Quality Control, Quality Assurance and Total Quality Management in Construction Sector

Menuofia University
Faculty of Engineering
Civil Department
Quality Control, Quality Assurance and Total

Quality Management in Construction Sector
Thesis
Submitted in Partial Fulfillment of the Requirement of M.Sc
degree in "Structural-Engineering-Strength and testing of
materials"
By
Eng. Tamer Ibrahim Ahmed Ibrahim
B.Sc. Civil Engineering 2001,
Faculty of Engineering,
Menuofia University .
Under Supervision Of
Prof. Dr. Monir Mohammed Kamal

Prof. of strength and testing of materials
Minufiya University
Dr. Mohammed Roshdy Afifi

Lecture Civil Engineering Department
Minufiya University
2008
Menuofia University
Civil Department
Quality Control, Quality Assurance and Total

Quality Management in Construction Sector
Thesis
Submitted in Partial Fulfillment of the Requirement of M.Sc
degree in "Structural-Engineering-Strength and testing of
materials"
By
B.Sc. Civil Engineering 2001,
Faculty of Engineering,
Menuofia University .
Examiner committee
Prof. Dr. Mohamoud Ahmed Motawa
Azhar University

Minufiya University
Prof. Dr. Yusry Baiumi Shahin

Minufiya University
2008
Acknowledgement
The author, with all the affection and appreciation, wishes to

express his sincere gratitude to Prof. Dr. Monir.
Monir. M. Kamal for his
valuable guidance and continuous encouragement during all stages of the
work, and for the hours of his valuable time he gave me in reviewing and
orienting me in the right way in order to give the most effective benefits
from this thesis.
Appreciation is also expressed to Dr. Mohammed Roshdy for his
continuous support by providing all the possible facilities and for his
guidance and encouragement during the course of this thesis.
Special acknowledgement is due to Dr. Manal Aly, Dr. Basma

Kabil. Eng. Amr Shaheen, eng Khairy Hassan and Mr. Hitham for their
help.
-I-
Quality Control, Quality assurance and total quality management in construction sector
Abstract
This research was conducted to determine what the
requirement were for construction companies to successfully
implement and maintain a system of quality control known as total
quality management (TQM)
This research includes an extensive literature review to spot
light on Quality assurance, Quality Control and Total quality
management history, principle, cost and measurements to cover the
requirement of International quality standers.
Comparative study was carried out between 3 construction
companies according to its quality manual. A field survey was
established for the purpose of surveying the concepts of quality and
the level of practice of the TQM related activities. The data have
been collected by means of questionnaires. Important conclusions
and recommendations for the proper implementation of the Total
quality system in Egyptian construction companies were reached.
II
CONTENTS
Page
Acknowledgements I
Abstract II
List of Contents III
Tables content VI
Figures content VII
Chapter (1) Introduction 1
1-1 General 1
1-2 Research Objectives. 2
1-3 Thesis out lines 2
Chapter (2) Literature Review 3
2-1 Introduction 3
2-2 Definition and concepts 3
2-2-1 Quality 3
2-2-2 Quality Control 4
2-2-2-1 The role of quality control throw the project development 4
2-2-2-2 Technical Inspection 5
2-2-2-3 Technical Inspector 6
2-3 Quality Assurance 6
2-3-1 Quality system requirements 6
2-3-2 Quality Management system 7
2-3-2-1 General Requirement 7
2-4 Quality Manual 8
2-4-1 Control of documents 8
2-4-2 Control of records 9
2-5 Quality system 9
2-6 Total quality management (TQM) 9
2-6-1 The implementation of Q.M. systems in construction industry 10
2-6-2 The implementation of Q.M. systems in developing countries 12
2-6-3 The implementation of Q.M. systems in Egyptian construction Ind. 14
2-7 Conclusions 18
Chapter (3) Comparison between different international standard

regard to Total Quality Management 20
3-1 Introduction 20
3-2 Back Ground of Total Quality Management 21
3-2-1 Standardization history 22
3-3 Thoughts of Quality gurus 25
3-3-1 Deming's 14 points 27
3-3-2 Juran's trilogy 28
3-3-3 Feignebaum's total quality control. 28
3-4 Objective of TQM 28
3-5 Principles of TQM 29
3-5-1 Customer satisfaction 30
3-5-2 Managing with facts 31
3-5-3 Respect for people 32
III
Page
3-5-4 Continuous improvement 35
3-6 Elements of TQM 37
3-6-1 Commitment and leadership of the chief executive officer. 37
3-6-2 Planning and organization 37
3-6-3 Using quality tools and Techniques 38
3-6-4 Education and training. 39
3-6-5 Involvement 40
3-6-6 Teamwork 40
3-6-7 Communications 41
3-6-8 Cultural change 42
3-7 Levels of TQM adaptation 43
3-7-1 Uncommitted 44
3-7-2 Drifters 44
3-7-3 Tool pushers 45
3-7-4 Improvers 46
3-7-5 Award winners 47
3-7-6 World class 47
3-8 Impracticable TQM theories for construction 48
3-8-1 Empowering workers 48
3-8-2 Standardization of products. 50
3-8-3 Just-in-time inventory 50
3-8-4 Limitation of suppliers. 52
3-8-5 Complete customer satisfaction 52
3-8-6 Research and development 54
3-8-7 Continuous process improvement 54
3-8-8 Focus on the customer 55
3-9- The cost of quality 56
3-9-1 Prevention costs 58
3-9-2 Appraisal costs 58
3-9-3 Failure costs 59
3-9-3-1 Internal failure costs 59
3-9-3-2 External failure costs 60
3-10- ISO 9000 Quality standards 61
3-10-1-The ISO 9000/2000 international standards 63
3-10-2-The relations between ISO 9000/94 and ISO 9000/2000 64
3-10-3-The ISO 9001/2000 International standards Models 68
3-10-4 ISO 9000 Implementation 70
3-10-4-1 Why ISO 9000 should be implemented 70
3-10-4-2 How to Implement ISO 9000? 70
3-10-4-3 Advantages of implementing ISO 9000 72
3-10-5 TQM and ISO 9000/2000 International standards 73
3-10-5-1 Comparison: Traditional Management versus (TQM) 75
3-11-World-class quality awards 76
3-11-1 Why was the Award Established? 77
3-11-2 Purpose and goals of the Award Criteria 77
3-11-2-1 The Deming prize 78
3-11-2-2 Malcolm Baldrige National Quality Award 83
3-11-2-3 The European Quality Award 88
3-11-2-4 The European Quality Award criteria 89
IV
Page
3-11-2-5 Comparison between the world-class quality Awards 93
3-11-3 Comparison between world-class Quality Award and ISO 9000 95
3-12 Conclusions: 98
Chapter (4) Comparative study between three construction
companies according to quality manuals. 99
4-1 Introduction 99
4-2 Comparative points 100
4-2-1 Company Organization 101
4-2-2 Amendment record: 101
4-2-3 Company quality control and quality assurance procedures 102
4-2-3-1- Control of documents: 102
4-2-3-2 Control of records: 104
4-2-3-3-Quality Policy 106
4-2-3-4-Responsibility, Authority and communication 108
4-2-3-5-Purchasing 122
4-2-3-6-Control of production and service provision: 124
4-2-3-7-validation of processes for production and service provision. 125
4-2-3-8-entification and traceability:. 128
4-2-3-9-Customer property 129
4-2-3-10-Preservation of product 130
4-2-3-10-Customer satisfaction: 133
4-2-3-11-Internal Audit: 135
4-3 Conclusions 137
Chapter (5) Assessment Questionnaire 139
5-1 Introduction 139
5-2 Tools and techniques used in improvement 139
5-3 Implementing a quality system: 140
5-3-1 the most four critical factors for success 140
5-3-2 effective points for design quality system 141
5-4 Basics of questionnaire: 142
5-4-1 The reason for choosing Malcolm Baldrige criteria 142
5-5 key elements of Assessment questionnaire for construction companies using
a quality system management 143
5-6 The Assessment Results and Data Analysis 160
5-6-1 Introduction 160
5-6-2 Data Analysis: 160
5-7Conclusions 191
Chapter (6) Conclusions, Recommendations and further studies 192
6-1 Conclusions 192
6-2 Recommendations 192
6-3 further studies 193
195
References 196

‫ا‬ 203
V
Tables Content
Page
Table (2-1) Role of quality control during the project life cycle. 5
Table (3-1) Quality communication Model: 42
Table (3-2) requirements of the three main ISO 9000/94 standards 65
Table (3-3) Correspondence between ISO 9001/2000 and ISO 9001/94 66
Table (3-4) The Main differences between ISO 9000/2000 and TQM 75
Table (3-5) comparison between traditional Management and TQM 76
Table (3-6) Quality framework 86
Table (3-7) European quality Award criteria 89
Table (3-8) comparison between national quality Award and ISO 97
9000/2000 standards
Table (4-1) Company C records 106
Table (4-2) Table (4-2) : Scope of purchase in company C 124
Table (4-3) : Customer satisfaction questionnaire in Company B 134
VI
Figures content
Page
Figure (3-1) Total quality is an objective, TQM is a means and continuous
improvement is a tool. 29
Figure (3-2) customer Driven organization, Aly M.S 31
Figure (3-3) the fact to Act process Aly M.S 32
Figure (3-4) components of the human aspect of achieving total quality 33
Figure (3-5) Deming (PDCA) cycle. 36
Figure (3-6) Continuous Improvement should never stop 36
Figure (3-7) Levels of TQM adoption 43
Figure (3-8) The cost of quality 57
Figure (3-9) levels of quality commitment 63
Figure (3-10) model of a process-based quality management system 69
Figure (3-11) Quality improvement and the ISO 9000 series 74
Figure (3-12) Deming prize model 82
Figure (3-13) Malcolm Baldrige Model 87
Figure (3-14) EFQM Excellence Model 92
Figure (3-15) Comparison of Award, assessment 96
Figure (5-1) Presents the performance of all quality system elements in 183
every construction company compared to each other:
Figure (5-2) leadership 184
Figure (5-3) Strategic planning 184
VII
Page
Figure (5-4) Contract Review 185
Figure (5-5) Document control and information analysis 185
Figure (5-6) Process Management 186
Figure (5-7) Corrective and preventive action 186
Figure (5-8) Quality records 187
Figure (5-9) Internal Quality Audits 187
Figure (5-10) Human resource development 188
Figure (5-11) Customer and market focus 188
Figure (5-12) Business Results 189
VIII
Menuofia University
Civil Department
Quality Control, Quality assurance and total

quality management in Construction sector
Thesis
Submitted to Civil Dept.,
in Partial Fulfillment of the Requirement for The Master Degree
By
B.Sc. Civil engineering 2001
Faculty of engineering,
MenuofiaUniversity .
Under Supervision Of

Prof. of strength and testing of material
Minufiya University
Dr. Mohammed Roshdy Afifi

Lecture in civil engineering department
Minufiya University
2008
IX
Menuofia University
Civil Department
Quality Control, Quality assurance and total

quality management in Construction sector
Thesis
Submitted to Civil Dept.,
in Partial Fulfillment of the Requirement for The Master Degree
By
B.Sc. Civil engineering 2001
Faculty of engineering,
MenuofiaUniversity .
Examiner committee
Prof. Dr. Mohamoud Ahmed Modawh
Azhar University
Prof. Dr. Monir Ahmed Kamal

Minufiya University
Prof. Dr. Yosry Baiumi Shahin

Minufiya University
X
Ch (1): Introduction
Chapter (1)
Introduction
(1-1) General
The construction industry sector in Egypt is experiencing high

changing demands towards quality during its different stages.
The need for changes is essential for construction
organizations, where they cannot remain static in a dynamic market.
Applying the quality assurance and quality control systems
have become very important in the building and construction sector
in Egypt, which will have great impact on the economics and safety
of the structures.
However quality assurance and quality control are not enough
to achieve continuous improvement.
The total quality management (TQM) approach is strongly
recommended for the construction industry, its principles should be
applied in every branch and in every level.
TQM experts prescribe strong leadership, good
communication and a quality-a ware company culture.
The aim of this study is to determine the requirement for
Construction Companies to successfully implement and maintain a
system of quality control known as total quality management.
This research assesses the impact on company performance
and implications of adopting quality schemes through the
development in five cases studies.
-1-
Ch (1): Introduction
It analyses why and how companies introduced quality

management, together with the key elements responsible for success
of the initiatives and the results achieved.
(1-2) Research objectives
The objective of this research is to obtain the efficiency of
TQM to improve construction sector by using quality management
system according to Assessment questionnaire
(1-3) Thesis outlines
This research is consisting six chapters which are:
1- The first chapter contains introduction about the development
in construction sector and also contain the objective of the
research
2- The second chapter contains Literature review about
definitions and concepts of quality ,quality control ,quality
assurance and total quality management as defined in
international standards and perverse studies
3- The third chapter contains comparison between different
international standards (ISO 9000, award class and malcom
bridge) regarding to total quality.
4- The fourth chapter contains a comparative study between
different Construction Companies regarding their manual
quality.
5- The fifth chapter contains Assessment questionnaire based on
a total quality management system to classify any company in
the construction sector according to the level of applying the
total quality systems.
6- The sixth chapter: including conclusions, recommendation and
the further studies suggested.
-2-
Ch (2): Literature Review
Chapter (2)
Literature Review
(2-1)Introduction
This chapter is divided into two parts:
The first part provides the definitions of key terms in the
research such that quality, quality assurance, quality control, quality
system.
Second part reviews the literature related to the
implementation of quality management systems in construction
industry worldwide with emphasize on TQM implementation in
developing countries and in Egypt in particular.
(2-2) Definitions and concepts
(2-2-1) Quality
ISO 8402(17) describes quality as “That which relates to the
evaluation of a product or service to its ability to satisfy a given
need”
Crospy(22) uses this definition: “Conformance to agreed and
fully understood requirements”
“Uniformity of the product characteristics or delivery of a
service around a nominal or target value”. This definition is
attributed to Anttila J. (1992) (59)
According to kelada (1996) (45), quality is “The totality of
characteristics of a product (Suitability, durability, reliability,
dependability, and soon) and accompany services (after-sales
servicing, maintenance and repairs, warranties and so on) that bear
on its ability to satisfy a number of stated or implied customer
needs”
Juran (1999) (39) defines quality as: “Fitness for purpose”
-3-
(2-2-2) Quality control (QC)

BS. 5750: part 1, (1987) (2) and ISO 8402, (1986) (17) define
quality control as the operational techniques and activities that are
used to fulfill requirement for quality.
It is a process which includes Setting specific standard;
measuring variances from the standards; taking action to correct or
minimize adverse variances; and planning for improvements in the
standards themselves and in conformance with the standards. Barrie
D.S. (1992) (52) adapted this definition.
Kelada (1996) (45), describes (QC) as following: “It is a mid at
inequality detection and correction. It relies on inspection, checks,
and tests to make sure that what is done conform to given
specification”
(67)
It is defined by ACI committee 121 (2004) as: “Those
actions related to the physical characteristics of the materials,
processes and services which provide a means to measure and
control the characteristics to predetermined quantitive criteria,
quality control (QC) is a production tool.”
(2-2-2-1)The role of quality control (QC) through the projects
development
Quality control and assurance is a total process which starts
from the feasibility studies of a project, through the initial project,
design, execution and hangover of project and continues during the
use of the structure. Table (2-1) summarizes the role of quality
control throughout the structure’s life.
-4-
Table (2-1) Role of quality control during the project life cycle.
El-Shoony (2005)(68)
Activity during Objective Remarks
project stages
1 Concept & To focus & define Is the building the best solution for
feasibility quality target the owner? Definition of performance
requirements of the buildings
2 Design Specify quality Technical solutions
3 Planning for Quality assurance Preparation of bid documents with
construction the inclusion of quality control
requirements
4 Construction Produce & Planning the activities for execution
control quality & following them up
5 Delivery Verify quality The building quality and quality of
building registration
6 Operation and use Keep quality Periodical inspection and maintains
(2-2-2-2)Technical inspection
Technical inspection for reinforced concrete works:
The technical inspection, in general, shall include the
following items:
- Acceptance and testing of reinforced concrete constituent
materials.
- The works sits its storage area and equipment.
- Concrete mix design, proportions and control including its
acceptance and testing.
- From work starting from foundations until completing the erection
of the building.
- Surveillance and recording of external factors work conditions.
- The technical body necessary for operating the site.
-5-
(2-2-2-3) The technical inspector

The technical inspector shall be responsible to or appointed by
the client consulting engineer’s office or one of the governmental
organization responsible for quality control in the building industry.
He shall not be connected in any manner to the contractor or the
internal quality control officer. Therefore, his fees shall be paid by
the authority which he represents. The technical inspector shall be
selected to have extensive experience which enables him to pass
independents and unbiased judgments.
(2-3)Quality Assurance (QA)
“A number of systematic activities that provide a buyer that
evidence needed to establish confidence that the quality function
being effectively performed contrary to quality control, quality
Assurance’s objective is inequality prevention”. As defined by
Kelada (1996) (45).
The ACI committee 121(2004) (67)
gives the following
definition: “All those planned and systematic actions necessary to
assure that the final product will perform its intended function,
quality Assurance (QA) is a management total.
“Quality assurance can be thought as the design and control
application of a set of product and process verification procedures,
both prior to completion of the structure and during service, to
ensure fitness for purpose with an appropriately high probability.” ,
as defined in the IABSE symposium in (1986) (58).
(2-3-1) Quality management system
(2-3-1-1)General requirement
The organization shall establish, document, implement and
maintain a quality management system and continually improve its
-6-
effectiveness in accordance with the requirements of this

International standard, the organization shall:
a- Identify the process needed for the quality management system
and their application throughout the organization.
b- Determine the sequence and interaction of those processes.
c- Determine criteria and methods needed to ensure that both the
operation and control of these processes are effective,
d- Ensure the availability of resources and information necessary to
support the operation and monitoring of this process.
e- Monitor, measure and analyze these processes.
f- Implement actions necessary to achieve planned results and
continual improvement of these processes.
These processes shall be managed by the organization in
accordance with the requirements of this international standard.
Where an organization chooses to outsource any process that
affects product conformity with requirements, the organization shall
ensure control over such processes. Control of such out sourced
processes shall be identified within the quality management system.
(2-3-2)Documentation requirements
(2-3-2-1)General
The quality management system document shall include:
a- Documented statements of a quality policy and quality objectives,
b- A quality manual,
c- Documented procedures required by this international standard,
d- Documents needed by the organization to ensure the effective
planning, operation and control of its process and
e- Records required by this international standard.
-7-
Where the term “documented procedure” appears within this

international standard, this means that the procedure is
established, documented, implemented and maintained.
The extent of the quality management system documentation
can differ from one organization to another due to:
a- The size of organization and type of activities,
b- The complexity of processes and their interactions,
c- The competence of personnel.
d-The documentation can be in any form or type of
medium.
(2-4) Quality manual
The organization shall establish and maintain quality manual
that includes:
a) The scope of the quality management system, including details of
and justification for any exclusions,
b) The documented procedures established for the quality
management system, or reference to them,
c) A description of the interaction between the processes of the
quality management system.
(2-4-1)Control of documents
Documents required by the quality management system shall
be controlled. Records are a special type of document and shall be
controlled according to the requirements
A document procedure shall be established to define the
controls needed:
a- To approve documents for adequacy prior to issue,
b- To review and update as necessary and re-approve documents,
-8-
c- To ensure that changes and the current revision status of

documents are identified,
d- To ensure that relevant versions of applicable documents are
available at points of use,
e- To ensure that documents remain legible and readily identifiable.
f- To ensure that documents of external origin are identified and their
distribution controlled,
g- To prevent the unintended use of obsolete documents, and to apply
suitable identification to them if they are retained for any purpose.
(2-4-2) Control of records
Records shall be established and maintained to provide
evidence of conformity to requirements and of the effective
operation of the quality management system. Records shall remain
legible, readily identifiable and retrievable. A document procedure
shall be established to define the controls needed for the
identification, storage, protection, retrieval, retention time and
disposition of records.
(2-5)Quality system
Anttila J. (1992) (59) in his paper “Standardization of Quality
Management and Quality Assurance” defines the quality system as
“the” implementation of the actual company quality policy, and it
operates in accordance with the modes of action of the company,
which are based on its business concept” To explain the nature of the
quality system he added: “Quality system cannot be standardized;
only guidelines, can be given in standards.”
-9-
(2-6)Total quality management (TQM)

BS 4778 (Part 2, 1986) (2) defines (TQM) as “A management
philosophy embracing all activities through which the needs and
expectations of the customer and the community and the objectives
of the organization are satisfied in the most efficient and most
effective way by maximizing the potential of all employees in
continuing drive for improvement.”
Dale (1999)(54) uses this definitions: “It is a mutual co-operation
of everyone in an organization and associated business processes to
produce products and services which meet the needs and
expectations of customers, it is both a philosophy and a set of
guiding principles for managing an organization.”
The coming sections are the review of some of the literature
that concerning the implementation of advanced quality management
approaches. Publications about the implementation of quality
management systems in construction industry worldwide are
investigated. A great deal of attention is paid to the implementation
of total quality management (TQM) in the developing countries in
general, and Egyptian construction industry, in particular.
(2-6-1)The implementation of Quality management systems
in construction industry
Most of the literature that discuss the implementation of
quality management systems in construction industry place to focus
these facts:
-Quality management systems are not easy but possibly to be
implemented because construction industry provides services and
does not provide a product.
-10-
In this context Gordon G., and et al., (1993) (47) said, “There are
significant differences between providing goods and services.
Services are typically intangible performances, not objects that can
readily be tested and measured in advance to determine quality.”
Graves R. (1993) (30) has the same opinion, in addition he sees that
services have no second chance to inspect and reject flaws before
they get to the customer.
However, Burati (1992) (31) sees that the construction industry
can successfully implement total quality management (TQM) by
adapting the techniques used in the manufacturing industry with
more studies to best employee TQM in the public construction
arena.
Quality management process will not succeed unless both the
technical and humanistic aspects are addressed.
Paul A. Nee (1996) (61), James L. Burat. Jr. (1991) (32), agree that
achieving success in implementing quality management approaches
in construction engineering requires integration of the interpersonal
and technical aspects.
The implementation of a quality management system in
construction industry demands of fundamental culture change.
Graves (1993)(30) believes that TQM is just an another
management ford that cannot work in the present culture of the
construction industry. Referring to Aly, M.S.(15) TQM is a culture
change, not a program. It’s a cause not a result. According to
F. Lawrence (1996) (51)
: to implement total quality management in
engineering organization, first begin with fundamental culture
change then consider some approaches to implementation. Laszlo
-11-
G.P.(2000)(66) ensure that, improving construction industry is

achievable by integrating the learning with the day-to day work
process, in such a way that they not only share knowledge and
continuously improve but also, operate efficiently in response to
their changing environment.
Kotp and et al., (2001) (64) introduces TQM as a better solution
for construction industry, where the world class status.
Implementing a quality management system can not be unique
for all engineering and construction firms.
James L. Burati Jr., (1991) (32) stated that “There is no universal,
cookbook approach to implementing TQM in engineering and
construction.” Construction industry needs self-imposed polices and
procedures implemented to strengthen individual companies”, Paul
A. Nee (1996) (61).
(2-6-2) The Implementation of Quality management systems
in developing countries
Khalifa N. Al-Khalifa (2000) (63) in his paper the development
of total quality management in Qatar has done an interesting study
for the issue of quality in developing countries. The focus of this
study is to analyze and evaluate current practices and knowledge of
quality/TQM activities in Qatar.
Alfredo S. and Fernando L.a (1998)(40), presented a
methodology that developed for construction improvement and
waste reduction and have been applied successfully for 3 years to
several construction sits in Chile. The methodology has been applied
in the housing construction sector because of its technological
limitations and the low educational level of its worker.
-12-
The approach utilized for performance improvement was

adopted from traditional problem solving methodology, which has
been applied in the following steps:
1- Diagnostic of current situation.
2- Analysis and identification of improvement opportunities.
3- Definition and evaluation of improvement strategies and actions.
4- Planning of implementation
5- Monitoring and evaluation of obtained results.
6- Corrective actions and maintenance of changes to assure benefits.
Results should that this methodology has been very effective
in achieving significant improvements in several construction
projects, such that:
- Increase of productive labor time;
- Reduction in rework and wasted time;
- Reduction of housing unit construction cost;
- Improved construction methods;
- Reduction of clients complains due to low quality of product.
In a study about the implementation of TQM is Saudi Arabia,
Minha J. khan (1999)(62) believes that people are the focal point of
every change in the company. He figured out that the implication
arise because of the conflicts between the international quality
systems and the cultural values in a typical Saudi Arabian company.
The author strongly suggests doing the following: “Look at the
individual needs and then group them in some logical manners so
that managing day-to-day issue are practical and possible towards
becoming a world class organization” in other words “Think global
and act local”
-13-
The weak points in implementing quality management systems

in developing countries:
The representation of the literature in this section explored the
major week points in implementing an improving quality
management approach) system in developing countries which are:
- The awareness and understanding of quality management
principals and its importance;
- The involvement of all people in improving process and enhancing
their commitment; and
- The different values and culture of the developing countries which
must be considered.
(2-6-3) The Implementation of Quality Management systems
in Egyptian construction Industry
Recently, quality management in construction industry and in
service sector has been one of the most debatable subjects in Egypt.
Literature concerning quality level and TQM and ISO 9000(1)
implementation in Egyptian firms have been published increasingly
in the last few years.
El-Bastawisy M. (1997)(60) in his paper “Improving building
Quality in Egypt through Developing the Quality management
System” is paying particular attention to the small and medium-scale
of building quality. The study explores three main issues that
contribute to the quality of these buildings: the imperfect quality;
quality control system and improving the quality of these scales of
buildings.
The investigation of the overall relationship between parties
involved in the current construction industry was used to define the
-14-
general factors that affect the quality of the buildings. Case studies
were analyzed to define specific and practical problems experienced
and perceived in the implementation of the current quality control
system of the small and medium scale buildings.
The results obtained from the investigation of the over all
relationship between parties involved in the current construction
industry and the analysis of the case studies, provide the following:
- Strong evidence that the low standards of the building quality do
exist.
- It’s not merely the analysis of the low standards of quality and the
factors that have contributed to it, but also the necessity of
improving the current quality control system of these scales of
buildings.
- Improving the quality of buildings is essential for the magnitude of
the construction industry in Egypt and to problem associated with
the building quality.
- The existing quality control system, in fact, is incapable of
fulfilling the current and future expectation demands of building,
in terms of quality, long life, and safety of occupants.
The results, moreover, focus on the nature of the developed
experiences, which could be used, in addition to the outcomes of the
above analysis, in initiating criteria and guidelines for improving
quality system in Egypt.
ISO 9000(1), Bs(2), ASTM(18), are not restricted to a certain
country or quality management system. They could be useful guides
a long initiating the Egyptian construction and quality management
system is achievable. It is also emphasis that initiating a quality
-15-
management system for small and medium-scale buildings should be

apart of improving the construction industry in Egypt.
The primary purpose of another research titled “TQM
practically in construction” by Islam, H.M., and et al., (1996) (57), is to
study the impact of the construction industry nature on applying
TQM concepts instituted in manufacturing.
The research attempted to perceive the nature of construction
industry from the view point of TQM theory. It, then, discussed the
practicability of TQM concepts that seem to go contrary to
construction nature, the research came out with a perception of the
obstacles hindering TQM implementation in construction.
The reluctance of implementing TQM in construction refers to:
1- The complexity of the construction project internal and
external relations that causes:
- Conflict of interests between the involved parties;
- Prevalence of litigious aptitudes in these relations;
- Undermined responsibilities for quality;
- Complexity in approving improvements to the process.
2- The non-repetitiveness of the construction projects that makes
it impracticable to:
- Standardized product;
- Define customer requirements;
- Limit suppliers.
- Limit suppliers;
- Apply individual improvements on the process.
The study comes out with a recommendation of considering a
different type of partnering to support TQM programs.
-16-
Lt Gen H Lal (1999) (24) introduces an approach based on Indian

experience for a new quality policy initiative in Egypt. He
demonstrates the statues of quality and quality management in
Egyptian industries including construction industry.
Lt Gen H Lal (1999) (24defined the quality dilemma in Egyptian
industries as following:
“Since Egypt with rest of the developing countries followed
controlled and regulated model of economy, quality and suffer due
to absence of competition. However, this will be an over
simplification of the situation Deeper analysis shows that all the
blame cannot be placed on governmental policies. In fact industry
leaders themselves are primarily responsible for poor quality culture
in industry, where main focus is a maximizing quantitative
production and adequate attention is not paid to quality”
Lt Gen H Lal (1999)(24) introduced a modern approach to
quality management in Egypt through defining the major advantages
of ISO 9000 for Egyptian companies:
- Clear specification of requirements;
- Standardization of process for optimum results;
- Helps in identification of areas of waste and inefficiency;
- Amenable to certification;
- Opportunity to establish new quality image at international level
at minimal cost.
ISO 9000(1) is being a bureaucratic exercise to gain a
certificate. Therefore, he presented some points that needed to
improve the ISO 9000(1) certificate in Egypt:
- Independence and objectivity of certification bodies;
-17-
- Use of customer’s feedback for auditing and surveillance;

