2. PROJECT MANAGEMENT SYSTEM (PMS) STRUCTURE
PDW
Problem Statement
PMS Objective
Team composition
Data Collection
Primary & Secondary Metrics
VOC
RUMBA
Micro and Macro process
Classify Xs
Fishbone Analysis
3. PROJECT MANAGEMENT SYSTEM (PMS) STRUCTURE
FMEA
SIPOC
XY-Matrix
Pareto Chart
PMS
Lean Tools ( Spaghetti Diagram)
PBL
Implementation Plan
Control Plan
4. PROJECT DEFINITION WORKSHEET (PDW)
Project Definition Worksheet
Ste p Ele me nt Actua l Round 1 Round2
W ha t is the specific problem (project idea) affecting the The current OBI's SEs productiv ity on site is not a customer Customers are not satisfactory as OBI Unable to demonstrate
success of your business? satisfactory according to the new business metrics (2009 Project handle on Quality.
Goals)
W ho are the internal or external customers most affected RE's, FENG Mangr, ADM's, QA/QC Mangr,DPM/ CM, NDIA & Civ il RE's, FENG Mangr, ADM's, QA/QC Mangr,DPM/ CM, NDIA & Civil
by this problem? GBU GBU
Identify the critica l to custome r (CTX) category (quality, CTQ ( Critical to Quality) CTQ ( Critical to Quality)
delivery or cost) associated with this problem.
Name the busine ss me tric associated with this problem. OBI Critical to Customer - Field Construction # 16 QAN's OBI Critical to Customer - Field Construction # 16 QAN's
(Surveillance over total number of inspection attended) (Surveillance over total number of inspection attended)
W he re is the problem occurring? Construction Field, - NDIA project Construction Field - NDIA project
De scribe
the W he n was the problem first observed? January 2009 since September 2008
Bus ine ss
Proble m
How much? W hat is the extent or magnitude of the The current performance average @ 9% The current average numbers of Surveillance over total number of
problem as measured by your business metric? inspection attended @ 9%
How do you know this is a problem? W hat target is not Customers were not satisfied with SE's site activ ities output. Customers' expressed Dissatisfaction of perceiv ed lack of OBI SE's
being met? Howev er, an assessment shows SE's hav e minimum of 50% visibility being able to demonstrate as sold quality in process
av ailable time to be spent on site activities. monitoring
Compose a concise proble m sta te me nt in sentence form. Since issuing the new project goals on Jan 2009, SE's productiv ity Since Sep 2008, Customers were not satisfactory with OBI ability to
<W hen><what><where><how much><how do you know>. is not customer satisfactory according to the new business demonstrate handle on Quality at NDIA construction field. The
metrics for construction field. The current av erage of compliance is current av erage numbers of surv eillance ov er total number of
9%. Howev er, SE's have a minimum of 50% av ailable time for site inspection conducted is 11%, Customers' expressed Dissatisfaction
activ ities. of perceiv ed lack of OBI SE's visibility being able to demonstrate as
sold quality in- process monitoring .
W hat is the tangible unit or output (i.e., specific product or Number of site surveillance QAN's * OBI inputs to assist the contractor in delivering Quality Product
service) delivered to the customer's) related to the business
problem?
Name the bus ine ss proce s e s deliv
s ) ering the product or Site Quality inspection Site inspection, PFMS and QAN
service.
Are there more tha n tw o high-lev el business processes No No
involved? If yes, the problem is likely too broad and a
Scope the scoping session using scoping tools should be executed.
Busine ss Dev elop a high-le ve l ma cro ma p of the abov e-mentioned
Proble m business process. Usually includes fiv e to seven major
steps of that one business process. Quality Res olution Site Clos e- Out
W ork on s ite A ctions
Deliverables Confirm ation
Name the product or serv ice fe a ture s (or me a sure a ble % of site surveillance inspections over total number of inspections % of site surveillance inspections over total number of inspections
proce s s cha ra cte ristics that will help to improv
) e the attended attended
problem. If more than two features are identified, the scope
of the project may be too broad.
