FACTORS INFLUENCING IMPLEMENTATION OF TOTAL

QUALITY MANAGEMENT IN CONSTRUCTION COMPANIES IN

RWANDA: A CASE OF FAIR CONSTRUCTION COMPANY

EPHANTUS NDIRANGU WANDERI

HD317-C010-0614/2014

A research proposal submitted to the department of Entrepreneurship and Procurement in

the School of Human Resource Development in partial fulfillment of the requirement for
the award of the degree of Master of Science in Project Management of Jomo Kenyatta
University of Agriculture and Technology.

February 2015
 DECLARATION

This proposal is my original work and has not been presented for a degree in any other
University

…………………. …………………

Signature Date

This proposal has been submitted for examination with my approval as University
Supervisor

……………… ……………….

Signature Date

i
 ABSTRACT
The role of construction quality and continuous improvement is vital in the development
of construction industry of growing nations. Construction quality and regular
improvement is linked with the adoption of quality management systems in construction
companies. It is therefore important that adequate measures are put in place to ensure
quality in the sector. Total Quality Management (TQM) is considered as one of the
most important approaches to achieve quality in construction Industry not only in
Rwanda but the world over. This study will seek to determine the factors influencing
implementation of TQM in construction companies in Rwanda. Kigali province will be
used as a case for the study. The literature for this study will be reviewed basing on
the following factors; Top management commitment, Employees’ training,
organization culture and communication. The study will adopt a descriptive research
design. Stratified random sampling will be used to determine the sample size.
Primary data for the study will be collected using structured questionnaires that will be
administered to the respondents. A pilot test will be conducted at Clear industry in
Nyamata to check on validity and reliability. Data collected will be analyzed through
SPSS version 21.

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 TABLE OF CONTENTS
DECLARATION.......................................................................................................................................... i
ABSTRACT ................................................................................................................................................. ii
LIST OF TABLES ...................................................................................................................................... v
LIST OF FIGURES ................................................................................................................................... vi
ACRONYMS ............................................................................................................................................. vii
DEFINITION OF TERMS...................................................................................................................... viii
CHAPTER 1 ................................................................................................................................................ 1
INTRODUCTION....................................................................................................................................... 1
1.1Background of the Study ................................................................................................................... 1
1.2 Statement of Problem ....................................................................................................................... 6
1.3 Objectives........................................................................................................................................... 7
1.3.1 Main Objective ........................................................................................................................... 7
1.3.2 Specific Objectives ..................................................................................................................... 7
1.4 Research Questions ........................................................................................................................... 8
1.5 Justification ....................................................................................................................................... 8
1.6 Scope of the study.............................................................................................................................. 9
1.7 Limitations of the Study ................................................................................................................... 9
CHAPTER 2 .............................................................................................................................................. 10
LITERATURE REVIEW......................................................................................................................... 10
2.1 Introduction ..................................................................................................................................... 10
2.2 Top Management Commitment and Implementation of TQM .................................................. 10
2.3 Employee Training and Implementation of TQM ....................................................................... 12
2.5 Communication and Implementation of TQM ............................................................................ 13
2.6 Total Quality Management ............................................................................................................ 14
2.7 Empirical Literature ....................................................................................................................... 15
2.8 Theoretical framework ................................................................................................................... 17
2.9 Conceptual Framework .................................................................................................................. 18
2.10 Summary of Literature Review ................................................................................................... 20
CHAPTER 3 .............................................................................................................................................. 21
RESEARCH METHODOLOGY ............................................................................................................ 21
3.1 Introduction ................................................................................................................................... 21

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 3.2 Research design ............................................................................................................................... 21
3.3 Target population............................................................................................................................ 21
3.4 Sample size and sampling procedure .......................................................................................... 22
3.5 Data collection instrument ............................................................................................................. 22
3.5.1 Pilot testing of the instrument ................................................................................................. 22
3.5.2 Validity of the instrument ....................................................................................................... 22
3.5.3 Reliability of instrument .......................................................................................................... 23
3.6 Data collection procedures ............................................................................................................. 23
3.7 Data Analysis Technique ................................................................................................................ 23
3.8 Ethical considerations ..................................................................................................................... 23
REFERENCES .......................................................................................................................................... 24
APPENDICES ........................................................................................................................................... 27
Appendix 1: Table of sample determination ..................................................................................... 27
Appendix II: Research Questionnaire ................................................................................................ 28
Appendix III: Work Plan ..................................................................................................................... 36
Appendix IV: Budget ............................................................................................................................ 37

iv
LIST OF TABLES

v
 LIST OF FIGURES

Figure 1: conceptual framework ................................................................................................................. 20

vi
 ACRONYMS

5S - Sort, Systematize, Sweep, Standardize, Self-Discipline

ANSI- American National Standards Institute

ASQ - American Society for Quality

CWQC- Company Wide Quality Control

GOR- Government of Rwanda

ISO - International Organization for Standardization

JICA - Japan International Cooperation Agency

RDB- Rwanda Development Board

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RHA- Rwanda Housing Authority

TQM – Total Quality management

DEFINITION OF TERMS

Implementation of TQM: Adoption of TQM in building and construction organizations;

Commitment to quality, total involvement of people in quality management, management

taking a leading role in quality management among other practices.

Critical Success Factors for TQM- “the limited number of areas in which results, if

they are satisfactory, will ensure successful competitive performance for the organization,

they are the critical key area where 'things must go right' for the business to flourish. If

results in these areas are not adequate, the organization’s efforts for the period will be

less than defined.

viii
Employees Training: Equipping employees with relevant skills and knowledge

on implementation of TQM measured by the relevance and the frequency of trainings.

Organizational Culture: Organizational values, beliefs and practices that guide the

operations of employees in an organization.

Top management commitment: Senior Management’s commitment in implementation

of TQM through leadership and provision of critical resources and working environment.