- Safeguard for the customer of ISO 9000(1) certified companies;
In a summery, reviewing the literature which concerning the
application of the quality management systems in Egyptian firms
shows that:
El-Bastawisy (1997)(60), and El-Sawah (1998)(34) came to the
conclusion that the existing quality control systems have some
deficiencies, but developing and applying a quality management
system in the construction industry in Egypt is achievable. They
suggested that developing such a system should be based on the
concept of continuous improvement and ISO 9000 standards. Hosny
A.E. (1999)(50) and Abdelrazk H. Refat, (1998)(26) reached the same
conclusion by investigating the implementation of TQM in research
institutions and construction projects in Egypt respectively.
Lt Gen H Lal (1999)(24) focused on ISO 9000 and suggested a
way to manipulate if to be appropriate for the Egyptian industry
environment. Lt Gen H Lal (1999)(24) and El-Bastawisy (1997)(60)
pointed to the importance of implementing the modern quality
management systems in small enterprises (SMEs).
On the other hand Islam, H.M., and et al., (1996)(57), see that
the practicability of TQM concepts seems to go contrary to
construction nature. They introduced the obstacles hindering TQM
Implementation in construction and recommended different type of
partnering to support TQM programs.
(2-7)Conclusions
The quality assurance system should apply to, and interact
with, all activities pertinent to the quality of the project. It will
-18-
involve all phases of form initial identification to final satisfaction of

the requirements and organization expectations. This phase should
include at least the following:
a- Design/specification engineering.
b- Procurement of material.
c- Planning and development of the project.
d- Construction on site and production of systems.
e- Inspections testing and examination.
f- Storage of materials.
g- Technical assistance and maintenance.
h- Clearance of site
The quality control program should be applied and submit to the
organization before starting of work, indicating procedures of
controlling concrete quality and checking concrete forms and
reinforcement. The report shall be based on the specifications
requirements and shall includes the names and positions of
contractor quality control specialists, the contractor’s laboratory
equipment, typical forms for presentation of test results, and external
laboratories for conduction of tests not performed in contractor’s site
laboratories.
-19-
Ch (3) Comparison between different international standards regarding to total quality management
Chapter (3)
Comparison between different international
standards regarding to total quality management
(3-1)Introduction
In this chapter a great deal of attention is based to the total
quality management approaches, international quality standards and
world-class quality a ward and the relationship between all of them
to serve the research objective.
The levels of total quality management adoption are discussed
in this chapter to be able to define the status of Egyptian
construction firms according to these levels of adoption.
Standardization history in this chapter shows that ISO 9000
quality standards are of a great importance today. Therefore, the
requirements ISO 9000 standards are discussed in some details in
this chapter. A comparison between ISO 9000 quality standards and
TQM is made as well to illustrate how the international standards
and the quality management approach can be integrated.
The study is aimed to consider the successful evaluation
criteria. Therefore, the criteria of the most known world-class quality
Award for measuring and evaluating quality systems namely:
Deming prize, Malcolm Baldrdge National quality Award and
European Quality Award are presented in this chapter. The
relationship between those models is discussed to come out with the
common evaluation criteria in all of them and the criteria of focus in
each one.
-20-
The relationship between the evaluation models and ISO 9000

standards are clarified as well.
(3-2)Background of TQM
The effective management of quality and productivity, defined
within the Japanese concept of total quality control CTQC, is largely
credited as the main reason behind the Japanese industry’s
extraordinary improvements in quality and simultaneous reductions
in costs since 1950. The Japanese concept of TQC has come to be
known as TQM as it has been adopted and applied in the United
States.
A number of quality management expert’s world wide has had
a key influence on organizations in shaping the development of
TQM as we now know it. The four best known, all-American, who
brought the messages of quality to Japan and the world, are:
Edwards Deming(19), Joseph M. Juran(39), Armoand V.
Feigenbaum,(38) and PhilipB. Crosby(41).
As mentioned in Kelada (1996)(45), these four experts do agree
on number of things,-Quality is the principles factor along all of the
factors affecting the company’s competitiveness.
- The necessity of investing top management with its responsibility.
- All people must participle in the achievement of quality.
According to Dale (1994)(27), the teachings of the four men have
four points in common:
- The importance of top management support and participation.
- The need for workforce training and education.
- Quality management requires careful planning and philosophy of
company wide involvement.
-21-
- Quality improvement programmers must represent permanent, on-

going activities.
Broadly speaking, the teachings of these four men can be
characterized by the main focus of their approach:
Deming: Statistical process control and responsibilities of top
management.
Crosby: Do it right the first time and company-wide
motivation.
Juran: Fitness for use and project management.
Feigenbaum: System management applied at all stages, from
design to delivery of product.
In addition, some Japanese experts have a remarkable effect in
developing new concepts in response to the Americans’ approaches
such as Kaoru Ishikawa, shigeo shigeo and Yoshio Kondo.
As it looks above no quality management expert has all the
answers. Each of them offers on unique idea to contribute in solving
quality-related problems. To solve real life problems, the messages
and approaches of the different experts should be understood and
able to be applied.
(3-2-1)Standardization history
The international organization for standardization (ISO)(44)
was established in 1946 in Geneva, Switzerland. The purpose of the
organization was to establish worldwide go countries that participate
in the organization, with the American National standards Institute
(ANSI) being the body that represents the United States.
Quality assurance standards first came to be developed for use
in military contest. In 1959, the U.S Department of Defense
-22-
established a quality assurance standard that it called the “Quality

management program” (MIL-Q-9858).
In 1968, the North Atlantic treaty organization (NATO)
essentially adopted the provisions of the MIL-Q-9858 quality
program requirements in the form of the Allied Quality Assurance
publications (AQAP). In 1970, the United Kingdom’s Ministry of
defense adopted the provisions of AQAP as its management
program Defense standards.
The year 1979 saw the introduction of the first quality
management system standard for commercial use when the British
standards Institution (BSI) developed the standards known as BS
5750. Meanwhile, the Canadian standards association (CSA)(7)
launched its CSA Z299 series, which later became the national
standards CAN Z299. The British and Canadian standards became
known as used worldwide. Some other countries developed their
own standards separately.
The main different ISO 9000(1) standards and the requirements
of each model and the difference between ISO 9000/94 and ISO
9000/2000 will be discussed in details in this chapter.
Because of the extensive use and great importance of the ISO
9000 standards today, it is essential to understand and apply the
standards correctly. The standards are general by nature, and
therefore, there have been many difficulties and possible
misunderstandings when they have been applied in particular cases.
At the present time, major industries in the United States are
leading the expansion of ISO 9000 standards acceptance. The
construction industry is lagging behind in the United States, but in
-23-
European Community and other world markets such as Australia,

government construction projects are requiring companies to have
ISO 9000 certification.
According to Paul A.Nee, (1996)(61), the awareness of the
construction industries is still limited to the concept of the low
bidder gets the jobs they don’t totally realize that customer
satisfaction is the secret to success. Paul A. Nee mentioned that “The
construction industry does not need additional government-
mandated regulations or standards of performance. It needs self-
imposed polices and procedures implemented to strengthen
individual companies”
At this point it is necessary to define what it means to have a
quality system certification is accordance with ISO 9000. It's
important to understand that ISO 9000 standards are not product
standards. They have nothing to do with the specific design or
functionality of a product or service being provided to the customer,
they are standards that define the requirements for the quality
management/quality assurance system that is used by a company for
the purpose of manufacturing a product or providing a service to its
customer.
Once the quality system has been developed in accordance
with ISO 9000 standards, it can be measured by an independent
registrar and certified as meeting the requirement of the applicable
standards. These standards will provide assurance to customer that
the company has the required capabilities for providing high-quality
or service.
-24-
(3-3)Thoughts of the quality gurus

Quality has become almost a religion and, as with religion,
have its high priests and gurus. Four gurus all Americans, have long
dominated the quality field: W.Edwards Deming(19), Joseph M.
Juran(39), Armand V. Feigenbaum(38), and Philip B Crosby(41). In an
article published in fortune, Jeremy Main wrote that all of these men
seemed to be possessed by a sense of messianic mission, convinced
that America has a paramount need for their advice. Deming and
Juran respected each other, although, according to Juran, Deming
had an insufficient grasp of the various aspects of management. As
an example of their differences, Deming proposed that managers
“eliminate fear”, whereas Juran felt that fear has positive effects that
can bring out the best in people. For Juran, Crosby is simply a public
relations expert. While both Deming and Juran conceded that Crosby
is a great motivator and an excellent speaker, they saw him as
lacking substance and being unable to offer a concrete methodology
for achieving quality.
Deming(19) and Juran(39) are known above all for their work in
Japan in 1950s. Deming, the most admired among the four, has been
called the “prophet of Quality” . Feigenbaum is well-known for the
concept the coined, total quality control. Indeed, he is the only one
of the four to have used the word total from the outsdet.
Crosby(41), who has the preacher’s gift of persuasion, knows
how to charm business managers with speeches full of anecdotes
incidents illustrating years, his quality college in Florida has
attracted an impressive number of managers and business
executives.
-25-
These four quality experts do agree on a number of things, one

of which is that, among all of the factors affecting a company’s
competitiveness, quality is the principal one. They also all underline
the necessity of giving quality primary strategic importance and of
investing top management with its responsibility. The notion that all
people must participate in the achievement of quality in the same
way. Main observes that the realm of quality is nebulous, being
packed with slogans, statistics, and complicated Jargon. This,
according to him explains why the quality message is not
understood. However, he adds, when the message is understood and
put into practice, it produces remarkable results.
Ali, M.S(15) compared the four approaches, nothing the
following definitions. For Deming, quality resided in satisfying
customer or consumer needs. In these needs, he included the
characteristics of the products itself, its availability in the market,
and its price. For Juran, quality is fitness for use, Crosby says that
quality is conformance to requirements.
Feigenbaum(38) underlines the changing and elusive
nature of quality, which he sees as an ever-moving target. As he
says, “The word quality doesn’t have the popular meaning of “best”
is any absolute sense. To industry, it means “best for certain
customer conditions.”
-26-
(3-3-1)Deming’s 14 points
Deming(19) presented his approach to achieving quality in 14
points, which he stated, are the responsibilities of top management.
He summarized them as follows:
1- Create constancy of purpose towards improvement of product and
service. Innovate; allocate resources to long-term planning put
resources into research and education.
2- Adopt the new philosophy\. Do not tolerate commonly accepted
levels of errors and defects.
3- The performance standard is zero defects.
Setting requirements is a process that is readily understood.
This is not the case of the needs for meeting those requirements each
and every time. Establishing a shipped product quality level means
that a certain number of errors are planned. Established acceptable
quality levels represent the number of nonconforming items that can
occur in an acceptable lot. These performance standards however
convince people that the determination to get things done right just
is not there. The performance standard must be zero defect, not
“that’s close enough.”
4-The measurement of quality is the price of nonconformance:
Quality is considered not a management function, but rather a
technical one. Quality is near looked at in financial terms the way
everything else is. It’s measured by indexes and defect, or in other
terms management cannot understand. The best measurement for
quality is money. Quality should be measured by the price of
nonconformance that is by all the expenses involved in doing things
wrong.
-27-
Crosby’s(41) “Do it right the first time” summarizes his nation

of the three main principles. It corresponds to the requirements; right
means zero defects, and the first time targets prevention.
(3-3-2)Juran’s trilogy
For Juran(39), quality is synonymous with fitness for use, a
definition that includes the features that lead to product satisfaction
and absence of defects. He suggests a conceptual approach to
managing quality-a trilogy of processes through which quality is
managed. Quality should be planned, controlled, and improved.
(3-3-3)Feigenbaum’s total quality control
Feigenbaum(38) discusses quality in the manufacturing sector.
His book, total quality control (read total control of quality, not
control of total quality) recommends extended management of
quality, applied at all stages, from design to delivery of product, and
thus it departs from the traditional practice of limiting quality control
to the manufacturing stage. The Japanese especially Kaoru Ishikawa,
have extended the nation of quality management to include all
activities inside the business as well as these of external partners.
Ishikawa called this broadened nation company wide quality control.
(3-4)Objective of TQM
Total quality management is not a program with a beginning
and an end, but it is a process that never ends. The objective of TQM
is achieving total quality through applying continuous improvement
(Fig. 3-1). In other words, TQM is only a means where total quality
is its objective and its result (Kelada 1996) (45).
-28-
Figure (3-1) illustrates the relationship between TQM, total

quality and continuous improvement.
Social leadership
mobilization teamwork
participation
recognition
Customer Shareholder
Technical Managerial s
Business planning
reengineering organization
continuous direction
improvement control People
Assurance
Total quality Management Total Quality
Figure (3-1) Total quality is an objective, TQM is a means and continuous
improvement is a tool. (Kelada 1996) (45)
(3-5) Principles of TQM (45)
Reviewing the literature related to TQM showed that the TQM
principle have been introduced in several ways, but they all agreed
that TQM is distinguished from the other levels of quality
management by four fundamental principles. They are the
characteristics of companies that are successfully applying total
quality management.
-29-
These principles are:
(3-5-1) Customer satisfaction

The function of the construction industry is to provide
customers with facilities that meet their needs. TQM is a
management philosophy that effectively determines the needs of the
customer and provides the framework, environment, and culture for
meeting these needs at the lowest possible cost. And the quality of
the final product should satisfy the final customer requirements.
Customers may be either internal or external.
-Internal customers: are within the construction organization.
These customers receive products and information
for other groups within their organization.
For example, for the carpenter preparing formwork, the internal
customer is the crew that will use the forms when placing the
concrete.
By measuring customer satisfaction and making customer
needs visible, targets can be linked to customers’ expectations and
the performance of the organization optimized. A customer-driven
organization, figure (3-2), is directed towards the marketplace.
-External customers: are not parts of the company. For example, in
construction the product is the completed facility,
and the customer is the final user of the facility.
-30-
People
Leadership Processes Products Customer

satisfaction
Planning
(15)
Figure (3-2) customer Driven organization, Aly M.S
(3-5-2)Managing with facts

Understanding the customer needs is important, but only by
quantifying the needs is measurable terms can an organization know
how it is doing in meeting the needs. Measurements and data enable
managers to allocate resources, verify root causes, develop
appropriate plans, and measure the impact of their effort to achieve
performance improvements.
Performance and data are often viewed as just numbers.
However, performance can be improved by using data. Decisions
and actions should be based on the analysis of data and information
to improve results. Figure (3-3) illustrates the so-called “Fact to Act
process”. This process is a guidance to achieve results more
effectively.
-31-
Facts
Measureme
nt
Data
Analysis
Information
No
Decision
Action
Result of
achieve
objective
(15)
Figure (3-3) the fact to Act process Aly M.S
(3-5-3)Respect for people

Tapping and cultivating the limitless potential of people
enables the management system to work. True performance
improvement can be accomplished and sustained only through the
effective use of people as individuals or as members of teams.
-32-
According to Kelada, (1996)(45) for an individual to produce or

contribute to the production of total quality, he or she must first have
the knowledge, the skill, the power or authority to do so and then be
willing to do so. See figure (3-4) the knowledge concerns three
conditions, that is, one must know what to do, what one is doing,
and how to correct it if it has been done wrong.
Knowledge
Education
information
reinforcement
mobilization
Motivation
Training
Rotation
The
Skills
Will
human
aspect
Authority
Empowerment
Power
Figure (3-4) components of the human aspect of achieving total quality

(45)
Source: Kelada, 1996 .
Skill is necessary for one to avoid making errors. It is acquired

through training and experience accumulated through Job rotation.
Power is the control over things or the authority to do or
change things, for that, one has to be given the power to do, to
improve, to correct and to innovate, if people do not have the right to
-33-
exercise control over their own work, they will not try to spot their
errors or prevent them.
The final condition is the will to do a correct job. Anyone who
is not motivated to do a good job will not put the necessary effort to
do it. This is where individual motivation and group mobilization
come into play. Therefore, achieving or contributing to total quality
must be directly connected to the satisfaction of one’s personal
needs.
The knowledge concerns three conditions, that is, one must
know what to do, what one is doing, and how to correct it if it has
been done wrong.
Skill is necessary for one to avoid making errors. It’s acquired
through raining and experience accumulated through job rotation.
Power is the control over things or the authority to do or change
things, for that, one has to be given the power to do, to improve to
correct and to innovate. If people do not have the right to exercise
control over their own work, they will not try to spot their errors or
prevent them.
The final condition is the will to do a correct job. Anyone who
is not motivated to do a good job will not put the necessary effort to
do it. This is where individual motivation and group mobilization
come into play. Therefore, achieving or contributing to total quality
must be directly connected to the satisfaction of one’s personal
needs.
Fully involved people will be innovative and creative in
furthering the organization’s objectives. It’s beneficial for the
-34-
organization when people are satisfied with their jobs and are
actively involved in their personal growth and development.
(3-5- 4)Continuous improvement
Continuous improvement is a program, a philosophy, and a
strategy to improve the quality of goods and services of an
organization, Samueil (1999) (36).
Deming’s(19) plan-do-check-act (PDCA) cycle, shown in figure
(3-5), is the model for continuous improvement, and it is never stop
journey as figure (3-6) illustrates. It symbolizes problem analysis
steps for narrowing the gap between customer needs and present
performance. It is a systematic procedure for improving methods and
procedures by focusing on correcting and preventing defects.
This is accomplished by removing the root causes of problems
and continually established and revising new standards. The cycle
was first developed by Dr. Watter A. Shewhart and later introduced
by Dr. Edwards Deming in Japan (Samueil 1999) (36).
Samueil (1999)(36) stated that continuous improvement strategy
should be able to:
- Maintain and improve the working standards through small
gradual improvement.
- Delineate responsibility for maintaining standards to worker, with
management’s role being the improvement of standards.
- Produce a systems approach and problem solving tools that can be
applied to realizing this goal.
- Ensure that not a day goes by without some kind of improvement
being made somewhere in the company.
-35-
- Be used as a management tool within the TQM movement.
Take correction
action, standardize,
ACT Plan
and feed forward to Plan improvement for
A P
the next plan present practices
progress
Check Do
Verify the results of C D
Implement the plan
the plan
on small scale
(19)
Figure (3-5) Deming (PDCA) cycle.
Performance mode by
“We have done enough the competition
“Let’s stop here”
“Holder
Improvement
performance at this
level “
Every increasing pressure from

“Our improvement” customers and the market place
Figure (3-6) Continuous Improvement should never stop

Source: Samueil 1999(36)
-36-
(3-6)Elements of TQM
The elements of TQM very from one view to another, but
there is a consensus among the different views that the following
elements are the key elements of TQM:
(3-6-1)Commitment and leadership of the chief executive officer
Chief executive officers (CEO’s) have to show total
commitment, take charge personally, provide direction and exercise
forceful leadership Dale (1999) (54) and Lt Gen H Lal. (1999) (24).
Kelada (1996) (45) stated that, “A leader is needed to oversee the
process. The leader champions the approach and is utterly convinced
that the process and the direction take are fundamentally sound. The
leader is ready to risk his or her own career and position to persuade
everyone of the paramount importance and necessity of creating total
quality”
(3-6-2)Planning and organization
Planning involves defining what quality consists of and then
determining how to do it. This means establishing the needs of
internal and external customers, and determining what to do in order
to meet or exceed their expectations organization involves
establishing the system and the methods necessary to achieve the
quality defined and specific and the planning phase, and moreover
evaluate the quality achieved. Therefore, this element of TQM
includes the following: (Dale 1999) (45)
- Developing a clear, long-term strategy for TQM integrated with
other business strategies.
-37-
- Developing prevention based activities. Deming(19) said that quality

comes not from inspection, but from improvement of the process.
Therefore, TQM emphasizes on prevention not correction.
- Planning the approach to be taken to the effective use of quality
system procedures and quality management tools and techniques,
in the context of the overall strategy.
- Pursuing standardization, procedures and systems.
(3-6-3) Using quality tools and techniques
Using quality tools and techniques is essential for supporting
the process of continuous quality improvement. These tools and
techniques should be used to solve problems and facilitate
improvement. They have different roles to play in the process of
quality management. Management and staff should be fully aware of
the main purpose and use of the tools and techniques they are
considering applying in the organization. Also, the organization
should develop a route map for the tools and techniques that intends
to apply. Employees using quality tools and techniques feel involved
and consequently behavior and attitude change starts to happen.
There are number of quality management tools and techniques
that used for different purposes, they are used to evaluate, develop,
control, and improve performance.
- The following are examples of some tools and techniques used for
each purpose, (Straker and David, 1995) (8).
- For evaluation some tools and techniques can be applied such that,
cause and effect diagram, pare to chart and flowcharts.
- For developing some tools and techniques can be applied such that,
cause and effect diagram, pare to chart and flowcharts.
-38-
- For developing some tools and techniques can be applied such that,
bench marking, cost of quality and design of experiments.
- For controlling some tools and techniques can be applied such that,
chick list, statistical process control and control charts.
- For improving performance some tools and techniques can be
applied such that, brainstorming, quality function deployment and
time management.
A planned approach for the application of quality management
tools and techniques is necessary. It’s wise to start with the more
simple tools and techniques. The temptation to single out one tool or
technique for special attention should be resisted; on the other hand
tools and techniques should be used in combination to get the
maximum benefit of using them.
(3-6-4)Education and training
Without training and education, behavior and attitude change
will not take place. So that, employees should be provided with the
appropriate level of education and training to ensure that their
general awareness of quality management concepts, skills and
attitudes are suited to the continuous improvement philosophy.
Establishing a training program is essential for achieving
TQM. This program is targeted for every level of the company and
planned to train everyone including managers. All of the people have
to learn to work together as a team, use new practice, and apply new
methodologies, tools and techniques to improve and achieve total
quality.
-39-
(3-6-5)Involvement
This element of TQM stresses on the recognition of the
employees as an asset, which appreciates overtime. In TQM,
employees are encouraged to participate and contribute in the
process of quality improvement, their opinions and views are
considered.
People have to be encouraged to control, manage and improve
the process within their limits of responsibility, Kelada (1996) (45) and
Barrie (1999) (54).
The logic of employee involvement is that the people closest
to the problem are in the best position to make decisions if they have
control of the improvement process, Hongyi Sun (2000) (27).
(3-6-6)Teamwork
TQM recognizes that people working together in teams to
word mutual goal is generally more effective than individual
working alone. Without teamwork, it is difficult to gain the commit
anent and participation of people throughout the organization
succeed in creating a high performance team it can then act as
significant resources to each other to help each other change and
sustain this change Steve B-and Thomas R. (1987) (10).
Kelada (1996)(45) introduces a number of principles for the
teamwork to be based on:
- Participation generates motivation.
- Teamwork is indispensable element in efficient management.
- The team, as a decision-making unit, it therefore given priority.
-40-
- Working in teams requires proper coordination.