W hat is wrong with each feature named abov e (i.e., what is SE's conduct site surveillance inspections without producing QAN. OBI's SE conduct site inspection activity without writing QAN.
the de fe ct?
Name the Prima ry Me tric's that measure the identified
) QAN's (Surveillance over total number of inspection attended) QAN's (Surveillance over total number of inspection attended)
defect's). The Primary Metric should measure performance
directly from the process. It will be the yardstick for
tracking success of the project.
List any Cons que ntia l Me trics measuring potential
e - Document to be reviewed by RE/SE -OBI' SE # of - Turn around time for Document to be reviewed by RE/SE.
negativ e effects of successfully improving the Primary BU training/ month - Number of BU training/ month done by OBI' SE.
De fine Metric.
Proje ct Estimate the Ba s line performance lev
e el for each Primary The current baseline around 9% ( 1 S inspection every 11 total The current baseline around 9% ( 1 S inspection every 11 total
Me trics a nd Metric. inspection) inspection)
Obje ctive s
Estimate the Entitle me nt and/or Be nchma rk for each The previous productivity Entitlement @ 15% Data shows an entitlement level @ 16%
Primary Metric.
Compose an Obje ctive Sta te me nt as follows: Improv e To improve the % of S -QAN/ Total QANs from 9% to 15% by Improve the % of S -QAN/ Total QANs from 11% to 16% by
<primary metric> from <baseline lev el> to <target lev el> by July2009( 1 S inspection every 6.6 W /H inspection) July2009 ( which means 1S inspection every 6 inspection)
<timeframe>.
Identify which Source s of Da ta (reports, collection sheets, QAN data base QAN data base
inspection points, etc) are av ailable to measure the metrics
listed.
W ho is the Fina nce Re pre s nta tive (prov
e ide name) Nigel Smith Nigel Smith
assigned formally or informally to v alue the financial impact
of this Six Sigma project?
List any potential Cos Ce nte rs that will likely be impacted
t Soft Saving Soft Saving
by reducing the defect or improv ing the primary metric
defined earlier.
List the Fina ncia l Me tric's that will be used to track the
)
Qua ntify
improv ement of the primary metric in dollars.
Fina ncia l
Impa ct
Complete the Origina l Fore ca s t's (with 80% confidence)
)
with the finance representative. Two forecasts should be
provided, one annualized and another as an ROI calculation.
Comment, if appropriate, on the application or e x te nsion of It's more beneficial for extension of this PIP across all construction It's more beneficial for extension of this PIP across all construction
this project across other areas or locations of the areas areas
organization.
Does the project scope / complexity require a Bla ck Be lt or Paul Palmmitano
a Gre e n Be lt? Specify name.
W ho is / are the Proce ss Ow ne r's)? Specify name's). SE's SE's
La unch List the names of potential Te a m Me mbe rs.
Proje ct
Identify the project Approva l Te a m if required by
organization.
Obtain the necessary Approva l Signa ture s if required to
launch the project.
5. PROBLEM STATEMENT
Since Sep 2008, Customers were not satisfied with OBI
ability to demonstrate good handle on Quality at NDIA
construction field. As the current average numbers of
surveillance over total number of inspection conducted
is 8%, Customers' expressed dissatisfaction of
perceived lack of OBI SE's visibility being able to
demonstrate as sold quality in- process monitoring.
6. PMS Objectives
The expected saving of this Process Management
System (PMS) will fall into three (3) core areas;
Secure more time for construction field: by eliminating
Non-value added activities and wastes,
Improve OBI's visibility on site; The primary saving is
to Improve In-process Quality Inspection,
Customer Satisfaction: The PMS will improve Client
Perception of Quality.
