International Research Journal on Advanced Engineering Hub (IRJAEH)

e ISSN: 2584-2137
Vol. 02 Issue: 08 August 2024
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https://doi.org/10.47392/IRJAEH.2024.0294

Evaluation of Quality Control in Construction Project

Arpan P. Trivedi1, Jayraj V. Solanki2, Ankitkumar S. Patel3, Jatinkumar S. Patel4
1
PG Student Department of Civil Engineering, Ganpat University, Kherva, Gujarat, India.
2,3,4
Assistant Professor, Department of Civil Engineering, Ganpat University, Kherva, Gujarat, India.
Emails: [email protected], [email protected], [email protected],
[email protected]

Abstract
Quality management is a fundamental aspect of any construction project, intertwined with all operational and
managerial processes within a company. It plays a pivotal role in attracting customer satisfaction, which in
turn ensures long-term competitiveness and business survival in the highly challenging and competitive
construction market. This paper aims to evaluate the practices of quality management in construction projects
by examining the tools and techniques applied and assessing the level of commitment towards its
implementation. Additionally, the paper seeks to identify and address the challenges faced by companies in
the industry, offering a set of proposals and recommendations aimed at improving the overall quality
management practices. It is imperative for construction companies to provide an environment conducive to
deploying related tools, techniques, and procedures effectively, thereby ensuring operational success. The
paper concludes with an illustrative example demonstrating the application of quality management in
construction projects, grounded in scientific principles. Furthermore, it proposes the development of systems
and specifications tailored to the construction industry through collaborative efforts involving professionals
within the field. By soliciting input from various stakeholders and offering solutions and proposals, the paper
endeavors to mitigate challenges associated with implementing quality management in the construction
industry and foster continuous improvement in this critical area.
Keywords: Construction Quality Assurance; Quality Control Systems; Project Management; Process
Optimization; Construction Standards; Risk Management

1. Introduction
1.1 General Introduction
Over the past decades, the construction industry has successful in manufacturing, are now being
faced criticism for its comparatively poor integrated into construction practices. However, the
performance and productivity compared to other effective implementation of these concepts relies
sectors. Many traditional management practices heavily on fostering a culture of teamwork and
within construction organizations are being cooperation both within organizations and across
questioned as clients increasingly demand enhanced different stakeholders. Quality management,
service quality, faster project completion, and therefore, becomes paramount in ensuring that
technological innovations. To meet these evolving efforts are systematically planned and organized to
expectations, the construction industry has looked achieve the required level of quality for products and
towards the manufacturing sector for inspiration and services. From the standpoint of a construction
innovation. Concepts like Total Quality Management company, quality management in construction
(TQM), Lean Production, and Reengineering, proven projects entails maintaining construction standards to

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 International Research Journal on Advanced Engineering Hub (IRJAEH)
e ISSN: 2584-2137
Vol. 02 Issue: 08 August 2024
Page No: 2166- 2172
https://irjaeh.com
https://doi.org/10.47392/IRJAEH.2024.0294