- Participate management is based on collaboration between
management and the entire workforce, at all levels of the
hierarchy.
- Relationship between top management and personal are based on
trust rather than on authority.
- Self control replacing management by domination.
- The individual is responsible for specific objectives that are in
line with the company’s objectives.
(3-6-7)Communication
Communication is the transfer of information from one person
to another (sender and receiver) to transmit ideas, facts, thoughts,
feelings and values (John W.N. and Keith D. 1993) (9).
The purpose of communication is achieving mutual
understanding. The message about quality needs to be
communicated effectively by the management to everyone in the
organization. It also needs to be communicated between all the
shareholders:
Communication process enables progress and feed back to be
assessed against a roadmap or checkpoints (Dale 1999)(54). Table
(3-1) illustrates how quality communication works. It shows the
cycle of communication, sender, message, receiver, and feedback. In
the Quality communication Model introduced by Samuel (1999)(36)
both sides-sender and receiver-are responsible for success. For
-41-
effective communication, the process is continuous until mutual

understanding has been reached on the topic under discussion.
Table (3-1) Quality communication Model: source: Samueil 1999(36)
Sender Message Receiver Feedback
-strategy -Standards -Interpretation. -Ideas
-direction -Requirements -Implementation -suggestions
-goals -Expectations -participation -problems-
-Training challenges
(3-6-8)Culture change
It is necessary to create an organization culture that is
conductive to continuous quality improvement and in which
everyone can participate. This requires changing people’s behavior,
attitudes and working practices in a number of ways such that:
-Employees must inspect their own work.
-Defects must not be passed, in whatever form, to the next
process. Each person must be committed to satisfying his
or her customer, both internal and external.
-Honesty, sincerity and care must be an integral part of daily
business life.
-Work ethics could be used to influence individual approach to
safety, efficiency, quality, and standardization.
Dale (1999)(54) stated that “changing people’s behavior and
attitudes is one of the most difficult tasks facing the management
and requires considerable powers and skills of motivation and
persuasion; considerable thought needs to be given to facilitating
and managing culture change.” It is needed, also to be clear that
culture change happens gradually because values cannot be created
overnight.
-42-
The previous sections discussed in some details the concept of

the total quality management system. The following section presents
the levels to total quality management (TQM) adoption to be able to
define the status of the firms, which practices the (TQM), according
to these levels of adoption.
(3-7)Levels of total quality management adoption
Dale and et al., (1999) (54) have identified six different levels of
TQM adoption. The identification is based on the characteristics and
behaviors that the organization displays in relation to TQM. These
levels are termed as (1) uncommitted, (2) Drifters, (3) Tool-pushers,
(4) improves, (5) Award winners and (6) world class.
Figure (3-7) shows the different levels of TQM adoption. The
six levels are described as follows:
Permanency of TQM
6-World Class
5-Award Winners
4-Improvers
1-Uncommitted 2-Drifters 3-Tool-pushers
Levels
Figure (3-7) Levels of TQM adoption.
Source: Lascells and Dale B.G, (1993) (54)
-43-
(3-7-1)Uncommitted
Organizations that belong to this level are those that have not
yet started a formal process of quality improvement. They might
gain ISO 9000 quality system registration but quality improvement
is not given priority in terms of either managerial time or resource-
allocation.
Level (1) organizations are termed “the committed” because
they have no long term plan for quality improvement and are not
aware of its benefits. Some characteristics of the uncommitted
organization are:
- The majority of employees have little concern of quality.
- Contact with customer is minimal.
- A lack of communication up and down the organization.
- Management and people are driven by fear not by commitment.
According to (Deming 1982) (19) uncommitted firms are unlikely
to survive the new economic age.
(3-7-2)Drifters
These organizations (level 2) have been practicing the process
of quality improvement for up to three years. They are facing the
danger that they enter a cycle of a program renewal and decline,
moving in ever decreasing circle of false starts, frustration and
disappointment.
Level (2) organizations are termed “the Drifters” because they
drift from one program to another in a stop-start fashion. Some
characteristics of the Drifters are:
- Quality improvement is still perceived as a program, rather than a
process.
-44-
- Communication is limited and TQM does not penetrate shop floor

and office level.
- The fail to distinguish between meeting the standards and TQM.
- The quality department has a low status.
- There is still a reasonably high degree of suspicion about TQM by
management and staff, with a number of senior and middle
managers not accepting the concept of TQM.
- A fear of failure pervades the organization.
Level (2) organizations are unable to place quality improvement
within a strategic business framework, which will not yield the
desired long-term results.
(3-7-3)Tool pushers
Organizations in this level have been practicing the process of
quality improvement usually between three and five years. They
usually have ISO 9000 quality management system registration.
They employ a selection of quality management tools and
techniques. Such organizations buy tools and techniques, training
packages, programs, etc., and discard them once the novelty has
worn off. They fail to realize the potential afforded by the tools and
techniques because they do not link it into a continuous
improvement strategy. These organizations are characterized by the
following:
- Not all members of the senior management team are committed to
TQM.
- Middle managers may say all the right things, but they remain
unconvinced in their minds of the value of TQM, and demonstrate
these by-to-day actions.
-45-
- The quality department is usually the main driving force.

- The emphasis is on solving current rather than future problems, on
other worlds the management style is reactionary.
- There are repeated claims from some parts of organization that
TQM is not working, with a tendency to refer to the old practices
as being more effective.
Level (3) organizations find it very difficult to sustain the
momentum of its improvement initiatives.
(3-7-4)Improvers
Level (4) organizations may have been engaged in a process of
quality improvement for between five and eight years. They
understand that total quality involves long-term cultural change and
recognized the importance of continuous quality improvement. In
this level of TQM adoption, TQM begin to have a real impact on
business performance. Some characteristics of level (4)
organizations are:
- A long-term education and training programs in place at all
organization levels.
- The importance of employee involvement is recognized.
- Benchmarking studies have been initiated and the data are used to
facilitate improvement activities.
- Thrush between all level s of the organizational hierarchy exists.
- The “Hype” which is usually associated with TQM is replaced by
an acceptance of good management principles.
Level (4) organizations are termed “improvers” because they
are moving in the right direction and have made real progress, but
still have a long way to go.
-46-
(3-7-5)Award winners
In this level not all organization have actually won an
international quality a ward, but they have reached a point in their
TQM maturity where the kind of culture, values, trusts, capabilities,
and employee involvement required to win such an award have been
developed. The quality improvement has been total in nature as well.
Level (5) organization is characterized by the following:
- All employees are involved in improvement.
- Strategic benchmarking practiced at all levels, in conjunction with
an integrated system of internal and external performance
measurements.
- A more participative organizational culture was initiated.
- TQM is viewed sincerely by all employees as a way of managing
the business to satisfy and delight customers, both internal and
external.
- Level (5) organization may appear to form part of elite, but they
have not necessarily achieved “world-class” status.
(3-7-6)World class
This level is characterized by the total integration of quality
improvement and business strategy to delight the customer. By this
stage of TQM maturity the organization is continuously searching to
identify more product or service characteristics which will increase
customer satisfaction.
The never-ending pursuit of complete customer satisfaction is
a personal goal of everyone in the organization and an integral part
of their everyday working lives. TQM is no longer dependent on
top-down drives to improve motivation, but it is driven laterally
-47-
throughout the organization. The main characteristics of the world-

class level organization are:
- The vision of the entire organization is aligned to the voice of the
customer.
- Total quality is the single constant is a dynamic business
environment it is a way of life away of doing business is such
organization.
The discussion of the levels of TQM adoption explains how
the organization differently implements TQM, and how for every
level of adoption from the comprehensive approaches of TQM.
The discussion of objectives, principles and elements of
quality assurance (QA) and total quality management (TQM)
approaches shows that, TQM is more comprehensive and
competitive one. It’s the same as quality assurance in achieving total
quality; moreover it guaranties the continuity of the quality
improvement and the satisfaction of all shareholders (owners, user,
supplier and contractor). Therefore, it is strongly suggested to adopt
TQM philosophy in managing construction firms.
(3-8)Impracticable TQM theories for constructions
The following items (3.8.1 to 3.8.8) are mainly extracted from
the extensive literature review carried out by Ref (37)
There is many standard total quality procedures used in
manufacturing or service industries that are not readily adaptable for,
or have-yet to be successful in construction.
(3-8-1)Empowering workers
Empowerment of line workers is frequently sued in
manufacturing base-quality programs. Quality management
-48-
programs strive to pass on as much responsibility and authority as

possible to individuals. A similar practice in the construction
industry would be to empower filed crews in their respective
construction processes and installations. The problem is determining
where the authority lies to allow this quality process on a typical
constructions project.
Typically, field crews work directly for a subcontractor, who
reports to a general contractor or construction manger. The
subcontractor has to first receive permission from the general
contractor who initially requires permission from the owner.
Architects and other design team members would also have to
participate to approve methods that might change the construction
techniques or methods chart are required by the specifications.
In addition, manufacturers of products being incorporated into
the process would become involved to assure that these changed
methods do not adversely affect the materials or systems they
supply. Building code officials also must be involved in the
necessary approvals of applications that are contrary to existing code
requirement. Finally, unions if represented at the site would want to
register their approval of any change in work methods.
The enormity of this approval process obviously hinder any
type of empowerment of field crew at a job site. To further
complicate this issue, by the time approvals are received and the
process incorporated at a project site, the work may well already
have been completed and the filed crew moved on to another project.
This situation has made it most difficult for innovative quality
process improvements to be introduced in construction.
-49-
(3-8-2)Standardization of products
Another method of quality process improvement in
manufacturing is standardizing product the materials incorporated in
a finished product. It’s not possible to effectively institute this
process if a design team is intent on developing an entirely new
design for each project to prove its creative abilities.
Certainly the individual components in a building project can
be standardized. However even this is limited by architects choosing
to create an original design for each new project.
For standardization to be possible in construction, the
purchaser (building owner) would have to insist that the industry
begin to standardize its design on a national basis. This would be
particularly useful in public construction.
(3-8-3)Just-in-time inventory
Manufacturers with effective total quality programs require
their supplies to operate under a just-in-time inventory methods.
This program requires that inventories needed for the manufacturing
process be delivered when the material is needed, no sooner, and no
later.
In field construction, the most notable example of just-in-time
inventory is concrete deliveries. Concrete placement mandates the
concept to be used, as concrete obviously cannot be delivered weeks
in advance of need. Other materials delivered under this concept at a
construction site-include reinforcing steel on larger structural
concrete project, pre-cast parents, and other large items that can not
be delivered early date to site and space constraints.
-50-
Typically, the reason for many items to be delivered under the

just-in-time inventory is site restrictions. The construction project
site is usually limited in size and space, particularly in urban
environments, which limits the amount of inventory that can be
stored on site-limited site conditions that do not allow storage
require the incorporation of “materials stores off-site clauses” in
construction contracts.
Rather than force a just-in-time material delivery program on
its subcontractors and supplier, contractors prefer requiring the
owner to pay for materials and supplies not yet needed than to
institute this total quality management process threatened by
preventing delays in a project’s schedule.
By billing for inventory costs of stored materials, a contractor
and a subcontractor can receive “front-end-loaded” draw requests, a
method of requesting and receiving more money in a drew request
by exaggerating the cost of these stored materials. This procedure is
in direct opposition to all total quality management procedures and
is yet one of the reasons why fixed price contracting is not
conducive to TQM in construction.
Construction projects are not repetitive in nature. Each project
has its own peculiarities and requirement limiting the repetitive
processes for which just-in-time programs are designed.
Projects schedules also prevent subcontractor’s work from
being scheduled in such a manner, especially on critical-path-
schedule items. There are too many variables involved on a
construction site that are beyond a contractor’s control, including
-51-
weather delays. This makes it totally impractical to use just-in-time

scheduling for most construction activities.
(3-8-4)Limitation of suppliers
In conjunction with just-in-time inventory,
manufacturers limit the number of suppliers they use of raw
materials to compensate these supplies for their agreements to work
under this inventory method. The limitation of suppliers also leads to
long-term partnering relationships and results in higher quality
materials being received from the supplies and a higher-quality
finished product.
Contractors during the buy-outer purchasing stage will seek as
many sub prices as possible to maintain or increase their profit
margins on a particular project. Quality and experience of
subcontractors or suppliers are secondary to profit potential.
Improvement in this situation and long-term partnering relationship
will not occur until the industry is weaned from lump-sum, low-bid
contracting methods.
If this issue were forced, trade contractors and suppliers would
have to raise their levels of quality and performance to be invited
into long-term partnering relationships.
(3-8-5)Complete customer satisfaction
The manufacturing and service industries have gone to great
lengths to ensure complete customer satisfaction, a major principle
of total quality management programs. Total customer satisfaction is
also a method of tracking and measuring the success or failure of a
quality program, again a necessary-part of any TQM program.
-52-
Complete satisfaction has never been a goal in construction for

designers, construction managers, subcontractors, and materials
suppliers. The manufacturing industry now depends on its ability to
allow customers to return products that are deemed unsatisfactory or
do not meet an individual’s expectations.
Such a policy in construction can be deemed impracticable
should a building not meet the quality expectations in the finished
product, an owner-theoretically would have the right not to accept
the end structure. Who, then, would be responsible for maintaining
ownership after such a rejection?
Customer satisfaction methods more common in the industry
include the zero punch list method of quality measurement. This is
not; however, a true measure of quality, as owner is entitled to
defect-free construction beginning with the start of construction. The
industry thought, in capable of reaching more meaningful quality
standards, often has used such targets as a measure of success.
In reality, contractual substantial completion clauses run
contrary to any total quality management philosophy. This is not
quality management, it’s merely providing what the owner s entitled
to. Effectively, substantial completion clauses should be eliminated
as a true measure of quality in the complete product.
Another often discussed method of improving quality in the
industry is lifetime warranties on buildings. Guarantees are offered
by the contractor, construction manger, and design team that defects
attributable to workmanship or design will be fixed for the life of a
building, excluding normal maintenance and again. This method is
-53-
certainly more conductive to a true quality management program

than zero punch list goals.
(3-8-6)Research and development
The Japanese manufacturing industry has shown the world
what can be done by investing in research and development. Their
dominance in any worldwide markets has inspired many industries
to compete with and participate in quality management methods.
More importantly the industry is so fragmented that there is no
opportunity for joint investment in researching and developing new
methods and systems. Lump-sum contracting does not generate
sufficient profit margins or excess funds for individual companies to
conduct or invest in research. An effort must make on a national
scale to stimulate interest in research and development, with
sufficient support and investment from government agencies.
National organizations again must take the responsibility and
lead in Lobbying for this support, and, in turn, organize the research
teams to conduct new development. There are plenty of capable
universities with design, engineering, and construction programs to
lead the research in the various construction professions.
National building code representative should also be required
to participate in such research and development. They must allow
sufficient flexibility to try new methods of construction without the
long and laborious approval process involved in building code
approval.
(3-8-7)Continuous process improvement
Total quality management is a program of improving the
manufacturing process that results in improved quality of the
-54-
finished product. Continuous improvement in all areas of the

manufacturing process to offer suggestions of improvements to
management. Such a method is referred to as empowerment of
workers.
On a typical construction project allowing such involvement
by the field crews is difficult to institute. As the field crews are
typical employees of subcontractors, their employer would have to
receive authority for such a program from the general contractor or
construction manager.
In addition, the contractor would probably require approval of
the owner and most assuredly the architect who would be
responsible for approving the improvement process suggested by an
employee. It may also require approval of local code officials or
building inspectors.
(3-8-8)Focus on the customer
For an organization to achieve the product quality its
customers expect, it just know who the customer is and what it
expects or envisions as superior product quality.
In construction the actual customer is not so easily defined.
There are several levels of internal customers and two levels of
external customers for a typical general customer or construction
manger. The problem arises in determining who actually controls
quality on typical project. While the owner is obviously the end user
and purchaser, typical architects and other members of the design
team have more direct control over quality.
These concepts that should be implicated into the processes
seeking successful implementation would need a preliminary phase
-55-
prior to triggering a TQM program to enhance the construction

organization nature.
Seeking a comprehensive perception to be adaptable here in
Egypt, the research will, in the next chapter, go through a trial to
make use of the currently existing efforts for implementing TQM in
the construction firms in Egypt.
(3-9)The cost of quality
The following items (3.9.1 to 3.9.3) are mainly extracted from
the extensive literature review carried by Ref (65).
The cost of quality can loosely be described as height cost
that would not have been incurred had there not been any quality
deviations. Understanding the concept of cost of quality is vital as
this understanding should lead to the identification of this cost which
would stimulate quality improvement and provide a basis for a
continuous tracking of this improvement.
In most cases, the cost of quality is not easily determined in
business and this has lead to a lack of focus on these costs. These
costs are, usually, scattered throughout the construction process with
some easily identified while others are difficult to define and
quantity.
The importance in identifying the cost of quality is based on
the fact that it translates quality into the language of management i.e.
money. It produces something that can e measured, improved and
controlled. The cost of quality was once describe as a gold mine in
which profitable digging could be undertaken, a concept that would
find favors with the management of most companies (Fig. 3-8).
-56-
The cost of Quality
Minimum
Total costs Prevention costs
Failure costs
Appraisal costs
Figure (3-8) The cost of quality. El Shooney (2005) (68)

Due to its long life, the cost of maintaining a building, as
influenced by the quality of its construction, is a major driving force
for improving quality in the construction industry. In order to start
looking at ways and reasons to improve quality, it is necessary to
look at the cost of quality. Once the cost of quality is known it
provides a method of assessing the effectiveness of the management
of quality and a means of determining problem areas, opportunities,
and savings and action priorities. The cost of quality consists of
three factors. The cost of poor quality, the cost of appraising quality
and the cost of preventing poor quality. These are also called
-57-
prevention costs, appraisal costs and failure cost. Failure cost a

further is separated into internal and external failure costs.
(3-9-1)Prevention costs
These costs are incurred before the actual construction of the
building. Prevention costs include quality planning, quality
assurance, inspection equipment, training and improvement projects,
etc. quality planning involves, amongst others, the cost of time and
money spent creating quality, operational and inspection plans.
Quality assurance costs overlaps with and is the cost of
creating and improvement projects, etc. quality planning involves,
amongst others, the cost of time and money spent creating quality,
operational and inspection plans.
Quality assurance costs overlaps with this and is the cost of
crating and maintaining the quality system. Inspection equipment is
bought or use during the construction process for instance “Dumpy
levels,” “Square”, “level” etc.
Training involves the development and maintaining of training
programs for everyone from management to supervision to labors.
Clerical, communication and general office management costs are
collected as miscellaneous costs.
(3-9-2)Appraisal costs
These costs are associated with the builder and the client’s
evaluation of the construction process and completed building. The
costs include verification of materials and methods of construction,
quality audits, inspection equipment, etc
For the client, the cost of verification is covered by the fee he
pays to the contract team to ensure a quality building. It further
-58-
includes fees for inspections by local governments. For the

contractor these costs are included in the cots of supervision through
foremen and surveyors. There is also the cost of having compaction
and other tests done and although the contractor incurs these
directly, it’s the client who ultimately pays for this through the
preliminary and general items charged by the contractors.
Quality audits should be undertaken by the contractor to
ensure that his quality management system is operating effectively.
Costs are further incurred when inspection equipment has to be
maintained are repaired.
(3-9-3)Failure costs
Internal failure costs are costs that are incurred prior to the
building being handed to the client for occupation, in other word,
before completion of the building. These costs are usually for the
contractor’s account. External failure costs are those costs incurred
in correcting defects, after completion of the building, when the
client or tenant has occupied the building. External failure costs
include costs by the contractor as well as costs incurred by the client
due to the failure e.g. Loss of rent.
(3-9-3-1) Internal failure costs
Internal failure Costs are incurred prior to the building being
handed over to the client and should be based on problems identified
by the contractor’s quality assurance program. Internal failure costs
can be called “correction costs”. A pro-active contract team will also
contribute to the identification of defects that leads to internal failure
costs- These costs include waste, rework and rectification, re-
inspection and the cost of failure analysis.
Whenever work has to be demolished and re-done or rectified,
labour and supervision cost will incurred. Material will also be
-59-
wasted in the process. These costs are some of the biggest factors in
determining the receive a great deal of attention.
The cost of investigation failure that manifest themselves in
problem like leaks, can also spiral out of control, but it usually more
prominent as an external failure cost.
(3-9-3-2)External failure Costs
External failure Costs manifest after the building had been
banded over to the client and where the client and professional teams
then idently poor quality. These can include patent defects that were
over looked or latent defects that could not reasonably have been
identified during the post handover inspection. These costs include
repair and servicing costs, Complaints, liability and loss of goodwill.
The costs of having to return too building, identifying the
cause of a problem and decertifying, has a major influence on the
contractor’s bottom line.
The client further incurs costs when being hampered from
using his building to its full extent and in having to communicate
problems to the contractor. This inevitably, will lead to a loss of
good will which, in the current market, is even more devastating
than repair costs as it can prevent a client from using the same
contractor in the future.
Failures are building can further because liability costs. The
collapse of a building or portion thereof will not only cost the
contractor or design team money in litigation but can also damage
their image to such and extent that the continued existence of the
company becomes endangered.
When sub-standard quality causes the client or the project
team to refuse to take possession of the building e.g. refusing to
certify that the building is ready for occupation.
-60-
Then penalties are incurred under certain construction contract

agreements. These penalties can than be considered to be failure
costs.
It must be noted that the cost of quality is linked to the
company’s awareness of quality. The more a company becomes
aware of the quality issues, the less the cost of quality becomes.
The relationship between the various quality costs are
indicated in the figure this graph demonstratives that striving for a
complete elimination of failure may not be cost of failure will reduce
but the total cost will begin to rise . The opposite is also true i.e. if
too little is spent prevention and appraisal, then the cost of failure
will increase and this will increase the total cost. The minimum cost
will be affected when a balance is found between cost of failure,
prevention and appraisal, as indicated in the graph.
(3-10)ISO 9000 Quality standards
The following items (3.10) are mainly extracted from the extensive
literature review carried out by ref (15,67)
However, TQM is a philosophy which is neither formal nor
documented. On the other hand formality and documentation are essential
requirement for ISO 9000 quality system. Therefore TQM approach
needs to be merged will ISO 9000 quality system to be enhanced with
documentation and to have the formal shape.
The section gives an over view about ISO 9000 Quality standards.
It explains why these standards were developed, what the main quality
models are and what the requirements of these models are. It also goes
through the ISO 9000 implementation process and gives answers for the
following questions;
-61-
1- Why ISO 9000 should be implemented?

2- How to implement ISO 9000?
3- What are the advantages of implementing ISO 9000?
In TQM approach, the organization needs to demonstrate to the
customers that the processes, procedures, and systems are both capable
and under control. This need urged the development of quality systems
standards. The main objective of the quality management systems is to
assure to the customer that the quality provided by the organization meets
their requirements. Therefore, the quality systems standards have been
developed internationally, and the ISO 9000 series standards have an
increasing internationally adoption and use.
Growing demand for conformity to ISO 9000 requirements have
made these standards a matter of considerable importance.
Because of the extensive use and great importance of the ISO
9000 standards today, it is essential to understand and apply the standards
correctly. The standards are general by nature, and therefore, there have
been many difficulties and possible misunderstandings when they are
applied in particular cases. The construction sector must understand the
concept that because of the generic make up of the ISO 9000 standards,
they cannot be prescriptive. Figure (3-9) which represents the level of
quality commitment, define the scope ISO 9000/2000 standards and it
relations to ISO 9000/94 and helps in understanding the intent of the
standard and where they apply. The requirements for implementing a
quality management/quality assurance system are the same for both
engineering organization and a general contracting organization. The
-62-
main different ISO 9000 standards and their requirements are discussed in
details in the following section.
Total
quality
management
ISO 9000/2000
ISO 9004
ISO 9004
Quality
management
ISO 9000/94
ISO 9001
ISO 9001 ISO 9002 Quality assurance
ISO 9003
Quality control
Inspection
Figure (3-9) levels of quality commitment, ISO 9000(1)
(3-10-1)The ISO 9000/2000 international standards

The basic set of quality-management standards from the ISO
consists of the following documents:
- Guide to quality management and quality assurance standards ISO 9000.
- Quality management system ISO 9001.
- Guide to quality management system ISO 9004.
ISO 9000 gives general guidance on how to understand and use the
ISO 9001-9004 documents. It also gives the concept of quality
management and quality assurance. The ISO 9000 series of standards has
been made flexible; it takes into account market-oriented situations and
contractual situations.
-63-
ISO 9001/2000 specifies requirements for a quality management

system the can be used for internal application by organizations, or for
certification, or for contractual purposes. It focuses on the effectiveness
of the quality management system in meeting customer requirements, EN
ISO 9001-2000 (2000).
ISO 9004/2000 is recommended as a guide for organizations whose
top management wishes to move beyond the requirement s of ISO 9001,
in pursuit of continual improvement of performance. However, it is not
intended for certification or for contractual purposes, En ISO 9001: 2000
(2000).
(3-10-2)The relations between ISO 9000/94 and ISO
9000/2000
The ISO 9000/94 series standards included three models for quality
assurance: ISO 9001, 9002 and 9003. The difference between the models
was in the requirements included. ISO 9001 had the most comprehensive
requirements and these were set out under 20 headings. ISO 9002 had 19
requirement headings; all these included in ISO 9001 except of for
design. ISO 9003 was rather more limited and covered just 12 of the
requirement heading included in each model. Table (3-3) shows and
compares the elements contained in the three models of ISO 9000/94
(ISO 9001, 9002 and 9003).
-64-
Table (3-3) requirements of the three main ISO 9000/94(1) standards
Models
Requirements
9001 9002 9003
Management responsibility. * * *
Quality system * * *
Contract review * *
Design control *
Document and data control * * *
Purchasing * * *
Control of customer-supplied product * * *
Product identification and tractability * * *
Process control. * *
- Inspection and testing. * * *
- Control of inspection, measuring, and test equipment. * * *
- Inspection and test status. * * *
- Control of Non-conforming product * * *
- Corrective and preventive action * *
- Handling, storage, preservation, packaging, and * * *
delivery. * * *
- Control of quality records. * *
- Internal quality Audits. * * *
- Training. * *
- Servicing. * * *
- Statistical techniques.
The 1994 version of ISO 900 standards is said to be more

technical with a major emphasize on system compliance rather than
system improvement. However,
The 2000 version of ISO 9000 consider both the benefits of
quality assurance and quality management which provides a greater
orientation towards continual improvement and customer
satisfaction, Dilani F. and Alon W. Pearson (2001)(15).
-65-
In ISO 9000/2000(1) version the three models of ISO 9000/94