7. TEAM COMPOSITION
TEAM COMPOSITION
SE's Field-Time Efficiency Analysis
Name Role Expertise Contact Time Commitment
Mohamed A. Hassan Yellow belt / Leader Architect, SE @ CP 26, Area 4 5104774 45%
Kamran Moghaddam Champion / Key customer RE for CP 26, Area 4 5882531 12%
Paul Palmisciano Black Belt Six Sigma 5872139 10%
Steven Crook Key customer FENG Manager 5818699 3%
Randy Barcly Team Member Training & QC Manager 5570638 5%
Kamil Mageed Team Member Steel Eri, SE @ CP 26, Area 4 5515903 5%
Byron Evans Team Member Steel Eri, SE @ CP 11, Area 4 5158583 5%
Antonio Diente Team Member Civil , SE @ CP 27, Area 1 5573637 5%
Ashraf Allam Ad-hoc Team Member QA Engineer @ QA/QC Dep. 5823761 5%
Akrosh Kumar Oguri Ad-hoc Team Member DB Developer @ IS&T 6005841 5%
100%
10. RUMBA TOOL
Deliverable: Rumba Matrix
PIP Title: SE's Field-Time Efficiency Analysis
PIP#: 116- Civil- CON-09-000004
Customer Perceived Valid Requirements R U M B A Y/N PRIORITIZE
Improve and maintain quality performance on site Y Y Y Y Y Y 2
RE/ FENG Magr/ QA/QC
Validate if the OBI's SE have enough time to spend on site Y Y Y Y Y Y 1
Meets Bechtel safety and quality & schedule Goals Y Y Y Y Y Y 2
DPM / CM spend minimum of 50% of daily time on site activities Y Y Y Y Y Y 1
Being on site @ 7:00am every day Y Y Y Y Y Y 2
Improve client perception Y Y N Y Y N 3
NDIA
OBI's being more visible on site Y Y Y Y Y Y 1
ADM QAN reports to be shared at Bi-weekly QRT meeting Y Y N Y Y N 3
11. DRILL DOWN
BIG Y Improve SE’s visibility
on site having good
handle on quality
PMS focus
LITTILE Ys
Y1 Y2 Y3
Using QAN Availability
Reporting Sys.
Sys. Effectively On-Site
12. MICRO PROCESS MAP
Scope of PMS
Quality Site
Resolution Close- Out
Work on site Deliverables Actions Confirmation
13. INPUTS (Xs) & OUTPUTS (Ys)
C/N/SOP INPUTS PROCESS OUTPUT
SOP Receive an IRF
C Surveillance
C Driving to site Issuing QAN s
Time management
Being on site
C
SOP coordination with contractor
C communication with supervisor
C Paper work for processing QAN
SOP Update QAN Data base Quality QAN - Database
C Communication with supervisor NCR -CTI sys
C Communication with Discipline Lead -FENG Deliverables
C Coordination with contractor's QC
SOP Review drawings , Specs , MS , MAR and ITP
SOP Follow up Open QAN with contractor's QC
SOP Follow up open NCR -CTI sys. With FENG /Eng Actions / Reports Update Dashboard & KPI's Report
Share reports with customers
15. DATA COLLECTION PLAN
No data available to generate a primary matrix and current base line.
A data collection based on cluster sampling on Area 4 SEs.
A spreadsheet for individual daily activity records was elaborated
and conducted for 3 weeks period.
Microsoft Office
Excel Worksheet
Daily Activity Data Sheet
19. PRIMARY MERIC
The Primary Metric is from daily site time per OBI’s SE, as a result of data
collection for daily activity records in Area 4 targeting construction site
engineers. This PMS will identifying where the most non-site activity time
consumption. Initial data collection was conducted over a 3 weeks period,
while an (Automated) monitoring of the process will be conducted for 6
months. The graph below displays the average site time for SE’s during
the 3 weeks period (March 29, 2009 to April21 2009).
Individuals Chart on .. UCL = 6.95 = 2.57
CL
8 Customer LSL
7
6
Site Time(hrs)
5
4
3
2
1
0
3/29
3/30
3/31
3/31
3/31
4/1
4/1
4/1
4/2
4/4
4/5
4/5
4/6
4/6
4/6
4/7
4/7
4/8
4/8
4/9
4/9
4/9
4/12
4/12
4/13
4/13
4/14
4/14
4/15
4/15
4/16
4/19
4/19
4/19
Date
20. SECONDARY MERICS
The secondary metrics focus on ensuring that the number of surveillance
QANs / total QANs is not negatively impacted by the improving Site time. The
initial metrics and methods used to measure this will be;
numbers of NCRs over total number of inspection conducted.