meet customer satisfaction, thereby ensuring long- documents, ensuring satisfactory completion of the
term competitiveness and business sustainability. In project. Effective communication, resource
today's highly competitive construction market, efficiency, and conflict resolution are vital functions
quality management is indispensable for companies of construction management, contributing to project
aiming to thrive. It requires creating an environment success. Overall, achieving quality outcomes in
conducive to deploying relevant tools, techniques, construction projects necessitates careful planning,
and procedures effectively, thus driving operational efficient execution, and adherence to client
success. Quality management is not an isolated requirements and contractual obligations [2].
endeavor but intricately intertwined with all 1.3 Construction Quality Problems
operational and managerial processes within a Construction quality issues are typically categorized
construction company, emphasizing its overarching into defects, common problems, and quality
importance across the organization. accidents. Defects refer to instances where
1.2 Quality Management in Construction construction fails to meet technical standards.
Project Quality accidents entail significant damage to
Building construction encompasses a multifaceted construction structures, functions, or form,
process, starting from planning, design, and potentially affecting safety. Various forms of quality
financing, and continuing until the structure is ready problems exist, stemming from factors such as
for occupancy. It involves intricate coordination and construction procedures and regulations, design and
management by professionals such as project calculation issues, substandard materials, inadequate
managers, construction managers, design engineers, construction management, natural conditions, and
and architects [1]. Effective planning is crucial for improper facility usage. When quality problems
successful project execution, requiring consideration arise, specific procedures are typically followed to
of various factors like zoning requirements, address them. These procedures encompass several
environmental impact, scheduling, budgeting, safety segments and steps, including identification,
measures, material logistics, and public assessment, and resolution. Detailed measures are
inconvenience caused by construction activities. implemented across six key aspects to effectively
Construction project management entails overseeing manage and rectify construction quality issues.
the entire project lifecycle, aiming to meet client 1.4 Objectives
requirements and deliver a functional and financially 1. Examination of quality management
viable outcome. The construction industry comprises practices in construction projects, with a
sectors including residential, commercial, heavy specific emphasis on the tools and techniques
civil, industrial, and environmental, with employed.
construction managers responsible for similar 2. Dedication levels towards integrating quality
processes across sectors, differing mainly in site- management principles into construction
specific knowledge. Project stages involve design, projects.
pre-construction, procurement, construction, and 1.5 Research Methodology
warranty periods, each requiring meticulous planning The methodology employed in this paper involved
and execution. Quality management is integral to conducting a comprehensive literature review and
construction projects, balancing cost, time, and soliciting opinions from industry experts to explore
quality objectives. While high-quality outcomes are various quality theories and concepts. These insights
desirable, they must be balanced with project were then incorporated into a survey questionnaire
constraints such as time and budget. The design team comprising 29 questions, categorically divided into
endeavors to meet client-defined quality standards, six sections. These sections encompassed inquiries
reflected in briefing documentation and contract about respondents' knowledge of Total Quality
specifications. Contractors are obligated to execute Management (TQM), their perception of quality, the
the works with skill and care, as per contract data acquisition methods utilized, the state of quality

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 International Research Journal on Advanced Engineering Hub (IRJAEH)
e ISSN: 2584-2137
Vol. 02 Issue: 08 August 2024
Page No: 2166- 2172
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https://doi.org/10.47392/IRJAEH.2024.0294

within their organizations, the extent of training quality improvement initiatives within companies. The
provided to employees on TQM principles, and the report identifies several areas where customer satisfaction
obstacles encountered in implementing TQM can be significantly enhanced through improvements in
initiatives. The questionnaire was administered to construction practices, such as addressing
underestimation, adherence to specifications, project
some construction companies through personal
management coordination, and managing design changes
interviews, during which respondents were asked to and procurement-related change orders. Crucially, it
rank and score quality factors based on their highlights the dynamic nature of client expectations,
professional experience. Subsequently, the feedback necessitating a continuous cycle of identifying,
obtained from the questionnaire survey was measuring, and enhancing both tangible and intangible
meticulously assessed, and responses were analyzed products and services. The report's top findings reveal a
to ascertain the most significant and least significant series of systemic challenges hindering the effective
obstacles faced by companies in implementing implementation of TQM within construction firms. These
Quality Management in construction projects in include weak familiarity with quality management
Ahmedabad. The analysis aimed to identify potential concepts, insufficient institutional support for TQM
strategies and approaches to effectively implement adoption, inadequate training and standards raising
initiatives, underutilization of computer technology for
quality management practices within construction
quality control, lack of focus on creating conducive work
projects in Ahmedabad, thereby enhancing overall environments and sophisticated problem-solving models,
project outcomes and performance [3-5]. absence of committed leadership and strategic planning
1.6 Literature Review for quality improvement, and a general lack of
P.P. Mane (2015), The paper explores the crucial specialization in TQM application. Addressing these
aspects of quality management in construction projects, challenges is essential for construction firms to establish
emphasizing its significance alongside time and cost robust quality management systems and meet the evolving
considerations. It delves into the implementation of demands of their clientele effectively .
quality management systems (QMS) at both Harshil Shah (2018), This paper provides a
organizational and project levels, highlighting the comprehensive review of quality management practices
interconnectedness of quality with overall project success within infrastructure construction projects, with a
and client satisfaction. Through a comprehensive particular focus on the perspective of contractors. It
literature review, the authors underscore the importance highlights the necessity for effective quality management
of quality planning, assurance, and control, supported by to ensure the delivery of high-quality infrastructure to
various tools and techniques. The research methodology society while meeting the requirements of all stakeholders
involves a three-step model comprising quality planning, involved.
control, and assurance, utilizing a five-point scale 2. Data Collection
questionnaire survey among project participants. Findings
2.1 Questionnaire Design
reveal the prominence of tools like checklists and
measures such as workmanship quality, with customer
The questionnaire design process was meticulously
satisfaction identified as paramount. The study planned to align with the study objectives and
underscores the integral role of quality management in address the research questions effectively. Extensive
ensuring project success, advocating for attention to all effort and collaborative brainstorming sessions were
elements of QMS for optimal outcomes. undertaken to ensure the questionnaire's efficacy.
Hesham Abdel Khalek (2016), The previous chapter Industry professionals were consulted in meetings to
underscores the prevalent challenge within the identify pertinent questions and ensure clarity in
construction industry regarding the implementation of presentation. Careful attention was paid to crafting
Total Quality Management (TQM) programs. Despite the questions in a straightforward and unambiguous
widespread recognition of TQM's importance, there manner, taking into account the diverse linguistic
remains a dearth of established methods and techniques to backgrounds of potential respondents. Recognizing
effectively integrate quality management principles into
that not all participants may be proficient in English,
construction practices. This deficiency is attributed to a
a parallel Arabic version of the questionnaire was
lack of expertise or resources in TQM, compounded by
the prevalent prioritization of schedule and cost over developed to cater to a wider range of respondents.