Communication: The processes, systems and structures used to share information in an

organization

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 CHAPTER 1
INTRODUCTION
1.1Background of the Study

Globalization of market economies has urged corporations in all sectors to concentrate on

maintaining a sustainable competitive edge which is directly related to the upkeep of quality

both in terms of services as well productivity (Kumar et al. 2014). This is only possible if an

organization engages in operations or produces products that are able to effectively compete in

the market. Bearing in mind the nature of the current market is characterized by ever stiffening

competition and ever changing customer expectations and demand, an organization must come

up with unique competitive strategies and produce goods and services that continuously meet

and exceed these demand and expectations (Salaheldin, 2008). One of the management

approaches that can be used to achieve continuous quality improvement is Total Quality

Management (TQM). It is the coordination of efforts directed at improving customer

satisfaction, increasing employee participation, strengthening supplier partnerships, and

facilitating an organizational atmosphere of continuous quality improvement (Pride, Hughes,

and Kapoor 2009, 181).

The American National Standards Institute (ANSI) and the American Society for Quality (ASQ)

defines quality as “the totality of features and characteristics of a product or service that bears

on its ability to satisfy given needs”. Different authors have defined quality in different ways.

For instance Crosby defined it as “Conformance to requirement” Juran views quality as the

satisfaction of customer needs i.e. “Fitness for use” of a product, and one of the most popular

definitions of quality is meeting or exceeding customer expectations. (Evans & Dean, 2000).

There i s great potential for quality improvement in the construction process. A study of

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the literature and of surveys conducted in the USA indicated that management

commitment to quality and to continuous quality improvement is very important;

construction industry professionals are well aware of the importance of quality

training; partnering agreements among the parties in the construction process constitute

an important step in securing a high quality product; a feedback loop could upgrade

the original quality standards used in the industry; the clarity of project scope and

requirements as well as of drawings and specifications is a prerequisite for high process

quality. ( Elsevier 1997).

Research carried out by UNICEF (2005) in the world shows that in modern construction people

are allowed to hold various views regarding quality which of course can change with time and

situations. For an organization, a quality culture is one in which everybody is responsible for

quality improvement. With the help of this quality culture each organization develops a system

of interrelated teams which provide inputs and outputs. Hence the team plays a dual role and

takes the responsibility of ensuring that its output matches the required input, so the idea of

perfection as a definition of quality suggests that it has a philosophy of prevention i.e. a good

management which is an essential part of quality culture.

Most companies are trying to satisfy their customer’s needs and expectations. This can only be

achieved through, improvement in product quality, increased customer satisfaction, and

continues improvement towards world class organizations. These challenges urged companies

around the globe to change their old traditional quality systems, and implement new quality

approaches to deliver high quality goods and services. Companies that can deliver quality are

the ones that will be able to compete on the globalization era (Nkechi Eugenia, 2009).

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Since 1970 Japanese industries possessed competitiveness advantages and quickly entered into

western markets due to the realization of CWQC. The development of TQM can be traced to

several people including Deming, Juran, and Crosby (Yang, 2004). The concept of total quality

management as a holistic approach to managing a project that includes continuous improvement,

customer’s satisfaction, and top management support, defect-free product at first attempt, and

elimination of reworks, cost effectiveness training and re-training of staff. Total quality

management consists of all activities that managers perform to improve their quality and policy

such as quality planning, quality control, quality assurance and quality improvement. It is a

process of getting rid of poor quality from production rather than getting rid of poor quality

products (Harris & McCaffer, 2002).

In developing a total quality culture in construction, one important step is to develop a

construction team of a main contractor, subcontractors and suppliers who would commit to the

quality process and develop a true quality attitude (Kasongo & Moono, 2010). Chase (2008)

concluded that, “in the construction industry, application of Total quality management to the

jobsite has been proven to speed-up projects while increasing profitability”. When time and

money are premium then Total quality management implementation will be confrontational and

adversarial because mostly contractors cannot afford to improve. According to Alfred & Patrick

(2009) contractors varied in their definition or perception of quality by indicating: price (value),

compliments, management commitment, measurement and improvements, repeat business, and

finishing on schedule.

Zambian government had been experiencing difficulties in tax collection. With the help of

JICA, they adopted fishbone and quality control cycles in finding the root cause of this

problem. They found out that taxes could not collect themselves. They had to collect it

3
themselves. They also had to improve on their customer services as well as the tax collection

environment. In Ethiopia, still with the help of JICA, The Kaizen’s principles of 5S were

adopted to improve the flow of people in workplaces, to put balance in assembly lines and to

improve workplace layouts and to maximize space utilization. In the same country, a milling

company managed to cut flour waste by 50 percent, a shoe factory found the most efficient

way to cut leather (JICA, 2012).

Quality management has evolved through Quality Inspection, to Quality Control, to Quality

Assurance then to the current Total Quality Management (Kenya Institute of Management,

2009). Globally, a number of organizations have adopted quality initiatives. Toyota company

for instance developed the philosophies of 'customer first' and 'quality first'. They set up quality

assurance systems across various divisions and departments (Omware, 2013). They introduced

statistical quality control (SQC) in 1949 followed by Total Quality Management (TQM)

initiatives based on the unchanging principles of 'customer first' and 'total participation'.

Through their quality initiatives, they won the Deming Application Prize in 1965 and the Japan

Quality Medal Award in 1970 (union of Japanese Scientists and Engineers, 2006). Sony

Company set out to respect their customers’ viewpoints and remain committed to deliver quality

products and customer service that exceed their customers’ expectations. To achieve this, Sony

implemented continuous, decisive efforts in enhancing product quality and continuously

improve its quality management system (Sony Company, 2012).

The latest approach to quality in the construction industry has been the adoption of TQM and

the ISO 9000 series with focus on quality characteristics, quality of design and quality of

conformance (The Constructor, 2012). For instance, in Kenya, Zenith Steel Fabricators

Company (that specializes in the Design, Fabrication and Erection of all types’ of structural

steelworks) through its commitment to quality by implementation of ISO 9001:2008 enabled it

4
to capture a large market both within Kenya and the surrounding countries. Currently its

operations stretch in Kenya, Uganda, Tanzania, Zambia, Malawi, Rwanda, Southern Sudan,

Ethiopia, Democratic Republic of Congo and Ghana. Its designs that offer construction quality

that meet and even surpass their customer expectations has managed it to get contracts both in

Public and Private Sectors in the respective countries (Zenith, 2011).

