestions and complaints

c) Coordination and structure

Methodology for setting and improving the organization structure

Mechanism of coordination between different project parties and levels

Mechanism for ensuring coordination

Methodology for authority delegation

Job description

2.8.5 Customer satisfaction

Customer satisfaction is one of the most important key elements in TQM, an approach that

emphasizes overall satisfaction through the continuous improvement of products.

Construction companies are adopting TQM to improve their performance. However,

construction is different from other industries in implementing TQM because of its

inability to accurately determine customer requirements.

In order to achieve customer satisfaction in construction, the customer must be identified.

A customer may be defined as the owner of the project. In simple terms, the customer is the

buyer of the product or service. The wider perspective on the customer includes: the co-

contractors and partners, project director, project team members, contractors and

subcontractors, vendors and suppliers, users of the product and services and society

(Taylorand Wright, 2003).

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Karna, (2004) and (Bryde and Robinson 2007) defined the factors that achieve customer

satisfaction in construction as the follow:

The contractors abilities to cooperate and the skills of the contractors workers and

supervisors

Measure overall customer satisfaction

Response time for customer requests

Achieve the plane

Continuity and future work with same customer

2.8.6 Training and education

Education and training form a vital part of TQM. Education and training are one of the key

elements of total quality in which many people are involved, so the success of the

implementation depends directly on how well they have been done. Many research results

reveal that education and training are one of the most important elements in a successful

implementation of total quality management. The research confirms what most

organizations already realize, namely, that education and training are an integral and

essential part of the TQM initiative Zhang (2001). In 2002 Antony et al, identify the

following education and training important elements which would lead to successful

implementation of total quality management.

Develop team work between employees

Training given to managers, supervisors and employees related to quality

Training in the total quality concept

Employees receive training in specific skills (technical and vocational)

Training in statistical improvement techniques

Availability of resources for employee training in the company

Training in interactive skills such as communication skills, meeting skills, and

leadership skills

Training in problem identification and solving skills, quality improvement skills

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2.8.7 Continuous improvement

Continuous improvement is one of the most important key elements in TQM. Continuous

improvement is adopting TQM to improve their performance. Continuous improvement

would yield excellence in plan, design, construction and create a teamwork spirit in

construction. (Antony et al, 2002) and (Pheng and Ke-Wei 1996) defined the following

keys to achieve the continuous improvement in the construction process:

Searching for root causes when diagnosing the system malfunction

Benchmarking to improve a systems or subsystems and implement/monitor

programs

working smoothly in teams

Gradual future change

Regular evaluation for the operating system

The quality of data used to evaluate supervisor and managerial performance

2.8.8 Communication

The communication process at industry level must improve to create a shared vision for the

necessity of implementing the TQM principle and improving the construction processes.

The purpose of the communication is not to impose a rigid system from the top, but to

prepare the environment for implementing the TQM with support and guidance.

Antony et al, (2002) and (Oakland and Aldridge, 1995) defined the factors that achieve

good communication in construction as follows:

Good communications between different departments

Quality techniques/tools to solve problems

Effective top-down and bottom-up communication

Formal feedback

Feedback on quality issues

2.9 Conclusion

From an extensive review of TQM literature, the main group of success factors of TQM

implementation on construction projects included the following.

1. Leadership

2. Quality planning

3. Resource management4. Process management

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5. Customer satisfaction

6. Training and education

7. Continuous improvement

8. Communication

There are number of sub factors under each main group. However the resource

management main group contains five sub-groups (human, information, financial,

materials and technological), on the other hand process management main group

contains three sub-groups (quality process system, customer relationship management,

and coordination and structure), and each sub group contain a number of sub factors.

The relative important index for these factors will be determine to provide the

guidelines to implementing total quality management and study the degree of

consistency in terms of perceptions of quality between the construction team.

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Chapter 3

Methodology

This chapter describes the methodology used in this research. It includes research strategy

and design, sample size, questionnaire design, validity content, pilot study, and reliability.

It also describes the approach of data collection and data analysis.

3.1 Research procedures

As shown in Fig. 3.1 the first phase of the thesis -after topic selection- was identified and

defined the problem and the objectives study of this research to develop a research proposal

and plan. The second phase of the research included a summary of a comprehensive

literature review to determine the success factors of TQM implementation. The third phase

of the research includes afield survey which was conducted with expert. The forth phase of

the research focused on design of the questionnaire through distributing it to a group of

experts and a pilot study was made to test the wording of the questions, identify ambiguous

questions, test the techniques used to collect data. Furthermore, pilot study was an

opportunity for improving the questionnaire, filling in gaps and determining the time

required for completing the questionnaire. In addition, it was important to ensure that all

information received from contractors, consultant, and owners was useful to achieve the

research objective. The questionnaire was modified based on the results of the pilot study.

