Total Quality Management Practices and Performance of Construction Projects in Rwanda: A Case of ECOMECO Ltd

Jeannine Mutijima and Daniel Mburamatare
University of Kigali, Rwanda
Email: mutijimajeannine1@gmail.com

Abstract: Rwanda’s construction sector continues to face recurring quality deficiencies, schedule delays, and cost overruns, linked to inconsistent adoption of Total Quality Management (TQM) practices. This study examined the influence of quality planning, quality assurance, quality control, and quality improvement on overall project performance at ECOMECO Ltd, focusing on quality, scope, cost, time, and client satisfaction. A quantitative research design was employed, using a Likert-scale questionnaire administered to 109 stratified respondents, of whom 106 provided responses, representing a 97.2% response rate. The instrument demonstrated high content validity (CVI = 0.937) and good reliability (Cronbach’s α = 0.826). Data were analyzed using SPSS version 25.0 through descriptive statistics, normality testing, Pearson correlation, multiple regression, and ANOVA. Findings showed that quality assurance (mean = 4.83) and quality improvement (mean = 4.41) very strong, while quality planning (mean = 3.64) and control (mean = 3.76) were generally high but lacked formal plans. Project performance was strong in scope compliance but weak in budget and schedule adherence. TQM practices predicted project performance (R = 0.818, R² = 0.669, F = 50.974, p < 0.001). Quality planning had the strongest effect (β = 0.482), followed by quality control (β = 0.385) and quality assurance (β = 0.192), while quality improvement showed a negative effect (β = −0.165). The study concludes that planning and control are pivotal and recommends formalizing TQM frameworks, institutionalizing audits, adopting improvement cycles, and integrating quality management with cost and schedule controls.