CHAPTER TWO amin
CHAPTER TWO amin
CHAPTER TWO amin
LITERATURE REVIEW
2.1 Introduction
Total Quality Management (TQM) has emerged as a transformative management philosophy that
has revolutionized organizational approaches to quality and efficiency. According to Evans and
Lindsay (2018), TQM originated in the manufacturing sector during the post-World War II era,
primarily through the pioneering work of quality management experts such as W. Edwards
Deming and Joseph Juran in Japan. The evolution of TQM from its manufacturing roots to a
The fundamental premise of TQM extends beyond traditional quality control measures,
creating a comprehensive framework for continuous improvement. This integration has proven
define and measure than in manufacturing contexts (Rahman and Bullock, 2015).
2.2 Definition
The concept of Total Quality Management has been defined by various scholars and
Deming (2016) describes TQM as a systematic approach to management that seeks to improve
quality and productivity in organizations. This definition emphasizes the systematic nature of
TQM and its focus on continuous improvement through statistical process control and problem-
solving techniques.
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Juran and Godfrey (2017) expand this definition by characterizing TQM as "a management
approach for an organization, centered on quality, based on the participation of all its members
and aiming at long-term success through customer satisfaction, and benefits to all members of
the organization and to society." This broader definition highlights the inclusive nature of TQM
Contemporary scholars like Kumar and Sharma (2018) further refine these definitions by
emphasizing TQM's role in creating a quality-focused organizational culture. They argue that
The fundamental principles of TQM have been extensively studied and documented in
management literature. Anderson et al. (2015) identify customer focus as the primary driving
force behind TQM, emphasizing that organizations must align their processes and objectives
culture. The author argues that without strong leadership support, TQM initiatives often fail to
Process orientation represents another crucial principle of TQM. Kumar and Sharma (2015)
emphasize that viewing organizational activities as interconnected processes rather than isolated
functions enables more effective quality management and improvement. This perspective
opportunities. The authors also highlight how process thinking promotes cross-functional
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2.3.1 Customer Focus
The principle of customer focus lies at the heart of TQM philosophy. According to Chen and
Yang (2019), organizations must develop systematic approaches to understanding and meeting
both expressed and implied customer needs. This involves regular customer feedback collection,
with strong customer focus typically achieve higher levels of customer satisfaction and loyalty.
influences the success of quality initiatives. Leaders must not only provide resources and support
but also actively participate in quality improvement efforts. Wong and Ramalu (2019) emphasize
that effective leadership in TQM contexts involves creating a vision for quality, communicating
management. According to Harrison and Jones (2020), effective maintenance operations directly
Ahmed and Thompson (2019) indicates that properly maintained buildings can reduce operating
costs by 15-20% while extending the useful life of building systems by up to 25%.
organizational success. Wilson and Clark (2018) argue that maintenance should be viewed as a
value-adding activity rather than a cost center. Their research demonstrates that proactive
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maintenance strategies can significantly enhance building performance and reduce long-term
operational costs.
management. Thompson (2017) argues that effective maintenance strategies directly impact
building performance, occupant satisfaction, and operational costs. The growing complexity of
building systems, coupled with rising user expectations, has elevated the importance of
maintenance operations beyond simple repair activities to strategic asset management (Chen et
al., 2016).
Research by Martinez and Johnson (2015) demonstrates that proactive maintenance operations
commercial buildings revealed that well-maintained facilities consumed 15-20% less energy
compared to poorly maintained ones, highlighting the environmental and financial implications
of maintenance practices.
Brown (2016), effective maintenance programs serve as the foundation for building longevity,
safety, and functionality. The author's research identifies four primary functions of maintenance:
preserving asset value, ensuring operational efficiency, maintaining safety standards, and
Davidson and Liu (2017) conducted a comprehensive study of commercial buildings, finding
failures and a 25% increase in system efficiency. Their research emphasizes the preventive
aspect of maintenance, demonstrating how regular upkeep can prevent costly repairs and extend
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asset life cycles.
