A STUDY ON QUALITY MANAGEMENT SYSTEM

(QMS) APPLIED IN CONSTRUCTION PROJECT

THONG MEI POH

UNIVERSITI TUNKU ABDUL RAHMAN

 A STUDY ON QUALITY MANAGEMENT SYSTEM (QMS) APPLIED IN
CONSTRUCTION PROJECT

THONG MEI POH

A project report submitted in partial fulfillment of the requirements for the award
of the degree of Bachelor of Science (Hons.) Construction Management

Faculty of Engineering and Green Technology

Universiti Tunku Abdul Rahman

September 2016
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DECLARATION

I hereby declare that this project report entitle “A Study on Quality Management System
(QMS) Applied in Construction Project” is based on my own original work except for
the citations and quotations which have been duly acknowledged. I also declare that it
has not been previously and concurrently submitted for any other degree or award at
UTAR or other institution.

Signature :

Name :

ID No. :

Date :
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APPROVAL FOR SUBMISSION

I certify that this project report entitle “A STUDY ON QUALITY MANAGEMENT

SYSTEM (QMS) APPLIED IN CONSTRUCTION PROJECT” was prepared by
THONG MEI POH has met the required standard for submission in partial fulfillment
of the requirements for the award of Bachelor of Science (Hons) Construction
Management at Universiti Tunku Abdul Rahman.

Approved by

Signature :

Supervisor : Prof. Dr. NAOTO MINE

Date :
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The copyright of this report belongs to the author under the term of the copyright
Act 1987 as qualified by Intellectual Property Policy of University Tunku Abdul
Rahman. Due acknowledgement shall always be made of the use of any material
contained in, or derived from, this report.

©2016, THONG MEI POH. All right reserved.

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ACKNOWLEDGEMENT

I would like to thanks everyone who had contributed to the successful completion of this
project. I would like to express my gratitude to my research supervisor, Prof. Dr. Naoto
Mine for his invaluable advice, guidance and his enormous patience throughout the
development of the research.

In addition, I would also like to express my gratitude to my loving parent and

friends who had helped and given me encouragement throughout the development of the
research.

Lastly, with my deeply appreciation and grateful, I would like to thanks the
respondents from different companies who spent their valuable time for me to
accomplish this research.
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A STUDY ON QUALITY MANAGEMENT SYSTEM (QMS) APPLIED IN

CONSTRUCTION PROJECT

ABSTRACT

Construction projects are limited by time, cost, resources and quality performance
specifications which are designed to meet client requirements and customer satisfaction.
This paper is discussed regarding quality management system implementation.
Nowadays, quality was become a strategic weapon in the competition for market shares
and improved profitability. Quality Management System (QMS) has established a
structure, includes documentation and procedure. Over the years, QMS practice has been
on a growing trend in Malaysian Construction Industry. QMS has led to positive
transform on Construction industry project in Malaysia. Insufficient QMS lead to poor
productivity, as well as rework and repair the defect. Hence, the study was to investigate
the successful key issues in Quality Management System, where to identify critical
factors influencing application of QMS, benefits that encouraging in QMS
implementation and requirements or needs of QMS implementation. This study was
quantitative research, where the data was collected from G7 Contractor Company in
Johor Bahru area. There are total 180 questionnaire survey have been distributed.
However, there are 72 sets useable survey questionnaire returned (response rate 41.1%)
and 2 sets uncompleted survey questionnaire. The results obtained indicate that top
critical factors influencing QMS practice is top management commitment, top benefits
that encourage implement is enhanced image, increase competitive and reputation of
organization as well as top requirement of QMS are Project Quality Plan and staff
training for QMS.

Keywords: Project management, success criteria, Quality Management System

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TABLE OF CONTENT

DECLARATION ii

APPROVAL FOR SUBMISSION iii

ACKNOWLEDGEMENT v

ABSTRACT vi

TABLE OF CONTENT vii

LIST OF FIGURE xiv

LIST OF TABLE xvi

CHAPTER

1 INTRODUCTION

1.1 General Introduction 1

1.2 Research Background 1

1.2.1 Quality in construction 2

1.2.2 History of Quality 2

1.2.2.1 Birth of Quality Control 3

1.2.2.2 Birth of Scientific Management 3

1.2.3 Total Quality Management 4

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1.2.4 Quality Management System 5

1.2.5 Quality Planning and Quality Control 5

1.3 Problem Statement 6

1.3.1 Quality problem in construction 6

1.3.2 Actual examples caused by poor quality control 7

1.3.2.1 Second Penang Bridge Ramp 7

1.3.2.2 Sultan Mizan Zaimal Abidin stadium 8

1.3.3 Problem in implementing QMS in construction 8

1.4 Aim and Objectives 9

1.5 Significant of Study 9

1.6 Scope and Limitation of study 10

1.7 Outline of report 11

2 LITERATURE REVIEW

2.1 Introduction 12

2.2 Definition of quality 12

2.2.1 Definition by Joseph M. Juran 13

2.2.2 Definition by W. Edward Deming and P. B. Crosby 13

2.2.3 Quality from the viewpoint of engineering 14

2.2.4 Quality in construction 14

2.3 Concept of the Iron Triangle 15

2.3.1 Method for utilization of the Iron Triangle 16

2.3.2 Usage in construction 17

2.4 Definition of Quality Management System (QMS) 18

2.4.1 PDCA Cycle 19

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2.4.2 Pyramid of Quality Management System 19

2.4.3 ISO 9001 Quality Management System 20

2.4.3.1 Process-based QMS 21

2.4.3.2 Steps of QMS according to the process 23

2.5 Core Elements Influencing Quality 24

2.5.1 Factors Influencing Quality focus on

Construction stage 26

2.6 Critical Factors Affecting QMS in Construction Projects 28

2.6.1 Success factors 28

2.6.1.1 Process Management 28

2.6.1.2 Top management commitment factor 29

2.6.1.3 Project Quality Plan integrated 30

2.6.1.4 Training and Education Programme 31

2.6.1.5 Measurement and Enhancement

of performance 32

2.6.1.6 Teamwork and skill of Communication 33

2.6.1.7 Information, Communication and

Technology (ICT) 33

2.6.1.8 Influence Strategic advance factor 34

2.6.1.9 Influence Motivation factor 35

2.7 Advantages of Quality Management System 36

2.7.1 Consistently 36

2.7.2 Custormer Satisfaction 37

2.7.3 Risks Minimize 37

2.7.4 Increase Competitive and Reputation of Company 37

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2.7.5 Improving Resource Management 38

2.7.6 Financial Performance 38

2.7.7 Continuous Improvement 39

2.7.8 Quality Auditing and Assurance 39

2.8 Disadvantages of Quality Management System 40

2.8.1 Too Much Paperwork 40

2.8.2 Time consuming 40

2.9 Requirements 40

2.9.1 Documentation Requirements 42

2.9.2 Management Requirements 42

2.9.3 Resource Management Requirements 43

3 RESEARCH METHODOLOGY

3.1 Introduction 44

3.2 Research Strategy of Data Collection 45

3.2.1 Primary Data 45

3.2.1.1 Questionnaire survey 45

3.2.1.2 Target Respondents 47

3.2.1.3 Questionnaire Design 47

3.2.1.4 Sample Size 48

3.2.2 Secondary Data 49

3.3 Data Analysis 49

3.3.1 Description Analysis 50

3.3.2 Reliability Analysis 50

3.3.2.1 Cronbach’s Alpha Test 50

3.3.3 Factor Analysis 51

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3.3.3.1 KMO and Bartlett’s Test 52

3.3.3.2 Communalities 52

3.3.3.3 Rotated Component Matrix 53

3.3.4 Pearson Correlation Coefficient 53

3.3.5 Agreeable Index 54

3.4 Research Methodology framework 55

3.4.1 Primary Stage 55

3.4.1.1 First Discussion 55

3.4.1.2 Study from Literature Review 56

3.4.2 Secondary Stage 56

3.4.2.1 Data Collection from Questionnaire Survey 56

3.4.3 Tertiary Stage 57

3.4.3.2 Data Analysis 57

3.4.4 Final Stage 57

3.4.4.1 Summary research findings and

Conclusion 58

4 DATA ANALYSIS AND DISCUSSION

4.1 Introduction 59

4.2 Preliminary Analysis 59

4.3 Respondents Demographics 60

4.3.1 Gender 60

4.3.2 Job Position 61

4.3.3 Working Experience 63

4.3.4 Type of Project Involved 64

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4.3.5 Company Size 65

4.4 Status of QMS Practice on Site 66

4.5 Reliability Test of the Measurement 67

4.6 Factor Analysis 67

4.6.1 KMO and Bartlett’s Test of Sphericity 68

4.6.2 Communalities 68

4.6.3 Rotated Component Matrix 73

4.6.3.1 Benefits 72

4.6.3.2 Requirements 76

4.7 Pearson Correlation Coefficient 80

4.8 Agreeable Index and Ranking 81

4.8.1 Critical Factors Influencing QMS Implementation 82

4.8.1.1 Top Management Commitment 83

4.8.1.2 Teamwork and Skill of Communication 83

4.8.1.3 Project Quality Plan Integrated 84

4.8.1.4 Process Management 84

4.8.1.5 Training and Education Programme 85

4.8.1.6 Measurement and Enhancement of

Performance and ICT 85

4.8.2 Benefits that Encourage in QMS Implementation 85

4.8.2.1 Enhanced Image, Increase Competitive and

Reputation of Company 87

4.8.2.2 Performance Continuous Improvement 88

4.8.2.3 Consistently in Quality of Project 88

4.8.2.4 Increase Customer Satisfaction 89

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4.8.2.5 Project Completion within the Stated

Period of Time 89

4.8.3 Requirements or Needs of QMS Implementation in

Construction Project 89

4.8.3.1 Documentation Requirements 90

4.8.3.2 Other Requirements 93

5 CONCLUSION AND RECOMMENDATION 95

5.1 General Introduction 95

5.2 Conclusion 95

5.3 Recommendation for Future Study 97

REFERENCES 98

APPENDICES 102
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LIST OF FIGURE

FIGURE TITLE PAGE

1.1 Outline of Report 11

2.1 Iron Triangles 16

2.2 PDCA Cycle 19

2.3 Pyramid of Quality Management System 19

2.4 Model of Process-based Quality Management System 21

2.5 Execution of QMS based on Process 23

2.6 Concept of Construction Process 24

2.7 Cost Saving of QMS 38

4.1 Percentages of Respondents’ Gender 61

4.2 Percentages of Respondents’ Job Position 62

4.3 Percentages of Respondents’ Experience 63

4.4 Percentages of Respondents’ Type of Project Involved 65

4.5 Percentages of Company Size 66

4.6 Status of QMS Practice 67

4.7 Component Plot for Benefits in Rotated Space 74

4.8 Component Plot for Requirements in Rotated Space 78

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4.9 Ranking for Critical Factors Influencing Success

Implementation of QMS 83

4.10 Ranking for Benefits that Encourage

Implementing of QMS Practice 83

4.11 Ranking for Documentation Requirements in

Implementation of QMS 90

4.12 Ranking for Other Requirements in Implementation

Of QMS 91
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LIST OF TABLE

TABLE TITLE PAGE

2.1 Core Elements Influencing Quality 25

2.2 Factors Influencing Quality of a Construction

Building Project 27

2.3 Requirements for Implementation of QMS 45

3.1 Advantages and Disadvantages of Questionnaire 46

3.2 Cronbach’s Alpha Value Coefficient Range 51

3.3 KMO Value Coefficient Range 52

3.4 R Value Correlation Coefficient Range 54

4.1 Preliminary Analysis 60

4.2 Frequency for Gender of Respondent 60

4.3 Frequency for Job Position of Respondents 61

4.4 Frequency for Working Experience of Respondents 63

4.5 Frequency for Type of Project 64

4.6 Frequency for Company Size 65

4.7 Frequency for QMS practice by Contractor on Site 66

4.8 Reliability Test 68

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4.9 KMO and Bartlett’s Test of Sphericity 69

4.10 Communalities 70

4.11 Rotated Component Matrix for Benefits 73

4.12 Name if Component for Benefits 76

4.13 Rotated Component Matrix for Requirements 77

4.14 Name if Component for Requirements 80

4.15 Pearson Correlation Coefficient 82

4.16 Agreeable index for Critical Factors influencing

Success Implementation of QMS 83

4.17 Agreeable index for Benefits that encourage to

Implement Quality Management System practice 86

4.18 Agreeable index for Documentation Requirements In

Implementation of QMS 89

4.19 Agreeable index for Other Requirements In

Implementation of QMS 91
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CHAPTER 1

INTRODUCTION

1.1 General Introduction

My research aims to identify the keys of successful in implementing Quality

Management System. Chapter one is focused on introduction regarding my research
topic which includes overview of research background, problem statement, research aim
and objectives. Last part of this chapter, I discuss the significant of study, scope and
limitation of study and a flow chart as outline of the research.

1.2 Research Background

Research background is an overview of quality issue in construction as well as

introduction of quality management system and history of quality management.
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1.2.1 Quality in construction

Construction industry is a hazard and huge industry that consist of wide range of
activities such as planning, design, construction, building maintenance and demolition. It
plays a critical role in the Malaysia’s economic activity for creating wealth. The large
and complex construction projects are getting harder to complete successfully in
developing countries (Swan & Khalfan, 2007). Construction projects are limited by time,
cost budget, resources and quality performance specifications which are designed to
meet client requirements and customer satisfaction. There is no denying the fact that a
success project is complete on time without delay within the budget and achievement of
quality standard. Time and cost concerns on a project are important. However, quality
has become an increasingly important to compete in the world market and also become a
strategic weapon in the competition for market shares and improved profitability
(Bergman & Klefsjo, 1994). Efficient quality implementation has become an issue in
Malaysian construction industry which related to business building performance as well
as construction final products to achieve client’s requirement and customer satisfaction.

1.2.2 History of Quality

From the recorded history of humans, quality is a matter and issues of greater concern
throughout any fields in worldwide such as construction industry. During the 4000-5000
ago which was a New Stone Age, emerge several culture or civilizations, quality skills
were focused in construction industry. In Egypt, the pyramids were built Before the
Common Era 2589-2566. According to recorded history, Hammurabi, who was the king
of Babylonia in the decade before the Common Era 1792-1750, arrange the laws and
rules into a systematic code which mentioned that the builders had a responsibility for
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ensuring the quality of the project. Besides, if any accident occurred such as their
building structure collapsed and result as their occupants were killed there were given
the death penalty (Rumane, 2011).