% S ur v e i n c e ov e r t he t ot a l n s pe c t i n s A r e a 4
a
l i o
80%
70%
60%
50%
40%
30%
20%
10 %
0%
P r oj ct W e e k
e
% Sur veian ce
l Aver age % Sur veian ce
l
22. FISHBONE DIAGRAM ( ROOT CAUSE ANALYSIS)
Restrictive activities/ Time consumption by Non- Root Causes
Conditions Poor Site / Office activities Site activities 1st Periority
sequence planning
Driving /Travel time Quick fix
2nd Periority
Limited Time Planning skills
Infowork/ IS&T delay No deleviry service
time
3rd Periority
Needs to get back to You need to do it
IS&T SYS over capacity
office frequently yourself
Site/ Office activity More users with same
infrastructure Coffe break time
planning
Client Approval delay
Unavailability of suitable Work Fatigue
amenities SYS Slowdown
More time on Business
activities
Lack of OJT for using MS
Outlook effectively More Time on
Personal activities
Inclement weather
condition Got CCed on every
Email
Poor Houskeeping for
files & emails Effect
No enough resting
areas on site Read& reply Emails
Lack of
OBI’s
visibility on
Many meetings to attend Wast time befor and after
site
Meetings location are
Project Goals Poor planning
scattered Project Procedure
Manual Reports
editing
No adequate Site meeting
Limited Time management
facility
skills Multi-report/ discipline
Attending
Meetings
Many review & processing
steps (on Daily basies)
Many Docs for review, Project Goals Several data entry
update and follow-up
Work priorities
Project Procedure
Developing
Job directions
Report
Review Docs &
Follow up
FE can't spent time
on site Client Approval delay
Lack of manpower
Too much Docs to
review
Time consumption by Desk-
FE Expediting Doc review /
Coordination type activities
23. Failure Modes Effects Analysis (FMEA)
C
Criticality
Potential Failure S l O D R Responsible
Process Potential Failure Potential Causes of Current Process
# Target/ Specs Modes (process E a C E P Recommend Actions Person & Target
Function (Step) Effects (Y's) Failure (X's) Controls
defects) V s C T N Date
s
ITP was not developed a A delay for downstream ITPs to be monitored in Schedule of Section Head/
Before start a new head of time work
6 Lack of planning 8 Project procedure 7 48 336
submittals Contractor Planner
activity Rework PFMS & more time
Revise ITP
consumption
4 Change in activity 4 Project procedure 5 16 80
Defect in Quantity
after receiving ITP Key Quantities was
Percentage calculation error 2
surveying
5 Project procedure 6 10 60
1 Develop PFMS
Code 1 Inaccurate Rework PFMS & more time Defect in Quantity QS to verify any changes for Key Section Head/
consumption
5
surveying
6 Project procedure 7 30 210
quantities on monthly basis Contractor Planner
Develop Web enabled DB for PFMS
after receiving ITP Data entry errors while
Percentage calculation error 7 Manual data entry error 8 Project procedure 8 56 448
for contractor data entry
ER/SE with IS&T
Code 1 developing Rework PFMS & more time Develop Web enabled DB for PFMS
consumption
4 Manual data entry error 8 Project procedure 8 32 256
for contractor data entry
ER/SE with IS&T
Not submitted in timely A delay is starting No process owner for Provide a daily construction update Section Head/
manner downstream work
6
WIS
7 Non 8 42 336
to Planning Dep. Contractor Planner
Inaccurate progress Develop an accuracy rate to be Section Head/
2 Submit WIS report every week
Data entry errors while
unreliable WIS report 4
data
8 Project procedure 7 32 224
monitored every week Contractor Planner
updating SE's fail to plan daily Develop an accuracy rate to be Section Head/
activities
7 Inaccurate WIS data 7 Non 9 49 441
monitored every week Contractor Planner
WIS' report was not Lost opportunity to plan site WIS was not submitted Shared WIS calendar electronically
