Six Sigma Implementation and Integration Within Project Management

Six Sigma Implementation and Integra-
tion within Project Management Frame-

work in Engineering, Procurement, and
Construction Projects
A Case Study in a Southeast Asian Engineering, Procure-
ment, and Construction Company
Master’s thesis in International Project Management
DIVIEZETHA ASTRELLA FLORINDA THAMRIN
Department of Architecture and Civil Engineering

C HALMERS U NIVERSITY OF T ECHNOLOGY
Gothenburg, Sweden 2017
Master’s thesis 2017:BOMX02-17-95
Six Sigma Implementatation and Integration

within Project Management Framework in
Engineering, Procurement, and Construction
Projects
A Case Study in a Southeast Asian Engineering, Procurement, and

Construction Company

Division of Construction Management
Chalmers University of Technology
© DIVIEZETHA ASTRELLA FLORINDA THAMRIN, 2017.
Supervisor: Christian Koch, Department of Architecture and Civil Engineering

Examiner: Christian Koch, Department of Architecture and Civil Engineering
Master’s Thesis 2017:BOMX02-17-95

Division of Construction Management
Chalmers University of Technology
SE-412 96 Gothenburg
Telephone +46 31 772 1000
Typeset in LATEX
iv
Abstract
This thesis was carried out in a Southeast Asian EPC company based in Indonesia,
as a mandatory requirement for Master’s degree in Chalmers University of Technology.
The thesis was conducted from January 2017 until June 2017 by a student from M.Sc.
International Project Management course.
In 2015, a survey from PMI found that there were only 64% of projects which met their
goals. The projects included ones conducted in Engineering, Procurement, and Construc-
tion (EPC) companies. The bigger projects were more likely to encounter bigger problems,
which results in poor performance which ultimately affected the quality of projects. As
a result, more companies are seeking quality improvement methodologies like Six Sigma
and merging it within the project management framework. This provided an excellent
opportunity for a thesis study, which was to investigate how an EPC company works with
quality management and what leads to successful integration of Six Sigma methodology
in EPC project management framework. The aim of the study was to identify the success
factors, benefits and constraints of Six Sigma implementation in project management, so
as to successfully merge it to the knowledge areas within project management framework.
A qualitative approach was used to perform this study. The study included state
of the art literature review and a case study. Data for the study was gathered through
semi-structured interviews with employees from the case company. In addition to the
interviews, data was also obtained from internal documentation. There were three main
theoretical frameworks used in this study: the Six Sigma DMAIC Methodology, Six Sigma
Project Management, and Six Sigma Implementation Success Factors. The foundation for
the findings and discussions in this study are generated through these theories.
The study disclosed that quality has not been the main concern in EPC projects.
Albeit there has been sets of standardisation to achieve a certain level of quality, the EPC
company has not really felt the necessity in enforcing it rigorously. Also, there are several
challenges connected to the project management practices such as poor communication,
inefficient project processes, disintegrated and complicated workflows, and limited access
to project information. After challenges were identified, the existing framework within Six
Sigma DMAIC was updated based upon the expected success factors for ideal vision of
project lifecycle from the empirical findings, to accommodate solutions for the identified
challenges. This thesis resulted in providing an updated framework for Six Sigma project
management in EPC context. The identification of success factors for Six Sigma imple-
mentation in EPC projects and its benefits are seemed to outweigh the constraints. It is
recommended for future research to further investigate the real cause of the low awareness
of quality management in EPC projects, formulate a better standardised workflow for EPC
industry, and investigate the suitable type of organisation structure for EPC projects.
Keywords: quality, Six Sigma, Six Sigma implementation, Six Sigma in EPC,
project management, engineering procurement construction, EPC, Southeast Asian
EPC industry
v
Acknowledgements
I would like to thank my supervisor, Christian Koch, for his guidance, valuable
feedback, and the time he has devoted throughout this research.
I would also like to thank my case company supervisor Andhika for his patience,
guidance and support regarding the case company resources. A grateful thank you is
also directed to all the knowledgeable engineers at the case company, the Six Sigma
consultant, Asrizal, and the Construction Management researcher, Kajsa, for their
supports, insights or advices in the making of this thesis.
Lastly, I would also like to dedicate this thesis to my friends and family for
their endless love, support, and encouragement.
Diviezetha A.F. Thamrin, Gothenburg, August 2017
vii
Contents
List of Figures xiii
List of Tables xv
NOMENCLATURE xvi
1 Introduction 1
1.1 Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
1.2 Purpose of the Study and Objectives . . . . . . . . . . . . . . . . . . 2
1.3 Statement of the Problem . . . . . . . . . . . . . . . . . . . . . . . . 2
1.4 Research Question . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1.5 Limitation and Delimitation . . . . . . . . . . . . . . . . . . . . . . . 3
1.6 Thesis Outline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
2 Methodology 7
2.1 Research Methodological Approach . . . . . . . . . . . . . . . . . . . 7
2.2 Research Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
2.3 Research Method . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
2.3.1 Literature Study . . . . . . . . . . . . . . . . . . . . . . . . . 9
2.3.2 Empirical Study . . . . . . . . . . . . . . . . . . . . . . . . . . 9
2.4 Data Collection Methods . . . . . . . . . . . . . . . . . . . . . . . . . 10
2.4.1 Primary Data: Interviews . . . . . . . . . . . . . . . . . . . . 10
2.4.2 Secondary Data . . . . . . . . . . . . . . . . . . . . . . . . . . 12
2.5 Data Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
2.6 Data Validation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
3 Literature Review 15
3.1 Introduction to the review of the literature . . . . . . . . . . . . . . . 15
3.2 Project Management . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
3.2.1 The Basic Principles of Project and Project Management . . . 16
3.2.2 Project Success Measures and Dimensions . . . . . . . . . . . 16
3.2.3 Project Management Core Competencies and Knowledge Areas 17
3.2.4 Project Management Methodologies and Lifecycles . . . . . . 17
3.3 Six Sigma . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
3.3.1 Six Sigma Framework and Features . . . . . . . . . . . . . . . 18
3.3.2 Six Sigma Techniques and Tools . . . . . . . . . . . . . . . . . 20
3.4 Six Sigma Project Management . . . . . . . . . . . . . . . . . . . . . 21
ix
Contents
3.4.1 Critical Success Factor (Critical Success Factor (CSF)) of Six

