The TQM MagazineA framework for implementing TQM in constructionLow Sui Pheng Peh Ke-Wei

Article information:To cite this document:Low Sui Pheng Peh Ke-Wei, (1996),"A framework for implementing TQM in construction", The TQM Magazine, Vol. 8 Iss 5pp. 39 - 46Permanent link to this document:http://dx.doi.org/10.1108/09544789610146033

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Users who downloaded this article also downloaded:Madhav Sinha, H. James Harrington, Frank Voehl, Hal Wiggin, (2012),"Applying TQM to the construction industry", The TQMJournal, Vol. 24 Iss 4 pp. 352-362Peter E.D. Love, Heng Li, Zahir Irani, Gary D. Holt, (2000),"Re#thinking TQM: toward a framework for facilitating learningand change in construction organizations", The TQM Magazine, Vol. 12 Iss 2 pp. 107-117Theo C. Haupt, Daniel E. Whiteman, (2004),"Inhibiting factors of implementing total quality management on constructionsites", The TQM Magazine, Vol. 16 Iss 3 pp. 166-173

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Introduction

The construction industry is typified by ahighly differentiated, fragmented and looselystructured system. The skills, loyalty andorientation of professionals and practitionersin the industry have developed in an environ-ment of specialization, differing traditions andoften opposing interests. Attempts at integra-tion, if any, are presently weak. In addition,the reliance on migrant labour and the short-term nature of construction projects do nothelp to make things better. New methods ofprocurement are therefore required to helpovercome the inhibitive tendencies posed bythe complex nature of construction. There isan urgent need to look at the right ways ofdelivering buildings to facilitate doing theright things right rather than simply doingthem right.

Research undertaken by the BuildingResearch Establishment[1] in the UK hasshown that slightly more than 50 per cent ofconstruction faults were caused by designdeficiencies, 10 per cent by product failureand 40 per cent by poor workmanship.Hence, the stategy for project implementationmust take these findings into account, espe-cially on the need to develop the correctdesign solution to satisfy clients’ require-ments. This strategy has to unify and harnessall divergent forces and tendencies, aimed atfocusing on the definition of project objectivesto clients. The strategic approach to be adopt-ed should:• be holistic enough to draw on all conceiv-

able sources likely to affect the final result;• be consistently ubiquitous across the board

of the total project organization so that allteam members are committed to achievingand improving results as a project goal;

• provide feedback and feed-forward capa-bility based on the total project lifecycleconcept;

• search for excellence within each and everyproject participant;

• nurture a strong integrating mechanismand allegiance oriented to the projectobjective.

It follows from such a situation that a morerational management approach for the con-struction process needs to be identified. Theexisting system of project implementationfrequently leads to conflicts among the partiesinvolved in the construction and developmentprocess, hence rendering the system devoid of

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The TQM MagazineVolume 8 · Number 5 · 1996 · pp. 39–46© MCB University Press · ISSN 0954-478X

TechniquesA framework forimplementing TQMin construction

Low Sui Pheng and Peh Ke-Wei

The authorsLow Sui Pheng and Peh Ke-Wei are both based at theSchool of Building and Estate Management, NationalUniversity of Singapore, Singapore.

AbstractUnlike the construction industry, it is a well-known preceptthat the manufacturing sector has notably well-institutedquality systems. This is due to the differing nature of thetwo sectors. Manufacturing calls for repeat processes withproducts primarily put out in large batches. On the otherhand, construction work is undertaken in the main insingle batches or projects (i.e. one building, one bridge,etc.). Although many of the basic processes are repeatedfrom job to job (e.g. concreting and plastering), thespecifics of application are always changing. However, thisis not to say that management systems which have workedwell in the manufacturing sector cannot be applied toconstruction. Promotes total quality management (TQM)philosophy for the construction industry. Explains therationale for TQM in construction; discusses the factorswhich affect construction quality; and proposes a frame-work for implementing TQM in the construction industryas well as at the project level in construction.

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effective communication and teamwork. Asconstruction projects become more variedand complex in nature, a fresh managementparadigm seems imperative. In this context, ashift from the profession-based scenario to aproject-oriented team-based scenario can beenvisaged. The various disciplines shouldfunction within such a team culture, guidedby policies, procedures and systems whilefocusing on the objectives and benefits identi-fied for the project from the outset.