1.2.2.1 Birth of Quality Control

Among the middle ages, the guilds and governments implemented the quality control
and quality inspection informally throughout history. Their hierarchy comprise of three
classified of workmanship which were master, journeyman and apprentice. They
executed to manage the quality within the era from Middle Ages to the Industrial
Revolution. In the mid-19th century, the Industrial Revolution initial in European state
(Rumane, 2011). During this period, the factories were constructed for increasing the
productivity and reducing the costs expenses. It generated by individual craftsman which
consider as a skill worker especially for individual customer. Under the factory system,
skilled workers should ensure the quality in factory by supervision of the foreman and
the inspector should audit the quality. The economics of the industrial revolution was
mass production at the lower costs and it changed the situation to manufacturing.

1.2.2.2 Birth of Scientific Management

During the era in late 19th century, Fredrick Taylor’s system which included “Scientific
Management” had been born and with its goal was to raise the production (Rumane,
2011). Besides, the purpose of this management was achieved to allocate the
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programming by expert engineers and executed by supervisors and workers. In order to

increase the production, the quality managers of the factory established the inspection
departments which were developed as quality control departments in present. The
starting of the 20th century had concerned on process in quality practices. During up to
early 1950 known as World War I, quality was viewed as arranging systematically good
things from bad and quality control principles were emerged.

1.2.3 Total Quality Management

Furthermore, the additional of quality assurance principles were appeared, for instance
the cost of quality and total quality control in a period from the early 1950 until the late
1960. For example, in 1965, Toyota Motor Co. Ltd won the Deming Application Prize
which was a global quality highest award for their contributions to the field of Total
Quality Management (TQM) and their businesses have implemented TQM successfully
(Toyota, 2011). Besides, the Japan Quality Control Award in 1970. W. Edwards Deming
who was established the Deming Prize and dedicated greatly to Japan’s growing of the
statistical quality control which was after World War II. Statistical quality control was
used of statistical methods in the controlling and guaranteeing of the quality of products
or services. Harold Kerzner (2001) has further explained that strategic quality
management was emphasized nowadays.
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1.2.4 Quality Management System

For the past decade, it has been experience go through an alteration operated by the ISO
quality policy of set out by the Malaysian government in construction sector. Nowadays,
construction team members had realized the significant of Quality Management System
contributed in the sector of construction industry. Quality management system operated
in construction project which is included the variety activities of the overall project
management intention that to evaluate the quality policy statement, quality objectives,
construction player’s responsibilities or duties, and carried out the action such as quality
planning, quality controlling, quality assurance and quality improvement according to
quality standard and system.

1.2.5 Quality Planning and Quality Control in construction

Quality planning (QP) of the project is being designed and developed a program by the
contractor in design stage based on client’s specification (Rumane, 2011). The purpose
of quality planning is to assure the organization management and technical
responsibilities for achieving effectively quality product. Quality Control (QC) is the
specific practice of the quality assurance procedure and related variety activities.
Effective quality control had ability to reduce the likelihood of alternatives, errors and
negligence, which also is possible to solve the fewer debates and controversy (Rumane,
2011). On the other hand, Quality Assurance (QA) of a project is a sequence for
covering intentions essential to generate quality in the work in order to meet the project
requirements (Rumane, 2011). It involves creating the project related policies, work
procedures, quality standards, workmanship training, quality guidelines, and quality
system essential to emerge. Determining the construction’s project focus on the factors
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would enhance the construction project quality in Malaysia. Identify the critical factors
influencing quality in construction industry is a basic or first step towards generating
ways for an actual improvement of construction quality project.

1.3 Problem statement

Problem statement as a brief description of regarding issues has written in this research.

1.3.1 Quality problem in construction

During the past ages, it have been indicated the problem in construction industry that the
poor quality fulfilment or performance and productivity in conjunction to other
industries (Alarcon & Ashley, 1992). One of the problems is noticed that poor quality
control will generate a lot of problems in the construction project, and the circumstance
is alike to getting worse. Poor quality management may lead to rework in consequent to
increase the budget and delay the work. Most seriously, poor quality management,
which include poor quality materials, workmanship, maintenance and management from
start to end stage, cause building defect and failure even collapse (Nur Diyana, 2009).
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1.3.2 Actual examples caused by poor quality control

Two actual examples are Second Penang Bridge Ramp and Sultan Mizan Zaimal Abidin
stadium.

1.3.2.1 The case of Second Penang Bridge Ramp

On June 2013, a tragedy that the Second Penang Bridge ramp, which connects Batu
Kawan to Batu Maung, was collapsed during that bridge was still under construction.
Based on the star news online, a person was dead and three persons were injured in this
accident (Lim, 2014). Datuk Dr. Johari Basri as a director of the Occupational Safety
and Health had investigate this accident and he mentioned that it was caused by lack of
quality standard requirement and negligence of the contractor who intend to lessen the
cost of the construction and modified the design of scaffolding (The Stars, 2013).
Another reason of this tragedy is that the contractor of the package 3A of the Second
Penang Bridge did not register the “Green Card” for their workers with the Construction
Industry Development Board (CIDB) (News Straits Times Online, 2013). Quality of
materials and workmanship are client’s requirements and expected that will affect the
quality of project and inadequate quality may cause the rework result in delay work even
structural collapse.
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1.3.2.2 The case of Sultan Mizan Zaimal Abidin stadium

Another tragedy occurred in Kuala Terengganu in June 2009, the roof of Sultan Mizan
Zainal Abidin stadium had collapsed. According the investigated report, the committee,
Ahmad mentioned that the collapse of the stadium’s roof was a no quality work which
did not meet the specifications, safety or design factors and was not built correctly by
the contractor. It was not only quality control no being implemented but also the weak of
supervision as well as lack of skilled workers during the construction process which had
led to the collapse. Besides, five workers had injured while they were dismantling the
roof structure during the work to re-construction the stadium in February 2013 (The Star,
2013). The cost of repair was RM1.7 million and stadium collapsed result in damages
around RM 15 million and RM 25 million which were bear by the contractor and there
were incurred losses in the incident (Malaysiakini, 2013). There are undoubtedly that
poor quality management will increase the extra cost to repair and rework.

1.3.3 Problem in implementing quality management system in construction

Moreover, quality management system (QMS) plays a vital role in a construction project
as a quality standard to ensure higher quality work. Insufficient quality may lead to poor
productivity, as well as reconstruct and repair the defect. Besides, if the failure
construction happened, those will loss of the company’s reputation and also further
impact to loss in market share. Poor quality management may cause project late, over
cost and endure from poor materials and workmanship. However, current problems of
execution of QMS application in general are too complex of implementing and lack of
knowledge in the ISO 9001 standard of quality. According to a study on Kuala Lumpur
International Airport project application of quality management which conducted by
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Mohammed (2008), some problems mentioned that lack of experience in execution of

QMS, exceeding dependence on construction traditional management method, passive
behavior towards on new way and misunderstanding of the QMS application. At the
same time, Said et al (2009) discovered the problems of organization implementing
QMS in Malayisa Construction Industry are lack of benefits’ consciousness of QMS and
lack of exposure in application of QMS among labours.

1.4 Aim and Objectives

The aim of this research is to investigate the successful key issues in Quality
Management System. The objective of this research as following is:

i.) To identify critical factors influencing application of quality management

system in construction projects.
ii.) To identify the benefits that encourage in implementing Quality
Management System.
iii.) To identify requirements of implementation of Quality Management
System.

1.5 Significance of study

Quality is playing a vital role in construction industry from inception stage to project
completion or handover even building maintenance. It is possible to handle the quality
problems by understanding the quality criteria for the building construction project and
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its impacting factors. Due to lack of quality control, conflict is increasing, resulting in
litigation and arbitration with depressing regularity. Hence, identification the critical
factors influencing and investigation the benefits and requirements of quality
management system in construction industry are important to explore.

1.6 Scope and Limitation of study

Due to time limitation, this study is majority concerned on quality management system
at the construction stage for improve the quality control of construction project. Besides,
this study emphasizes the construction parties on contractor and customer satisfaction
for improving the quality of a project through quality management system application.
However, there did not focus on all key stakeholders who involved in construction
project.

Besides, questionnaires survey on site have a limitation which choose the

construction companies focused on the state which are more project site over there and
more main construction companies such as Johor Bahru area, Malaysia. The limitation is
this questionnaires survey no focus on other state. On the other hand, the rates of return
of the mailed questionnaires are usually low.
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1.7 Outline of report

Quality in
Construction
Research
Background
History of Quality
Management

Problem Statement Quality Issue

Chapter 1
Introduction Influencing Factor

Aim & Objective Benefits of QMS

Requirements of
Scope of Study
QMS

Definition of
Quality

Concept of Iron Time, Cost &

Triangle Quality

Pyramid of QMS
Definition of QMS
Chapter 2 ISO 9001 QMS
Research Flowchart

Core Elements
Literature Review Influencing Quality

Critical Factors
Influencing QMS

Benefits of QMS

Requirements of
QMS

Discussion
Primary Stage
Review of Journals
& Books

Data Collection

Questionnaire
Primary Data
Survey
Secondary Stage
Chapter 3 Journals & Articles
Research Methodology
Chapter 4 Secondary Data Books
Result Analysis &
Discussion Website
Chapter 5
Conclusion & Tertiary Stage Data Analysis SPSS
Recommendation
Discussion and
Final Stage
Conclusion

Figure 1.1 Outline of Report

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CHAPTER 2

LITERATURE REVIEW

2.1 Introduction

Literature review established the theoretical knowledge and methodological

contributions to concern on my study. This chapter is stated to discuss the issues
regarding of aim and objective and my study field. There are highlighted the definition
of quality in construction, concept of Iron triangle, definition of QMS, core elements
influencing quality, critical factor influencing QMS in construction industry, benefits of
QMS and requirements.

2.2 Definition of quality

Quality has different definition from different writers. Over the past few decades, the
quality is defined by writers such as Joseph M. Juran, W. Edward Deming, Philip B.
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Crosby, Armand V. Feigenbaum, Ishikawa, Taguchi and others in the area of quality
management.

2.2.1 Definition by Joseph M. Juran

“Fitness for use” is defined by Joseph M. Juran. According to Juran’s Quality Handbook,
quality had two meanings which are defined by the father of quality, Joseph M. Juran.
Quality defines as those features of product which to meet the satisfactions and needs of
customer in order to increase the market share or provide sales income. Higher quality
provides greater customer satisfaction and increases income. However, higher quality
requires an investment and usually costs more. Another meaning of quality is defined on
Juran’s Quality Handbook. Quality means freedom from deficiencies or freedom from
errors such as reduce rework, avoid customer dissatisfaction and improve delivery
performance (Juran & Godfrey, 1998).

2.2.2 Definition by W. Edward Deming and P. B. Crosby

Furthermore, quality is defined by W. Edward Deming who is the founder of quality

management that quality ought to consider and plan into the product as well as the
process of project. As for a further explained by him, good quality represents a
foreseeable level of consistency and reliability with a lower price and a quality standard
acceptable to the customer and market (Chandrupatla, 2009). Philip B. Crosby who is
“quality guru” defines quality as conformance to requirement (Crosby, 1979). Quality
 14

can be calculable and obviously listed terms in order to take action in organization
according to targets, rather than experience or opinions. Management measured the
quality by cost of doing things wrong that as price of nonconformance (Aole, 2013).

2.2.3 Quality from the viewpoint of engineering

Armand V. Feigenbaum defines quality as the product and service features of marketing,
engineering, manufacture and maintenance based on the customer’s actual experience
against the expectations of the customer and requirements (Aole, 2013). Besides,
Ishikawa defines quality as the design, development, production and service of a product
which is more useful and economical, and usually meet the requirements of consumer
(Greg, 2004). Taguchi who emphasizes an engineering quality approach defines the
quality as loss a product such as failure to meet the customer’s requirements affects to
the society from the time after being shipped (Aole, 2013).

2.2.4 Quality in construction

Quality in construction industry is the performance of project duties in the delivery of

products and services in a way that achieves the listed requirements and expectations of
the client, design professional team and project constructor. Their duties and
responsibilities according to the missions that players are expected to fulfill the
completion of project overall activities identified by contractual agreement as well as
applicable legislation and licensing requirements, codes, prevailing industry standards
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and regulatory framework guidelines. Under Construction Industry Master Plan (CIMP)
in a period from 2006 to 2015 and done by CIDB, the issues of quality in construction
project are high lightened. The highest standard of quality also elaborates in
occupational safety and health, and environmental practices.

2.3 Concept of the Iron Triangle

Project success can be different between short-term and long term successful way.
Criteria connected to the iron triangle to achieve the delivering project within budget,
time, objectives and project specification which measured on process or before project
closure. Long-term criteria such as providing benefits and customer’s satisfaction are
often measured after project closure. Generally, iron triangle defines as project
management triangle and consists of time, cost and quality which are usually used to
measure the success of a construction project (Woodward, 1997). The time, cost and
quality are interrelated based on triangle demonstrates. A success project involves
achieving the project objectives on time and within specified cost, quality standard and
performance in all aspects such as the planning, monitoring and control and the
motivation. Rwelamila and Hall (1995) further explain that a successful projects when
there have balanced the iron triangle and to practice time, cost and quality management
as activity system in a construction project.
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(Quality)
Q

W X
Z

(Time) T C (Cost)
Y

Figure 2.1 Iron Triangles (Woodward, 1997)

Based on Figure 2.1, the diagram can be interpreted in relevance of the marking
point as following as below:

 Q is entire concern of quality

 T is entire concern of time
 C is entire concern of cost
 Z is three factors have balance weight
 W is less concern in cost, but dominate of time and quality
 X is less concern in time, but dominate of cost and quality
 Y is less concern in quality, but dominate of time and cost

2.3.1 Method for utilization of the Iron Triangle

In the three-way interaction between time, cost and quality, a project should be placed
somewhere which near the point Z. It is because a reasonable quality standard is
required, cost should be affordable and project can rarely being delay. Nowadays,
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quality is one of concerning element and must be predominant criterion such a project
being placed near to point Q in order to continue allocating adequate resources by client
and give customer a good quality of the output. Furthermore, project being near to point
T and the time of project is concerned by contractor because if delay work, the
contractor should suffered in liquidated damages. In another field such as museum
would be marked near to the line between Q and W, obviously showing the concern
which more focus on quality and some focus on time, however also a willingness to
hand over the corresponding cost of the project (Woodward, 1997).

