the role of optimal decision making in tqm …ijaresm.net/pepar/volume_1/issue_5/31.pdf · the role...

All rights reserved by www.ijaresm.net ISSN : 2394-1766 1

THE ROLE OF OPTIMAL DECISION MAKING IN TQM FOR

CIVIL ENGINEERING PROJECT Dr S. K. Dave

,

Assistant professor in Applied Mechanics Department And I/C Head Civil Engineering Dept.

(SF), B&B Institute of Technology, V. V. Nagar3

Abstract: The construction industry is one of the most complex sector where there is

always a difficulty in in maintaining the expected satisfaction required by the customers

without compromising the quality. Total quality management has proved to be a useful tool

in ensuring the achievement of standards and success of civil engineering projects. This

paper envelops the problems of defining quality in the construction industry, examining

possible benefits of implementing Total quality management concept in construction

processes so as to optimize objective functions and constraints in decision making .This

paper discusses the decision making with quality in process and execution, making right

decisions at right time. It aims at presenting the general information regarding decision

quality in construction projects. A right qualitative decision at execution process involves

coordination of many tasks and individuals with different priorities and objectives. It is

aimed to give justification to make optimal decisions resulting to best outcomes between

projects’ cost, time and quality constraints.

Keywords: Construction Management, Decision, Total Quality Management (TQM)

I. INTRODUCTION

Decision quality is a practical and systematic approach that methodologically breaks

down barriers and improves the quality and timeliness of important decisions. The

successful execution of a civil engineering projects is heavily influenced by a right

decision at initiation stage up to completion stage. A right qualitative decision at

execution process involves coordination of many tasks and individuals with different

priorities and objectives. Project management involves five main processes: Initiating,

Planning, Executing, Monitoring and Controlling, and Closing. Different project types,

including construction ones, are made up of a group of interrelated work activities

constrained by a specific scope, budget, and schedule to deliver capital assets needed to

achieve its objectives. These constraints, sometimes called knowledge areas, include

integration, scope, time, cost, quality, human resource, communication, risks and

procurement. For civil engineering projects, there are four unique constraints; Safety,

environment impacts, finance and claims. To improve the efficiency and effectiveness of

managing construction projects all these points should be considered. [15]

Quality has been considered as an important aspect amongst the construction

industries. There may be a long time between the decision and knowing the outcome.

Determining the quality of the decision and giving yourself a chance to improve it at the

IJARESM


time of making the decision is an important aspect of a quality decision. Construction

industry is such a sector where the work focusses more on durability and sustainability

and hence a qualitative approach is required for each decision to be taken. Relating

construction sector with management perspective will give an outcome to “Total

Quality Management”.

The quality management system aims to improve the level of works in construction

projects and make awareness among the staff in different managerial decisions

improving the quality of construction works.

II. TOTAL QUALITY MANAGEMENT CONCEPT

Total Quality Management TQM is termed as a journey and not a destination [5]. Quality is

one of the critical factor in the success of the construction projects. TQM is concerned with

moving the focus of control from outside the individual to within, the objective being to make

everyone accountable for their own performance and to get committed to attaining quality in

highly motivated fashion. [10]

III. TOTAL QUALITY MANAGEMENT: A CONTINUOUS IMPROVEMENT

PROCESS

To be competitive in today‟s market, it is essential for construction companies to provide

more consistent quality and value to their owners/customers. Such goals demand that a

continuous improvement (CI) process be established within the company in order to provide

quality management. TQM is a management philosophy, a paradigm, a continuous

improvement approach to doing business through a new management model. The TQM

philosophy evolved from the continuous improvement philosophy with a focus on quality as

the main dimension of business. [14]

IJARESM


Deming’s points for Total Quality Management

Create constancy of purpose for

improvement of product and service. (Plan

to stay in business.)

Adopt the new philosophy. (Stop tolerating

poor quality.)

Cease dependence on inspection to achieve

quality. (Improve the process.)

End the practice of awarding business on

the basis of price tag alone. (Seek longer-

term supplier relationships; reduce the

number of suppliers.)

Improve constantly and forever every

process in the system of planning,

production, and service.

Institute modern training (for everybody!).

Institute modern methods of supervision.

(The responsibility of foremen must be

changed from sheer numbers to

QUALITY.)

