Beruflich Dokumente
Kultur Dokumente
P (1 - P) (3.1)
2
n = m/ (1+ m-1) (3.2)
N
Where
m = sample size
n = correction for limited population
N= population
Z = value related to the confidence level (e.g. 1.96 for 95% confidence level)
P = degree of variance between the elements of population (0.5)
= maximum error (0.05)
m = (1.96)
(3.5)
r
s
= Spearmans rank correlation coefficient
d = the difference in ranking between the usage and effectiveness of factors
n = the number of factors
To test the hypothesis to verify the association between two variables, the following
equation is used (Saleh, 2001):
s 2
s
n 2
t r
1 r
(3.6)
N A
W
RII
=
34
3.9.4 Degree of agreement/disagreement among raters
To test the degree of agreement/disagreement between contractors and consultants
regarding the ranking of key TQM implementation indicators is used.
To determine whether there is a significant degree of agreement among the three groups
(Owners, Contractors and Consultants) Kendall's Coefficient of Concordance is used as a
measure of agreement among raters. For each variable, the sum of ranks is computed.
Kendall's W, is ranges between 0 (no agreement) and 1 (complete agreement). To
determine whether there is degree of agreement among the levels of each of the factors
affecting the TQM implementation of construction projects for Owners, Contractors and
Consultants. Kendall's Coefficient of Concordance says the degree of agreement on a zero
to one scale is
( )
( )
2
2
2
12U 3m n n 1
W
m n n 1
=
(3.7)
Where:
=
=
m
j
n
i
RI U
1
1
(3.8)
n = number of factors; m = number of groups; i=the groups 1,2,.m;
j = the factors 1,2,,n.
35
Chapter 4
Analysis and Discussion
In this chapter, the results of the field survey are analyzed and discussed. The Chapter
illustrates and discusses the characteristics of the study population and the need to identify
the critical success factors of TQM implementation on construction projects in Gaza Strip.
Descriptive statistics and inferential statistics methods were used to analysis the data.
4.1 Study population
The general characteristics of the study population were investigated including the type of
organization, years of experience in the construction field, full time employees, companies
classification, respondent position, projects executed, construction dollar value.
This section will discuss and analyze the first part of the questionnaire which consists of
seven questions that focus on the organization profile.
4.1.1 Type of organization
The type of organization was the first question in this section. This question identifies the
percentage of each type of organization (owner, contractor and consultant) related to the
overall respondents. Fig. 4.1 shows that 57% of the respondents are contractors, 26% are
owners, while 17% are consultants
Owner
26%
Contractor
57%
Consultant
17%
Owner
Contractor
Consultant
Fig. 4.1: Distribution of organization based on type
36
4.1.2 Years of experience
Based on the experience of the organization, three categories were defined as: more than 10
years of experience, between 5 to 10 years of experience, and less than five years of
experience. Fig. 4.2 shows that 90% of the respondents have more than 10 years of
experience in the construction field, and only 10% have between 5 and 10 years of
experience, while none of the respondents has less than 5 years of experience.
This result is logical, since the organizations that have been targeted are that of higher
classification, and broad experience
1-5 years
0%
5-10 years
10%
More than 10 years
90%
1-5 years 5-10 years More than 10 years
Fig. 4.2: Percentage of respondents related to experience years
4.1.3 Full time employees
Part of the questionnaire refers to the number of full time workers in the organization.
Fig. 4.3 shows that the mean numbers of full time employees are 42 in the owners'
organizations, 23 in the contractors' organizations, and 22 in the consultants' organization.
According to the results above the owner's organization has the largest number of staff.
37
42
23
22
0.00
5.00
10.00
15.00
20.00
25.00
30.00
35.00
40.00
45.00
Owner Contractor Consultant
Type of organization
M
e
a
n
n
u
m
b
e
r
o
f
t
h
e
f
u
l
l
t
i
m
e
e
m
p
l
o
y
e
e
s
Fig. 4.3: Number of full time employees vs type of organization
4.1.4 Companies classification
This question refers to the percentage of respondents of construction companies according
to the Contractors Union in Gaza Strip classification. Fig. 4.4 shows that 72% of
contractor's organizations under study are classified as first class and only 28% are
classified as second class.
Fig. 4.4: The percentage of respondent according to the classification
38
4.1.5 Respondent position
Respondents were classified based on their position in their organization. Fig. 4.5 shows
that 33% of the owners respondents are managers, 11% are vice managers, and 56% are
project managers, on the other hand, Fig. 4.5 shows that 49% of the contractors
respondents are managers, 11% are vice managers, 36% are project managers, and 4% are
site engineers, while, Fig. 4.5 shows that 67% of the owners respondents are managers, 8%
are vice managers, and 25% are project managers.
The results show that the highest level of respondents holds positions of project manager in
the owners' organization, and manager in the contractors' and consultants' organizations.
49%
11%
11%
8%
0%
4%
0%
67%
33%
25%
36%
56%
0%
10%
20%
30%
40%
50%
60%
70%
Owner Contractor Consultant
Type of organization
P
e
r
c
e
n
t
a
g
eManager
Vice Manager
Project Manager
Site Engineer
Fig. 4.5: Respondent position vs type of organization
4.1.6 Projects executed
The results in this part reflect the number of projects executed between 1998 to 2008.
Fig. 4.6 shows that 20% of the respondent's organizations executed between 11 and 20
projects during this period, 42% executed between 20 and 30 projects, and 38% of these
organizations executed more than 30 projects.
39
11 to 20 projects
20%
21 to 30 projects
42%
More than 30 projects
38%
11 to 20 projects
21 to 30 projects
More than 30 projects
Fig. 4.6: Number of projects executed between 1998 to 2008
4.1.7 Construction dollar value
This question in part one of the questionnaire refers to the dollar value of construction
projects performed between 1998 to 2008. Fig. 4.7 shows that the dollar value 4% of the
projects implemented during this period have a dolar value between 2 and 5 million dollars,
48% between 5 to 10 million dollars, and 48% with more than 10 million dollars.
4%
48%
48%
2 to 5 million dollars
5 to 10 million
dollars
More than 10 million
dollars
Fig. 4.7: The dollar value of construction projects performed between 1998 to 2008
40
4.2 Sub success factors of TQM implementation
Part two of the questionnaire contains sub success factors under eight groups of main
critical success factors of total quality management implementation in construction projects
in Gaza Strip.
4.2.1 Leadership
Table 4.1 show that under the group of leadership sub-factors, the top management
commitment to total quality management is the most important factor related to the other
factors. It ranked as first according to the overall opinion of respondents, contractors, and
consultants with a relative importance index of 0.918, 0.928, and 0.883 respectively and
ranked as second position according to owners' opinion.
Top management commitment to total quality management is a critical success factor for
TQM implementation. The respondents who answered the questionnaire believed that if it
is clearly visible that top management was committed, this will leads to TQM
implementation.
This result is supported by (Chow and Lui,2001) and (Baidoun, 2004). They identified that
top management commitment is critical to the success of the transition to implementing
TQM.
The overall and contractor respondents ranked strong character of leaders as the second
most important factor under the group of leadership. On the other hand, strong character of
leaders ranked first according to the opinion of owners and consultants. The relative
importance indexes of this factor are 0.905, 0.937, 0.906, and 0.883 according to the
overall respondents, owners, contractors, and consultants opinions, respectively.
Leaders with character are essential blocks in building to effective TQM implementation in
construction projects. A leader's character can be a key source of influence in the
development of a TQM concept in organizational culture. It is therefore essential that
leaders be aware of their character dimensions, their strengths and weaknesses.
For instance, as a component of character, integrity occurs when a leader aligns deeds with
words and thereby reinforces followers' views of his or her leadership approach, asserts that
leader integrity helps prevent unethical acts by the organization and its workers and
customers.
This result is supported by a research made in Australia (Sarros et al, 2006). Results
indicate that respondents recognized that the characters of a leader attributes as important
facets of good management.
41
Middle management and employees commitment was ranked by the overall respondents in
the third position under the leadership group with a relative importance index value 0.867,
it ranked in the third position according to opinion of owner, and consultant, while it
ranked as the fourth position according to the opinion of contractors. The relative
importance indexes of this factor are 0.874, 0.868, and 0.850 according to the owners,
contractors, and consultants opinions respectively. The middle management commitment is
also a critical success factor for TQM implementation. The respondents believe that this
factor is close to the top management commitment. The commitment of middle
management will assist top management and lead to the TQM implementation. Results are
consistent with the results of similar research conducted in the West Bank by (Baidoun,
2004). Baidoun identified middle management and employees commitment is critical to the
success of the transition to implementing TQM.
The overall respondents ranked "attached to quality by the top management in relation to
cost and schedule objectives" as the fourth important factor under the group of leadership.
It ranked fourth according to the overall respondents, while it ranked third in the opinion of
contractors and fifth and sixth position in the consultants and owners opinions respectively,
the relative importance index of this factor is 0.838, 0.768, 0.872, and 0.817 according to
the overall respondents, owners, contractors, and consultants opinions. Traditionally,
construction performance was evaluated in terms of the iron/golden triangle, which refers
to meeting cost, schedule, environment, and safety related criteria. The iron/golden triangle
is still regarded as applicable for measuring construction performance. Construction
management researchers have explored the factors that influence cost, time and quality-
related criteria that make up the iron/golden triangle. Links between TQM and the
iron/golden triangle have also been explored. (Bryde and Robinson, 2007) considered the
impact of the iron/golden triangle in the TQM implementation in UK. The results in Gaza
were supported by Bryde results. This is logical especially due to the difficult conditions in
Gaza that directly affect the schedule and cost of the project.
The ability to assign responsibilities of quality to the department heads and to identify the
responsibilities for quality performance are ranked in the 5
th
and 6
th
positions with
relatively high relative importance indexes. The results for both of these two factors are
consistent with (Antony et al, 2002) results in Hong Kong.
In addition, involvement with customers and suppliers factor is ranked in the 7
th
position
with relatively high means and relative importance indexes. Although the consultant
42
ranked this factor in 11
th
position the relative importance index for overall respondents are
very close. This factor is success factor in the European Quality Award model.
Although the support of total quality in organization culture, involvement in total quality
objective task definition, budgeting, and measurement, and development of a long-term
vision and active promotion of total quality outside the organization emerged as factors
with low means related to the factors in the leadership. They have high relative importance
index. However the 'support of total quality in organization culture is ranked in the sixth
position in the owners opinion because the owners organizations are large organization and
follow government policy which causes difficulty in change. This is supported by research
made in the USA by (Jung and Wang, 2006) which identifies this factor as an important
factor in TQM implementation. Development of a long-term vision is ranked in the sixth
position in the consultants' opinion. This is because the interest of consultants is in the
factors which are associated with planning and this is consistent with the result of the
research conducted in the Hong Kong by (Chow and Lui,2001).
Table 4.1: Leadership sub-factors according to overall respondents opinions
Overall
respondent
Owner Contractor Consultant Main
factor
Item
RII R
RII R RII R RII R
Top management
commitment to total
quality management
0.918 1 0.916 2 0.928 1 0.883 1
Strong character of leaders
such as (humility; courage;
integrity; compassion;
humour; passion; and
wisdom)
0.905 2 0.937 1 0.906 2 0.883 1
Middle management and
employees commitment
0.867 3 0.874 3 0.868 4 0.850 3
Attached to quality by the
top management in relation
to cost and schedule
objectives
0.838 4 0.768 6 0.872 3 0.817 5
Ability to assign the
responsibilities for quality
on the department heads
0.821 5 0.768 6 0.826 5 0.850 3
Ability of top management
to identify the
responsibilities for quality
performance
0.800 6 0.821 4 0.791 8 0.800 6
L
e
a
d
e
r
s
h
i
p
Involvement with
customers and suppliers
0.787 7 0.779 5 0.800 6 0.750 11
43
Support of total quality by
provision of appropriate
resources and assistance
0.777 8 0.716 10 0.796 7 0.800 6
Support of total quality in
organization culture
0.767 9 0.768 6 0.766 10 0.767 10
Involvement in TQM
objective task definition,
budgeting, and
measurement
0.762 10 0.695 11 0.783 9 0.783 9
Development of a long-
term vision
0.756 11 0.747 9 0.749 11 0.800 6
L
e
a
d
e
r
s
h
i
p
Active promotion of total
quality outside the
organization
0.623 12 0.632 12 0.600 12 0.700 12
Leadership 0.802 0.785 0.807 0.807
4.2.2 Resource management
Resource management includes several sub-factors such as human, information, financial,
materials and technological resources. The results of these sub factors are shown in these
sections.
a) Human resources
Table 4.2 shows that five sub factors under the human resource sub group were placed in
descending order according to their importance according to the overall respondents and
owners opinions as follows: Incentives system, methodology for gathering and analyzing
information, training needs and evaluation, suggestions and complaints system and welfare
program. Results show that incentives system has a high effect on TQM implementation;
the relative importance indexes for this factor are 0.805 and 0.874 according to the overall
respondents and owners' opinions. This result can be justified since an incentive system has
a very good effect on implementing the TQM. It is thus important for managers to
understand the incentives that are likely to encourage individual teams to perform more
effectively and to provide a fair reward as perceived by the individual or the team. This
result is consistent with the result of the research conducted in Jordan by Abu-Hamatteh et
al (2003).