2.3.2 Usage in construction

Concern on quality and cost, there are possible be a conflict between the cost and the
performance of a project during the briefing and design stages (Woodward, 1997).
Specified of the decisions on quality standard will have cost implication. During quality
control process, there is no doubt that there are the sum total of inspection costs which
including tests and reports, the overhead costs of maintaining and spend excessive time
and cost on operating a quality management system. The interaction of quality and cost
not only refers to the usage of the actual materials but also the performance of the
completed building in relation to its use, maintenance and life.

Concern on quality and time, there is possible and expectable on a construction

project (Woodward, 1997). However, there also had been planned and avoid taking too
over longer time on work being done. A project is expected as quickly as possible to
focus on critical path and resolve the problem faced. Undoubtedly, it is a necessary to
expense more time to meet the quality required standard and client’s requirements.
 18

2.4 Definition of Quality Management System (QMS)

Quality system is a quality management’s framework in order to enable the

organizational conformation, procedure, and process to comply quality management.
There are judged by the company’s compliance to specific or relevant standards
(Rumane, 2011). Furthermore, quality standard are useful to many sectors such as
industrial, business organizations, government, regulatory bodies, professional, suppliers
and customers of products and services in either public or private sectors. Besides, there
have critical economic, social reflection and offering governments with a technical base
for safety, health and environmental regulations.

Management system had defined by ISO 9000:2000 as a series of interrelated

guidance or components to conduct policy, objectives and to achieve it (Hoyle, 2009).
Quality Management System (QMS) has been widely known and implemented in an
organization within construction industry particularly the companies who have ability to
handle complex and mega projects (Tiong, et al., 2014). A Quality Management System
(QMS) has established a structure, includes documentation and procedure, which ability
to delivery of products and services to be supervised and controlled for satisfaction of
the specified needs systematically.
 19

2.4.1 PDCA Cycle

Figure 2.2 PDCA Cycle (Rumane, 2011)

PDCA Cycle is the basic concept of quality management system. Beginning step is
planning which used to establish the scope of project. The following step is doing which
constructed with following procedure. Next step is checking which measure the process
and check the record. Last step is acting which used to continual improvement for
implementing of QMS and as quality assurance (Rumane, 2011).

2.4.2 Pyramid of Quality Management System

Quality
Policy
Quality
Manual
Project Quality
Plan
Quality forms and
Records

Checklist

Figure 2.3 Pyramid of Quality Management System (Rumane, 2011)

 20

Quality policy is on the top of quality management system pyramid, which sets out the
management requirement, objective and goal to achieve in order to make sure quality
management system (Rumane, 2011). The following level of QMS pyramid is quality
manual, which stating the framework or management’s intentions and detail of the work
to be operating the quality system.

Underneath the quality manual are Project Quality Plan which includes work
instructions and procedures which are determined by the size of project and complexity
of the team. Project Quality Plan is designed by project manager to ensure the project
meet the standard quality requirement. The contents of this plan includes the objective
and policy statement, list of subcontractor and supplier, basic requirement for
architectural work, inspection and test plans form and checklist, alternative procedures,
preventive action, and progressive decisions to improve the quality of the project. The
procedures mostly discuss the work to be completed, completion date, inspecting or
testing involved and prevent action (Rumane, 2011).

Beneath project quality plan is quality forms and records that are used to note
down the history of routine activity for ensuring the quality of the project (Rumane,
2011). At last, the bottom level of pyramid is checklist, which used for quality assurance
and prevention for reduce failure of quality management system.

2.4.3 ISO 9001 Quality Management System

ISO is the International Organization for Standardization and ISO 9001 is a certification
for the companies who have implemented the Quality Management System and follow
 21

the guideline of Quality Management System to carry out the work. ISO 9001
Certification will provide the benefit to organization such as the better customers’
satisfaction, player motivation to manage quality work and improvement continually.

2.4.3.1 Process-based Quality Management System

Model of Process-based Quality Management System is defined as a process approach

which is one of the basic of quality management system. This model indicated on above
(Figure 2.4) identifies four types of process which are management responsibility,
resource management, product realization and measurement analysis improvement.

Figure 2.4 Model of Process-based Quality Management System (Charterd

Quality Institute, 2012)
 22

In the case, the outcome of this model as an output is to maximize the customers’
satisfaction with the effective and efficiency of the organization according the input as
well as customers’ requirements and their expectations of the product through the
process (Badreddine, Romdhane & Amor, 2009). The organization was encouraged to
refer this model as process approach in order to implement effectively the quality
management system.

The foremost process is management responsibility. There is no doubt that the

organization has the responsibility to set up the quality policy and objectives as a goal of
the project for enhancing the effectiveness of quality management system. Subsequently,
the management team player has a duty to review the quality policy and analyze
specification as well as management review meeting regarding the performance and
improvement of quality management system processes. The management team player
must ensure the established quality systems have to determine and fulfill the customers’
requirements (Charterd Quality Institute, 2012).

Secondly, resource management includes human resource and physical resource.

Human resource such as employees should be qualified and trained by required training
such as on-the-job training, group training or individual training to obtain the experience
for the work and increase the quality of workmanship. Furthermore, physical resource
such as materials, machinery, plant and equipment should be used to produce the quality
work.

Thirdly, product realization is introduced to describe the task and control process
that was developed and delivered by the organization. The organization should follow
the instructions and procedures as well as the product realization process should be
planned and controlled to achieve quality work consistently.
 23

Lastly, the organization will execute inspection and testing to measure and
analyze as well as improvement of quality work for continually improving the quality
management system. Furthermore, corrective and preventive action system should be
considered by all players to identify problems and prevent from potential problem.
Corrective action is as a movement to solve a problem that has happened and prevent
this problem from occurring once again (Rumane, 2011). On the other hand, preventive
action applied in a probability problem and prevent the problem occurred.

2.4.3.2 Steps of quality management system according to the process

Figure 2.5 Execution of QMS based on process (ISO 9001, 2015)

The Figure 2.5 is indicated at above that the fundamental for formation of the quality
management system is process. Based on the interpretation, a process defines as a
connection of activities targeted at establish of values that correspond to customer needs.
Process is also considered as a set of mutually connected resources and activities which
change input into output.
 24

2.5 Core Elements Influencing Quality

The process of construction project involves three processes, namely input, process and
output. Input of construction includes resources and players, processing is execution of
the project and the output of construction project is project completed which require to
have expected outcome and quality product (Razek, 1998).

Construction Input

Client Project Design Contract Material

Contractor Supplier

Workmanship Equipment Subcontractor Staff

Site Layout Documents System Financial Issues

Construction Processing (Execution)

Construction Output (Completed Project)

Figure 2.6 Concept of the Construction Process (Razek, 1998)

 25

Table 2.1 Core Elements Influencing Quality (Razek, 1998)

No Elements Factors Influencing Quality in Construction Project

1. Client  Conciseness of project mission and scope
 Brief, make decision and define roles of team players
 Emphasis on quality requirement
2. Project  Type of project and characteristics
 Location of the project
 Duration of the project
 Site possession, site access, site condition and site
coordination
3. Design  Integrated and consistency of design
 Prepare the detail of drawing
 Conformance to law and conformation standard
 Coherence to specifications
 Accuracy of bill of quantity
4. Contract  Collaboration between parties involved in contract
 Clearly written contract to communicate
 According a standard agreement
 Types of awarding tender
5. Material  Effective and efficiency of material management system
 Collaboration between contractor and supplier
 Supplier good quality of materials
 Available of storage and handling system
6. Contractor  Capability of contractor
 Cooperation and communication between consultant and
subcontractor as well as supplier
 Monitor and responsible for temporary work on site
 Skill of managing site access and safety
7. Supplier  Supply good quality materials
 Skill and capability of supplier
 Supply materials on time and avoid delay
8. Workmanship  Effective and efficiency of human resources management
 Available of skill and good experience worker
 Motivation system to increase productivity
 Training courses to increase knowledgeable worker
 Reasonable income and wages of worker
9. Equipment  Plant and equipment management system
 Calculate of equipment productivity
 Right utilization of equipment
 Maintenance of equipment
10. Subcontractors  Selecting capability of subcontractors
 Good communicate and collaboration between main
contractor and subcontractors
 26

 Standard assessment to evaluate subcontractors performance

 Good and fair condition of subcontract
11. Site Layout  Size of site layout
 Organize and plan the site layout
 Materials storage area
 Detail of the site layout and housekeeping
12. Systems  Computer software applications
 Quality control system execution and quality assurance
 Work Programme and time scheduling
 System of cost control
 Health, Safety and Environment system
13. Staff  Collaboration and communication between parties
 Capability and experience of staff
 Understanding of drawing, contract administration,
instruction, safety and quality issue
14. Document  Construction project procurement delivery system execution
 Inspection testing execution
 Prepare and manage shop drawings
 Detail of procedure to execute activities on site
15. Financial  Clearly statement of cash flow
Issues  Interim payments issue (Avoid late payment and non-
payment)

2.5.1 Factors Influencing Quality focus on Construction stage

This table is grouped the elements influencing quality of the building construction
project into eight quality criteria with factors influencing quality (Tan, 1995).
 27

Table 2.2 Factors influencing quality of a construction building project (JHA &
IYER, 2006)

No Quality Criteria Factors influencing Quality

1. Construction players ▪ Skill of project manager
qualified to reach ▪ Skill of consultant staff
project task, needs and ▪ Skill of contractor staff
objective ▪ Skill of foreman

2. Legislations and ▪ Client’s willingness to undergone quality by the

standards consistently consented rules and standards
▪ Utilization of the right edition and articles
▪ Conformity of the rules and system standards
3. Requirements of client ▪ Accurateness of client’s law and regulation
consistently requirement
▪ Detail explanation of client’s requirements
▪ Changes and alternates to client’s requirements
4. Process and procedures ▪ Integrity of engineering design handbooks, and
of design consistently guidelines of process and procedures.
▪ The effectiveness of implementing quality control
system
▪ The executions of engineering alter control.
5. Schedule requirements ▪ Monitoring and control of timeline in construction
consistently project with observe of its performance.
▪ Figure of engineering design alters.
▪ Reasonableness of the schedule.
6. Cost requirement ▪ Due to figure of engineering challenges.
uniformity ▪ Clearly statement of the scope of work regarding
cost requirement.
▪ Cost estimates and budget reasonability.
7. Integrity of and ▪ Integration of figure, information and data.
uniformity to output ▪ Clearly statement of drawing and specifications.
standards ▪ Conformity of the details accurateness of the data
and methods.
8. Constructability ▪ Timeliness and completeness of provision of
resources such as materials, machinery, plant and
equipment.
▪ Application of general and systematized
construction methods and resources.
▪ Constructability through audit of design.
 28

2.6 Critical Factors influencing Quality Management System in Construction

Projects

The critical factors influencing quality management system application can divide by
two parts which are success factors and failure factors. To identify the critical attributes
for improving the construction companies that achieving a desired of quality
management system application is success factors and adversely influencing the quality
management system is the failure factors.

2.6.1 Success factors

Based on a study conducted by Nursyamimi, et al. (2014), there are summarized that six
critical success factors influencing the quality management system (QMS)
implementation are the process management, commitment of top management,
integration of the quality plan, training and education programme, measuring and
enhancement, teamwork and skill of communication and usage of Information,
Communication and Technology (ICT).

2.6.1.1 Process Management

The processes of construction project involved the organization’s day to day work and
activities on site. Hence, the outcomes of quality work should be ensured through the
 29

quality management processes and quality control leading to the day to day work
consistently and regularly (Willar, 2012). Quality management system (QMS) is one of
standards to support the action for processes and the organization has designed and
determined the types of documentation for the process method. Thus, the project process
management is established for corporating the requirements and top driven to achieve
high quality of project with desired customer’s satisfaction.

2.6.1.2 Top management commitment

Client, as a employer role in the project and employ the parties such as consultant and
contractor, who represents the top management of the organization in a construction
project. At the project beginning, the client plays a vital role in making decision and sets
out the goal with quality expected level for players to achieve. The client’s commitment
is very important in implementing quality management system (QMS). According to the
study, the researcher summarized the practice QMS affected by top management’s
commitment, which are as below as following (Nursyamimi, et al., 2014):

a. The preparation and execution of QMS are provided condition by client in

the contract document to all the players involved during the construction
project ongoing.
b. For create the awareness and understanding of quality on project QMS
regarding it process and procedures, campaigns and trainings related to QMS
is held by client to the players especially for the management level parties to
foreman level parties.
c. The supported adequate resources regarding to QMS such as cost budgets,
engagement of the right selection for quality manager or consultant and
motivation for achieving quality of construction project.
 30

d. Competent and qualifying project team players are appointed by client and
lead the players to achieve the quality of construction project through QMS.
e. It is necessary for client to highlight on quality issues, occupational safety
and health administration (OSHA) and environmental issues.