Create constancy of purpose for

improvement of product and service. (Plan

to stay in business.)

Adopt the new philosophy. (Stop tolerating

poor quality.)

Cease dependence on inspection to achieve

quality. (Improve the process.)

End the practice of awarding business on

the basis of price tag alone. (Seek longer-

term supplier relationships; reduce the

number of suppliers.)

Improve constantly and forever every

process in the system of planning,

production, and service.

Institute modern training (for everybody!).

Institute modern methods of supervision.

(The responsibility of foremen must be

changed from sheer numbers to

QUALITY.)

Drive out fear. (Encourage employees to

speak up.)

Break down barriers between departments.

Eliminate slogans, exhortations, and

targets for the work force.

Eliminate work standards that prescribe

numerical quotas.

Remove barriers to pride in workmanship.

(Poor supervisors, poor materials,

inadequate equipment, lack of training,

etc.)

Institute a vigorous program of education

and self-improvement for everyone.

Place everybody in the company to work

to accomplish the transformation and

create a structure in top management that

will push every day on the above points.

Source: Article on Total Quality Management: A Continuous Improvement Process

@1996 PHCC Education Foundation.

A quality decision making in a civil engineering projects can be done by following the

sequence as mentioned below:

IJARESM


Table 1. A summary of decisions and uncertainties encountered in a construction site

Building elements Decision-making problems Key uncertainties

Materials Choice of suppliers, Stock

management, material type

Availability deficiency,

losses, quality, site

containment

Equipment Acquisition type, storage facilities and

location,

arbitrary recruitment , composition of

teams per trade poorly controlled

Failures, unknown yield,

uncertain financial means

Manpower Lack of adequate understanding

between training and the real market

needs.

Accidents, illness, strikes,

unavailability, poorly

controlled performance.

Methods Tasks scheduling

Fabrication technique

Practices, regulations,

attitudes

Any quality decision is considered perfect by following the below given points:

A. A useful frame: are we adopting a right way to undertake the project?

B. Creative and feasible alternatives: having a small set of wide-ranging choices,

incoming materials in market having different properties and specifications.

C. (I)Meaningful and reliable information, particularly about risk.

(II)Clear preferences and product control.

(III)Sound reasoning, and clear communication about complex issues and special

product studies.

D. Commitment to action.

A. A Useful frame

This is related to planning stage where several characteristics are unique to the planning of

constructed facilities and should be kept in mind even at the very early stage of the project

life cycle. These include the following:

Nearly every facility is custom designed and constructed, and often requires a long

time to complete.

Both the design and construction of a facility must satisfy the conditions peculiar to a

specific site.

IJARESM


Because each project is site specific, its execution is influenced by natural, social and

other locational conditions such as weather, labour supply, local building codes, etc.

Since the service life of a facility is long, the anticipation of future requirements is

inherently difficult.

Because of technological complexity and market demands, changes of design plans

during construction are not uncommon.

B. Creative And Feasible Alternatives

This means having a small set of wide-ranging choices, incoming materials in market. It

represents the procedures for actual acceptance of materials, parts and components that are

purchased from other companies or, perhaps, form other operating units of the same

company. In construction market there are various options available for the same type of

work to be performed. Opting for the most suitable type of choice depends on the

economy and feasibility of the alternative selected from viewpoint of both design and

construction. The designers and contractors should also be more willing to introduce new

techniques in order to reduce the time and cost of construction. The planning for a

construction project begins with the generation of concepts for a facility which will meet

market demands and owner needs. Innovative concepts in design are highly valued not for

their own sake but for their contributions to reducing costs and to the improvement of

aesthetics, comfort or convenience as embodied in a well-designed facility. However, the

constructor as well as the design professionals must have an appreciation and full

understanding of the technological complexities often associated with innovative designs

in order to provide a safe and sound facility. Because of the ambiguity of the objectives

and the uncertainty of external events, the creative and feasible alternatives which are

appropriate one are considered.

