KYAMBOGO UNIVERSITY

FACULTY OF ENGINEERING
DEPARTMENT OF LANDS AND ARCHITECTURAL STUDIES
PROJECT REPORT
ASSESSEMENT ON THE IMPACT OF TOTAL QUALITY MANAGEMENT IN
PROMOTING QUALITY OUTPUT ON CONSTRUCTION PROJECTS IN
NAKAWADIVISION

BY

MATOVU RICHARD

16/U/6187/EBE/PE

CONTACT
E-mail: richardmatovu40@gmail.com
Tel: O773090957

SUPERVISOR: MADAM AKIROR IRENE SUZAN

A RESEARCH REPORT SUBMITTED TO THE DEPARTMENT OF LANDS

AND ARCHITECTURAL STUDIES IN PARTIAL FULFILLMENT OF THE
REQUIREMENTS FOR THE AWARD OF A BACHELOR OF SCIENCE
IN BUILDING ECONOMICS OF KYAMBOGO UNIVERSITY

JUNE, 2021
 APPROVAL

This is to certify that the project report was carried out under my supervision and is ready for
submission to the board of examiners.
MADAM AKIROR IREN SUZAN

DATE........................................................ SIGNATURE...............................................

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 DECLARATION
I declare to the best of my knowledge that the work presented in this book is my original and has
never been submitted for any other academic award and where information from other authors
has been used it has been cited.

MATOVU RICHARD

DATE........................................................

SIGNATURE...............................................

ii
 DEDICATION
This research report is dedicated to my family that devoted moral, spiritual and financial support
so as to see me through. They have been great source of motivation and inspiration throughout
my academic life.

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 ACKNOWLEDGEMENT
To actually claim the entire credit for this piece of work would not only be inconsiderate but
entirely unjust. The progress of this report is mainly dependent on guidance, moral and technical
support from a number of people whose cooperation and efforts am bound to acknowledge.

I deeply appreciate my supervisor a lecturer at the department of lands and architectural studies
for his unwavering support and professional advice as my supervisor that he shared with me
throughout the period of the study, not forgetting the time he sacrificed for me out of his tight
schedules to supervise my work.

My sincere gratitude goes to all lecturers and staff of Kyambogo Universityespecially the
department of lands and architectural studies for their support throughout my Bachelor’s
program in general and in particular this project. They have added to my knowledge as I pursued
my bachelor.

Special thanks go to my Dad and Mum who laid a strong academic foundation upon which I
have been able to reach this far. It was amidst scarcity of resources that they managed to educate
me as well as instilling important core values of hard work, persistence and determination to me.

I am also grateful to the entire fraternity of construction firm in Nakawa division, Kampala who
accepted to provide me with the relevant information so as to see that my study was
accomplished.

All the above and many others not mentioned here, I’m greatly indebted to you

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 TABLE OF CONTENTS

APPROVAL.....................................................................................................................................i
DECLARATION.............................................................................................................................ii
DEDICATION...............................................................................................................................iii
ACKNOWLEDGEMENT..............................................................................................................iv
TABLE OF CONTENTS................................................................................................................v
LIST OF TABLE..........................................................................................................................viii
TABLE OF FIGURES....................................................................................................................ix
LIST OF ACRONYMS...................................................................................................................x
ABSTRACT...................................................................................................................................xi
CHAPTER ONE..............................................................................................................................1
INTRODUCTION...........................................................................................................................1
1.0. Introduction...............................................................................................................................1
1.1. Background of the study...........................................................................................................1
1.2.1 Theoretical background..........................................................................................................3
1.3 Problem statement.....................................................................................................................4
1.4 Objectives of the study..............................................................................................................5
1.4.1 General objective....................................................................................................................5
1.4.2 Specific objective....................................................................................................................5
1.5 Research questions.....................................................................................................................5
1.6 Justification of the study............................................................................................................5
1.7 Significance of the study...........................................................................................................6
1.8 Scope of the study......................................................................................................................6
1.8.1 Content Scope.........................................................................................................................6
1.8.2 Geography scope....................................................................................................................7
1.8.3 Time scope..............................................................................................................................7
1.9 Conceptual Framework..............................................................................................................7
1.10 Operational definitions and terms............................................................................................8
CHAPTER TWO.............................................................................................................................9
LITERATURE REVIEW................................................................................................................9

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2.1 Introduction................................................................................................................................9
2.2 Causes of poor quality output in construction industry.............................................................9
2.3 Customer focus and the quality of output in construction industry.........................................10
2.4 Benchmarking and the quality of output in construction industry..........................................11
CHAPTER THREE.......................................................................................................................14
METHODOLOGY........................................................................................................................14
3.1. Introduction.............................................................................................................................14
3.2. The Case Study Area..............................................................................................................14
3.3. Research design......................................................................................................................14
3.4. Sampling Methods and Procedures........................................................................................14
3.4.1. Population definition...........................................................................................................14
3.4.2. Sample Size and selecting procedures.................................................................................15
3.5. Data Collection methods.........................................................................................................16
3.5.1. Questionnaires.....................................................................................................................16
3.5.2 Interviews guides..................................................................................................................16
3.6. Data collection matrix.............................................................................................................17
3.7 Validity and Reliability of Instruments...................................................................................17
3.8. Data analysis and presentation................................................................................................18
3.8.1 Qualitative Data Analysis.....................................................................................................18
3.8.2 Quantitative Analysis............................................................................................................18
3.9. Ethical considerations.............................................................................................................18
3.10. Anticipated Limitations of the study....................................................................................18
3.11 Measurement of Variables.....................................................................................................19
CHAPTER FOUR.........................................................................................................................20
PRESENTATION, ANALYSIS AND INTERPRETATION OF RESULTS...............................20
4.1 Introduction..............................................................................................................................20
4.2 Background of the respondents...............................................................................................20
4.2.1 Gender of the respondents....................................................................................................20
4.2.2 Marital status of respondents................................................................................................21
4.2.3 Age of respondents...............................................................................................................21
4.2.4 Highest level of education....................................................................................................22

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4.2.5 Duration in the business in terms of years............................................................................22
4.3 The causes of poor quality output on construction projects....................................................23
4.4 The effect of customer focus on the quality of output on construction projects.....................25
4.5 The effect of benchmarking on the quality of output on construction project........................26
CHAPTER FIVE...........................................................................................................................28
SUMMARY DISCUSSION, CONCLUSION AND RECOMMENDATIONS...........................28
5.1 Introduction..............................................................................................................................28
5.2 Discussion of the study findings..............................................................................................28
5.2.1 The causes of poor quality output on construction projects.................................................28
5.2.2 The effect of customer focus on the quality of output on construction projects..................29
5.2.3 The effect of benchmarking on the quality of output on construction project.....................30
5.3 Conclusion of the study...........................................................................................................31
5.4 Recommendations to the study................................................................................................31
REFERENCES..............................................................................................................................34
APPENDICES...............................................................................................................................38
APPENDIX I: ESTIMATED BUDGET.......................................................................................38
APPENDIX II: TIME FRAMEWORK.........................................................................................39

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 LIST OF TABLE
Table 1 data collection matrix.......................................................................................................17
Table 2 Likert scale.......................................................................................................................19
Table 3: Marital status of respondents...........................................................................................21
Table 4: Tenure of respondents.....................................................................................................22
Table 5: The causes of poor quality output on construction projects............................................23
Table 6: The effect of customer focus on the quality of output on construction projects.............25
Table 7: The effect of benchmarking on the quality of output on construction project................26
Table 8 Estimated Budget..............................................................................................................38

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 TABLE OF FIGURES
Figure 1 Conceptual framework......................................................................................................7
Figure 2 Gender distribution of respondents.................................................................................20
Figure 3: Respondents by Age.......................................................................................................21
Figure 4: Respondents’ highest level of education........................................................................22
Figure 5 Time Framework.............................................................................................................39

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 LIST OF ACRONYMS
CPD: Continuing Professional Development
DV: Dependent variable
ISO: International Organization for Standardization
IV: Independent variable
NIST: National Institute of Standards and Technology
TQM: Total Quality Management

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 ABSTRACT
The study titled ‘assessment on the impact of total quality management in promoting quality
output on construction projects in Nakawa division. The study was guided by three research
objectives namely, to analyze the causes of poor quality output on construction projects in
Nakawa division, to find out the effect of customer focus on the quality of output on construction
projects in Nakawa division and to examine the effect of benchmarking on the quality of output
on construction project in Nakawa division

The study used a cross sectional survey which involved qualitative and quantitative approaches
to gather data from 35 respondents in all, including survey respondents and key informants
selected using simple random sampling and purposive sampling for key informants. Data was
collected using questionnaire and interview. Descriptive and inferential statistical analyses were
used and the data was presented using frequency tables, while qualitative data was analyzed by
the narrative techniques, paraphrasing and direct quotation.