Such an effort is perceived as a “qualityapproach” and it stands to reason that thecore management philosophy pursued shouldtherefore adhere to the fundamental princi-ples of total quality management. In thisscenario, the inspection-oriented qualitysystem, which is highly prevalent in the con-struction fraternity, will be superseded byprevention-oriented quality management.TQM is not a new concept in the manufactur-ing sector. More and more organizations arenow adopting TQM processes, includingCarrier, Hewlett-Packard, IBM, Motorolaand Texas Instruments. While some of theseprocesses may have fallen by the wayside,many others have succeeded. Unlike theconstruction industry, it is also a well-knownprecept that the manufacturing sector hasnotably well instituted quality systems. This isdue to the differing nature of the two sectors.Manufacturing calls for repeat processes withproducts primarily put out in large batches.On the other hand, construction work isundertaken in the main in single batches orprojects (i.e. one building, one bridge, etc.).Although many of the basic processes arerepeated from job to job (e.g. concreting andplastering), the specifics of application arealways changing. However, this is not to saythat management systems which have workedwell in the manufacturing sector cannot beapplied to construction. For this reason, theobjective of this paper is to promote the TQMphilosophy for the construction industry. Thisis to be accomplished by:• explaining the rationale for TQM in con-

struction;• discussing the factors which affect con-

struction quality;• proposing a framework for implementing

TQM in the construction industry;• proposing a framework for implementing

TQM at the project level in construction.

Rationale for TQM in construction

The findings published by the BuildingResearch Establishment or BRE[1] shouldform the preliminary focus for rectifying theills of the construction industry. It is theupfront design process that must receivecareful attention. The start-up at this stageshould address crucial implementation strate-gies and the client’s goals for designs, whichmust be managed correctly. This can beachieved through TQM. The justification forTQM can be found by first examining thecauses for project under-performance whichwill be discussed below. The study undertak-en by the BRE demonstrates that cost benefitscan be achieved following the introduction ofquality. As shown in Figure 1, at least 15 percent savings on total costs of construction canbe achieved through eliminating re-work andwasted work. This is accomplished byincreased attention or concern for preventionof rejects or wastes on remedial works.

By providing the integrative mechanism tocounteract against inhibitive tendenciescaused by different professions, TQM con-sciously focuses all parties to the commongoal of systematically identifying and meetingthe customer’s requirements as the superordi-nate goal. It should, however, be noted thatthe tools associated with TQM can be asreadily applied in a stable environment as inthe manufacturing sector. In construction,where customers’ requirements are increas-ingly complex and expectations uncertain, theapplication of such tools can become difficult.A large proportion of migrant labour mayexacerbate these difficulties.

A framework for implementing TQM in construction

Low Sui Pheng and Peh Ke-Wei

The TQM Magazine

Volume 8 · Number 5 · 1996 · 39–46

Rework

Review

Prevention

Savings of15 per cent

of wasted effort

Rework

Review

Prevention

Cost beforequality management

Benefits after qualitymanagement

Source: BRE,1982

$

Figure 1 Costs and benefits of quality management

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Factors influencing construction quality

The factors which have an effect on the quali-ty of construction were already identified byLow and Goh[2]. These are ranked below intheir order of importance: (1) Poor workmanship by the contractors in

completing the works results from lowtender prices.

(2) The drawings and specifications do notspecify clearly the intentions of thedesigners. Discrepancies are foundbetween different consultants’ drawingswhich have resulted in poor co-ordina-tion during construction.

(3) The contractors pay more attention tocompleting the works on schedule andcontrolling the costs to within budgetthan to achieving quality in construc-tion.

(4) Poor co-ordination exists between thecontractors and the subcontractors aswell as the nominated subcontractors.

(5) The designers do not consider the“buildability” problems in design. Forexample, the designers do not considerthe use of special construction methodsto achieve the tight tolerance caused bysite constraints.

(6) The contractors cannot plan and con-trol the works. The contractors lack theskills to interpret the design and cannotprovide the end products on site inaccordance with the design and specifi-cations.

(7) The completion period fixed by theclient and consultants is not realistic.

(8) The design does not satisfy the relevantcodes and standards. This has resultedin a large amount of remedial work forthe contractors and delay in the com-pletion of projects.

(9) The contractors do not know how toestablish a quality system to control theworks.

(10) The materials chosen by the consultantsdo not satisfy the standards or theBuilding Control Authority.