C.(I)Meaningful And Reliable Information Particularly About The Risk,(II) Clear

Preference And Product Control,(III) Sound Reasoning, And Clear Communication About

Complex Issues And Special Product Studies

One of the most important aspects of design innovation is the necessity of communication in

the design/construction. A proper market survey is necessary for the optimum decision to be

taken for the equipment and material to be collected for the suitable procedure. The

meaningful and reliable information will facilitate product control of item at the source of

production as well as at site so that departures from quality specifications can be corrected

before defective structures are constructed. It does not only involve the materials, but also the

control of processes that contribute to the quality characteristics during the execution and

supervision. This control seeks to deliver a reliable product that will perform satisfactorily

during its expected life and under the conditions of use and minimize the risks.

The studies have shown that it is difficult to define quality in the construction industry.

Contractors often have an attitude of „looks good, feels good‟. This type of quality is hard to

quantify, and that is also one of the main results of our study, it is hard to find a quantifiable

outcome measure of quality in construction. Customer satisfaction is an obvious outcome

measure but most of the time, this measure is not adequately quantified in construction.

Contractors are more than willing to show references from satisfied customers, but a

standardized outcome measure would be welcome. If, for example, all construction

contractors would use a standardized customer satisfaction questionnaire, it would be

IJARESM


TOP MANAGEMENT OF COMPANY

possible to compare the quality records of contractors (benchmarking) and analyze which

factors contribute to high customer satisfaction and high quality.[11]

Figure 1: The Relationship Between Quality Circles And Quality Management

Department In Construction Companies.

D. Commitment to action

Valuing people leads to a more productive and engaged workforce, facilitates recruitment and

retention of staff and engages local communities positively in construction projects.

Local employment projects and local training initiatives should be utilized in order to

create sustainable communities.

Training and development should be offered to all staff, including the client, to meet

individual, project and company needs.

Opportunities for apprenticeships and work experience should be offered.

A policy of equal opportunities to be adopted to encourage a diverse workforce.

Project specific agreements should be established between unions and employers to

encourage better employment practices, including training as well as health and safety.

Construction sites should be clean, tidy and provide good quality facilities, including

catering, appropriate to the diverse needs of the workforce.

There are four different proficiency level to quality decision making in construction

management, related to logic, analysis, wisdom and experience.

Table 3: Proficiency Levels for Quality Decision

Level 1: Basic Level 2: Intermediate Level 3: Advanced Level 4: Expert

Uses a combination of

logic, analysis, and

experience to make

decisions and solve

problems

Basic level + wisdom,

and methods to make

sound, timely

decisions and to solve

problems

Intermediate level +

Demonstrates the

ability to solve

difficult problems;

creates effective

solutions

Advanced level +

creates effective and

innovative solutions

Seeks relevant

information and

answers to key

Basic level +

Understands levels of

inclusion necessary for


Identifies and manages

the appropriate level of

Advanced level +

builds and leads

coalitions and teams to

Indicating the

problems and

defects in the

department

IJARESM


questions from several

sources. Understands

levels of inclusion in

decision making

ownership and

effective action

inclusion indicated by

the situation

facilitate the work

when indicated

Has solutions and

suggestions that are

effective in addressing

the problem at hand

Basic level + turn out

to be correct and

accurate when judged

over time


constructively impact

the whole organization

Delivers solutions and

decisions that have a

positive, far-reaching,

and comprehensive

organizational impact,

influencing future

events and directions

Involves others in the

thinking and decision-

making process

Is sought out by others

for input and process

support

Is well respected and

sought out often by

others for input,

process support, and

direction

Is well respected

inside and outside the

organization; is often

pursued as a consultant

for input, analysis,

process support, and

direction

Source: http://www.microsoft.com/en-us/education/training-and-events/education-

competencies/problem_solving.aspx#fbid=WSbzihrQcVw

Decision making process includes four phases and steps of the decision-making process: [16]

1. Intelligence: Observe reality; gain problem/opportunity understanding; acquire

needed information.

2. Design: Develop decision criteria; develop decision alternatives; identify restrictions;

+1.

3. Choice: Logically evaluate the decision alternatives; develop recommended actions

that meet the decision criteria; +2.

4. Implementation: Ponder the decision analyses and evaluations; Weight the

consequences and recommendations; Gain confidence in the decision; Design an

implementation plan; Secure needed resources; Put implementation plan into action.