One of the most significant challenges facing building maintenance operations is the limitation
departments frequently operate under constrained financial conditions while being expected to
maintain increasingly complex building systems. Their study of 150 commercial buildings
revealed that 67% of maintenance managers reported operating with budgets that were
insufficient for optimal maintenance practices. Wilson et al. (2018) further elaborate that this
financial constraint often leads to deferred maintenance, creating a cascade of problems that
Modern buildings incorporate increasingly sophisticated systems and technologies that present
unique maintenance challenges. Research by Chen and Davidson (2020) indicates that the
integration of smart building technologies, while offering improved efficiency, has created new
smart buildings revealed that 78% of maintenance teams struggled to keep pace with
technological advancements. Harrison (2019) notes that this technological complexity is further
compounded by the rapid evolution of building systems, requiring continuous training and skill
The challenge of maintaining aging infrastructure presents a significant burden for many
organizations. According to Martinez and Lee (2018), buildings constructed during the
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construction boom of the 1980s and 1990s are now entering a critical phase requiring major
system upgrades and replacements. Their longitudinal study of 200 commercial buildings
demonstrated that maintenance costs typically increase by 30-40% once buildings pass the 25-
year mark. Phillips and Wang (2021) emphasize that this aging infrastructure challenge is
Effective maintenance operations require complex coordination among various stakeholders and
departments. Research by Anderson et al. (2020) highlights how poor communication between
maintenance teams, facility managers, and building occupants can lead to delayed responses and
reduced service quality. Their case study analysis revealed that communication breakdowns were
responsible for approximately 45% of maintenance-related complaints. Kumar and Smith (2019)
further note that coordination challenges are particularly acute in large facilities with multiple
systems and service providers, where unclear responsibilities and overlapping jurisdictions can
The application of TQM in building maintenance requires a strategic approach that aligns quality
management principles with maintenance objectives. Thompson and Wilson (2020) propose a
framework for integrating TQM into maintenance operations that emphasizes systematic
planning, standardized procedures, and continuous monitoring. Their research demonstrates that
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2.7.2 Process Standardization and Documentation
procedures helps reduce variability in service quality and enables more effective resource
standardized processes reduced maintenance response times by 40% and improved first-time fix
rates by 25%.
developing meaningful metrics that capture both technical and customer service aspects of
maintenance performance. Their research identifies key performance indicators (KPIs) such as
response time, completion rate, customer satisfaction, and system reliability as essential
operations. Research by Morgan and Lee (2020) demonstrates that effective quality planning
revealed that organizations spending more time in the planning phase achieved 50% better
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2.8.2 Process Control and Optimization
Johnson and Peters (2021) emphasize the importance of process control in maintaining consistent
service quality. Their study identifies critical control points in maintenance operations and
demonstrates how systematic monitoring of these points can lead to early detection of potential
issues. The authors note that organizations implementing robust process control measures
TQM success. According to Williams and Taylor (2020), successful maintenance organizations
cause analysis, and corrective action programs. Their research shows that organizations with
resistance to change. Research by Henderson and Liu (2021) indicates that cultural
transformation is essential for successful TQM implementation but often faces significant
organizations revealed that 65% identified cultural resistance as the primary obstacle to TQM
implementation.
The implementation of TQM requires significant resource investment, both in terms of financial
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and human capital. According to Parker and Johnson (2020), organizations often struggle to
justify the initial investment required for TQM implementation, particularly when facing budget
constraints. Their analysis shows that successful TQM programs typically require an initial
investment equivalent to 1-2% of annual maintenance budgets, with returns typically visible
Rodriguez and Brown (2021) highlight the critical importance of training and skill development
in TQM implementation. Their research indicates that maintenance personnel often require
extensive training in quality management principles, tools, and techniques. The authors found
that organizations investing in comprehensive training programs achieved 40% better results in
Developing appropriate metrics and assessment methods presents another significant challenge
in TQM implementation. Research by Thompson et al. (2020) shows that organizations often
quality and improvement outcomes. Their study reveals that 70% of organizations face
The implementation of TQM in building maintenance operations yields multiple benefits across
maintenance cost reductions of 18-25% following TQM implementation. These findings are
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supported by longitudinal studies conducted by Chen et al. (2019), which demonstrate sustained
operations. Financial benefits, as documented by Richardson and Zhang (2017), include reduced
operational costs, lower maintenance expenses, and improved resource utilization. Their study of
multiple facilities showed that organizations implementing TQM achieved average cost savings
Operational improvements represent another significant benefit category. Martinez et al. (2018)
report that TQM implementation led to enhanced maintenance efficiency, reduced equipment
downtime, and improved service quality consistency. Their research indicates that organizations
improved stakeholder satisfaction, and stronger organizational reputation. The authors argue that
these benefits create a sustainable competitive advantage for organizations in the increasingly
The literature review reveals that while implementing TQM in building maintenance operations
presents various challenges, the potential benefits justify the investment required. Success
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the literature. Studies by Williams and Anderson (2019) report significant reductions in
Furthermore, research by Kumar and Patel (2020) indicates that TQM implementation leads to
organizations can address common maintenance challenges while creating value for stakeholders
and ensuring long-term building performance. As noted by Harrison et al. (2020), the success of
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