Study findings revealed that majority of respondents 49% strongly agreed that problems of
shortages or inadequacies in industry causes poor quality output on construction projects, 71% of
respondents noted inadequate budgetary and time control causes poor quality output on
construction projects, On the component of poor estimation and change management, majority of
the respondents 86% strongly agreed with the statement, among others. Finding further revealed
that majority of respondents 60% strongly agreed with the statement that customer focus affects
the quality of output in construction projects; also results showed implementation of the best
practices improves quality of output with 57% of responses.

The study recommended that the Contractors should pay particular attention to the requirements
of the assignment during the pre-contract and bidding period so as to go for works that they have
competitive advantage. Consultants should ensure that all design changes during the execution of
the works are handled explicitly while not compromising the desired outcome of the final project

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and clients should ensure that proper planning and costing of the works are made during the pre-
contract period so as to avoid intermittent stoppage of works as a result of funding constraints
since this not only increases the construction period but also impacts on the contractors overhead
costs and costs associated with mobilization and demobilization during the period within which
the works were suspended.

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 CHAPTER ONE
INTRODUCTION

1.0. Introduction
This section represents the background of the study, problem statement of the study, general and
specific objectives of the study, research questions, scope of the study, significances, justification
and Conceptual Framework.

1.1. Background of the study

TQM is a philosophy, a set of tools and a process whose output yields customer satisfaction and
continuous improvement. TQM is the integration of functions and processes within an
organization in order to achieve continuous improvement of the quality of goods and services.
The goal is customer satisfaction. It involves everyone in an organization and associated business
processes cooperating to furnish products and services that meet their customer’s needs and
expectations. TQM implementation includes improved clients, consultants and supplier relation,
reduced “cost of quality”, on time and within budget projection completions, reduction in delays
in construction works, and increased profit (Love et al., 2000).

Quality Management refers to all activities of overall management functions, especially top
management leadership, that determines quality policy objectives and responsibilities for all
members of the organization. It includes all activities that managers perform in an effort to
implement their quality policy. These activities include quality planning, quality control, quality
assurance and quality improvement, (McCafer & Harris. 2001). Quality management is also
defined as “coordinated activities to direct and control an organization with regard to quality"
(ISO 9000:2000). The activities are normally management driven and integrated into a system.

The concept of quality has long existed and has evolved over time. The idea originated in the
early twentieth century, where inspections were used to assure conformity to specific
requirements in producing products (Dale, and Van Iwaarden 1999). However, during the
Industrial Revolution, the growing organizations and production require more than just
inspection for the quality conformance (Taylor 1911). Therefore, the quality control through
more effective operations is needed.

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In 1911, Fredrick W. Taylor introduced statistical theory framework in his book of ‘The
Principles of Scientific Management’. This framework was used to improve productivity of
workers in industrial sector. Some of the important concepts introduced by Taylor are control of
quality, process analysis, and functional specialization. These concepts are recognized and still in
practice until today.
During the 1920s, Dr. Walter Shewhart introduced quality control in a more proactive way. He
applied statistical theory to the quality management and developed the first modern control
(Shewhart 1926). Shewhart’s work is the starting of statistical quality control (SQC) and was
published in 1931 as Economic Control of Quality of Manufactured Product. He proved that
improved quality of the final product can be achieved through elimination of variation in the
process. He is the founder of the statistical process control systems, and he is often regarded as
“the father of modern quality control” (Shewhart 1931).

In Africa, Poor quality in construction of government funded projects delivery is a common

reality Hussin and Omran (2011) state that in Nigeria, seven out of ten projects surveyed suffered
delays in their execution. In a study carried out to examine construction projects performance in
Sudan, Olatunji (2010) observe that despite large number of reported cases, construction ranging
from the simplest to more complex projects platforms have increasingly experienced cost
overruns. This phenomenon is also similarly observed in Ghana where Gaba (2013) observes that
studies reveal increase in cost overruns, delayed completion, unsatisfactory and unmet project
objectives in most construction projects. While investigating the subject of project delays in
Uganda, Olatunji (2010) observes that it is a phenomenon that can be attributed to the inability of
the client/his representative and the project team to have a comprehensive view of the
construction project from inception to completion.

Total Quality Management looks at the following principles in construction; customer focus,
involvement of people, leadership, continual improvement, factual approach to decision making,
process approach, system approach to management, and mutually beneficial supplier
relationships Sabah (2011). Kanji & Asher (2014) characterized the principles of TQM in a
pyramid model and termed it as ‘TQM Pyramid’. Such as Leadership (management’s
commitment) constitutes the foundation of this pyramid, and the other principles of TQM:

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customer focus, focus on facts, continuous improvements and everybody’s participation
represent the facets of the pyramid.

In Uganda, the construction industry plays significant role in the economy of developing
countries. For example, in many developing countries, major construction activities account for
about 80% of the total capital assets, 10 % of their GDP, and more than 50% of the wealth
invested in fixed assets. In addition, the industry provides high employment opportunity,
probably next after agriculture. (Ofori, 2006), (Jekale, 2004). Despite the construction industry’s
significant contribution to the economy of developing countries and the critical role it plays in
those countries’ development, the performance of the industry still remains generally low. As
(Idoko, 2008) noted, “…many projects in developing countries encounter considerable time and
cost overruns, fail to realize their intended benefit or even totally terminated and abandoned
before or after their completion …” Moreover, the development of the construction industry in
developing countries generally lags far behind from other industries in those countries and their
counter parts in developed countries.
The quality of output in construction industry has been a subject of concern in Uganda and many
countries for quite some time. The problem of poor quality is not only affecting the
manufacturing and service industries but also the construction industry (Meye el at., 2010).
Studies show that construction projects and the industry at large have performed poorly in both
the developed and under developed countries (Takim & Akintoye, 2012). Faridi& El-Sayegh
(2016) asserts that shortage of skills of manpower, poor supervision and poor site management;
unsuitable leadership; shortage and outdated equipment are among the factors that contribute to
construction delays and subsequent performance problem.

1.2.1Theoretical background
The study adopted the Juran’s theory; Juran (1992) argued that quality is about a product
meeting a “purpose or fitness for use”. Juran is associated with the quality trilogy which he
proposed for organization to achieve and maintaining quality management. This trilogy consists
of quality improvement, quality planning and quality control. The trilogy stresses the developing
and changing of quality management in a firm’s top level management.

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According to Juran (1992), quality planning comprises of designing a procedure that meets set
goals. This process needs to determine goals, performing a resource plan, creating a quality plan
and planning implementation. The quality control process involves amending and operating the
process so as to attain highest effectiveness by monitoring performance contrasting achievements
made with set objectives and action to close any deviations. This process entails comparing the
actual performance with the intended goals and in case there is a major discrepancy there are
changes and adjustments to the system are performed to make sure the achievement of set goals.
Quality improvement seeks to take the organization performing to superior and new levels of
customer satisfaction, enhancing employee morale, improving logistics, reduce waste and
improving profitability.

1.3 Problem statement

Quality demand has become a significant demand from the ever growing number and knowledge
of today’s customers in the construction industry. The demands originate from the increased
structures that have collapsed in the country which had led to fatality and injuries. (Sam Stewart
Mutabazi, the New Vision, Thursday, 14 July, 2015). The philosophy and guiding principles
implemented by TQM form the foundation of a continually improvement and sustainability to
any construction industry that implemented it (Ribeiro et al., 2013). The final objective of TQM
is to meet the needs and satisfaction of internal and external customers plus improving the
performance of companies (Ooi et al., 2013). This quality-conscious management is regarded as
the most effective methods for improving the holistic competitiveness of any firm by bringing
higher customer satisfaction, better quality products and higher market share (Pheng and Teo
2014).

However, despite the above, the construction sector has been criticized for poor quality output
where numerous problems have arisen while delivering quality construction projects such as
poor performance of contractors, low productivity, poor image, regulatory constraints, and poor
quality work in government projects, such as school buildings and community college buildings
(Shehu et al., 2014). Insufficient level of quality is one of the critical problems that occur in the
construction industry today, and it can lead to up to 40% loss in contractor’s profit (Mashwama
et al., 2017). Thus it is against this background that the study examined the impact of Total
Quality management on the quality of output in construction industries.