From the above rankings, it would appear thatthe quality of construction work is dependentto a large extent on the attitudes of the con-tractors and consultants. Hence, the quality ofthe products is adversely affected if the partiesto the contract do not carry out their dutiesproperly. It is therefore necessary to adopt atotal quality approach in all construction

projects in order to eliminate all factors whichhave an adverse effect on the quality of con-struction works[2].

TQM in the construction industry

Within the construction industry, architects,quantity surveyors, engineers, contractorsand various other specialists all have, in addi-tion to their special technical skills, their owntrade or professional customs and practices.These may have an effect on the buildingprocess either individually or collectively. Thepressure for change and improved quality inthe construction industry has come fromexternal sources by well-informed clients inindustry and government. The assessmentand auditing techniques of quality assuranceand ISO 9000, developed primarily in themanufacturing sector, have been helpful inarousing interest in this direction. In manu-facturing, the application of these techniqueshas led to the development of TQM forimproving the broader overall performancewithin the company. In construction, thebroadening process must be further devel-oped to affect the management of the buildingprocess. Some of the factors which need to beconsidered before TQM can be operational-ized for construction are analysed below.

The customersThe “customer” concept in TQM says thateveryone should seek to identify what his/hercustomer needs. This must be coupled withthe idea that everyone has a customer bothwithin and outside the organization. Theimplications of this concept in relation to aconstruction project are vast and dramatic.The last people involved in the constructionof a building are the painters, decorators,floor-layers – general specialist subcontrac-tors. The TQM philosophy makes them theinternal customer of the main contractor. Themain contractor is, in turn, the customer ofthe quantity surveyor for the bills of quanti-ties. The quantity surveyor is the customer ofthe architect and other engineers for thedrawings and information on which the billsof quantities are based. If this is extendedfurther, it places the design team as the cus-tomer of the project manager, if there is one,or the client.

Team-working, with the client as part ofthe team in a genuine partnership to achieveproject objectives, can and does work, given

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A framework for implementing TQM in construction

Low Sui Pheng and Peh Ke-Wei

The TQM Magazine

Volume 8 · Number 5 · 1996 · 39–46

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the right leadership and contractual relations.The better clients, professionals and contrac-tors are already aware of this as a successfulway to achieve repeat business to their mutualsatisfaction. However, with unique projectorientation of most construction projects,repeat business is far from the norm due tocultures developing which require substantialcultural changes for the client contractor,design professionals and specialists.

The auditsThe most important audit in constructioncompanies and design firms is the same as inany other organization. This is a first-partyaudit which a supplier applies to his ownorganization to ensure that the whole opera-tion is functioning effectively and as manage-ment sees it should.

In the case of manufacturers of productswho are seeking many customers for theirstandard products, second- and third-partyauditing is more cost-effective and useful.Thus, having an accredited agency, instead ofcustomers, to carry out the audit against theappropriate manufacturing standard and tocertify that the supplier has a system whichcomplies with the standard makes practicaland economic sense. The certifying agencymust, however, be fully aware of the implica-tions of the system within the existing indus-trial context.

For repetitive processes, the ISO 9000standard should form the basis for the systemand its auditing and assessment. For uniqueprojects, TQM and the project’s specificrequirements and standards should be thebasis for assessment and auditing. In con-struction, this will need a greater knowledgeof the project and its framework as well asorganization than that of the ISO 9000 stan-dard. This may not be practicable for third-party certification agencies. However, projectauditing has an important role to play inimproving the performance and cost effective-ness of the end product, i.e. a quality build-ing.

TQM embodies the importance of con-stant feedback at every stage of the buildingcycle. In construction, not only must allrequirements be carefully decomposed intosystematically and clearly identifiable parts,special attention must be given to gauge ormeasure the conformance of each and everyparticular identifiable component. In addi-tion, the various sub-processes must be

checked to see if their conformance to plans issatisfied. Attempts must be made to measurethe identifiable parts according to an estab-lished method of measurement so that whenthe job progresses downstream, for exampleoutline plan through scheme design to detaildesign or at final completion, the measure-ments reflect clearly the difference betweenplanned targets versus actual results forming abasis for review and audit.

The application and operation of auditingis an essential component of a total qualitysystem. First-party audits should be conduct-ed not only as a means for ensuring compli-ance with the management system, but also asthe source for benchmarking best practices.This benchmarking is an important means ofgradually, continually and permanentlyimproving performance – even in the con-struction industry.

