Introducing Total Quality Management (TQM) system in the operation of consulting and construction organizations could result in improved quality product, performance and enhance clients’ satisfaction. However, if the process is not implemented successfully, organizations do not reap the inherent benefits of adopting TQM. A Civil Engineering Consulting company that specializes in structural engineering, transportation engineering, and water engineering introduced the TQM system in 2008, to improve its service delivery. Inadvertently, after twelve years of operation, the intended improvements are not obvious. Therefore, the focus of this study is to identify the constraints responsible for the non-functionality of the TQM system. The case study research strategy of qualitative research was adopted, the data collected using mixed methods involving online questionnaire, interviews, and document analysis. The findings identified factors responsible for the low functionality of the TQM system in the organization, namely, ineffective communication, lack of training on the use of the TQM system, absence of progressive monitoring, low commitment by senior management, unavailability of quality documentation, absence of quality management personnel and the low involvement of employees. The research concludes that the success or otherwise, in the implementation of the TQM system, is significantly influenced by participation of senior management of the organization, which requires paradigm shift and demonstrated commitment to the implementation of the system.