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1.4 Objectives of the study
1.4.1 General objective
To assess the impact of Total Quality Management on improving quality outputonconstruction
projects in Nakawa division.

1.4.2 Specific objective

i. To find out the causes of poor quality output on construction projects in Nakawa division
ii. To find out the effect of customer focus on the quality of output on construction projects
in Nakawa division
iii. To examine the effect of benchmarking on the quality of output on construction project in
Nakawa division

1.5 Research questions

i. What are the causes of poor quality output on construction projects in Nakawa division?
ii. How does customer focus affect the quality of output on construction projects in
Nakawa?
iii. What is the effect of benchmarking on the quality of output on construction project in
Nakawa?

1.6 Justification of the study

The construction industry plays an important role in the economic contribution for the
development of the country. There is an existence of the interest conflict among the main parties,
which are the owner, the engineer and the contractor. The owner always seeks to works with
good quality and the least price; the engineer tries to make sure that the contractor is fully in line
with the specifications and the contract conditions, while the contractor aims to maximize the
profit. To obtain optimal benefits from the industry and ensure the smooth functioning of the
industry itself, high quality out is vital in the industry.

Construction industry has complexity in its nature because it contains large number of parties as
clients, contractors, consultants, stakeholders, shareholders, regulators and others. Construction
projects suffer from many problems and complex issues in performance because of many reasons
and factors. This is very important to identify and to evaluate the main factors affecting the
quality of construction projects. The practices concerning with time, cost, project owner

5
satisfaction and safety checklists will be analyzed in order to know the main practical problems
of projects quality in Uganda.

1.7 Significance of the study

This stud positively contributes to the applied knowledge for academicians as it sheds light on
how the implementation of TQM results in a better project performance in the construction
industry. While the majority of TQM initiatives and practices are carried out in Western
countries, this study evaluates the concept of TQM and its relationship with project performance
in Malaysian construction organizations, which is a non-western, multi-racial developing
country.

The findings of this study could substantially and significantly benefit academicians in assessing
the current state of TQM within the context of the Malaysian construction industry and how it
application differs from other countries.

This study was of value to policy makers and academicians. The policy makers used the
recommendations of the study in coming with an effective model of involving the sectors
stakeholders for effective work schedule. This study was intended to help construction
professionals and corporate bodies increase the success of construction projects completion by
managing well the factors that will help their successful completion. Government and individual
architects, engineers, quantity surveyors, construction project managers and site agents will
benefit from this study by applying the results of its findings while carrying out construction
projects.

1.8 Scope of the study

1.8.1 Content Scope
The study focused on the effect of customer focus on the quality of output in construction
industry, the effect of benchmarking on the quality of output in construction industry and the of
causes of poor quality output on construction projects in Nakawa division.

1.8.2 Geography scope

This research was conducted within Nakawa division. The chosen region has relatively the
highest number of registered contractors that can even be easily accessed and this enabled the
success of the study.
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1.8.3 Time scope
The study was conducted from January to November, 2020.
1.9 Conceptual Framework
Total Quality Management (IV)

Causes
Human errors
Materials
Quality output (DV)

Customer focus
Customer preference
customer feedback Stakeholder satisfaction
Timely delivery
Quality Work

Benchmarking
Internal
External

Figure 1 Conceptual framework

Source: Harrington and Voehl (2012)
From the above figure it is demonstrated that this study considered Total Quality Management as
an independent variable with dimensions such as customer focus, Benchmarking and causes. The
dependent variable with dimensions such stakeholder satisfaction, timely delivery and quality of
work as indicators of quality output (Voehl, 2012).
1.10 Operational definitions and terms
Customer focus is a business philosophy that places the customer at the center of all business
development and management decisions.

Benchmarking is referred to as the process by which organizations measures their products,

services, and practices.

Quality; Conformance to agreed and fully understood requirements

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 CHAPTER TWO
LITERATURE REVIEW

2.1 Introduction
This chapter covers the literature review related to the study according to various scholars and
academicians. This aligned according to study objectives.

2.2 Causes of poor quality output in construction industry

The failure of any construction project is mainly related to the problems and failure in
performance. Moreover, there are many reasons and factors which attribute to such problem.
Ogunlana et al, (2017) stated that the construction industry performance problems in developing
economies can be classified in three layers: problems of shortages or inadequacies in industry
infrastructure (mainly supply of resources), problems caused by clients and consultants and
problems caused by contractor incompetence/inadequacies. Okuwoga (1998) identified that the
performance problem is related to poor budgetary and time control. Long et al., (2004) remarked
that performance problems arise in large construction projects due to many reasons such as:
incompetent designers/contractors, poor estimation and change management, social and
technological issues, site related issues and improper techniques and tools.

Navon (2015) stated that the main performance problem can be divided into two groups: (a)
unrealistic target setting (i.e., planning) or (b) causes originating from the actual construction (in
many cases the causes for deviation originate from both sources).

Samson & Lema (2002) found that the traditional performance measurement systems have
problems because of large and complex amount of information with absence of approaches to
assist decision maker understand, organize and use such information to manage organizational
performance. Navon (2015) remarked that traditional project performance control is usually
generic (e.g., cost control techniques). It relies on manual data collection, which means that it is
done at low frequency (normally once a month) and quite some time after the controlled event
occurred (i.e., not in real-time). Moreover, manual data collection normally gives low quality
data.

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Ling et al., (2017) remarked that architectural, engineering and construction (AEC) firms may
face difficulties managing construction projects performance in China because they are
unfamiliar with this new operating environment. Kim et al., (2008) stated that international
construction projects performance is affected by more complex and dynamic factors than
domestic projects; frequently being exposed to serious external uncertainties such as political,
economic, social, and cultural risks, as well as internal risks from within the project. Chan and
Kumaraswamy (2002) proposed specific technological and managerial strategies to increase
speed of construction and so to upgrade the construction time performance. It is remarked that
effective communication, fast information transfer between project participants, the better
selection and training of managers, and detailed construction programs with advanced available
software can help to accelerate the performance. Jouini et al., (2004) stated that managing speed
in engineering, procurement and construction projects is a key factor in the competition between
innovative firms. It is found that customers can consider time as a resource and, in that case, they
will encourage the contractor to improve the time performance

2.3 Customer focus and the quality of output in construction industry

This category is subdivided into two sections: (1) voice of the customer and (2) customer
engagement (Lam & Wang 2008; Jaeger & Ooi 2015). This section addresses an organization's
engagement with its customers for long-term marketplace success. By determining requirements,
expectations, and preferences of customers through active listening to customers this will
established an improved relationship with customers. This criterion also focuses on how an
organization determines key concerns using information from customers to improve and identify
opportunities for innovation that leads to customer satisfaction and loyalty (National Institute of
Standards and Technology 2013).

Understanding customers’ needs and requirements are one of an organization’s key processes for
obtaining information about current and potential customers and markets and leads to greater
understanding of emerging customer requirements and expectations. This criterion also allows
for tracking markets changes to provide opportunities to offer more relevant products and
services. This practice includes listening actively to customers and collecting information on
their satisfaction, dissatisfaction, and engagement.

9
Customer engagement includes an organization’s processes in serving customers' needs and
building a relationship with them. The activities include determining customer and market
requirements for product offerings, developing key communication mechanisms to support
customers, and identifying current and future customer groups and market segments for business
growth. Moreover, building customer relationships is also a major aspect of customer
engagement. It includes activities involved in relationship management and complaint
management to acquire new customers and build new markets, retain customers, and enhance
customer engagement and develop a relationship with the organization.

A customer-centered approach has long been recognized as an important strategy for improving
business performance. The concepts of knowing customer requirements and being responsive to
customer demands, and measuring customer satisfaction have led to an increase in cash flow,
revenue growth, profitability, market share, and stock price (Gruca & Rego 2005; Homburg,
Koschate & Hoyer 2005; Williams & Naumann 2011).

This customer focus concept is also supported in a study by Zou et al., (2014) where they found
an active customer relationship management strategy leads to better project performance as the
relationship changed across project phases. Psomas el at., (2014) in their study revealed customer
focus policy was the key TQM factor, which positively affected Spain’s service sector. This
suggests a customer focus approach leads to a better understanding of customers’ needs, which
in turn translates into internal actions being taken and eventually results in satisfied customers
and thus an organization’s performance improves. However, some previous studies have showed
contrasting results. Rahman el at., (2013) investigating quality performance observed customer –
oriented activities did not contribute positively to the Indian service sector.

