QUALITY MANAGEMENT IN CONSTRUCTION

INDUSTRY OF KARACHI, PAKISTAN.

CONSTRUCTION MANAGEMENT
(CIVIL ENGINEERING DEPARTMENT)

Project Management Framework and Tools

(EM-504)

DEPARTMENT OF CIVIL ENGINEERING

NED UNIVERSITY OF ENGINEERING AND TECHNOLOGY

KARACHI, PAKISTAN
 Quality Management in Construction Industry of
Karachi, Pakistan.

BATCH 2018

By

Humayon Zafar CE-065

DEPARTMENT OF CIVIL ENGINEERING

NED UNIVERSITY OF ENGINEERING AND TECHNOLOGY

KARACHI, PAKISTAN
 Page
Title page
Table of contents 1
Abstract 2

Chapter 01: Introduction 3

1.1 Background
1.2 Significance
1.3 Objective
1.4 Scope

Chapter 02: Literature Review 4

2.1 Introduction
2.2 Research papers

Chapter 03: Methodology 6

3.1 General
3.2 Survey Methodology

Chapter 04: Study Design 7

4.1 Discussion of Interview Responses

Chapter 05: Conclusion and Recommendation 18

REFERENCES 13
TABLE OF CONTENTS

1
 ABSTRACT

The construction industry of Pakistan is one of the most economically significant industries
in present. The progress of this industry by no means has been par with the market
demands, with many of the major project in recent years going to the more developed
foreign companies. However, with the economic growth of the country, the local
organizations have started to improve the quality standards to comply with the international
standards. This sudden boom in the standards has the potential to establish the local
industry to earn respect, international recognition and a good status. The prime objective
of this study is to evaluate the effects, issues, and implementation of Quality Management
(QM) principals in the construction industry of Karachi, Pakistan. This study will cover
the present status of QM principals being implemented and the change that has occurred
due to the adaptation of such ideals. The biggest hurdles to accumulate the performance of
Pakistan’s construction industry were discovered to be lack of expertise in construction
management. An uncompromising attitude of management toward safety, quality and risk
management, and tendency to cure the cause of the cancer rather than the symptom. If the
construction industry yearns to improve than there must a complete renovation of the ideas
of executive management, with more focus towards training and appreciating than
controlling the jobs of employees based of project performances.

Implementations: It is believed that this study will help the executive

managements of construction companies in Pakistan, to realize the positive
effects of QM and will also assist them device policies which will help the
industry to compete on a global scale.

Index Terms- Construction Industry, Quality Control, Quality Assurance,

Pakistan, Quality Management,

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 CHAPTER 1
INTRODUCTION

Background:
The construction industry of Pakistan has always been the center point of the country’s
economy, it is the second largest sector after agriculture and contributes to roughly 35%
of the country’s employment. Recent estimates published in the Economic Survey of
Pakistan depict that the industry grew 9.1% in Fiscal Year (FY) 17 and contributed 2.7%
to the country’s gross domestic product (GDP).The importance of the sector can be
analyzed by viewing the fact that in the current fiscal year from July- August FY18 the
industry has received $55.7 million relative to $1.6 million in the same period of last
year.

Significance:
However, quality has long been a problem with this sector, with poor quality in
construction yielding a lot of cases of fire, building collapse, injuries on site and other
hazardous issues. These cases on several occasions have caused loss of important human
lives. Factors that causes quality problems in Pakistan are generally related to material
prices escalation, inflation, procurement, selection of material, and poor on site
supervision.

Objectives and Scope:

A lot of construction companies have not understood the actuality on which the quality
management (QM) is founded on, is continuous self-improvement. This demands a
devoir to learning and that it results in a learning organization. If the construction sector
is to improve its quality and competitiveness, then there needs to be a developmental and
behavioral shift in the mind-set of practitioners, teachers and the professional
organizations. Their focal point should be on re-developing their approach to QM so that
learning becomes the norm. It is observed that a relation exists between the fundamentals
of QM, TQM, organizational learning, and the learning organization.