However, the contractor and consultant ranked the methodology for gathering and
analyzing information sub factor as the most important factor under the group of human
resources that because accurate gathering and analyzing information will decrease the
unforeseen and contingency cost.
44
Regardless of which type of human resource is more effective, it is essential for TQM as it
manages all human resource, and gives them a sense of responsibility.
Table 4.2: Human resources sub-factors according to the overall respondents' opinion
Overall
respondent
Owner Contractor Consultant Main
factor
Item
RII R
RII R RII R RII R
Incentives system 0.805 1 0.874 1 0.791 2 0.750 3
Methodology for gathering
and analyzing information
0.797 2 0.800 2 0.800 1 0.783 1
Training needs and
evaluating it
0.736 3 0.758 3 0.719 3 0.767 2
Suggestions and
complaints system
0.633 4 0.663 4 0.613 4 0.667 4
H
u
m
a
n
r
e
s
o
u
r
c
e
s
Welfare program
0.592 5 0.568 5 0.583 5 0.667 4
Human resources 0.802 0.785 0.807 0.807
b) Information resources
Table 4.3 shows that factor of information system under the group of information resource
is one of the most important factors. It ranked first according to the opinion of overall
respondents. The relative importance index of this factor is 0.792, 0.768, 0.796 and 0.817
according to the Overall respondents, owners, contractors, and consultants opinions,
respectively.
The respondents ranked information system covering most of the duties as the second most
important factor under the group of information resources; it ranked in the second position
in the opinion of overall respondents. The relative importance index of this factor is 0.736
according to the overall respondents' opinions, and 0.737, 0.728, 0.767 according to
owners, contractors and consultants opinions respectively.
Regardless of which type is more effective, information resources are essential for TQM as
they manage information resources. This result is consistent with the result the research
conducted Jordan by Abu-Hamatteh et al. (2003).
Program for specifying the needs for information system, this information program needs
quality within its functions to ensure the correct information is present and hence, the
correct decision can be made. In TQM based organizations, program of information
resource provides accurate information which lead to correct decision-making.
45
Table 4.3: Information resources sub-factors according to the overall respondents opinion
Overall
respondent
Owner Contractor Consultant Main
factor
Item
RII R
RII R RII R RII R
Information system 0.792 1 0.768 1 0.796 1 0.817 1
Information system
covering most of the duties
0.736 2 0.737 2 0.728 2 0.767 2
I
n
f
o
r
m
a
t
i
o
n
r
e
s
o
u
r
c
e
s
Program for specifying the
needs for information
system
0.672 3 0.684 3 0.668 3 0.667 3
Information resources 0.733 0.730 0.730 0.750
c) Financial resources
Table 4.4 shows that under the financial resource sub group, the most important factor is
plans to increase income, cut down on expenditure which is ranked as first position
according to the overall respondent with relative importance indexes 0.885, 0.874, 0.902,
and 0.833 according to the overall respondents, owners, contractors, and consultants
opinions. The overall respondents ranked 'methodology of preparing budget as the second
most important factor under financial resource subgroup, with relative importance indexes
0.800, 0.800, 0.817, and 0.733 according the overall respondents, owners, contractors, and
consultants opinions. The result for both of these two factors is supported by the research
conducted in Jordan by Abu-Hamatteh et al. (2003). There are two problems in preparing
budgets in Gaza, the first problem is the preparing of project budget in Gaza in terms of
contingency allowance. The contingency is included in project cost estimates to
accommodate unforeseen events and the resulting costs. Realistically, a budget accounting
item for contingency allowance should be established whenever a contingency amount is
included in the final cost estimate. A second problem in preparing a project budget in Gaza
is the treatment of inflation. Typically, final cost estimates are formed in terms of real
money and an item reflecting inflation cost are added as a percentage or lump sum. This
inflation allowance would then be allocated to individual cost items in relation to the actual
expected inflation over the period for which costs will be incurred.
Although the 'corrective action to control project cost', and ' meeting the budget' emerged
as factors with lowest mean related to the factors in the financial resources, they have high
relative importance indexes, The result for both of these two factors is supported by the
research conducted in the UK by (Bryde and Robinson, 2007).
46
Corrective actions to control project cost are primarily intended to identify deviations from
the project plan. During the actual construction, changes are likely to delay the project and
lead to inordinate cost increases. The focus of project and cost control is on fulfilling of the
original design plans or indicating deviations from these plans, rather than on searching for
significant improvements and cost savings. It is only when a rescue operation is required
that major changes will normally occur in the construction plan.
Table 4.4: Financial resources sub-factors according to the overall respondents' opinion
Overall
respondent
Owner Contractor Consultant Main
factor
Item
RII R
RII R RII R RII R
Plans to increase income,
cut down on expenditure
0.885 1 0.874 1 0.902 1 0.833 1
Methodology of preparing
budget
0.800 2 0.800 2 0.817 2 0.733 2
Meeting the budget 0.715 3 0.768 3 0.702 4 0.683 3
F
i
n
a
n
c
i
a
l
r
e
s
o
u
r
c
e
s
Corrective action to control
project cost
0.710 4 0.684 4 0.728 3 0.683 3
Financial resources 0.778 0.782 0.787 0.733
d) Material resources
Table 4.5 shows that under the material resource sub group, the most important factor is
material storage system, with 0.786 relative importance indexes. This is understandable in
that work can not be done without the necessary materials. Material storage rated first
among success factors of TQM implementation in Gaza Strip and may be justified in Gaza
Strip because most of the materials used in construction project are imported from Israeli
occupation and in case of any closure of crossing points between Gaza Strip and Israel,
work frozen in a large number of construction projects. Specifying the required materials
factor will help storage the needed materials. On the other hand, the system for the best
selection of material resources will decrease the cost and increase the quality.
47
Table 4.5: Material resources sub-factors according to the overall respondents' opinion
Overall
respondent
Owner Contractor Consultant Main
factor
Item
RII R
RII R RII R RII R
Storage system 0.885 1 0.782 1 0.791 1 0.750 1
Specifying the required
material
0.800 2 0.779 2 0.796 2 0.750 1
M
a
t
e
r
i
a
l
r
e
s
o
u
r
c
e
s
System for the best
selection of material
resources
0.715 3 0.779 2 0.791 3 0.717 3
Material resources 0.800 0.754 0.796 0.739
e) Technological resources
Table 4.6 shows that under the technological resources sub group, the most important
factor is specifying the need for new technologies. It ranked first the opinion of overall
respondents, with relative importance indexes of 0.733 according to the overall
respondents' opinion, 0.705 according to the owners' opinion, 0.736 according to the
contractors' opinion, and 0.767 according to the consultants' opinion.
The respondents ranked corrective action to improve the technical requirements control as
the second most important factor under the group of information resources. Regardless of
which factor is more effective, technological resources are essential for TQM
implementation.
Table 4.6: Technological resources sub factors according to the overall respondents'
opinion
Overall
respondent
Owner Contractor Consultant Main
factor
Item
RII R
RII R RII R RII R
Specifying the need for
new technologies
0.733 1 0.705 1 0.736 1 0.767 1
Corrective action to
improve the technical
requirements control
0.628 2 0.663 2 0.609 2 0.650 3
Transferring technology
and focusing on research
and development
0.621 3 0.644 3 0.604 3 0.650 3
T
e
c
h
n
o
l
o
g
i
c
a
l
r
e
s
o
u
r
c
e
s
System for the best use of
technology
0.610 4 0.611 4 0.596 4 0.667 2
Technological resources 0.648 0.656 0.636 0.683
48
4.2.3 Strategy and plan
Table 4.7 shows that under the group of strategic and plan sub-factors, the most important
factor is identifying the goals. It ranked first according to the overall respondent, owners,
contractors, and consultants. The relative importance indexes of this factor are 0.893,
0.894, 0.894, and 0.891 according to the overall respondent, owners, contractors, and
consultants' opinions, respectively.
The results indicate that under the group of quality strategy and plan factors, the first six
factors can be placed in descending order according to their importance in the overall
respondent opinion as follows: identifying the goals, establishing strategic base on the
concept of overall quality management, identifying the organization mission and vision,
control and improve of plans, analysis of internal and external environment, and
establishing strategic base on information relevant to overall quality. The relative
importance index for each factor is very close to the others. The relative importance
indexes of these six factors ranged between 0.893 for the most important factor and 0.800
for the least important factor, which are very high, indicating the importance of all the
factors in TQM implementation.
Strategic planning is a critical success factor of TQM implementation on construction
projects. Strategic planning is an organization's process of defining its strategy, or
direction, and making decisions on allocating its resources to pursue this strategy. Strategic
planning is the formal consideration of an organization's goals. In many organizations, this
is viewed as a process for determining where an organization is going over the next year or
more -typically 3 to 5 years, although some extend their vision to 20 years.
Although communication strategies and identifying customers and their needs are the
lowest important factors related to strategic and plan sub-factors, they have high relative
importance indexes, which mean all factors are very important to implementing TQM in
construction projects. Results are supported by a number of other studies such as those
conducted by (Zhang, 2001), and by (Abu-Hamatteh et al, 2003) which identify the factors
under strategy planning as one of the most important factors that effect in TQM
implementation.
49
Table 4.7: Strategy and plan sub-factors according to the overall respondents' opinion
Overall
respondent
Owner Contractor Consultant Main
factor
Item
RII R
RII R RII R RII R
Identifying the goals 0.893 1 0.894 1 0.894 1 0.891 1
Establishing strategic base
on the concept of total
quality management
0.844 2 0.832 2 0.864 2 0.850 2
Identifying the
organization mission and
vision
0.838 3 0.800 3 0.843 4 0.833 3
Control and improve ment
of plans
0.836 4 0.789 4 0.855 3 0.817 5
Analysis of internal and
external environment
0.805 5 0.768 5 0.817 6 0.817 4
Establishing strategic base
on information relevant to
total quality
0.800 6 0.747 6 0.821 5 0.800 6
Communication strategies 0.692 7 0.716 7 0.698 7 0.633 7
S
t
r
a
t
e
g
y
a
n
d
p
l
a
n
Identifying customers and
their needs
0.672 8 0.684 8 0.677 8 0.633 7
Strategy and plan 0.796 0.777 0.809 0.778
Process management 4.2.4
These factors include sub-factors focusing on quality process systems, customer
relationship management, and coordination and structure.
a) Quality process system
Table 4.8 shows that under the group of quality process system sub-factors time is one of
the most important factors. It ranked first according to contractors, and consultants
opinions and second according to the owners' opinions. The relative importance indexes of
this factor are 0.921, 0.832, 0.962, and 0.900 according to the overall respondent, owners,
contractors, and consultants' opinions.
This result can be justified because construction performance was measures in terms of the
iron/golden triangle, which refers to meeting time, cost, and quality related criteria. The
iron/golden triangle is still regard as applicable for measuring construction performance.
Construction management researchers have explored the factors that influence the
emphasis given to the time, cost, and quality-related criteria that make up the iron/golden
triangle, and there have been studies exploring the links between TQM and iron/golden
triangle. One of the studies has considered the impact of iron/golden triangle in the TQM
50
implementation in UK (Bryde and Robinson, 2007), the result of this study supports the
result in Gaza.
The overall respondents and contractors ranked project objectives of as the second
important factor under the group of quality process system. On the other hand, it ranked
first in the opinion of the owners. The relative importance index of this factor is 0.905
according to the owners' opinion, 0.838 according to the contractors' opinions and 0.833
according to the consultants' opinions. This result is very close to the results under strategy
and planning group.
However the eight factors which ranked from the third position to the tenth position are
very important factors where the relative importance index of the lowest factor under this
group is 0.690. This is considered high, due to the difficult economic condition in Gaza.
There is a need to focus on the process management factors. The results for these eight
factors are supported by a research prepared by Tan and Lu, (1995).