2.4 Benchmarking and the quality of output in construction industry

Naturally, performance indicators depend on the industry’s line of business, but useful indicators
can include: customer perspective (service, cost, quality), business evaluation (market share,
successful/failed tenders, conflicts), and financial stability (turnover, backlog). These
measurements can be used in identifying the organization’s strengths and weaknesses before
proceeding with the comparison of its performance to that of other direct competitors (Hong et
al., 2014).

10
An organization launches its benchmarking campaign to improve its output competitiveness. As
in any business process, there would be a number of non-value-adding activities embedded
within the process, for instance. Activities that consume time and/or cost, without adding value
to the process. Through benchmarking, these activities can be identified and, at a later stage,
eliminated, leading the way to a more efficient business practice. Processes targeted by the
internal benchmarking exercise must be in line with the organization’s overall strategic business
objectives to avoid wasting benchmarking efforts (Mukherjee, 2012).

Adopting such a sequence will not only ensure systematic customer involvement, but will
substantially simplify the task of project benchmarking as it will give rise to simple and clear
measures for the organization to meet. Whenever practical, these measures should cover both
quantitative and qualitative issues. For example, and in addition to the well-known time, cost and
quality measures, there can also be additional measures such as the number of queries raised by
the customer, technical changes after final submission, design variations to suit site conditions or
disputes at the hand-over stage. Efficiency of site operations is a good example for project
benchmarking from the design team’s perspective. The more construction knowledge and
contractor experience that is implemented into the design stage, the higher the designer’s
performance rate is. Therefore, performing a constructability analysis can be used in
benchmarking the designer’s performance against the measurements/criteria specified by the
next user, i.e. the contractor, (Rahman, & Qureshi, 2016).

There are opposite views between the researchers whether the productivity in the construction
industry has declined or increased over the years (NRC 2009). Goodrum et al. (2016) and
Goodrum and Haas (2016) examined labor and partial factor productivity trends using
microeconomic data for 200 construction activities to examine the relationship between
benchmarking and construction productivity. Their analyses indicated considerable improvement
in construction output across multiple construction divisions ranging from 0.2% to 2.8%
compounded per year between 1976 and 1998, particularly in machinery related divisions such
as site work. In a related productivity study an additionally sampled 100 activities improved at an
average compound rate of 0.47% between 1977 and 2004 (Goodrum et al. 2019), but a study of
more recent data indicated negligible growth (Ahmed 2014). In addition to these measured

11
improvements, there is also circumstantial evidence agreed among some industry experts that
shows that construction productivity has actually improved (Bernstein 2015; Tuchman 2014).

Kumar and Antony (2016) pointed out that benchmarking aims to improve the quality of output
by identifying, understanding, and adapting good practices of other organizations. Moreover, it is
seeking to find best practice and then trying to apply to achieve the organization's goals.
Furthermore, Bronet, and France (2015) stated that benchmarking aims to compare and contrast
certain identified areas of organizational performance with others, which would enable
organizations to identify gaps and weaknesses in order to take appropriate remedial actions.

Elmuti and Kathawala (2017) argued that benchmarking, as a strategic tool, aims to increase
productivity and individual design, enhancing learning, changing the culture of an organization
and growth potential, tool for performance assessment, tool for continuous improvement, and
tool for improving performance. In addition, Mollaee and Rahimi (2019) argued that
benchmarking aims to achieve continuous improvements.

Juran (1992) argued that quality is about a product meeting a “purpose or fitness for use”. Juran
is associated with the quality trilogy which he proposed for organization to achieve and
maintaining quality management. This trilogy consists of quality improvement, quality planning
and quality control. The trilogy stresses the developing and changing of quality management in a
firm’s top level management.
According to Juran (1992), quality planning comprises of designing a procedure that meets set
goals. This process needs to determine goals, performing a resource plan, creating a quality plan
and planning implementation. The quality control process involves amending and operating the
process so as to attain highest effectiveness by monitoring performance contrasting achievements
made with set objectives and action to close any deviations. This process entails comparing the
actual performance with the intended goals and in case there is a major discrepancy there are
changes and adjustments to the system are performed to make sure the achievement of set goals.
Quality improvement seeks to take the organization performing to superior and new levels of
customer satisfaction, enhancing employee morale, improving logistics, reduce waste and
improving profitability.

12
 CHAPTER THREE
METHODOLOGY

3.1. Introduction
This chapter covered the case study area, research design, study population, sampling techniques
and procedure, sample size, data sources, data collection methods and matrix, data analysis and
presentation.

3.2. The Case Study Area

According to (Creswell, 2014), a case study should base on the areas with rich information.
Generally, whatever the subject matter, the case study normally depends on a conscious and
deliberate choice about which area to select from among a large number of possibilities. The
study was carried out in Nakawa division.

3.3. Research design

The researcher adopted a descriptive cross-sectional survey research design. A cross-sectional
survey method allows the researcher to gather data from a sample of the population and also
studies the relationship between variables at a particular time (Amin, 2005). This survey design
was chosen because it saves time and resources, it is flexible in data collection as it allows use of
different tools and it is easy to administer (Mugenda and Mugenda, 2003). In the same way, it is
also economical and suitable for extensive research (Sekaran and Bougie, 2016). The study was
undertaken from construction contractors in Nakawa division.

3.4. Sampling Methods and Procedures

3.4.1. Population definition
The target population for this study was limited to all professionals including skilled operators
working with building construction firms within Nakawa division. These contractor firms
comprised Construction professionals like Quantity Surveyors, Civil Engineers, Structural
Engineers, Project Managers and Architects together with skilled operators. The choice of this
class of building contractors was made on the basis that they are well established firms and
therefore engage the services of these professionals.

14
The decision to focus on Nakawa division was based on the list obtained from the Associations
of both building and civil engineering contractors (UNABCEC) which showed that most of the
genuine contractors have their presence in Nakawa division.

3.4.2. Sample Size and selecting procedures

According to Israel (1992) there are several approaches used in determining the sample size.
These, include using a census for small populations, imitating a sample size of similar studies,
using published tables, and lastly applying formulas to calculate a sample size. For this study the
first and the latter was applied. The total number of contractors registered with UNABCEC, 2019
magazine in Nakawa division is20 out of 73 in Kampala district and out of 107 in Uganda; each
employs a minimum of three construction professionals. Therefore, the target population for this
study is 60 respondents. This is based on the assumption that firms employ a minimum of 3
project professionals.

According to Mugenda and Mugenda (1999), collecting data from the entire population is not
possible due to cost and time constraints. Therefore, for a descriptive research, Mugenda and
Mugenda (2003) revealed that a sample size of 10% - 50% is acceptable. The sample size is
determined using the formula (Kish, 1965).
1
n
n= 1
n
1+
N
Where n = sample size,
N = Total population = 60
s = Maximum standard deviation in the population elements
p = proportion of the population elements that belong to the defined category
i.e. p = 0.5 (95% confidence level)
v = standard error of the sampling distribution i.e. v= 0.05
Hence solving for n1
2
s = p (1− p) = 0.5(1 - 0.5) = 0.25
2 2
v =0.05 =0.0025
2
1 s 1 0.25
n= 2 ,
n= =100
v 0.0025

15
 1
n 100
n= n= =37.5
n ,
1
100 ; n = 37
1+ 1+
N 60
The sample size formulae like the one used above, provides the minimum number of responses
to be obtained. From previous works done, researchers such as Cochran (1963), and Israel (1992)
commonly add 10% to the sample size to compensate for persons the researcher is unable to
contact. Therefore, approximately, 3 which represent 10% of 37 would be added to the sample
size. Thus, (40) questionnaires will personally be sent to professionals and skilled operators who
work at the contractor’s offices and sites in Kampala district. Other factors considered in
choosing the sample size are; it is hard to ascertain the total number of professionals in a given
firm or project, resources in funds and time.
3.5. Data Collection methods
3.5.1. Questionnaires
A questionnaire is a reformulated written set of questions to which respondents record their
answers, usually within rather closely defined alternatives. Questionnaires were designed for this
research work taking into consideration the objectives of the study. The questionnaire survey is
aimed at collecting representative data from the experienced professional to update the existing
knowledge. This is because it comparatively requires less duration and saves cost for the
researcher while permits respondents to response the questionnaire at their personal ease.