III. CONCLUSION

The study of decision problems in a Civil engineering projects is often based on uncertainties

resulting from unplanned and frequent irregular site conditions or modifications made about

construction activity. A Quality Decision is a practical and systematic approach that

methodologically breaks down barriers and improves the quality and timeliness of important

decisions.TQM attempts to have maximum customer satisfaction through providing quality

maintenance and services by quality decisions. Effective leadership starts with the

development of a mission statement, followed by a strategy, which is translated into action

plans down through the organization. These combined with a TQM approach, will result in a

quality decision, with satisfied customers and good business results.

IV. REFERENCES

[01] “Decision-making processes in radioactive waste governance”, February 2007, the

Document was formulated by the Work Package Leader Thomas Flüeler (co-authored by

Andrew Blowers in the section “Insights”).

http://www.microsoft.com/en-us/education/training-and-events/education-competencies/problem_solving.aspx#fbid=WSbzihrQcVw


IJARESM


[02] Abu Hassan Bin Abu Bakar, Khalid Bin Ali and Eziaku Onyeizu,” Total Quality

Management Practices in Large Construction Companies: A Case of Oman”, World

Applied Sciences Journal 15 (2): 285-296, 2011 ISSN 1818-4952.

[03] Ahmad, I and Minkarah, I (1990). “Decision Analysis and Expert System Technology: A

Construction Industry Perspective” Proc. Int. Symp. On Building Economics and

Management.

[04] Article on Total Quality Management: A Continuous Improvement Process @1996

PHCC Education Foundation.

[05] Burati, J.L. and T.H. Oswald, 1993. Implementing total quality management in

engineering and construction. J. Management Engineering, 9(4): 456-470.

[06] Farzad Khosrowshahi,Rodney Howes, “A Framework For Strategic Decision-Making

Based On A Hybrid Decision Support Tools”, Itcon Vol. 10 (2005), Khosrowshahi et

Howe‟s.

[07] http://hr.od.nih.gov/workingatnih/competencies/leadership/decision.html

[08] http://www.microsoft.com/en-us/education/training-and-events/education-

competencies/problem_solving.aspx#fbid=WSbzihrQcVw

[09] Md. Abdus Sabur, “Total Quality Management as a Tool for Decision Making”, Asian

Business Review, Volume 3, Number 4/2013 (Issue 6) ISSN 2304-2613 (Print); ISSN

2305-8730 (Online).

[10] Oakland, J. and M. Marosszeky, 2006. Total quality in the construction supply chain.

Jordan Hill, Oxford:Elsevier ltd.

[11] Peter Hoonakkera, Pascale Carayona, and Todd Loushine,” Barriers and benefits of

quality management in the construction industry: An empirical study”, Total Quality

Management Vol. 21, No. 9, September 2010, 953–969, ISSN 1478-3363 print/ISSN

1478-3371 online, 2010 Taylor & Francis.

[12] Raji Al-Ani1 and Firas I. Al-Adhmawi2, “Implementation of Quality Management

Concepts in Managing Engineering Project Site”, Jordan Journal of Civil Engineering,

Volume 5, No. 1, 2011.

[13] Rosmayati Mohemad, Abdul Razak Hamdan, Zulaiha Ali Othman and Noor Maizura

Mohamad Noor,“decision support systems (dss) in construction tendering processes”,

IJCSI International Journal Of Computer Science Issues, vol. 7, issue 2, no 1, march

2010.

[14] S.Thomas Ng, University Of Hong Kong Duc Thanh Luu And Swee Eng Chen,

University Of Newcastle, Australia” Decision Criteria And Their Subjectivity In

Construction Procurement Selection”, The Australian Journal Of Construction

Economics And Building Vol.2 No.1.

[15] Sami Mustafa Mohamed Elhassan1, Noor Amila Wan Abdullah Zawawi2 & Zulkipli B.

Ghazali3, Malaysia, “Decision making framework for optimizing construction

management objectives: A review”, Recent Advances in Engineering, ISBN: 978-1-

61804-137-1.

[16] Zenonas Turskis, Gintautas Ambrasas, Darius Kalibatas, Arunas Barvidas “Multiple

Criteria Decision Support System Model For Construction Works Technological Cards

Designing”.

http://hr.od.nih.gov/workingatnih/competencies/leadership/decision.htm



the role of optimal decision making in tqm …ijaresm.net/pepar/volume_1/issue_5/31.pdf · the role...

Documents