Table 4.8: Quality process system sub-factors according to the overall respondent opinion
Overall
respondent
Owner Contractor Consultant Main
factor
Item
RII R
RII R RII R RII R
Time 0.921 1 0.832 2 0.962 1 0.900 1
Project objectives 0.854 2 0.905 1 0.838 2 0.833 5
Conformance to safety
process
0.826 3 0.821 3 0.817 3 0.867 2
Conformance to owner's 0.800 4 0.779 4 0.804 4 0.817 6
Conformance to codes and
standards
0.782 5 0.747 5 0.779 6 0.850 3
Conformance to control 0.792 5 0.747 5 0.800 5 0.833 4
Conformance to
documentation
0.733 7 0.726 7 0.723 7 0.783 8
Conformance to
calculation standards
0.700 8 0.716 8 0.689 8 0.717 9
Engineering drawings
based on local standard
0.697 9 0.716 8 0.689 9 0.700 10
Q
u
a
l
i
t
y
p
r
o
c
e
s
s
s
y
s
t
e
m
Conformance to design
processes and procedures
0.690 10 0.663 10 0.677 10 0.783 7
Quality process system 0.779 0.765 0.778 0.808
51
b) Customer relationship
Table 4.9 shows that under the customer relationship management subgroup, the most
important factor is the methodology of gathering and analyzing information. It ranks first in
the opinion of overall respondent, owners, contractors, and consultants. The relative
importance indexes of this factor are 0.795, 0.758, 0.800, and 0.833 according to the
overall respondent. The factor of the customer relationship management is considered as
the more effective. However all other factors are essential for TQM implementation. TQM
focuses on the integration and co-ordination, as well as on the continuous improvement of
all activities and processes. Customer relationship management is a very recent strategy
and philosophy. It is focus on concerned with all integrated internal and external activities
within and between organizations. TQM can have a major impact upon an organization by
improving customer relationships and satisfaction.
Table 4.9: Customer relationship sub-factors according to the overall respondent opinion
Overall
respondent
Owner Contractor Consultant Main
factor
Item
RII R
RII R RII R RII R
Methodology of gathering
and analyzing information.
0.795 1 0.758 1 0.800 1 0.833 1
System to specify needs 0.726 2 0.726 2 0.715 2 0.767 2
C
u
s
t
o
m
e
r
r
e
l
a
t
i
o
n
s
h
i
p
System for suggestions and
complaints
0.659 3 0.674 3 0.643 3 0.700 3
Customer relationship 0.726 0.719 0.719 0.767
c) Coordination and structure
Table 4.10 shows that under the group of coordination and structural job description sub-
factors consider as the one of the most important factors followed by other factors. It
ranked first according to the opinion of the overall respondent, contractors, consultants, and
owners. The relative importance indexes of this factor are 0.874, 0.821, 0.894, and 0.883
according to the overall respondent, owners, contractors, and consultants opinions,
respectively. Employees are unlikely to recognize problems as they occur due to their
limited understanding of the overall process and job description. Even when employees
recognize problems, they do not have the authority to correct them without management
approval. Organizational control processes are hierarchical and involve vertical
coordination and communication, and vertical dependency.
52
Regardless of which factor of coordination and structure is more effective, all factors are
essential for TQM implementation. This result is supported by the research conducted in
Jordan by Abu-Hamatteh et al. (2003). Organizational structure institutionalizes how
people interact with each other, how communication flows, and how power relationships
are defined. The structure of an organization reflects how job tasks are formally divided,
grouped, and coordinated. TQM also requires a move away from vertical lines of
coordination and a move toward coordination across departments, organizational levels,
functions, product lines, and locations. These open and informal lines of coordination can
help solve problems of change resistance and enable the implementation of TQM.
Organizations with job description and good coordination are more likely to be effective at
implementing TQM.
Table 4.10: Coordination and structure sub-factors according to the overall respondent
opinion
Overall
respondent
Owner Contractor Consultant Main
factor
Item
RII R
RII R RII R RII R
Job description 0.874 1 0.821 1 0.894 1 0.883 1
Mechanism of coordination
between different project
parties and levels
0.821 2 0.789 2 0.838 2 0.800 3
Methodology for setting
and improving the
organization structure
0.808 3 0.768 5 0.821 3 0.817 2
Mechanism for ensuring
coordination
0.803 4 0.789 3 0.809 4 0.800 3
C
o
o
r
d
i
n
a
t
i
o
n
a
n
d
s
t
r
u
c
t
u
r
e
Methodology for authority
delegation
0.779 5 0.779 4 0.791 5 0.733 5
Coordination and structure 0.817 0.789 0.831 0.807
4.2.5 Customer satisfaction
Table 4.11 shows that under customer satisfaction sub-factors, achieve the plan is one of
the most important factors. It ranked in the first position in the opinion of the overall
respondent, contractors, consultants, and owners. This result is consistent with previous
output, which refers to the importance of the planning under strategic plan and quality
process system groups. A number of studies such as the research conducted by Zhang
(2001), and that in Jordan by (Abu-Hamatteh et al, 2003) support this result, which identify
the factors under strategy planning as one of the most important factors that effect in TQM
implementation. The overall respondents ranked the "contractor's abilities to cooperate and
53
the skills of the contractor's workers and supervisors" as the second most important factor
under the group of customer satisfaction, with relative importance indexes of 0.834, 0.889,
0.826 and 0.783 according to the overall respondent, owners, contractors, and consultants'
opinions respectively. Result is consistent with the output, which refers to the importance
of the cooperation under coordination and structure group and supported by Karnas' study
(2004).
Although the response time for customer requests was ranked in the third position by
owners and contractors opinions. It has the lowest relative importance index in the
consultants opinion where the nature of the construction industry in Gaza is different from
other industries and the customer in this industry as the consultant is not very interested in
the factor of response time for customer requests. This result is different form that stated in
the research conducted in the UK by (Bryde and Robinson 2007). Although measuring
overall customer satisfaction and customer retention emerged as factors with the lowest
mean related to the factors in the customer satisfaction, they have high relative importance
indexes , meaning that all factors under customer satisfaction are very important to
implementing TQM in construction projects.
Table 4.11: Customer satisfaction sub-factors according to the overall respondent opinion
Overall
respondent
Owner Contractor Consultant Main
factor
Item
RII R
RII R RII R RII R
Achieve the plan 0.860 1 0.889 1 0.864 1 0.800 1
The contractor's abilities to
cooperate and the skills of
the contractor's workers
and supervisors
0.834 2 0.889 2 0.826 2 0.783 2
Response time for
customer requests
0.735 3 0.789 3 0.736 3 0.650 5
Measure overall customer
satisfaction
0.727 4 0.778 4 0.715 4 0.700 3
C
u
s
t
o
m
e
r
s
a
t
i
s
f
a
c
t
i
o
n
Customer retention
0.679 5 0.678 5 0.677 5 0.691 4
Customer satisfaction 0.767 0.804 0.763 0.725
4.2.6 Training and education
Table 4.12 shows that under the group of training and education factors, the most important
factor is "develop team work between employees" to implement the TQM in the
construction industry. The different phases of the project obligations demand that training
the human resources be brought together to form the semblance of a coherent team. These
54
teams are formed at the different stages of the project, and thus their very nature is
constrained by the life-span of the project. While teamwork may lead to the determination
of many key issues, it is vital in the management of continual improvement. Effective
management of any project requires the formation and development of teamwork. Without
teamwork, then conflict situations may be more common or pronounced. With the use of
teams, the business will receive quicker and better solutions to problems. Teams also
provide more permanent improvements in processes and operations. In teams, people feel
more comfortable bringing up problems that may occur, and can get help from other
workers to find a solution and put into place.
The results show that under group of training and education factors both training in the
total quality concept and training given to managers, supervisors and employees related to
quality are ranked in the second and third positions and have very close relative importance
index. These factors are very important in that they refer to the importance of training
workers to understand the meaning of total quality management. Regardless of which
factor of training and education is more effective, all factors are essential for TQM
implementation. This result is consistent with the result of the research conducted in Hong
Kong by Antony et al, (2002).
Table 4.12: Training and education sub-factors according to the overall respondent opinion
Overall
respondent
Owner Contractor Consultant Main
factor
Item
RII R
RII R RII R RII R
Develop team work
between employees
0.821 1 0.874 1 0.804 1 0.800 2
Training in the "total
quality concept"
0.808 2 0.842 2 0.791 3 0.817 1
Training given to
managers, supervisors and
employees related to
quality
0.805 3 0.821 3 0.800 2 0.800 2
Training in interactive
skills such as
communication skills,
meeting skills, and
leadership skills
0.759 4 0.737 5 0.779 4 0.717 4
Availability of resources
for employee training in
the company
0.741 5 0.716 6 0.757 5 0.717 4
T
r
a
i
n
i
n
g
a
n
d
e
d
u
c
a
t
i
o
n
Employees receive training
in specific skills (technical
and vocational)
0.700 6 0.758 4 0.685 6 0.667 7
55
Training in problem
identification and solving
skills, quality improvement
skills
0.649 7 0.663 8 0.643 7 0.650 8
Training in statistical
improvement techniques
0.636 8 0.674 7 0.609 8 0.683 6
Training and education 0.740 0.761 0.733 0.731
4.2.7 Continuous improvement
Table 4.13 shows that under group of continuous improvement factors searching for root
causes by diagnosing the system malfunction is one of the most important factors. It ranked
first in the opinion of the overall respondents and contractors. While it ranked second in the
opinion of owners and consultants. The relative importance indexes of this factor are 0.821,
0.821, 0.821, and 0.817 according to the overall respondents, owners, contractors, and
consultants opinions. This result is logical since this factor helps in developing root
solutions to the problems of the system in the organization.
"working smoothly in teams" is ranked in the second position according to the overall
respondents, and it ranked as first in the owners opinion, while the consultants and
contractors ranked it in the third and fourth position respectively. The result of both of the
above two factors is supported by (Pheng and Ke-Wei 1996) research. Regardless of
position of the respondents, the relative importance index of this factor is very close in the
different positions. This relative importance index is consistent with previous output, which
refers to the importance of the working smoothly in teams under the training and education
group.
56
Table 4.13: Continuous improvement sub-factors according to the overall respondent
opinion
Overall
respondent
Owner Contractor Consultant Main
factor
Item
RII R
RII R RII R RII R
Searching for root causes
when diagnosing the
system malfunction
0.821 1 0.821 2 0.821 1 0.817 2
Working smoothly in
teams
0.815 2 0.853 1 0.804 4 0.800 3
The quality of data which
use to evaluate supervisor
and managerial
performance
0.808 3 0.800 3 0.821 1 0.767 6
Regular evaluation for the
operating system
0.797 4 0.768 5 0.813 3 0.783 4
Benchmarking to improve
a systems or subsystems
and implement/monitor
programs
0.792 5 0.779 4 0.783 5 0.850 1
C
o
n
t
i
n
u
o
u
s
i
m
p
r
o
v
e
m
e
n
t
Gradual future change
0.762 6 0.726 6 0.770 6 0.783 4
Continuous improvement 0.799 0.791 0.802 0.800
4.2.8 Communication
Table 4.14 shows that both good communications between different departments and
effective top-down and bottom-up communication factors are ranked in the first and second
positions respectively in the overall respondents, owners, contractors, and consultants
opinions. Both these factors have very close relative importance indexes. These factors in
communication are very important to breaks down barriers between departments. It also
allows dealing with all members, customers, and suppliers in a more professional manner.
Both formal feedback and feedback on quality issues factors are ranked under the
communication in the first and second positions respectively in the overall respondents,
owners, contractors, and consultants opinions. Both these factors have very close relative
importance indexes. Formal feedback allows the receiver to acknowledge understanding
the content of the received message. If the intended communication did not take place, then
the sender can use the feedback to diagnose where the communication failed and how to
improve the process. Feedback requires the same communication process as original
communication, where the receiver becomes the source. As indicated in Table 4.14, many
respondents felt that the feedback factor is a very effective way to communicate.
57
The result for this factor is supported by the research conducted in UK by Oakland and
Aldridge, (1995), which identify this factor as an important factor in TQM implementation.
Table 4.14: Communication sub-factors according to the overall respondents opinion
Overall
respondent
Owner Contractor Consultant Main
factor
Item
RII R
RII R RII R RII R
Good communications
between different
departments
0.838 1 0.821 1 0.855 1 0.800 1
Effective top-down and
bottom-up communication
0.805 2 0.789 2 0.834 2 0.800 1
Formal feedback 0.795 3 0.768 3 0.804 3 0.767 3
Feedback on quality issues 0.784 4 0.747 4 0.796 4 0.750 4
C
o
m
m
u
n
i
c
a
t
i
o
n
Quality techniques/tools to
solve problems
0.705 5 0.705 5 0.694 5 0.750 4
Communication 0.786 0.766 0.797 0.773
4.3 Main success factors of TQM implementation
Part three of the questionnaire contains eight main critical success factors of total quality
management implementation on construction projects in Gaza Strip. Table 4.15 shows the
analysis of the results of the main critical success factors.