3.5.2 Interviews guides

The researcher administered interviews. An interview is a dialogue between an interviewer and
interviewee. It is an organized conversation that aims at gathering data about a particular topic.
This is a method where a researcher interviewed respondents to obtain information on the issue
of interest. In this case, the interviews during this research were structured and were specifically
administered to contractors, quantity surveyors and architects.

16
3.6. Data collection matrix
Table 3.1: Data collection matrix

Research question Information Sources Tools

What is the effect of Total Role played Construction Questionnaires
Quality Management on Principles followed in professionals Interview
quality of output on achieving quality Experienced guidelines
construction projects? casual labourers

What are the causes of poor Types of causes Construction Interview

quality output on Material used professional guidelines
construction projects? Type of personnel used Experienced Questionnaires
casual labourers
How does customer focus Planning Construction Questionnaires
improve the quality output Leadership professionals Interview
of construction projects commitment Experienced guidelines
Procedures of employee casual labourers
involvement

3.7 Validity and Reliability of Instruments

To ensure validity of results, face and content validity. Face validity was used to ensure that all
the concepts in the research are covered for instance by showing the tools to experts to help
make adjustments. To ensure content validity, data collection instruments with adequate number
of items and make sure each item on the scale has a link with the objectives.

The reliability was tested by using similar instrument on different informants and then
comparing the results. Also similar questions were administered to different people to compare
their responses. The instruments that were tested included the key informant interview guides
and the open-ended questionnaires.
3.8. Data analysis and presentation
3.8.1 Qualitative Data Analysis
The analysis of qualitative data consisted of abstracting from the raw data all points that a
researcher considers to be relevant to the topic under investigation. Qualitative data was analyzed
thematically. Thematic analysis included analysis of words, concepts, literary devices, and/or
non-verbal cues (O’Leary, 2014). During the interview, especially a semi-structured one,

17
interviewees are not always straight forward to the point. The researcher had some few basic
questions but often the conversation takes direction upon the response of the interviewee.

3.8.2 Quantitative Analysis

Quantitative analysis uses the syntax of mathematical operations to investigate the properties of
data (Walliman, 2005). Quantitative data was analyzed statistically. Raw data from the closed-
ended questions was captured using excel and subsequent calculations were generated then
interpreted. Results were presented using tables, graphs and pie charts.

3.9. Ethical considerations

As a researcher in the collection of the data from the field consent research ethics where the
respondents were informed what the research is all about and what it is intended for. The
presentation of the data was honest where only information but not respondents’ names were not
considered. Respondents were not coerced into participating in the study.

3.10. Anticipated Limitations of the study

As a researcher, in an attempt to carry out this research, he encountered some challenges which
include the following;
Problem of Language barrier: Not all the people understand and speak English. The researcher
used the interpreters to overcome this challenge.

None response by the respondents: People are usually sensitive and suspicious on matters
concerning information in construction companies. This was minimized by getting authorization
from the Local Authorities.

3.11 Measurement of Variables

The study adopted the nominal scale to measure the participants' demographic characteristics
while a five-point like scale will apply to measurement of participants' views on impact of
training on employee performance.
Table 2 Likert scale

Strongly Agree (SA) = 5 Disagree (D) = 2

Agree (A) = 4 Strongly Disagree (SD) = 1
Neutral (N) = 3

18
Mugenda and Mugenda, (2003) agree with this contending that a Likert scale is good for
measuring participants’ views and attitude on given study objective. The choice of this
measurement is that each point on the scale carried a numerical score which were used to
measure the respondent’s attitude and was the most frequently used summated scale in the study
of social attitude. According to Mugenda (2003) and Amin (2005), the Likert scale is able to
measure perception, attitudes, values and behaviors of individuals towards a given phenomenon.
The back ground information about respondents like age, gender, marital status, highest level of
education and experience were measured using the nominal scale, being discrete variables. The
researcher used a nominal scale of measurement which applies to some common set of
characteristics such as sex, age, level of education, category of respondents, among others

19
 CHAPTER FOUR
PRESENTATION, ANALYSIS AND INTERPRETATION OF RESULTS
4.1 Introduction
This chapter presents the analyses of findings of the assessment on the impact of total quality
management in promoting quality output on construction projects in Nakawa division. The
findings are presented in relation to the specific objectives and mainly presented as percentages
using graphics that included tables, graphs and charts.

4.2 Background of the respondents

The backgrounds information of respondents was observed by the study. Among these
characteristics included distribution of respondents, age, highest level of education, marital status
and work experience.

4.2.1 Gender of the respondents

The gender distribution of the respondents was also obtained and presented as follows.
A pie chart showing gender distribution of respondents
Source: Primary Data, 2021
Figure 4.2: Gender distribution of respondents
Figure 2, it is indicated that the majority of respondents in the study were males constituting
71%. Females on the other hand, constituted 29% of the respondents. The implication of this
finding was that no matter the disparity in percentage of males and females who attended the
study, at least views of both males and females were captured which is too vital in making a
critical analysis assessment on the impact of total quality management in promoting quality
output on construction projects in Nakawa division. This made the study findings representative.
On the other hand, the percentage of males is higher than that of females because the
construction industry is dominated by males

4.2.2 Marital status of respondents

Respondents were also asked to tell their marital status and the findings were then recorded and
presented as follow.

20
Table 4.3: Marital status of respondents
Marital Status Frequency Percentage (%)
Single 15 43
Married 20 57
Total 35 100
Source: Primary Data 2021
When respondents were asked to state their marital status, the following responses were recorded
and presented. According to table 3 above, 15(43%) were single by marital status, and 20(57%)
were married. However, the gender consideration that was one of the descriptive characteristics
of the sample population come into play as per minimal difference in the proportion in both
sexes.
4.2.3 Age of respondents

3%

26% 14%
Below 18
18-25
26-35
35 & above

57%

Source: Primary data, 2021

Figure 4.3: Respondents by Age

In terms of age, the fig 3 shows that, 1(3%) of the respondents were between below 18 years of
age, 5(14%) were aged 18-25, majority of respondents were 20(57%) aged between 26-35 years
and 9(26%) were aged 35 and above years. These findings show that the respondents were
mature enough to answer questions presented before them.

21
4.2.4 Highest Level of education
This section presented the findings on the respondents’ highest level of education;
50
45
40
35
30
25 Frequency -
20 Percentage -
15
10
5
0
Secondary Tertiary University None

Source: Primary Data 2021

Figure 4.4: Respondents’ highest level of education
According to figure 4, majority of the respondents 16(46%) wereuniversity fellows, these were
followed by 14(40%) who had completed tertiary level, followed by 04 (11%) who had
completed secondary level meanwhile 01(3%) respondents had none of the above qualifications.
By interpretation, this meant that majority of the respondents had attained a minimum of
bachelor’s degree which is the minimum requirement for one to qualify as an employee
construction firms, therefore being able to provide relevant information regarding the study.
The 3% (1 respondent) who had not attended any level of education was an experienced Manson.

4.2.5 Duration in the business in terms of years

Table 4.4: Tenure of respondents
Tenure (years) Frequency Percentage
<5 4 11
6-10 21 60
11-15 8 23
16 years and above 2 6
Total 35 100
Source: Primary data, 2021
Table 4 shows that majority of the respondents 21(60%) had worked in the organization for years
between 6-10 years, 4(11%) worked for less than 5 years, 8(23%) worked for 11-10 years and
22
2(6%) had worked for 16 years and above. This implies that the researcher was able to get
information from employees who had good experience in construction industry.

4.3 The causes of poor quality output on construction projects

100%(35) respondents agreed that quality control is very important on construction projects
because of different reasons such as reduction on maintenance cost, creation of relationship
between contractor and the client creation of market for the contractor among others.

Distribution of respondents if they think total quality management is better than other measures
of quality control in the construction industry

The highest percentage (86%) of respondents agreed that total quality management is better than
other methods of quality control in the construction industry while the lowest percentage (14%)
of respondents disagreed with the statement. This is because there are other methods of quality
control in the industry such as quality control agencies like KCCA

Table 4.5: The causes of poor quality output on construction projects

Statements SA A N D SD
F % F % F % F % F %
Problems of shortages or inadequacies in 17 49 6 1 2 6 - - 10 29
industry 7
Consultants and contractor 14 40 12 3 - - 4 11 5 14
incompetence/inadequacies 4
Inadequate budgetary and time control 25 71 7 2 - - - - 3 9
0
Poor estimation and change management 30 86 - - - - 2 6 3 9
Lack of material management 18 51 9 2 - - 1 3 6 17
6
Unqualified personnel 16 46 2 6 3 9 4 11 10 29
Improper instructions to labor 8 23 18 5 - - 2 6 7 20
1
Design errors 9 26 20 5 - - - - 6 17

23
 7
Source: Primary Data, 2021
From the table 4.5 above, majority of the respondents 17(49%) strongly agreed that problems of
shortages or inadequacies in industry causes poor quality output on construction projects, 6(17%)
agreed with the statement, 2(6%) of the respondents were neutral about the statement, and 10(29)
of the respondents strongly disagreed with the statement. This implies that to fact that certain
defects are evident, while others appear after years after the building completion. However, not
all time and cost overruns are due to quality failure.