(9001,9002, and 9003) are merged in a one comprehensive model
9001/2000 and this model contains all the requirements of the
9001/94 and more over it focuses on customer satisfaction and
continual improvement. Table (3-4) shows the correspondence
between ISO 9001/2000 and ISO 9001/94.
Table (3-4): Correspondence between ISO 9001/2000(1) and ISO
9001/94
1 Scope 1
1.1 General
1.2 application
2-Normative reference 2
3-terms and definitions 3
4-Quality management system (Title only
4-1 General requirements
4-2 Documentation requirements (title only)
4-2-1 General 4.2.2
4-2-2 Quality manual. 4.2.1
4-2-3 Control of documents 4.5.1+4.5.2+4.5.3
4-2-4 Control of records 4.16
5-Management responsibility (title only)
5-1 Management commitment 4.1.1
5-2 Customer focus 4.3.2
5.3 Quality policy 4.1.1
5.4 Planning (title only)
5.1 Quality objectives 4.1.1
5.4.2 Quality management system planning 4.2.3
5.5 Responsibility, authority and communication
5.5.1 responsibility and authority
5.5.2 Management representative 4.1.2.1
5.5.3 Internal communication 4.1.2.3
5.6 Management review (title only)
5.6.1 General
5.6.2 Review input 4.1.3
5.6.3 Review output
6-Resource management (title only)
6.1 Provision of resources 4.1.2.2
6.2 Human resources (title only)
6.2.1. General 4.1.2.2
6.2.2 competence, awareness and training 4.18
6.3 Infrastructure 4.9
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6.4 Work environment 4.9

7 Product realized (title only)
7.1 Planning of product realization. 4.2.3+4.10.1
7.2 Customer-related processes(title only)
7.2.1 Determination of requirements related to the product 4.3.2+4.4.4
7.2.2 Review of requirements related to the product 4.3.2+4.3.3+4.3.4
7.2.3 customer communication 4.3.2
7.3 Design and development (title only)
7.3.1 Design and development planning. 4.4.2+4.4.3
7.3.2 Design and development inputs 4.4.4
7.3.3 Design and development outputs 4.4.5
7.3.4 Design and development review 4.4.6
7.3.5 Design and development verification. 4.4.7
7.3.6 Design and development validation 4.4.8
7.3.7 Control of design and development changes 4.4.9
7.4 Purchasing (title only)
7.4.1 Purchasing process 4.6.2
7.4.2 Purchasing information 4.6.3
7.4.3 Verification of purchased product 4.6.4+4.10.2
7.5 production and service provision title only
7.5.1 Control of production and service provision 4.9+4.15.6+4.19
7.5.2 Validation of processes for production and service 4.9
provision.
7.5.3 Identification and tractability 4.8+4.10.5+4.12
7.5.4 customer property. 4.7
7.5.5 Preservation of product 4.15.2+4.15.3+4.15.4+
4.15.5
7.6 control of motoring and measuring devices 4.11.1+4.11.2

8 Measurement, analysis and improvement (title only)
8.1 General 4.10+4.20.1+4.20.2
8.2 Motoring and measurement (title only)
8.2.1 customer satisfaction
8.2.2 internal audit 4.17
8.2.3 Monitoring and measurement of processes 4.17+4.20.1+4.20.2
8.2.4 Monitoring and measurement of product 4.10.2+4.10.3+4.10.4+
4.10.5+4.20.1+7.20.2
8.3 Control on non conforming product 4.13.1+4.13.2
8.4 Analysis of data 4.20.1+4.20.2
8.5 Improvement (title only)
8.5.1 Continual improvement 4.13
8.5.2 Corrective action 4.14.1+4.14.2
8.5.3 Preventive action 4.14.1+4.14.3
Table (3-4) : Correspondence between ISO 9001/2000(1) and ISO 9001/94
Source: En ISO 9001: 2000 (2000)(1)
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(3-10-3)The ISO 9001/2000 International standards Models

The ISO 9001/2000 international standards promotes the
adoption of a process approach when developing, implementing, and
improving the effectiveness of a quality management system, to
enhance customer satisfaction by meeting customer requirements.
When the process approach is used within a quality management
system, it emphasizes the importance of:
1- Understanding and meeting requirements,
2- The need to consider processes in terms of added values,
3- Obtaining results of process performance and effectiveness, and
4- Continual improvement of processes based on objective
measurements.
The model of a process-based quality management system
shown in figure (3-10). It shows that customers play a significant
role in defining requirements as inputs. Monitoring of customers
satisfaction requires the evaluation of information relating to
customer. Perception as to weather the organization has met the
customer requirements. The model shown in figure (3-10) covers all
the requirements of the ISO 9001/2000 international standards, but
does not show processes at a detailed level.
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Continual improvement of
The quality management system
Management
responsibility Customers
Measurement, Satisfactions
Rescue
Analysis &
management
Customers improvement
Requirements
Product Output
realization Product
Key : value adding activities

information flow
Figure (3-10) model of a process-based quality management system
(1)
source: En ISO 9001: 2000 (2000)
The model follows the PDCA cycle, which can be applied, to

all process and it can be briefly described as follows:
Plan: establish the objectives and processes necessary to
deliver results in accordance with customer requirement and the
organizational policies.
Do: Implement the processes.
Check: Monitor and measure processes and product against
policies, objectives and requirements for the product and report the
results.
Act: Tack action to continually improve process performance.
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(3-10-4 ) ISO 9000 Implementation

(3-10-4-1)Why ISO 9000 should be implemented?
ISO 9000 series standards should be implemented for one or
more of the following reasons, En ISO 9001: 2000 (2000):
1- To help the organization demonstrate its ability to consistently
provide product that meet customer and applicable regularity
requirements,
2- To enhance customer satisfaction through the effective
application of the system, including processes for continual
improvement of the system and the assurance of conformity to
customer and applicable regulatory requirements.
Thus the ISO 9000 certificate would open up new domestic
and foreign markets in cases where ISO 9000 is neither compulsory
nor mandatory, and the company would have a definite advantage
over the competition, assuring its potential customer of being
supplied with quality products and services.
(3-10-4-2)How to Implement ISO 9000?
In implementing ISO 9000 standards the following steps are to
be considered:
1- Management commitment
Support of management is essential for successful
implementation and on going value. The total commitment and
leadership of senior management to the implementation process is
vital. The top manager is responsible for building a strong team and
the executive should support him in this effort.
-70-
2-Determine Benefits
Establish quantifiable business objectives considering cost
reduction, error reduction and time reduction. Also improved
controls and discipline (e.g. prevents the use of shortcuts and
duplication of activities). Identification and resolution of problems.
3-Assess your current situation to Determine
- Your present costs associated with poor quality: try to eliminate
the costs associated with poor quality regarding the costs of:
a-Rework and scrape;
b-Excessive use of material due to poor design and process planning;
c-High inventory cost due to ineffective vendor management;
d-Inadequate utilization of plant and machinery due to production
planning;
e-Sorting out quality problems at the customer’s end and resulting
delayed payment;
f-Poor quality of purchased material; and
g-Opportunity of loss due to lost customers.
4-Needs for training
Training is required-at all levels within the company-on the
importance of product and service quality, in general, and the
reasons for the quality system and its benefits, in particular. This
will help to facilitate the right behavior, attitude and values of
employees towards the ISO 9000/2000 series and will encourage
total participation.
5-The present state of your documentation
Accurate procedures including operating and working
instructions should be documented. Wherever possible, what
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employees are currently doing should be documented as well. In

writing the procedures it is worth while to keep in mind how to
demonstrate to the auditor that the ISO 9000/2000 series
requirements have been fulfilled.
6-Future customer or market requirements
Customer needs and market trend should be always watched
and maintained.
7- Identify your needs
Get more information on ISO 9000/2000 and, determine what
external assistance you will need.
8-Prepare an implementation plan
The plan should contain roles, responsibilities, deliverables,
timelines and budget.
9-Manage the plan
By internal quality audit to review and make corrective actions
to bring activities and the quality system into agreement with the
planed arrangements. And conduct frequents review meetings to
determine progress.
10-Review the results
Have an answer for this question; did the outcome meet your
expectations?
(3-10-4-3)Advantages of implementing ISO 9000:
ISO 9000 requires any quality system to be documented. So
the advantages of implementing ISO 9000 are mainly the advantages
of a documented Quality Management system, which is
characterized with the following:
- Makes sure everything is under control.
- Makes sure things are done consistently.
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- Ensure “Best practice”

- Provides a foundation for continual improvement.
- Provides objectives evidence for determining and correcting the
causes of poor quality.
- Applies to the environment and not specific products.
After the demonstration of the total quality management
(TQM) approach and ISO 9000 quality standards in two pervious
sections, the following section explains the relationship between
them.
(3-10-5) TQM and ISO 9000/2000 International standards
The Quality Management system by definitions:
“Organizational structure, procedures and resources needed to
implement quality management”. Which means all of the things that
have an impact on the quality of what are delivered to the customer.
According to this definition it can be said that all organizations
have a Quality Management system otherwise they would not be in
business. However, this system in usually informal and not
documented.
ISO 9000 requires the system to be documented according to
certain requirements, see table (3-4) and (Fig. 3-11) (ISO 9001/2000
requirements). These requirements are generic and can be applied to
many types of business. ISO 9000 is a set of requirements describing
“WHAT” must be accomplished, the “HOW” is up to the individual
organization and according to its quality management approach.
TQM is a management philosophy that is defined differently
from one author to another, from one consultant to the next. This
poses a problem for companies that embark on such a venture
without being sure that are actually in line with their goals.
-73-
World class
Improvement
Initiatives
ISO 9000
Uncommitted
Figure (3-11) Quality improvement and the ISO 9000 series

(54)
Source: Dale B.G (1999)
The ISO 9000 standards, however, do not change from one

company to the other or from one consultant to the next. Quit the
contrary, ISO 9000 is a guide that clearly specifies the characteristics
of a quality system.
On other hand, TQM doesn’t provide a mechanism to ensure
that the system is effective, and is being followed. ISO 9000
provides such a mechanism. Table (3-5) summarizes the differences
between ISO 9000 and TQM.
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Table (3-5) The Main differences between ISO 9000/2000(1) and TQM
Criteria ISO 9000/2000 TQM

Focus on customers External customer focused Internal and external
customer focused
Integration with company Integral to company Integral to company
strategy strategy strategy
Focus Technical systems and Philosophy, concept, tools
procedures focused and techniques focused
Employee involvement Employee involvement not Emphasis on employee
necessary involvement
Nature Focus on continuous Continuous improvements
improvement is a main principle
System responsibility Can be departmentally Organization wide-all
focused departments, functions and
levels.
Responsibility for quality Quality department Every one responsible for
responsible for quality quality
Orientation Work on improving the Involve processes and
status quo. culture change
The coming section explains that concept behind world-class

quality award and their purpose and goals. It also represents the
criteria of a number of internationally recognized models.
(3-10-5-1)Comparison: Traditional Management versus (TQM)
To get a clear understanding of what TQM is table (3-6) provides
some comparison between traditional management and total quality
management. TQM gears an organization toward continually
improving quality, increasing productivity, and reducing costs to
ease economic pressures.
-75-
Table (3-6) comparison between traditional Management and TQM
Traditional management Total quality management

Looks for “Quick fix” Adopts a new management philosophy
Fire-fights Uses structured, disciplines operating
methodology
Operates the same old way Advocates breakthrough thinking vesting
small innovations
Randomly adopted improvement efforts “sets the example” through leadership
Focuses on short term Stresses long-term, continuous
improvement
Inspects for errors Prevents errors and emphasizes quality of
inputs
Decides using opinions Decides using facts
Throw resources at a task Uses people as primary means to add
value
Is motivated by profit Focuses on customer satisfaction
Relies on programs Is a new way of life
(3-11)World-class quality awards

The following items (3.11) are mainly extracted from the
extensive literature review carried by ref (15, 37)
Companies should strive after competitive edge in world
markets. ISO 9000 is only one reference for world-class quality. ISO
9000 can be used as a general guide for quality function, but the real
content in the standardized framework should be taken from the
company’s own business culture.
Only an average level can be reached by using standards for
higher level of quality the process of continuous improvement
should be sustained and maintained by self-assessment, which helps
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to satisfy the management curiosity as to where their organization

stands with respect to the development of TQM. Modern quality
philosophy introduced self-assessment concept in quality award
models.
(3-11-1)Why was the Award Established?
In the early and mid-1980s, many industry and government
leaders in advanced countries saw that a renewed emphasis on
quality was no longer an option for most of the companies, but a
necessary for doing business in an ever-expanding, and more
demanding, competitive world market. But many firms either didn’t
believe quality mattered or didn’t know where to begin. The Awards
in different places in the world were envisioned as standards
excellence that would help the companies to achieve world-class
quality.
At the top of world class quality awards are:
- The Deming Application prize in Japan.
- The Malcolm Baldringe National Quality Award in the USA,
- The European Quality Award from the European foundation for
quality Management,
These models are used in Japan, USA, and Europe
respectively to evaluate the efficiency of the firms systems in
relation to quality. They include different criteria to measure the
major factors that affect the quality of the firms.
(3-11-2)Purpose and goals of the Award Criteria
1- To help in improving performance practices and capabilities
2- To help in providing a definition and description of TQM.
-77-
3- To facilitate communication and shoring of best upon a common

understanding of key performance requirements.
4- To serve as a working tool for managing performance, planning,
training and assessment.
The criteria included, in these models can be used by the
different companies to evaluate their self-improvement concerning
quality.
The following is a discussion for the three quality award and
their criteria:
(3-12-2-1)The Deming prize (19)
The Deming prize was set up in Japan in the honor of Dr.
W.E. Deming, back in 1951. The Japanese Union of scientists and
Engineers award it to companies with outstanding TQM. The prize
was developed to ensure that good results are achieved through the
implementation of company-wide control activities. The original
intention of the Deming prize was to assess a company’s use and
application of statistical techniques.
1-Deming Prize chick list:
The Deming prize chick list is composed of ten primary
categories; each primary category has six subcategories. Figure
(3-12) is a simple chart illustrates the assessment model of the
Deming Application prize.
1- Policies
- Quality and quality control policies and their place in overall
business management.
- Clarity of policies (targets and priority measures)
- Methods and processes for establishing policies.
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- Relationship of policies to long and short term plans.

- Communication (deployment) of policies, and grasp and
management of achieving policies.
- Executives and managers leadership.
2-Organizations
- Appropriateness of the organization structure for quality control
and status of employee involvement.
- Clarity of authority and responsibility.
- Status of committee and project team activities.
- Status of staff activities.
- Relationship with associated companies (group companies,
vendors, contractors, sales companies, etc.)
3-Information
- Appropriateness of collecting and communicating external information.
- Appropriateness of collecting and communicating internal information.
- Status of applying statistical techniques to data analysis.
- Appropriateness of information retention.
- Status of utilizing information.
- Status of utilizing computers for data processing.
4-Standardization
- Appropriateness of the system of standards.
- Procedures of establishing, revising and abolishing standards.
- Actual performance in establishing, revising and abolishing
standards
- Contents of standards.
- Status of utilizing and adhering to standards.
-79-
- Status of systematically developing, accumulating, handing down

and utilizing technologies.
5-Education and Training
- Education and training plans and their development and results
utilization.
- Status of quality consciousness, consciousness of managing jobs,
and understanding of quality control.
- Status of supporting and motivating self-development and self-
realization.
- Status of understanding and utilizing statistical concepts and
methods.
- Status of QC circle development and improvement suggestions.
- Status of supporting the development of human resources in
associated companies.
6-Quality assurance
- Status of managing the quality assurance activities system.
- Status of quality control diagnosis.
- Status of new product and technology development (including
quality analysis, quality deployment and design review activities)
- Status of process control.
- Status of process analysis and process improvement (including
process capability studies).
- Status of inspection, quality evaluation and quality audit.
7-Control
- Rotation of management (PDCA) cycle control activities
- Methods for determining control items and their levels.
- In-control situations (status of utilizing control charts and other tools)
-80-
- Status of taking temporary permanent measures.

- Status of operating management system for cost, quality,
delivery, etc.
- Relationship of quality assurance system to other operating.
Management system.
8-Analysis
- Methods of selecting them (important activities problems and
priority issues).
- Linkage of analytical methods and intrinsic technology.
- Status of utilizing statistical methods for analysis.
- Utilization of analysis results.
- Status of confirming improvement results and transferring them
to maintenance/control activities.
- Contribution of QC circle activities.
9-Results
- Tangible effects (such as quality, delivery, cost, profit, safety and
environment).
- Intangible effects.
- Methods for measuring and grasping effects.
- Customer satisfaction and employee satisfaction.
- Influence on associated comprises.
- Influence on local and international communities.
10-Future plans
- Status of grasping current situations.
- Future plans for improving problems.
- Projection of changes in social environment and customer
requirements and future plans based on these projects changed.
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- Relationships among management philosophy, vision and long-

term plans
- Continuity of quality control activities.
- Concertinos of future plans.
1 Policy
2 Organization
management
3 Education and - Appropriateness of collecting and

dissemination communicating external
information
Assessment - Appropriateness of collecting and
4 Quality information communicating internal
model of the management information
Deming - Status of applying statistical
Application prize techniques to data analysis.
5 Analysis - Appropriateness of information
retention
- Status of utilizing information
- Status of utilizing computers for
6 Standardization
7
Control
8 Quality assurance
9 Results
10
Planning
Figure (3-12) Deming prize model

(39)
Source : Juran’s Quality Handbook (1999)
-82-
According to Samule KN Ho (1999)(36) “The Deming prize

chick list reveals the important TQM areas ranging from the policy,
organization, training, information collection and analysis,
standardization, quality control and assurance, to planning for the
next cycle of TQM”.
It has to be mentioned that in Japan, standardization is not
confined to conformance to national or international standards,
unsteadily the use of “Company standardization is promoted heavily.
(3-11-2-2)Malcolm Baldrige National Quality Award
Congress in United States of America established the award
program in 1997 to raise awareness about quality management and
to recognize the U.S companies which have successful quality
management systems.
The award program focuses on quality as an integral part of
today’s business management practices. The award’s criteria are
widely accepted as the standard for quality excellence in business
performance.
For many companies that make quality a part of doing
business, the end result is better employee relation, higher
productivity, greater customer satisfaction increased market share,
and improved profitability. According to a recent report by the
conference Board, a business membership organization, “A majority
of large U.S. firms have used the criteria of the evidence suggests a
long term link between use of the Baldrige criteria and improved
business performance.”
The award is not given for specific products or services. Two
awards maybe given annually in each of three categories:
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manufacturing, service, and small business. The U.S. Commerce

Department’s National Institute of Standards and technology (NIST)
manages the award in close cooperation with the private sector. And
came out with some controlling and assessment criteria.
1-The Malcolm Baldrige National Quality Award Criteria:
Baldrige criteria are intended to be a framework the companies
can use to build their own quality management system. The valves
and concepts of the award are summarized in seven criteria. Every
award criterion answers specific questions that cover the core values
and concepts of the award as follows:
1- Leadership
Have the senior leaders clearly defined the company’s quality
values, goals, and ways to achieve the goal? Are senior executives
personally involved? Does this involvement include communicating
quality excellence to groups outside the company?
2- Strategic planning
How does the company plan to strengthen its competitive
position? How are these plans integrated into its overall
business planning?
3-Customer and market focus
Does the customer and market knowledge properly exist?
Do the customer and market define quality?
4-Information and analysis
Is the information used to guide the company’s quality
management system reliable, timely, and accessible?
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5-Human resource focus

How does the company develop the full potential of its work
force?
6-Process management
How are products and services designed? How are product and
service production and delivery processes managed? How does the
company assure that supplies meet its performance requirements?
7-Business results
How is the company performing in key business areas
(customer, market, human resource, supplier, and partner), and what
are its plans for improving?
A company must provide the details needed to prove that it has
achieved world-class quality in all seven areas. Facts, not flash, are
needed to make it through the tough screening process. There are no
rigid requirements and pre-set strategies that must be followed by
applicants, but the Baldrige criteria are intended to be a framework
that companies can use to build their own quality management
system.
The Criteria incorporate the following key areas of business
performance, customer satisfaction and retention; market share and
new market development; supplier performance and development,
and public responsibility and corporate citizenship.
Many companies use the best ideas they can find from other
companies. But, in the end, each business must tailor a system that’s
right for it. The examiners evaluate a company’s quality
management system by looking for achievements and improvements
in seven categories according to the point system shown in
-85-
Table (3-7). Quality framework in figure (3-13) shows the

dynamic relationships between the Baldrage Award criteria.
Examination categories Pint values
1- leadership 110
2-Strategic planning 80
3-Customer and market focus 80
4-Information and analysis 80
5-Human resource focus 100
6-Process management 100
7-Business results 450
Table (3-7) Malcolm Baldrige National Quality Award Criteria

Source : US Department of commerce (1998) (15)
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System
Strategic
planning
Customer
and market
focus
Information 3
Driver analysis
4
Leadership
1 Human
resource
focus
Business
5 Results
Process
management
(15)
Figure (3-13) Malcolm Baldrige Model, Aly, M.S.
-87-
(3-11-2-3)The European Quality Award (EQA)

The European Quality Award was lunched during the 1991
European Quality Management forum in Paris. The EQA was
developed by the European foundation for Quality Management
(EFQA) in conjunction with the European Commission and the
European organization for Quality.
The EFAM in developing the model of business excellence
and the EQA drew upon the experience in use and application of the
MBNQA (Dale, 1999)(54). The EFQM excellence Model is a non-
prescriptive framework based on nine criteria. Five of these are
“Enablers” and four are “Results”. The “Enabler” criteria cover what
an organization does. The Results criteria cover what an
organization achieves. “Enablers” cause “Results”
The Model, which recognizes there are many approaches to
achieving sustainable excellence in all aspects of performance, is
based on the premise that:
Excellent results with respect to performance, customers,
people and society are achieved through partnerships and resources,
and processes.
Model contents structure: The Model’s 9 boxes, shown in
figure (3-14), represent the criteria against which to assess n
organization’s progress towards excellence. The EFQM Model is
presented in diagrammatic form since the arrows emphasize the
dynamic nature of the model. They show innovation and leaving
helping to improve enables that in turn lead to improve results.
Under the award assessment, a company is rated on its results and
-88-
improved performance according to the nine specific categories

criteria and their relevant values see table (3-7)
Table (3-7) European quality Award criteria El Shooney (2005) (68)
Examination categories Pint values
1- leadership 100
2-Policy and strategy 80
3-People development & involvement 90
4-Partnerships and resources 90
5-processes 140
6-customer results 200
7-People results 90
8-society results 60
9-business results 150
(3-11-2-4)The European Quality Award criteria

Each of the nine criteria has a definition, which explores the
high level meaning of that criterion. To develop the high level
meaning further each criterion is supported by a number of sub-
criteria
Sub-criteria pose a number of questions that should be
considered in the course of an assessment:
1-Leadership
The behavior of an organization’s leaders creates a clarity and
unity of purpose within the organization and an environment in
-89-
which the organization and its people can excel. Leadership covers
the following sub-criteria:
- Leaders develop the mission, vision and values.
- Leaders are personally involved in ensuring the organizations
quality management system in developed, implemented and
continuously improved.
- Leaders are involved with customers, partners and representatives
of society.
- Leader motivates, support and recognize the organization’s people.
2- Policy and strategy
The policy and strategy of an organization is how it
implements its mission and vision via a clear stakeholder focused
strategy policy and strategy covers the following sub-criteria:
- Policy and strategy are based on the presenting future needs and
expectations of stakeholders.
- Policy and strategy are developed, reviewed and updated.
- Policy and strategy are communicated and implemented.
3-People Development & involvement
The full potential of an organization’s people is best released
through shared values and a culture of trust and empowerment,
which encourages the involvement of everyone. People cover the
following sub-criteria:
- People resources are planned, managed and improved
- People’s knowledge and competencies are identified, developed
and sustained.
- People are involved and empowered.
- People and organization have a dialogue.
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- People are rewarded, recognized and care for.