Table 4.15: Main total quality management factors according to the overall respondents'
opinion
Overall
respondent
Owner Contractor Consultant Main
factor
Total Quality
Management
RII R
RII R RII R RII R
Leadership 0.951 1 0.958 1 0.957 1 0.917 1
Resource management 0.728 7 0.737 7 0.740 6 0.667 7
Strategy and plan 0.913 2 0.911 2 0.922 2 0.883 2
Process management
0.808 4 0.800 4 0.826 4 0.750 4
Customer satisfaction 0.731 6 0.779 5 0.719 8 0.700 6
Training and education 0.718 8 0.737 8 0.736 7 0.617 8
Continuous improvement 0.826 3 0.832 3 0.830 3 0.800 3
T
o
t
a
l
Q
u
a
l
i
t
y
M
a
n
a
g
e
m
e
n
t
Communication
0.774 5 0.747 6 0.796 5 0.733 5
Total Quality Management 0.806 0.811 0.816 0.758
58
4.3.1 Leadership
The results show that leadership is the most important factor. It ranked as first position in
the opinion of the overall respondents, owners, contractors, and consultants. The relative
importance indexes of this factor are 0.951, 0.958, 0.957, and 0.917 according to the
overall respondents, owners, contractors, and consultants opinions.
Leadership, considered as the most influential TQM element, affects other elements of the
organization. The degree of visibility and support that management takes in implementing a
total quality management is critical to the success of TQM implementation. This result is
consistent with the result of the research prepared in the West Bank by Baidoun (2004).
TQM is a way of life for an organization. It has to be introduced and led by top
management. This is a key point. Attempts to implement TQM often fail because top
management did not commit to implementing TQM. Commitment and personal
involvement are required from top management in creating and deploying clear quality
values and goals consistent with the objectives of the organization, and in creating and
deploying well-defined systems, methods and performance measures for achieving those
goals. Leadership in TQM requires the manager to provide an inspiring vision, and make
strategic directions that are understand by all to instill values that guide subordinates. For
TQM to be successful, the leader must be committed to leading the employees. A leader
must understand TQM, believe in it and then demonstrate through their daily practices of
TQM. A leader must have strong character including (courage, integrity, compassion,
humour, passion, and wisdom), ability to identify the responsibilities for quality
performance, ability to assign the responsibilities for quality to the department heads. The
leader makes sure that strategies, philosophies, values and goals are transmit down through
out the organization to provide focus, clarity and direction. A key point is that TQM has to
be introduced and lead by top management.
4.3.2 Resource management
The results show that resource management is one of the most important factors that effect
in TQM implementation. The relative importance indexes of this factor are 0.728, 0.737,
0.740, and 0.667 according to the overall respondents, owners, contractors, and consultants
opinions respectively. Resource management is a range of TQM strategies, processes, and
activities designed to support corporate objectives by integrating the needs of the
customers, the organization, and the individuals working in the organization. Both (Bryde
59
and Robinson 2007) and Abu-Hamatteh et al (2003) defined the resource development and
management as one of the important factors in implementing TQM.
4.3.3 Strategy and plan
The results show that the quality strategy and plan factor is one of the most important
factors. It ranked in the second position in the opinion of overall respondents, owners,
contractors, and consultants. The relative importance indexes of this factor are 0.931,
0.911, 0.922, and 0.883 according to the overall respondents, owners, contractors, and
consultants opinion.
Results are supported by a number of other studies such as those conducted by Zhang,
(2001), and by Abu-Hamatteh et al, (2003).
Strategy and plan is one of the most important factors that effect the implementation of
TQM, which enable the institutions to carry out their operations and be prepared for the
future. Strategy and planning is an important factor for the organization to improve quality
management practices. Strategic quality management concepts must be put into practice by
the inclusion of quality objectives in the strategic planning process. Planning develops a
long-term road map with the incorporation of core competencies concepts and emphasizes
the adoption of new technologies. There is no doubt that the implementation of total quality
management requires strategy planning, where TQM may take years to be put it in place
within an organization but a start could be made with fruitful short-term successes. TQM
implementation requires a long period to change the culture.
4.3.4 Process management
The results show that process management is one of the most important factors. The
relative importance indexes of this factor are 0.808, 0.800, 0.826, and 0.750 according to
the overall respondents, owners, contractors, and consultants opinions respectively. A key
part of any total quality strategy is the management of processes. Process refers to some
unique combinations of machine, tools, methods, materials, and people engaged in
production. Process management focuses on the extent of the companys commitment to
setting and implementing a comprehensive methodology to plan, execute, and develop
work systems for all activities within the company. This factor also focuses on promoting
excellent policies, procedures, documents, organizational methods, organizational structure
within the company, and the pursuit of maximum efficiency of coordination between all
levels. It points out the importance of having a comprehensive methodology in running the
customers affairs and requirements.
60
4.3.5 Customer satisfaction
The results show that customer satisfaction is one of the most important factors. The
relative importance indexes of this factor are 0.718, 0.779, 0.719, and 0.700 according to
the overall respondents, owners, contractors, and consultants opinions respectively. TQM
recognizes that a perfectly produced product has little value if it is not what the customer
wants. Organizations need to continually gather information by means of focus groups, and
customer interviews in order to stay in tune with what customers want.
Customer focus can be defined as the degree to which an organization continuously
satisfies customer needs and expectations. A successful organization recognizes the need to
put the customer first in every decision made. The key to quality management is
maintaining a close relationship with the customer in order to fully determine the
customers needs, as well as to receive feedback on the extent to which those needs are
being met. Customer needs should be satisfied in the design phase and development
process, so that there is a less likelihood of quality problems in the construction phase.
Obtaining customer satisfaction information is essential for pursuing customer focus
efforts. Intensive examination of finished projects from the viewpoint of the customer can
be a useful predictor of customer satisfaction. Such information includes data on field
failures, and analysis and reporting of customer attitude trends regarding project quality.
Such information is valuable for new product development. The results of customer
satisfaction surveys can be used to take immediate action on customer complaints, identify
problems requiring generic corrective action, and provide a quantitative measurement of
customer satisfaction (Juran and Gryna, 1993). Thus, it is very important to find customer
satisfaction and perception of quality. The insights gained can clearly help the firm
improve quality.
4.3.6 Training and education
The results show that the training and education factor is one of the most important factors.
The relative importance indices of this factor are 0.718, 0.737, 0.736, and 0.617 according
to the overall respondents, owners, contractors, and consultants opinions respectively.
Employees, from top to bottom of an organization, should be provided with the right level
and standard of education and training to ensure their general awareness and understanding
of quality management concepts. A formal program of education and training needs to be
planned and provided on a timely and regular basis to enable people to cope with
61
increasingly complex problems. Without training it is difficult to solve problems, and,
without education, behavior and attitude change will not take place. The training program
must focus on helping managers to achieve improvements. It also has to be recognized that
not all employees will have received and acquired adequate levels of education. The
structure of the training program may incorporate some updating of basic educational skills
innumeracy and literacy, but it must promote continuing education and self-development.
Training refers to the acquisition of specific skills or knowledge. Training programs
attempt to teach employees how to perform particular activities or a specific job.
Education, on the other hand, is much more general, and attempts to provide employees
with general knowledge that can be applied in many different settings. Training is one of
the most commonly used TQM implementation practices. Organizations that implement
TQM invest heavily in training for employees at different levels. Deming spoke often of
the importance of properly training workers in performing their work. Otherwise, it is
difficult to improve their work.
4.3.7 Continuous improvement
The results show that the continuous improvement factor is one of the most important
factors. It ranked in the third position in the opinion of overall respondents, owners,
contractors, and consultants. The relative importance indexes of this factor are 0.826,
0.832, 0.830, and 0.800 according to the overall respondents, owners, contractors, and
consultants opinion.
Continuous improvement of all operations and activities is at the heart of TQM. Once it is
recognizes that TQM implementation can only be obtained by satisfying continuous
improvement in the organization. As a result, there is a focus on continuous improvement
of the organization's processes. This will lead to an improvement in TQM implementation.
Traditional systems operated on the assumption that once an organization has achieved a
certain level of quality, it was successful and needed no further improvements. Continuous
improvement requires that the organization continually strive to be better through learning
and problem solving. Because the organization can never achieve perfection, the
organization must always evaluate its performance and take measures to improve it.
62
4.3.8 Communication
The results show that the communication factor is one of the most important factors. The
relative indices of this factor are 0.774, 0.747, 0.796, and 0.733 according to the overall
respondents, owners, contractors, and consultants opinions respectively.
The communication process is perhaps the vital link between success and failure of any
good idea or innovation in which the human factor plays a critical role. It is the most
important element in the quality revolution, as it addresses the very issue of changing
peoples mindsets.
The purpose of the communication is not to impose a rigid system from the top, but to
prepare the environment for implementing the TQM with support and guidance. Effective
communication process has the ability to form the construction organization into a coherent
capable of learning and continuous improvement.
The communication process at projects level must attempt to create a shared vision for the
necessity to embrace TQM principles and improve the construction processes, that is, to
prepare the rank and file for cultural changes. It must be honest and positive, convincing
people that their future will be better served if they implement the TQM. This result is
supported by a number of studies such as the research conducted in UK by Oakland and
Aldridge, (1995).
4.4 Degree of agreement among the different types of organizations
To determine whether there is a degree of agreement in the levels of each of the factors
affecting the total quality implementation among each of the owners, contractors and
consultants Kendall's Coefficient of Concordance is used as a measure of agreement among
raters. Each case is a judge or rater and each variable is an item or person being judged. For
each variable, the sum of ranks is computed. Kendall's W ranges between 0 (no agreement)
and 1 (complete agreement). The calculated Kendall's coefficients of concordance for each
field are list in Table 4.16.
Null Hypothesis: H0: There is an insignificant degree of agreement among the owners,
contractors and consultants.
Alternative Hypothesis: H1: There is a significant degree of agreement among the owners,
contractors and consultants.
63
Table 4.16: Kendall's Coefficient of Concordance for each group
No. Field W
Chi-
Square
P-value Decision
1. Leadership 0.797 184.107 0.000 Reject H0
2. Human Resources 0.646 149.226 0.000 Reject H0
3. Information Resources 0.668 154.308 0.000 Reject H0
4. Financial Resources 0.748 172.788 0.000 Reject H0
5. Material Resources 0.727 167.937 0.000 Reject H0
6. Technological Resources 0.502 115.962 0.003 Reject H0
7. Resource Management 0.724 167.244 0.000 Reject H0
8. Quality Strategy and Plan 0.745 172.095 0.000 Reject H0
9. Quality Process System 0.77 177.87 0.000 Reject H0
10. Customer Relationship Management 0.662 152.922 0.000 Reject H0
11. Coordination and Structure 0.796 183.876 0.000 Reject H0
12. Process Management 0.783 180.873 0.000 Reject H0
13. Customer Satisfaction 0.704 162.624 0.000 Reject H0
14. Training and Education 0.706 163.086 0.000 Reject H0
15. Continuous Improvement 0.767 177.177 0.000 Reject H0
16. Communication 0.742 171.402 0.000 Reject H0
17. Total Quality Management
Implementation
0.787 181.797 0.000 Reject H0
ALL 0.786 181.566 0.000 Reject H0
* The agreement is significant at level of significant = 0.05
Since the p-value is less than = 0.05 ( is the level of significance) the null hypothesis,
H
0
, is rejected and the alternative hypothesis, H
1
, is accepted. Therefore, it can be
concluded that there is a significant degree of agreement among the different types of
organizations
4.5 Means differences between the organization type
The Kruskal-Wallis (KW) is used to compare between ranks means of two or more
samples. This test is used in order to examine if there are any significant differences in the
point of view of the respondents (Owners , Contractors and Consultants) regarding the
levels of each of the factors affecting the TQM implementation in construction projects.
The KW results are shown in Table 4.17.
As shown in Table 4.17, all p-values for each group are greater than = 0.05 ( is the level
of significance), thus there are no significant differences between the organization types
(Owners, Contractors, and Consultants) regarding their responses to all fields. So, it can be
concluded that organization types have no effect on the respondents degree.
64
Table 4.17: Kruskal- Wallis test for factors affecting the TQM implementation in
construction projects
No. Field
KW value
P-value
1. Leadership 2.379 0.304
2. Human Resources 1.064 0.587
3. Information Resources 0.627 0.731
4. Financial Resources 0.947 0.623
5. Material Resources 0.845 0.655
6. Technological Resources 2.145 0.342
7. Resource Management 1.161 0.560
8. Quality Strategy and Plan 0.970 0.616
9. Quality Process System 1.784 0.410
10. Customer Relationship Management 3.481 0.175
11. Coordination and Structure 5.171 0.075
12. Process Management 3.954 0.139
13. Customer Satisfaction 2.168 0.338
14. Training and Education 1.695 0.429
15. Continuous Improvement 1.353 0.508
16. Communication 0.268 0.874
17. Total Quality Management 3.052 0.217
ALL 1.936 0.380
4.6 Correlation between each main factor in part three of the
questionnaire and the corresponding factor in part two.
