“Construction of UOW Eco-Tech Dormitory”
1. Overview
1.1 Purpose
The name of our organization is HIGH TECH, which is an engineering construction company located in Sydney, NSW Australia. Our team has been assigned with a new project work located in Wollongong, NSW, and the major part of our new project will be building a smart eco-friendly student dormitory for the University of Wollongong (UOW). In a construction project management, the initial, and the vital phase of the work is based on the planning of the project. The purpose of the project planning is mostly based on initialization of the documentation, construction methods, planning of resources, preparing estimation, and durations for the whole project works. The purpose of this report is to analyze two journal articles based on ISO 9001:2015 in the construction industries.
1.2 History
In the year 2015, ISO 9001 introduced it’s 15th edition with the goal of bringing major benefits for QMSs with less emphasis on documentation and new/reinforced approaches (Fonseca, 2015). ISO 9001:2015 helps organizations make sure that, their customers are consistently receiving high quality products and services, which in turn brings many benefits, including satisfied customers, management, and employees (Pedro, 2019).
1.3 Descriptions/ Characteristics:
Based on ISO 9001:2015, there are some key elements which it covers are mentioned below:
Requirements of Total Quality Management, and introduction to new terminology
Responsibilities to the management and improved applicability of service
Management of resources, and increase leadership qualities
Analysis of TQM and engagement of employees
1.4 Five Advantages & Disadvantages:
Advantages
Increased Efficiency: The primary advantage associated with ISO 9001 is that it helps enhance efficiency of the overall organization (Brooks et al, 2021).
Increased Revenue: Another important aspect of benefits associated with ISO 9001 is that it helps enhance contracts with traders while streamlining the processes and identifying opportunities for cost savings.
Internationalized standards: The ISO 9001 certification provides internationally recognized standards. Therefore, it can uplift the quality for the firm on a global scale.
Enhanced Quality: it supports implementation of processing and procedures which can be used for improving quality focus of the company.
Higher employee morale; It results in higher employee motivation for every individual personnel. This is because employees can continuously work on their skills and are better equipped with handling daily job challenges.
Disadvantages
Complicated Certification Processes: The primary disadvantage associated with ISO 9001 is that it has complicated certification procedures.
Bureaucracy: ISO 9001 is a complicated certification procedure and is highly bureaucratic. The bureaucracy may prevent businesses from easily accessing the ISO 9001 certification.
Time consuming: The certification process is highly time consuming and requires continuous effort.
Expensive: It can be quite expensive, specifically for small businesses. It can lead to financial burdens against the company (Cândido et al, 2016).
Unsuitable for service industries: It is not effective when it comes to the service sector.
1.5 Who is using it/ How? /Five Significant Providers:
ISO Consultancy Services: Consultancy services in Australia offer ISO certification which can be used to complete the ISO 9001 certification effectively. It can be used by small business providers to support improvement in quality.
ISO Global: ISO global also helps deliver best certification related to various standards including iris or 9001. It can also be easily accessed in Australia.
QMS Certification services: This organization also offers effective services related to certification services.
BSI Management Systems: It provides complete information regarding implementing the certification process.
DNV Group: The company offers support services for global transformation and helps in ensuring that ISO systems are implemented effectively. It is one of the top firms to offer ISO certifications along with global transformation support for businesses.
2. Critical Analysis-1
2.1 Purpose
The purpose of article (Willar et al. 2015) is to investigate how Grade 7 (G-7) Indonesian construction firms have implemented their quality management systems (QMSs). This includes the original motivations that led to the creation of QMSs, obstacles to the efficient implementation of QMSs, current application and integration of QMS-ISO 9001 principles and elements, and the effectiveness of contractors charged with putting such QMSs into practice.
The purpose of article (Carvalho & Medeiros 2022) is to help small and medium-sized enterprises (SMEs) stand out in the economy of countries by solving some related barriers when encouraging quality and compliance certification through the ISO 9001.
2.2 Methodology
403 respondents (Quality Management Representatives, Mangers, Project and Site Engineers) from 77 G-7 and ISO 9001-certified Indonesian construction enterprises participated in the survey.
A case study was conducted in two Brazilian businesses. The radar chart and the questionnaire were suggested as help for SMEs in locating and removing barriers to ISO 9001 certification.