Building contractsOne of the factors that impede the adoption ofTQM is that the basic forms of buildingcontracts employed and its implied methodsof working often carry the virtual assumptionthat things will go wrong. Apart from a uniquesite and its conditions, unique relationshipshave to be established through which thedesign is developed by a range of separatelyorganized and controlled designers, someprofessionals and some within commercialfirms. Subsequently, the building will beconstructed by numerous contractors andsubcontractors. This mode of procurement isvery different from the simple contract involv-ing a single buyer and a single seller as envis-aged in ISO 9000.

It is the very existence of these variousforms of building contracts that adds a vastlydifferent dimension to quality management inthe construction process. Even the selectionof the appropriate “standard form” is a matterof difficulty for the employer or buildingowner, and the degree to which he or hisconsultants are able to define the qualitystandards should be inter-dependent with thenature of the contractual format chosen.Emphasis in the construction industry hasalways been on the checking of works – areactive role based on the “detection philoso-phy”. A change to a proactive role based on a“preventive philosophy” is needed. Buildingcontracts have to be formulated to ensure self-controlled systems or assurance.

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A framework for implementing TQM in construction

Low Sui Pheng and Peh Ke-Wei

The TQM Magazine

Volume 8 · Number 5 · 1996 · 39–46

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TQM can do much to prevent some of thedisputes arising out of the contract. These areprobably the ones that might be consideredthe costs of poor quality during the briefingand design development stage. However, thenature of construction is such that conflictsarising from site activities will require third-party intervention. Hence, contractual provi-sions must be provided for such conflicts.Auditing, as discussed above, must thereforeconsider the various contractual situations atvarious stages of the overall constructionprocess.

No study or programme to develop qualitymanagement systems to achieve a quality endproduct (i.e. the building) can thereforeexclude a consideration of the implications ofthe range of contractual forms available aswell as the effect of these on the quality sys-tems of each firm. It is through these formsthat the authority, responsibility and account-ability of the parties to the contract are legallydefined, and the quality system must, as amatter of practice, have regard to these legalimplications. Failure to integrate the legalrequirements with practical managementaction over the range of parties and peopleinvolved can lead to a situation where disputes(not just complaints) arise, arbitration andlitigation ensue, and the quality costs soaringout of control.

The message is clear. Construction qualitybegins with the client stating the requirementsexactly, and the designer taking these require-ments and creating a complete set of drawingsand specifications. This takes more time inthe beginning but it probably saves time andcertainly costs in the long run.

TQM for construction projects

A review of the literature seems to suggest thatmany of Crosby’s[3] approaches to quality fitthe construction industry well. In developinga total quality culture in construction, oneimportant step is to develop a constructionteam of main contractor and subcontractorswho would commit to the quality process anddevelop a true quality attitude. The contrac-tors have to be receptive to a change in con-struction quality. Even though the maincontractor is responsible for the total job, theyperform less of the actual work than the sub-contractors, both domestic and nominated. Itis therefore important for the client, his con-sultants and the main contractor to select only

subcontractors who had demonstrated aquality attitude and work performance onprevious jobs.

Apart from a quality attitude, anotherfeature of the quality process is quality man-agement. As part of the client’s project specifi-cations, the general conditions should specifythe quality manager as part of the construc-tion process. The quality manager wouldensure that work is performed according todrawings and specifications. He would havethe ultimate authority for quality. Crosby’s[3]quality definition, conformance to require-ments, may be adapted to the constructionindustry as simply conforming to drawingsand specifications.

When establishing the quality process, onemay also ask if the quality manager shouldcome from an outside organization or fromthe main contractor’s staff. It is firmlybelieved that the quality manager should bepart of the main contractor’s staff because anoutsider would be perceived as an inspectorinstead of a team member. Furthermore,when the main contractor’s project manageracknowledges that the quality manager is anassistant and not an adversary, a synergisticrelationship may be attained.

One of the very basic requirements of aquality construction programme is that theconstruction site must be kept clean. Materi-als and equipment must be neatly stored forfuture use. The reason is very simple. If aperson comes to work to a dirty and untidyworksite it is difficult for him to believe thatquality work is really a priority. The result isthat an undesirable attitude would already beestablished for lack of quality. Conversely, ifthe worker arrives at a site that is clean, neatand orderly, a quality image is set. The workercan perform his tasks without interference.Most workers would want to do a good jobbut the atmosphere and the attitude of thosearound them must be conducive.