In the past quality measures were focused on satisfying the specification mentioned in

the contract and completing the project on time, fulfilling the owner’s requirement within the

proposed budget, avoiding disputes claims and ensuring the contractors perform their

intended purpose. However, currently, most contractors have resorted to quality assurance and

quality control initiatives such as periodical training for their workers, putting in place good

safety Program, using a sound procurement system to get best quality material and

suppliers and use of a reward scheme for innovative work and competitive career progress

scheme to ensure productivity.

Rwanda has registered high achievements in all sectors of the economy since [Link]

construction industry as a distinct sector, which makes a significant contribution to Rwanda’s

GDP, serves as a central delivery mechanism in the generation and quality of all economic and

social development activities in Rwanda. In recognition of this role the Government has

committed to pursue policies that encourage and facilitate the growth of the sector. Report by

Rwanda Bureau of standard 2011 shows that most organizations in Rwanda, especially the ones

in service industry have in the recent past adopted quality programs. Most public companies

have for instance adopted the ISO standards e.g. Bralirwa and Intersec security among others

(RDB 2012).

5
1.2 Statement of Problem

For many years, Total Quality Management Implementation has been a topic of debate. The

construction industry is being viewed as one with poor quality emphasis compared to other

sectors like the manufacturing and service sectors (Kubal, Wong & Fung, 2009). Many

criticisms have been directed to the construction industry for generally shoddy workmanship. It

is not only the final product that is subject to criticisms but among others include the processes,

the peoples, the materials are under tremendous pressure for better quality in construction.

The issue of quality has become of great importance especially with the ever growing concerns

and demands from various players in the market. These demands arise due to the increased

number of reported quality issues like the frequent collapse of structures leads to injuries and

deaths. In Rwanda for instance, a number of buildings have been reported to have collapsed

due to quality issues, a building collapsed in Nyagatare District Eastern Province in 2013,

killing six people and injuring 30 others. Report by RHA 2013, indicates that most of the

buildings collapse due to poor supervision, poor construction procedures and poor inspection.

A multistorey block at the University Of Rwanda College Of Science and Technology, formerly

the Kigali Institute of Science and Technology (KIST), is out of bounds after it developed

cracks in what appears to be a structural failure, (New times May 25, 2014). To respond to these

failures, most organizations have resorted to adopt and implement operations management

strategies that have been seen to work elsewhere in as much as quality management is

concerned. However, this has not been successful (Salaheldin, 2008). Following the challenges

to the construction industry raised above, the Rwanda Housing Authorities recommended to

construction companies to adopt and implement TQM.

A number of studies that have been done on TQM have identified two focus areas: the
6
 factors within TQM and the critical factors for implementation of TQM (Yusof & Aspinwall,

1999). While many studies have looked at these factors, it is important to note that most of these

studies have been done in manufacturing and service industry. In Rwanda, very limited research

if any has been done in Construction industry with none having been conducted in Kigali

Province. This study aims to bridge this gap by looking at the factors that affect

implementation of TQM in Construction Companies in Rwanda using Fair Construction

Company as a case study.

1.3 Objectives

1.3.1 Main Objective

The aim of this study will be to identify the factors that influence implementation of Total

Quality Management.

1.3.2 Specific Objectives

The objectives of the study will be:

i. To establish how Top Management Commitment influence implementation of TQM in

Construction Companies in Rwanda

ii. To investigate the extent to which Employee’s Training influence implementation of TQM in

Construction Companies in Rwanda

iii. To assess the extent to which organizational culture influence implementation of TQM in

Construction Companies in Rwanda

iv. To determine the influence of Communication on implementation of TQM in

Construction Companies in Rwanda

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 1.4 Research Questions

This study will be guided by the following research questions:

i. How does Top Management commitment influence implementation of Total Quality

Management in Construction Companies in Rwanda?

ii. To what extent does employees Training influence Implementation of Total Quality

Management in Construction Companies in Rwanda?

iii. To what extent does Organizational Culture influence Implementation of Total Quality

Management in Construction Companies in Rwanda?

iv. What is the influence of Communication on Implementation of Total Quality

Management in Construction Companies in Rwanda?

1.5 Justification

Most of inadequacies in construction industries are due to man made errors. TQM seeks to

address largely human resource management. It is therefore researcher’s belief that assessing the

impact of TQM at fair construction will provide the information that represents the quality

issues in construction industries in Rwanda. Kigali Province will be selected because it has

many construction companies which are involved in large scale contracts and more than 100

employees compared to those in the other provinces.

The research findings and recommendation of this study would be important in enriching

literature and stimulating further research on TQM. They would contribute to implementation

of Total Quality Management in Construction Companies and related companies such as

suppliers and sub-contractors.

8
1.6 Scope of the study

The study will be conducted in fair construction company in Kigali province, Rwanda. The aim

of the study will be to identify the factors that influence implementation of Total Quality

Management. The participants will include employees currently working in the company

regardless of their gender. Only information related to TQM will be collected.

1.7 Limitations of the Study

Some respondents might be unwilling to give accurate information for fear that the information

may be sensitive or confidential bearing in mind the level of importance attached to

quality. The study will use only one Construction Company and as a results the findings can’t be

generalized.

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 CHAPTER 2

LITERATURE REVIEW

2.1 Introduction

This chapter reviewed literature that had been developed by authors and researchers in the

themes outlined in the study objectives. It discusses the factors that affect implementation of

Total Quality Management. It mainly focuses on four factors: Top Management Commitment

and leadership, Employee’s Competence and Training and Organizational Culture. Various

researchers have discussed a number of critical factors for implementation of TQM. The

commonly discussed include: top management commitment and support, availability of critical

resources, development of organizational quality policy, well developed communication

process and systems, and total involvement of everyone in the organization (Zakuan et

al.,2012, Sharp et al., 2000, Arshida & Agil 2012 and Omware, 2012). In this study, the

factors that affect implementation of TQM were looked at under the following sub topics: Top

Management Commitment, Employees’ Training, Organizational Culture and Communication.

