Six Sigma Methodology for Process Improvement in Construction

This report examines the application of the Six Sigma methodology as a process improvement strategy within the construction industry. It provides an overview of Six Sigma, detailing its two main sub-divisions: DMAIC (Defining, Measuring, Analysing, Improving, Controlling) and DMADV (Defining, Measuring, Analysing, Designing, Verifying). The report highlights the methodology's context, current applications, practices, and implementation in various industries and construction companies. It discusses the opportunities and benefits of Six Sigma, such as improved communication, reduced delays, and enhanced productivity, while also addressing the barriers to its implementation, including the deficiency of skilled professionals and financial constraints. Furthermore, the report suggests avenues for further work, emphasizing the need for reviews, tracking, and cultural changes. In conclusion, it recommends that academic practitioners quantitatively compare the benefits of Six Sigma with other process improvement methods, advocating for its structured and flexible procedure for collecting information and removing invaluable activities.

SIX-SIGMA METHODOLOGY AS A PROCESS IMPROVEMENT STRATEGY IN THE CONSTRUCTION INDUSTRY
SIX-SIGMA METHODOLOGY AS A PROCESS IMPROVEMENT STRATEGY IN THE
CONSTRUCTION INDUSTRY
UNIVERSITY NAME:
STUDENT NAME:
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SIX-SIGMA METHODOLOGY AS A PROCESS IMPROVEMENT STRATEGY IN THE CONSTRUCTION INDUSTRY
INDEX
SERIAL
NAME
CONTENT PAGE
NUMBER
1. INTRODUCTION 3
2. METHODOLOGY 3
3. OPPORTUNITIES 4
4. BEFINITS 4
5. BARRIERS 4
6. FURTHER WORK 5
7. CONCLUSION & RECOMMANDATION 5
8. REFERENCE 6
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SIX-SIGMA METHODOLOGY AS A PROCESS IMPROVEMENT STRATEGY IN THE CONSTRUCTION INDUSTRY
INTRODUCTION
OVERVIEW OF SIX-SIGMA
The method is a well-planned mechanism to drive data and remove the fault in every system of transaction
and servicing of product. As per the principle the standard it should not cross 3.4 defects in per million option
[1]. The two sub division of this application as follows:
i. Defining, Measuring, Analysing, Improving, Controlling
ii. Defining, Measuring, Analysing, Designing, Verifying
CONTEXT OF SIX-SIGMA
DMAIC six-sigma methodology has found application in many industries such as in USA during early 1980’s
in Motorola, Generic Electric and in UK in recent years it has found application in construction industries
(Coastain, O’Rouke, Bechey and Emcor Rail (CORBER)), IN Korea in Doosan Heavy Industries and
Construction Company. Bechtel Corporation (an international engineering, procurement and construction
management company), has already implemented six-sigma. Asia’s commercial aviation service companies
(MROs), applied six-sigma for transforming Boeing 747 passenger plane [2].
THE CURRENT APPLICATIONS, PRACTICES AND IMPLEMENTATION OF SIX-SIGMA
METHODOLOGY
DMAIC explain by Rodney and Mathew in detail effectively implemented by construction companies. In
define phase, company sets project goals and biggest opportunities are address. Next, in measure stage,
documentation of current process is done and project’s base line performance assessed. Identification and
analysis of top causes tackling process of project are done. In improve phase top causes that were analyzed in
analysis phase are completely understood and any changes necessary are made. Final control stage changes
that were made in improvement phase should be sustained. Rodney did case study in a construction sector in
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SIX-SIGMA METHODOLOGY AS A PROCESS IMPROVEMENT STRATEGY IN THE CONSTRUCTION INDUSTRY
U K, he found DMAIC six-sigma methodology makes way for better communication among labour units,
reduces construction delay, improve productivity and maximises project profit. Thus DMAIC is efficient
process to achieve perfection [3].
In DMADV methodology in define stage, teams are assembled and metrics and other stages are developed. In
measure phase, metrics are checked by technology team and applied. Final processes are analyzed and
necessary adjustments made. In design phase, before release of final product feedback is attained from
customers. Verify, final stage is continuous process where feedback is taken, necessary changes made while
product or service is being released.
OPPURTUNITIES OF SIX-SIGMA
Six-sigma guides’ stakeholders to develop and spread vision for smooth occurrence of six-sigma process, set
up framework in line of priority, direct use of new policies in challenging situations. Thus six-sigma is likely
to remain as one of key initiatives for improvement of management procedure.
BENEFITS OF SIX-SIGMA
Compared to other approaches of quality control six-sigma is costumer driven. It is focussed not only on final
outcome, it addresses entire production and completion process. It is proactive method, thus mistakes are
identified even before committed [4].
BARRIERS TO SIX-SIGMA IMPLEMENTATION
Deficiency of skilled professional, top management support, financial constraints, huge investment are some
of barriers to six-sigma implementation.
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SIX-SIGMA METHODOLOGY AS A PROCESS IMPROVEMENT STRATEGY IN THE CONSTRUCTION INDUSTRY
SIX-SIGMA AVENUES FOR FURTHER WORK
Jiju suggested key ingredients reviews and tracking organisation infrastructure, understanding methodology,
training, management involvement, commitment, review, tracking, cultural change, and linking six-sigma to
suppliers need for researches for efficient implementation of methodology [5].
CONCLUSION AND RECOMENDATION
Six-sigma gives opportunity for structured, flexible procedure for collecting information. Focus on correction
and removal of invaluable activities. However academic practitioners should quantitatively compare benefits
reaped in this approach for other process improvement methods.
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SIX-SIGMA METHODOLOGY AS A PROCESS IMPROVEMENT STRATEGY IN THE CONSTRUCTION INDUSTRY
REFERENCES
1.Lindsay, W. M., & Evans, J. R. (2010). The management and control of quality. South-Western Cengage
Learning.
2.Pepper, M. P., & Spedding, T. A. (2010). The evolution of lean Six Sigma. International Journal of Quality
& Reliability Management, 27(2), 138-155.
3.Pyzdek, T., & Keller, P. A. (2014). The six sigma handbook (Vol. 4). New York, NY: McGraw-Hill
Education.
4.Snee, R. D. (2010). Lean Six Sigma–getting better all the time. International Journal of Lean Six Sigma,
1(1), 9-29.
5.Harmon, P., & Trends, B. P. (2010). Business process change: A guide for business managers and BPM and
Six Sigma professionals. Elsevier.
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