2.6.1.3 Project Quality Plan integrated

Another success factor that introduce to execute quality management system (QMS) is
integration of project quality plan. Integration of project quality plan is the effort to meet
the demands among the stakeholders such as client, consultant and contractor which
have to integrate the roles and duties of players, facilitate teamwork and link to the client
quality expectation with the specification and objective as well as process. According to
study conducted by Pheng and Hwa (1994), integration of project quality plan for good
QMS application have a benefit to prevent overlapping and neglecting from the scope of
the project or activities and dispute of quality. These integrations are maintained for
properly complete, certain practices should be followed which listed by Abdullah (2012)
as below as following:

a. It is necessary to prepare the project quality plans based on ISO 9000,

specification of the project and the requirements of contract.
b. The competent quality manager or consultant has to prepare and integrate the
project quality plan.
c. All relevant players should be connect to project quality plan for
accomplishing and equilibrium the requirements of the project, lists the
specific roles and duties of the player to consider the functions and mediates
management and contract.
 31

2.6.1.4 Training and Education Programme

Concept of quality management system is not stated clearly and lack of awareness in
construction industry. One of the factor influencing quality management system (QMS)
application is training and education programme regarding QMS. The insufficient of
training and education of QMS will affect playes of construction being negative
behaviour and attitude due to misconceptions and lack of understanding as well as
commitment in quality system and programmes. The initial stage of QMS application in
Singapore construction industry, there is necessary to enhance and propose a nationwide
quality training for all team members in the construction industry (Asmonia, et al., 2015).
Proper training and education is useful to transfer knowledge of QMS in delivering a
expected quality for project. Through the training and eduction of QMS, some practices
should be followed as below as follow (Nursyamimi, 2014):

a. All the players of construction will increase the understanding about the
quality standard requirements and raising the awarencess of quality as
well as fundamental of QMS.
b. Overall level of workmanship and management team which at least
spread to foremen level requires to update and upgrade their knowledge
through providing training of QMS.
c. Specification of training is required to conduct work-area teams and
entitle the workforce for quality control. The circle of quality control
present to overall levels for looking for chance to improve and facilitate
learning of project organization.
d. Resource management enhance the training and education for improving
quality in project.
 32

2.6.1.5 Measurement and Enhancement of performance

Based on the study conduct by Nursyamimi (2014), the critical factor of the
measurement and improvement will influence successful of project quality management
system (QMS). Measuring of performance in construction project is one of general
practical in construction industry and it included collecting data, figure used to analyze
and present to top management level with a reasonable manner. The purpose of this
factor is required to make continuing improvement in QMS application. It is important
for enhancing the strength and weakness of quality system and evaluating whether it
perform effectively in order to maintain the requirements of standard which are be
measured and analyzed for focusing on the customer satisfaction and client expectation
(Asmonia, 2015). Some practices indicated by researcher that (Nursyamimi, et al., 2014):

a. Audit includes internal and external which are created for measuring the
performance the QMS implementation and identified for being
improvement.
b. The quality manager or consulted created the review of management as
planned to judge the areas for quality improvement according to audit
records or audit reports indicated by the ISO 9000 standard.
c. Client expected the performance of QMS during issuing the interim
certificate and incentives contribution.
d. The competent of personnel is higher to judge the performance during
construction project.
 33

2.6.1.6 Teamwork and skill of Communication

According to ISO 9001, clause 5.5.3 and clause 7.2.3 which respectively is internal
communication and customer communication. Further mentioned by ISO 9000, there are
related to teamwork with the communication’s clause. In fact, teamwork and
communication is vital roles and one of factors influencing QMS application to ensure
QMS being successful. Moreover, based on a study conducted by Holyle (2009), he
mentioned that the effective and skill of communication is the main issue to success
QMS application. It should be avoided the mistake happening such as transfer wrong
information, fail to convey the right information, the wrong people obtaining the right
information, the right people getting the wrong information, the correct information
delay to convey to the right people, lack of skill to communicate cause not be
understood and undesired outcome. Besides, the key issues for having powerful
teamwork and effective communication that:

a. Construct a structure of guiding committee and comprise of overall

parties concerned such as client, consultant team such as architect and
consultant engineer, contractor to establish a gerate goal and
cohesiveness with each other.
b. Well-planned team structure is expected through quality training and
quality briefing to ensure togetherness.
c. Powerful informal connection between the players through skill of
communication.

2.6.1.7 Information, Communication and Technology (ICT)

Nowadays, technology advance has been presented and introduced for greater challenge
in the channel we stay. Many researcher recommended using of concentrated electronic
 34

documents for quality management system (QMS) with the rapid expansion of ICT
(Asmonia, 2015). However, the major problems is information be managed properly due
to many participants handling the information without standardized techniques to
manage the records and documents. According to ISO 9001clause 4.2.2 and 4.2.3 which
are respectively control of document and control of record, there is require to approve,
circulate, store and recover the controlling the documentations and records. Furthermore,
using ICT has a lot of advantages that it is useful to optimize and minimize the
requirements of documents, ICT has ability to fast accessibility of records and greater
coherence to ISO 9000 standards. There are several issues to practice for using of ICT in
QMS application as below as following:

a. Ensuring of electronic document of QMS and web-based processing to

establish of quality controlling eletronic-based document.
b. Connection between QMS requirement and information technology. ICT
and eletronic document control system used to manage the information,
there are vital consideration to the participants’ willingness, basic
knowledge and understanding as well as skill in processing the ICT.
Therefore, it is necessary provide proper training and workshop to resist
the change of management in using ICT.

2.6.1.8 Influence Strategic advance factor

The sticking point that the satisfaction of customer and success in competitive has been
exposed to be determine for increasing and reaching a satisfying quality of product and
service. Quality defines as a tactical competitive device and it cannot be omitted in
strategy position. The important factor influencing quality management system (QMS)
applied in construction project is fully commitment by top management or senior
management to produce the advantages of strategic perspective and capability on
 35

competitive. This is be proved that top management plays an important role in execution
of QMS application as a driver through the way to provide resources properly and the
main point to continuous improvement for creating of values, mission and standard. It
has the possible to increase the satisfaction of customer and enhance the quality
performance of construction project.

The quality standard of QMS emphasizes the control by top management through
the documentation such as quality manual, sequence of activities, instruction as well as
systematization. The strategic orientation is as a facilitating factor that influencing the
connection between quality plan such as QMS and the financial performance of the
organization. Thus, the project manager of management should cautiously plan and
manage the QMS application for carried out the strategy. With a well-executed of QMS,
the project is assured to fulfill the advantages of competitive and high performance.

2.6.1.9 Influence Motivation factor

Quality management system (QMS) application such as ISO 9001 certification has
external and internal advantages. The factors of influencing QMS are team work as well
as the performance and communication of the organization that are related to internal
benefits otherwise the external benefit relates to the marketing aspects for increasing the
satisfaction of the customer also will be one point to be consider by organization applied
QMS. Moreover, the style of leadership has possibility to affect the performance of
QMS. It is being guaranteed that a support to carry out the QMS by leadership styles is
authorization and team player motivate. Other motivation factors influencing are
regarding higher profits gained and greater practical archived to drive the organization to
implement this QMS application.
 36

According to literature review conducted by Kaziliunas (2010), a powerful

relationship between the motivation factor of organization’s certification and the
performance gained was ascertained. It can be short summary of this journal that
powerful internal motivation is able to increase the organization’s quality for help to
create a QMS that causes to internal and external benefits for improvement of the
organization’s reputation in the market position.

2.7 Advantages of Quality Management System

According to ISO 9001, quality management system (QMS) application has several
potential advantages for organization (ISO 9001, 2015):

2.7.1 Consistently

QMS has capability to establish and produce the products and services consistently
through quality system and quality standard. QMS application also has benefit to
indicate the data consistently with the specified QMS requirements. There could lead to
meet the satisfaction of customer and appropriate statutory and regulatory requirements.
(ISO 9001, 2015)
 37

2.7.2 Customer satisfaction

For achieved a certain level of customer’s satisfaction, the organization should be pay
effort in implementing QMS. Hence, customers have benefit through obtaining the
products and services that are complying with the requirements, faithful and reliable,
accessible when need and maintainable as a longer lasting.

2.7.3 Risks minimize

Implementing QMS is possible to address the risk and chance related with its objective.
In construction project, the contractors have advantages through using QMS application
for minimizing the defective works; reconstruct work and rejection (Ivan W, et al.,
2012).

2.7.4 Increase competitive and reputation of company

Implementing QMS is ability to integrate the value with well documented process and as
evidence of quality assurance in order to increase reputation of company and increase
competitive. Moreover, clients and stakeholders have advantages such as increase return
on investment, market share and profit as well as improve the operation outcome.
 38

2.7.5 Improving resource management

QMS have clearly stated duties and responsibilities of parties that is ability to provide a
better process flow and quality control in order to increase their job satisfaction. It is
also able to provide better working condition, health and safety of worker and reduce the
environmental impact.

2.7.6 Financial performance

There are significant to determine the multiple of variables which will reflect the
consequence of quality management system (QMS) application over the organization’s
performance of financial. There is directly relationship between QMS such as
certification of ISO 9001 and improvements of financial performance (KAZILIŪNAS,
2010).

Figure 2.7 Cost Savings of QMS (KAZILIŪNAS, 2010)

Based on Figure 2.7 indicated the cost savings of QMS, the QMS is possible to
assist the organization reduce the cost of failure in order to perform effectively financial.
The impact of QMS is decrease the inefficiencies and waste cost in order to improve the
 39

quality of project, morale and the chance for a greater outcome which are accomplish
through the process, documents and players to carry out QMS application. It should be
aware of failure preventive action that will have benefit to costs saving as well as
increase the customer satisfaction.

2.7.7 Continuous improvement

The organization implement the quality management system (QMS) in order to achieve
a desire continuously improvement and gain a long term benefits. The organization is
willingly to execute the QMS due to have strong positive attitude of improving
organization performance rather than customer pressure. It has a benefit of promoting
and facilitating the culture of quality in a project.

2.7.8 Quality Auditing and Assurance

For increasing the capability to reveal conformity and the value of output, quality
auditors are play a powerful role in impact of quality management system (QMS)
implementation. Creating quality audit has impacted to gain the accurate input for
making decisions of management and produce the data using in granting a qualify
certificate for improving the documentation and enforcing consistency as well as
achieving a quality project assurance.
 40

2.8 Disadvantages of QMS

Disadvantages of quality management system include too much paperwork and time
consuming.

2.8.1 Too much paperwork

According to study conducted by Anup (2015), the biggest obstacle is too much of paper
work in implementing quality management system (QMS). Too much paper work will
lead to employee unwilling to adopt QMS. The documentations or paper works include
work procedures, quality periodly records, work instruction and checklist form which
may daily usage on site (Anup, et al., 2015).

2.8.2 Time consuming

Ensure quality through implementing quality management system (QMS) is need time to
operate and put effort in the work.

2.9 Requirements

General requirements used to identify and describe the process which include establish,
implement, maintain and improve quality management system regarding the specific
project.
 41

Table2.3 Requirements for Implementation of Quality Management System

Requirement Description
Documentation  QMS requires a lot of documentation as a guideline and record
 Statement of quality policy and quality objective which are set
by top management
 Quality manual and project quality plan are prepared by site
contractor for achieving quality work on site
 Procedures and work instruction
 Quality records and checklist for quality assurance and continual
improvement of QMS
Management  Organization should defined scope of QMS, well documented
responsibility and publicized the quality policy
 Prepare and executive effectively documented procedures
 Prepare project quality plan
 Interrelation of parties and communicate organization’s
responsibility and authority
 Efficiency and adequate resources are identified and provided
 Employ quality manager to emphasize on quality monitoring
 Review and check quality system regularly
Leadership  Identify needs of staff and provide training
 Supervise and order instruction clearly
Planning  Planning for address risks and opportunities
 Carried out in planned manner for changes which include
consequence of changes and available resource
 For achieve quality objective, organization requires to prepare
clear, measurable, monitored, communicated, updated and
resourced plan
Support  Resources
 Competence
 Awareness
 Communication
Operation  Conducting of beginning inspection and testing of incoming
materials
 Conduction of in-process inspection and testing of semi-finished
work based on project quality plan
 Maintain signed-off recording and testing
 Indicate, separate the conformance or nonconformance of work
 Verify the work meets specified requirement
 After repair, inspect and test again
Performance  Schedule of internal quality audits
evaluation  Independent personnel is assigned to carry out internal audits
 If necessary, follow-up audits are conducted
Improvement  Using statistical techniques to identify the need in quality control
for improving new project
 42

2.9.1 Documentation Requirements

Implementation quality management system (QMS) requires a lot of documentation as a

guideline and record. Documentation requirements include statement of quality policy
and quality objective which are set by top management. Besides, quality manual and
project quality plan are prepared by site contractor for achieving quality work on site.
Construction organization is necessary to ensure the effective and efficiency planning,
execution and process control through the procedures and work instruction. Quality
records and checklist are documentation requirements for quality assurance and
continual improve of quality management system (Watson & Howarth, 2011).

2.9.2 Management Requirements

Management requirements include management commitment, customer focus, quality

policy, planning, responsibility, authority, communication and management review
(Watson & Howarth, 2011). Construction organization illustrates the commitment to
achieve quality and instills the importance of quality to team members. For enhancing
customer satisfaction, construction organization identifies the requirements of customer.
Moreover, quality policy is core heart of organization to serve its as overall purpose and
improve the effectiveness of implementation QMS. Project manager or quality manager
planned the establishment, documentation and implementation of QMS regarding every
specific project.

Duties and responsibilities are clearly stated in organization and every team
member is expected to liable their work to ensure higher quality work with legal
 43

authority. Thus, effective communication has been established within the organization.
For continual improvement of QMS, construction organization needs to review the
overall implementation of QMS and examine the effectiveness of QMS (Watson &
Howarth, 2011).

2.9.2 Resource Management Requirements

Resource management requirements include provision of resource, human resources,

infrastructure and work environment. Companies are required to implement, maintain
the resources and continually improve QMS practice.
 44

CHAPTER 3

RESEARCH METHODOLOGY

3.1 Introduction

Methodology of research is a study of the framework, logical creation, ways and tools of
a systematic activity or approach. In the chapter 3, my research is designed as a
systematic planning to study the quality management system applied in construction
industry. There is a necessity that few of the process should be design as well as
consider in this chapter for used to collect data or information and data analysis. The
rationale of chapter 2 and 3 is offers this study to become object of perception, learning
outcome and systematization in the generation of questionnaire survey. It is vital in any
research due to make sure the process of study going smoothly and achieve the
effectiveness.

This research applied a mixed method approach which includes quantitative as

well as qualitative and its data can provide a good understanding of critical factors
influencing the quality management system in construction project to achieve the quality
performance success fully applied in construction industry. Data collection of the
 45

research came from questionnaire surveyw as well as the literature reviews which
include journals, academic book, newspapers online and internet web sites.

3.2 Research Strategy of Data Collection

Data collection is the vital stage to achieve the desired objectives within the scope of
work. The task in this stage is to identify project data and to conduct study for further
details of the research. The data sources were classified into primary sources and
secondary sources.

3.2.1 Primary Data

Primary sources provide data and information from using questionnaire survey for the
research. A total number of 80 closed-ended questionnaires send out by email and
distributing in construction site is at location Johor area.