The fifth phase of the research focused on distributing questionnaire. A structured

questionnaire was used in this research which is the most widely used data collection

technique for conducting surveys. The sixth phase of the research wasdata analysis and

discussion. Then a model was developed to assess an organizations present strengths and

weaknesses with regard to its use of quality management methods.

The final phase includes the conclusions and recommendations.

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Fig. 3.1:The methodology flow chart

3.2 Research population

Three targets of population were considered in this study. The first target populations

include the contractors who have a valid registration at the Contractors Union in the Gaza

Strip on November 2007. The selected contractors are classified under the first and second

classes in the following fields: building, roads, water and sewage. This target group was 56

contractors companies. Contractors that are registered under the third, fourth, and fifth

classes were neglected due to the limited practical and administrative experience of their

companies in the critical success factors of TQM implementation. The second target is the

consulting engineering offices, which were registered by the engineering association in

Gaza Strip at year 2007. All the consulting engineering used in this study 17 Consulting

Offices, which have a valid registration in the following fields: building, roads, project

management, water, and sewage.

The third target group was the owners' agencies consisting of government agencies,ministries, municipalities class A and B. This target group was 25 owners

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3.3 Sample size

The sample size was chosen according to first, second, and third population (contractor,

consultant, and owner). The formulas 3.1 and 3.2 shown below were used for unlimited

population (Creative Research System, 2008).

m = Z P (1 - P) (3.1)

2

n = m/ (1+ m-1) (3.2)

NWhere

m = sample size

n = correction for limited population

N= population

Z = value related to the confidence level (e.g. 1.96 for 95% confidence level)

P = degree of variance between the elements of population (0.5)

= maximum error (0.05)

m = (1.96) 0.5 (1 0.5) = 385

(0.05)2

n = m/ (1+ m-1) = 385/ (1+ 385 -1) = 78

N 98

3.4 Sample selection

The samples were selected randomly from the three populations. The contracting

companies consist of two classes. Due to this formation, the stratified random sampling

was used to identify the number of organization needed for each population as shown in

Table (3.1) .

Table 3.1:Sample size for each organization

Type of organizationNo. of

Organization

Percent, related to

the total

No. needed from

the sample

size(78)

First 40 42*98/100=41% 78*0.41=32Contractor

Second 16 16*98/100=16% 78*0.16=13

Consultant 17 17*98/100=17% 78*0.17=13

Owner 25 25*98/100=25% 78*0.25=20Total 98 100% 78

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3.5 Questionnaire design

The questionnaire was design base on an extensive review of TQM literature from quality

gurus, quality award models, other quality management research, and study of local

construction industry and together with input, revision and modifications by local experts.

The success factors of TQM implementation on construction projects were divided into 8

main groups: leadership, quality planning, resource management, process management,

customer satisfaction, training and education, continuous improvement, and

communication.

Quantitative research is selected to determine the critical success factors of TQM

implementation because of its advantages such as, economy, and time saving. Quantitative

research is used for descriptive and analytical surveys in order to find out facts, opinions

and views (Naoum, 1998), enhancing confidentiality, supporting internal and external

validity, and facilitating analysis (Pilot et al, 1985).

The questionnaire was built mainly using closed questions, and it was divided into three

sections as the follow

Section one: Organization profile, which include 7 items

Section two: Sub success factors of TQM implementation on construction projects in

Gaza Strip, which include 8 main groups.

Section three: Main factors of TQM implementation on construction projects in Gaza Strip,

which include 81 sub factors.

The questionnaire was developed in both English and Arabic language as shown in

Appendix (A), to be understood by all respondents and to help in documenting this

research. Close-ended questionnaire was used for its advantages as it is easy to ask and

quick to answer, they require no writing by either respondents or interviewer, the

respondents were asked to use Likert scale to rank the importance of each items as shown

in Table 3.2.

Table 3.2:Likert scale

Item Very important ImportantMedium

importancelow importance

Very low

importance

Scale 5 4 3 2 1

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A questionnaires survey were conducted to determine the opinion of contractors,

consultants, and owners regarding the success factors of TQM implementation; 56

questionnaires were delivered to contractor companies (40 for the first class, and 16 for the

second class), 17 questionnaires to consultant offices and 25 questionnaires to owners.

3.6 Pilot study

A pilot study was made to test the word of the questions, identify ambiguous questions, test

the techniques which used to collect data and measure the effectiveness of standard

invitation to respondents. Furthermore, pilot study was used to improve the questionnaire,

filling in gaps and determining the time required for completing the questionnaire. In

addition, it was important to ensure that all information received from contractors,

consultant, and owners was useful to achieve the research objective.