Spearman rank correlation test is used to test if there is a significant relationship between
each main factor influencing the implementation of TQM on Construction in part in part
three of the questionnaire and the corresponding factor in part two. Results are shown in
Table 4.18.
Table 4.18: Correlation between each main factor influencing the implementation of TQM
and the corresponding field
No. Factors
Spearman Correlation
Coefficient
P-value
1. Leadership 0.327 0.002*
2. Resource management 0.125 0.138
3. Strategy and plan 0.256 0.013*
4. Process management 0.341 0.001*
5. Customer satisfaction 0.542 0.000*
6. Training and education 0.451 0.000*
7. Continuous improvement 0.365 0.001*
8. Communication 0.454 0.000*
* Correlation is significant at level of significance = 0.05
65
For all fields except resource management, the p-value ranges between 0.000 and 0.013
which is smaller than = 0.05 ( is the level of significance). It can thus be concluded that
there is a significant relationship between each main factor influencing the implementation
of TQM on construction in part three of the questionnaire and the corresponding factor in
part two. On the other hand, the p-value =0.138 for resource management which is greater
than = 0.05 ( is the level of significance) thus there an insignificant relationship
between resource management as a main factor influencing the implementation of TQM on
construction in part three of the questionnaire and the corresponding factor in part two.
66
Chapter 5
Model Development
Through this research, a model to measure TQM was developed to be used as a tool to
measure TQM in construction projects in Gaza Strip. This Chapter describes the
methodology used to develop this model.
In 1906, the Italian economist Vilfredo Pareto created a mathematical formula to describe
the unequal distribution of wealth in his country, observing that twenty percent of the
people own eighty percent of the wealth, which means 20% of factors, achieves 80% of the
importance percentage.
The Pareto approach was used to develop the model. This approach was developed and
applied based on calculating the importance percentages of main and sub-factors. The
model represents the critical success factors of TQM implementation on construction
projects in Gaza Strip.
5.1 Model development steps
A model has been developed to estimate the importance of each of the main factors and sub
factors. To develop the model the following steps has been followed:
Step1: Calculation of the importance percentages of the main factors according to their
impact on the TQM implementation, by summing the RII of the main factors, which were
obtained in Chapter 4, then equation 5.1 is used to calculate the importance percentage for
each element as shown in the fourth column of Table 5.1.
Importance percentage for main factors (
i
) =
=
8
1 i
i
RII
i
RII
*100% (5.1)
i= Main factors
j= Group factors
k= Sub factors
67
Table 5.1: The importance percentages of the main factors
No. Factors RII
i
i
=
=
8
1 y
i
RII
i
RII
*100%
1.
Leadership 0.802
1
= 12.942%
2.
Resource management 0.726
2
= 11.715%
3.
Strategy and plan 0.796
3
= 12.845%
4.
Process management 0.781
4
= 12.603%
5.
Customer satisfaction 0.767
5
= 12.377%
6.
Training and education 0.740
6
= 11.941%
7.
Continuous improvement 0.799
7
= 12.893%
8.
Communication 0.786
8
= 12.684%
TQM
=
8
1 i
i
RI = 6.197
Step2: Calculation of the importance percentage (
ij
) for groups' factors under main factors
in reference to their impact on TQM implementation using equation 5.2.
(
ij
) =
i
*
=
5
1 j
ij
RI
ij
RI
(5.2)
For example to calculate the importance of groups factors under resource management
main factor the following procedures can be follow:
a. Summation of RII
2j
for the resource management sub-groups. Then the G
2j
is calculated
to representing the percentage for each factor in reference to resource management sub-
group as shown in the third column of Table 5.2. Then G
2j
is multiplied by
2
as in
equation 5.3 in order to calculate the percentage of each factor in reference to its impact
on TQM implementation
ij
as in column 4 in Table 5.2
The percentage of group factors under resource management's factor
(
2j
) =
2
*
=
5
1
2
2
j
j
RI
j
RI
(5.3)
68
Table 5.2: The importance percentages for groups factors under resource management
Factors RII
2j
=
5
1
2
2
j
j
RII
j
RII
2j
=
2
*
=
5
1
2
2
j
j
RII
j
RII
Human resources 0.713 a
1
= 18.553%
1a
= 2.174%
Information resources 0.733 a
2
= 19.074%
2a
= 2.234%
Financial resources 0.778 a
3
= 20.245%
3a
= 2.372%
Material resources 0.971 a
4
= 25.267%
4a
= 2.960%
Technological resource 0.648 a
5
= 16.862%
5a
= 1.975%
Resource management
=
5
1
2
i
j
RII =3.843
Also, calculate the importance of groups factors under process management main factor the
following procedures can be follow:
b. Summation of RII
4j
for the process management sub-groups. Then the G
4j
is calculated
to represent the percentage of each factor in reference to process management sub-
group as shown in the third column of Table 5.3. Then G
4j
is multiplied by
4
as in
equation 5.4 in order to calculate the percentage of each factor in reference to its impact
on TQM implementation as in column 4 in Table 5.3
The percentage of groups' factors under process management's factor (
4j
)
=
4
*
=
3
1
4
4
j
j
RII
j
RII
(5.4)
Table 5.3: The importance percentages for group factors under process management
Factors RII
4j
(G
4j
) =
=
3
1
4
4
j
j
RII
j
RII
(
4j
) =
4
* G
4j
Quality process system 0.713 b
1
= 33.549%
1b
= 2.174%
Customer relationship 0.733 b
2
= 31.266%
2b
= 2.234%
Coordination and structure 0.778 b
3
= 35.185%
3b
= 2.372%
Process management
=
3
1 i
Gib= 3.843
69
Step3: Calculation of the importance percentage for sub-factors in reference to their impact
on TQM implementation by using equation 5.5.
The importance percentage of sub-factors = (
ijk
) =
ij
*
=
k
j
ijk
RII
ijk
RII
1
(5.5)
i= Main factors, j= Group factors, and k= Sub factors
Table 5.4: The importance percentages for sub-factors
Main
factor
Factors RII
ijk
=
k
j
ijk
RII
ijk
RII
1
ijk
Top management commitment
to total quality management
0.918 0.0954
111
=0.0123
Strong character of leaders such
as (humility; courage; integrity;
compassion; humor; passion;
and wisdom)
0.905 0.0941
112
=0.0122
Middle management and
employees commitment
0.867 0.0901
113
=0.0117
Attached to quality by the top
management in relation to cost
and schedule objectives
0.838 0.0871
114
=0.0113
Ability to assign the
responsibilities for quality on
the department heads
0.821 0.0853
115
=0.0110
Ability of top management to
identify the responsibilities for
quality performance
0.800 0.0832
116
=0.0108
Involvement with customers
and suppliers
0.787 0.0818
117
=0.0106
Support of total quality by
provision of appropriate
resources and assistance
0.777 0.0808
118
=0.0105
Support of total quality in
organization culture
0.767 0.0797
119
=0.0103
Involvement in total quality
objective task definition,
budgeting, and measurement
0.762 0.0792
1,1,10
=0.0102
Development a long-term
vision
0.756 0.0786
1,1,11
=0.0102
1
.
L
e
a
d
e
r
s
h
i
p
Active promotion of total
quality outside the organization
0.623 0.0648
1,1,12
=0.0084
70
2. Resource management
Incentives system
0.918 0.2259
211=
0.0049
Methodology for gathering and
analyzing information
0.905 0.2237
212=
0.0049
Training needs and evaluating it
0.867 0.2066
213=
0.0045
Suggestions and complaints
system
0.838 0.1777
214=
0.0039
2
.
1
H
u
m
a
n
r
e
s
o
u
r
c
e
s
Welfare program
0.821 0.1662
215=
0.0036
Information system
0.792 0.3600
221
=0.0080
Information system covering
most of the duties
0.736 0.3345
222
=0.0075
2
.
2
I
n
f
o
r
m
a
t
i
o
n
r
e
s
o
u
r
c
e
s
Program for specifying the
needs for information system
0.672 0.3055
223
=0.0068
Plans to increase income, cut
down on expenditure
0.885 0.2846
231
=0.0067
Methodology of preparing
budget
0.800 0.2572
232
=0.0061
Meeting the budget
0.715 0.2299
233
=0.0055
2
.
3
F
i
n
a
n
c
i
a
l
r
e
s
o
u
r
c
e
s
Corrective action to control
project cost
0.710 0.2283
234
=0.0054
Storage system
0.885 0.3688
241
=0.0109
Specifying the required material
0.800 0.3333
242
=0.0099
2
.
4
M
a
t
e
r
i
a
l
r
e
s
o
u
r
c
e
System for the best selection of
material resources
0.715 0.2979
243
=0.0088
Specifying the need for new
technologies
0.733 0.2828
251
=0.0056
Corrective action to improve
the technical requirements
control
0.628 0.2423
252
=0.0048
Transferring technology and
focusing on research and
development
0.621 0.2396
253
=0.0047
2
.
4
T
e
c
h
n
o
l
o
g
i
c
a
l
r
e
s
o
u
r
c
e
s
System for the best use of
technology
0.610 0.2353
254
=0.0046
71
Identifying the goals
0.893 0.1400
311
=0.0180
Establishing strategic base on
the concept of TQM
0.844
0.1323
312
=0.0170
Identifying the organization
mission and vision
0.838
0.1313
313
=0.0169
Control and improve of plans
0.836 0.1310
314
=0.0168
Analysis of internal and
external environment
0.805
0.1262
315
=0.0162
Establishing strategic base on
information relevant to TQM
0.800
0.1254
316
=0.0161
Communication strategies
0.692 0.1085
317
=0.0139
3
.
S
t
r
a
t
e
g
y
a
n
d
p
l
a
n
Identifying customers and their
need
0.672 0.1053
318
=0.0135
4. Process management
Time 0.921 0.1182
411
=0.0050
Project objectives 0.854 0.1096
412
=0.0046
Conformance to safety process 0.826 0.1060
413
=0.0045
Conformance to owner's 0.800 0.1026
414
=0.0043
Conformance to codes and
standards
0.782 0.1003
415
=0.0042
Conformance to control 0.792 0.1016
416
=0.0043
Conformance to documentation 0.733 0.0940
417
=0.0040
Conformance to calculation
standards
0.700 0.0898
418
=0.0038
Engineering drawings based on
local standard
0.697 0.0894
419
=0.0038
4
.
1
Q
u
a
l
i
t
y
p
r
o
c
e
s
s
s
y
s
t
e
m
Conformance to design
processes and procedures
0.690 0.0885
4,1,10
=0.0038
Methodology for gathering and
analyzing information.
0.795 0.3647
421
=0.0144
System to specify needs
0.726 0.3330
422
=0.0131
4
.
2
C
u
s
t
o
m
e
r
r
e
l
a
t
i
o
n
s
h
i
p
System for suggestions and
complaints
0.659 0.3023
423
=0.0119
Job description
0.874 0.2140
431
=0.0095
Mechanism of coordination
between different project
parties and levels
0.821 0.2010
432
=0.0089
Methodology for setting and
improving the organization
structure
0.808 0.1978
433
=0.0088
Mechanism for ensuring
coordination
0.803 0.1966
434
=0.0087
4
.
3
C
o
o
r
d
i
n
a
t
i
o
n
a
n
d
s
t
r
u
c
t
u
r
e
Methodology for authority
delegation
0.779 0.1907
435
=0.0085
72
Achieve the plane 0.860 0.2243
511
=0.0278
The contractor's abilities to
cooperate and the skills of the
contractor's workers and
supervisors
0.834 0.2175
512
=0.0269
Response time for customer
requests.
0.735 0.1917
513
=0.0237
Measure overall customer
satisfaction
0.727 0.1896
514
=0.0235
5
.
C
u
s
t
o
m
e
r
s
a
t
i
s
f
a
c
t
i
o
n
Continuity and future work with
same customer
0.679 0.1771
515
=0.0219
Develop team work between
employees
0.821 0.1387
611
=0.0166
Training in the "total quality
concept"
0.808 0.1365
612
=0.0163
Training given to managers,
supervisors and employees
related to quality
0.805 0.1360
613
=0.0162
Training in interactive skills
such as communication skills,
meeting skills, and leadership
skills
0.759 0.1282
614
=0.0153
Availability of resources for
employee training in the
company
0.741 0.1252
615
=0.0149
Employees receive training in
specific skills (technical and
vocational)
0.700 0.1183
616
=0.0141
Training in problem
identification and solving skills,
quality improvement skills
0.649 0.1096
617
=0.0131
6
.