4-Partnerships and resources
An organization works more effectively when it has mutually
beneficial relationships, built on trust, sharing of knowledge and
integration, with its partners.
Partnerships and resources cover the following sub-criteria:
- External partnerships are managed.
- Finances are managed.
- Buildings, equipment, and materials are managed.
- Technology, information and knowledge are managed.
5-Processes
The organization designs, manages and improves its processes
in order to support its policy and strategy and fully satisfy, and
generate increasing value for, its customer and other stakeholders.
Processes cover the following sub-criteria.
- Processes are systematically designed and managed.
- Processes are improved, as needed, using innovation in order to
fully satisfy and generate increasing value for customer and other
stakeholders.
- Products and services are produced, delivered and serviced.
- Customer relationship are managed and enhanced.
6-Customer results
The customer is the final arbiter of product and service
quality and customer loyalty. Customer results are what the
organization is achieving in relation to its external customers.
Customer results cover the following sub-criteria:
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People People
Business results 15%

results 9%
Leadership 10%
Processes 14%
Policy and Customer
strategy 8% results 20%
Partnership Society
& resources results
9% 6%
Innovation and learning

(15)
Figure (3-14) EFQM Excellence Model, Aly, M.S.
-Perception measures.
-Performance indicators
7-People results
People results are the achieving of the organization in relations
to its people. People results cover the following sub-criteria:
-Performance indicators
8-Society results
Society results are the achieving of the organization in relation
to local, national and international society as appropriate. Society
results cover the following sub-criteria:
-Performance indicators.
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9-Business results
Business results are the achieving of the organization in
relation to its planned performance. Key performance results cover
the following sub-criteria:
-Key performance outcomes.
-Key performance indicators.
The model is based on the principle that the people are the
enablers who provide the results. In other words, customer
satisfaction, people satisfaction and impact on society are achieved
through the leadership policy and strategy, people management and
the management of resources and processes to lead to excellence in
business results.
(3-12-2-5)Comparison between the world-class quality

Awards:
The three awards have one main focus that is to provide the
mechanism for putting a score on the organization’s current state of
TQM development. But MBNQA and EFQM depend on point
system in evaluating an organization, but the Deming prize depends
on a checklist.
Deming(19) prize is the earliest quality Award and is almost
exclusively won by Japanese firms (Samuel, 1999)(36). The Baldrige
Award will probably be the most appropriate if the organization has
a strong USA link. In the other hand, if the organization is based on
-93-
the relationship with Europe, the EQM will probably be the most
appropriate.
The USA’s Baldrige Award is the American equivalent of the
Japanese Deming prize and the basic purpose of both awards is to
promote recognition of quality achievements and to raise awareness
of the importance and techniques to quality management. However,
the Baldrige Award characterized with the following;
- Focuses more on results and service,
- Relies upon the involvement of many different professional and
trade groups,
- Provides special credit for innovation approaches to quality,
- Includes a strong customer focus and,
- Tresses the importance of sharing information.
- Stresses the importance of sharing information.
On the other hand, there is a stronger emphasis in the Deming
application prize on the use of statistical methods than in the
Baldrage Award. (Juran’s Hand Book 1999) (39).
The MBNQA and EQA models are similar in concept and
comparable in their scoring, and in most cases 500 points out of
1000 score on the EQA model will equate to a similar score on the
MBNQA model. However, compared with American Baldrige
Award, the European Quality Award considers some areas as more
important.
-Impact on society,
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-Resource utilization, and

-Customer satisfaction.
However, the 1998 MBNQA criteria (the recent version) put a
bigger weight on business results as the scoring system of both
models show, Juran (1999)(54).
According to Hellsten, U.(1997)(46), one of the major
difference between the Malcolm Baldrige National Quality Award
and the European Quality Award is the emphasis the EQA puts on
self-assessment. The EQA makes the principle of self-assessment an
entry requirement for companies applying for the award.
Conti(16) sees the MBNQA, the Deming Application prize, and
the EQA as roughly equal in their focus on comprehensiveness of
the quality system but the EQA as somewhat more focused on
results. The MBNQA has changed since conti's comparison, and it is
now more focused on results, perhaps equal to the EQA, Juran
(1999)(54).
(3-12-3)Comparison between world-class Quality Awards and
ISO 9000
Juran (1999)(54) mentioned that “over the past few years there
have been numerous attempts to compare the ISO 9000 series of
standards with the Malcolm Baldrige National Quality Award, the
Deming Application prize, and the European Quality Award”
He introduced Conti chart (1993)(16) which provides on
comparison for the three world quality award and ISO 9000 figure
(3-15). This chart shows that, at the far left of the X-axis the ISO
9000 series of standards provides away of assessment and
-95-
certification for the excellence of a quality system. That is the ISO

system focuses on products and is the least comprehensive of the
system. It’s also the bottom of the Y-axis, indicating no assessment
of excellence of results but just of system
100%
0 Assessment EQA= European Quality

of excellent Award
of results
DAP= Deming application
prize
MBA= Malcolm Baldrige

Quality system
National Quality
User results
EOA Award
50%
Management Assessment
(ISO 9000 + results)
DAP
?
MBA
ISO 9000 assessment/
Certification
100%
0 Assessment
of excellent Omni
Quality system
of quality comprehensive
referred only to
system quality system
products
Figure (3-15) Comparison of Award, assessment, and ISO 9000

(16)
Source : Juran Quality Handbook 1999 (from Conti 1993, P. 283) .
However, George P. Laszlo (2000)(66) mentioned that

“Comparison of ISO 9000 to the various national quality awards
often resulted in perceptions that somehow ISO 9000 was not as
good as those awards criteria, not appreciating that such
comparisons as similar to that of apples and oranges because ISO
9000 and the award criteria are different and complementary to one
another”,
According to Conti (1993) (16) the Malcolm Baldrige National
Quality Award, the Deming Application prize, and the European
Quality Award place near the end of the quality system
-96-
comprehensiveness and they are roughly equal in their focus on

comprehensiveness of the quality system with some uncertainty for
DAP. However the European Quality Award puts more emphasize
on the results.
The purpose, content, focus and relation to TQM of the
Quality Award and ISO 9000 are very different. Table (3-8)
introduces the difference between ISO 9000 and Quality Awards in
those aspects.
Table (3-8) comparison between national quality Award and ISO
9000/2000 standards
Item World class quality Award ISO 9000 standards
Purpose It was first created by congress in They were published in 1987 by
1987 to enhance U.S. the international organization
competitiveness for standardization to help
companies determining what is
the need to maintain an efficient
quality management system
Content The awards program promotes For example, they describe the
quality awareness, recognizes need for an effective quality
quality achievements of system, for ensuring that
companies, and provides a measuring and testing
vehicle for sharing successful equipment are calibrated
quality strategies regularly and for maintaining an
adequate record keeping system.
Focus They emphasis on non-procedural They emphasis on procedural
aspects of quality such as aspects of quality which lead to
leadership, human resources and customer satisfaction.
customer satisfaction. They determine whether the
The awards criteria focus on company complies with its own
results and continuous quality system
improvement. They provide a
framework for designing,
implementing, and assessing a
process for managing all business
operations.
Relation to TQM They provide a definition and ISO 9000 series standards is an
description of TQM effective tool and a fundamental
They enable measurements of the pillar in an organization’s
progress with TQM to be made approach to TQM
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(3-12)Conclusions
From the previous discussion it can be concluded that:
1- Although ISO 9000’s ultimate aim may be product quality, it
only examine the system that produces the product or
service.
2- ISO 9000 standard can not completely replace TQM, nor can it
achieve total quality, but it is a tool, and an effective one at
that.
3- For an ISO 9000 standard to be used successfully, it has to be
part of more global approach such that TQM.
4- For TQM approach to be implemented successfully it should
be supported by a documented mechanism such that ISO
9000 standards.
These conclusions support the main objective of the research,
by recognizing that: ISO 9000 quality system is a fundamental pillar
in an organization’s approach to TQM (Dale 1994)(45) and it helps to
ensure that any improvements made are help in place.
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Ch (4): Comparative study between different construction companies regarding their quality manuals
Chapter (4)
Comparative study between different
construction companies regarding their quality
manuals.
(4-1) Introduction
To remain competitive in an increasingly environment,
companies have opted to implement quality schemes bases on the
principles of total quality management (TQM) and the ISO 9000
series of continuous in movement of overall performance and the
increase of customer satisfaction. Traditionally, quality
methodologies have been associated with manufacturing and few
companies in the construction sector have seized the opportunities
that these quality systems are able to bring.
This chapter assesses the impact on company performance and
implications of accepting quality schemes through the development
of three case studies. It analyses why and companies introduced
quality management, together with the key elements responsible for
the success of the initiatives and the results achieved.
The results of the analysis will interest companies wishing to
follow the road to quality, and useful strategies and areas for
improvement in the management of quality. Particular attentions has
been paid to the use of EN ISO 9000 systems by the industry as this
remains a significant driving force in the market place. The main
outcomes are presented below.
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(4-2)Comparative points
The comparison includes the following points:
(4-2-1)Company organization.
(4-2-2) company Amendment procedure.
(4-2-3)Company quality assurance and quality control
procedures which are:
1- Control of documents.
2- Control of records.
3- Quality policy.
4- Responsibility, authority and communication.
5- Purchasing.
6- Control of production and service provision.
7- Validation of processes for production and service provision.
8- Identification and tractability.
9- Customer property.
10- Preservation of product.
11- Customer satisfaction.
12- Internal Audit.
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(4-2-1) company organization
-Company "A"
Is a leading contracting companies in construction sector. The
company has its own Design Department and a Specialist construction
division. Company has its different activities like as: Aluminum
fabrication, Carpentry & joinery, Stainless Steel, A/C duct fabrication,
Glazing, Extrusion, PVC fabrication.
-Company "B"
One of the biggest companies and also was upgraded in the next
four years to the unlimited category, which is the highest classification in
existence.
-Company "c"
Pioneered the supply of Ready Mixed concrete. It was also the first
national company to introduce and commission the concrete pump in
Middle East.
(4-2-2)Amendment record
Company "A"
Any amendment to Quality Manual shall be reviewed by the
Management Representative and approved by the General Manager
(Contracting).
In case of minor changes, requiring amendment of one or several
pages of the Quality Manual, only such page or pages shall be revised.
The type of amendment will be denoted on the History of Revision
list. In case of change to the Quality Manual require amendment of a
several numbers of pages, or after a significant number of minor changes,
the document will be residues. In this case the issue indicator will be
incremented and the revision number shall be re-set to zero.
The Management Representative will ensure that controlled copies
are updated promptly.
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Company "B"
All amendments to this quality Manual shall be reviewed, and
approved by the QA/QC manager. The revision updating and distribution
will be the responsibility of the QA/QC Manger.
The issue of complete sections will make changes. Each page of
each section will bear an issue number. When a change is made to a
section, its issue number will be incremented. Wherever practicable the
change in the document will be highlighted by underling and the issue
number will be denoted on the amendment sheet.
Company "C"
Amendments will be reviewed like original order and changes
intimated to affected departments/sections.
(4-2-3)Company quality control and quality assurance
procedures
(4-2-3-1)Control of documents
Every Company has established and maintains procedure for the
control of all documentation relating to the Quality Managements
System. (QMS).
Company "A" procedure ensures that:
1- All quality documents are reviewed and approved prior to issue.
2- The pertinent issues of appropriate documents are available at
locations where operations essential to the effective functioning of
the quality system are performed.
3- All changes to documents are in writing, reviewed and approved
prior to issue, and distributed to all holders of controlled copies.
4- A master set of applicable documents is maintained and updated.
5- Documents remain legible, readily identifiable.
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Company "B" procedure ensures that
Maintain Master copy of quality

document (quality Manual) Management
Representative
Document Ref. & Date Document issue Status Distribution of

document
Review & Approve all

documents Prior to
issue
Change Request form Changes to documents requested to Originate

management Rep. Using change Request
form.
Review all requests
Amendment to Replacement document Additional documents

due to wear/loss
document content
Record approval or
dental on change note
Implement change or
new document
Changes to document and Review and re-approve Distribute documents in

documents
revision status identified on accordance with
amendment record sheet distribution list
Superseded document is
are withdrawn from use
Amendment to Additional documents

document content
Documents to be
properly field updated
& at point of use
End
-103-
Company "C" procedure ensures that: the right only the right
document is available at the place of work.
Documentation:
1- Operational documents: a) Internal b) External
2-Recrods
a) Operational Document: Operational Documents are those that are

required for performance of work, directly or indirectly. These
documents listed below are made available at required places of
work. They are revised from time to time as required and every
single copy of the document is updated. Photocopies & loose sheets
of bound books are not operational Documents.
Internal External
Quality Manual Technical Literature/catalogues
Standards (ISO, BS etc)
Maintenance Schedules/Task Maintenance Literature
Recipes / Mix Designs
Statutory Rules & Regulations
(4-2-3-2) Control of records

Every company has established a procedure for maintenance and
control of necessary records in order to demonstrate that requirements for
quality have been met and that the quality system is working effectively.
Company "A"
Its procedure ensures that records are suitably identified and define
where and who maintains the records so that they are readily retrievable.
The procedures also define the methods for disposition of quality
records after prescribed retention periods are carried out. Confidentiality
is observed in all cases.
-104-
The customer will be afforded access to quality records pertaining to the

contract in questions.
Company "B"
I) Control of records
START
Complete all records in full Secretary

and maintain to ensure
Legibility Accuracy Identification to product, Signature/ Filling in logical

customer or contract stamp where order by ref.
concerned required no./date or
similar method
Refer section 2.0, Where quantity records are

computer Data field on computers, ensure
arrangements are made to
prevent loss or computation
Ensure quality records are

stored in suitable environment
to prevent damage or loss of
any description
Retention of
quality records
One year in accordance with Where a contract condition,

legislation or codes or practice retention periods will be
established by direct Hason with
the customer
Stipulated retention time reached
Ensure that disposal Lisa with concerned Dept./ Managers

method maintains to establish effective disposal plan
security needs
Review all records prior to destruction

to ensure they are no longer required to
support quality system
-105-
Company "C"
Its records to be maintained are listed in table below for
demonstrating conformance to specified requirements & effective
operation of Quality System. They will be legibly written, indexed
logically & stored to prevent damage/deterioration/loss & facilitate easy
& quick retrieval. They will be reviewed and destroyed after their
retention period (Up till next certification audit) is over. A document
generated before certification will be retained at least for one year. If in
contract relevant record will be made available to customer.
Formal Record Title Filling Responsible Life
Department years
No
Marketing
Equipment particulars
Purchase
(4-2-3-3)Quality Policy
Company "A"
Is dedicated to a quality policy focusing on exceeding the
Customers' expectation through out the life span of their buildings, by
providing a high quality product in the shortest duration and with
optimum investment.
It's category with respect to quality of its products and services,
conformance to the requirements of ISO 9001: 2000 as a benchmark.
-106-
To achieve the mentioned objectives the company is committed to

uphold the following values:
1- Creating an environment where employees are considered as
Internal Customer & providing them with opportunity to
improve their skill continually.
2- Practice processes, which are defined and measurable.
3- Implementing Hi-Tech Construction Method and Training the
staff to deal with the new technology.
4- Compliance with all applicable laws, regulations, standards and
cods of practice.
5- Adopt forward looking quality objective which might have
impact on the future business plan.
Company "B"
The main purpose of the organization is to establish, maintain and
implement a quality management system and to execute everything in the
best possible way.
Its documented quality management system which complies with
the requirements of ISO 9001: 2000 and customer's specifications is
reviewed at regular intervals to achieve the quality objectives.
The objective of the policy is to ensure the continuing suitability
and effectiveness of the Company Quality System in satisfying the
requirements of the standard and in meeting the client's requirements.
Company "C"
To fulfill the contractual obligations towards our customers
through a quality system based on ISO 9002.
-Quality objectives: To improve quality of concrete.
-107-
(4--2-3-4)Responsibility, Authority and communication

The responsibility, authority and the interrelation of all personnel
who manage, perform, and verify work affecting quality have been
defined, communicated and documented in the quality system documents
supported by individual approved job descriptions.
Company "A"
The responsibilities and authority of the key personnel are as
follows:
Chairman
1- Responsibilities and authorities relating to quality.
2- Defines and approves the Quality Policy of the organization and
ensures its implementation and maintenance.
3- Develops the business plan, marketing strategy and long-term
growth.
General Manager
1- Responsibilities and authorities relating to quality.
2- Approves the quality manual, procedures, audit plan and training
needs.
3- Ensures the quality system is reviewed twice every year to ensure
its continuing suitability and effectiveness in satisfying the
requirements of the standard, the quality objectives and the
customer's expectations.
4- Reviews and provides adequate resource requirements for key
staff.
5- Approves purchases.
6- Chairs the Management Review meeting.
-108-
Internal Quality Auditor

1- Responsible and authorities relating to quality.
2- Prepare and plan quality audits in accordance with the overall plan.
3- Conduct internal audits and prepare Non-conformance Reports and
Audit Reports.
4- Discuss the results of internal audits with the Management
Representative and Managers audited, and agree timely corrective
actions required.
Management Representative
The Quality Manager maintains the role of the nominated
Management Representative and is responsible for implementation and
maintenance of the Quality System.
Responsibilities and Authorities Relating to Quality
1- Ensures the establishment of the quality and its maintenance in
accordance with the ISO 9001: 2000 International Standards.
2- Reports on the performance of the quality system to the General
Manager for review as a basis for improvement of the quality
system.
3- Participates in the Management Review Meetings.
4- Reviews with the Department Managers the quality system in their
departments as and when required.
5- Studies and look after customer's complaints.
Company "C"
Responsibilities: Major responsibilities of key personnel pertaining
to the Quality are enumerated below. These are not exhaustive. Only
those pertaining to the Quality are highlighted.
a) Managing Director
1- To develop Ready Mixed Concrete business by providing Quality
Products & Services.
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2- To define & document Quality Policy and Objectives &

commitment of management to Quality.
3- To provide resources required by the Company.
4- To direct the operations of units and to monitor their performance.
With special regard to quality.
Management Representative
1- Evolution & Documentation of the Quality System.
2- Ensuring that the Quality Audits & Management Review.
3- Monitoring the Quality System preventive/corrective actions and
follow-up on points of Internal Quality Audits & Management
Review.
4- Reporting to Management on performance of the Quality system.
5- Training pertaining to ISO 9002.
Operations manager
1- To develop market through maintaining existing customers and
creating new ones.
2- Asses/ Generate customers’ requirements.
3- Raise & follow up quotations for converting them into orders.
Head of Dept-Production & Delivery
1- Take requirement form customers & schedule production
accordingly.
2- Production of Ready Mixed Concrete as per the schedule.
3- Ensure timely delivery & pumping at sites.
Head of Dept –QC
1- Quality Assurance.
2- Incoming, in process & Final inspections.
3- Calibration of Gauges & Instruments & plant.
4- Quality records.
-110-
Company "B"
The responsibility, authority and the interrelation of all personnel
who manage, perform and verify work-affecting quality have been
defined and documented.
All personnel are responsible for ensuring that they comply with
the requirements of this manual and it’s associated Quality Procedures.
Each person with a defined responsibility is responsible for ensuring that
their deputy is aware of the Quality System activities to be undertaken
during their absence.
The Overall responsibility for checking and assuring the integrity
and continuity of the Quality System lies with the QA/QC Manager.
Name:
Position: Chief Quantity surveyor
Overall Mission: To maximize profit and minimize risk for all
construction activities within the company.
Responsibilities & Authorities
Responsibility
- Oversee site quantity surveyors work.
- Final subcontract agreement analysis.
- Site programs.
- Contract inspection.
Authority
- Agree final accounts.
- Agree insurance claims.
- Agree payment terms and conditions.
- Agree extension of times.
Reports Received
From:
Project Managers
-111-
Estimators
Quantity surveyors
General Manager
Reports to be generated:
Budget Estimates
Final account analysis
Subcontract analysis
Variation & extension of Time Claims
Meetings to be attended:
Contracts Meeting-internal
Subcontract appointment meetings
Site coordination Meeting
Final account & Extension of Time Meetings
Name:
Position: Project manager
Overall Mission: TO mange a section of the group activities with the
achievement of goals and objectives within time and
cost to requisite quality in the most effective manager.
Responsibilities & Authorities:
Responsibility:
- To go through all specifications, drawings, contract documents, bill of
qty's etc.
- Analyze the project and specify the basic approach to be used.
- Break the project down in to reasonable number of activities to be
scheduled.
- Estimate the time required to perform each activity.
- Place the activities in sequence of time, taking into account the
requirements and prepare the programme of work.
-112-
- If the completion date is specified, the activates to be adjusted until

his constrain is satisfied.
- To ensure the manpower, equipment requirements and availiabity
based on time target, size and type of the project.
- To control the project by checking off progress against the schedule.
- to determine the various responsibilities and assign site staff
accordingly for accomplishing the project to motivate site staff
and workers to achieve specific goals, daily , weekly, monthly
target objectives.
- To discuss and resolve contractual matters with consultant and sub-
contractors.
- Liaise with subcontractors with regard to programmed of works,
quality assurance, material procurement, shop drawings etc.
- To liaise with Head Office i.e. contractual, estimating & Q.S.
department.
- To monitor the progress of works on day to day basis and resolve the
obstacles if any.
- To ensure that the requisite Quality is maintained throughout the
project both in the procurement and fitting of specified materials
to ensure an acceptable finished product.
Authority:
- The Project Manager has the authority from management to run a
particular project site on a day to day basis, reporting to
management progress of the works with regard to programme,
financial, technical matters, and ensuring the same are as required
while attaining the requisite control of quality.
Reports Received:
From:
Shop drawings/sketches.
-113-
Material approvals.
Comments on quarries.
Updated/revised drawings/sketches.
Subcontractors programme of works.
Variations/charge of specifications etc.
Subcontractors material procurement schedule.
Material submittal from subcontractors.
As built drawings.
Monthly Payment certificate.
Programme of works for the complete project.
Short term programme for site activities.
Update subcontractors programme of works.
Labour histogram.
Weekly/monthly progress report.
Sketches
Material approval
Technical queries
Procurement schedule
Progress meeting with subcontractors
Progress meetings with consultant
Progress meeting with Head Office Management
Name:
Position: Project Engineer
Overall Mission: TO provide the engineering input necessary in order to
translate drawings and specifications into a build able
configuration for foreman/Charge-Hands to achieve
-114-
completion of works with Quality as per contract

programme and specifications.
Responsibility:
- To understand fully specifications/drawings, documents etc.
- Receive information's/instructions from project manager.
- To instruct foreman/charge-Hands about each activity, together with
provision of labour and materials required carrying out particular
site operations.
- Prepare schedules for activities, monitor & compare them according to
the progress and planned activities on a weekly/daily basis.
- Prepare daily programme of labour & plant in conjunction with
Foreman.
- Liaise with Consultants/Site Engineer with respect to
inspection/approvals.
- Be aware of productivity outputs related to activities and equipment
- To check the works of sub-contractors in comparison with shop
drawings.
- Review and prepare weekly/daily orders for concrete mix.
- Ensure that necessary quality is achieved on site on a daily basis of
both Main Contractor and Sub-contractors works.
Authority:
- The Engineer has the authority to instruct daily site works operations
under the overall authority of the Project Manager who he reports to
on a daily basis.
Reports Received:
From:
Updates on contract programme/drawings/specifications
Approvals relating to procurement materials.
-115-
Correspondence with consultant, sub-contractors & suppliers

Weekly programmes.
Daily programmes.
Subcontract meetings
Site management
Name:
Position: General Foreman
Overall Mission: To exhibit confident leadership, to execute the work as
per drawings and as per the instructions of project
Engineer.
Responsibility:
- TO check services before commencement of project such as water,
electricity and drainage etc.
- Receive demarcation from Dubai Municipality.
- To understand all drawings and inform the Engineer of any
discrepancies such as dimensions etc.
- Setting-out of foundations and building structural elements to be
carried out in conjunction with Charge-Hands and Carpenters.
- Inform the Engineer after completion of all operations for checking
and consultants approvals.
- Distribution of manpower according to the programme agreed with
Engineer in advance.
- To check the output and quality of labour according to planned
activities on day to day basis.
- Prepare weekly programme with the Engineer for procurement of
steel, concrete etc.
-116-
- Engineer to be informed for the day to day material requirements and

ordering of material.
- After structural works, layout for finishing items, etc. are to be given
to sub-contractors and other craftsman under the supervision of the
companies foreman.
- Snags to be prepared and attended to complete the project on time.
- Daily inspection of the site works to ensure the necessary quality and
safety standards are being maintained throughout the site.
Authority:
- To organize and carry out site works operations including gang
cooperative sizing. Material requirements, temporary support works
requirements, etc. Responsible and reports to project engineer.
Reports Received:
From:
Updated contract programme/drawings.
Approvals of materials.
Daily programmes.
Internal site meetings with project Engineer
Name:
Position: Timekeeper
Overall Mission: To receive, inspect, maintain and co-ordinate with site
staff for incoming materials, its consumption and
procurements.
Responsibility:
- Prepares site request from for materials procurement in conjunction
with Project Engineer.
-117-
- Gets approval for materials request by Project Manager of Project

Engineer.
- Co-ordinates with Purchase and Plant Dept. for materials and
machines requirements.
- Checks for correct identity, quality and quantity of incoming
materials.
- Upon receipt of materials on site, after quality and quantity checks
compare the deliver order with the Site Request from and signs to
D.O.
- Prepares Material Receipt Note on completion of checks for the items
received.
- Allocate proper storage areas for the materials received.
- Maintains a master register of all the major items received on site.
- Co-ordinates with project Engineer in releasing the materials on the
job site.
Authority:
- Note to accept the material in found not complying to the
requirements and of not the correct size, quality and quantity.
Reports Received:
From:
Nil
Nil
Site meetings with General Foreman and Project Engineer if
required
Name:
Position: QA/QC Manager
-118-
Overall Mission: To ensure that the Quality System is established,

understood, implemented and maintained at all levels
of the organization.
Responsibility:
- Preparation of Quality Assurance and Quality Control
manual/procedures in accordance with ISO 9000 and project
specifications.
- To ensure that the procedures are reviewed and approved prior to its
issue.
- To ensure that any amendments carried out are transferred to
concerned functions and to the registered copyholders, and to see
that the obsolete documents are destroyed/removed from
workstation.
- To plan and schedule the programme of internal Quality Audits to
evaluate the status and effectiveness of the Quality Management
System.
- Planning and organization of audits, whether internal or external.
- Supervising and verifying timely action carried out to implement any
corrective actions necessary.
- To plan and arrange management review meetings.
- Record minutes of meeting and to distribute the copies of the minutes
to the persons attending the meeting.
- To assist the plant authorized ensuring that the equipments are
calibrated and are checked for accuracy as per the Calibration
Schedule.
- Assist the Purchasing Supervisor in preparing and sending the Quality
Questionnaire to various supplies for evaluating and to maintain the
history of the supplier/vendors.
-119-
- Plan and arrange quality awareness sessions as and when required.

- Responsible for overall QA/QC requirements on site.
- Co-ordinate with site management to see that the QA/QC programme
is implemented as per the Project specifications and in-house
management system.
Authority:
- To establish and implement QA/QC procedures on the project and in-
house.
- To evaluate the status and effectiveness of the Quality Management
System by carrying out Quality Audits
Reports Received:
From:
Auditors: Internal Quality Audit Reports.
Site QA/QC Correspondence.
Plant Yard: Equipment calibration reports.
Internal Quality Audit reports.
Minutes of Management Review Meetings
Non Conformity reports.
Head office management review meetings
Site QA/QC meetings
Name:
Position: Safety officer
Overall Mission: TO ensure that the Safety procedures are established
and put into practice at all sites.
Responsibility:
- Site safety measures and their implementation.
-120-
- Protective clothing.
- Safety of scaffolding and barriers.
- Safety of machinery and equipment.
- Safety of site handing operations.
- Safety notices.
- First aid facilities and training of first aid officers.
- Safety training of operatives and labour.
- Handing of hazardous material.
- Fire fighting facilities.
- Sub-contractors safety facilities and safe working methods.
- Accident reports writing.
- Preparation of safety reports for project management.
Authority:
- To review the safety measures on site and can stop the work or use of
equipment if found not complying to the safety procedures and
specifications.
Reports Received:
From:
Nil
Site safety report (if required)
Site safety meetings
-121-
(4-2-3-5)Purchasing
The aim of every company to ensure that the right material
and/or service is provided at the right place & right time.
Company "A"
The company ensures that purchasing of materials conforms to the
requirements. The suppliers/subcontractors will be evaluated and selected
based on their ability to supply adequate materials and criteria for
selection, evaluation and re-evaluation has been defined. The results of
evaluations and necessary actions are recorded and records are
maintained.
The purchasing information will describe the material specification
required including where appropriate:
- Requirements for approval of materials processes and
equipment as needed.
- Quality management system requirements.
-122-
Company "B":
Start
Site request from Site requisition Store Keeper.

