建筑行业全面质量管理外文文献翻译2019-2020

建筑行业全面质量管理外文翻译2019-2020

英文

The Total Quality Management (TQM) journey of Malaysian building

contractors

Idris Othman, Siti Ghani, Shim Woon Choon

Abstract

Malaysian Government has announced that for construction industry to transform by 2020, quality in construction is needed to be improved. Total Quality Management (TQM) could facilitate this motive. Thus, the purpose of this research is to identify, rank and analyze the factors affecting TQM implementation in a construction company so that industrial practitioners avoid poor quality products. A case study concept was used and a questionnaire survey was collected from 32 respondents. The reliability test was conducted using Cronbach's Alpha Coefficient. Employee related factor was identified to be the most crucial factors affecting TQM implementation. Contractor group of respondents showed excellent level of internal consistency (overall reliability) with the validation value of 0.956 using Cronbach’s Alpha Coefficient. In conclusion this research able to give a series of recommendation and a clear quality management which can be followed by the industry practitioners to ensure that Total Quality Management can be implemented.

Keywords: Total Quality Management, Construction, Contractor, Malaysia

Introduction

Construction sector plays a critical part in the economy of Malaysia seeing its contribution in capital formation, employment creation and revenue generation which bolster the Gross Domestic Product (GDP) and the financial advancement of Malaysia. Economic Performance Fourth Quarter 2018, Malaysia’s economy growth accelerates to 4.7% with construction being sector being one of the main contributors. Construction is as fourth key contributors to the economic growth with 2.6% contributions to the GDP after Services, Manufacturing and Agriculture as shown in Table.

Despite the growth and construction industry contribution to national GDP, the performance of the projects are not fully satisfied by many clients. Sustainable quality improvement is hardly achieved because of the construction quality management setting is loosely structured. However, Harrington, V oehl and Wiggin suggested otherwise. They narrated Teixeira in their studies that by referring to main guidelines, anybody has a great freedom to develop solution for TQM. Therefore, organization should develop framework with consideration of their managers’ view of Quality Management (QM). However, many contractors are not motivated to improve quality in their projects and

organization. In order to improve quality issues faced by the contractors, TQM is suggested to be implemented in construction setting.

In January 1st, 2009, all Grade G7 contractors has been made compulsory to be certified with the ISO 9000 Quality Management System by Construction Industrial Development Board (CIDB). Failure to do so, the companies will be downgraded, which effect their business activities. In order to overcome problems such as inferior quality of construction materials, building defects, construction delays, high accident rates and environmental impact issues, many contractors have started ISO certification. In the last four decades, TQM has achieved improvement in term of continuous improvement in the system of holistic management. TQM has been proved very successful in many industries especially manufacturing sector. Therefore, by integrating TQM into contractor’s system of management will improve the problems of quality. Likita et al found that when TQM is fully implemented, processes in construction sector will be contr olled in much better. In Malaysia’s construction industry context, few studies have been undertaken related to TQM in term of theories, techniques, concepts, model, framework, implementation, impact, efficiency and performance. However, no evidence is found that there has been statistical research on the actual extent of TQM practiced by building contractors in Malaysia.

Literature review

This section presents TQM overview by explaining its brief history, definition and principles. Benefits of TQM also will be elaborated to get a feel of what impact it could give to the organizations that decided to adopt it. Author also presents related work on TQM in Malaysian construction environment by recording the strengths and weaknesses of each work and provide the w ay forward to expand TQM’s body of knowledge in this sector.

Total Quality Management (TQM)?

Overview

TQM is the result of evolution in quality. It was started by Walter Shewhart in early 1920s when product quality control was applied with statistical theory. After that in the 1940s led by Americans such as Deming, Juran, Feigenbaum and Crosby, the concept was further developed in Japan. The focus widened to quality of all issues within the organization. The four evolutionary phases of quality are inspection, quality control, quality assurances then TQM. TQM is a philosophy to meet quality output satisfying the expectation of customer. Quality level in TQM is determined by customers. Quality standards inclusive of the Deming Prize and the Malcolm Baldridge National Quality Awards (MBNQA) ISO 9000 series, specify principles and processes that comprise TQM. Fig sums up eight principles of TQM.