T
r
a
i
n
i
n
g
a
n
d
e
d
u
c
a
t
i
o
n
Training in statistical
improvement techniques
0.636 0.1075
618
=0.0128
Searching for root causes when
diagnosing the system
malfunction
0.821 0.1712
711
=0.0221
working smoothly in teams
0.815 0.1700
712
=0.0219
The quality of data which use to
evaluate supervisor and
managerial performance
0.808 0.1685
713
=0.0217
Regular evaluation for the
operating system
0.797 0.1662
714
=0.0214
Benchmarking to improve a
systems or subsystems and
implement/monitor programs
0.792 0.1652
715
=0.0213
7
.
C
o
n
t
i
n
u
o
u
s
i
m
p
r
o
v
e
m
e
n
t
Gradual future change
0.762 0.1589
716
=0.0205
73
Good communications between
different departments
0.838 0.2134
811
=0.0271
Effective top-down and bottom-
up communication
0.805 0.2050
812
=0.0260
Formal feedback 0.795 0.2024
813
=0.0257
Feedback on quality issues 0.784 0.1996
814
=0.0253
8
.
C
o
m
m
u
n
i
c
a
t
i
o
n
Quality techniques/tools to
solve problems
0.705 0.1795
815
=0.0228
Step4: The sub-factors are organized in a descending order of priority and the sub factors'
cumulative percentage is calculated to use the Pareto principle, which states that 20% of the
factors achieve 80% of the importance percentage to find the critical success factors of
TQM implementation. Table 5.5 shows the Cumulative percentages of sub-factors in
descending arrangement
Table 5.5: Cumulative percentages of sub-factors in descending arrangement
NO Factors
ijk
Sub factor
percentage
related to
TQM
Cumulative
Sub factor
percentage
1. Achieve the plan
511
0.02776 0.02776
2. Good communications
between different
departments
811
0.02707 0.05482
3. The contractor's abilities to
cooperate and the skills of
the contractor's workers and
supervisors
512
0.02692 0.08174
4. Effective top-down and
bottom-up communication
812
0.02600 0.10774
5.
Formal feedback
813
0.02568 0.13342
6.
Feedback on quality issues
814
0.02532 0.15874
7. Response time for customer
requests.
513
0.02372 0.18246
8. Measure overall customer
satisfaction
514
0.02346 0.20592
9. Quality techniques/tools to
solve problems
815
0.02277 0.22869
10. Searching for root causes
when diagnosing the system
malfunction
711
0.02208 0.25077
11. working smoothly in teams
515
0.02191 0.27268
12. Continuity and future work
with same customer
712
0.02191 0.29460
74
13. The quality of data which
use to evaluate supervisor
and managerial
performance
713
0.02173 0.31632
14. Regular evaluation for the
operating system
714
0.02143 0.33775
15. Benchmarking to improve a
systems or subsystems and
implement/monitor
programs
715
0.02130 0.35905
16. Gradual future change
716
0.02049 0.37954
17. Identifying the goals
311
0.01798 0.39752
18. Establishing strategic base
on the concept of total
quality management
312
0.01699 0.41451
19. Identifying the organization
mission and vision
313
0.01687 0.43138
20. Control and improve of
plans
314
0.01683 0.44821
21. Develop team work
between employees
611
0.01656 0.46478
22. Training in the "total quality
concept"
612
0.01630 0.48108
23. Training given to managers,
supervisors and employees
related to quality
315
0.01624 0.49732
24. Analysis of internal and
external environment
613
0.01621 0.51352
25. Establishing strategic base
on information relevant to
total quality
316
0.01611 0.52963
26. Training in interactive skills
such as communication
skills, meeting skills, and
leadership skills
614
0.01531 0.54494
27. Availability of resources for
employee training in the
company
615
0.01495 0.55989
28. Methodology for gathering
and analyzing information.
421
0.01437 0.57426
29. Employees receive training
in specific skills (technical
and vocational)
616
0.01412 0.58839
30. Communication strategies
317
0.01393 0.60232
31. Identifying customers and
their need
318
0.01353 0.61585
32.
System to specify needs
422
0.01312 0.62897
75
33. Training in problem
identification and solving
skills, quality improvement
skills
617
0.01309 0.64206
34. Training in statistical
improvement techniques
618
0.01283 0.65489
35. Top management
commitment to total quality
management
111
0.01235 0.66724
36. Strong character of leaders
such as (humility; courage;
integrity; compassion;
humour; passion; and
wisdom)
112
0.01217 0.67941
37. System for suggestions and
complaints
423
0.01191 0.69132
38. Middle management and
employees commitment
113
0.01166 0.70299
39. Attached to quality by the
top management in relation
to cost and schedule
objectives
114
0.01127 0.71426
40. Ability to assign the
responsibilities for quality
on the department heads
115
0.01104 0.72530
41.
Storage system
241
0.01092 0.73621
42. Ability of top management
to identify the
responsibilities for quality
performance
116
0.01076 0.74697
43. Involvement with customers
and suppliers
117
0.01058 0.75756
44. Support of total quality by
provision of appropriate
resources and assistance
118
0.01045 0.76801
45. Support of total quality in
organization culture
119
0.01032 0.77833
46. Involvement in total quality
objective task definition,
budgeting, and
measurement
1,1,10
0.01025 0.78857
47. Development a long-term
vision
1,1,11
0.01017 0.79874
48. Specifying the required
material
242
0.00987 0.80861
49.
Job description
431
0.00949 0.81810
50. Mechanism of coordination
between different project
parties and levels
432
0.00891 0.82701
76
51. System for the best
selection of material
resources
243
0.00882 0.83583
52. Methodology for setting and
improving the organization
structure
433
0.00877 0.84460
53. Mechanism for ensuring
coordination
434
0.00872 0.85331
54. Methodology for authority
delegation
435
0.00846 0.86177
55. Active promotion of total
quality outside the
organization
1,1,12
0.00838 0.87015
56. Information system
221
0.00804 0.87819
57. Information system
covering most of the duties
222
0.00748 0.88567
58. Program for specifying the
needs for information
system
223
0.00683 0.89250
59. Plans to increase income,
cut down on expenditure
231
0.00675 0.89924
60. Methodology of preparing
budget
232
0.00610 0.90534
61. Specifying the need for new
technologies
251
0.00559 0.91093
62. Meeting the budget
233
0.00545 0.91638
63. Corrective action to control
project cost
234
0.00541 0.92180
64.
Time
411
0.00500 0.92679
65. Incentives system
211
0.00490 0.93170
66. Methodology for gathering
and analyzing information
212
0.00485 0.93655
67. Corrective action to
improve the technical
requirements control
252
0.00479 0.94134
68. Transferring technology and
focusing on research and
development
253
0.00473 0.94607
69. System for the best use of
technology
254
0.00465 0.95072
70.
Project objectives
412
0.00463 0.95535
71. Training needs and
evaluating it
213
0.00448 0.95983
72. Conformance to safety
process
413
0.00448 0.96431
73.
Conformance to owner's
414
0.00434 0.96865
74. Conformance to control
416
0.00430 0.97295
77
75. Conformance to codes and
standards
415
0.00424 0.97719
76. Conformance to
documentation
417
0.00398 0.98117
77. Suggestions and complaints
system
214
0.00386 0.98502
78. Conformance to calculation
standards
418
0.00380 0.98882
79. Engineering drawings based
on local standard
419
0.00378 0.99260
80. Conformance to design
processes and procedures
4,1,10
0.00377 0.99637
81. Welfare program
215
0.00363 1.00000
Step5: Fig. 5.1 and 5.2 show that 80% of the results were achieved by 47 sub factors,
meaning that the 80/20 assumption is not applicable. However the critical success sub
factors (CSsF) were assumed as the sub factors that meet 70% of the importance of the
Pareto Chart which are 38 sub factors according to the Fig. 5.1 and 5.2.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0 20 40 60 80 100
Number of factors
C
u
m
u
l
a
t
i
v
e
p
e
r
c
e
n
t
a
g
e
Fig. 5.1: Pareto chart for TQM sub factors number
78
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0% 20% 40% 60% 80% 100%
Percentage of factors
C
u
m
u
l
a
t
i
v
e
p
e
r
c
e
n
t
a
g
e
Fig. 5.2: Pareto chart for TQM sub factors percentage
Step6: After finding the critical success sub factors that effect in the TQM implementation,
they are rearranged based on their main group as shown in Table 5.6. The sum of these
parameters represents about 70%, to change it to 100% representation the sub factors were
multiplied by 100% and divided by the overall total of the percentages as shown in the
fourth column of Table 5.6.
Table 5.6: Modify critical success sub factors of TQM implementation
Main
factor
Factors CSsF
i1
CSsF
i1
*100
CSsF
Top management commitment to TQM
111
=0.0123 1.76%
Strong character of leaders such as
(courage; integrity; compassion; humor;
passion; and wisdom)
112
=0.0122 1.73%
L
e
a
d
e
r
s
h
i
p
Middle management and employees
commitment
113
=0.0117 1.66%
Identifying the goals
311
=0.0180 2.56%
Establishing strategic base on the
concept of total quality management
312
=0.0170 2.42%
Identifying the organization mission and
vision
313
=0.0169 2.40%
Control and improve of plans
314
=0.0168 2.39%
Analysis of internal and external
environment
315
=0.0162 2.31%
Establishing strategic base on
information relevant to total quality
316
=0.0161 2.29%
Communication strategies
317
=0.0139 1.98%
S
t
r
a
t
e
g
y
a
n
d
p
l
a
n
Identifying customers and their need
318
=0.0135 1.92%
79
Methodology for gathering and
analyzing information.
421
=0.0144
2.04%
System to specify needs
422
=0.0131
1.87%
P
r
o
c
e
s
s
m
a
n
a
g
e
m
e
n
t
System for suggestions and complaints
423
=0.0119
1.69%
Achieve the plan
511
=0.0278 3.95%
The contractor's abilities to cooperate
and the skills of the contractor's workers
and supervisors
512
=0.0269 3.83%
Response time for customer requests
513
=0.0237 3.37%
Measure overall customer satisfaction
514
=0.0235 3.34%
C
u
s
t
o
m
e
r
s
a
t
i
s
f
a
c
t
i
o
n
Continuity and future work with same
customer
515
=0.0219 3.12%
Develop team work between employees
611
=0.0166 2.36%
Training in the "total quality concept"
612
=0.0163 2.32%
Training given to managers, supervisors
and employees related to quality
613
=0.0162 2.31%
Training in interactive skills such as
communication skills, meeting skills,
and leadership skills
614
=0.0153 2.18%
Availability of resources for employee
training in the company
615
=0.0149 2.13%
Employees receive training in specific
skills (technical and vocational)
616
=0.0141 2.01%
Training in problem identification and
solving skills, quality improvement
skills
617
=0.0131 1.86%
T
r
a
i
n
i
n
g
a
n
d
e
d
u
c
a
t
i
o
n
Training in statistical improvement
techniques
618
=0.0128 1.83%
Searching for root causes when
diagnosing the system malfunction
711
=0.0221 3.14%
working smoothly in teams
712
=0.0219 3.12%
The quality of data which use to
evaluate supervisor and managerial
performance
713
=0.0217 3.09%
Regular evaluation for the operating
system
714
=0.0214 3.05%
Benchmarking to improve a systems or
subsystems and implement/monitor
programs
715
=0.0213 3.03%
C
o
n
t
i
n
u
o
u
s
i
m
p
r
o
v
e
m
e
n
t
Gradual future change
716
=0.0205 2.91%
80
Good communications between
different departments
811
=0.0271 3.85%
Effective top-down and bottom-up
communication
812
=0.0260 3.70%
Formal feedback
813
=0.0257 3.65%
Feedback on quality issues
814
=0.0253 3.60%
C
o
m
m
u
n
i
c
a
t
i
o
n
Quality techniques/tools to solve
problems
815
=0.0228 3.24%
TQM
CSsF =70.3%
=100%
From the results it is clear that the critical main factors affect TQM implementation are
leadership, strategy plan, process management, customer satisfaction, training and
education, continuous improvement, and communication. Fig. 5.3 shows the importance
percentage of each main critical success factors of TQM implementation.
Fig. 5.3: Critical success factors of TQM implementation
81
5.2 Model application
In order to create a practical, easy to use model that measures TQM implementation an
Excel form was developed. The model was developed base on the modified importance
percentage for the critical success sub-factors. The critical success factor are answered by
the user, who suggests a value that quantifies the extent to which the organization has
achieved on this factor X, the model then calculate the organizations achievement of the
TQM by multiplying the modified importance percentage by X.
5.3 Model verification
Model verification was considered to ensure the soundness and usefulness of the model. A
North Gaza Emergency Sewage Treatment Project, which has both a quality control
manager and skilled staff, was chosen to che
ck the model. The owner, consultant and contractor were given the model and the data to
fill out. The results were achieved by 72%, 73% and 72% according to the owner,
contractor and consultant respectively. These percentages may be considered as relatively
high and are very close which reflect the close views of the three types of organizations.