2.2 Top Management Commitment and Implementation of TQM

Top Management plays a critical role in any key business decision. Consequently, the success

of any critical decision made in an organization is highly dependent on top management

support and commitment (Zakuan et al., 2012). Quality issue has become of great importance

to every organization and no management can afford to let nature take its course when it comes

to quality. The top management must play a leading role by making available the critical

resources, establishing an organization wide quality policy that is well communicated to all

10
stakeholders, establishing a quality management structure and managing the entire process

through close monitoring and evaluation. This must be supported by an organization culture

and climate of open cooperation and team work among stakeholders in quality management

(Sharp et al., 2000).

As cited by Zakuan et al (2012), Deming (1986) urges that managers must institute leadership

to usher the quality transformation process. Parameshwar and Srikantia (2000) discussed two

types of leadership: transformational leadership and transactional leadership. Transformational

leadership is leadership that is based on an ideologically anchored vision while transactional

Leadership is based on reward control mechanisms and emphasizes on clarification of followers

roles and goals and the way the desired outcome will follow after achievement of the set goals.

Champions of innovation tend to exhibit transformational leadership behavior; they try to

initiate influence through calculated tactics in their work environment.

Arshida & Agil (2012) points out top management commitment as an essential element for

ensuring successful TQM implementation. The top management must be on the fore front of

the quality management process starting from the initial stages. According to Omware (2012),

adoption of TQM for the first time is associated with development of new organizational

policy, new procedures and new tools that must be learned. TQM is an organizational change

process that is often associated with instability, confusion, and employees’ resistance and must

be carefully initiated through consistent management involvement. This was consistent with

Samir (2003) that top management must develop clear quality mission and goals and identify

quality values and communicate them to all employees. They must put in place a proper quality

planning process, and a good quality management structure to ensure successful

implementation

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2.3 Employee Training and Implementation of TQM

Zakuan et al. (2012) considered training as an important factor that boosts employees’ efforts

towards improvement. To him, quality training includes educating and training of employees at

all levels in the organization with an intention of broadening their knowledge on quality issues

and programs and providing them with information about the organization’s quality mission,

vision and general desired direction. According to Jamali et al. (2010), employee training is

one of the most important requirements in a successful TQM implementation. Management

personnel, supervisors and other employees require skills and knowledge on quality

dimensions and management as well as their roles in TQM implementation. Owing to the fact

that market quality needs are very dynamic, organization must ensure continuous employee

development and training on quality management. As Boidoun (2003) cited, Mathews et al.

(2001) points out that employee training that is focused on quality management determines

how effective an organization’s quality management initiatives will be. While to Zhang et al.

(2000), investment in employee training and development is a critical component to successful

TQM implementation. Omware (2012) identified two elements which must be considered

before training employees on quality. These are: Knowledge and understanding of the quality

management process and an understanding on quality management tools. A TQM training

program must equip employees with an understanding on the TQM program and their role in it.

2.4 Organizational Culture and Implementation of TQM

As cited by Nezhadet al, (2012), Erkutlu (2011) defined culture as a set of principles, values,

beliefs, common understanding or thinking or norms for behavior that are shared by members

of a society. Organizational culture is defined by Waliand Boujelbene (2011) as the set of

organizational practices that are seen as characteristic for an organization. It gives the values,
12
norms and principles that guide daily operations of an organization. Nezhadet al, (2012)

discussed four dimensions of organizational culture: group culture that emphasizes on

flexibility and cohesion among employees of an organization and advocates that top

management should promote employees participation and empower them, developmental

culture that advocates for flexibility and change based on the external environment, rational

culture that which is oriented towards the external environment but focuses on control and

stability and hierarchical culture that focuses on internal focus and control through internal

efficiency and adherence to law.

Wali and Boujelbene (2011) on the other hand discussed organizational culture under

orientations. They discussed four orientations: innovation orientation, stability orientation,

results/outcome orientation, people orientation and communication orientation. An

organization must come up with quality culture that must be integrated with other dimensions

of culture if it has to succeed in TQM management. Organizational quality culture influences

TQM implementation process as it communicates quality practices and norms that employees

are expected to engage in. To Jamali et al. (2010), organization quality culture affects the

employee’s beliefs in implementation of TQM. An organization needs to create organization

culture where employees understand and are encouraged to participate in quality management

programs.

2.5 Communication and Implementation of TQM

According to Kasongo & Moono (2010), communication is the exchange of ideas, messages, or

information between people through speech, signals, or writing. According to him, success of

an organization depends on communication such that when the process is hampered, the entire

13
organization suffers. Every organization must therefore put into place proper communication

systems that facilitate horizontal, vertical, upward and downward exchange of information.

According to Murphey (2009), both internal and external communication is critical in

implementation of quality programs. It enables stakeholders both within and outside the

organization to have an in depth understanding of quality and its management. Top

management must translate quality information in understandable form that all stakeholders

can understand put in place feedback channel to allow a two way communication process

(Murphey 2009).

2.6 Total Quality Management

The overall objective of TQM is to ensure continuous improvement in the organization’s

people, systems, processes and environment so as to achieve improved customer service and

increased profits through efficiency and effectiveness in the entire organization (Bahri et al.,

2012). Since implementation of TQM is associated with benefits to both the organization and

its clients, it is regarded a double sided competitiveness tool. It is important to note that any

organization can implement TQM irrespective of the size or operations. However, the success

of the implementation process depends on how well the organization understands the process

and the strategies adopted. One guiding principle in implementation of TQM is that the process

must be organization wide; everyone and every function in the organization must be involved

in the process with the management taking a leading role (Schuurman, 1997)

Implementation of TQM is an elaborate process that takes time and resources. It is a process

that must be initiated and managed by the top management. The top management must make

available all critical resources required as well as the organizational structure and culture

required. The process must focus on finding out, meeting and exceeding customer needs and
14
expectations through total involvement of everyone in the organization and through continuous

improvement. This process requires exceptional skills and team work that call for continuous

employees training and development (Oluwatoyin, 2008) Malcolm Baldrige National Quality

Award (MBNQA) as discussed by Wali and Boujelbene (2011) developed six criteria practices

that can be used to measure TQM. These are leadership, strategy and planning, customer focus,

information and analysis people and process management.