On sub component consultants and contractor incompetence/inadequacies causing poor quality

output on construction projects, majority of respondents 14(40%) of the respondents strongly
agree with the statement, 12(34%) agreed with the statement, none of the respondents was
neutral about the statement, 4(11%) of the respondents disagreed with the statement and 5(14%)
strongly disagreed with the statement. This implies that to fact that certain defects are evident,
while others appear after years after the building completion. However, not all time and cost
overruns are due to quality failure.

Further still, on the component of inadequate budgetary and time control causing poor quality
output on construction projects, majority of respondents 25(71%) strongly agreed with the
statement, 7(20%) agreed with the statement, none of the respondents either was neutral nor
disagreed with the statement and 3(9%) of the respondents strongly disagreed with the statement.
This implies that Quality failure results in excessive testing, rework, and maintenance
consequently, this will delay the completion date, decrease productivity, and thus increase cost

On the component of poor estimation and change management, majority of the respondents
30(86%) strongly agreed with the statement, none of the respondent was either neutral with the
statement, 2(6%) of the respondents disagreed with the statement and 3(9%) strongly disagreed
with the statement. This implies that that performance problems arise in large construction
projects due to many reasons such as: incompetent designers/contractors, poor estimation and
change management, social and technological issues, site related issues and improper techniques
and tools.

24
On sub component lack of material management, majority of respondents 18(51%) strongly
agreed with the statement, 9(26%) agreed with the statement, none of the respondents was
neutral with the statement, 1(3%) disagreed with the statement and 6(17%) strongly disagreed
with the statement. This implies that Quality failure results in excessive testing, rework, and
maintenance consequently, this will delay the completion date, decrease productivity, and thus
increase cost

Further still, on sub component of unqualified personnel causing poor quality output in
construction projects, 16(46%) of the respondents strongly agreed with the statement, 2(6%)
agreed with the statement, 3(9%) were neutral, 4(11%) disagreed with the statement and
10(29%) strongly disagreed with the statement. This implies that productivity cannot be achieved
by speed and harder work only without adopting better work practices. Insufficient of skilled
manpower is the most important matter that they concern about.

On sub component of improper instructions to labor, 8(23%) if respondents strongly agreed with
the statement, majority of the respondents 18(51%) agreed with the statement, none of the
respondents were neutral, 2(6%) disagreed with the statement, and 7(20%) strongly disagreed
with the statement.

On the sub component of design errors in causing poor quality output in construction projects,
majority of the respondents 20(57%) agreed with the statement, 9(26%) strongly agreed with the
statement, none of the respondents were either neutral or disagreed with the statement and
6(17%) strongly. This implies that

25
4.4 The effect of customer focus on the quality of output on construction projects
100% (35) respondents agreed that they were aware of customer focus in the construction
industry because it one of the key words used in any business.

100% (35) respondents agreed that were concerned about quality control on construction projects
because they all involved in the construction process.

Table 4.6: The effect of customer focus on the quality of output on construction projects

Statements SA A N D SD
F % F % F % F % F %
Customer focus improves quality of output 21 60 7 2 - - - - 5 14
on construction. 0
Understanding customer needs improves 14 40 12 3 - - 3 9 6 17
quality of output on construction. 4
Customer-centered approach has long been 15 43 7 2 - - 4 11 9 26
recognized as an important strategy for 0
improving output on construction.
Desire of differentiated services by clients 25 71 - - - - 3 9 7 20
improves quality of output in construction
projects
The firm maintains close contact with client 18 51 9 2 3 9 - - 5 14
during delivery of construction projects. 6
Source: Primary Data, 2021
Finding in the table above shows that majority of respondents 21(60%) strongly agreed with the
statement that customer focus affects the quality of output in construction projects, 7(20%), none
of the respondent were either neutral nor disagreed with the statement and 5(14%) strongly
disagreed with the statement. This implies that also allows for tracking markets changes to
provide opportunities to offer more relevant products and services. This practice includes
listening actively to customers and collecting information on their satisfaction, dissatisfaction,
and engagement.

26
On sub component understanding customer needs improves quality of output on construction,
14(40%) of the respondents strongly agreed with statement, 12(34%) agreed with the statement,
none of the respondents were neutral to the statement, 3(9%) of the respondents disagreed with
the statement and 6(17%) of the respondents strongly disagreed with the statement. This implies
that also allows for tracking markets changes to provide opportunities to offer more relevant
products and services. This practice includes listening actively to customers and collecting
information on their satisfaction, dissatisfaction, and engagement.

On customer-centered approach has long been recognized as an important strategy for improving
output on construction, 15(43%) of respondents strongly agreed with the statement, 7(20%)
agreed with the statement, 4(11%) of respondents disagreed with the statement and 9(26%)
strongly disagreed with the statement. This implies that knowing customer requirements and
being responsive to customer demands, and measuring customer satisfaction have led to an
increase in cash flow, revenue growth, profitability, market share, and stock price

On sub component desire of differentiated services by clients improves quality of output in

construction projects, majority of respondents 25(71%) strongly agreed with the statement, none
of the respondents were either neutral or disagreed with the statement, 3(9%) disagreed with the
statement, and 7(20%) strongly disagreed with the statement. This implies that

Further still, on the component of firm maintains close contact with client during delivery of
construction projects, 18(51%) of respondents strongly agreed with the statement, 9(26%) agreed
with the statement, 3(9%) were neutral, none of respondents disagreed with the statement, and
5(14%) strongly disagreed with the statement. This implies that, this allows tracking markets
changes to provide opportunities to offer more relevant products and services. This practice
includes listening actively to customers and collecting information on their satisfaction,
dissatisfaction, and engagement.

27
4.5 The effect of benchmarking on the quality of output on construction project
Table 7: The effect of benchmarking on the quality of output on construction project

Statements SA A N D SD
F % F % F % F % F %
Identification of deviation from the set 14 40 5 1 2 6 5 14 9 26
targets improves quality of output 4
Identification of best practice help improves 16 46 12 3 - - 2 6 5 14
quality of output 4
Implementation of the best practices 20 57 5 1 - - - - 10 29
improves quality of output 4
Benchmarking is a tool for continuous 25 71 - - - - 4 14 6 17
improvement; it is process of borrowing
ideas and adapting them to gain competitive
advantage.
Benchmarking may start from the 18 51 9 2 2 6 1 3 5 14
identification of the deviations from set 6
targets of the existing process and practices
and it can end with the achievement of
desired improvements set according to the
best practices.
Benchmarking helps to improve efficiency 17 49 8 2 3 9 - - 7 20
and productivity in construction projects. 3
Benchmarking enhances effective planning 15 43 4 1 1 3 6 17 9 26
in construction projects. 1
Source: Primary Data, 2021
Results in the table above reveals that on sub component identification of deviation from the set
targets improves quality of output, majority of respondents14(40%) of respondents strongly
agreed with the statement, 5(14%) agreed with the statement, 2(6%) were neutral, 5(14%)
disagreed with statement and 9(26%). This implies that benchmarking aims to improve the
quality of output by identifying, understanding, and adapting good practices of other
organizations.

28
Further still, on sub component identification of best practice help improves quality of output,
16(46%) strongly agreed with the statement, 12(34%), none of the respondents were neutral,
2(6%) of respondents disagreed with the statement and 5(14%) strongly disagreed with the
statement. This implies that benchmarking aims to improve the quality of output by identifying,
understanding, and adapting good practices of other organizations.

On sub component implementation of the best practices improves quality of output, 20(57%)
strongly agreed with the statement, 5(14%) agreed with the statement, none of the respondents
were either neutral or disagreed with the statement and 10(29%) strongly disagreed with the
statement. This implies that benchmarking; these activities can be identified and, at a later stage,
eliminated, leading the way to a more efficient business practice

On sub component benchmarking is a tool for continuous improvement; it is process of

borrowing ideas and adapting them to gain competitive advantage, majority of respondents 72%
strongly agreed with the statement, none of the respondents were either neutral or agreed with
the statement, 4(11%) disagreed with the statement and 6(17%) strongly disagreed with the
statement. This implies that benchmarking aims to compare and contrast certain identified areas
of organizational performance with others, which would enable organizations to identify gaps
and weaknesses in order to take appropriate remedial actions.