Lastly, in addition to site cleanliness,another basic criterion on any quality con-struction programme would be site safety. AllFire Safety Bureau requirements and stan-dard safety practices must be followed duringconstruction. One of the rules on the worksiteis that no construction work can be performedwithout wearing a safety helmet. Wearinghelmets makes the workers conscious of thesafety requirements and again reinforces aquality attitude.

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A framework for implementing TQM in construction

Low Sui Pheng and Peh Ke-Wei

The TQM Magazine

Volume 8 · Number 5 · 1996 · 39–46

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The implementation of TQM at the projectlevel can now be considered.

Project implementation guidelinesSuccessful implementation of TQM on con-struction projects can be achieved throughpersistence, positive hands-on leadership,upfront preparation and continuous mainte-nance of a sensible plan. The basic steps inthe implementation of TQM on constructionprojects can be identified as follows:(1) Obtain client commitment to quality.

This is crucial to success.(2) Generate awareness, educate project staff

and change attitude.(3) Develop and document approach to

TQM of projects but do not degenerateinto paper bureaucracy.

(4) Prepare project quality plans for all levelsof work.

(5) Install organization and managing bodies.(6) Institute continuous improvement.(7) Promote staff participation and contribu-

tion by quality control circles and initiatemotivation programme.

(8) Review quality plans and measure perfor-mance.

TQM of construction projects is an incremen-tal process comprising of a number of specificaspects. All these must be integrated in asensible and practical way. It is necessary forall project staff to be educated in TQM beforethe approach to TQM of projects is initiated orproject quality plans are to be implemented.

Subcontractors’ participationThe construction quality effort involves aprocess in which a key element to success iscontinuous improvement. One of the majorchallenges is better penetration of the qualityprocess into the work of the subcontractors.Subcontractors and their workers are criticalto the main contractor’s quality initiatives.They are the ones who actually undertake theon-site work.

By breaking down the barriers to commu-nications and making subcontractors under-stand that TQM is in their best interest as wellas the main contractor’s, they can bothachieve cost savings in their constructionworks and thereby increase profits. To achievethis the main contractor must first have hisown house in order, meaning a top-to-bottomcommitment to quality management. Second,communicating TQM to subcontractors

requires a translation into “field friendly”language and practices. It has to be under-standable in their world. It is also importantto help workers understand that TQM doesnot threaten their jobs or income. In addition,it is necessary to train foremen and theirworkers to believe that their suggestions arevaluable and worth communicating.

The main contractor should also help thesubcontractors introduce TQM to theirworkers and show them how to trouble-shootproblems which they may encounter. Themain contractor should conduct meetingswith his suppliers and subcontractors individ-ually, beginning with the major trades. Thesemeetings should be very informal to avoidintimidating the workers. At these meetings,the parties would discuss the revolution incustomers’ expectations and that customersdefine progress as the relationship betweenvalue and price. When value improves andprice declines, customers see progress.

On the suppliers’ and subcontractors’part, they should be giving the main contrac-tor specific feedback on ways they can bemore efficient as well as ways the project/site manager can manage the job more effec-tively, including the purchase and deliveryof materials.

In addition to the above individual meet-ings, it is also necessary to hold multi-trademeetings with two or more interdependenttrades such as flooring/tiling, plumbing andelectrical. During these meetings, the maincontractor would ask the suppliers and sub-contractors from each trade what they needfrom the others to reduce damage, improvequality and boost craftsmanship. The maincontractor should be ready with targets fortheir own improvements so that the subcon-tractors and suppliers would not view theentire process as one-sided.

Finally, when the main contractor hasmulti-party agreements, he has to make surethat everything he promises, he delivers. Thisis how the main contractor gets credibilitythat continuous improvement is the founda-tion of his business philosophy.

Keys to continuous improvementIn the implementation of TQM on construc-tion projects, one important step is to institutecontinuous improvement. Continuousimprovement would yield excellence indesign, ensure communication in contractsand create a teamwork spirit in construction.

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A framework for implementing TQM in construction

Low Sui Pheng and Peh Ke-Wei

The TQM Magazine

Volume 8 · Number 5 · 1996 · 39–46

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The following are the keys to continuousimprovement in the construction process:• Learn to work smoothly in teams, i.e.

respect the principle of internal supplier tointernal customer chains.

• Be proactive to sense reasonable futurechange and be prepared. Do not wait untilyou are pressured into change or to act.

• Aim process improvement at the singulargoal of meeting clients’ expectations.

• Set benchmark at above average incremen-tal process improvement to systems orsubsystems and implement/monitor pro-grammes.