It is important to note that there are factors that may inhibit successful implementation of

TQM. Arshida & Agil (2012) refer to them as barriers of TQM implementation. These factors

include; lack of top management commitment which is associated with lack of critical

resources and poor leadership leading to poor employee empowerment and motivation, poor or

weak organizational vision and plan statement that dilutes employee’s efforts in quality

programs. Another important factor is government influence that is associated with bureaucracy

and other slow systems. Lack of favorable quality policy or low government support of quality

programs makes it a challenge to adopt and implement quality initiatives.

2.7 Empirical Literature

A review conducted by Zakuan et al. (2012) on critical success factors of TQM implementation

in Higher Education Institutions shows that the success of an institution depends on its quality

management strategy on how it identifies, classifies, analyzes, and reacts to the changes in

quality requirements. This is consistent with the findings of Sharp et al. (2000) on their study

on factors affecting successful implementation of ISO 9001: 2000 and Kasongo & Moono

(2010)’s study on factors that lead to successful implementation of TQM that identified

management strategy as one of the critical factors in implementing quality systems. Baidoun

(2003) also conducted an empirical study on critical factors of TQM in Palestinian

15
organizations and found out that top management commitment and involvement demonstrated

by: development of clear organization mission, development of quality policy and values,

setting of realistic quality goals, proper planning on quality management and creating quality

management structure creates quality awareness and improve implementation of quality

management systems. In addition, quality management philosophy makes it easy to implement

quality programs (Murphey, 2009).

Findings of Jamali et al. (2010) in their study titled: TQM Implementation: An Investigation of

Critical Success Factors identified training as one of the most critical factors in successful

implementation of TQM. Implementation of TQM requires adequate relevant employee’s skills

and knowledge on quality which can only be achieved through continuous training. Training

empowers employees to take part in continuous improvement initiatives that are essential in

TQM implementation (Oluwatoyin & Oluseun, 2008). Employees at all levels must accept

quality education and training as it helps employees at their levels to understand quality

management initiatives and their roles in implementing TQM (Arshida & Agil 2012).

An empirical study conducted by Samir (2003) on critical factors of TQM in Palestinian

organizations showed a positive relationship between employees training and education and

successful implementation of TQM. It associated employee training and education with

employee empowerment and improved performance of their roles in quality management.

Another study by Yu Chu & Wang (2001) on critical factors affecting the implementation

decisions and processes of ISO quality management systems in Taiwan’s public sectors

revealed that team leaders involvement, employees training and development, employee

awareness among other factors are critical in implementation of quality initiatives. Employees

feel involved in quality management initiatives when given timely on quality programs and

therefore give it a positive approach reducing employee resistance. Consistent with the
16
findings of Aljalahma (2011) that revealed that group culture helps in reducing employee’s

barriers, information barriers and customer related barriers that are frequently faced in the

implementation of TQM while rational culture reduces top management barriers which in turn

promote implementation of TQM.

A study conducted by Sharp et al (2000) on Factors Affecting Successful Implementation of

ISO 9001:2000 found out that an organization with clear communication and quality awareness

supported by active top management are likely to succeed in the implementation of ISO

9001:2000. Similarly, a study conducted by Baidoun (2003) on critical factors of TQM in

Palestinian organizations revealed that clear and consistent communication at all levels and

functions of the organization on quality programs, quality mission and quality objectives

defining quality values is key in successful implementation of TQM.

From the discussions, it is quite evidence that Top Management Commitment, Organizational

Culture, Employees’ Training and Communication are critical factors in implementation of

TQM. There is therefore need for every organization that is implementing TQM to take these

factors into account.

2.8 Theoretical framework

Deming’s theory of profound knowledge is a management philosophy grounded in systems

theory. It is based on the principle that each organization is composed of a system of

interrelated processes and people which make up system’s components. The success of all

workers within the system is dependent on management’s capability to orchestrate the delicate

balance of each component for optimization of the entire system (Bowen, 2010).The system of

profound knowledge is based on system appreciation to understand the company's processes

and systems, variation knowledge to understand the occurrence of variation and their causes,

17
knowledge theory to understand quality programs and psychology knowledge to understand

human nature. In his fourteen points, he proposed that among other points, management

commitment, positive corporate culture, employee’s education and training and proper

communication system is paramount in implementation of TQM. The Shewart Cycle which is

about learning what works and what does not and ongoing improvement in a schematic way.

He further noted that if a company focuses on costs, the costs rise while quality deteriorates.

(Kenya Institute of Management, 2009). This is consistent with the theory of constraints

discussed by Zadry and Yosuf (2006). Theory of Constraints (TOC) which is a set of concepts,

principles and tools that can be used to improve management of systems and maximize

performance by identifying the most restrictive limiting factor that constraints the system’s

performance and managing it. It focuses on improving performance rather than reducing costs.

This study is anchored on these two theories in that: it takes all the organizations’ systems to

have a successful implementation of TQM and the organization performance is highly

dependent on its ability to continuously improve on management of its systems.