QSP-7.4/01 Project Engineer
Purchase Dept.
Main Office
Purchase of Plant Purchase of Purchase of Major

& equipment small/general items construction items
Plant and Equipment Construction Quantity surveying

department department
department
Plant authorized Prepares analysis sheet

check for Quotations after checking
Quotations, Tendon
Price
Approval by M.D. / Approval by Approval by M.D.

A.G.M./Contracts contracts manager
Manager
L.P.O Prepared
L.P.O. Purchase
QSP-7.4/02 Signed by purchase manager supervisor
End
-123-
Company "C"
Scope of purchase is to all material and/or service that affect the
Quality fall under the scope and is shown in the table below.
Responsibility
Activity Capital Raw Spares & Sub
equipment materials consumables contracts
Information required in purchase order:

a- Supplier information.
b- Material on order.
c- Inspection details.
d- Delivery instructions.
e- Certifications required.
(4-2-3-6)Control of production and service provision
Where required in the contract or decided by the Senior Management,
contract specific quality plans will be generated by the Contracts
Manager in consultation with the Project Manager and other mangers, as
appropriate.
Company "A"
The company has planned and carried out product provision under
controlled conditions. Controlled conditions includes, as applicable:
1- Availability of information that describes the characteristics of
the products.
2- Availability of work instructions,
3- Implementation of monitoring and measurement.
4- Use of suitable equipment.
5- Availability and use of monitoring and measuring devices.
-124-
6- Implementation of completion, handing over and maintenance

activities.
Company "B"
Production control (Quality Planning)
Once developed and agreed with the client, these plans become the
controlling documents for the contract and are subject to audit and
management review in accordance with our procedures.
Activities, which constitute part of the quality planning, are as
follows:
- Concreting.
- Water proofing.
- Soil compaction
- Rebar Bending & Fixing
- Cast-ins
Company "C"
Not found
(4-2-3-7) validation of processes for production and service
provision.
Company "A"
The validation of the activities and process will be achieved
by obtaining feed back and analyzing data related to project.
Company "B"
Validation of processes on site is carried out through an established
procedure and subsequent monitoring in order to confirm and
achieve planned results. All processes are verified in-house and the
consultant’s Engineer, which is then approved, to proceed with
carries out inspections.
At any time if the inspection is turned down with any
comments, the corrective actions are taken and the same is requested
again for approval.
-125-
During all stages of processes review and approval is

required and the records for the same is maintained at project sites.
1.5. Superstructure
START
P.M.
Structure special Columns 1st floor or P.E.
list consultant concrete support G.F.
P.E.
Structure special 1st floor G.F.
list consultant
Scaffolding shuttering
reinforcement concrete
Structure special Columns 2nd floor or P.E.

list consultant concrete support G.F.
Structure special
list consultant
Typical Slab
Scaffolding shuttering
reinforcement concrete
Structure special P.E.

list consultant Typical columns G.F.
Layout kicker
shuttering pour
kicker’s reinforcement
fix shuttering concrete
Continued
-126-
Continued
P.E.
Structure special Typical walls G.F.
list consultant
Layout kicker
shuttering pour kickers
reinforcement fix
shuttering concrete
Parapet & P.E.

Structure special G.F.
list consultant
Staircase works
Cast in site
Layout
Shuttering
Reinforcement
Stair raises
Shuttering
Concrete
End of
superstructure
Note : For work instructions and details, see

project specification and contract drawings.
Company "C":
Not found
-127-
(4-2-3-8)entification and traceability

To prevent the use of the wrong product. To be able to trace
product, material or information to the source of supply where necessary.
To demonstrate corrective action in the event of a complaint or problem.
Company "A"
The company has identified the product by suitable means
throughout product realization. The company identifies the product status
with respect to monitoring and measurement requirements. Where
tractability is a requirement, the company will control and record the
unique identification of product.
Company "B"
All contract files contain a unique contract number, which is added
to company contract documentation, correspondence and purchase orders.
Time sheets, plant records and site reports also bear the specific contract
number. In this way company materials, products and the manpower and
plants utilized in each contract can be consumable items held on site will
be suitably identified with a part no. Batches required at different time
will be held separately in situations where mixing batches would
prejudice the agreed level of traceability.
It is the responsibility of the Project Engineer/ Timekeeper to ensure
that the materials control and storage facilities at stores and site meet the
project requirements. A good housekeeping standard will be maintained
at all time. This will help to prevent damage and deterioration of
materials and allow easy access and identification of materials. The
following storage methods will help in achieving this.
a- Use of pallet Racks when storing materials at ground level.
b- Proper stacking.
c- Maximum utilization of wide and lockable container space.
d- Use of protective covering wherever required.
-128-
e- Temporary on site stores and storage with the ground floor

of the building being constructed.
It is the responsibility of the Project Engineer/General
Forman/Timekeeper to ensure that the material receivers verify the
quantity, quality and identification methods for each material and provide
identification marks wherever possible or maintain traceability records to
prove the right usage of the materials.
The project Manager shall ensure that all site personnel who
withdraw materials from bulk storage area; central stores and site stores
are using them for the purpose intended and the correct location, as they
are required.
Company "C"
Not found.
(4-2-3-9)Customer property
Any product or material supplied by the customer is treated as their

property and will be handled, stored and protected in accordance with
either their procedure or agreed procedures generated.
Company "A"
The company will identify, verify, protect and safeguard customer
property provided for use. If any customer property is lost, damage or
otherwise found to be unsuitable for use, this will be reported to the
customer by the Project Manger records will be maintained in his file.
Customer property may include intellectual property e.g. information
provided in confidence.
-129-
Company "B"
The procedure ensures that the customer supplied products are
verified for conformity and/or suitability and will be subject to the
following controls:
- Check for correct identity and quantity and that it is free from damage
upon receipt.
- Continuous checking of identification during process.
- Storage separates from company materials in such a manner that
deterioration of materials.
- Good housekeeping to prevent damage and deterioration of materials.
Although the direct supply of materials by the customer (i.e. the
Client) is very rare, the procedures have been established to ensure
adequate control of customer supplied products as well as any of his
property or facilities for which company is responsible or which are used
by company.
Company "C"
Not found.
(4-2-3-10)Preservation of product
Company "A"
The company has an established process interrelation in order to
preserve the conformity of product during internal processing as well as
the execution. This preservation shall include identification, handling and
storage.
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Company "B" START
Deliver Order Material received on site Timekeeper /P.E
Material checked for quality,

M.R.N., L.P.O., quantity and compares D.O
D.O. with Material Requisition &
L.P.O
Discrepancies or damages if Yes

any after inspection
Information
No purchase department
Acceptance of material and
signs delivery order and
prepares M.R.N.
Contact supplier for
action
Unload the material by
crane on showed depending
on the type of material
Replacement or
retrieval of material
Allocate proper storage

areas for received material
M.R.N. & D.O. M.R.N. and D.O are sent to

Purchase Dept.
Copy of M.R.N and D.O

retained with Timekeeper
Details of received material

entered into register
End
-131-
Material / Equipment transfers
Source/ responsible
Document activity person
START
Site sends request to plant

yard for material equipment Timekeeper /P.E
Material
No available at
plant yard
Material
available Yes
other sites
Advise the site to
transfer material Yes
to required site
No
Advise the site if non-

availability and instruct
to raise a material Plant yard raises a
requisition Asst. plant
transfer note & sends
material/equipment authorized
to requisitioned site
Transfer
Note
Timekeeper
acknowledges receipt of
materials/ equipment Timekeeper
by signing transfer note
and returning copy
Plant yard prepares

Transfer Note/ monthly report of Asst. P.A./
transfer Note transfer notes & sends Scaffolding
report to accounts In charge
Accounts credits & Accounts

debits various accounts
Clerk
after checking
END
-132-
Company "C"
Equipment:
1- Aim: To ensure required process capability required for achieving
specified Quality through equipment management i.e.
selection, procurement, maintenance & calibration of
equipment.
2- Identification: Equipment that affects the final quality will be
identified. Effort on equipment management will be
commensurate with impact the equipment has on the
ultimate quality and or cost.
3- Calibration status: Calibration status (i.e., instrument ID, Date
Calibrated, Date due & Gauge reading Vs True reading)
will be clearly written on the instruments itself or on the tag
attached to it. If neither is viable, other suitable means will
be used.
(4-2-3-10)Customer satisfaction
Company "A"
The company shall monitor information related to customer
perception as to whether the organization has fulfilled customer
requirements, as one measure of system performance.
General Manager will arranged face to face discussions with
customer/client Reprehensive to discuss their satisfactions and
evaluations based on the performance & quality of work. Above will lead
into continual improvement and assessment of organizational
performance and effectiveness of the quality system.
Company "B"
Information relating to customer satisfaction is gathered during the
site meetings between the client/consultant, contractor and the
-133-
subcontractors. Weekly or bi-weekly project progress meetings are held

at site and all the aspects of process are discussed and debated including
materials approvals, quality of work, site safety and associated
subcontracted works.
Also a customer satisfaction questionnaire is established, which is
given to every client/customer at the end, i.e., during handing over of the
project for their review on the company's performance. Based on the
customer's evaluations and suggestions, the management assures of
improvement in areas highlighted and continues to maintain the highest
level of quality service to meet the customer satisfaction.
Customer satisfaction questionnaire:
Dear Customer,
We would be grateful if you spare some time in evaluating the
performance and services provided by ourselves. This is an attempt to
improve our services based on your evaluations and suggestions. Our
company will take every possible step to maintain and to provide highest
level of quality service to meet the customer satisfaction.
No . Criteria to be reviewed Excellent Good Satisfactory Poor Remarks
1 Organization
Staff
Technical support
4 Co-ordination
5 Workmanship
6 Health and safety
7 Quality
8 Plant/Equipment
9 Overall performance
10 Corrective preventive actions
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Company "C"
Satisfaction of customer is the aim of the company.
(4-2-3-11)Internal Audit
Company "A"
Procedure has been established, which ensure that activities
throughout the organization are regularly audited and to determine
whether the quality management system established by the organization
conforms to the requirements of this international standard.
Audits are scheduled based on the status and importance of the
activity and also explicitly on the results of the previous audits. The
procedure requires that an audit schedule is established which includes all
relevant activities and results of previous audits.
Audits are prepared and planned by trained auditors. The procedure
ensures that in all cases the auditor(s) will be independent of the function
or area being audited.
Findings of audits are presented and reviewed during management
review meetings. This information is evaluated to help asses the
effectiveness of the Quality System in satisfying the Customer, the
requirements of ISO 9001: 2000, and the quality policy and to determine
if any improvements in the system are required.
-135-
Company "B"
Conducting the audit
START
Provide Sufficient Nominated auditor

notice to audit
Answer any
questions related to
conducting the audit
Conduct the audit
Discuss findings at a de-brief

meeting. Produce audit report
clearly detailing
De clencies or identified Action required & time

opportunities for scales for completion
improvement
Obtain agreement signatures
from auditee regarding findings
of the audit
Nonconformance Report
QSP-8.2/B3
Review effectiveness of actions
implemented with auditee
Connective & preventive

action procedure QSP-
8.5.2 & 8.5.3
Complete audit report & route
to management representative
Liase with auditor to review Management

effectiveness of audit conducted representative
Management review Give results of audit at next

procedure QSP-5.B management review meeting
Based on results of management

review, produce audit
programme for next 12 months
END
Company "C"
Not found
-136-
(4-3)Conclusions
Installing a quality management system which satisfies a standard
such as ISO 9001 or ISO 9002 is not on its own a guarantee for business
survival or improvement Quality systems are one separate aspect of
creating business improvement. In fact, the more important aspects
concern identification of markets and therefore clients, identifying the
services and products that are required and to then achieve client
satisfaction by delivery to specification, on time, on budget. A common
source of misunderstanding for the industry is that quality assurance and
certification/registration systems alone are not enough to achieve
continuous improvement. However, use of quality assurance and
certification/registration systems can be valuable in the development and
improvement of home-grown quality management systems and
procedures. We can make summary for companies quality manual as
following:
Quality control and quality Point of differentiation
assurance procedure
Control of document Company "A" company shows the
Control of records meaning using statements while
Purchasing Company "B" company uses the tables
Realization of product in its shows. On the other hand
Internal audit company "C" uses both.
Quality policy Company "A" Company focuses on the
customers a sits aims. While Company
"B" Company aims on ensuring
continues improvement according to
international standers. On the other
hand Company "C" sees that customer's
satisfaction is the most important aim.
-137-
Responsibility and Company "A" classified every one

Authority mission who has relation with quality
only, epically, chairman, General
Manager. While Company "C" mission
classified includes general manager
head of quality section, and quality
engineer and accountant in addition to
making table which shows every one’s
mission in all the concrete production
stages.
On the other hand Company "B"
company explain the definition field
and responsibility with a specific
explanation for each one’s mission and
they are head of quality section, quality
mangers , project manager, project
engineer, head of security section and
for man.
Control of product Company "A" shows the plan in a
statement way without indefinite the
product kind while Company "B"
classified the product (e.g. concrete
waterproof and soil impact)
Company "C" : Not found
Customer property Matching between three companies
10- Customer satisfaction Company "A" uses document
statements while Company "B" makes a
questionnaire for each customer
Company "C" does nothing
-138-
Ch (5): Analysis and Discussion Questionnaire Results
Chapter (5)
Analysis and Discussion Questionnaire Results
(5-1) Introduction
In the process of developing a quality management system to
be applied in the construction companies, this chapter aims at
analyzing and evaluating the current knowledge and practices of
quality, in general, and ISO 9000 and TQM, in particular in these
companies.
To achieve this goal, a filed survey was established for the
purpose of surveying the concepts of quality, the current applied
quality system in construction companies and the level of practice of
the TQM related activities. The data have been collected by means of
questionnaire.
(5-2)Tools and techniques used in improvement
TQM technology includes a number of methodologies, tools and
techniques used at either or both of the strategic and the operational levels,
some of these techniques are:
- Business Reengineering (BR) or business process Reengineering (BPR).
- Quality function deployment (QFD).
- Statistical process control (SPC)
- The ISO 9000 standards for quality Assurance.
- The Malcolm Baldrige National Quality Award Criteria.
- The European Quality Award Criteria.
- Deming’s 14 points.
- Crosby’s four absolutes.
-139-
(5-3) Implementing a quality system:

To Initiate and implement a quality improvement system
successfully, management must be convinced that improvement in
necessary, that is proof of the need, must be provided.
Evidence is usually found in customer complaints, loss of market
share and high costs in construction management failure to meet agreed
time, lack of contribution to the business strategic direction, also
construction management attributed with failure to communicate
effectively with other business functions e.g. marketing, operations.
(5-3-1) the most four critical factors for success

1- Proof of need.
2- Awareness
3- Commitment
4- Organization
These factors give us goals for the planning stage of the
implementation of a Quality system.
After taking the decision of implementation:

- Management must be convinced improvement is necessary.
- People must be aware of Quality principles.
- People and management must be committed to improving in a systematic
way.
-140-
(5-3-2) effective points for design quality system
The Quality system must be designed to cover the following points

which might affect the efficiency of the system:
- The Quality system must be tied to the business mission and strategy.
- The Quality system must be flexible to allow for organizational diversity.
- The Quality system must provided flexibility in changing processes or
improving (reengineering)
The assessment Questionnaire was prepared to reflect the

Quality system Requirements, and was used in the
assessment of five companies: Company (a), Company (b),
Company (c), company (d) and Company (e)
-141-
(5-4) Basics of questionnaire:

This assessment Questionnaire is based on:
1-The total Quality Management criteria for performance
Excellence “The Malcolm Baldrige National Quality Award
MBNQA-1997”
2-The international organization for standardization (ISO-9000)
for Quality systems.
The assessment is classified into two categories:
- Yes
- No.
The category (YES) is classified to three measures:
A- Weakly (Just trials)
B-Average (existing/partially implemented)
C-Strongly (existing/implemented)
The category (NO) mans: Not existing
(5-4-1) The reason for choosing Malcolm Baldrige criteria

The Malcolm Baldrige criteria are results oriented and cover all
operations, processes and work units of an organization.
It is designed to help organizations to set records of quality performance.
The use of ISO standards may be a good starting point for establishing a
quality system
-142-
(5-5) key elements of Assessment questionnaire for construction

companies using a quality system management
1- Leadership and management responsibility. ( LS)
2- Strategic planning. (SP)
3- Contract review. (CR)
4- Document control and information analysis. (DC)
5- Process management. (PS)
6- Corrective and preventive action. (CA)
7- Control of quality records. (CQ)
8- Internal quality audits. (IQA)
9- Human resource development and management. (HR)
10- Customer and market focus. (C&M)F
11- Business results. (BR)
-143-
1- Leadership and management responsibility

The leadership and management responsibility category examine
performance of the Construction Company, communications, and
managers flexibility and cooperation.
Yes No
Assessed item
Strongly Average Weakly
(1-a) Is there reviews made for overall

performance of the construction
company to Reinforce and improve
leadership system?
(1-b) Do managers at all levels in
construction comp work to ensure
flexibility, cooperation and learning
how to deal with customers?
(1-c) Do you encourage your
employees to be creative about their
job?
(1-d) Are you analyzing problem to
your team?
-144-
2-Strategic planning
The strategic planning examines company goals for long and short term
and market requirement:
Yes No
Assessed item
2-1 Company Culture

(2-1-a) Are adequate rescues provided to all
employees (enough tools, equipment,
computers etc.?
(2-1-b) Do employees have to ask permission
or foreignness?
(2-1-c) Have you seen a change in a typical
traits available to you from yours hiring
pools?
(2-1-d) Have your customers recently asked
you to provide a service that you couldn’t?
2-2 Establishing the strategic foundation
(2-2-a)Does the company have a written
mission statement?
(2-2-b)Does the company have written
longer-term (3-5 years) and short-term
(1 year) goals?
2-3 Developing strategic plans
(2-3-a) Does it consider market penetration
option, e.g., pricing/promotion, market
expansion, segmentation?
(2-3-b) Does the company consider
product/service enhancement options?
-145-
3-Contract Review
The contract review category examines records review, documented
procedure and a system for contract review for products according to
customer requirements.
Yes No
Assessed item
(3-a) Are the records reviews for

contract kept?
(3-b) Do companies have a documented

procedure for contract review?
(3-c) Is there a system for contract

review for products according to
customer requirements?
(3-d)Has company the capability to

meet the contract requirements?
-146-
4-Document control and Information Analysis

Yes No
Assessed item
(4-a) Do you have documented

procedures for controlling documents in
all parts of the organization?
(4-b) Do you have certain way for
removing absolute documents?
(4-c) Do you have system for
information and data deployment
through the organization?
(4-d) Do you have key methods used
for seeking appropriate comparative
information?
(4-e) Do you have measures or reviews
for performance?
(4-f) Do you have reviews or records
for output?
-147-
5-Process Management
The process Management category examine customer focused, design,
product and service delivery processes, support processes, the category
examines how key processes are designed, effectively managed, and
improved to achieve better performance.
Yes No
Assessed item
5-1 Management of service processes
(5-1-a) Are changes to customer

requirements and technology incorporated
into service design?
(5-1-b) Are companies and delivery
processes designed to meet quality
operational performance requirements?
(5-1-c) Are companies and delivery process
coordinated to ensure trouble free?
(5-1-d) Is there description of the key
processes and their principal requirements?
(5-1-e) Are the processes managed to
maintain process integrity and to ensure that
companies will meet operational and
-148-
Yes No
Assessed item
(5-1-f) Are key in-process measurements and

customer interactions described as
appropriate?
(5-1-g) Are companies and services
processes evaluated and improved to achieve
better performance?
(5-1-h) Are improvements to services and the
transfer of other companies included?
5-2Management of support processes.
Describes how to companies key support processes are designed,
managed, and improved.
(5-2-a) Are key requirements in corporation
input from external and internal customer
determined?
(5-2-b) Are the processes managed to
maintain processes performance and to
ensure results will meet operational and
(5-2-c) Are key in process measurements
and customer interactions described, as
appropriate?
(5-2-d) Are processes evaluated and
improved to achieve better performance
including cycle time?
-149-
6-Corrective and preventive action

Yes No
Assessed item
6-1 General
(6-1-a) Is there a system for quality audits?
(6-1-b) Do corrective action procedures
require that the cause of non-conformities be
defined and action taken to prevent
recurrence?
(6-1-c ) Are changes modes to procedures as
a result of corrective and preventive action?
6-2 Corrective action
(6-2-a) Are there procedures for analyzing all
processes, quality records and customer
complaints to detect and eliminate potential
causes of non-conforming?
(6-2-b) Are corrective actions taken and
effective?
6-3 Preventive Action
(6-3-a) Are there steps taken toward
preventive action to eliminate potential cause
of non conformity’s?
(6-3-b) Are corrective actions taken and
effective?
(6-3-c) Is there a system to verify the
effectiveness of preventive action?
(6-3-d) Are the taken corrective actions
submitted to management for review?
-150-
7-Control of Quality records

Yes No
Assessed item
(7-a) Is there a process for identifying,

filing, maintaining, and disposing of
quality records?
(7-b) Are quality records maintained to

conform to specified requirements?
(7-c) Are quality records easily

retrievable?
(7-d) Is the established retention time

for records determined?
-151-
8-Internal Quality Audits

Yes No
Assessed item
(8-a) Are internal quality audits performed?
(8-b) Are Audits planned and scheduled?
( 8-c) Are auditors independent of direct

responsibility for the activity being audited?
(8-d) Are auditors qualified?
(8-e) Do internal auditors evaluate quality-

system effectiveness?
(8-f) Is the effectiveness of the taken

connective action demonstration?
-152-
9-Human resource Development and management

The human resource development and management category
examines how to work force is enabled to develop and utilize its full
potential, aligned with the company's objectives. Also examined the
company's effort to build and maintain an environment conductive to
performance excellence.
Yes No
Assessed item
9-1-work and job design

(9-1-a) Are there opportunities for self-
directed responsibility in designing,
managing, and improving companies work
processes?
(9-1-b) Are the effective communication, and

knowledge and skill sharing across work
functions, units, and locations?
-153-
Assessed item Yes No

9-2 Compensation and Recognition.