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 International Research Journal on Advanced Engineering Hub (IRJAEH)
e ISSN: 2584-2137
Vol. 02 Issue: 08 August 2024
Page No: 2166- 2172
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This approach aimed to enhance inclusivity and Results falling below 50% are considered
ensure that language barriers did not impede unacceptable. Results ranging from 50% to 70% are
participation or comprehension among respondents. accepted, but they indicate a requirement for system
Overall, the questionnaire design process was development. Results between 70% and 100% are
conducted with meticulous care and attention to fully accepted without any need for further
detail to facilitate comprehensive data collection for development. This framework categorizes the
the study [6-8]. assessment outcomes based on the calculated
2.2 Questionnaire Model percentage, ensuring clarity and alignment with the
The target population under study comprises multiple specified criteria.
respondents, including managers and engineers. The 2.5 Case Study
approach involved the application of a questionnaire In this research, a case study highlights a project
designed for any company to input their data and manager, site engineer and supervisor based in
respond to the questions. Subsequently, we analyzed Ahmedabad, shown in Table 1.
these responses to provide them with the percentage 2.6 Analysis Table of Case Study
of Quality Management implementation in their
company. Based on this analysis, we offered Table 1 Analysis Table of Case Study
recommendations aimed at enhancing Quality Question Project Site
Supervisor
Management implementation and improving their No. Manager Engineer
1. 2.5 2.1 0.36
market share.
2. 10 10 0
2.3 Data Analysis 3. 3.9 1.4 2.5
Evaluation of quality management for construction 4. 10 10 5
projects in Ahmedabad will consider various 5. 5 3.35 1.65
viewpoints. We'll analyze data provided by 6. 5 5 1.65
respondents to guide our selection of cases. Factors 7. 10 10 10
will be ranked and grouped based on their scores. The 8. 0.74 1.1 7.1
results from one site responders who answered a 9. 20 10 10
10. 6.7 6.7 3.3
questionnaire with 29 questions divided into six
11. 6.7 6.7 3.3
sections: Knowledge of TQM, Perception of Quality, 12. 10 10 10
Data Acquisition Methods, Quality in Organizations, 13. 5 5 0
Training, and other aspects. 14. 5 10 5
2.4 Scoring 15. 2.5 2.5 2.5
In this system, companies provide answers to 16. 10 10 0
questions based on how essential they believe each 17. 6.3 8 5
answer is for ensuring quality in their project. 18. 3.3 3.3 3.3
19. 10 10 10
Answers that are deemed highly important receive a
20. 1.1 2.5 1.1
score of 10, indicating their critical role. Answers 21. 0 0 0
considered moderately important receive a score of 22. 5.5 0.34 0.02
5, showing their significance but to a lesser degree. 23. 5 5 5
This scoring method helps highlight which aspects of 24. 5 5 5
quality management are most crucial according to the 25. 0 5 0
companies' perspectives. Upon determining the 26. 0 4 0
percentage of quality management through the 27. 0 0 0
specified calculations: 28. 0 2.1 0
29. 0 1.8 0
𝑻𝒐𝒕𝒂𝒍 𝑨𝒄𝒉𝒊𝒗𝒆𝒅 𝑺𝒄𝒐𝒓𝒆 Total 149.24 150.89 90.13
% 𝑶𝒇 𝑺𝒄𝒐𝒓𝒆 = 𝒙 𝟏𝟎𝟎%
𝑻𝒐𝒕𝒂𝒍 𝑽𝒂𝒍𝒖𝒆