5.4 Using the model
The results of this chapter clearly indicate that there are seven critical success factors with
38 critical sub factors were needed for the successful implementation of TQM in Gaza
Strip organizations. From the results a model has been developed. This model describes the
primary quality management methods, which may be used to assess an organizations
present strengths and weaknesses with regard to its use of quality management methods.
The model has a main interface, which contains the seven critical factors as shown in
Appendix C. By pressing any of these buttons a new page will appear, the user completes
column (X) by a percentage ranging from 0 to 100 based on the extent that the sub factors
has been actually applied then the user presses in TQM in the same page to return to the
main interface. This is repeated for all the main factors. The final result that represents the
percentage of applying TQM by the organization is then displayed.
82
Chapter 6
Conclusions and Recommendations
6.1 Conclusions
The findings of thesis revealed the important of TQM implementation. TQM appears to be
a concept which is difficult to summarize in a short definition. TQM is a continuous
process of incremental improvements. It gives the organization a competitive edge. Any
organization, which ignores TQM, is doing itself a disservice.
This research determines the success factors necessary for the implementation of TQM at
various phases of the project planning, design and construction in Gaza Strip. An extensive
review of TQM literature from quality gurus, quality award models, and other quality
management research results, reveal 8 main factors with 81 sub factors were defined as a
success factors and considered in the questionnaire. A factor analysis was carried out on the
collected data, and Pareto principle was used which identified seven critical success factors
with 38 sub critical success factors of TQM. The results of the study clearly indicate that
continuous improvement is the most critical factor for the successful implementation of
TQM in Gaza Strip organizations followed by strategy plan, communication, customer
satisfaction, training and education, process management, then leadership. The validity
analysis on the results were also conducted to determine whether there is a degree of
agreement in the levels of each of the factors affecting the total quality implementation
among each of the owners, contractors and consultants. We can be concludes that there is a
significant degree of agreement among the different types of organizations.
However, in this thesis the following objectives were achieved:
The critical success factors that affect the quality during project phases were
defined.
The degree of consistency in terms of perceptions of quality between the different
types of organizations was studded, and there is a significant degree of agreement
among the different types of organizations.
The relative weights of the impacting factors were derived to provide the guidelines
to implementing total quality management.
A model has been developed. This model describes the primary quality
management methods, which may be used to assess an organizations present
strengths and weaknesses with regard to its use of quality management methods
83
The results of the study clearly indicate number of critical sub factors were needed for the
successful implementation of TQM in Gaza Strip organizations such as:
Top management and employees commitment to implementing TQM on
construction projects
Strong character of leaders such as (courage; integrity; compassion; humour;
passion; and wisdom)
Establish strategic goals, mission and vision base on the concept of TQM and bind
all parties together including subcontractors these goals.
Organizations need to pursue continuous improvement while maintaining a long-
term perspective. Improvement will have to be made both in the processes and the
organizational system in order for the TQM program to be successful.
Educate the managers in a leadership role of quality management principles and
techniques. Without this, it is difficult to envisage that managers can provide the
vision and leadership necessary to change the culture of the organization.
Educate the manager in accomplished first, as managers must fully understand and
support the TQM process and actively participate in implementing it.
Human resource with appropriate experience of the TQM in construction projects in
order to be able to implement it. This human resource must be empowered,
involved and trained in the concept of TQM.
Develop closer, more productive relationships among owners, consultants,
contractors, subcontractors and suppliers.
Work on improving human relationships in the same way that they do for their
external customers, through effective communication and improved project
coordination.
However, any attempt to bring about meaningful change with respect to implementing
TQM in construction sites will only succeed if top management is committed and involved
in the TQM process.
84
6.2 Recommendations
The following points can be recommended to all parties in order to implement TQM on
construction projects in Gaza Strip.
It is recommended to identify the critical success factors of TQM implementation by
using AHP approach that because using traditional questionnaire caused the results to
be very closed.
Investigate the cost of each TQM success factor and using the results in this thesis to
develop an optimization model to identify the factor that effect in TQM implementation
with least cost.
Government is recommended to construct new warehouse in settlement of Gaza Strip to
store the required construction materials. This proposal is a partially solution of borders
closures matters.
Owners are recommended to pre-qualify contractors and consider TQM as criteria in
awarding contracts.
85
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90
List of Appendixes
Appendix (A) Questionnaire
Appendix (B) Validity of Questionnaire
Appendix (C) Excel Model
91
Appendix (A)
Questionnaire
ISLAMIC UNIVERSITY
ENGINEERING FACULTY
CIVIL ENGINEERING DEPARTMENT
Master Program in Construction Management
(Questionnaire)
Critical Success Factors of Total Quality Management (TQM)
Implementation on Construction Projects in Gaza Strip.
.
Researcher
Mustafa Al-tayeb
Supervisors
Dr. Jihad T. Hamed and Dr. Salah R. Agha
December /2007
92
Appendix (A) Questionnaire
This questionnaire is required to be filled with exact relevant facts as
much as possible. .
All data included in this questionnaire will be used only for academic
research and will be continue confidential.
.
After all questioner are collected and analyzed, interested participants of
this study will be given feed back on the overall research result.
.
93
Appendix (A) Questionnaire
Section 1: Organization profile. :
Please mark the relevant choice.
1-Type of organization
Owner
Contractor
Consultant
2- years of experience in the construction field
5 year or less
5-10 years 5 10
More than 10 years
3- Number of the full time employees
4- Classification (contracting companies) ) (
First class
Second class
5- Respondent position
Manager
Vice Manager
Project Manager
Site Engineer
94
Appendix (A) Questionnaire
6-Number of projects executed in the last ten years
Less than 10 10
11 to 20 20 11
21 to 30 21 30
More than 30 30
7- The dollar value of construction project performed during the last ten
years
Less than 2 million dollars 2
2 to 5 million dollars 5 2
5 to 10 million dollars 10 5
More than 10 million dollars 10
95
Appendix (A) Questionnaire
Section 2: Sub success factors of Total Quality Management
implementation on construction projects in Gaza Strip.
Please identify the degree of importance of sub factors influence in implementing Total
Quality Management on construction in Gaza.
.
Very low importance=1 low importance=2 Medium importance=3
Important=4 Very
important=5
2.1 Leadership
Degree of Importance.
5 4 3 2 1
Factors NO
Main
factor
Top management commitment to TQM
1.
Middle management and employees commitment
2.
Ability of top management to identify the
responsibilities for quality performance
3.
Ability to distribute the responsibilities for quality on
the department heads
4.
Attached to quality by the top management in
relation to cost and schedule objectives
5.
Involvement with customers and suppliers
6.
Support of total quality by provision of appropriate
resources and assistance
7.
Active promotion of total quality outside the
organization
8.
Support of total quality in organization culture
9.
L
e
a
d
e
r
s
h
i
p
96
Appendix (A) Questionnaire
2.2 Resource management
2.2.1 Human resources
Involvement in toal quality objective task definition,
budgeting, and measurement
10.
Development a long-term vision
11.
strong character of leaders such as (humility;
courage; integrity; compassion; humour; passion; and
wisdom)
)
(
12.
L
e
a
d
e
r
s
h
i
p
Degree of Importance.
5 4 3 2 1
Factors No
Main
factor
Methodology for collecting and analyzing
information
1.
Welfare program
2.
Suggestions and complaints system
3.
Training needs and evaluating it
4.
Incentives system
5.
H
u
m
a
n
r
e
s
o
u
r
c
e
s
Resource
management
Human
resources
Information
resources
Financial
resources
Material
resources
Technological
resources
97
Appendix (A) Questionnaire
2.2.2 Information resources
2.2.3 Financial resources
2.2.4 Material resources
Degree of Importance.
5 4 3 2 1
Factors No
Main
factor
Information system
1.
Program for specifying the needs for information
system
2.
Information system covering most of the duties
3.
I
n
f
o
r
m
a
t
i
o
n
r
e
s
o
u
r
c
e
s
Degree of Importance.
5 4 3 2 1
Factors No
Main
factor
Methodology of preparing budget
1.
Plans to increase income, cut down on expenditure
2.
Corrective action to control project cost
3.
Meeting the budget
4.
F
i
n
a
n
c
i
a
l
r
e
s
o
u
r
c
e
s
Degree of Importance.
5 4 3 2 1
Factors NO
Main
factor
Specifying the required material
1.
Storage system
2.
System for the best use of material resources
3.
M
a
t
e
r
i
a
l
r
e
s
o
u
r
c
e
s
98
Appendix (A) Questionnaire
2.2.5 Technological resources
Strategy and plan .3 2
Degree of Importance.
5 4 3 2 1
Factors No
Main
factor
Specifying the need for new technologies
.
1.
Transferring technology and focusing on research
and development
2.
System for the best use of technology.
3.
Corrective action to improve the technical
requirements control
4.
T
e
c
h
n
o
l
o
g
i
c
a
l
r
e
s
o
u
r
c
e
s
Degree of Importance.
5 4 3 2 1
Factors No
Main
factor
Establishing strategic base on the concept of total
quality management
1.
Establishing strategic base on information relevant to
total quality
2.
Identifying the goals
3.
Identifying the organization mission and vision
4.
Identifying customers and their need
5.
Analysis of internal and external environment
6.
Control and improve of plans
7.
Communication strategies
8.
S
t
r
a
t
e
g
i
c
a
n
d
p
l
a
n
99
Appendix (A) Questionnaire
Process management .4 2
2.4.1 Quality process system
Degree of Importance.
5 4 3 2 1
Factors No
Main
factor
Project objectives
1.
Conformance to codes and standards
2.
Conformance to owners
.
3.
Time
4.
Conformance to control
5.
Conformance to safety process
6.
Conformance to design processes and procedures.
.
7.
Engineering drawings based on local standard.
.
8.
Conformance to documentation.
9.
Conformance to calculation standards.
.
10.
Q
u
a
l
i
t
y
p
r
o
c
e
s
s
s
y
s
t
e
m
Process
management
Quality Process
system
Customer Relation
management
Coordination and
structure
100
Appendix (A) Questionnaire
2.4.2 Customer relationship management
2.4.3 Coordination and structure
Degree of Importance.
5 4 3 2 1
Factors No
Main
factor
Methodology for gathering and analyzing
information.
1.
System to specify needs.
2.
System for suggestions and complaints.
3.
C
u
s
t
o
m
e
r
r
e
l
a
t
i
o
n
s
h
i
p
m
a
n
a
g
e
m
e
n
t
Degree of Importance.
5 4 3 2 1
Factors No
Main
factor
Methodology for setting and improving the
organization structure
1.
Mechanism of coordination between different
project parties and levels
2.
Mechanism for ensuring coordination
3.
Methodology for authority delegation
4.
Job description
5.
C
o
o
r
d
i
n
a
t
i
o
n
a
n
d
s
t
r
u
c
t
u
r
e
101
Appendix (A) Questionnaire
Customer satisfaction .5 2
Training and education 2.6
Degree of Importance.
5 4 3 2 1
Factors No
Main
factor
The contractors abilities to cooperate and the skills
of the contractors workers and supervisors
1.
Measure overall customer satisfaction
2.
Response time for customer requests.
3.
Achieve the plan
4.
Continuity and future work with same customer
5.
C
u
s
t
o
m
e
r
s
a
t
i
s
f
a
c
t
i
o
n
Degree of Importance.
5 4 3 2 1
Factors No
Main
factor
Develop team work between employees
1.
Training given to managers, supervisors and
employees related to quality
2.
Training in the total quality concept
" "
3.
Employees receive training in specific skills
(technical and vocational)
4.
Training in statistical improvement techniques
5.
Availability of resources for employee training in the
company
6.
Training in interactive skills such as communication
skills, meeting skills, and leadership skills
7.
Training in problem identification and solving skills,
quality improvement skills
8.
T
r
a
i
n
i
n
g
a
n
d
e
d
u
c
a
t
i
o
n
102
Appendix (A) Questionnaire
Continuous improvement .7 2
Communication .8 2
Degree of Importance.
5 4 3 2 1
Factors No
Main
factor
Searching for root causes when diagnosing the
system malfunction
1.
Benchmarking to improve a systems or subsystems
and implement/monitor programs
2.
working smoothly in teams
3.
Gradual future change
4.
Regular evaluation for the operating system
5.
The quality of data which use to evaluate supervisor
and managerial performance
6.
C
o
n
t
i
n
u
o
u
s
i
m
p
r
o
v
e
m
e
n
t
Degree of Importance.
5 4 3 2 1
Factors No
Main
factor
Good communications between different departments
1.
Quality techniques/tools to solve problems
2.
Effective top-down and bottom-up communication
3.
Formal feedback
4.
Feedback on quality issues
5.
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Appendix (A) Questionnaire
Section 3: Maine factors of Total Quality Management implementation on
construction projects in Gaza Strip.
: .
Please identify the degree of importance of main factors influencing the implementation of
Total Quality Management on construction in Gaza.