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 CHAPTER 2
LITERATURE REVIEW

Quality Management, or QM, is a concept of management that concentrates on the

efficient production of the quality as per market expectations. The aim of the study is to
analyze the impact of QM practices on contracting firms and investigating the issues and
barriers in its implementation in construction industry by utilizing systematic techniques
and statistical analysis methods.
In 1950, Total Quality Management (TQM) emerged in Japan and became widespread in
the west during the 1980s. According to Deming, costs reduce and productivity increases
because the improvement of quality is achieved by better management of design,
engineering and processes. It is strongly encouraged that the discrete and most imperative
determinant of an organization's inclination towards quality is its aptitude to decipher,
integrate, and ultimately formalized quality related behaviors.
They (Nesan and Holt) highlighted that the constituents of the construction industry have
tendency to be improvident to changes being forced on them. For instance, economical,
technological, and political pressures, results inadequate performance in the industry.
Arditi and Gunaydin said that the evolution of quality control in the manufacturing
industry is analogous to that of the construction industry, but there are many dissimilar
characteristics that distinguish the two industries. The accompanying contrast of the
industries are significant that must be considered, particularly when a quality program is
applied on construction industry. While other industries, mostly have a fixed site for
production with similar circumstances but each construction site always exhibits different
conditions. Furthermore, manufacturing companies take cost as supplementary expense,
without being aware of the enormous return of their investment. While, in the
construction industry costs are being accumulated by expectancy and assessment
including the costs of nonconformance. That is the reason, quality control procedures that
work adequately in a manufacturing industry have not been considered appropriate for
the construction industry. Sommerville & Robertson stated that the following elements
creates obstacles for introducing and practicing concept of TQM in construction
industries. First, all products of construction industry are personalized in nature. These
products are usually designed in such a manner that they have different specifications and
requirements of the customer because their objective is to satisfy the customer. Secondly,
construction industry has various organizational breakdowns, primarily during a
recession in the economy. Consequently, perseverance for TQM strategies and
procedures may take time to provide ''pay offs''.

In Pakistan, all the major projects such as Warsak Dam, Indus Basin Replacement Works
etc had been constructed by contractors from foreign countries. But in 1975, government

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of Pakistan take a leap and started awarding contracts to local contractors, to develop the
confidence and capability in them.

Pakistan Steel Mills Corporation played a vital role by entrusting the contractors of
Pakistan for all the construction work. Primarily, there was confrontation from various
sectors as well as resistance from contractors because it was considered that they were
lacking the proficiencies in terms of expertise and equipment and their experience for
such large project was not sufficient to fulfil the desired level of performance and quality
control. Project of Port Qasim is another case of high capacity work performed by local
contractors. Owing these projects, the capacity of local contractors expanded and they
also start investing their money for training of their staff and attaining heavy equipment
to enhance their capabilities. Therefore, construction firms need to understand the critical
factors of QM for its successful implementation.

The fragmented nature of the industry is a big obstacle in QM implementation. Lack of

training and education is one of the reasons of QM failure. Moreover, corruption,
carelessness and irresponsibility are also pivotal issues. Contractual workers are uncertain
in embracing QM rationality as they have a nearsighted view and can't understand its
long-haul advantage. Implementation of QM requires a major hierarchical change that
would change the process, culture and belief of an association. Aside from assurance of
the top management, they must be educated their representatives on the necessity of QM
with the goal that it will lessen the measure of work for representatives and they will no
longer need to attend the client grievances and deformity issues.

The government realized that the infrastructure, building and housing sectors are the
foundation of nation’s economy and play a pivotal role in the improvement of the nation,
it has also increased the resources to expand the fundamental framework of the nation.
The impact has started various improvement ventures which have prompted increased
requests of building and development activities in the nation. According to the recent
Economic Survey, government had realized that the establishment of the country's
infrastructure is fundamental for supporting growth momentum.

The study will investigate the present status of the adoption of QM in construction
industry regarding worthiness and reasonableness towards actualizing QM. Contracting
firms are decided for this examination since they, as distinguished above, has
fundamental position to encourage reasonable usage of QM in the development part.