TQM benefits

TQM benefits should be understand in order to appreciate its importance. For improving competitiveness around the world, TQM has been utilized as an applied process. TQM could boost performance in two ways according to Ghobadian and Ghallear. In short term, TQM via premium pricing could increase profitability. However, TQM could increase market share in the long term. The financial performance and market share can be increased by utilizing the strategic pursuit of quality. TQM also could give positive impact on speed of response, productivity, customer services and quality of product. On top of that, Heltondescribed the impressive financial gains made by most Baldridge Award winners apart from improvement in business performance.

Those firms in construction sector specifically that successfully implemented TQ can reduced workforce rework, workforce, nonconformities, improved overall project schedule and increase of market share. Besides that, TQM in construction industry also proven that company reputation can be increased, considerable market share can be won, and customer delight can be achieved. TQM is a philosophy that delivers long-term benefits. There are many cases showing the successfully implementation of TQM. However, there are also failure cases. Therefore, TQM must be implemented completely.

TQM journey of Malaysia construction industry

Highly interested in Quality Management (QM) activities can be

seen since 1990s in Malaysia. Lasserre and Probert, recorded that Malaysia has a better quality sophistication and expectations than other growing countries in Asia. Malaysia also embarked by 2020 to attain the status of industrialized nation. Therefore, Malaysia becoming a practical area for the studies of THQM in a developing economy arena. Since then, research on TQM in manufacturing industry also been conducted on in Malaysia service industries and a few other sectors. However, research in construction industry is still very limited. While abundant of TQM research was found in other countries’ construction industry, author had found only five previous studies directly related to Malaysian construction industry from database; which reviewed in the following Table.

From Table , the strengths and weaknesses of the related works are identified. Thiagaran, Zairi and Dale work has strength in premiering guidelines to implement TQM in Malaysian construction industry but lacks in assessment of TQM implementation. It is understandable since there were limited studies of TQM implementation in construction industry during the time that assessment of TQM implementation is yet to be done. Janipha and Ismail proposed work has strength in identifying issues of quality in construction. They were right when they reported that the initial steps in implementing successful quality in construction environment are to recognize issues in the construction environment itself

and the issues in construction quality. However, they were not able to support their hypothesis on the companies which implement quality practice will have direct, positive impact to their business. There was also no TQM assessment practice done in the study.

The strength of Seng and Loon work lies in issues and barriers exploration, which can help those construction companies that intended to implement TQM be aware of the barriers and overcome them first before implementing. However, their target sample was from engineers which cannot represent the whole suggestion of TQM implementation, resulting less reliability of the results. Further studies can be done by distributing the survey to all level of organizations from top to bottom and focused on the companies that adopted ISO series in their organizations only since this ensure that the companies applied TQM in their operations and managements. There was also no TQM practice assessment conducted in the study. Likita et al are researchers from Malaysian local universities with the article title of “An Overview of TQM in Construction”, however none of the selected studies to be reviewed were on TQM in Malaysian construction industry, which clearly there were available studies on that since 2000 by Thiagaran, Zairi and Dale. Furthermore, the number of selected studies reviewed were only five, which cannot be considered as overview of TQM implementation in construction because there are a lot of studies about TQM in construction sector worldwide. There was also

no assessment of TQM practice study reviewed or mentioned in work.

Finally, Jong, Sim and Liew work has strength in providing further insights of TQM roles for improvement the performance of the project. However, several weaknesses are identified such as the data analysis and discussion were only based on questionnaire response and literature review. They did not conduct interview on experts to further find the how and why of each outcome of their study which could give better knowledge of the relationship between performance of project and the TQM. Besides, the questionnaire distributed were designed to find relationship between the performance of project and TQM.

From the comparisons, it can be summarized that there is gap in current TQM studies of Malaysian construction industry which is no assessment conducted. An assessment to explore the extent of actual TQM practice in current Malaysian construction environment. The significance of having this assessment is that it could give a picture and definition of actual TQM practice in Malaysian construction sector. TQM has been widely accepted and discussed since the last four decades, but where is Malaysia in the TQM journey? How far has our construction industry come? Available studies on other sectors other than construction in Malaysia is a lot especially in manufacturing, service, food processing, automotive and SMEs, but there are still very limited studies in construction sector. More research significance or contributions are

further described in section 5 of this paper. But, the way forward in TQM study of Malaysian construction industry is to assess the extent of the TQM practiced by the Malaysia’s large-sized (G7) contractors with ISO 9001:2008 certification by self-assessment questionnaire survey. Based on the findings, research objectives are formulated in subsequent section.