3.2.1.1 Questionnaire survey

One of quantitative research method is established through questionnaire survey that has
two types of question, namely open-ended question and close-ended question. The
respondents are expected and required answering the set of questions which are written
 46

and prepared by the researcher. Open-ended question is a set of questions without

provide possible answer and allow respondents to write out his or her opinions. On the
other hand, close-ended question is provided with the option with according to level of
measurement such as nominate, ordinate, interval and ratio options and the respondents
require ticking the answer. It is important to have clarity in the questions, easy to read
and follow. Three types of methods conveying the questionnaire to respondent are
mailed questionnaire, collective questionnaire and distributing in public. Refer to
Choudhury (2015) and Baker (2007), the advantages and disadvantages of questionnaire
survey are listed and summarized on table 3.1 and which separated by type of
questionnaire.

Table 3.1 Advantages and disadvantages of Questionnaire

Type of
Questionnaire Advantages Disadvantages
 Economical  Low response rate
 Rapidity & Time saving  Lack of personal contact
 Easiest method  Incomplete information
 Less Pressure on the Respondents due to problem of
 Consistency language, use of
Mailed  No distance barriers & ability to abbreviations and
Questionnaire send almost anywhere in the world ambiguous terms
& Telephone  Cheaper  Useless in depth-
Questionnaire  Greater Validity & Reliability information
 Allow for collecting sensitive
information
 Large population & wide variety
of potential respondents
 Consistency  Limited Response
 Greater Validity & Reliability  Useless in depth-
Collective  On-time collection of vary data information
Questionnaire  Extremely quickly with low error  Time consuming
rates analysis
 Randomly  Improper representative
Distributing
 Anonymity part of respondents
in Public
 Flexible tool for data collection  Lack of personal contact
Questionnaire
 Wide Coverage  Poor Response
 47

3.2.1.2 Target Respondents

The questionnaires are distributed by the researcher for focusing on site staffs which are
working on Contractor Company in Johor Bahru. G7 contractor companies are targeted
respondents in this research where the located at Johor Bahru which found that 331
companies had registered as G7 contractor companies in CIDB (CIDB, 2016). The
reason of choosing G7 Contractors firm as my research’s target respondents is they
require having implementation endeavors of ISO 9000 QMS in construction project in
Malaysia. Due to larger population, questionnaire survey is the better way to collect my
data for identifying the requirements and factors influencing QMS implementation as
well as investigating the advantages and disadvantages of QMS. Using questionnaire
survey, it is possibility to collect the data and analyze data through reliability and
validity test to show out the relationship between.

3.2.1.3 Questionnaire Design

Questionnaire consisted of two parts in which the first part is to indicate the
introductory part of the respondents and the second part is to list out critical factor
influencing quality management system applied in construction industry which include
success factors and failure factors. The scale of measurement is a Five-point Likert Scale:
1=Not Very Important factor influencing the quality/Strong disagree, 2=Not Important
factor influencing the quality/disagree, 3=moderately important factor influencing the
quality/Neutral, 4=Important factor influencing the quality/Agree and 5=Very Important
factor influencing the quality/Strongly agree. In essence, it can provide a hierarchical
ordering in order to identify what is the major factor influencing quality, benefit and
requirements regarding application QMS in construction industry.
 48

For setting up the question for questionnaire, there are several fix questions:

a. Section A: Participants’ basic information

b. Section B: Factors influencing QMS application in construction
c. Section C: Benefits of Implementing QMS in construction project
d. Section D: Documentation Requirements and Other Requirements of
implementation of QMS

3.2.1.4 Sample Size

Sample size is significant for an efficiency research and as minimum set numbers of
survey questionnaire distribute by researcher (Scott Smith, 2013). If sample size is
wrongly determined, it is possible to cause the research finding lower accuracy. It can be
determined according to population, margin of error, confidence level and standard of
deviation. Krejcie and Morgan (1970) had calculated the number of sample size by
formula and summarized the data in table depend on population to determined sample
size by researcher easily and accurately. The population of target respondents are
estimated around 331. Based on formula of sample size, the sample size is around 178.
Hence, 180 sets of questionnaire survey will be distributed by researcher to the target
respondent.

Formula 3.1 of sample size (SS),

𝑧2 ∗𝑝(1−𝑝)
𝑒2
Sample Size= 2
𝑧 ∗𝑝(1−𝑝)
(3.1)
1+( )
𝑒2 𝑁
 49

Where:

Z = 1.96, 95 % confidence level

p = percentage picking a choice (50 %)

e = margin of error (5 %)

N = Population

3.2.2 Secondary Data

Secondary data is written or collected by other researcher such as journal, academic

book, newspaper and report. Secondary data is saving time to analyze as well as
providing larger database and understanding to researcher before researcher plan to
collect primary data.

3.3 Data Analysis

Along with data collection has completed, data analysis will be next stage for analyzing
and comprehending the data by using SPSS software. Data analysis is the application of
statistic systematically and logically which is as a technique to explain and evaluate data
as well as present through table, bar, chart and graph.
 50

3.3.1 Description Analysis

Description analysis is expressing the data through pie charts, line graphs and bar charts.
The purpose of this analysis is to analyze the data about information of respondents in a
sample or population. It can make the raw data into a form for reader’s understanding
and comprehension. The transformation of raw data is to rearrange order and manipulate
data to create rational descriptive information. It applied for data in Section A of
questionnaire survey by measuring the average, frequency distribution percentage of
respondents’ data.

3.3.2 Reliability Analysis

Reliability analysis is carried out to measure the consistency of ranking scale data or
ordinal data which under section B, C and D in survey questionnaire. Reliability analysis
used the Cronbach’s alpha to measure data in SPSS.

3.3.2.1 Cronbach's Alpha Test

Cronbach’s alpha test is the most common of reliability test which able to measure the
scale of internal consistency and significant for designing questionnaire survey. Alpha is
a vital theory to evaluate the assessments in questionnaires survey. It is normally applied
when the questionnaire using Likert Scale such as this research in order to determine the
 51

reliability of data and accurate as well as free from random error. Table 3.2 shows the
Cronbach's Alpha Value Coefficient Range.

Table 3.2 Cronbach's Alpha Value Coefficient Range

Cronbach’s Alpha range Internal Consistency

 < 0.6 Poor Reliability
0.6 <  < 0.7 Acceptable Reliability
0.7 <  < 0.8 Good Reliability
0.8<  < 0.9 Very Good Reliability
 > 0.9 Excellent Reliability

3.3.3 Factor Analysis

Factor Analysis is used to analyze and indicate the measurement of a group variable. It
is able to decrease large amount numbers of variable to a specified group or smaller
numbers as a method of data reduction. The purpose of this analysis is to disclose and
summarize the internal correlation among the variables. It also can assist to restructure
the data by reducing the number of variables (Robin, 2012). In my study, it is consist of
Kaiser-Meyer Olkin (KMO) and Bartlett's Test, Communalities and Rotated Component
Matrix to data reduction and analysis validity of my research.
 52

3.3.3.1 Kaiser-Meyer Olkin (KMO) and Bartlett's Test

The Kaiser-Meyer Olkin (KMO) is conducted in this research to examine the

appropriateness of factor analysis and measure of sampling adequacy. It depends on the
index analyzed by SPSS software. The higher value of index indicates that factor
analysis is having high level of adequacy and appropriate. Based on Kaiser (1974), he
suggested that value for KMO has a minimum requirement which is above 0.5. Values
of the index below 0.5 imply that the factor analysis may be deducted and unaccepted.
Furthermore, Bartlett’s test is used to indicate the strength of relationship among the
variables and determine the identity matrix.

Table 3.3 KMO Value Coefficient Range

KMO Measure Internal Consistency

Less than 0.5 Unacceptable
0.5 - 0.6 Acceptable
0.6 - 0.7 Mediocre
0.7 - 0.8 Good
0.8 – 0.9 Great
Above 0.9 Excellent

3.3.3.2 Communalities

Communalities is used to single observe the each variable among all of the variables by
extraction value (Field, 2005). Extraction is measure of variables as linear combination.
According to Chetty and Datt (2015), the communality value or extraction value should
be consider that more than 0.5 in order to further analysis. The extraction value less than
 53

0.5, it consider to deduct the variable in further analysis. Communalities are analyzed for
critical factors, benefits and requirements of implementing QMS.

3.3.3.3 Rotated Component Matrix

Rotated component matrix is the main output of PCA. It includes appraise and
estimate the correlations between every single variables. Next, it can be grouping
each variable into few components (Chetty and Datt, 2015). The correlation
between variables is based on component loading computed by SPSS. It is allow
researcher to name the component for interpreting the result. Rotated component
matrix is used to classify amount of variables which are benefits and requirements
of implementing QMS.

3.3.4 Pearson Correlation Coefficient

Pearson correlation coefficient is used to determine and measure the strength of two or
more variables and its relationship. R value as correlation coefficient is used in Pearson
correlation analysis and commonly used to measure bivariate correlations in SPSS. The
closer of r value is to 1 or -1, the stronger relationship in the linear correlation.
Interpreted of r value is indicated in table 3.4 as below.
 54

Table 3.4 R Value Correlation Coefficient Range

R value Linear correlation

0.10 to 0.35 or -0.10 to -0.35 Low correlations
0.36 to 0.67 or -0.36 to -0.67 Moderate correlations
0.68 to 0.90 or -0.68 to -0.90 Strong correlations

3.3.5 Agreeable Index

Agreeable index is conducted to determine the weight of variables and to rank which
most important or most agreeable from respondents. Agreeable index is conducted to
rank the critical factors, benefits and requirements of implementing QMS. It is require to
allocated based on weight from higher to lower score.

Formula of Agreeable index is indicated as below:

5𝑁5 +4𝑁4 +3𝑁3 +2𝑁2 +1𝑁1

AI =
5(𝑁5 +𝑁4 +𝑁3 +𝑁2 +𝑁1 )
(3.2)

Where:

N5 = Number of respondents with Strongly Agree/ Very Important

N4 = Number of respondents with Agree/ Important

N3 = Number of respondents with Neutral

N2 = Number of respondents with Disagree/ No Important

N1 = Number of respondents with Strongly Disagree/ Very Not Important

 55

3.4 Research Methodology framework

A detailed research framework is necessary to proper design for obviously indicate the
methodology of this study. Thus, for attaining the aim and objective of this research,
research framework is as a guideline for highlighting the right procedure to conduct my
research successfully. The flowchart indicated in chapter one Figure 1.1.

3.4.1 Primary Stage

Primary stage includes first discussion and study literature review which is the most
initial of the research.

3.4.1.1 First Discussion

The first discussion in primary stage involves the overall review of the problem
statement and contemporary quality if it is significant study to construction industry.
Moreover, I discuss the challenges regarding this research topic and its limitation with
my supervisor Prof. Dr. Naoto Mine when the initial of preparing this research as he
provided direction and guided me in accomplishing this study.
 56

3.4.1.2 Study from Literature Review

Literature review is an important part of research which possible to build a theoretical

framework regarding my topic to strengthen the point and prove the area of research.
The researcher is encouraged to read certain amount of appropriate information and he
may realize the knowledge on the subject. It is undoubtedly that the researcher should
describe, summarize, examine and clearly explain the point of literature review. In order
to achieve the aim and objective as well as scope of study properly, literature review
should be structured properly to enhancing in order to reasonable the flow of my study.
This review is possible come from academic book borrowed from library; online various
sources, article and journal toward to increase the quality of my study and fulfill the fact
as well as used to summarize my understanding to develop the chapter 4 research
finding and data analysis.

3.4.2 Secondary Stage

Secondary stage includes research design and method of data collection.

3.4.2.1 Data Collection from Questionnaire Survey

Develop questionnaire, which must be reliable and valid, need to refer back to the aim
and objectives for starting to ask specific and related questions.
 57

3.4.3 Tertiary Stage

Tertiary stage includes data analysis by SPSS which is used to analyze data collected by
researcher and for further discussion as well as analyze the relation between variables.

3.4.3.2 Data Analysis

Data analysis of this research is by using Statistical Package for the Social Sciences
(SPSS) software which is window based software. This software will used to carry out
the data entry, analysis and present result through tables and graphs (Perner, 1990).
SPSS is suitable to this research due to able of processing large number of data which
data collected by questionnaire survey. In my research, few types of data analysis carried
out by SPSS are description analysis, factor analysis and reliability test.

3.4.4 Final Stage

Final stage is to conclude a research which includes summary research findings and
write up the conclusion.
 58

3.4.4.1 Summary research findings and Conclusion

This is last stage of research which writes up the research findings based on data
collection and analysis. The final writing should be explained and summarized the
research findings and come out with a conclusion which is the most important of this
stage. It requires to clearly statement in Chapter 5. Furthermore, researcher allows to
recommendation for next research.
 59

CHAPTER 4

DATA ANALYSIS AND DISCUSSION

4.1 Introduction

This chapter of study is to analyze the collecting data by the way of questionnaire survey
and to interpret my result by using SPSS software and Microsoft Excel. It is includes
preliminary analysis, description analysis, reliability and validity test of measurement
and ranking of factors, benefits and requirements of QMS.

4.2 Preliminary Analysis

180 sets of survey questionnaire were distributed by using online survey and hand
delivery survey to G7 contractor in Johor Bahru. However, there are 72 sets useable
survey questionnaire returned and 2 sets uncompleted survey questionnaire. The
percentage (%) of response rate is 41.1%.
 60

Table 4.1 Preliminary Analysis

Description Quantity Percentage (%)

Questionnaire was distributed 180 100%
Questionnaire was returned 74 41.1%
Useable questionnaire 72 40.0%
Incomplete questionnaire 2 1.1%

4.3 Respondent Demographics

In the questionnaire, respondent demographics are respondent’s information background

which include gender, job position, working experience, type of project involved,
company size and status of QMS practice.

4.3.1 Gender

Frequency for gender of respondent is indicated in Table 4.2 and figure 4.1 as below.

Table 4.2 Frequency for Gender of Respondent

No Gender Frequency Percentage (%) Cumulative Percentage (%)

1 Female 28 38.9 38.90%
2 Male 44 61.1 100.00%
Total 72 100.00%

There are 38.9% (which has 28 respondents) of female and 61.1% (which has 44
respondents) of male respondents in this data collection.
 61

Gender

Female,
39%
Male,
61% Female
Male

Figure 4.1 Percentages of Respondents’ Gender

4.3.2 Job Position

Table 4.3 and Figure 4.2 indicate the job position of the respondents in G7 contractors.

