The application of TQM in the construction industry

The UK Construction Industry has traditionally, earned a reputation as a costly, inefficient and confrontational business. In the late 1970's the British Research Establishment highlighted the need for change within the industry. They were followed by amongst others, NEDO in 1988 and then in 1989 by the University of Reading, who recognised the need for change and identified four key areas in which the industry needed to improve, namely: structure; image; education/training and R & D. The message was that to survive and prosper, the industry must change its management and practice. This research has concentrated on the way that concepts of Total Quality have been introduced within three different companies and industries. The Miller Group primarily known as a Civil Engineering/Construction company; British Telecom selling a service of telecommunications to businesses and the general public; and GKN Sinter Metals providing a service of power metallurgy in the manufacturing sector. This study has determined where there are common objectives and benefits; with the view to recommending the best practice for industries especially to the construction sector where Quality Management and more particularly Total Quality Management does not form a coherent part of their long·term strategy. The research also assessed and investigated the framework used by each of the companies in their understanding and implementation of Total Quality Management (TQM); the employee attitude and commitment by Senior Management; and the culture change that precipitated the introduction of TQM. The aim of this research was to highlight strengths, weaknesses and similarities between the companies and hence their industries, which is used as the basis for providing a check list of solutions and actions which organisations can consider implementing and building upon in the future. Lessons that were learnt from undertaking the research was that the construction sector still has limited input from their clients; there is no defined sector scheme and there is little or no understanding of the principles of Quality Management and Total Quality Management.