DEVELOPMENT OF TOTAL QUALITY MANAGEMENT MODEL FOR SMALL AND MEDIUM SCALE CONSTRUCTIION FIRMS IN SOUTH-EAST NIGERIA
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Statement of the Problem
Over the years, SMCFs in Nigeria have recorded a low level of participation and have often been sidelined in large scale construction activities (Nnadi and Alintah-Abel, 2015). They have not had a fair share of major construction activities in the country, as they are often awarded to multinational or large contractors whom are considered more technically and managerially more superior and efficient in funds acquisition and project execution. According to Eze and Okpala (2015), Obasanjo (2002) in his address at the commissioning of the headquarters of Small and Medium Development Agency of Nigeria (SMEDAN) in Abuja noted that there was a great disconnection between the SMEs and the large companies in Nigeria, pointing out that the multinational companies dominated business in the country even in the area of finished products. This is a dolorous situation that calls for deep and sober reflection. Seaver (2001) affirms that successful companies need to meet their customer expectations through superior implementation of their quality policies, however currently many customers are still not satisfied with the quality of constructed projects. Construction materials sometimes do not meet specified standards and this also leads to subordinate quality on projects. Past studies have reported that the application of quality management practices in SMCFs helps them to sharpen their market focus, use their material and human resources more efficiently and improve their competitive position in the market (Ahire and Golhar 1996). However, compared with large organisations, SMCFs have been slow to adopt the quality management tool such as TQM (Ghobadian and Gallear, 1996). A study by Ahire, Golhar and Waller (1996), in which 500 firms that considered themselves as practising QM, approximately half of which were SMEs, showed that one-third experienced benefits while the other two thirds had failed. 7 Akintunde (2003) stated that the lack of technical competence, deficiency in managerial skills, poor financial management and slow adaptation to modern innovation on the part of the small and medium contractors are some of the reasons for employing large contractors in Nigeria. Idoro and Akande–Subar (2008) compared client assessment of the quality performance of SMCFs and large contractors in Nigeria. The results indicated that the quality of materials used for construction and the standard of workmanship of large contractors are better than those of small and medium counterparts while the magnitude of defective work and the amount of retention fee spent to rectify defects that occur during defect liability period are higher in projects executed by small and medium scale contractors than those of large contractors. Furthermore, Oke and Falemu (2009) investigated the effects of poor quality materials and workmanship on building collapse. The study showed that the quality of materials and standard of workmanship used by small and medium contractors in Nigerian is not satisfactory and that the problem lies in the use of substandard materials supplied to site and inefficient supervision of workmen. Tunji-Olayeni et al., (2017) noted that poor construction leads to rework. Oyewobi et al. (2011) discovered that cost of rework was about 5% of the total cost of construction. All these problems have resulted into substantial increases observed in the cost of construction projects. According to Mbachu and Nkado (2004), this substantial increase has negative implications for major stakeholders in the industry which includes loss of client confidence in consultants, added investment risks, inability to deliver value to clients, and disinvestment in the construction industry; thereby undermining the viability and sustainability of construction firms and the construction industry at large.
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