Table 4.3: Frequency for Job Position of Respondents

No Job Position Frequency Percentage Cumulative

(%) Percentage (%)
1 Project Manager / 14 19.4 19.4
Construction Manager
2 Quality Manager / QAQC 22 30.6 50.0
Department
3 Architect 2 2.7 52.8
4 Site Engineer 12 16.7 69.4
5 Quantity Surveyor 8 11.1 80.5
6 Site Supervisor 10 13.9 94.4
7 Other 4 5.6 100
Total 72 100%
 62

According to the table 4.3 and figure 4.2, there is the highest percentage 30.6% which
have 22 respondents as quality manager or site staff working in quality assurance quality
control department. Next is project manager or construction manager with 14 (19.4%)
respondents. Site staff includes site engineer, site supervisor, quantity surveyor, architect
and safety staffs which have lower percentage 16.7% (12 respondents), 13.9% (10
respondents), 11.1% (8 respondents), 2.7% (2 respondents) and 5.6% (4 respondents).
Due to lack of collaboration of some of individual company and respective individual, it
leads to disproportionate distribution of the questionnaire in job position.

Job Position
Project Manager /
5.6% Construction Manager
19.4% Quality Manager / QAQC
13.9% Department
Architect

11.1% Engineer

Quantity Surveyor
30.6%
16.7%
Site Supervisor

Other
2.7%

Figure 4.2 Percentages of Respondents’ Job Position

 63

4.3.3 Working Experience

Frequency for working experience of respondents is indicated in Table 4.4 and figure 4.3
as below.

Table 4.4: Frequency for Working Experience of Respondents

No Working Experience Frequency Percentage (%) Cumulative
Percentage (%)
1 <5yrs 22 30.6 30.6
2 5-10yrs 16 22.2 52.8
3 10-15yrs 12 16.7 69.4
4 >15yrs 22 30.6 100
Total 72 100%

Based on Table 4.4 and Figure 4.3, there are same percentages 30.6% (22
respondents) with “less than 5 years” and “more than 15 years” working experience and
both of it has ranked as highest percentage. Next is working experience between 5 to 10
years which has 22.2% (16 respondents) and between 10-15 years which has 16.7% (12
respondents).

Working Experience
35
30.6% 30.6%
30

25 22.2%

20 16.7%
15

10

0
<5yrs 5-10yrs 10-15yrs >15yrs

Figure 4.3 Percentages of respondents’ Working Experience

 64

4.3.4 Type of Project

Frequency for type of project involved is indicated in Table 4.5 and figure 4.4 as below.

Table 4.5: Frequency for Type of Project Involved

No Type of Project Frequency Percentage Cumulative
(%) Percentage (%)
1 Building 56 77.8 77.8
2 Infrastructure 14 19.4 97.2
3 Industry 2 2.8 100.0
Total 72 100.00%

Based on Table 4.5 and Figure 4.4, building project is the highest percentages 77.8% (56
respondents). Next is infrastructure project which has 19.4% (14 respondents), and
industry project 2.8% (2 respondents).

Type of Project
90
77.8%
80

70

60

50

40

30
19.4%
20

10
2.8%
0
Building Infrastructure Industry

Figure 4.4 Percentages of Type of Project Involved

 65

4.3.5 Company Size

Frequency for company size is indicated in Table 4.6 and figure 4.5 as below.

Table 4.6: Frequency for Company Size

No Type of Project Frequency Percentage Cumulative
(%) Percentage (%)
1 <5 employees 2 2.8 2.8
2 5-50 employees 10 13.9 16.7
3 51-100 employees 16 22.2 38.9
4 101-150 employees 8 11.1 50.0
5 >150 employees 36 50.0 100
Total 72 100%

Based on Table 4.6 and Figure 4.5, the highest percentages is 50% (36 respondents)
which company size is more than 150 employees. Next is company size around 51-100
which has 22.2% (16 respondents). Besides, other company size includes 5-50
employees, 101-105 employees and less than 5 employees which the following
percentages are 13.9% (10 respondents), 11.1% (8 respondents) and 2.8% (2
respondents).

Company Size
60
50%
50

40

30
22.2%
20 13.9%
11.1%
10
2.8%
0
<5 employees 5-50 employees 51-100 employees 101-150 >150 employees
employees

Figure 4.5 Percentages of Company Size

 66

4.4 Status of QMS Practice on Site

Frequency for QMS practice by contractor on site is indicated in Table 4.7 and figure 4.6
as below.

Table 4.7: Frequency for QMS practice by Contractor on Site

No Type of Project Frequency Percentage Cumulative
(%) Percentage (%)
1 Yes 52 72.2 72.2
2 No 20 27.8 100
Total 72 100%

According to the analysis indicated in table 4.8 and figure 4.6, 72% respondents (52
respondents) companies are implementing Quality Management System practice on site
while 28% respondents (20 respondents) are not implementing this practice on site.
However, it can be predicted that there are more respondents in actual practice. The
reason is the target respondent set as G7 contractor which is required or expected to
good performance in quality. Based on study from Said, et al. (2009), QMS practice
have been on growing up trend in the Malaysian Construction Industry.

QMS Practice

No, 28%

Yes, 72% Yes No

Figure 4.6 Status of QMS Practice

 67

4.5 Reliability Test of the Measurement

Based on Table 4.8, 7 items of the critical success factors (Section B) and 15 items
(Section C) of benefits are passed with acceptance value of 0.7 which Cronbach’s Alpha
values are 0.826 and 0.874 that indicate very good reliability. The section D indicates
two parts which are 16 items of documentation requirements and 7 items of other
requirements also have the higher Cronbach’s Alpha value which are 0.913 and 0.863
respectively.

Table 4.8: Reliability Test

Cronbach’s Internal Number
Section Objective
Alpha Consistency of Items
Critical Success Very Good
B 0.826 7
Factors Reliability
Very Good
C Benefits 0.874 15
Reliability
Documentation Excellent
D1 0.913 16
Requirements Reliability
Very Good
D2 Other Requirements 0.863 7
Reliability

4.6 Factor Analysis

In my study, it is consist of Kaiser-Meyer Olkin (KMO) and Bartlett's Test,

Communalities and Rotated Component Matrix to data reduction and analysis validity of
my research.
 68

4.6.1 KMO and Bartlett’s Test of Sphericity

Based on table 4.7, all sections which are critical success factors, benefits and
requirements passed the acceptance value in KMO and Bartlett’s test of Sphericity,
where value of KMO above 0.5 and p value or significant value of Bartlett’s test less
than 0.01.

Table 4.9 KMO and Bartlett’s Test of Sphericity

Bartlett’s Test of Sphericity
Section Objective KMO Approx.
Sig df
Chi-Square
Critical Success
B 0.732 239.739 0.000 21
Factors
C Benefits 0.686 546.437 0.000 105
Documentation
D1 0.726 801.147 0.000 120
Requirements
Other
D2 0.794 244.458 0.000 21
Requirements

Other requirement has the highest KMO value is 0.794 while critical success
factors, documentation requirements and benefits which values are 0.732, 0.726 and
0.686 respectively.

4.6.2 Communalities

According to Table 4.8, all of the variables were examined by SPSS 16. The extraction
value is acceptable when the value is above 0.5 (Chetty & Datt, 2015).
 69

Table 4.10 Communalities

Code Section B: Critical Factor Extraction
CF1 Process Management 0.588
CF2 Top Management commitment 0.720
CF3 Project Quality Plan integrated 0.843
CF4 Training and Education Programme 0.768
CF5 Measurement and Enhancement of performance 0.720
CF6 Teamwork and skill of Communication 0.666
CF7 Information, Communication and Technology (ICT) 0.699
Code Section C: Benefits Extraction
B1 Enhanced image, increase competitive and reputation of
0.545
organization
B2 Performance continuous improvement 0.561
B3 Increase customer satisfaction 0.565
B4 Clear line of duties 0.774
B5 Facilitates access to certain market 0.600
B6 Increase chances to be award the tenders / contract 0.381
B7 Improved relationship and cooperation between parties 0.655
B8 Establishing clear documented procedures and instructions 0.796
B9 Consistency in quality of project 0.804
B10 Efficiency of operations in construction site 0.565
B11 Reduction of quality cost and risk minimize 0.845
B12 Prevention of errors at the earliest stage of the project 0.614
B13 Project completion within the stated period of time 0.802
B14 Quality Auditing and Assurance 0.659
B15 Improving resource management 0.684
 70

Table 4.10 Communalities (continued)

Code Section D (1): Documentation Requirement Extraction
DR1 Quality Policy Statement and Quality Objective 0.616
DR2 Quality Manual and Procedure 0.853
DR3 Project Quality Plan 0.677
DR4 Preventive Action 0.802
DR5 Corrective Action Request (Inclusive control of Non 0.822
Conformance
DR6 QLASSIC / CONQUAS (Quality Standard Assessment 0.538
System)
DR7 Inspection Test Plan 0.797
DR8 Incoming Material Inspection 0.645
DR9 Quality Monthly Report 0.690
DR10 Resources Plan 0.609
DR11 Checklist 0.761
DR12 Audits (Internal and External) 0.687
DR13 Meeting Records and Review Meeting 0.610
DR14 Control of Documents 0.670
DR15 Control of Records 0.774
DR16 Customer Satisfaction Survey 0.782
Code Section D (2): Other Requirement Extraction
OR1 Staff Training for QMS 0.667
OR2 Planning for address risks and opportunities 0.650
OR3 Interrelation of parties and communicate organization’s 0.887
responsibility and authority
OR4 Employ quality manager to emphasize on quality 0.756
monitoring
OR5 Review and check quality system regularly 0.700
OR6 Supervise and order instruction clearly 0.752
OR7 Using statistical techniques to identify the need in quality 0.557
control for improving new project
Extraction Method: Principal Component Analysis
 71

Based on table 4.8, benefit 6 “Increase chances to be awarded the tenders and contract”
which under section C variables of benefits has communalities or extraction value of
0.381. This element did not pass the acceptance value of 0.5. This could be estimated
that the respondents misunderstood chances of award the tenders or contracts due to
QMS with this variable is an indirect relationship. Quality Management System on site
is for improving quality of ongoing project but the “chances of award tenders or
contracts” is for the new project.

On the other hand, the variable under section B critical factors which has highest
communalities value of 0.843 is “Project Quality Plan integrated”. This can be
interpreted that there are well represent the variable in extracted components. It means
most of respondents agreed that project quality plan integrated as useful factors in this
study. This match with the study from Abdullah (2012) statement that integration of
project quality plan for success QMS implementation for have a benefit to prevent
overlapping and neglecting from the scope of the project or activities and dispute of
quality.

At the Section C benefits variables, the variable “Reduction of quality cost and
risk minimize” has the highest communalities value of 0.845. It can be interpreted that
this variable is sufficiently well representated. This match with the study from
KAZILIŪNAS (2010) which is stated that it should be aware of failure preventive action
and will has advantage to cost saving as well as customer satisfaction.

At the Section D part 1 Documentation requirement variables, the highest

communalities value of 0.853 is the variable “Quality Manual and Procedure”. It means
most of respondent agree the Quality Manual and Procedure as a valid factor of
documentation requirements. This match with pyramid of quality management system
mentioned by Rumane (2011) which is as a framework or management’s intentions to be
operating the quality system.
 72

At the Section D part 2 Other requirement variables, the variable “Interrelation of

parties and communicate organization’s responsibility and authority” has the highest
communalities value of 0.887. It indicates the variable is well represented in feedback
from respondents. This is match with ISO management responsibility requirement and
study from Watson & Howarth (2011) with statement that the effective communication
has been established within the organization for successful implementing of QMS.

4.6.3 Rotated Component Matrix

4.6.3.1 Benefits
Table 4.11 means rotated component matrix for benefit variables that analyzed by SPSS.
Table 4.11 Rotated Component Matrix

Component

1 2 3 4
B9 .855
B8 .807
B12 .651
B10 .644
B7 .629
B5 .724
B2 .705
B1 .562
B6 .558
B4 .817
B3 .710
B14 .414 .676
B11 .838
B13 .829
B15 .435 .464 .516
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 8 iterations.
 73

Figure 4.7 Component Plot for Benefits in Rotated Space

Based on Table 4.9 and Figure 4.7, 15 items of benefit variables under section C can be
included in four components. First component includes B9, B8, B12, B10 and B7 which
are “consistency in quality of project”, “Establishing clear documented procedures and
instructions”, “Prevention of errors at the earliest stage of the project”, “Efficiency of
operations in construction site” and “Improved relationship and cooperation between
parties”. They can be concluded that is performance benefits component. This
component has matched with journal article by Ivan, et al. (2012), it was concluded that
implementing of QMS has advantaged to improve the performance and productivity of
construction project which practice through the quality system and quality standard.

Next, second component includes B5, B2, B1 and B6 which are “Facilitates
access to certain market”, “Performance continuous improvement”, “Enhanced image,
 74

increase competitiveness and reputation of organization” and “Increase chances to be

award the tenders / contract”. They can be grouping into market competitive benefits
components. Based on study from Willar (2012), implementing QMS based on ISO
9001 are vital in growing up construction companies become strong market competitve.

Furthermore, third component includes B4, B3 and B14 which are “Clear line of
duties”, “Increase customer satisfaction” and “Quality Auditing and Assurance”. It being
computed by SPSS and estimated that have similar correlation between this three
variables. They can be concluded into staff and customer benefits component. QMS
have internal and external audit as well as clearly stated duties and responsibilities of
staff that is ability having a smoothly flow chart of task in order to increase their job
satisfaction and increase project quality for customer satisfaction following increase
(ISO 9001, 2015).

