Author(s): Mohanad Ibrahim Altuma, Shams Aldoha Ahmed Shanan and Azhar Abed mohisen Alrikabi

Abstract: This article delineates the definition of a “Quality Management System (QMS)” and its implementation within the construction industry, where contractor is hindered in the lexical misidentification phase due to his comprehension of “QMS”. The “QMS” can be implemented at either the organizational or project level, and it can also be study on company specific “QMS” within the construction industry. The examination of several implementation facets allows it to be characterized as systematic, while certain studies have reached conclusions. This company-centric approach is inferior than our project-oriented system. Notwithstanding conflicting claims, ISO 9000 accredited firms reaped profits and advantages, but those that opted against incurring the associated costs suffered the consequences, although client satisfaction has been achieved in project implementation, further efforts are required. It is characterized as quality management at the project level. A quality strategy that requires a project quality plan (PQP) is integral to the equation, despite PQP being acknowledged by industry stakeholders, it remains unpopular among them and is consequently not frequently utilized. Implementing PQP presents certain challenges, where the fundamentals to be meticulously examined, executed, and upheld. The process owners are responsible for formulating the task procedures, as new or completely novel, wholly original to be presented individually for each project participant or collectively for the entire organization.

DOI: 10.22271/27078280.2025.v6.i1a.37

Pages: 01-10 | Views: 60 | Downloads: 20

Download Full Article: Click Here