2.9 Conceptual Framework

In this study the dependent variable is TQM practices while the independent variables are the

factors influencing implementation of TQM which are: Top management commitment,

Employees training, Organizational culture and communication. The variables and their

relationship are shown in the figure below:

18
 Independent variable

Top Management Commitment

 Leadership
 Critical resources
 Management involvement

Employees training Dependent variable

 Relevance of training
 Frequency of training
 Timeless of training Total Quality Management

Organization culture
 Group culture
 Development culture
 Rational culture
 Hierarchical culture

Communication
 Internal communication
 External communication

19
Figure 1: conceptual framework

2.10 Summary of Literature Review

Chapter two covered literature reviewed on the factors affecting the implementation of TQM

and how they influence implementation of TQM. It synthesizes the literature on the following

themes: - Top management and TQM implementation, Employees training and TQM

implementation, Organizational Culture and TQM implementation, Communication and TQM

implementation as well as TQM implementation.

From the literature, most of the study had focused on the critical success factor on

implementation of TQM. They identified critical factors that need attention for a successful

implementation of TQM. The factors include top management commitment, strategic quality

planning, process management, corporate culture, communication and employee training. It’s

quite clear that in order to cut cost of rework and correction of errors everybody must be

involved in the implementation of TQM and it must be done in every department and stages in

construction. It is also noted that implementation of TQM has much benefits to the

organizations such as improved business quality, increase customer satisfaction, reduce cost

and save time. Most construction companies had not embraced TQM because of the

unawareness of its professionals on the principles and techniques therefore more efforts must

be made to incorporate TQM courses in engineering programs

20
 CHAPTER 3

RESEARCH METHODOLOGY
3.1 Introduction

This chapter describes the methodology that will be used in the study. It contains the research
design, target population, sample size and sampling procedure, data collection instruments and
procedure, validity and reliability analysis as well as the data analysis methods.

3.2 Research design

This study will adopt descriptive research design. A descriptive study is a study concerned
with describing the characteristics of a particular individual, or of a group (Kothari, 2004).
The study will seek to establish the factors that influence Implementation of TQM. It will adopt
a case study survey. A case study involves careful and complete observation and analysis of a
unit in its relationship to any other unit in the group (Kothari, 2004). A survey design is
associated with a guided and quick collection, analysis and interpretation of observation
(Mugenda and Mugenda, 1999).
3.3 Target population

The target population of this study will comprise of employees of Fair Construction Company
located in Kigali province.

21
3.4 Sample size and sampling procedure
Respondents sample will be determined using stratified random sampling technique to ensure
that different groups of a population are adequately represented in the sample. Stratified
sampling divides the population into homogeneous groups such that the elements within each
group are more alike than the elements in the population as a whole (Nachimas and Nachimas
2008). Yamane (1967) provided a stratified formula to calculate sample sizes. The sample for
this study comprised selected employees from all levels and departments of the selected
organizations. This is because implementation of TQM is everyone’s business in the
organization. To obtain the sample size the study will use Yamane’s formula as shown below;

Where n = the desired sample size

e= probability of error (i.e., the desired precision, e.g., 0.05 for 95% confidence
level)
N=the estimate of the population size.
3.5 Data collection instrument

Primary data will be collected regarding factors affecting implementation of TQM. The
respondents for this study will be selected employees from various functional areas in the
company. Data will be collected using structured questionnaires which were self-
administered. Questionnaires (Appendix 4) will be preferred because of the simplicity in their
administration and low cost associated.

3.5.1 Pilot testing of the instrument

A preliminary test will be done on the data collection tools and procedures to identify likely
problems. This test will be conducted at Clear industry in Nyamata, whereby twenty
questionnaires will be administered to the employees in the respective departments. The filled
questionnaires will later be checked for consistency.

3.5.2 Validity of the instrument

Validity determines whether the research items truly measure what they are intended to
22
measure or how factual the research results are (Golafshani, 2003). To test content validity
(extent to which the sample is a representative of the population), experts opinion will be
sought. The research questions in the questionnaire will be developed to represent each variable
in the research. The data collected from the pilot study will be subjected to factor analysis to test
construct validity.

3.5.3 Reliability of instrument

Reliability is the extent to which results of a study are consistent over time and there is an
accurate representation of the total population under study (Golafshani, 2003). Reliability
analysis aims at finding out the extent to which a measurement procedure will produce the
same result if the process is repeated over and over again under the same conditions (Toke et
al., 2012). Cronbach alpha coefficient will b e computed using SPSS. The Cronbach alpha
coefficient value above 0.6 shows that the measurement procedure is reliable (Toke et al., 2012).

3.6 Data collection procedures

Primary data will be collected using structured questionnaires. The questionnaire will be self-
administered by the researcher to all levels of staff. The researcher will then pick the
questionnaires after the respondents have filled them. According to Nachmias and Nachmias
(2008), Questionnaires are simpler in administration, scoring of items and analysis.
3.7 Data Analysis Technique

The data collected will be coded, and analyzed through SPSS (statistical package for
social sciences) version 21. Descriptive statistics such as percentages, means and standard
deviation will be used to describe the factors influencing implementation of TQM.

3.8 Ethical considerations

The researcher will seek authorization from the management of Fair Construction Company
before carrying out the research. A letter from Jomo Kenyatta University will also be sought
before data collection. All information obtained in this research will be strictly used for
academic purposes and respondents will be assured of the confidentially of information given
where necessary.

23
 REFERENCES

Aljalahma R. (2011). Impact of Organizational Culture on TQM Implementation

Barriers. Brunel Business School – Doctoral Symposium 28th & 29th March 2011

Arshida M. M. and Agil S. O. (2012). Critical Success Factors for Total Quality Management
Implementation within the Libyan Iron and Steel Company. Tun Abdul Razak University,
Graduat School of Business

Bahri S., Hamzah D. and Yusuf M. R. (2012). Implementation of Total Quality Management
and Its Effect on Organizational Performance of Manufacturing Industries through
Organizational Culture in South Sulawesi, Indonesia. Journal of Business and Management
5(1) 10-24

Baidoun S . (2003). An Empirical Study of Critical Factors of TQM in Palestinian

Organizations. Logistics Information Management 16 (2), 156-171

Golafshani, N. (2003).Understanding Reliability and Validity in Qualitative Research. The

Qualitative Report 8 (4)

Jamali G., Ebrahimi M and Abbaszadeh A. M. (2010). TQM Implementation: An Investigation

24
of Critical Success Factors. International Conference on Education and Management
Technology

Kaziliunas A . (2010). The Implementation of Quality Management Systems in Service

Organizations. MykolasRomeris University. 34, 71-82

Kenya Institute of Management (2009). Total Quality Management: Theory, Concepts and
Practice. Macmillan Publishers

Kothari (2004). Research Methodology: Methods and Techniques. New Age International (p)
Ltd
Ministry of Public works (MOPW) (2009).Engineers Reports on projects. Retrieved from
[Link] Wed, 7th January 2014.

