developing a model for integrating safety, quality and productivity in ...

xiii. Co-operation between construction industry and scientific organizationsxiv. Participating and co-operating with advanced international organizationsxv. Defining responsibilities between project partiesxvi. Encouraging innovation for simpler and more accurate work methodsConstruction quality in developing countries faces many obstacles due to complexnature of construction industry. Barriers and restraints to implementation ofconstruction quality are many. Griffith (2000) stressed that over the last decade,International Organization for Standardization (ISO) 9000 certification has, in themain, been considered sufficient to illustrate a company’s commitment to deliver aproduct or service. This idea changed recently. In Saudi Arabia, what is perhaps \moreimportant still is the finding that project parties do not feel ISO 9000 was in itselfsufficient to produce quality products. Nor was it found to be sufficient in establishingan effective quality management system (Curry and Kadasah, 2002). Abdel-Razek(1998) concluded in his study that manufacturing firms’ leaders in Egypt should knowthat there is a difference between ISO certification and TQM strategy where theformer is a prerequisite for the last.The following are a summary of barriers to achieving and improving quality in SouthAfrica (Cited by Alman in Smallwood and Ventur, 2003):i. the dominant use of the traditional construction procurement system (TCPS)ii.contractors competing primarily on costiii. short contract durationsiv.separation of design and constructionv. intricate and impractical detailsvi.poor design coordinationvii. unrealistic specificationsFinally, Abdel-Razek (1998) concluded that due to the great importance to developingcountries to use appropriate methods in quality management, it is important to ensurethat, in most cases, saimple basic methods and techniques will give a better result thancurrently fashionable methods.24