Twenty questionnaires were distributed for piloting in the three populations. The piloting

process was conducted through interviewing the concerned managers about the

questionnaire and they were briefed about the inclusion of the data and the objectives of

conducting study.

3.7 Empirical study

3.7.1 Validity of questionnaire

Validity refers to the degree to which an instrument measures what it is supposed to be

measuring (Pilot et al, 1985). Validity has a number of different aspects and assessment

approaches. Statistical validity is used to evaluate instrument validity, which include

criterion-related validity and construct validity.

To ensure the validity of the questionnaire, two statistical tests were applied:

a) Criterion related validity

Criterion-related is validity test (Spearman test) which measures the correlation coefficient

between each paragraph in one field and the whole field.

This test measures the internal consistency of the questionnaire by a scouting sample,

which consisted of 20 questionnaires through measuring the correlation coefficients

between each paragraph in one field and the whole filed.

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b) Structure validity of the questionnaire

Structure validity is the second statistical test that is used to test the validity of the

questionnaire structure by testing the validity of each field and the validity of the whole

questionnaire. It measures the correlation coefficient between one field and all the fields ofthe questionnaire that have the same level of Likert scale.

3.7.2 Validity test

P-value (Sig.) was used to measure the validity of the questionnaire between each field and

the mean of all fields of the questionnaire.

Table 3.3 clarifies the correlation coefficient for each item of the leadership and the total of

the field by a scouting sample. The p-values (Sig.) are less than 0.01 or 0.05, so the

correlation coefficients of this field are significant at = 0.01 or 0.05. So it can be said that

the paragraphs of this field are consistent and valid to be measured.

Note: The p-values (Sig.) are less than 0.01 or 0.05 for all the factors as shown in

Appendix (B).

Table 3.3:Correlation coefficient of each item of Leadership and the total of this field

No. Item

Spearman

Correlation

Coefficient

P-Value

(Sig.)

1. Top management commitment to TQM 0.416 0.000**2. Middle management and employees commitment 0.345 0.001**

3. Ability of top management to identify theresponsibilities for quality performance

0.538 0.000**

4. Ability to assign the responsibilities for quality onthe department heads

0.638 0.000**

5. Attached to quality by the top management inrelation to cost and schedule objectives

0.383 0.000**

6. Involvement with customers and suppliers 0.395 0.000**

7. Support of TQM by provision of appropriateresources and assistance

0.436 0.000**

8. Active promotion of TQM outside theorganization

0.415 0.000**

9. Support of total quality in organization culture 0.557 0.000**

10. Involvement in total quality objective taskdefinition, budgeting, and measurement

0.502 0.000**

11. Development of long-term vision 0.451 0.000**

12. Strong character of leaders 0.193 0.045*

** Correlation is significant at the 0.01 level

* Correlation is significant at the 0.05 level

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3.7.3 Reliability of the research

The reliability of an instrument is the degree of consistency, which measures the attribute,

it is supposed to be measuring (Polit et al, 1985). The less variation in an instrument

produces in repeated measurements of an attribute, the higher its reliability. Reliability canbe equated with the stability, consistency, or dependability of a measuring tool. The test is

repeated to the same sample of people on two occasions and then compares the scores

obtained by computing a reliability coefficient (Polit et al, 1985).

3.7.4 Reliability test

Cronbach's Alpha was used to measure reliability of the questionnaire between each field

of the questionnaire and the entire questionnaire.

Table (3.4) shows the values of Cronbach's Alpha for the fields, values of Cronbach's

Alpha were in the range from 0.548 and 0.877. This range is considered high; the result

ensures the reliability of each field of the questionnaire. Cronbach's Alpha equals 0.934 for

the entire questionnaire, which indicates an excellent reliability of the entire questionnaire.

Thereby, the questionnaire was valid, reliable, and ready for distribution for the population

sample.

Table 3.4:Cronbach's Alpha for each field of the questionnaire and the entire

questionnaire

No. Field Cronbach's Alpha

1. Leadership 0.769

2. Human Resources 0.736

3. Information Resources 0.683

4. Financial Resources 0.548

5. Material Resources 0.728

6. Technological Resources 0.821

7. Resource Management 0.8468. Quality Strategy and Plan 0.7839. Quality Process System 0.827

10. Customer Relationship Management 0.740

11. Coordination and Structure 0.725

12. Process Management 0.87713. Customer Satisfaction 0.84314. Training and Education 0.87515. Continuous Improvement 0.83516. Communication 0.876

17. Total Quality Management 0.826Total 0.934

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3.8 Data collection

To ensure obtaining a complete and meaningful response to the questionnaire an interview

was conducted with each respondent to explain the objective of the study.