(9-2-a) Do the company's compensation
and recognition approaches for individuals
and groups, including managers at all
levels in the companies, reinforce the
overall work system performance and
learning objectives?
(9-2-b) Do education and training address
the company's key performance plans and
needs, including longer-term employee
development objects?
(9-2-c) Are educations and training,
including orientation of new employees,
well delivered?
(9-2-d) Are knowledge and skills
reinforced on the job?
(9-2-e) Are education and training
evaluated and improved, taking into
account companies performance employee
development objectives, and cost of
education and training?
9-3 Employee well-Being and satisfaction
Describe how a good work environment is
maintained that support the well-being,
satisfaction, and motivation of employees
-154-

(9-3-a) Does the company maintain a safe

and healthful work environment?
(9-3-b) Are employee well being factors
such as health, safety included
improvement activities?
(9-3-c) Are there key measures and targets
for each important factor?
(9-3-d) Does the companies support the
well-begin satisfaction, and motivation of
employees, services, facilities, activities,
and opportunities?
(9-3-e) Is there a brief description of
formal and informal methods used to
determine the key factors that affect
employee satisfaction, motivation at work
climate?
(9-3-f) Does the company relate employee
well-being, satisfaction, and motivation
results to key business results or objectives
to identify improvement activities?
-155-
10- Customer and market focus

The customer and market focus category examines how the companies
determines requirements and expectations of customer and markets, also
examined is how the companies enhances relationships with customers
and determines their satisfaction.
(10-a) Are customer groups and market

segments determined and selected?
(10-b) Are keys of companies and all
services features and their importance
determined?
(10-c) Is key information from current
customers, including customer retention
and complaint information, used in this
determination?
(10-d) Is the companies “approach to
listening to and learning from customers
evaluated, improved, and kept current with
changing business needs?
( 10-e) Does the comparing determine the
Customer contact requirements, and
deploy it to all employees who are
involved in meeting the requirements, and
evaluates and improves customer contact?
(10-f) Does the company ensure that
complaints are resolved effectively and
promptly and the complaints received
-156-

by all company units are aggregated and

analyzed for use throughout the company?
(10-g) Is the brief description of other
customer satisfaction determination
processes and measurement used?
(10-h) Does the company follow up with
customer's latest companies and recent
transactions to receive prompt and
actionable feedback?
(10-i) Do the measurements use actionable
information that reflect customer future
business with the company?
(10-j) Are significant difference indicated,
if any measurement scaled for different
customer group or segments?
-157-
11- Business results

11-1 Customer satisfaction Results

(11-1-a) Does the company have key
measures to indicate customer satisfaction
and dissatisfaction
(11-1-b) Are there results for financial
performance including aggregate measures
of financial values?
(11-1-c) Are there results for market place
performance including market share,
business growth, and new market entered?
11-2 Human Resource Results:
Summarize the company Human resource results, including employee
well-being, satisfaction, development, and work system performance.
(11-2-a) Does the company have any
current records for employee well-being,
satisfaction, development, work system
improvement, and effectiveness, for all
types of employees? s
11-3 Company specific results
Summarize key company’s operational performance results that
contribute to key companies goals-customer satisfaction, operational
effectiveness, and financial, market place performance.
-158-

(11-3-a) Is there summary for the

company’s specific results derived from,
service quality and performance, key
process performance, company cycle time,
and others efficiency measures?
(11-3-b) Are there any records for current

levels and trends resulted from quantitative
measures, and indicators of performance
for the center?
-159-
(5-6)The Assessment Results and Data Analysis

(5-6-1) introduction
The results of the Assessment done in the previous mentioned
construction company were analyzed and presented in the following
group of charts, each chart presents the performance related to the
Quality system requirements.
(5-6-2)Data Analysis
The information gathered were recorded and analyzed as
follows:
Each section was given a total score after given each sub
section question a certain score according to the answer as follow:
Yes Grade
Strongly 3
Average 2
Weakly 1
No 0
Then the total possible score for each section was calculated by
multiplying the number of questions by the highest score (3), then
according to the answers the actual score was relatively calculated by
the sum of individual questions.
Average percentage = (Actual score)/ (Total score) * 100
-160-
The following three groups of charts present the analysis of data:
(Group 1)
The chart presents the performance of all the Quality system
elements for every construction company.
Horizontal axe shows: Quality system elements,
Vertical axe shows: Average performance of all Quality system
elements in one company.
This chart can help in realizing the Quality system elements

performance in each company.
(Group 2)
Consists of eleven charts, each presents the performance of

each element of the quality system in the five construction companies
Horizontal axe shows: construction companies

Vertical axe shows: performance percentage in one element for
each company
Performance percentage in one element =
Actual score / Total score * 100
This chart can help in realizing the performance of each

Element separately in all companies.
-161-
(Group 3)
The chart presents a final judgment on the level of Quality in
all construction companies together after taking the average of all
Quality system elements in the five construction companies.
Horizontal axe shows: construction companies
Vertical axe shows: average score for each company in all
quality system elements.
Average score for each company in all quality system:
= Total sum of element’s score/no. of elements
According to the chart results:

The level of quality in each company was relatively classified
to:
Level four : 0% - 30% Bad Management

Level Three: 30%-60% Traditional management
Level two: 60%-80% TQM efforts leads to
continuous improvement
level one: 80%-100% performance excellence
-162-
(5-6-3)Field results of assessment questionnaire

Question.
Company
Company
Company
Company
Company
No.
(D)
(A)
(B)
(C)
(E)
Comment
1-a Strongly Average Weakly Average Weekly Company (A) having documented procedure and always
making review.
Company (B) and company (D) having documents but
partially reviewed. Company (C) and Company (E)
depend on manager instruction without written papers.
1-b Strongly Strongly Average Strongly Strongly For all companies expect company (C) all managers are
training enough to ensure flexibility and learning how to
deal with customer. In company (C) not all managers
are training.
1-c Strongly Strongly Weakly Strongly Average All companies having rewarding system but by different
ways
1-d Strongly Strongly Average Strongly Average Companies (A,B and D) making weekly meeting to
solve any problem for company (c) and (D) not
necessary to put it in meeting.
-163-
Question.
Company
Company
Company
Company
Company
No.
(D)
(A)
(B)
(C)
(E)
Comment
2-1-a Strongly Strongly Average Strongly Average Companies A, B and D have enough tools in all projects
and spar parts also. Other companies having tools
without available spare parts.
2-1-b Weakly Average Average Weakly Average Companies B, E and C according to the satiation and the
degree and some time allow. Companies A and D there
is system for replacement and responsible
2-1-c Weakly Average Strongly Weakly Average Companies A, D all equipment are own to them.
Companies B & E 60% of equipment are owned.
Company (c) 30% of equipment are owned.
2-1-d No Average Weakly No Weakly Companies A, D have the ability to do any service with
high quality. Company (B) in the way to be a leader.
Company (c) try to do all best for customer satisfaction
-164-
Question.
Company
Company
Company
Company
Company
No.
(D)
(A)
(B)
(C)
(E)
Comment
2-2-a Strongly Average No Strongly No Companies (A& D) ensure this in their quality manual.
Company (B) according to project size.
Companies (c& e) haven't a written mission statement.
2-2-b Strongly Average No Strongly Weakly Companies (A&D) have written longer and short-term
goals and follow it perfectly. Company (b) has also but
there some missing in implementing company (c) only
short-term goals.
2-3-a Strongly Strongly Weakly Strongly Average All companies consider market pricing but only
company (A) considers market expectation.
2-3-b Strongly Average Weakly Average Weakly Company (A) its aim to produce with high quality.
Companies (B & D) do in the way to do this companies
(C& e) try to do this.
-165-
Question.
Company
Company
Company
Company
Company
No.
(D)
(A)
(B)
(C)
(E)
Comment
3-a Strongly Strongly Strongly Strongly Strongly All companies have files for records contract review
3-b Strongly Strongly Strongly Strongly Strongly All companies ensure this in their quality manual.
3-c Strongly average Average Strongly Average Companies (A &D) having documents and review by
General manager to be done. Other companies having
documents but it take time to be done.
3-d Strongly Strongly average Strongly average All companies has capability to meet contract
requirement but companies (A, B and A) do it in exact
time. The other some time delay accrued.
-166-
Question.
Company
Company
Company
Company
Company
No.
(D)
(A)
(B)
(C)
(E)
Comment
4-a Strongly Strongly Average Strongly Average Companies (A, B,D) having documents almost in all
parts of organization companies (C & e) having
documents only in management sector.
4-b Average Weakly Weakly Weakly Weakly There is no certain way but company (a) start to make
computer flies for obsolete document and other
companies start to make written by hand.
4-c Strongly Average Weakly Strongly Average Company (A&D) depend on high communication like
internet and mobiles using legal paper. Company (B
&e) using post way to send papers. Company still
establishes system for this.
4-d average Average No Average Weakly Most companies didn't have put there tail methods for
seeking appropriate comparative information.
-167-
Question.
Company
Company
Company
Company
Company
No.
(D)
(A)
(B)
(C)
(E)
Comment
4-e Strongly Average No Strongly No Companies (A & D) always making evaluation for any
project after handing over. Company (B) make
evaluation for only high cost projects other companies
no.
4-f Strongly Weakly No Average No Only company (A) having stored files for out put.
Company (D) partially has flies for some projects.
Company (B) start to establish sector for this others no.
-168-
Question.
Company
Company
Company
Company
Company
No.
(D)
(A)
(B)
(C)
(E)
Comment
5-1-a Strongly Average Average Strongly Average Companies (A, D) make procedure to achieve customer
requirements by using questionnaire. Companies (B, C,
E) having documents for customer notes but partially
did.
5-1-b Strongly Average Average Average Average All companies ensure this in their quality manual. By
only company (A) making review for if design
processes meet quality or not.
5-1-c Average Average Weakly Average Weakly Most important thing for all companies to have a high
quality product but there no coordinate to ensure trouble
free
5-1-d Strongly Average Weakly Average Weakly There description in quality manual by only company
(A) having revision section for work. Companies (B&
D) partially review. Company (C) few review.
-169-
Question.
Company
Company
Company
Company
Company
No.
(D)
(A)
(B)
(C)
(E)
Comment
5-1-e Strongly Average Average Strongly Weakly Depend on professional managers who are there in
companies (A, D) and less training in other companies.
5-1-f Strongly Weakly Weakly Average Weakly For company (A) its name in the market no one
compares from it, second level company (B). other
companies in the way.
5-1-g Strongly Strongly Average Strongly Average Companies (A, B, D) always evaluate their projects to
check performance other companies only in big
projects.
5-1-h Strongly Strongly Average Strongly Average All companies ensure this in their quality manual to
have high quality product but it differ between
companies as shown
-170-
Question.
Company
Company
Company
Company
Company
No.
(D)
(A)
(B)
(C)
(E)
Comment
5-2-a Strongly Average Average Average Average Company (A) doing documents in shape of tables so it
easy to recognize. Other companies show it is shape of
statements.
5-2-b Strongly Strongly Average Strongly Average All companies ensure this in their quality manual by
only (A, B, D) making review for results.
5-2-c Strongly Average Average Strongly Average All companies include cycle time in their evaluation but
only companies (A, D) done their projects in exact time-
others no.
-171-
Question.
Company
Company
Company
Company
Company
No.
(D)
(A)
(B)
(C)
(E)
Comment
6-1-a Strongly Weakly No Average No For company (A) having in their quality manual
company (D) only documents without clear statement.
Company (B) try to make produce. Company (C) no.
6-1-b Average Average Weakly Average Weakly All companies didn't prevent action but make corrective
action only companies (A, B, D) define non-
conformities action others no.
6-1-c Strongly Average Weakly Average Weakly Company (A) take quality action to change procedures
according correction. Companies (B, D) not all changes
done-companies (C, e) few changes done.
6-2-a Strongly Strongly Weakly Strongly Weakly There are flies for recording cause of none conforming
and in weekly meeting mangers analysis all this it is
clear in companies (A, B, D) other try to analysis
problem as they can.
-172-
Question.
Company
Company
Company
Company
Company
No.
(D)
(A)
(B)
(C)
(E)
Comment
6-2-b Strongly Average Weakly Strongly Weakly All companies take corrective action by only (A, D)
there is no effect on work company (B) partially
effective companies (C, e) need more training.
6-3-a Average Weakly Weakly Average Weakly Companies (A, D) preparing system to prevent action as
they can but not done yet. Other companies try be
efforts to prevent action.
6-3-b Strongly Average Average Strongly Average All companies take corrective action by only companies
(A, D) the results effective
6-3-c Weakly No No Weakly No All companies didn't have but there's some trail in
companies (A, D)
6-3-d Strongly Weakly No Average Weakly Only company (A) all corrective action reviewed.
Company (D) partially reviewed. Companies (B, e) few
reviewed. Company (C) No.
-173-
Question.
Company
Company
Company
Company
Company
No.
(D)
(A)
(B)
(C)
(E)
Comment
7-a Strongly Average Weakly Average Average All companies identify all this in their quality manual
but company (A) updating quality manual other
companies no reviews are made.
7-b Average Average Weakly Average Weakly Companies (A, B, D) didn't have full files for quality
records but they maintain it to be conformed other
companies depend on quality manual procedure only.
7-c Average Average Weakly Average Weakly As mention before no all quality records filled and
stored.
7-d Strongly Weakly No Weakly Weakly Only company (A) determines section time other
according to manger instruction.
-174-
Question.
Company
Company
Company
Company
Company
No.
(D)
(A)
(B)
(C)
(E)
Comment
8-a Strongly Average Weakly Average Average Company (A) having separate section for quality audits.
Companies (B, D, E) depend on quality manual
procedure and they follow it. Company (c) using
computer programmes.
8-b Strongly Average Weakly Average Average We can set it in audits section for company (A).
Companies (B, D, E) make general schedule without
detail in every project. Company (C) we can find files
but without revision from quality sector
8-c Strongly Average Weakly Average Average As before company (A) have separate section so they
the independent other companies (B, D, E) to general
manager direct. Company (c) try for this.
-175-
Question.
Company
Company
Company
Company
Company
No.
(D)
(A)
(B)
(C)
(E)
Comment
8-d Average Average Weakly Average Average Most of them one qualified not all. And they have
training certificates.
8-e Strongly Average Weakly Average Weakly Company (A) auditors having files for evaluation their
quality system companies (B, D). Mangers do
evaluation company (C) after finishing project making
total evaluation.
8-f Strongly Weakly Weakly Average Weakly Demonstrated quickly in company (A) and partially
appear in company (D) other companies in the way.
-176-
Question.
Company
Company
Company
Company
Company
No.
(D)
(A)
(B)
(C)
(E)
Comment
9-1-a Strongly Average Average Average Average All company (A) stuff have experience enough to have
self-directed responsibility. Other companies have
responsibility but not in all divisions.
9-1-b Strongly Strongly Average Strongly Average Companies (A, B, D) have good communication system
through all projects using internet, faxes, mobiles even
in small instruction other companies not all previous
tools are available.
9-2-a Strongly Strongly Average Strongly Average Companies (A, B, D) ensure this in their quality manual
with brief description for everyone job. Other
companies ensure this but not in all parts of
organization.
-177-
Question.
Company
Company
Company
Company
Company
No.
(D)
(A)
(B)
(C)
(E)
Comment
9-2-b Strongly Average Weakly Strongly Average Human resource section in companies (A, D) training
enough to development their objects. Companies (B, e)
only head section is training. Company (C) try to
establish human resource section.
9-2-b Strongly Average Weakly Strongly Average Human resource section in companies (A, D) training
enough to development their objectives. Companies (B,
e) only head section is training. Company (c) tries to
establish Human resource section.
9-2-c Strongly Average Average Strongly Average Mangers at all levels ensure this but differ between
companies.
9-2-d Strongly Average Average Strongly Average All companies have qualified employs but heir skill not
same in all objectives of the project
-178-
Question.
Company
Company
Company
Company
Company
No.
(D)
(A)
(B)
(C)
(E)
Comment
9-2-e Average Average Weakly Average Weakly Companies (A, B, D) evaluate human resource as part
from final evolution not separately. Companies (c, e)
depend on managers evaluation without any procedure
9-3-a Strongly Strongly Average Strongly Average All employees in companies (A, B, D) having helmet
and safety choice. Other companies there few labours
didn't have.
9-3-b Strongly Average Average Average Average Every employee in company (A) has health insurance.
Other companies not all employee have health
insurance.
9-3-c Average Weakly Weakly Average Average Companies (A, D) have target but didn't have key
measures other company to try to achieve their target
9-3-d Strongly Strongly Average Strongly Average Companies (A, B, D) having rewarding system to
support well-being satisfaction other companies making
in individual.
-179-
Question.
Company
Company
Company
Company
Company
No.
(D)
(A)
(B)
(C)
(E)
Comment
10-a Average Average Weakly Average Weakly Not all customer groups selected according to his
requirements in companies (A, B, D) other companies
try to do this
10-b Strongly Average Average Strongly Average All companies have ability to determine their goals but
ways differ between them
10-c Strongly Average No Strongly No Companies (A, D) ensure this in contract company (B)
partially did other companies no
-180-
Question.
Company
Company
Company
Company
Company
No.
(D)
(A)
(B)
(C)
(E)
Comment
11-1-a Strongly Weakly No Average Weakly Company (A) making questions in it quality manual to
measure customer satisfaction. Companies (B, e, D)
depend on ensure in their quality manual to make
customer satisfy as they can company (C) no
11-2-a Average Weakly No Weakly Weakly Company (A) have records but not for all employees.
Companies (B, D, e) depend on manger evaluation
without written mission. Company (C) No
11-3-a Strongly Average Weakly Average Weakly Company (A) having documents for all this and review
by general manger. Company (b) and company (D)
having documents only for service quality and company
cycle time, there no. company (c) only cycle time.
11-3-b Average Weakly Weakly Average Weakly Companies (A, D) not full records. Other companies try
to establish procedure for this.
-181-
Table (5-1) Percentage of every company according to questionnaire:

Average BR C&N Hr I.Ad Qr Cq Pm Dc Cr Sp Ls Name of company
93% 100% 100% 89.7% 94.5% 83.5% 96% 92% 955 100% 75% 100% 1- Company
(a)
74% 67% 76.7% 79.5% 67% 675 67% 72% 67% 91.6% 71% 91.6% Company
(b)
45% 16% 23.55 59% 33.5% 33.5% 48% 56.5% 39% 83.3% 29% 75% Company
(c)
88.2% 83.3% 97% 89.7% 88.8% 67% 81.5% 89.7% 83.3% 100% 71% 91.7% Company
(d)
54% 33.3% 47% 67% 61% 41.7% 44.5% 59% 44.5% 83.5% 42% 75% Company
(e)
-182-
Chart (1)
Percentage
500.00
450.00
400.00
Comp. E
350.00
300.00 Comp. D
250.00 Comp. C
200.00 Comp. B
150.00
Comp. A
100.00
50.00
0.00
LS SP CR DC PM Ca Qc Iad Hr C&M(f) BR
Quality management system
Chart (1) presents the performance of all quality system elements in every construction company compared to each other:
The chart also shown:
1- Company (a) is the highest company in its percentage and its quality system elements percentages so closed and
almost same.
2- Both companies (c) & (E) are the lowest companies' percentage and most results less than 60%.
3- Company (D) in the second level after company (A) and in some elements intersection with company (A) like in
elements SP, HR, PM
4- Company (B) has medium score but height most results around 75% so with more improvement it will reach.
-183-
Chart (2)
LS
Leadership and management responsibility
Percentage
100.00
90.00
80.00
70.00
60.00
50.00 LS
40.00
30.00
20.00
10.00
0.00
Comp. A Comp. B Comp. C Comp. D Comp. E Companies
Figure (1) leadership

-The pervious figure shows the leadership performance in each
construction company, also the average percentage of leadership is (87%)
The questionnaire results shows:
- Only company (A) & company (D) made reviews for overall
performance to reinforce and improve leadership system, the other
companies didn't make.
StrategicSPplanning
Percentage
80.00
70.00
60.00
50.00
40.00 SP
30.00
20.00
10.00
0.00
Figure (2) Strategic planning

-The previous figure shows that the average strategic planning for
construction companies is (58%)
1-All companies set strategy but without action plans.
2-All companies didn’t' take into consideration when planning for
strategy the market expecting.
-184-
ContractCR
review
Percentage
100.00
90.00
80.00
70.00
60.00
50.00 CR
40.00
30.00
20.00
10.00
0.00
Comp. A Comp. B Comp. C Comp. D Comp. ECompanies
Figure (3) Contract Review

-The previous figure shows that the average percentage for contract is(90%)
1-All companies have a documented procedure for contract review.
2-most records for contract reviews are keep.
DC
Document control and information analysis
Percentage
100.00
90.00
80.00
70.00
60.00
50.00 DC
40.00
30.00
20.00
10.00
0.00
Figure (4) Document control and information analysis

-The previous figure shows that the average percentage in document
control and information analysis is (66%)
1-No documented procedures for controlling documents in all parts of
the organization expect company (A)
2-No certain way for removing obsolete documents.
3-No measures or reviews for performance expect company (A) and
company (D)
-185-
PM
Process management
Percentage
100.00
90.00
80.00
70.00
60.00
50.00 PM
40.00
30.00
20.00
10.00
0.00
Figure (5) Process Management

-The previous figure shows that the average process management
performance percentage is (74%)
1-Only company (A) takes into consideration, when designing,
customer complaints the other companies not take.
2-No key measures are used in developing processes.
Corrective andCa
preventive action
Percentage
100.00
90.00
80.00
70.00
60.00
50.00 Ca
40.00
30.00
20.00
10.00
0.00
Figure (6) Corrective and preventive action

-The previous figure shows that the average corrective and preventive
action performance percentage is (68%)
1-Corrective action steps taken when necessary and no steps taken
towards preventive action.
2-No management reviews for corrective actions.
-186-
Qc
Control of quality records
Percentage
100.00
90.00
80.00
70.00
60.00
50.00 Qc
40.00
30.00
20.00
10.00
0.00
Figure (7) Quality records

-The previous figure shows that the average percentage of quality
records is (59%)
1-No documented procedure for control of quality records reviews.
2-No key measures are used in quality records.
Iad
Internal quality audits
Percentage
100.00
90.00
80.00
70.00
60.00
50.00 Iad
40.00
30.00
20.00
10.00
0.00
Figure (8) Internal Quality Audits

-The previous figure shows that the average percentage of internal
quality audits is (70%)
1-Internal quality audits performed.
2-Not all auditors are qualified.
3-No evaluation for quality stem audit.
-187-
Hr and management
Human resource development
Percentage
100.00
90.00
80.00
70.00
60.00
50.00 Hr
40.00
30.00
20.00
10.00
0.00
Figure (9) Human resource development

-The previous figure shows that the average performance of Human
resource development is (77%)
1-There is flexibility in communication but not in all parts of organization.
2-Not enough recognition approaches for personnel.
3-Training and education through work is away from strategy.
C&M(f)
Customer and market focus
Percentage
100.00
90.00
80.00
70.00
60.00
50.00 C&M(f)
40.00
30.00
20.00
10.00
0.00
Figure (10) Customer and market focus

-The previous figure shows that the average performance of customer
and market focus is (69%)
1-Only company (A) and company (D) have methods customer
including their satisfaction complaints the other companies didn't
have.
2-No evaluation for any records from customers.
-188-
BusinessBR
results
Percentage
100.00
90.00
80.00
70.00
60.00
50.00 BR
40.00
30.00
20.00
10.00
0.00
Companies
Comp. A Comp. B Comp. C Comp. D Comp. E
Figure (11) Business Results

-The previous figure shows that the average business results
performance percentage is (60%)
1-No aggregate measures for financial performance are done.
2-No progress toward the organizations goals are recorded.
-189-
Chart (3)
Percentage
Average percentage of average
companies according to TQM
100.00 Performance excellent

90.00
80.00
Traditional
70.00
60.00 In the way
50.00 continuous improvement average
40.00
30.00
20.00 Bad
10.00
0.00
Chart (3) shows construction companies performance compared to each other:

