توسعه ماتریس با کیفیت برای اندازه گیری اثربخشی سیستم های مدیریت کیفیت در صنعت ساخت و ساز ترکیه

Quality Management Systems (QMS) are being operated in some sectors in Turkey but it is rare to meet these systems in construction industry. There are many hinderances that make it difficult to apply these systems effectively due to the nature of construction and therefore, no objective way of measuring the effectiveness of these systems exists in construction industry. This study aims to light the way for the studies and further researches in finding a way to measure the effectiveness of QMS. Two matrix models are developed as a way to measure the effectiveness of QMS. Towards this goal, firstly a questionnaire survey has been conducted to a sample of construction firms that have or have not passed through these systems in all over the Turkey. Appraising some findings from the survey results; the number of QMS operating firms and their way of implementing QMS principles are determined by using the most common statistical software ‘SPSS 10.0 for Windows’. These principles are evaluated on a case study by means of developing quality measurement matrices for QMS operating firms and different results have been concluded.

The construction industry shows a rapid pace in 21st century. Construction companies have recognized something new; the culture of quality. They have opened their doors to Quality Management Systems (QMS) in order to • maintain their existencies in competitive market, • provide satisfaction of everybody in quality, price, and amount, • provide reliability for the reputation of firms. To meet these objectives, construction companies adopt ISO 9000:2000 QMS series of standards that are the updated version of ISO 9000-1994 standards. In order to implement these systems effectively, the companies need to set their objectives clearly. Each construction company has its own requirements and expectations regarding to the implementation of QMS and therefore, the measure of effectiveness of the system depends on what the company defined as its purpose. If it is not defined for what purpose the system is set to achieve, i.e. defining objectives, it is difficult to measure the effectiveness or effect of the system [1]. Many discussions appear on the effectiveness of QMS in construction industry in recent years. The Latham's Report [2] highlighted the issue surrounding the uncertainty of the effectiveness of Quality Systems as “Quality Assurance certification should continue to be encouraged within the construction industry as a potentially useful tool for improving corporate management systems. But more evidence is needed that it will also raise standards of site performance and project delivery before it should be made a qualification condition for consideration for public sector work”. According to Husband [3], the issue of whether quality methods can be effectively utilized by small and medium enterprises remains uncertain. The effectiveness of these systems in the construction industry remains a matter of controversy and uncertainty although many years have passed since ISO 9000 first appeared [1]. Quality Liaison Group's [4] research reveals that the defects arising today are virtually unchanged from those identified 20 years ago while some parts of the construction industry have invested a great deal in improving quality. In United States the applicability and the uncertainty in the effectiveness of ISO 9000 in US construction firms and the barriers that hinders its acceptance are determined. In result, it is concluded that ISO 9000 is an appropriate and effective tool for construction firms in the United States [5]. Despite of all discussions on the uncertainty surrounding the effectiveness of QMS, some researchers [1] and [6] stated the need for measuring the effectiveness of QMS. Measuring quality enables managers to know how close they are to their targets and how to make the right decisions for improving work processes. Hoyle [6] has stated that installing any system without some means of verifying whether it is doing the job it is intended to do is a waste of time and effort. He also stated that it is necessary to install measures that will inform management whether the system is being effective after establishing a quality system. Researches have been performed on seeking a way to measure the effectiveness of the systems implemented. In a study [1], a model in the form of a matrix has been developed to measure the effectiveness of Quality Assurance systems and the difficulties faced in attempting to develop this model were discussed. Because of the nature of construction, there are many quality-influencing factors such as different sites and teams that make it difficult to measure the system's effectiveness and thus the method remains subjective. Measurement of quality is less advanced in construction. Unfortunately, the lack of developed practice in measuring the quality of services often becomes an impediment for successful quality improvement in services. Measurement of effectiveness seems to come more required in apparently less objective of area services such as construction. Doubts will remain regarding the suitability and the applicability of QMS in construction industry without developing a measure to determine the effectiveness of such systems and the quality achieved. This paper is based on the current research at the University of Gaziantep on developing a quality measurement matrix as a way to measure the effectiveness of QMS. The research includes the determination of the way of implementing QMS principles by using statistical software. The matrix models will be evaluated through a case study.

It is determined that some of the construction firms in Turkey are operating QMS and no way of measuring the effectiveness of these systems has been developed apart from their perceptions. Turkish construction firms may be considered as successful in achieving prescribed quality objectives determined by the firms that are the quality elements reflecting the purpose in implementing QMS in a company but are failed to be effective in meeting specified QM systems requirements that are the main criteria have to be established in a successful QMS implementing company. The main aim for these construction firms seems to be achieving prescribed quality objectives such as meeting customer expectations, encouraging continual improvement, etc. determined by themselves. Specified QM systems requirements such as quality control, inspection and measurement, etc. are considered as a tool to achieve prescribed quality objectives. Only meeting specified requirements on paper ineffectively may result from competitive environment. This shows that the firms want QMS certification for showing off. Due to the results of case study, it can easily be seen that there is not a long way to be taken for effective QMS implementations. The measurement matrix types and the components may well be developed. There are some doubts whether such measures can exist in reality but, these matrix models seem to be the best existing possible way of assessing QMS operations. As can be seen from sensitivity analysis, Turkish construction firms are only effective to achieve prescribed quality objectives (common goals in operating QM systems) in the case; the highest ’importance’ values are assigned to the maximum frequencies. In consequence, Turkish construction firms that states to operate QM systems are failed to be effective in meeting specified QM systems requirements, whereas they can be successful in achieving prescribed quality objectives by the firms. This means, what important for these firms is the result; not the tool. Although they are failed to be effective in meeting specified QM systems requirements they can reach their main goals such as achieving quality in every construction stage, reducing cost therefore increasing profit, meeting customer expectations, etc. To improve effectiveness in construction firms, it is an appropriate way to encourage contractors by new ideas for the motivation and support of staff established under the full support of government such as Reward of Achievement Programs, Scoring, and Performance Assessment Systems as implemented in Singapore and Hong Kong.