submitted activity
6
on timely manner
8 Non 8 48 384
from Contractor by Outlook
Contractor Technical
Provide a time management/
3
Plan daily site
Daily/ weekly
Work is not ready inspections being Cancelled 3 Lack of planning 9 Non 8 27 216
planning skills training
Training coordinator
activities
Ad-hoc meetings & Provide a time management/
interruptions
5 Lack of planning 7 Non 8 35 280
planning skills training
Training coordinator
Lost planned site activity
Provide a time management/
Frequent Priority changes 5 Lack of planning 7 Non 8 35 280
planning skills training
Training coordinator
PFMS was not updated in a SE's overloaded / lack Assign PFMS update to Admin
timely manner
Inaccurate information 5
of staff
9 Project procedure 9 45 405
Assistant
OBI RE/SE
Develop an Integrated DB for PFMS Quality Dep. And DB
Error while updating Inaccurate information 5 manual data entry 8 Project procedure 8 40 320
& QAN developer
Every day after Develop an Integrated DB for PFMS Quality Dep. And DB
4 Update PFMS
inspections
file corrupted 6 Multi-users same time 7 Non 8 42 336
& QAN developer
Develop an Integrated DB for PFMS Quality Dep. And DB
Lost data files overwrite by other user 7 no data base used 5 Project procedure 8 35 280
& QAN developer
Develop an Integrated DB for PFMS Quality Dep. And DB
forget to save changes 5 manual data entry 7 Project procedure 8 35 280
& QAN developer
Was not done on a daily Daily report was not ready SE's overloaded / lack
bases on time
7
of staff
6 Project procedure 10 42 420 Develop a Construction report DB ER/SE with IS&T
Unable to upload DCC in
5 Prepare DCR 24Hrs Partially done
timely manner
4 manual data entry 4 Project procedure 9 16 144 Develop a Construction report DB ER/SE with IS&T
Unable to be used as base SE's overloaded / lack
intermittent Function
of monitoring tools
3
of staff
4 Project procedure 8 12 96 Develop a Construction report DB ER/SE with IS&T
24. X Y Matrix (Cause & Effects)
The X Y Matrix studies the cause and effects of the process.
The Output Variables (Y) are the values/goals that are deemed important by the
customer and are awarded an importance rating.
The Input variables (X) are causes that impact the various outputs In conclusion;
the X input has an impact in obtaining the desired Y output.
26. POSSIBLE Xs
POSSIBLE X FROM CONTROL- METRIC (TO HOW TO
TYPE OF QUESTION ANSWER
LABLE,SOP, DATA
NOISE COLLECT) COLLECT? EXPECTED
Unavailability of suitable amenities / Site X y matrix Controllable Number of SE Actual Continues Does Unavailability of Yes
suitable amenities /
Site meeting facility
affect SE availability
meeting facility / site facility assessment on site?
Limited Time management skills Fishbone Controllable Personnel Resume Attribute Does the Limited Yes
Time management
skills affect SE
qualification availability on site?
Client Approval delay for any facility Fishbone SOP Turn around DCC Continues Does Client Approval Yes
time for delay for any facility
request affect SE availability
approval submittal log on site?
SE's workload / lack of staff FMEA Noise Number of QAN Data Continues DoesSE's workload / Yes
lack of staff affect
inspection per affecte SE availability
SE base on site?
Revise Project Procedure Fishbone Controllable Number of Number of Attribute Does any Project Yes
Procedure revision
steps to be
will help SE to
done on improve availability on
process steps daily basis site?
No process owner for WIS FMEA Noise N/A N/A N/A N/A N/A
Generate reports through DB platform using FMEA Controllable Number of on daily Attribute Does Using an auto Yes
generate system will
data errors / review and help SE to improve
eForm and iPads PFMS check availability on site?