Last component of benefit includes B11, B13 and B15 which are “Reduction of
quality cost and risk minimize”, “Project completion within the stated period of time”
and “Improving resource management”. They can be judged into time, cost and quality
benefits component. According to Nand (2016), the scope of implementing QMS is
greater that will lead to shorter time frame of implementing, reduce the cost of failure
and improve resource management.
 75

Table 4.12 Name of Component for Benefits

Name of
Code Benefits
Component
B9 Consistency in quality of project
Establishing clear documented procedures and
B8
instructions
Performance
B12 Prevention of errors at the earliest stage of the project
B10 Efficiency of operations in construction site
B7 Improved relationship and cooperation between parties
B5 Facilitates access to certain market
B2 Performance continuous improvement
Market
B1 Enhanced image, increase competitive and reputation
Competitive
of organization
B6 Increase chances to be award the tenders / contract
B4 Clear line of duties
Staff and
B3 Increase customer satisfaction
Customer
B14 Quality Auditing and Assurance
B11 Reduction of quality cost and risk minimize
Time, cost and
B13 Project completion within the stated period of time
quality
B15 Improving resource management
 76

4.6.3.1 Requirements
Table 4.13 means rotated component matrix for requirements variables that analyzed by
SPSS.
Table 4.13 Rotated Component Matrix

Component
1 2 3 4
OR3 0.853
OR4 0.793
OR5 0.709 .544
OR7 0.686 .522
OR2 0.683
DR16 0.632 .561
OR6 0.625
DR13 0.617 .415
DR2 0.841
DR1 0.808
DR7 0.758
DR3 0.690
DR11 0.620
DR9 0.555 .503
DR12 0.699
DR6 .438 0.685
DR14 0.683
DR15 0.573
DR10 .470 0.474
DR8 0.444
DR5 0.752
DR4 0.678
OR1 0.566
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 9 iterations.
 77

Figure 4.8 Component Plot for Requirements in Rotated Space

Based on Table 4.10 and Figure 4.7, 16 items of documentation requirements and 7
other requirements variables under section D can be included in four components. First
requirements component includes DR2, DR3, DR1, DR7, DR11 and DR9 which are
“Quality Manual and Procedure”, “Project Quality Plan”, “Quality Policy Statement and
Quality Objective”, “Inspection Test Plan”, “Checklist” and “Quality Monthly Report”.
The variables in this component have correlated and this component is matched with
pyramid of quality management system (Figure 2.3). According to Rumane (2011),
QMS has established a structure which includes policy, objective, documentation,
manual or procedure and checklist.

Next, second requirements component includes OR3, OR4, OR5, OR2, OR7,
DR16, OR6 and DR13 which are “Interrelation of parties and communicate
 78

organization’s responsibility and authority”, “Employ quality manager to emphasize on

quality monitoring”, “Review and check quality system regularly”, “Planning for
address risks and opportunities”, “Using statistical techniques to identify the need in
quality control for improving new project”, “Customer Satisfaction Survey”, “Supervise
and order instruction clearly” and “Meeting Records and Review Meeting”. They can be
concluded into Management responsibility requirement component. According to
Watson and Howarth (2011), management requirements consist of management
commitment, customer focus, communication, management review, planning and
responsibility.

Furthermore, third requirements component includes DR14, DR12, DR6, DR10,

DR8 and DR15 which are “Control of Documents”, “Audits (Internal and External)”,
“QLASSIC / CONQUAS (Quality Standard Assessment System)”, “Resources Plan”,
“Incoming Material Inspection” and “Control of Records”. These 6 variables of
requirements can be grouping into performance control requirements.

Last requirements component includes DR4, DR5, and OR1 which are
“Preventive Action”, “Corrective Action Request (Inclusive control of Non
Conformance” and “Staff Training for QMS”. These three variables can be group into
Prevention Error component. Staff was being trained by organization to have clearly
practice of QMS and reduce mistake while implementing of QMS.
 79

Table 4.14 Name of Component for Requirements

Name of
Code Requirement
Component
DR2 Quality Manual and Procedure
DR3 Project Quality Plan
QMS Pyramid DR1 Quality Policy Statement and Quality Objective
Requirement DR7 Inspection Test Plan
DR11 Checklist
DR9 Quality Monthly Report
OR3 Interrelation of parties and communicate
organization’s responsibility and authority
OR4 Employ quality manager to emphasize on quality
monitoring
OR5 Review and check quality system regularly
Management
OR2 Planning for address risks and opportunities
Responsibility
OR7 Using statistical techniques to identify the need in
quality control for improving new project
DR16 Customer Satisfaction Survey
OR6 Supervise and order instruction clearly
DR13 Meeting Records and Review Meeting
DR14 Control of Documents
DR12 Audits (Internal and External)
DR6 QLASSIC / CONQUAS (Quality Standard
Performance
Assessment System)
Control
DR10 Resources Plan
DR8 Incoming Material Inspection
DR15 Control of Records
DR4 Preventive Action
Corrective Action Request (Inclusive control of Non
Prevention Error DR5
Conformance
OR1 Staff Training for QMS
 80

4.7 Pearson Correlation Coefficient

Respondents’ information such as working experience of respondents, type of project

and company size is tested with QMS practices by executing bivariate analysis. It used
to determine whether respondents’ information will affect the respondents in
implementing of QMS. According to table 4.13, it indicates that QMS practice with
working experience of respondents has low correlation between them with the Pearson
Correlation value of -0.241 and p value less than 0.05. It means the increase of working
experience will slightly influencing implement of QMS practice. However, respondents
are come from different background like education level and job position that will not
lead to have strong correlation between them.

Furthermore, there are not correlations between type of project and QMS
practice due to Pearson Correlation Coefficient value of 0.063 and p value more than
0.05. Every type of project such as building project, infrastructure project and industrial
project is require to have quality management system for improving quality performance
of the project.

Based on table 4.13, Pearson Correlation Coefficient value was determined the
correlation between QMS practice and company size which is -0.612 and p value less
than 0.05. It can be interpreted that there has moderate correlation. Based on CIDB
category of contractor, grades from G1 to G7 is based on capital of contractor’s
tendering and paid-up. G7 contractor is qualified by experience and performance,
financial capacity, personnel resource and additional requirements. G7 contractor is
required to have numbers of full-time employees with qualifications (Appendix of
contractor registration criteria, 2006). The statement shows that company size will
influence the QMS practice but not at all.
 81

Table 4.15 Pearson Correlation

QMS Practice

QMS Practice Pearson Correlation 1

Sig. (2-tailed)

N 72

Working Experience of Pearson Correlation -.241*

Respondents Sig. (2-tailed) .041

N 72

Type of Project Pearson Correlation .063

Sig. (2-tailed) .600

N 72

Company Size Pearson Correlation -.612**

Sig. (2-tailed) .000

N 72
*. Correlation is significant at the 0.05 level (2-tailed).

4.8 Agreeable Index and Ranking

Agreeable index ranking is conducted to analyze objectives of the study which are
critical factors, benefits and requirements in implementing of QMS.
 82

4.8.1 Critical Factors Influencing QMS Implementation in Construction projects

For study critical factors influencing success implementation of QMS, all of the
respondents are required to rank the questionnaire by Likert scale for identify which
factors are important be successful implementing of QMS. In the table 4.14, NVI means
Not Very Important, NI means Not Important, IONI means Important or Not Important,
I means Important and VI means Very Important.

Table 4.16 Agreeable index for Critical Factors influencing Success

Implementation of QMS

Critical Factors NVI NI IONI I VI AI Ranking

Process Management 0 2 4 38 28 0.856 4
Top Management commitment 0 0 4 28 40 0.900 1
Project Quality Plan integrated 0 2 6 30 34 0.867 3
Training and Education
0 4 8 34 26 0.828 5
Programme
Measurement and Enhancement
2 4 8 34 24 0.806 6
of performance
Teamwork and skill of
0 0 8 22 42 0.894 2
Communication
Information, Communication
2 6 18 32 14 0.739 7
and Technology (ICT)

Top Management commitment 0.900

Teamwork and skill of Communication 0.894
Project Quality Plan integrated 0.867
Process Management 0.856
Training and Education Programme 0.828
Measurement and Enhancement of performance 0.806
Information, Communication and Technology… 0.739
0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1

Figure 4.9 Ranking for Critical Factors influencing Success Implementation of

QMS
 83

4.8.1.1 Top Management Commitment

Based on table 4.14 and figure 4.9, the highest agreeable index is “top management
commitment” with value of 0.90. It can be concluded that top management commitment
is as vital important factor for successful implementing of QMS. At the project
beginning, the top management plays a significant role in making decision and sets out
the goal with quality expected level for parties to achieve (Abdullah, et al., 2015).
Quality expected can through the implementing of QMS to be obtained. According to
Nursyamimi, et al. (2014), the preparation and implementing of QMS are provided
condition by client which is represented top management in the contract document to all
the parties involved during the construction project ongoing.

4.8.1.2 Teamwork and skill of Communication

Next, the second higher agreeable index is “Teamwork and skill of Communication”
with value of 0.894. According to ISO 9001 clause 5.5.3 and clause 7.2.3 which
respectively is internal communication and customer communication and there are
related to teamwork with communication clause. The effective and skill of
communication is the main issue to success QMS implementation due to avoid the
mistake happening in transfering , conveying the information among team members
(Hoyle, 2009).
 84

4.8.1.3 Project Quality Plan Integrated

Furthermore, “Project Quality Plan integrated” is way that ranked number 3 and has an
agreeable index of 0.867. According to study from Pheng and Hwa (1994), integration
of project quality plan for good practice in QMS has advantage to prevent overlapping
and neglecting from the scope of project or activities and dispute of quality. Integration
of project quality plan is the effort to meet the needs among the stakeholders which have
to integrate the roles and duties of parties, facilitate teamwork and connected to client’s
expectation on quality with the specification and objective as well as process.

4.8.1.4 Process Management

The following factors “Process Management”, “Training and Education Programme”,

“Measurement and Enhancement of performance” and “Information, Communication
and Technology (ICT)” have agreeable index of 0.856, 0.828, 0.806 and 0.739
respectively. For the factor “Process Management”, the processes of construction project
involved the organization’s day to day work and activities on site. The outcomes of
quality work should be ensured through the QMS process and quality control lead to day
to day work consistently and regularly.
 85

4.8.1.5 Training and Education Programme

For the factor “Training and Education Programme”, it matched with previous study. As
previous study from Abdullah, et al. (2015), there is necessary to enhance and propose a
nationwide quality training for all team members in construction industry. The
insufficient of training and education of QMS will affect team members of construction
being negative behavior and attitude due to misconceptions and lack of understanding
as well as commitment in QMS (Nursyamimi, et al., 2014).

4.8.1.6 Measurement and Enhancement of performance and ICT

For the factor “Measurement and Enhancement of performance”, it is required to make

continuing improvement in QMS implementation by measuring and enhancing the
quality performance (Nursyamimi, et al., 2014). For the factor “Information,
Communication and Technology (ICT)”, it is be recommended that using of electronic
documents for QMS with the rapid expansion of ICT (Asmonia, et al., 2015).

4.8.2 Agreeable Index and Ranking for Benefits that encourage in QMS
Implementation in Construction projects

For study benefits of implementation of QMS, all of the respondents are required to rank
the questionnaire by Likert scale for identify which benefits that encourage in
 86

implementing of QMS. In the table 4.16, SD means Strongly Disagree, D means

Disagree, N means Neutral, A means Agree and SA means Strongly Agree.

Table 4.17 Agreeable index for Benefits that encourage to implement Quality
Management System practice

Benefits SD D N A SA AI Ranking
Enhanced image, increase
competitive and reputation of 0 0 2 30 40 0.906 1
organization
Performance continuous
0 0 4 30 38 0.894 2
improvement
Increase customer satisfaction 0 0 2 42 28 0.872 4
Clear line of duties 0 2 6 36 28 0.850 7
Facilitates access to certain
0 0 18 40 14 0.789 11
market
Increase chances to be award
0 0 14 38 20 0.817 9
the tenders / contract
Improved relationship and
2 4 14 34 18 0.772 13
cooperation between parties
Establishing clear documented
0 0 10 32 30 0.856 6
procedures and instructions
Consistency in quality of
0 0 4 36 32 0.878 3
project
Efficiency of operations in
0 0 6 38 28 0.861 5
construction site
Reduction of quality cost and
0 4 16 28 24 0.800 10
risk minimize
Prevention of errors at the
0 0 10 36 26 0.844 8
earliest stage of the project
Project completion within the
6 12 14 26 14 0.683 15
stated period of time
Quality Auditing and Assurance 2 6 8 38 18 0.778 12
Improving resource
4 6 10 38 14 0.744 14
management
 87

Enhanced image, increase competitive and… 0.906

Performance continuous improvement 0.894
Consistency in quality of project 0.878
Increase customer satisfaction 0.872
Efficiency of operations in construction site 0.861
Establishing clear documented procedures and… 0.856
Clear line of duties 0.850
Prevention of errors at the earliest stage of the… 0.844
Increase chances to be award the tenders /… 0.817
Reduction of quality cost and risk minimize 0.800
Facilitates access to certain market 0.789
Quality Auditing and Assurance 0.778
Improved relationship and cooperation… 0.772
Improving resource management 0.744
Project completion within the stated period of… 0.683
0.0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1.0

Figure 4.10 Ranking for Benefits that encourage Implementing of QMS Practice

Based on Table 4.17 and Figure 4.10, all of benefit variables are higher than 0.6 which
indicates that most of respondents are agreed the benefit that encourage implementing
QMS practice.

4.8.2.1 Enhanced Image, Increase Competitive and Reputation of Company

The highest value of agreeable index is the benefit variable “Enhanced image, increase
competitive and reputation of organization” with a value of 0.906. This result matched
with the study from Said, et al. (2009). Implementing of QMS is able to integrate the
value with well documented process and as evidence of quality assurance for increasing
competitive and reputation of organization.
 88

4.8.2.2 Performance Continuous Improvement

The second higer value of agreeable index with 0.894 is the benefit variable
“Performance continuous improvement”. QMS implementation executed by
organization for achieving a desire continuous improvement and obtaining a long term
benefits. The organization is willingly to implement the QMS practice due to have
strong positive attitude of facilitating and improving organization performance rather
than customer pressure. This two benefits are included in market competitive benefit
component which are stated in Table 4.10. In short, implementing of QMS is able to
increase the market competitive and it can be a tool of market to increase reputation of
organization.