Momani A. M., Tahtamouni A. S. and Mryan N. N. (2013).Factors Affecting Total Quality

Management (TQM) Implementation in Jordanian Commercial Banks. Institute of
Interdisciplinary Business Research. 4(10) 345-361

Moono M. and Kasongo K. (2010). Factors That Lead to a Successful TQM Implementation: A
Case Study on the Zambian Tourism Industry

Mugenda, M.O. and Mugenda, G .A. (1999). Research Methods: Quantitative and Qualitative
Approaches. Nairobi: Central Graphics Services.

Murphey J. F. (2009). Total Quality Management: An Assessment of Implementation in

Florida's Municipal Police Agencies

Nazhad M. B., Mosavi J. S. and Kordabadi S. S. (2012). Organizational Culture and Quality
Management (ISO/9001) Case Study: Tehran Universities Employees. Journal of Basic and
Applied Scientific Research, 2(12)12590-12599

Nyaoga R. B., Nyamwange O., Onger R. N. and Ombati T. O. (2010). Quality Management
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Practices in Kenyan Educational Institutions: The Case of the University of Nairobi. African
Journal of Business & Management, 1(2010) 14-28

Oluwatoyin A. and Oluseun A. (2008).Total Quality Management. A test of the Effect of TQM
on Performance and Stakeholder Satisfaction. Blekinge Institute of Technology, School of
Management

Omware Q. (2012). Determinants of Quality Management Practices. University of Nairobi

Parameshwar S., Srikantia P. and Case S. S. (2000). Factors affecting implementation of TQM
in Knowledge Work Enviroments: An Intergrated Framework. Weather head School of
Management

Schulman. H. (1997). Quality Management and Competitiveness. The diffusion of the ISO
9000 Standards in Latin America and Recommendations for Government Strategies. UNITED
NATIONS Division of Production, Productivity and Management Santiago, Chile, 1997

Sharp J. P., Sharif I. Kutucuoglu K. and Davies J. (2000). Factors Affecting Successful
Implementation of ISO 9001: 2000. School of Management, University of Salford, UK

Tahtamouni a. S., Al momani a. M. And Mryan N. N. (2003). Factors affecting Total Quality
management (TQM) implementation in Jordanian Commercial Banks. Institute of
Interdisciplinary Business Research 4 (10) 345-361

Toke et al (2012). An empirical study of green supply chain management in Indian perspective.
Int. Journal of Applied Sciences and Engineering Research, Vol. 1, No. 2, 2012.

Wali S. and Boujelbene V. (2011). Cultural Influences on TQM Implementation and Financial
Performance in Tunisian Firms

Wang S. J. and Yu Chu P. (2000). Critical Factors Affecting the Implementation Decisions and
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Public Affairs Management, National Sun, Yat-sen University
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Whitley & Kite, (2013). Principles of Research in Behavioral Science, Third Edition

Yosuf M. S. and Aspinwall E. (1999). Critical Factors for Total Quality Management
Implementation in small and medium enterprises. School of Manufacturing and Mechanical
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APPENDICES
Appendix 1: Table of sample determination
N n N n N n

10 10 220 140 1200 2

9
15 14 230 144 1300 2
1
9
20 19 240 148 1400 3
7
0
25 24 250 152 1500 3
2
0
30 28 260 155 1600 3
6
1
35 32 270 159 1700 3
0
1
40 36 280 162 1800 3
3
1
45 40 290 165 1900 3
7
2
50 44 300 169 2000 3
0
2
55 48 320 175 2200 3
2
2
60 52 340 181 2400 3
7
3
65 56 360 186 2600 3
1
3
70 59 380 191 2800 3
5
3
75 63 400 196 3000 3
8
4
80 66 420 201 3500 3
1
4
85 70 440 205 4000 3
6
5
90 73 460 210 4500 3
1
5
95 76 480 214 5000 3
4
5
100 80 500 217 6000 3
7
6
110 86 550 226 7000 3
1
6
120 92 600 234 8000 3
4
6
130 97 650 242 9000 3
7
6
27 8
 140 103 700 248 10000 3
7
150 108 750 254 15000 3
0
7
160 113 800 260 20000 3
5
7
170 118 850 265 30000 3
7
7
180 123 900 269 40000 3
9
8
190 127 950 274 50000 3
0
8
200 132 1000 278 75000 3
1
8
210 136 1100 285 1000000 3
2
8
4

Note: N is the population size and n is the sample size.

Appendix II: Research Questionnaire

Dear respondent,

This questionnaire is meant to collect data for a research paper on Factors

affecting Implementation of Total Quality Management. You have been identified as one of
the respondents for this research. You are kindly requested to be honest and exhaustive in
filling the questionnaire. Please note that the information given is purely for research purposes.
Instruction: Please fill in the spaces provided or tick inside the boxes as appropriate
1. Gender
a) Male
b) Female
2. Position Held
a) Top management
b) Middle management
c) Support staff
3. Department
a) Finance and administration
b) Projects
c) Marketing and corporate services
d) Training and welfare
e) Quality assurance

28
SECTION B: FACTORS AFFECTING IMPLEMENTATION OF TOTAL QUALITY
MANAGEMENT
PARTI: TOP MANAGEMENT COMMITMENT
The following statements relate to Factors Affecting Implementation of Total Quality
Management. Using the key (Where: 1-Strongly disagree; 2 – Disagree; 3 – Indifferent; 4 –
Agree; 5 – Strongly agree) Tick appropriately according to the extent which you agree or
disagree with the statements.
N Rating
o
Statements 1 2 3 4 5
.
2 Top Management Commitment
.
a Top management of your organization is
committed to quality in the organization

b Top management of your organization provides a

leadership role in quality management initiatives.