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2.7 Average Percentage company needs to enhance its understanding and

% score of Project Manager=57.4% take concrete steps to integrate quality management
% score of Site Engineer=58.03% programs, thereby driving improvement and
% score of Site Engineer=34.66% development. This requires a commitment to
knowledge enhancement and strategic
57.4% + 58.03% + 34.66% implementation to achieve desired outcomes.
𝐴𝑣𝑎𝑟𝑎𝑔𝑒 𝑜𝑓 % = Conclusion
3
The construction industry's adoption of Total
𝑨𝒗𝒂𝒓𝒂𝒈𝒆 𝒐𝒇 % = 𝟒𝟗. 𝟎𝟑%
Quality Management (TQM) has been limited,
2.8 Analyzing and Discussion despite its popularity. The main obstacles include a
An analysis of the questionnaire revealed that the lack of expertise and resources, prioritizing
company's quality management percentage stood at schedule and cost over quality, and inadequate
49.03%, which is below acceptable standards. To implementation methods. To enhance customer
address this, several recommendations were made satisfaction, construction companies must improve
to enhance quality management and boost market estimation, conformance, project management, and
share: design changes. However, companies struggle to
1. Senior management must enhance their meet evolving customer expectations due to
understanding and knowledge of quality inadequate systems for identifying, measuring, and
management principles and their significance. improving their products and services.The key
2. The company should adopt a more effective findings of the report highlight several challenges:
problem-solving approach by establishing 1. Limited understanding of quality
specialized teams to tackle problems, either management concepts and processes due to
permanently or on a case-by-case basis. inadequate training opportunities.
3. Employee awareness of quality management 2. Inefficient application of Total Quality
concepts and their importance must be Systems in construction companies, with
increased. unnecessary institutional complexity.
4. A comprehensive training program should be 3. Lack of clear training plans and low
established to educate employees on customer participation in quality-related courses due to
satisfaction, teamwork, operational control, and insufficient management support and
other essential aspects. conviction.
5. Despite familiarity with quality management 4. Limited use of computers in construction
concepts, the company fails to utilize any businesses, despite their potential for quality
quality management programs, necessitating control.
prompt action to implement these programs and 5. Inadequate work environments and lack of
drive improvement and development. sophisticated problem-solving models in
6. Employees should be empowered to make construction departments.
decisions and take necessary actions during 6. Absence of committed leadership, strategic
operations, where appropriate, to facilitate planning, and effective communication
significant changes. channels for quality improvement.
2.9 Case Study Conclusion 7. Insufficient empowerment of individuals to
Analysis of the previous questionnaire revealed drive quality success.
that the company's implementation of quality 8. Lack of specialization in applying total
management practices was limited, with a mere quality management principles.
49.03% adoption rate, which falls short of Recommendation
acceptable standards. Despite having some To enhance quality management in the construction
familiarity with quality management concepts, the industry, several steps are necessary:

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1. Promote knowledge sharing through studies, 2. Determining and ranking the factors that
seminars, and workshops. contribute to the successful and profitable
2. Establish a dedicated quality management and application of quality management in
control entity. construction projects.
3. Foster international collaboration and 3. Developing software to accurately measure
exchange best practices. and predict the level of quality management
4. Encourage implementation through incentives integration throughout all phases of
and recognition. construction projects.
5. Develop strategic plans and innovative 4. These potential research directions could
solutions. provide valuable insights and practical tools to
6. Leverage technology, such as computers, to enhance the adoption and effectiveness of
support quality management. quality management in the construction
7. Establish a quality management unit within the industry.
Ministry of Housing to raise awareness and References
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e ISSN: 2584-2137
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