- from the total average performance percentage of every company according its implementing of suggestion quality
management system we can classify the five companies as following:
1- Both company (A) and Company (D) there performance is excellent.
2-Total quality management efforts in company (B) will lead to continuous improvement.
3-The performance of company (C) and company (E) is traditional management
-190-
Ch (5): Analysis and discussion of questionnaire results
(5-7)Conclusions
There was an agreement across the companies on the reasons for
quality loss, particularly the areas of information, analysis human
resources management and communications, and customer
information.
This was a strong evidence for the requirement of construction
company quality system management, which is the key to the
acceptance of the concept for quality improvement.
The employee’s awareness of quality principles and systems was
limited which indicated the importance of training in quality
terminology and methods as an integral part of TQM
implementation system.
There is a considerable culture tensions which contribute to a low
commitment to improvement and change, and have to be solved
before a quality management system can be effectively
implemented.
It was clear that the quality losses are systematic losses. They are
commonly identified in remarkably terms by directors of the
company which indicate the requirement of systematic approach
to be adopted to improve these losses.
-191-
Ch (6) : Conclusions, Recommendations and further studies
Chapter (6)
Conclusions, Recommendations and further studies
(6-1) Conclusions
The aim of research was to assess the importance of
the implementation of the TQM in construction
companies through a questionnaire that includes eleven
key items of the quality system elements. The
questionnaire was answered by individuals who are
responsible for implementation and management of Total
Quality Management in their companies. From this study
we reached the following conclusion:
1-The existing quality control systems in the construction
industry have some deficiencies, therefore it is essential
for construction companies to raise theis quality standards
and implement an improving quality approach.
2-Developing and applying a quality management system in
construction industry based on questionnaires is suitable
way to classify any company in construction sector
according to TQM
3- From the analysis of every element of the quality management
system which was made as a questionnaire to enhance the level
of any Construction Company to reach the performance
excellent; it is recommended to use the following techniques:
a-Flexible management.
b-Self-directed, cross-functional teams.
-192-
c-Continuous improvement.
d-Reengineering.
e-Process-based management.
4-For an effective quality management system, it is
important to bring together the concepts of TQM of
continuous improvement and ISO 9000 quality
requirement.
(6-2) Recommendations
Important recommendations obtained from this study could be
concluded as follows:
1-It is important that the construction companies develop a quality
management system to meet the requirements of the
international quality standards. Moreover, it should contain:
quality manual, procedures manual and work instructions.
2-It’s highly recommended to bring together the concept of culture
change-by adopting the TQM approach-and the ISO 9000
quality standards to build an effective quality management
system.
3-Culture change, people involvement and people commitment are
main demands to implement a successful quality management
system.
4-Implement a management system based on the principle of total
quality
5-Develop quality systems of company and project level
concurrently
6-Maintain employee interest and involvement after certification has
been achieved, through new initiatives,
-193-
7-Strike the right balance between added value and cost of quality
systems;
8-Encourage good leadership and establish effective communication
channels;
9-Delegate responsibility to project teams and to lower levels in the
hierarchy.
10-Systemise the collection of data on the efficiency of various
business processes, such as the measurement of the cost of
non-quality and of customer satisfactions; benchmark company
performance against the performance of others in the industry;
11-Use company specific performance indicators on a score card
type approach to measure trends appropriate to particular
objectives.
12-Train (in some cases by cascading know ledge) and reward site
personnel for achievements,
13-Develop good communication whilst avoiding abuse of informal
communication patterns.
14-Develop trust between the different parties involved in the
construction process whilst avoiding low degree of cross-
fertilization of ideas with other parties.
15-Categorise projects by size and identify routines appropriate for
each project category;
16-Identify certain work phases appearing in all projects and create
structures and standard procedures (even if construction
projects generally haven on repetitive character); phases can be
start-up purchase of materials sub-contracting works and
delivery.
-194-
17-Consider customer satisfaction as the key company to ensure
appropriate links between quality and strategy within the
organization, and to guarantee that the quality approach
quickly fitters through to all parts of the company;
18-Nature a quality-aware culture by encouraging a pro-active
attitude in dealing in dealing with new ideas;
(6-3) Further studies
1- The difficulties behind the implementation of T.Q.M in the
construction industry sector in Egypt.
2- Making computer program for measuring TQM in construction sector.
3- Further research is required to define and investigate the different
element for the cost of quality related to the implementation of the
quality system in the Egyptian construction companies.
-195-
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٢٠٠٠ ‫ ﺃﺒﺭﻴل‬١٢-٩ ‫ ﺍﻝﻘﺎﻫﺭﺓ‬، ‫ﻤﺅﺘﻤﺭ ﻤﻭﺍﺩ ﺍﻝﺒﻨﺎﺀ ﺍﻝﻌﺭﺒﻴﺔ ﻭﺍﻝﺘﺤﺩﻴﺎﺕ ﺍﻻﻗﺘﺼﺎﺩﻴﺔ‬
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-201-
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-202-
‫ﺍﻝﻤﻠﺨﺹ ﺍﻝﻌﺭﺒﻲ‬
‫ا
ا‬
‫ وآ! ادة وإدارة ادة اﻡ
ع‬
‫ا‪!!#‬‬
‫ﻴﺸﻬﺩ ﻗﻁﺎﻉ ﺍﻝﺘﺸﻴﻴﺩ ﻓﻲ ﻤﺼﺭ ﺍﻝﻌﺩﻴﺩ ﻤﻥ ﺍﻝﺘﻁﻭﺭﺍﺕ ﻤﺘﻤﺎﺸﻴﺎ ﻤـﻊ ﻤﺘﻁﻠﺒـﺎﺕ‬
‫ﻨﻅﻡ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺤﺩﻴﺜﺔ ﻤﻥ ﺨﻼل ﺘﻁﺒﻴﻕ ﻨﻅﺎﻡ ﺇﺩﺍﺭﺓ ﺍﻝﺠـﻭﺩﺓ ﺍﻝـﺸﺎﻤﻠﺔ ﻋﻠـﻰ ﺠﻤﻴـﻊ‬
‫ﻤﺴﺘﻭﻴﺎﺕ ﺍﻝﻘﻁﺎﻉ ﻋﻥ ﻁﺭﻴﻕ ﺍﻝﻘﻴﺎﺩﺓ ﺍﻝﻭﺍﻋﻴﺔ ﺍﻝﻤﺩﺭﺒﺔ ﻤﻊ ﻤﻨﻅﻭﻤـﺔ ﺍﺘـﺼﺎل ﻓﻌﺎﻝـﺔ‬
‫ﺒﺎﻹﻀﺎﻓﺔ ﻝﺘﻨﻤﻴﺔ ﺜﻘﺎﻓﺔ ﺍﻝﺸﺭﻜﺎﺕ ﺘﺠﺎﻩ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ‪.‬‬
‫ﻭﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻝﻴﺴﺕ ﺒﺎﻝﻤﺼﻁﻠﺢ ﺍﻝﺠﺩﻴﺩ ﻋﻠﻴﻨﺎ ﻓﻬﻲ ﻤﻭﺠﻭﺩﺓ ﻤﻨﺫ ﺍﻝﻘﺩﻡ‬
‫ﻭﻝﻜﻥ ﺍﻝﺫﻱ ﺘﻡ ﺘﺠﺩﻴﺩﺓ ﻭﺘﺤﺩﻴﺜﻪ ﻫﻭ ﻤﺠﺎل ﺍﻝﺘﻁﺒﻴﻕ ﻭﻜﻴﻔﻴﺘﻪ‪.‬‬
‫ﻭﻝﻘﺩ ﻤﺭﺕ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺒﻤﺭﺍﺤل ﻋﺩﻴﺩﺓ ﺨﻼل ﺍﻝﺘﻁﻭﺭ ﻓﻨﺠـﺩ ﺇﻨﻬـﺎ ﺒـﺩﺃﺕ‬
‫ﺒﻤﺭﺤﻠﺔ ﺍﻝﻤﺘﺎﺒﻌﺔ ﻭﺍﻝﻤﻼﺤﻅﺔ ﺍﻝﻤﺒﺎﺸﺭﺓ ﻓﻲ ﺍﻝﻤﻭﻗﻊ ﻗﺩ ﺍﻨﺘﻘﻠﺕ ﺒﻌﺩ ﺫﻝـﻙ ﺇﻝـﻲ ﻀـﺒﻁ‬
‫ﺍﻝﺠﻭﺩﺓ ﻓﻲ ﻤﻴﺩﺍﻥ ﺍﻹﻨﺘﺎﺝ ﺃﻭ ﺍﻝﻀﺒﻁ ﺍﻹﺤﺼﺎﺌﻲ ﻝﻠﺠﻭﺩﺓ ﺜﻡ ﺘﻭﻜﻴﺩ ﺍﻝﺠﻭﺩﺓ ﺃﻭ ﻀـﻤﺎﻥ‬
‫ﺍﻝﺠﻭﺩﺓ ﺍﻝﺫﻱ ﻗﺎﺩﻨﺎ ﻓﻲ ﺍﻝﻨﻬﺎﻴﺔ ﺇﻝﻲ ﺍﻝﻤﻔﻬﻭﻡ ﻷﺸﻤل ﻭﺍﻷﻋﻡ ﻭﺍﻷﺤﺩﺙ ﺃﻻ ﻭﻫـﻭ ﺇﺩﺍﺭﺓ‬
‫ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ‪.‬‬
‫ﺇﻥ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻋﺒﺎﺭﺓ ﻋﻥ ﻋﻤﻠﻴﺔ ﺘﺤﺴﻴﻥ ﻭﺘﻁﻭﻴﺭ ﻝﺠﻤﻴﻊ ﺍﻷﻨـﺸﻁﺔ‬
‫ﻭﺃﺴﺎﻝﻴﺏ ﺍﻝﻌﻤل ﺒﺤﻴﺙ ﺘﺅﺩﻱ ﺇﻝﻲ ﺍﻝﺘﻁﻭﻴﺭ ﺍﻝﻤﺴﺘﻤﺭ‪.‬‬
‫‪-203-‬‬
‫ﻭﻴﺸﻤل ﻫﺫﺍ ﺍﻝﺒﺤﺙ ﻋﻠﻰ ﻋﻤل ﺩﺭﺍﺴﺔ ﻤﻘﺎﺭﻨﺔ ﺒﻴﻥ ﺜﻼﺙ ﺸﺭﻜﺎﺕ ﺇﻨﺸﺎﺌﻴﺔ ﻋﻠﻰ‬
‫ﺃﺴﺎﺱ ﺨﻁﺔ ﺍﻝﺠﻭﺩﺓ ﻓﻲ ﻜل ﻤﻨﻬﺎ ﻭﻤﺩﻯ ﺘﻁﺒﻴﻕ ﻜل ﺸﺭﻜﺔ ﻝﺒﻨﻭﺩ ﺘﻠﻙ ﺍﻝﺨﻁﺔ‪ .‬ﻫﺫﺍ ﻭﻗﺩ‬
‫ﻗﻤﻨﺎ ﺒﻌﻤل ﺍﺴﺘﺒﻴﺎﻥ ﻴﺸﺘﻤل ﻋﻠﻰ ﺃﺴﺌﻠﺔ ﻁﺒﻘﺎ ﻝﻤﺘﻁﻠﺒﺎﺕ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝـﺸﺎﻤﻠﺔ ﻭﺫﻝـﻙ‬
‫ﻋﻠﻰ ﺨﻤﺱ ﺸﺭﻜﺎﺕ ﻓﻲ ﻗﻁﺎﻉ ﺍﻝﺘﺸﻴﻴﺩ ﻭﻤﻥ ﺨﻼﻝﻪ ﻨﺴﺘﻁﻴﻊ ﺘﺤﺩﻴﺩ ﻤﻌﺩل ﺘﻁﺒﻴﻕ ﻜـل‬
‫ﺸﺭﻜﺔ ﻝﻨﻅﺎﻡ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻭﻤﻌﺭﻓﺔ ﻨﻘﺎﻁ ﺍﻝﻘﻭﻯ ﻭﺍﻝﻀﻌﻑ ﻝﺩﻯ ﻜـل ﺸـﺭﻜﺔ‬
‫ﻭﺫﻝﻙ ﻝﻀﻤﺎﻥ ﺍﻝﺘﺤﺴﻴﻥ ﻭﺍﻝﺘﻁﻭﻴﺭ ﺍﻝﻤﺴﺘﻤﺭ‪.‬‬
‫ﻭﺍﻝﺭﺴﺎﻝﺔ ﺘﺘﻜﻭﻥ ﻤﻥ ﺴﺘﺔ ﺃﺒﻭﺍﺏ‪.‬‬
‫ﺍﻝﺒﺎﺏ ﺍﻷﻭل‪ :‬ﻤﻘﺩﻤﺔ ﺘﺤﺘﻭﻱ ﻋﻠﻰ ﻤﻭﺠﺯ ﻝﺘﻘﺩﻴﻡ ﺍﻝﺒﺤﺙ ﻭﻋﺭﺽ ﺍﻝﻬﺩﻑ ﻤﻨﻪ‪.‬‬
‫ﺍﻝﺒﺎﺏ ﺍﻝﺜﺎﻨﻲ‪ :‬ﻴﺸﻤل ﻋﻠﻰ ﻋﺭﺽ ﺍﻝﻤﻔﺎﻫﻴﻡ ﺍﻷﺴﺎﺴﻴﺔ ﺍﻝﻤﺘﻌﻠﻘﺔ ﺒﻀﺒﻁ ﻭﺘﻭﻜﻴـﺩ‬
‫ﺍﻝﺠﻭﺩﺓ ﺤﺴﺏ ﺘﻌﺭﻴﻑ ﺍﻹﻴﺯﻭ ﻭﺍﻝﺩﺭﺍﺴﺎﺕ ﻭﺍﻝﺒﺤﻭﺙ ﺍﻝﺴﺎﺒﻘﺔ ﻓﻲ‬
‫ﻨﻔﺱ ﺍﻝﻤﺠﺎل‪.‬‬
‫ﺍﻝﺒﺎﺏ ﺍﻝﺜﺎﻝﺙ‪ :‬ﻭﻴﺸﺘﻤل ﻫﺫﺍ ﺍﻝﺒﺎﺏ ﻋﻠﻰ ﺘﺠﻤﻴﻊ ﻭﺘﺤﻠﻴل ﻭﺘﺼﻨﻴﻑ ﻝﻠﺩﺭﺍﺴـﺎﺕ‬
‫ﺍﻝﻤﻘﺩﻤﺔ ﻓﻲ ﻤﺠﺎل ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻤﻊ ﺇﺒﺭﺍﺯ ﺍﻝﻌﻼﻗﺔ ﺒـﻴﻥ‬
‫ﻁﺭﻕ ﻗﻴﺎﺴﻬﺎ ﻭﺍﻷﻴﺯﻭ ﻭﺇﺠﺭﺍﺀ ﺍﻝﻤﻘﺎﺭﻨﺔ ﺒﻴﻥ ﺍﻷﻴـﺯﻭ ﻭﻁـﺭﻕ‬
‫ﺍﻝﺘﻘﻴﻴﻡ ﺍﻝﻌﺎﻝﻤﻴﺔ ﻝﻨﻅﺎﻡ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ‪.‬‬
‫‪-204-‬‬
‫ﺍﻝﺒﺎﺏ ﺍﻝﺭﺍﺒﻊ‪ :‬ﻴﺸﺘﻤل ﻋﻠﻰ ﻤﻘﺎﺭﻨﺔ ﺒﻴﻥ ﺜﻼﺙ ﺸﺭﻜﺎﺕ ﻓﻲ ﻗﻁﺎﻉ ﺍﻝﺘﺸﻴﻴﺩ ﻁﺒﻘﺎ‬
‫ﻝﺨﻁﺔ ﺍﻝﺠﻭﺩﺓ ﻓﻲ ﻜل ﻤﻨﻬﺎ ﻭﺘﺤﺩﻴﺩ ﻨﻘﺎﻁ ﺍﻝﺘﺸﺎﺒﻪ ﻭﺍﻻﺨﺘﻼﻑ ﺒﻴﻥ‬
‫ﻜل ﺸﺭﻜﺔ ﻭﻤﺩﻯ ﺘﻁﺒﻴﻕ ﻜل ﻤﻨﻬﻡ ﻝﺨﻁﺔ ﺍﻝﺠﻭﺩﺓ ﺒﺼﻭﺭﺓ ﺩﻗﻴﻘﺔ‪.‬‬
‫ﺍﻝﺒﺎﺏ ﺍﻝﺨﺎﻤﺱ‪ :‬ﻴﺸﺘﻤل ﻋﻠﻰ ﻋﻤل ﺍﺴﺘﺒﻴﺎﻥ ﻤﻥ ﺨﻼل ﺃﺴﺌﻠﺔ ﻨﺎﺒﻌﺔ ﻤﻥ ﻤﺒـﺎﺩﺉ‬
‫ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﺘﻡ ﺘﻁﺒﻴﻘﻪ ﻋﻠﻰ ﺨﻤﺱ ﺸﺭﻜﺎﺕ ﺜﻡ ﺘﺠﻤﻴﻊ‬
‫ﺍﻝﻨﺘﺎﺌﺞ ﻭﺘﺤﻠﻴﻬﺎ ﻭﻤﻥ ﺨﻼل ﻫﺫﺍ ﺍﻝﺘﺤﻠﻴل ﻴﺘﻡ ﺘﻁﺒﻴﻘـﻪ ﻋﻠـﻰ ﺃﻱ‬
‫ﺸﺭﻜﺔ ﻨﺴﺘﻁﻴﻊ ﻤﻨﻪ ﻤﻌﺭﻓﺔ ﻭﻀﻌﻬﺎ ﺒﺩﻗﺔ ﻤـﻥ ﺘﻁﺒﻴﻘﻬـﺎ ﻹﺩﺍﺭﺓ‬
‫ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﺃﻡ ﻻ ﻤﻊ ﺘﻭﺼﻴﺔ ﺒﻤﻌﺎﻝﺠﺔ ﻨﻘﺎﻁ ﺍﻝﻀﻌﻑ ﻝﻀﻤﺎﻥ‬
‫ﺍﻝﺘﻁﻭﺭ ﻭﺍﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﺴﺘﻤﺭ‪.‬‬
‫ﺍﻝﺒﺎﺏ ﺍﻝﺴﺎﺩﺱ‪ :‬ﻴﺸﺘﻤل ﻋﻠﻰ ﻤﻭﺠﺯ ﻷﻫﻡ ﻤﺎ ﺘﻭﺼﻠﺕ ﺇﻝﻴﻪ ﺍﻝﺩﺭﺍﺴﺎﺕ ﺍﻝﺘﺠﻤﻴﻌﻴﺔ‬
‫ﻭﺍﻝﺤﻘﻠﻴﺔ ﺍﻝﺘﻲ ﺃﺠﺭﻴﺕ ﻋﻠﻰ ﻫﺫﺍ ﺍﻝﺒﺤﺙ ﻭﻤﻥ ﺃﻫﻡ ﻤﺎ ﺘﻭﺼل ﺇﻝﻴﻪ‬
‫ﺍﻝﺒﺤﺙ ﺍﻵﺘﻲ‪:‬‬
‫‪ -١‬ﻀﺒﻁ ﻭﺘﻭﻜﻴﺩ ﺍﻝﺠﻭﺩﺓ ﻏﻴﺭ ﻜﺎﻓﻴﻴﻥ ﻝﻀﻤﺎﻥ ﺍﻝﺘﺤﺴﻴﻥ ﻭﺍﻝﺘﻁﻭﻴﺭ ﺍﻝﻤﺴﺘﻤﺭ‪.‬‬
‫‪ -٢‬ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻤﻨﻅﻭﻤﺔ ﻤﺘﻜﺎﻤﻠﺔ ﻻ ﺘﺴﻤﺢ ﺒﺎﻝﻨﺸﺎﺯ‪.‬‬
‫‪ -٣‬ﺘﻌﺘﻤﺩ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻋﻠﻰ ﺍﻝﺘﺨﻁـﻴﻁ ﻭﺍﻝﺘﻨﻅـﻴﻡ ﻭﺍﻝﺘﺤﻠﻴـل ﻭﺍﻝﻤﺘﺎﺒﻌـﺔ‬
‫ﻭﺍﻝﺭﻗﺎﺒﺔ ﻓﻲ ﺠﻤﻴﻊ ﺍﻝﻤﺭﺍﺤل ﻭﻝﻴﺱ ﺍﻝﻤﻨﺘﺞ ﺍﻷﺨﻴﺭ ﻓﻘﻁ‪.‬‬
‫‪-205-‬‬
‫‪ -٤‬ﺘﻐﻴﺭ ﺜﻘﺎﻓﺔ ﺍﻝﺸﺭﻜﺎﺕ ﺇﺫﺍ ﻝﺯﻡ ﺍﻷﻤﺭ ﻭﺍﻝﺘﻭﺼﻴﺔ ﺒﺘﺩﺭﻴﺏ ﻜﺎﻓـﺔ ﺍﻝﻌﻨﺎﺼـﺭ‬
‫ﻋﻠﻰ ﻨﻅﺎﻡ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ‪.‬‬
‫‪ -٥‬ﺍﻝﻌﻨﺼﺭ ﺍﻝﺒﺸﺭﻱ ﺍﻝﻤﺘﻤﺜل ﻓﻲ ﻤﺩﻴﺭ ﺍﻝﻤﺸﺭﻭﻉ ﻭﺍﻝﻌﺎﻤﻠﻴﻥ ﺒﺎﻝﻤﺸﺭﻭﻉ ﻝﻬـﻡ‬
‫ﺍﻝﺘﺄﺜﻴﺭ ﺍﻷﻜﺒﺭ ﻓﻲ ﺠﺩﻭﻯ ﻫﺫﻩ ﺍﻝﻤﺸﺭﻭﻋﺎﺕ‪.‬‬
‫ﻭﻤﻥ ﺨﻼل ﻫﺫﻩ ﺍﻝﺩﺭﺍﺴﺔ ﺘﻡ ﺍﻝﺘﻭﺼل ﺇﻝﻲ ﻭﻀﻊ ﻨﻅﺎﻡ ﻴﻤﻜﻥ ﻤﻥ ﺨﻼﻝﻪ ﻗﻴـﺎﺱ‬
‫ﻤﺴﺘﻭﻯ ﺘﻁﺒﻴﻕ ﻨﻅﺎﻡ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻷﻱ ﺸﺭﻜﺔ ﻓﻲ ﻗﻁﺎﻉ ﺍﻝﺘﺸﻴﻴﺩ‪.‬‬
‫ﺤﻴﺙ ﻴﻌﺘﻤﺩ ﻫﺫﺍ ﺍﻝﻨﻅﺎﻡ ﻋﻠﻰ ﺘﺤﻠﻴل ﻨﺘﺎﺌﺞ ﺍﺴﺘﺒﻴﺎﻥ ﺍﻝﺫﻱ ﺘـﻡ ﺇﻋـﺩﺍﺩﺓ ﻝﻘﻴـﺎﺱ‬
‫ﺍﻵﺘﻲ‪:‬‬
‫‪ -١‬ﻤﺩﻯ ﺍﻝﺘﺯﺍﻡ ﻭﺍﻻﻗﺘﺩﺍﺀ ﺒﺎﻝﻘﻴﺎﺩﺍﺕ ﺍﻝﻌﻠﻴﺎ‪.‬‬
‫‪ -٢‬ﺍﻹﻴﻤﺎﻥ ﺒﺄﻥ ﺍﻝﺠﻭﺩﺓ ﻤﺴﺌﻭﻝﻴﺔ ﺍﻝﺠﻤﻴﻊ‪.‬‬
‫‪ -٣‬ﺘﻭﺍﻓﺭ ﻨﻅﺎﻡ ﻝﻤﺭﺍﺠﻌﺔ ﺍﻝﻤﺴﺘﻨﺩﺍﺕ ﻭﺍﻝﻭﺜﺎﺌﻕ‪.‬‬
‫‪ -٤‬ﺘﻭﺍﻓﺭ ﻨﻅﺎﻡ ﻝﻤﺭﺍﺠﻌﺔ ﻭﺘﺴﺠﻴل ﺨﻁﺔ ﺍﻝﺠﻭﺩﺓ ﻭﻤﺩﻯ ﻓﺎﻋﻠﻴﺘﻬﺎ‪.‬‬
‫‪ -٥‬ﺜﻘﺎﻓﺔ ﺇﺭﻀﺎﺀ ﺍﻝﻌﻤﻴل ﻜﻬﺩﻑ ﺃﺴﻤﻰ ﻝﻠﺠﻭﺩﺓ‪.‬‬
‫‪ -٦‬ﻤﺩﻯ ﺍﻹﻝﻤﺎﻡ ﺒﻌﻨﺎﺼﺭ ﺘﻜﻠﻔﺔ ﺍﻝﺠﻭﺩﺓ‪.‬‬
‫‪ -٧‬ﺘﻔﺎﻋل ﺍﻝﻤﺭﺅﻭﺴﻴﻥ ﻭﺜﻘﺎﻓﺘﻬﻡ ﻭﺸﻌﻭﺭﻫﻡ ﺘﺠﺎﻩ ﺍﻝﻤﻜﺎﻥ ﺍﻝﺫﻱ ﻴﻌﻤﻠﻭﻥ ﻓﻴﻪ‪.‬‬
‫‪ -٨‬ﺘﻭﺍﻓﺭ ﻨﻅﺎﻡ ﻤﻨﺢ ﺤﺩﻭﺙ ﺍﻝﺨﻁﺄ‪.‬‬
‫‪ -٩‬ﺍﻻﻗﺘﺭﺍﺏ ﻤﻥ ﺍﻝﺴﻭﻕ‪.‬‬
‫‪-206-‬‬
‫ﺟﺎﻣﻌﺔ ﺍﳌﻨﻮﻓﻴﺔ‬
‫ﻛﻠﻴﺔ ﺍﳍﻨﺪﺳﺔ‬
‫ﻗﺴﻢ ﻣﺪﱏ‬
‫ وآ ا
دة وإدارة ا
دة‬
‫ا ع ا‬
‫ر‬
‫ آء ت ا ل در ا ‬
‫(' ا &‪%‬ﺱ ا‪- !"#‬و وا*ر ا اد‬
‫إاد‬
‫ﻣﻬﻨﺪﺱ ‪/‬ﺗﺎﻣﺮ ﺇﺑﺮﺍﻫﻴﻢ ﺃﲪﺪ ﺇﺑﺮﺍﻫﻴﻢ‬
‫ﺑﻜﺎﻟﻮﺭﻳﻮﺱ ﺍﳍﻨﺪﺳﺔ ﺍﳌﺪﻧﻴﺔ‬
‫‪٢٠٠١‬‬
‫‪ #$‬إﺵ!اف‬
‫ﺃ‪.‬ﺩ‪ /‬ﻣﻨﲑ ﳏﻤﺪ ﻛﻤﺎﻝ‬
‫ﺃﺳﺘﺎﺫ ﻣﻘﺎﻭﻣﺔ ﻭﺍﺧﺘﺒﺎﺭ ﺍﳌﻮﺍﺩ‬
‫ﺩ‪ /‬ﳏﻤﺪ ﺭﺷﺪﻯ ﻋﻔﻴﻔﻰ‬

‫ﻣﺪﺭﺱ ﺑﻘﺴﻢ ﺍﳍﻨﺪﺳﺔ ﺍﳌﺪﻧﻴﺔ‬
‫‪٢٠٠٨‬‬
‫ﻗﺴﻢ ﻣﺪﱏ‬
‫ وآ ا
دة وإدارة ا
دة‬
‫ا ع ا‬
‫ر‬
‫ آء ت ا ل در ا ‬
‫(' ا &‪%‬ﺱ ا‪- !"#‬و وا*ر ا اد‬
‫إاد‬
‫ﻣﻬﻨﺪﺱ ‪/‬ﺗﺎﻣﺮ ﺇﺑﺮﺍﻫﻴﻢ ﺃﲪﺪ ﺇﺑﺮﺍﻫﻴﻢ‬
‫ﺑﻜﺎﻟﻮﺭﻳﻮﺱ ﺍﳍﻨﺪﺳﺔ ﺍﳌﺪﻧﻴﺔ‬
‫‪٢٠٠١‬‬
‫‪ %‬ا‪ '($‬وا&‪%‬‬

‫ﺃ‪.‬ﺩ‪ /‬ﳏﻤﻮﺩ ﺃﲪﺪ ﻣﻄﺎﻭﻉ‬
‫ﺟﺎﻣﻌﺔ ﺍﻷﺯﻫﺮ‬
‫ﺃ‪.‬ﺩ‪ /‬ﻣﻨﲑ ﳏﻤﺪ ﻛﻤﺎﻝ‬

‫ﺃ‪.‬ﺩ‪ /‬ﻳﺴﺮﻱ ﺑﻴﻮﻣﻲ ﺷﺎﻫﲔ‬

‫‪٢٠٠٨‬‬

Quality Control, Quality Assurance and Total Quality Management in Construction Sector

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Menuofia University

Quality Control, Quality Assurance and Total

Prof. Dr. Monir Mohammed Kamal

Dr. Mohammed Roshdy Afifi

Quality Control, Quality Assurance and Total

Prof. Dr. Monir Mohammed Kamal

Prof. Dr. Yusry Baiumi Shahin

The author, with all the affection and appreciation, wishes to

Special acknowledgement is due to Dr. Manal Aly, Dr. Basma

Chapter (3) Comparison between different international standard

Figure (3-1) Total quality is an objective, TQM is a means and continuous

Figure (3-2) customer Driven organization, Aly M.S 31

Figure (3-3) the fact to Act process Aly M.S 32

Figure (3-4) components of the human aspect of achieving total quality 33

Figure (3-5) Deming (PDCA) cycle. 36

Figure (3-6) Continuous Improvement should never stop 36

Figure (3-7) Levels of TQM adoption 43

Figure (3-8) The cost of quality 57

Figure (3-9) levels of quality commitment 63

Figure (3-10) model of a process-based quality management system 69

Figure (3-11) Quality improvement and the ISO 9000 series 74

Figure (3-12) Deming prize model 82

Figure (3-13) Malcolm Baldrige Model 87

Figure (3-14) EFQM Excellence Model 92

Figure (3-15) Comparison of Award, assessment 96

Figure (5-3) Strategic planning 184

Figure (5-4) Contract Review 185

Figure (5-5) Document control and information analysis 185

Figure (5-6) Process Management 186

Figure (5-7) Corrective and preventive action 186

Figure (5-8) Quality records 187

Figure (5-9) Internal Quality Audits 187

Figure (5-10) Human resource development 188

Figure (5-11) Customer and market focus 188

Figure (5-12) Business Results 189

Quality Control, Quality assurance and total

Prof. Dr. Monir Mohammed Kamal

Dr. Mohammed Roshdy Afifi

Quality Control, Quality assurance and total

Prof. Dr. Monir Ahmed Kamal

Prof. Dr. Yosry Baiumi Shahin

The construction industry sector in Egypt is experiencing high

It analyses why and how companies introduced quality

(2-2-2) Quality control (QC)

(2-2-2-3) The technical inspector

effectiveness in accordance with the requirements of this

Where the term “documented procedure” appears within this

c- To ensure that changes and the current revision status of

(2-6)Total quality management (TQM)

G.P.(2000)(66) ensure that, improving construction industry is

The approach utilized for performance improvement was

The weak points in implementing quality management systems

management system for small and medium-scale buildings should be

Lt Gen H Lal (1999) (24) introduces an approach based on Indian

- Use of customer’s feedback for auditing and surveillance;

involve all phases of form initial identification to final satisfaction of

The relationship between the evaluation models and ISO 9000

- Quality improvement programmers must represent permanent, on-

established a quality assurance standard that it called the “Quality

European Community and other world markets such as Australia,

(3-3)Thoughts of the quality gurus

These four quality experts do agree on a number of things, one