2.3 Research Limitations
Only limited research has been used into the application of ISO 9001 in the Indonesian construction industry. The research also reaffirmed the need to pursue more effective QMS implementation. Additionally, they assist current initiatives to spread awareness of ISO 9001 QMSs among a larger group of Indonesian construction firms, especially small and medium-sized contractors and builders.
For two key reasons, this study has the potential to be used in numerous company sizes and types. Firstly, the ISO 9001:2015 is appropriate and usable in a variety of organizational scenarios. The second reason is connected to studies that support the usage of this Standard in small, medium, or big businesses that provide goods or services.
2.4 Findings/ Implication for Theory
To control project activities, G-7 contractors are said to have established and implemented QMSs based effectively and efficiently on ISO 9001. It appears that respondents don’t frequently run into QMS implementation-related issues. However, issues of management attitude and purpose are regarded as challenges that can affect effective QMS implementation. The report emphasizes the ISO 9001 principles and components that G-7 contractors still need to apply more rigorously to completely implement and enhance their QMS effectiveness.
The findings show that leadership, people involvement, process approach, improvement, evidence-based decision making, and risk management are the key obstacles to implementing the standards. For SMEs’ managers implementing ISO 9001:2015’s requirements, these study’s key findings are crucial.
2.5 Findings/ Implication for Practice
In project management, companies or teams can be different size from small to large, project management can use ISO 9001 certification to obtain more effective management and efficient control of project activities, and finally improve project quality performance. However, regarding some potential difficulties that project team may experience when attaining the QMS, the issues of management attitude and purposes were identified as the most common barriers. Project management team should be bound by a strong commitment, effective development of internal and external communications with people involvement and participation. The methods and strategies for implementing QMSs can be greatly different between companies, the commitment of internal organizational stakeholders is also essential for project management.
It was once thought that only large businesses could have achievements with ISO 9001 certification. However, the ISO 9001:2015 certification can more easily adapt to the needs of small and medium-sized businesses since it is more adaptable. As a result, project management companies or teams in different size can largely benefit from ISO 9001:2015. Since there are many obstacles to overcome during the implementation process of ISO 9001:2015 certification. Project managers generally find it challenging to achieve certification. For project management managers, they should solve the associated barriers from leadership, engagement of people, process approach, and improvement, evidence-based decision making to risk management to effectively implement ISO 9001: 2015, becoming more internally organized and competitive.
3. Critical Analysis- 2
3.1 Purpose
The researchers found that the ISO certification system was not the only cause of differences in company performance improvement, and they aimed to examine the causes of performance differences between ISO 9000 certified companies by understanding the data on performance differences between ISO certified companies and by referring to elements of TQM. They modeled the data between ISO certified and non-certified companies to determine the causes of the differences.
3.2 Methodology
To conduct the research, the researchers targeted the Turkish construction market, which is one of the most important industries in Turkey.
Firstly, by conducting a literature survey, a conceptual model was developed using a comparison of the two sides and then tested by developing hypotheses.
Secondly, based on the developed conceptual model, background information was collected from construction companies through questionnaires and focus group validation to analyze their utility and business performance, and a Likert scale was used to assess applicability to screen for useful information.
3.3 Research Limitations
One of the drawbacks of this study is that it was conducted at a single point in time and cannot be used to observe the same variables repeatedly in the short or long term, as the performance of construction companies is highly variable, and the reproducibility of their projects is low.
Another limitation of this study comes from the measurement methods used. Single items were used to measure variables rather than a structure consisting of a series of questions.
3.4 Findings/Implication of the Theory
This study suggests that there is a strong relationship between the integration of TQM, and ISO 9001 and the performance of construction companies. It is worth noting that due to the complex and sophisticated structure of construction companies and the construction industry, it may be challenging to test this relationship by isolating the potential impact of all other factors.
This study found that process management was the most important contribution of ISO 9000 certification to the performance improvement of construction companies. Therefore, ISO 9000 certification is not sufficient to outperform, and the results show that construction companies can improve their operational performance by implementing ISO 9001 alone. This study was conducted at a single point in time and did not monitor companies’ quality management practices over time. Ultimately they concluded that ISO certified companies should not rely on ISO certification alone.