.
Very low importance=1 low importance=2 Medium importance=3
Important=4 Very
important=5
,s.... .. ,s. ,s..
Degree of Importance.
5 4 3 2 1
Factors No
Main
factor
Leadership
1.
Resource management
2.
Strategy and plan
3.
Process management
4.
Customer satisfaction
5.
Training and education
6.
Continuous improvement
7.
Communication
8.
F
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t
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s
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T
Q
M
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104
Appendix (B)
Validity of Questionnaire
P-value (Sig.) was used to measure the validity of the questionnaire between each field and
the mean of all fields of the questionnaire.
Table 1 clarifies the correlation coefficient for each item of the Human Resources and the
total of the field. The p-values (Sig.) are less than 0.01, so the correlation coefficients of
this field are significant at = 0.01, so it can be said that the paragraphs of this field are
consistent and valid to be measure what it was set for.
Table 1: Correlation coefficient of each item of Human Resources and the total of this field
No. Item
Spearman
Correlation
Coefficient
P-Value
(Sig.)
1.
Methodology for gathering and analyzing
information
0.417 0.000**
2. Welfare program 0.667 0.000**
3. Suggestions and complaints system 0.649 0.000**
4. Training needs and evaluating it 0.713 0.000**
5. Incentives system 0.581 0.000**
** Correlation is significant at the 0.01 level
Table 2 clarifies the correlation coefficient for each item of the Information Resources and
the total of the field. The p-values (Sig.) are less than 0.01, so the correlation coefficients of
this field are significant at = 0.01, so it can be said that the paragraphs of this field are
consistent and valid to be measure what it was set for.
Table 2: Correlation coefficient of each item of Information Resources and the total of this
field
No. Item
Spearman
Correlation
Coefficient
P-Value
(Sig.)
1. Information system 0.725 0.000**
2.
Program for specifying the needs for
information system
0.855 0.000**
3. Information system covering most of the duties 0.726 0.000**
** Correlation is significant at the 0.01 level
105
Appendix (B) Validity of Questionnaire
Table 3 clarifies the correlation coefficient for each item of the Financial Resources and the
total of the field. The p-values (Sig.) are less than 0.01 or 0.05, so the correlation
coefficients of this field are significant at = 0.01 or 0.05, so it can be said that the
paragraphs of this field are consistent and valid to be measure what it was set for.
Table 3: Correlation coefficient of each item of Financial Resources and the total of this
field
No. Item
Spearman
Correlation
Coefficient
P-Value
(Sig.)
1. Methodology of preparing budget 0.692 0.000**
2.
Plans to increase income, cut down on
expenditure
0.243 0.016*
3. Corrective action to control project cost 0.696 0.000**
4. Meeting the budget 0.688 0.000**
** Correlation is significant at the 0.01 level
* Correlation is significant at the 0.05 level
Table 4 clarifies the correlation coefficient for each item of the Material Resources and the
total of the field. The p-values (Sig.) are less than 0.01, so the correlation coefficients of
this field are significant at = 0.01, so it can be said that the paragraphs of this field are
consistent and valid to be measure what it was set for.
Table 4: Correlation coefficient of each item of Material Resources and the total of this
field
No. Item
Spearman
Correlation
Coefficient
P-Value
(Sig.)
1. Specifying the required material 0.682 0.000**
2. Storage system 0.708 0.000**
3. System for the best use of material resources 0.867 0.000**
** Correlation is significant at the 0.01 level
Table (5) clarifies the correlation coefficient for each item of the Technological Resources
and the total of the field. The p-values (Sig.) are less than 0.01, so the correlation
coefficients of this field are significant at = 0.01, so it can be said that the paragraphs of
this field are consistent and valid to be measure what it was set for.
106
Appendix (B) Validity of Questionnaire
Table 5: Correlation coefficient of each item of Technological Resources and the total of
this field
No. Item
Spearman
Correlation
Coefficient
P-Value
(Sig.)
1. Specifying the need for new technologies 0.406 0.000**
2.
Transferring technology and focusing on
research and development
0.917 0.000**
3. System for the best use of technology. 0.896 0.000**
4.
Corrective action to improve the technical
requirements control
0.751 0.000**
** Correlation is significant at the 0.01 level
Table (6) clarifies the correlation coefficient for each sub field of Resource Management
field and the total of the field. The p-values (Sig.) are less than 0.01, so the correlation
coefficients of this field are significant at = 0.01, so it can be said that the paragraphs of
this field are consistent and valid to be measure what it was set for.
Table 6: Correlation coefficient of each sub field of Resource Management field and the
total of this field
Table 6:
Correlation
coefficient
of each sub
field of
Resource
Management
field and the
total of this
field
No.
Sub-Field
Spearman
Correlation
Coefficient
P-Value
(Sig.)
1. Human Resources 0.612 0.000**
2. Information Resources 0.739 0.000**
3. Financial Resources 0.555 0.000**
4. Material Resources 0.421 0.000**
5. Technological Resources 0.619 0.000**
** Correlation is significant at the 0.01 level
Table (7) clarifies the correlation coefficient for each item of Quality Strategy and Plan and
the total of the field. The p-values (Sig.) are less than 0.01, so the correlation coefficients of
this field are significant at = 0.01, so it can be said that the paragraphs of this field are
consistent and valid to be measure what it was set for.
107
Appendix (B) Validity of Questionnaire
Table 7: Correlation coefficient of each item of Quality Strategy and Plan and the total of
this field
No. Item
Spearman
Correlation
Coefficient
P-Value
(Sig.)
1.
Establishing strategic base on the concept of
total quality management
0.702 0.000**
2.
Establishing strategic base on information
relevant to total quality
0.758 0.000**
3. Identifying the goals 0.573 0.000**
4. Identifying the organization mission and vision 0.740 0.000**
5. Identifying customers and their need 0.454 0.000**
6. Analysis of internal and external environment 0.790 0.000**
7. Control and improve of plans 0.673 0.000**
8. Communication strategies 0.291 0.005**
** Correlation is significant at the 0.01 level
Table (8) clarifies the correlation coefficient for each item of the Quality Process System
and the total of the field. The p-values (Sig.) are less than 0.01, so the correlation
coefficients of this field are significant at = 0.01, so it can be said that the paragraphs of
this field are consistent and valid to be measure what it was set for.
Table 8: Correlation coefficient of each item of Quality Process System and the total of
this field
No. Item
Spearman
Correlation
Coefficient
P-Value
(Sig.)
1. Project objectives 0.509 0.000**
2. Conformance to codes and standards 0.404 0.000**
3. Conformance to owners 0.483 0.000**
4. Time 0.271 0.000**
5. Conformance to control 0.558 0.000**
6. Conformance to safety process 0.602 0.000**
7.
Conformance to design processes and
procedures.
0.645 0.000**
8. Engineering drawings based on local standard. 0.659 0.000**
9. Conformance to documentation. 0.751 0.000**
10. Conformance to calculation standards. 0.619 0.000**
** Correlation is significant at the 0.01 level
108
Appendix (B) Validity of Questionnaire
Table (9) clarifies the correlation coefficient for each item of the Customer Relationship
Management and the total of the field. The p-values (Sig.) are less than 0.01, so the
correlation coefficients of this field are significant at = 0.01, so it can be said that the
paragraphs of this field are consistent and valid to be measure what it was set for.
Table 9: Correlation coefficient of each item of Customer Relationship Management and
the total of this field
No. Item
Spearman
Correlation
Coefficient
P-Value
(Sig.)
1.
Methodology for gathering and analyzing
information.
0.673 0.000**
2. System to specify needs. 0.794 0.000**
3. System for suggestions and complaints. 0.883 0.000**
** Correlation is significant at the 0.01 level
Table (10) clarifies the correlation coefficient for each item of the Coordination and
Structure and the total of the field. The p-values (Sig.) are less than 0.01, so the correlation
coefficients of this field are significant at = 0.01, so it can be said that the paragraphs of
this field are consistent and valid to be measure what it was set for.
Table 10: Correlation coefficient of each item of Coordination and Structure and the total
of this field
No. Item
Spearman
Correlation
Coefficient
P-Value
(Sig.)
1.
Methodology for setting and improving the
organization structure
0.584 0.000**
2.
Mechanism of coordination between different
project parties and levels
0.782 0.000**
3. Mechanism for ensuring coordination 0.654 0.000**
4. Methodology for authority delegation 0.576 0.000**
5. Job description 0.502 0.000**
** Correlation is significant at the 0.01 level
109
Appendix (B) Validity of Questionnaire
Table (11) clarifies the correlation coefficient for each sub field of Process Management
and the total of the field. The p-values (Sig.) are less than 0.01, so the correlation
coefficients of this field are significant at = 0.01, so it can be said that the paragraphs of
this field are consistent and valid to be measure what it was set for.
Table 11: Correlation coefficient of each sub field of Process Management and the total of
this field
No. Sub-Field Spearman
Correlation
Coefficient
P-Value
(Sig.)
1. Quality Process System 0.824 0.000**
2. Customer Relationship Management 0.588 0.000**
3. Coordination and Structure 0.661 0.000**
** Correlation is significant at the 0.01 level
Table (12) clarifies the correlation coefficient for each item of the Customer Satisfaction
and the total of the field. The p-values (Sig.) are less than 0.01, so the correlation
coefficients of this field are significant at = 0.01, so it can be said that the paragraphs of
this field are consistent and valid to be measure what it was set for.
Table 12: Correlation coefficient of each item of Customer Satisfaction and the total of this
field
No. Item
Spearman
Correlation
Coefficient
P-Value
(Sig.)
1.
The contractors abilities to cooperate and the
skills of the contractors workers and
supervisors
0.704 0.000**
2. Measure overall customer satisfaction 0.864 0.000**
3. Response time for customer requests. 0.850 0.000**
4. Achieve the plane 0.708 0.000**
5. Continuity and future work with same customer 0.713 0.000**
** Correlation is significant at the 0.01 level
110
Appendix (B) Validity of Questionnaire
Table (13) clarifies the correlation coefficient for each item of the Training and Education
and the total of the field. The p-values (Sig.) are less than 0.01, so the correlation
coefficients of this field are significant at = 0.01, so it can be said that the paragraphs of
this field are consistent and valid to be measure what it was set for.
Table 13: Correlation coefficient of each item of Training and Education and the total of
this field
No. Item
Spearman
Correlation
Coefficient
P-Value
(Sig.)
1. Develop team work between employees 0.438 0.000**
2.
Training given to managers, supervisors and
employees related to quality
0.663 0.000**
3. Training in the total quality concept 0.636 0.000**
4.
Employees receive training in specific skills
(technical and vocational)
0.635 0.000**
5. Training in statistical improvement techniques 0.740 0.000**
6.
Availability of resources for employee training
in the company
0.651 0.000**
7.
Training in interactive skills such as
communication skills, meeting skills, and
leadership skills
0.473 0.000**
8.
Training in problem identification and solving
skills, quality improvement skills
0.724 0.000**
** Correlation is significant at the 0.01 level
Table (14) clarifies the correlation coefficient for each item of the Continuous
Improvement and the total of the field. The p-values (Sig.) are less than 0.01, so the
correlation coefficients of this field are significant at = 0.01, so it can be said that the
paragraphs of this field are consistent and valid to be measure what it was set for.
111
Appendix (B) Validity of Questionnaire
Table 14: Correlation coefficient of each item of Continuous Improvement and the total of
this field
No. Item
Spearman
Correlation
Coefficient
P-Value
(Sig.)
1.
Searching for root causes when diagnosing the
system malfunction
0.550 0.000**
2.
Benchmarking to improve a systems or
subsystems and implement/monitor programs
0.648 0.000**
3. working smoothly in teams 0.547 0.000**
4. Gradual future change 0.615 0.000**
5. Regular evaluation for the operating system 0.790 0.000**
6.
The quality of data which use to evaluate
supervisor and managerial performance
0.729 0.000**
** Correlation is significant at the 0.01 level
Table (15) clarifies the correlation coefficient for each item of the Communication and the
total of the field. The p-values (Sig.) are less than 0.01, so the correlation coefficients of
this field are significant at = 0.01, so it can be said that the paragraphs of this field are
consistent and valid to be measure what it was set for.
Table 15: Correlation coefficient of each item Communication and the total of this field
No. Item
Spearman
Correlation
Coefficient
P-Value
(Sig.)
1.
Good communications between different
departments
0.676 0.000**
2. Quality techniques/tools to solve problems 0.793 0.000**
3.
Effective top-down and bottom-up
communication
0.778 0.000**
4. Formal feedback 0.746 0.000**
5. Feedback on quality issues 0.731 0.000**
** Correlation is significant at the 0.01 level
112
Appendix (C)
Excel Model
113
Appendix (C) Excel Model
114
Appendix (C) Excel Model