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 CHAPTER 3
METHODOLGY

As recognized before, contrasted with the past, the present decade is seeing massive
infrastructure development in Pakistan. There are various infrastructure advancement
extends in progress and additionally under planning. With the stage set for an expansion
being developed, the challenges are yet higher. Designed surveys and proficient
interviews were steered to understand the constraints of practicing QM. The analysis thus
concentrated on recognizing measures that could be executed in Pakistan for sustainable
implementation of QM.
Information was gathered through questionnaire with twenty-two (22) inquiries in eight
key territories like perception of quality, existing quality confirmation strategy in the
association, employing of suitable employees and their training, quality related culture
inside the association, quality assurance practices in the association, input accumulation,
cooperating, and usage of formal QM norms

ANALYSIS
Quality Management is in its earliest stages in Pakistan with just a modest bunch of
chiefly private sector projects finished to showcase QM. Designed surveys and proficient
interviews were steered to understand the constraints of quality management construction
as well as the problems that create obstacles in its implementation. The analysis thus
concentrated on recognizing measures that could be executed in Pakistan for sustainable
progress of the industry.

Survey Methodology:
The analysis was done in two stages: Interviews from the stake holders and questionnaire
survey from common public. In the first stage, to obtain more information about quality
management, and more specifically, open-ended interview questions were conducted
from stakeholders (Contractors, Engineers and Clients). Questions were mainly
concerned about budget issues, time frame and obstacles related to government. The
questions are represented in the next chapter.

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 CHAPTER 4
STUDY DESIGN, ANALYSIS & RESULTS

These responses were gathered from the survey form:

1. What comes into your mind when you hear the word quality?

It is obvious from the outcome that contracting firms have understood the
significance of customer satisfaction and have kept consumer loyalty as their first
need. There was a mixed response in regard to scope accomplishment and
minimization of improve.

2. Has your organization developed some sort of clear quality policy?

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Results demonstrate that to work with significant customers inside the nation and
internationally, most contracting firms want to have a reasonable quality strategy.
A few contractual workers are making their quality arrangements in current period.

3. Is a separate standard operating procedures manual prepared for each project

before starting execution or handing it over to sub-contractor?

As indicated by the discoveries, the contracting firms are directly in a routine with
regards to getting ready a SOP manual for each task embraced, before giving it on
to the subcontracting firms. This process is venture particular as opposed to a
summed-up framework.

4. What determines the quality of your projects?

Information demonstrates that nature of tasks is checked as far as measures that are
created inhouse; customer requests likewise managed the quality evaluation on
ventures. As for the market trends and worldwide norms there is additionally some
need.
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 5. Which would your organization rate first?

Chart demonstrates that the majority of the contracting associations see quality as
their first need Contractors will trade off wellbeing, to some degree, and cost
generally, all together to fulfill the customer quality requirement.

6. What type of quality improvement system(s) do you have?

As per the outcome, dominant part of the contracting firms claim to have Random
Quality System (according to Project prerequisites). A large portion of the
organizations however center around ISO 9000/Quality Assurance.

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 7. To increase productivity would you compromise quality?

There is a lot of possibility required with the auspicious consummation of activities.

If there is a quality and profitability exchange off, most temporary workers are
probably going to pick productivity in request to finish the venture of time.

8. How does your organization measure quality?

As per the discoveries, favorable culmination of undertakings, net revenues and

customer satisfaction are appraised as the most protruding methods for checking an
organization quality measure.

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 9. Your organization's quality performance has originated from?

As per the discoveries, auspicious culmination of undertakings, net revenues and

customer satisfaction are appraised as the most prominent methods for checking an
associations quality measure.

10. Percentage of current employees trained for quality?

Results uncover that worker preparing assumes an imperative part in any

association/company's quality building endeavors. The present pattern in the
business inclines toward expanded training of representatives particularly those
related with specialized/specific works.

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 11. How many trained employees does your firm have?

It demonstrates that a mind greater part, of those studied, puts stock in on-work
preparing with the goal that the representatives can increase firsthand understanding
of the details engaged with the construction process.

12. Which code of ethics do you follow within your organization?

As indicated by the outcome, dominant parts of contractual workers either utilize

the P.E.C. code of morals in their organizational dealings or like to change the
P.E.C. code of morals (or some other applicable code of morals) as indicated by
their own needs.

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 13. What is the involvement of employees in your quality building effort?