On the sub component benchmarking may start from the identification of the deviations from set
targets of the existing process and practices and it can end with the achievement of desired
improvements set according to the best practices, 18(51%) of respondents strongly agreed with
statement, 9(26%) agreed with the statement, 2(6%) were neutral, 1(3%) disagreed with the
statement. This implies that benchmarking; these activities can be identified and, at a later stage,
eliminated, leading the way to a more efficient business practice

Further still, on the component of benchmarking helps to improve efficiency and productivity in
construction projects, 17(49%) of respondents strongly agreed with the statement, 8(23%) agreed
with the statement, 3(9%), none of the respondents disagreed with the statement and 7(20%) of
the respondents strongly disagreed with the statement. This implies that benchmarking aims to
compare and contrast certain identified areas of organizational performance with others, which

29
would enable organizations to identify gaps and weaknesses in order to take appropriate remedial
actions.

Finally, on the component of benchmarking enhancing effective planning in construction

projects, majority of respondents 15(43%) strongly agreed with the statement, 4(11%) agreed
with the statement, 1(3%) of the respondents were not sure with the statement, 6(17%) of the
respondents disagreed with the statement and 9(26%) of the respondents strongly disagreed with
the statement. This implies that benchmarking enable organizations to identify gaps and
weaknesses in order to take appropriate remedial actions

30
 CHAPTER FIVE
SUMMARY DISCUSSION, CONCLUSION AND RECOMMENDATIONS

5.1 Introduction
This study examined assessment on the impact of total quality management in promoting quality
output on construction projects in Nakawa division. This chapter presents a summary, discussion
of findings, conclusions and recommendations made by the study, and all these are in line with
the research objectives.

5.2 Discussion of the study findings

5.2.1 The causes of poor quality output on construction projects
Findings from table 5 indicate that majority of respondents 17(49%) strongly agreed that
problems of shortages or inadequacies in industry causes of poor quality output on construction
projects, 25(71%) of respondents noted inadequate budgetary and time control causing poor
quality output on construction projects, On the component of poor estimation and change
management, majority of the respondents 30(86%) strongly agreed with the statement, among
others.
The findings above are in agreement with Ogunlana et al, (2016) stated that the construction
industry performance problems in developing economies can be classified in three layers:
problems of shortages or inadequacies in industry infrastructure (mainly supply of resources),
problems caused by clients and consultants and problems caused by contractor
incompetence/inadequacies. Further still, Okuwoga (2015) identified that the performance
problem is related to poor budgetary and time control. Long et al., (2014) remarked that
performance problems arise in large construction projects due to many reasons such as:
incompetent designers/contractors, poor estimation and change management, social and
technological issues, site related issues and improper techniques and tools.

The findings are also in line with Ling et al., (2017) who remarked that architectural, engineering
and construction (AEC) firms may face difficulties managing construction projects performance
in China because they are unfamiliar with this new operating environment. Kim et al., (2018)
stated that international construction projects performance is affected by more complex and
dynamic factors than domestic projects; frequently being exposed to serious external

28
uncertainties such as political, economic, social, and cultural risks, as well as internal risks from
within the project.

5.2.2 The effect of customer focus on the quality of output on construction projects
Finding in the table 6above shows that majority of respondents 21(60%) strongly agreed with the
statement that customer focus affects the quality of output in construction projects, On customer-
centered approach has long been recognized as an important strategy for improving output on
construction, 15(43%) of respondents strongly agreed with the statement, On sub component
desire of differentiated services by clients improves quality of output in construction projects,
majority of respondents 25(71%) strongly agreed with the statement, Further still, on the
component of firm maintains close contact with client during delivery of construction projects,
18(51%) of respondents strongly agreed with the statement, 9(26%) agreed with the statement.

The study findings above are in agreement with Lam & Wang 2018; Jaeger & Ooi 2015 who
posit that an organization's engagement with its customers for long-term marketplace success. By
determining requirements, expectations, and preferences of customers through active listening to
customers this will established an improved relationship with customers. This criterion also
focuses on how an organization determines key concerns using information from customers to
improve and identify opportunities for innovation that leads to customer satisfaction and loyalty
(National Institute of Standards and Technology 2013).

Further still, Zou et al., (2014) found out that an active customer relationship management
strategy leads to better project performance as the relationship changed across project phases.
Psomas el at., (2014) in their study revealed customer focus policy was the key TQM factor,
which positively affected Spain’s service sector. This suggests a customer focus approach leads
to a better understanding of customers’ needs, which in turn translates into internal actions being
taken and eventually results in satisfied customers and thus an organization’s performance
improves.

5.2.3 The effect of benchmarking on the quality of output on construction project

Results in the table 7above reveals that on sub component identification of deviation from the set
targets improves quality of output, 14(40%) of respondents strongly agreed with the statement,
Further still, on sub component identification of best practice help improves quality of output,

29
16(46%) strongly agreed with the statement, On sub component implementation of the best
practices improves quality of output, 20(57%) strongly agreed with the statement, Further still,
on the component of benchmarking helps to improve efficiency and productivity in construction
projects, 17(49%) of respondents strongly agreed with the statement.

These findings are supported by Hong et al., (2014) who indicated that internal benchmarking is
the examination of a construction industry’s current processes and practices. Naturally,
performance indicators depend on the industry’s line of business, but useful indicators can
include: customer perspective (service, cost, quality), business evaluation (market share,
successful/failed tenders, conflicts), and financial stability (turnover, backlog). These
measurements can be used in identifying the organization’s strengths and weaknesses before
proceeding with the comparison of its performance to that of other direct competitors (Hong et
al., 2014).

Also study findings are in line with Rahman, & Qureshi, (2016) who indicated Adopting such a
sequence will not only ensure systematic customer involvement, but will substantially simplify
the task of project benchmarking as it will give rise to simple and clear measures for the
organization to meet. Whenever practical, these measures should cover both quantitative and
qualitative issues. For example, and in addition to the well-known time, cost and quality
measures, there can also be additional measures such as the number of queries raised by the
customer, technical changes after final submission, design variations to suit site conditions or
disputes at the hand-over stage. Efficiency of site operations is a good example for project
benchmarking from the design team’s perspective. The more construction knowledge and
contractor experience that is implemented into the design stage, the higher the designer’s
performance rate is. Therefore, performing a constructability analysis can be used in
benchmarking the designer’s performance against the measurements/criteria specified by the
next user, i.e. the contractor, (Rahman, & Qureshi, 2016).

Further still, Elmuti and Kathawala (2017) argued that benchmarking, as a strategic tool, aims to
increase productivity and individual design, enhancing learning, changing the culture of an
organization and growth potential, tool for performance assessment, tool for continuous
improvement, and tool for improving performance. In addition, Mollaee and Rahimi (2019)
argued that benchmarking aims to achieve continuous improvements.

30
5.3 Conclusion of the study
The study revealed that the major causes of poor quality output in construction projects are
shortages or inadequacies in industry, inadequate budgetary and time control, poor estimation
and change management among others. Theses had majority responses by respondents as
illustrated above.

Finding also showed that majority of respondents strongly agreed with the statement that
customer focus affects the quality of output in construction projects, On customer-centered
approach has long been recognized as an important strategy for improving output on
construction, desire of differentiated services by clients improves quality of output in
construction projects, firm maintains close contact with client during delivery of construction
projects improving output in construction projects.

Results also revealed that identification of deviation from the set targets improves quality of
output, with majority respondents strongly agreeing with the statement, identification of best
practice help improves quality of output, implementation of the best practices improves quality
of output, benchmarking helps to improve efficiency and productivity in construction projects,
these sub components had majority responses in regard to the influence of bench marking on
improving quality of output in construction industry.

5.4 Recommendations to the study

Contractors should pay particular attention to the requirements of the assignment during the pre-
contract and bidding period so as to go for works that they have competitive advantage.

Contractors should ensure that they have enough cash flow to execute the works and desist from
the practice of diverting particular project funds to non-project activities to avoid being cash-
strapped during the execution of the works.

The contractors should ensure that they have adequate experience for a required assignment,
deploy competent project team and employ appropriate construction methods for the required
assignment.