• Look for root causes when diagnosing thesystem malfunction or project processbottlenecks.

• Recognize the integrated and interdepen-dent nature of project system and its parts.

It is only from this fundamental mindset,commited posture and attitude shift that realprogress will emerge. The end results willboost productivity immensely as well as con-currently cut waste and save costs arising fromdoing it right first time (DRIFT).

Conclusion

The design and construction of a building orcivil engineering project is one of the mostcomplex and difficult industrial undertakings.It requires management skills of a high orderand is frequently undertaken by firms withlittle or no formal training in management. Tocomplete the structure fit for its purpose, rightfirst time, and to predetermined quality stan-dards requires not only planning, organizing,budgeting, controlling and careful adherenceto an overall project management system butalso a high level of understanding of humanmotivation and behaviour within prescribedcontractual obligations. All these mustembrace the client’s functional, aesthetic, costand time requirements, around which theproject quality plan should be devised.

TQM is a continuous process of incremen-tal improvements. It may take years to put it inplace within an organization but a start couldbe made with fruitful short-term successes.It should be remembered at this stage thatTQM is process-oriented and not so muchresult-oriented. If the processes are right, theresults (i.e. quality improvements) are likely tofollow. TQM gives an organization the com-petitive edge. It refines the quality of work life

by getting management and employeesinvolved in identifying and solving work prob-lems. Its prevention-based approach adds toorganizational strength and improves moraleand productivity. Good quality work promotesa sense of pride. Any organization whichignores TQM is doing itself a disservice. Thiswould, of course, include the constructionindustry. Hence, the application of TQM inthe construction industry as well as at the levelof construction projects forms the thrust ofthis paper. Clearly, the whole constructionindustry is project-oriented, so improvedquality performance must be project-relatedand include the whole project team. The maincontractor, suppliers, subcontractors, design-ers, project managers and, above all, the client– i.e. the customer whom the entire industryexists to serve – must be involved in theprocess. With this in mind, the proposedframework for implementing TQM for theconstruction industry can now be rationalized.This is shown in Figure 2.

A framework for implementing TQM in construction

Low Sui Pheng and Peh Ke-Wei

The TQM Magazine

Volume 8 · Number 5 · 1996 · 39–46

TQM philosophyand principles

TQM inmanufacturing

Philip Crosby’sapproaches

ISO 9000 qualitymanagement

systems

Lessonslearned

Criteria forquality awards

TQM in theconstruction

industry

Customers Audits Contracts

TQM forconstruction

projects

Subcontractors’participation

Project implementationguidelines

Keys to continuousimprovements

The

ratio

nale

for T

QM Factors affecting

quality construction

Figure 2 Proposed framework for implementing TQM in construction

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With TQM ideas, there is a stress on collabo-ration and social cohesion among all employ-ees. In essence, TQM encourages:• greater harmonization of terms and condi-

tions, thereby creating a powerful sense ofbelonging;

• a collaborative community-like spirit, withemphasis on customer service orientationbetween departments, divisions or individ-uals;

• project teams to pursue a “company-widepolicy” and dominant shared values;

• a mutual sense of belonging when allemployees are part of a quality culturefocusing on customer satisfaction as thesuperordinate goal;

• certain practices to be deemed normal anddesirable;

• a shared language, i.e. a “total quality”language.

In conclusion, the TQM philosophy, if inter-preted and inculcated effectively, would

generate a mutually rewarding scenario for allparties in the construction industry. It willhelp to encourage the open addressing ofproblems, place value on long-term relation-ships, create a harmonious team spirit,enhance professionalism and skills in allquarters of the construction sector and in thefinal analysis, help to achieve the intendedproject objectives and benefits.

References

1 Building Research Establishment, Quality in Tradition-al Housing, An Investigation into Faults and theirAvoidance, BRE, Garston, 1982.

2 Low, S.P. and Goh, K.H., “The practice of quality andquality assurance in the Singapore constructionindustry”, Quality Forum, Vol. 19 No. 1, Institute ofQuality Assurance, 1993, pp. 40-5.

3 Crosby, P.B., Quality Is Free, McGraw-Hill, New York,NY, 1979.

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A framework for implementing TQM in construction

Low Sui Pheng and Peh Ke-Wei

The TQM Magazine

Volume 8 · Number 5 · 1996 · 39–46

CommentaryThe very first recorded standards came from the construction industry (Babylonian) and it is interest-ing to see the vast construction industry addressed from a TQ point of view.

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