Diagram appears there exists a distinction in assessment among temporary workers

with respect to involvement of representatives in organization approach. The greater
part of the organizations consider the best administration involvement as the key
factor in their prosperity. A few firms additionally offer need to their workers in
Quality building.

14. What is your labor insurance policy in case of a fatal accident or severe
injury to a laborer?

The diagram obviously demonstrates that greater part of the contractual workers
either guarantee their works or provide compensation if there should be an
occurrence of lethal mishaps to representatives.

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 15. Before the start of the project, do you obtain client commitment to quality?

It is unfolded that sense of duty regarding quality assertion by the customer

guarantees the contractor that the customer won't attempt to constrain the
contractual worker to utilize substandard material and practices. The industry
reaction in such manner turns out to be exceedingly positive as appeared in the
diagram.

16. What testing procedures do you follow?

Results uncover that all material testing is predominant among contractual workers
to guarantee high quality standards of development. Substandard material can
prompt revamps and an unsatisfied end user, bringing about venture
disappointment.

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 17. What percent of your projects done so far you found large amount of
remedial work to do

All the example populace demonstrates negligible measure of therapeutic work on

their projects. Least modifies much of the time recommend that task under
consideration passed quality checks. Since most temporary workers overviewed had
a base quality benchmark, minimal revamp implies that material and work exertion
invest amid the effort of construction dwells with measures.

18. Do you ask for a change order if the client objects about the quality of
work?

This demonstrates most contractual workers are working for customer fulfillment
while following the proper methodology. This likewise demonstrates temporary
workers don't trifle with to complaints regarding their nature of work.

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 19. Do you encourage your engineer/ project manager to keep a checklist for
better quality assurance?

Diagram tells that dominant part of the contractual workers make it necessary for
their venture managers to keep agendas with the goal that quality affirmation is
better executed. This demonstrates the commitment to nature of such temporary
workers.

20. What data acquisition methodology do you follow within your

organization?

The diagram demonstrates that contracting firms for the most part keep up a
database for continuous monitoring and change of the association. Advance reports
are another popular means of evaluating venture status and in addition hierarchical
status.

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 21. When working on a new project how do you incorporate learning from your
previous projects?

While undertaking new tasks, temporary workers don't for the most part overhaul
their embraced methodology before dissecting their past works for botches and
actualizing their learning from them. They want to discover arrangements by
gaining from their oversights

22. Which of the following factors might motivate you to implement QM?

Self-inspiration for development (to make customers charmed) and client requests
are the real reasons referred to by contractual workers for execution of QM in their
organizations. QM theory has numerous aspects; by and large it has been watched
that most temporary workers are actualizing a few components of QM if not all

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 CHAPTER 5
CONCLUSION & RECCOMENDATION
According to this study there were many issues which were the hurdles in the
successful implementation of QM in the companies of Pakistan. Among these issues
managers’ awareness of QM, multiple quality initiatives, a mindset that quality is a
money wasting activity, mismatched organizational culture, lack of top
management commitment and lack of communication are the major issues which
could hinder the successful implementation. During implementation, it cannot be
generalized that all types and size of companies face similar issues. However,
different types and size of companies experience these issues in a different way. The
issues like lack of top management commitment, mismatched organizational
culture, inconsistency between quality initiatives and strategic planning and
organizational structure affect the implementation differently in varied size and type
of the companies. On the other side, type and size of companies are not associated
with the issues like lack of resources, broad quality objectives, perception of
leadership about QM and multiple quality initiatives during its implementation. It is
concluded in this study that effective implementation of QM could be ensured by
focusing on the issues which have the potential to hinder the successful
implementation of quality management.

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REFERENCE:
1. http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.852.352&rep=re
p1&type=pdf
2. https://pdfs.semanticscholar.org/95c6/3f699fbcd4554b5a08dd78cb08c92d9
9501b.pdf
3. http://civil.neduet.edu.pk/ICCIDC-
I/Conference%20Proceedings/Papers/050.pdf
4. https://www.researchgate.net/publication/305687276_Implementation_of_
Total_Quality_Management_in_Construction_Industry_A_Pakistan_Perspe
ctive
5. https://www.hindawi.com/journals/ads/2014/537605/

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