31
The contractor should ensure proper planning and scheduling of the works and ensure effective
site management and supervision of the works so as to keep watch on critical activities and strive
to complete projects within the specified time while meeting quality and cost requirements.

Consultants should ensure that all design changes during the execution of the works are handled
explicitly while not compromising the desired outcome of the final project.

Any design errors made by consultants must be immediately rectified to avoid delays in the
progress of works.

The consultants should ensure that adequate site investigations are carried out both during
feasibility study and conceptual design so as to ensure that appropriate measures are taken care
of during the detailed design so as to avoid suspension of works during the construction phase to
address the design challenges.

All working drawings must be clearly drawn indicating all the dimensions and labels to scale so
as to avoid ambiguity during construction.

Clients must ensure that their demand in design changes during the construction period should
have no adverse effects on the critical activities so as to avoid causing delays.

All change order demands must be evaluated to assess their impact on quality of work envisaged,
scope and cost, possible claims and disruption to work so as to avoid unnecessary disputes and
litigation.

Clients should ensure that proper planning and costing of the works are made during the pre-
contract period so as to avoid intermittent stoppage of works as a result of funding constraints
since this not only increases the construction period but also impacts on the contractors overhead
costs and costs associated with mobilization and demobilization during the period within which
the works were suspended.

Clients should ensure that interim payment certificates are paid in time within the stipulated
time-frame so as not only to avoid having interest penalty clauses invoked, but also to facilitate
the progress of works to ensure timely completion.

32
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APPENDICES

APPENDIX I: ESTIMATED BUDGET

Table 8 Estimated Budget

Item Quantity Rate (shs) Amount (shs)

Airtime 20,000 20,000
Pens 2 500 1,000
Transport 1 person 100,000 100,000
Photo copying and binding 80,000 80,000
Note book 1 2,500 2,500
others 100,000 100,000
Total 303,500

37
APPENDIX II: TIME FRAMEWORK
TIME FRAMEWORK
2019 2020
SE OC NO DE JA FE MA OCT NO DE
ACTIVITIES P T V C N B R O V C
Formulating a
topic
Background and
problem statement
Literature review
proposal writing
Proposal
presentation
Data collection
Data analysis and
interpretation
Final report
writing
Project
presentation
Editing the final
report
Final report
submission
Figure 5 Time Framework

38
APPENDIX III: QUESTIONNAIRE

KYAMBOGO UNIVERSITY

FACULTY OF ENGINEERING

DEPARTMENT OF LANDS AND ARCHITECTURAL STUDIES

BACHELOR OF SCIENCE IN BUILDING ECONOMICS

QUESTIONNAIRE FOR RESPONDENTS

Dear respondent,
I am Matovu Richard a student of Kyambogo University pursuing a bachelor of science in
building economics. I am carrying out a study on “Assessment on The Impact of Total Quality
Management in Promoting Quality Output in Construction Projects in Nakawa division”.
You have therefore scientifically been chosen to participate in this study to enable me complete
my studies. I request you to freely and objectively respond to the under listed questions.

Your cooperation is very essential for success.

The purpose of the study is purely academic and information given will be treated with the
highest degree of confidentiality. , this questionnaire is made up of four sections;

Section A covers general information about the respondent

Section B covers information on the causes of poor quality output on construction projects in
Nakawa division.
Section C covers the effect of customer focus on the quality of output in construction projects.

Section D covers the effects of benchmarking on the quality of output on construction projects.

39
You are kindly requested to take a moment of your time to complete and return the attached
questionnaire, together with your recommendations, if any.
Thanks for your valuable participation.
Supervisor; Madam Akiror Iren Suzan
SECTION A: Socio-Demographic characteristics of the Respondent

This section contains questions seeking about your organization. Please answer the questions by
either writing the required information in the spaces provided or by pacing a tick (√) against the
option that corresponds to your choice.

1. Your name (Optional)

2. Status in the firm (Title)
3. How long have you been working with this firm? Years
4. Company Name
5. Company telephone
6. Company email address
7. Sex Male [ ] Female [ ]
8. Marital status Single [ ] married [ ]

9. What is your age group?

A. Below 18 years [ ] B. 18-25 years [ ]
C. 26-35 years [ ] D. Above 35 years [ ]

10. What is your education level?

A. Primary [ ] B. Secondary [ ]
C. Tertiary [ ] D. None [ ]

11. How many employees does this company have in total?

A. Less 50 [ ] B. 50-100 [ ]
C. 100-150 [ ] D. Over 150 [ ]

12. What average years of experience do you have in the construction?

A. Less than 5 year [ ] B. 6-10 years [ ]
C. 11-15 years [ ] D. 16 years and above [ ]

13. How long have you been working with this company?

40
 A. Less than 5 years [ ] B. 6-10 years [ ]
C. 11-15 years [ ] D. Above 15 years

14. What type of construction projects does this company work on (in terms of number)?
Please indicate the approximate proportion for each type.
A. Residential buildings [ ]% B. Commercial buildings [ ]%
C. Industrial/ engineering projects [ ]% D. Highway construction [ ]%

SECTION B: The causes of poor quality output on construction projects in Nakawa

division

1. Is quality control of importance in the construction industry?

Yes [ ] No [ ]
2. Do you think total quality management is better than other measures of quality control in the
construction industry?
Yes [ ] No [ ]

3. By use of a tick indicate whether you SA-Strongly Agree, A-Agree, NS-Not Sure, Disagree,
Strongly Disagree with various statements regarding the causes of poor quality output on
construction projects in Nakawa.

Statements SA A NS DA SDA
Problems of shortages or inadequacies in industry
Consultants and contractor incompetence/inadequacies
Inadequate budgetary and time control
Poor estimation and change management
Lack of material management
Unqualified personnel
Improper instructions to labour
Design errors
Key: SA-Strongly Agree, A-Agree, NS-Not Sure, Disagree, Strongly Disagree

41
SECTION C: The effect of customer focus on the quality of output in construction projects
in Nakawa

1. Have you ever heard of customer focus in the construction industry?

Yes [ ] No [ ]
2. Are you concerned about quality control in construction projects?
Yes [ ] No [ ]
3. By use of a tick indicate whether you SA-Strongly Agree, A-Agree, NS-Not Sure, D-
Disagree, SD-Strongly Disagree with various statements regarding the influence of effect
of customer focus on the quality of output on construction projects in Nakawa.

Statements SA A NS DA SDA
Customer focus improves quality of output on construction.
Understanding customer needs improves quality of output on
construction.
Customer-centered approach has long been recognized as an
important strategy for improving output on construction.
Desire of differentiated services by clients improves quality
of output in construction projects
The firm maintains close contact with client during delivery
of construction projects.
Key: SA-Strongly Agree, A-Agree, NS-Not Sure, D-Disagree, SD-Strongly Disagree

42
SECTION D: The effect of benchmarking on the quality of output on construction project
in Nakawa

1. Have you ever heard about benchmarking in quality control of construction projects?

Yes [ ] No [ ]

2. By use of a tick indicate whether you SA-Strongly Agree, A-Agree, NS-Not Sure, D-
Disagree, SD-Strongly Disagree with various statements regarding the influence of
benchmarking on the quality of output on construction project in Nakawa.

Statements SA A NS DA SDA
Identification of deviation from the set targets improves
quality of output
Identification of best practice help improves quality of
output
Implementation of the best practices improves quality of
output
It is a tool for continuous improvement, it is process of
borrowing ideas and adapting them to gain competitive
advantage.
Benchmarking may start from the identification of the
deviations from set targets of the existing process and
practices and it can end with the achievement of desired
improvements set according to the best practices.
Benchmarking helps to improve efficiency and
productivity in construction projects.
Benchmarkingenhances effective planning in construction
projects.
Key: SA-Strongly Agree, A-Agree, NS-Not Sure, Disagree, Strongly Disagree

43
 INTERVIEW GUIDE FOR RESPONDENTS

1. What is your title?

2. For how long have you held this title?
3. For how long have you worked here?
4. What was your past goals in quality improvement and how far have you mate your goals?
5. How do you understand the concepts of customer satisfaction and customer loyalty, and
what is your opinion about importance of this term in company?
6. In your opinion, what are the factors that may influence quality output?
7. According to your own experience, what are the main reasons that may cause customer
loyalty increased or decreased?
8. In order to improve quality output, what suggestions do you have?
9. What are the most challenging aspects regarding your job?
10. What kind of problems may exist in the process of increasing customer satisfaction and
quality output in construction industry?

44
APPENDIX IV INTRODUCTORY LETTER

45