c Critical resources required in implementing quality

initiatives are made always made available.

d Employee’s ideas on ways to improve quality

in the organization are welcomed by the top
management.
29
 e Top management of your organization
participates in all quality management programs in
the organization.
f Top management of your organization takes part at all
stages and levels in the quality management programs

g Your organization has an organizational quality

mission and Policies

h Your organization has a formal quality management

structure
i Your organization practices a proper quality
planning

PART II: EMPLOYEES TRAINING AND

DEVELOPMENT

The following questions and statements relates to Employees Training and Development.
Kindly fill in the blank spaces or tick as appropriate.
1. Have you been trained of any Quality Management Programs?
a) Yes
b) N o
2. If yes, where were you trained on the quality programs?
a) In the current company
b) Elsewhere
3. Have you been trained on ISO quality standards?
a) Yes
b) No
4. Have you been trained on Total Quality management?
a) Yes
b) No
5. Have you been trained on any other quality management program a part from the ones
above?
a) Yes

30
 b) No
6. If yes, kindly specify
…………………………………………………………………………………………………
……………………………………………………………………………………………
………………………………………………………………………………………………
7. Using the key (Where: 1-Strongly disagree; 2 – Disagree; 3 – Indifferent; 4 – Agree; 5 –
Strongly agree) Tick appropriately according to the extent which you agree or disagree with the
statements on Employees Training and Development.

31
 N Rating
o
Statements 1 2 3 4 5
.
a All employees in your organization get training on
Total

b Employees in yourprograms
Quality Management organization are frequently
trained on

c Employees in Management
Total Quality your organization get timely training on
programs
Total

d Training received by employees of your organization

Quality Management.
equips them with understanding on TQM and their
role in it.
e Employees are involved in the Total Quality
Management training programs.

PART III: ORGANIZATIONAL CULTURE

The following statements relate to organizational culture. Using the key (Where: 1-
Strongly disagree; 2 – Disagree; 3 – Indifferent; 4 – Agree; 5 – Strongly agree) Tick
appropriately according to the extent which you agree or disagree with the statements.
N Rating
o
Statements 1 2 3 4 5
.
1 Group Culture
.
a Your organization has a flexible organizational
culture.
b There is cohesion among employees in your
organizations
c Employees are empowered in your organization

d Employees are encouraged to participate in decision

making
in your organization

32
 2 Developmental Culture
.
a There is in place an organizational culture that is
flexible to internal changes in your organization.

b Your organization has an organizational culture

that accommodates external changes.

3 Rational Culture
.
a Your organization has an organizational culture that
focuses on control.

b Your organization has an organizational culture that

focuses on stability in the organization.

4 Hierarchical culture
.
a Your organization has an organizational culture
that encourages internal efficiency

b Your organization has an organizational culture

that encourages adherence to company policy and the
law.
PART IV: COMMUNICATION
The following statements relate to Communication. Using the key (Where: 1-Strongly
disagree; 2 – Disagree; 3 – Indifferent; 4 – Agree; 5 – Strongly agree) Tick
appropriately according to the extent which you agree or disagree with the statements.

N Rating
o
Statements 1 2 3 4 5
.
3 Internal Communication
.

33
 a There are well developed internal Communication
system in
your organization
b There is free flow of quality management
information
between departments in yours organization
c There is free flow of quality management information
from
d There is free flow of quality management information
from
management
e There is freetoflow
employees in your
of quality organization
management
information
employees
f There if a towell-developed
management infeedback
your organization
mechanism in
your
between
4 Externalemployees in your organization
Communication
. Organization
a Your organization has well developed
external
b Your organization gets timely information about
customer
communication system.
c Your organization gets customer complaints in time.
d quality needs
Your organization gives timely response to customer
quality
PART V: TOTAL QUALITY MANAGEMENT
complaints.
The following statements relate to Total Quality Management. Using the key
(Where: 1-Strongly disagree; 2 – Disagree; 3 – Indifferent; 4 – Agree; 5 – Strongly
agree) Tick appropriately according to the extent which you agree or disagree with the
statements.

N Rating
o
Statements 1 2 3 4 5
.
2 Top management commitment and leadership
.
a Top management takes a leading role in
management of
quality in your organization
b There is long term relationship with satisfied
customers in your organization.

2 Cultural Change

34
a Your organization has a Total Quality Management
culture

b The qualityin the

that is shared culture in your
entire organization organization
encourages innovation.

3 Customer Focus

a Your organization strives to meet and exceed

customer needs and expectations.

b Your organization maintains close link with its

customers.
c Your organization incorporate customer
needs in developing and offering their services.

4 Total Involvement

a All employees in your organization are involved in

quality
management programs
b All functions of your organization are involved in
quality
5 Continuous Improvement
a management programs
Your organization continuously assesses and improves
its
b Your organization continuously improves its processes
to
technical and administrative programs
c Your organization continuously monitor their
processes
give quality services to their customers.
identify faults ensures such faults do not occur in the
future so that customers can get improved quality

35
Appendix III: Work Plan
Period Task

October, 2014 Identification of research problem

and research topic.
October, 2014-January, 2015 Writing research proposal

March, 2015 Pilot study and data collection

April – May 2015 Data entry and analysis Compilation

of first draft of the report for review
Final writing of the project.
June, 2015 Project defense

36
Appendix IV: Budget

ITEM UN QUANTI RA AMOU

IT TY TE NT
(Rw (Rwf)
f)
Stationery 30,000

Transport Trip 5 25,0 125,000

00

Document Printi 3 20,0 60,000

ing ng 00

Bindi 3 5,00 15,000

ng 0
Internet and library 100,000

Computer 1 1 600,000

Communication 100,000

Miscellaneous 200,000

Total 1,230,0
00

37