3.5 Findings/ Implication of the Practice
According to the analysis in the article, in the future management of construction companies, in addition to the need to optimize the management system with reference to the ISO 9001 standard, we need to pay more attention to the limitations of the ISO9001 management system in practical management.
In addition, there is a disconnect between the applicability of ISO9001 and the singularity of construction companies’ construction projects. Therefore, we should adjust and refine the ISO 9001 management system on the basis of the company’s overall management to adapt it to specific projects in order to maximize the efficiency of the ISO 9001 system in the construction industry.
In the case of our current project, student dormitories are different from residential housing in that their structures are repetitive and similar, which is very conducive to the advantages of the ISO 9001 management system. The project team should optimize the management mode of this project in advance according to the actual situation of the project and the characteristics of the ISO 9001 management system to ensure the successful completion and quality verification of the project.
We can optimize management based on ISO 9001 in two areas:
Establish sample projects, record the materials used, the construction process, the working hours required and the acceptance standards during the construction of the sample projects, and make clear management arrangements for the later construction based on the records to reduce rework caused by quality differences.
4. Conclusion:
This report provides an in-depth look at ISO 9001:2015 and its application in the construction industry, specifically in relation to the construction of a smart eco-friendly student dormitory for the University of Wollongong (UOW) by HIGH TECH, a Sydney-based engineering construction company.
There are some key findings and implications for both theory and practice.
For Theory:
ISO 9001:2015, as a total quality management system, requires comprehensive understanding and meticulous implementation to effectively improve company performance. The integration of ISO 9001:2015 and TQM can significantly improve a company’s performance, as was demonstrated in the Turkish construction industry.
ISO 9001:2015 is a valuable tool for companies of all sizes, from SMEs to large organizations. It fosters increased involvement from employees, encourages a process-oriented approach, fosters evidence-based decision-making, and promotes a culture of continuous improvement.
For Practice:
In the implementation of ISO 9001:2015, management attitude and purposes are critical. It is important for organizations to develop a strong commitment, effective internal and external communications, and cultivate a positive organizational culture.
ISO 9001:2015 isn’t a one-size-fits-all solution. Companies need to adapt and refine the system to suit their specific needs and projects. This is especially important for construction companies due to the unique nature of each project.
It’s important for construction companies to recognize that while ISO 9001:2015 certification can improve their operational performance, it’s not sufficient on its own to outperform the competition.
In conclusion, ISO 9001:2015 is a valuable tool that can provide a comprehensive framework for improving quality management in construction companies. However, successful implementation requires understanding its nuances, adapting it to the organization’s specific needs, and integrating it with other processes and management practices. The articles reviewed in this report provide valuable insights and considerations for HIGH TECH as they undertake their new project at the University of Wollongong, offering guidance on how to optimize and refine the application of ISO 9001:2015 to enhance the quality and efficiency of their construction processes.
References:
Carvalho, R & Medeiros, D 2022, “A Methodology for Assessing the Main Difficulties Faced by SMEs’ in Implementing ISO 9001:2015 Requirements’’, Total Quality Management & Business Excellence, Vol. 3, No.13, pp.1674-1690.
Fonseca, L. (2015), “Quality Gurus and TQM to ISO 9001:2015: A Review of Several Quality Paths”, Journal of Engineering and Management, Vol 9, No. 1, pp. 167-180.
Brooks, T, Gunning, J, G, Spillane, J, P, Cole, J 2021, “Regulatory Decoupling and the Effectiveness of the ISO 9001 Quality Management System in the Construction Sector in the UK – a case study analysis.” Construction Management and Economics. Vol. 39, No.12, pp. 988-1005.
Cândido, C, J, F, Coelho, L, M, S, Peixinho, R,M, T 2016, “The Financial Impact of a Withdrawn ISO 9001 Certificate”, International Journal of Operations and Production Management, Vol.36, No.1, pp. 23-41.
Pedro, D. (2019), “The Added Value of the ISO 9001:2015 International Standard from an Auditors’ Perspective: A CB-SEM based evaluation”, International Journal for Quality Research, Vol 13, no. 4, pp. 967-986.
Willar, D, Coffey, V & Trigunarsyah, B 2015, “Examining the Implementation of ISO 9001 in Indonesian Construction Companies”, TQM Journal, Vol. 27, No. 1, pp. 94-107.
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