Conclusion

This research has achieved its objectives which are to identify and rank factors affecting TQM implementation based on Relative Importance Index (RII), find correlations between Clients, Consultants and Contractors and validate the factors identified using case study of this research utilizing information obtained from the respondents.

The rank of factors affecting TQM implementation based on overall perspectives was identified as follows: (1) Employee Related, (2) Strategic Planning, (3) Teamwork, (4) Communication Related, (5) Organizational Culture, (6) Top Management Commitment, (7) Continuous Improvement and (8) Customer Related. Slight changes occur when analyzed based on co mpanies’ group. Clients and Contractors agreed on the similar rank for the top three TQM implementation factors which are (1) Employee Related, (2) Organizational Culture and (3) Communication Related. However, Consultants ranked the factors as (1) Teamwork, (2) Employee Related and (3) Organizational Culture.

The correlation between three group of companies were identified;

Client/Consultant showed highest Spearman correlation coefficient (β = 0.909) which classified as very strong correlation. Contractor/Consultant showed strong correlation (β = 0.675) while Contractor/Client showed moderate correlation (β = 0.573) on quality management factors. These indicated that Client/Consultant have more similar views on quality management than Client/Contractor or Consultant/Contractor.

Finally, this research also was able to give a series of recommendation and a clear quality management framework which can be followed by the industry practitioners to ensure that Total Quality Management can be implemented and total quality products can be achieved.

Recommendation for the future work

To further improve this research and make it more significant in the future, several future works can be considered. Those future works are explained below:

(i) High rise or large scale project as case study

The study should be focusing on high rise and large scale project because those type of projects implement TQM in more specific method compared to low rise projects. The projects too have more challenging scenario in term of quality needed to be taken care or compared to low rise.

(ii) Focus research population

For best results on the subject studied, the questionnaire should only be distributed to the quality department of particular organizations such as Quality Assurance and Quality Control division since quality is their expertise. Their opinion and views could be more valid and reliable.

(iii) Increase the number of respondents

Increasing the number of respondents will boost up reliability and validity obtained from the questionnaire survey. Larger sample will give more discrete and focused results.

(iv) Incorporate TQM with Quality Assessment and ISO

For bigger scope in quality management, research on quality assessment such as QLASSIC and CONQUAS and ISO 9001 can be done and the researcher could try to find the point of correlation between them and develop framework out of it.

中文

马来西亚建筑承包商的全面质量管理

摘要

马来西亚政府宣布，要使建筑业在2020年之前完成转型，要实现这一目标，就必须提高建筑质量。全面质量管理（TQM）可以促进这一目标的达成。因此，本研究的目的是确定，排序和分析影响建筑公司中全面质量管理实施的因素，以便工业从业人员避免使用劣质

产品。使用了案例研究概念，并从32位受访者中收集了问卷调查。可靠性测试是使用Cronbach的Alpha系数进行的。员工相关因素被认为是影响全面质量管理实施的最关键因素。承包商组的受访者使用Cronbach的Alpha系数显示出极好的内部一致性（总体可靠性），验证值为0.956。总之，这项研究能够提供一系列建议和明确的质量管理，行业从业人员可以遵循这些研究，以确保可以实施全面质量管理。

关键字：全面质量管理，建筑，承包商，马来西亚

引言

建筑业在马来西亚经济中起着至关重要的作用，它在资本形成，创造就业机会和创收方面做出了贡献，从而促进了马来西亚的国内生产总值（GDP）和金融发展。经济表现2018年第四季度，马来西亚的经济增长加快至4.7％，其中建筑业是主要贡献者之一。如表所示，建筑业是经济增长的第四大贡献者，对GDP的贡献为2.6％，仅次于服务业，制造业和农业。

尽管增长和建筑业为国民生产总值做出了贡献，但许多客户仍未完全满意项目的绩效。由于施工质量管理体系结构松散，因此很难实现可持续的质量改进。但是，Harrington，V oehl和Wiggin提出了相反的建议。他们在研究中向Teixeira叙述说，通过参考主要指南，任何人都有很大的自由来开发全面质量管理解决方案。因此，组织应在考虑经理对质量管理（QM）的观点的基础上制定框架。但是，许多承包商没有动力提高其项目和组织的质量。为了改善承包商面临的质量问题，建议在施工现场实施全面质量管理。

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