Details of the respondents who agreed to cooperate in filling the questionnaire are shown in

Table 3.5.

Table 3.5:Number of the questionnaire respondents.

Type of organizationConcerned Sample

SizeNo. Respondent Percentage

First 39 32 82%Contractor

Second 16 13 81%

Consultant 15 13 87%

Owner 22 20 91%

Total 94 78 Average= 82%

3.9 Statistical analysis tools

Qualitative and quantitative data analysis methods were used to analyze the data. Data

analysis was made using (SPSS 15). Factor Analysis was performed to allow finding a

small number of underlying dimensions from among a large number of variables,

and the following statistical tools:

3.9.1 Cronbach's alpha

Cronbach's alpha (George and Mallery 2003) is designed as a measure of internal

consistency in order to ensure all items within the instrument measure the same thing.

Alpha typically varies between 0 and 1. The closer Alpha to 1, is the greater the internal

consistency of items in the instrument being assumed.

Make use of the items (variables), k, in the scale and the average of the inter-item

correlations, r

( )k r

1 k 1 r =

+ (3.3)

As the number of items (variables) in the scale (k) increases the value becomes large and

if the inter correlation between items is large, the corresponding will also be large.

The most identical values of alpha and standardized alpha indicate that the mean and

variances in the original scales do not differ much, and thus standardization does not make

a great difference in alpha.

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3.9.2 The relative importance index

The Relative Importance Index RII methods are used to determine the ranks of all TQM

factors. The relative importance index is computed as (Iyer and Jha, 2005):

(3.4)

where:

Wis the weight given to each factor by the respondents (ranging from 1 to 5)

A= the highest weight (i.e. 5 in this case)

N= the total number of respondents

The RII value had a range from 0 to 1 (0 not inclusive), higher the value of RII, more

important was the cause or effect.

3.9.3 Spearman rank correlation coefficient

Spearman rank correlation coefficient was used to determine whether there is evidence of a

linear relationship between two ordinal variables.

The sample spearman correlation coefficient is denoted rsand is given by:

( )

n2i

i 1s 2

6 d

r 1n n 1

==

(3.5)

rs= Spearmans rank correlation coefficient

d = the difference in ranking between the usage and effectiveness of factors

n = the number of factors

To test the hypothesis to verify the association between two variables, the following

equation is used (Saleh, 2001):

s 2

s

n 2t r

1 r

=

(3.6)

NA

W

RII

=

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3.9.4 Degree of agreement/disagreement among raters

To test the degree of agreement/disagreement between contractors and consultants

regarding the ranking of key TQM implementation indicators is used.

To determine whether there is a significant degree of agreement among the three groups

(Owners, Contractors and Consultants) Kendall's Coefficient of Concordance is used as a

measure of agreement among raters. For each variable, the sum of ranks is computed.

Kendall's W, is ranges between 0 (no agreement) and 1 (complete agreement). To

determine whether there is degree of agreement among the levels of each of the factors

affecting the TQM implementation of construction projects for Owners, Contractors and

Consultants. Kendall's Coefficient of Concordance says the degree of agreement on a zero

to one scale is

( )( )

22

2

12U 3 m n n 1W

m n n 1

=

(3.7)

Where:

=

=

=m

j

n

iRIU

1 1 (3.8)

n = number of factors; m = number of groups; i=the groups 1,2,.m;

j = the factors 1,2,,n.

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Chapter 4

Analysis and Discussion

In this chapter, the results of the field survey are analyzed and discussed. The Chapter

illustrates and discusses the characteristics of the study population and the need to identify

the critical success factors of TQM implementation on construction projects in Gaza Strip.

Descriptive statistics and inferential statistics methods were used to analysis the data.

4.1 Study population

The general characteristics of the study population were investigated including the type of

organization, years of experience in the construction field, full time employees, companies

classification, respondent position, projects executed, construction dollar value.

This section will discuss and analyze the first part of the questionnaire which consists of

seven questions that focus on the organization profile.

4.1.1 Type of organization

The type of organization was the first question in this section. This question identifies the

percentage of each type of organization (owner, contractor and consultant) related to the

overall respondents. Fig. 4.1 shows that 57% of the respondents are contractors, 26% are

owners, while 17% are consultants

Owner

26%

Contractor

57%

Consultant

17%

Owner

Contractor

Consultant

Fig. 4.1:Distribution of organization based on type

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4.1.2 Years of experience

Based on the experience of the organization, three categories were defined as: more than 10

years of experience, between 5 to 10 years of experience, and less than five years of

experience. Fig. 4.2 shows that 90% of the respondents have more than 10 years ofexperience in the construction field, and only 10% have between 5 and 10 years of

experience, while none of the respondents has less than 5 years of expe