4.8.2.3 Consistently in Quality of Project

Next, top 3 benefit is “Consistency in quality of project” with a high agreeable value of
0.878. QMS has capability to establish and produce the ongoing progress work
consistently through quality system and quality standard (Hoyle, 2009). On the other
hand, implementing of QMS has requirements to ensure the quality project consistently.
This benefit is under performance component which is focused on site progress work
and make the work smoothly as well as being successfully.
 89

4.8.2.4 Increase Customer Satisfaction

Furthermore, fourth high agreeable value is “Increase customer satisfaction” with a

value of 0.872. For achieved a certain level of customer’s satisfaction, the organization
is required to pay effort in implementing QMS for complying with the requirements,
faithful and reliable, accessible when need and maintainable as a longer lasting.
According to Table 4.10, this benefit is under staff and customer component.

4.8.2.5 Project Completion within the Stated Period of Time

On the contrary, the lowest agreeable value is “Project completion within the stated
period of time” with a value of 0.683. It is possible to able high quality and saving cost
but it expense of time. It can be concluded that ensuring high quality is need time to
complete procedure of QMS such as checklist and inspection test. However, the
organization implemented QMS practice rather than failure and reconstruct work which
will waste the cost and time as well as lost reputation of organization. This benefit is
under time, cost and quality component which is concept of the iron triangle (Figure 2.1).
 90

4.8.3 Requirements or needs of QMS Implementation in Construction projects

4.8.3.1 Documentation Requirements

For study requirements of implementation of QMS, all of the respondents are required to
rank the questionnaire by Likert scale for identify which requirements that need in
implementing of QMS. In the Table 4.18 and Table 4.19, NVI means Not Very
Important, NI means Not Important, IONI means Important or Not Important, I means
Important and VI means Very Important.

Table 4.18 Agreeable index for Documentation Requirements of implementation of

QMS

Documentation Requirements NVI NI IONI I VI AI Ranking

Quality Policy Statement and
0 0 6 32 34 0.878 3
Quality Objective
Quality Manual and Procedure 0 0 4 38 30 0.872 4
Project Quality Plan 0 0 4 26 42 0.906 1
Preventive Action 0 0 4 46 22 0.850 6
Corrective Action Request
(Inclusive control of Non- 0 0 10 34 28 0.850 7
Conformance
QLASSIC / CONQUAS
(Quality Standard 0 0 14 28 30 0.844 8
Assessment System)
Inspection Test Plan 0 0 2 38 32 0.883 2
Incoming Material Inspection 0 6 12 44 10 0.761 13
Quality Monthly Report 8 12 16 26 10 0.650 16
Resources Plan 4 8 18 30 12 0.706 14
Checklist 0 2 8 28 34 0.861 5
Audits (Internal and External) 0 2 10 44 16 0.806 11
Meeting Records and Review
6 10 16 30 10 0.678 15
Meeting
Control of Documents 0 2 6 42 22 0.833 10
Control of Records 0 0 8 42 22 0.839 9
Customer Satisfaction Survey 0 2 12 44 14 0.794 12
 91

Project Quality Plan 0.906

Inspection Test Plan 0.883
Quality Policy Statement and Quality Objective 0.878
Quality Manual and Procedure 0.872
Checklist 0.861
Corrective Action Request (Inclusive control of Non-… 0.850
Preventive Action 0.850
QLASSIC / CONQUAS (Quality Standard Assessment… 0.844
Control of Records 0.839
Control of Documents 0.833
Audits (Internal and External) 0.806
Customer Satisfaction Survey 0.794
Incoming Material Inspection 0.761
Resources Plan 0.706
Meeting Records and Review Meeting 0.678
Quality Monthly Report 0.650

0.0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1.0

Figure 4.11 Ranking for Documentation Requirements in implementation of QMS

Table 4.18 and Figure 4.11 indicate the documentation requirements in implementation
of QMS and it showed that most of respondents are agreeable due to pass an agreeable
value of 0.6.

The top 5 variables ranking of documentation requirements are “Project Quality

Plan”, “Inspection Test Plan”, “Quality Policy Statement and Quality Objective”,
“Quality Manual and Procedure” and “Checklist”. These top 5 documentation
requirements are under the component of QMS Pyramid Requirement and they play as
vital role in QMS practice. Organization is necessary to ensure the effective and
efficiency planning, execution and process control through the procedures and work
instruction with QMS Pyramid requirements.

The highest value of agreeable index is the “Project Quality Plan” with a value of
0.906. It indicates that the most of respondents agree project quality plan is most
 92

important documentation requirements in implementing of QMS. It is because project

quality plan as QMS guideline which includes work instructions and responsibility.
Furthermore, inspection test plan is ranked top 2 with an agreeable value of 0.883.
Inspection test plan is set out the critical control at construction stage within a process.
The organization is instructed according to inspection test plan to monitor the process
and measure the inspection test for verifying the requirements have been met. The third
highest documentation requirement is quality policy statement and quality objective with
a value of 0.878. Quality policy and quality objective is set by top management which is
requiring achieving in construction project. It is as a goal of quality management system
and plays a vital document in implementing of QMS.

Meanwhile, the lowest agreeable value is “quality monthly report” with a value
of 0.650. Quality monthly report is as a quality assurance which is prepared by quality
manager and presented to project manager. It used to record the activity which is
required in QMS practice such as daily inspection test and checklist. However, some
organization is omitted quality monthly report due to directly record through the
inspection test and checklist. On the other hand, Table 4.19 and Figure 4.12 indicated
that agreeable index and ranking for other requirements in implementation of QMS.
 93

4.8.3.2 Other Requirements

Table 4.19 Agreeable index for Other Requirements in implementation of QMS

Other Requirements NVI NI IONI I VI AI Ranking

Staff Training for QMS 0 0 2 38 32 0.883 1
Planning for address risks and
0 4 10 30 28 0.828 4
opportunities
Interrelation of parties and
communicate organization’s 4 4 10 32 22 0.778 6
responsibility and authority
Employ quality manager to
emphasize on quality 4 6 18 28 16 0.728 7
monitoring
Review and check quality
0 2 4 42 24 0.844 3
system regularly
Supervise and order instruction
0 2 4 38 28 0.856 2
clearly
Using statistical techniques to
identify the need in quality
2 2 8 38 22 0.811 5
control for improving new
project

Staff Training for QMS 0.883

Supervise and order instruction clearly 0.856
Review and check quality system regularly 0.844
Planning for address risks and opportunities 0.828
Using statistical techniques to identify the need in… 0.811
Interrelation of parties and communicate… 0.778
Employ quality manager to emphasize on quality… 0.728
0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1

Figure 4.12 Ranking for Other Requirements in implementation of QMS

Based on Table 4.19 and Figure 4.12, the highest agreeable value is “Staff Training for
QMS” with a value of 0.883. According to ISO 9001, the organization’s team members
are required to attend the training of QMS in order to understand and prevent the error
from rework and work smoothly. This requirement is under the component of prevention
 94

error requirement. Next is Supervise and order instruction clearly which with an
agreeable value of 0.856. According to Table 4.14, this requirement is under component
of management responsibility. Duties and responsibilities such as supervise and order
instruction are clearly stated in organization and each team member is required to liable
their work to ensure higher quality work with legal authority through implementing of
QMS practice.

On the contrary, the requirement of “Employ quality manager to emphasize on

quality monitoring” has a lowest agreeable value of 0.728. Quality manager is required
or employed for emphasizing on quality monitoring who is able to focus on quality issue
in the project. However, some company is used the site supervisor or site engineer to
ensure the quality of project in order to save cost of quality manager employment.
Moreover, the other requirements also are agreed by most of respondent with a value of
passing 0.6.
 95

CHAPTER 5

CONCLUSION AND RECOMMENDATION

5.1 General Introduction

Chapter 5 covers the summary of findings and draws the conclusions with specific
reference to the study objectives. Besides, this chapter also will include the
recommendation for future study.

5.2 Conclusion

Over the years, QMS practice has been on a growing trend in Malaysian Construction
Industry. According to current quality survey from SIRIM (2014), it is forecasted that
more than 10,000 organizations have been certified ISO 9001 through QMS practice
which is compare to 1987 that Quality management systems standard is first introduced
in Malaysia. Nowadays, QMS has led to positive transform on Construction industry
project in Malaysia. In this research, the aim is to investigate the successful key issues in
QMS practice.
 96

From this study, there are seven main critical factors influencing the quality
management system in construction project which are (1) Top Management
Commitment, (2) Teamwork and skill of communication, (3) Project Quality Plan, (4)
Process Management, (5) Training and Education Programme, (6) Measurement and
Enhancement of Performance and (7) Information, Communication and Technology
(ICT). Critical factors are identified and attributed for improving the construction
companies that can achieve a desired of QMS application.

For second objectives, the main benefits are identified. There are (1) Enhanced
image, increase competitive and reputation of organization, (2) Performance continue
improvement, (3) Consistency in quality of project, (4) Increase customer satisfaction, (5)
Efficiency of operation in construction site and (6) Establishing clear documented
procedures and instruction. Besides, 15 benefits are identified and group into four
benefit components which are market competitive, performance, staff and customer and
time cost quality components. QMS practice is a flexible quality management tool which
can increase reputation and enhance the image of company that can used to achieve their
goal, efficiency and profitability. Moreover, QMS implementation can affect the
company to improve desired performance for increasing customer’s satisfaction.

For third objectives, the main requirements are identified. There are (1) Project
Quality Plan, (2) Inspection Test Plan, (3) Quality Policy Statement and Quality
Objective, (4) Quality Manual and Procedure and (5) Checklist. According to Pyramid
of quality management system, documentation is playing a vital role as daily usage on
site. Furthermore, other requirements such as management responsibility requirements
are identified. There are (1) Staff Training, (2) Supervise and order instruction clearly,
(3) Review and check quality system regularly, (4) Planning for address risks and (5)
Interrelation of parties and communicate organization’s responsibility and authority. 16
requirements and 7 other requirements are identified and concluded into four
requirements components which are QMS Pyramid Requirement, management
 97

responsibility requirements, performance control requirements and prevention error

requirements.

5.3 Recommendation for future study

Upon accomplishing this research, there are have some potential issues can be improved
and further discuss regarding the field of quality management system practice. The
recommendations that can be creating for further study are listed as below:

 To investigate the failure factors influencing application quality management

system.
 To identify the barriers of implementing the QMS in construction project.
 To determine the solution that can overcome barriers of implementing the QMS
in construction project.
 To investigate other grade contractor company’s status of implementation the
QMS in construction project.
 98

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APENDIX A QUESTIONNAIRE

Questionnaire

Quality Management System applied in Construction Industry, Johor

By Thong Mei Poh

In Malaysia have facing poor quality issue due to lack of knowledge about Quality
Management System (QMS) and negligence quality practice on site. Therefore, it is
possible to reduce productivity or poor performance of project. This research is to
identify requirements and critical factors affecting implementing QMS practices in
construction industry, Johor and also determine the benefits for encouraging
implementing QMS practices and increasing knowledge about QMS. Please help answer
this questionnaire, all the responses are confidential. Your assistance and cooperation is
highly appreciated. Thank you.

Section A: Respondents Information

Please tick your answer.

1) Gender: Female Male

2) Job Position: Project Manager / Construction Manager

Quality Manager / QAQC Department

Architect

Engineer

Quantity Surveyor

Site Supervisor

Others (please specify :_________)

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APENDIX A QUESTIONNAIRE

3) Working Experience: 1-5 years 5-10 years

10-15 years 16 years and above

4) Types of construction project involved: Building

Infrastructure

Industrial

5) Company size: Less than 5 employees

5- 50 employees

51-100 employees

101-150 employees

More than 150 employees

6) Do you have implementing Quality Management System practices on site?

Yes No
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APENDIX A QUESTIONNAIRE
Section B:

Critical Factors Affecting Quality Management System in Construction Projects

This section concerns your opinion on critical factor that affecting success
implementation Quality Management System. Please tick your answer.

7) Scores of the critical factors affecting Quality Management System Implementation

1-Not 2-Not 3-Neutral 4- 5-Very

Very Important Important Important
Important
Process Management
Top Management
commitment
Project Quality Plan
integrated
Training and Education
Programme
Measurement and
Enhancement of performance
Teamwork and skill of
Communication
Information, Communication
and Technology (ICT)
Critical factors affecting
success implementation
Quality Management System
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APENDIX A QUESTIONNAIRE
Section C: Benefit of Implementing Quality Management System

This section concerns your opinion to rank the benefits that encourage in implementing
Quality Management System. Please tick your answer.

8) The Ranking of the benefits that encourage you to implement Quality Management
System practice in construction industry

1- 2- 3- 4-Agree 5-
Strongly Disagree Neutral Strongly
Disagree Agree
Enhanced image, increase
competitive and reputation
of organization
Performance continuous
improvement
Increase customer
satisfaction
Clear line of duties
Facilitates access to certain
market
Increase chances to be
award the tenders / contract
Improved relationship and
cooperation between parties
Establishing clear
documented procedures and
instructions
Consistency in quality of
project
Efficiency of operations in
construction site
Reduction of quality cost
and risk minimize
Prevention of errors at the
earliest stage of the project
Project completion within
the stated period of time
Quality Auditing and
Assurance
Improving resource
management
Benefits that encourage in
implementing Quality
Management System
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APENDIX A QUESTIONNAIRE
Section D: Requirements for implementation of Quality Management System

This section concerns your opinion to score the requirements or needs of implementation
of Quality Management System. Please tick your answer.

9) Documentation Requirements

1-Not 2-Not 3-Neutral 4- 5-Very

Very Important Important Important
Important
Quality Policy Statement
and Quality Objective
Quality Manual and
Procedure
Project Quality Plan
Preventive Action
Corrective Action Request
(Inclusive control of Non-
Conformance
QLASSIC / CONQUAS
(Quality Standard
Assessment System)
Inspection Test Plan
Incoming Material
Inspection
Quality Monthly Report
Resources Plan
Checklist
Audits (Internal and
External)
Meeting Records and
Review Meeting
Control of Documents
Control of Records
Customer Satisfaction
Survey
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APENDIX A QUESTIONNAIRE
10) Other Requirements

1-Not 2-Not 3-Neutral 4- 5-Very

Very Important Important Important
Important
Staff Training for QMS
Planning for address risks
and opportunities
Interrelation of parties and
communicate organization’s
responsibility and authority
Employ quality manager to
emphasize on quality
monitoring
Review and check quality
system regularly
Supervise and order
instruction clearly
Using statistical techniques
to identify the need in
quality control for
improving new project