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uch as increased awareness and focus of all employees. (Pheng and Wei 1996) mentioned that when developing a total quality culture within the construction industry that the most important step to develop is to get together a solid team of main contractors and sub-contractors who would commit to the quality process and develop a true quality attitude. But is this possible? (McCabe 1996) argues that the industry is very confrontational and adversarial atmosphere and money is the prime concern. (Burati et al 1992) has also raised the issue of the competitive bidding arrangement. This arrangement is used in most countries so they have issues with long term owner contractor relationships while at the same time they have an overbearing importance on low bids. Nesan and Holt 1999) argue that because there is uncertainty in today's environment is forcing construction organisation to seriously re-evaluate their strategies. (Lefley and Sarkis 1997) believe that many managers that are involved within construction are reluctant to make long term investments and in place of this they invest themselves into low risk, short term profitable projects. (Jacobs 1991) suggests that this could be deeply ingrained in managements thinking. Management are under increasing pressure to produce short term financial results. This is also backed up by (Slagmulder et al 1995) as his researched proved that managers see long term as a financial as a detriment to the business as rewards are gained over shorter term profits. Also management's ego's and self-interest take precedence over the long term interests of the organisation.

Six Sigma 六西格玛
Motorola developed the Six Sigma theory in 1987. They had an aggressive goal of 3.4ppm, (parts per million) Defects. Briefly looking into Six Sigma you might be forgiven for mistaking it for quality management approaches. All though leading companies with a track record have in quality have adopted the Six Sigma approach and claim it has 'transformed' their organisation (Schroeder Et al 2007). 3M have implemented this with their dental division which they then won an award and then implemented this even further (McClenahen 2004). (Fiedler 2004) also claims that since the adoption of the Six Sigma the financial performance has been 'Impressive'. Because of the success that 3M had with this approach, other organisations with a quality track record have also implemented this. Ford, Honeywell and American Express have adopted Six Sigma in order to enhance organisational performance (Hahn et al 2000). (Journal 1, Definition of Six Sigma Journal). But on the other side of the argument is. Will you ever see a return on the investment? (Antony 2006) wrote of how a corporate wide adaptation of Six Sigma involves considerable investment. From consultancy to training and organisational restructuring. Taking these costs into account, General Electric reportedly spent $1.6 billion on Six Sigma investments. On average this cost as much as $50,000 per trained worker. Six Sigma has been described as management 'fad' that has simply repackaged quality management principles, practices and techniques (Clifford 2001). To understand the reasons why companies might find Six Sigma impressive or less impressive, it is important to understand the theory behind it. The Six Sigma is statistical improvement. Motorola started this approach when they set their quality approach as 'Total customer satisfaction'. They found that the best w