Sigma Implementation in Project . . . . . . . . . . . . . . . . 22
3.4.2 Roles in Six Sigma Project . . . . . . . . . . . . . . . . . . . . 23
3.4.3 Six Sigma and Project Management Knowledge Areas . . . . . 24
3.5 Summary of the framework of the study . . . . . . . . . . . . . . . . 25
4 Contextual Review 27
4.1 Energy, Procurement, and Construction (EPC) Firms and Projects . 27
4.2 Quality Management in EPC Firms . . . . . . . . . . . . . . . . . . . 28
4.3 Six Sigma in EPC Context . . . . . . . . . . . . . . . . . . . . . . . . 29
4.4 Case Company Profile . . . . . . . . . . . . . . . . . . . . . . . . . . 30
5 Empirical Findings 33
5.1 Quality Management and Quality Improvement in EPC Projects . . . 33
5.1.1 Driving Factor for Quality Implementation . . . . . . . . . . . 34
5.1.2 Management Support and Projects’ Quality Improvement . . . 35
5.2 EPC Project Management Practices . . . . . . . . . . . . . . . . . . . 36
5.2.1 Engineering Phase . . . . . . . . . . . . . . . . . . . . . . . . 36
5.2.2 Procurement Phase . . . . . . . . . . . . . . . . . . . . . . . . 38
5.2.3 Construction Phase . . . . . . . . . . . . . . . . . . . . . . . . 40
5.3 Views from Professional Practitioners on Six Sigma Implementation
in EPC Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
5.3.1 Current Condition of Quality Management in EPC Projects
and Construction Industry . . . . . . . . . . . . . . . . . . . . 43
5.3.2 Critical Success Factors . . . . . . . . . . . . . . . . . . . . . 44
5.3.3 Considerations, Benefits, and Obstacles . . . . . . . . . . . . . 46
5.4 Summary of Empirical Findings . . . . . . . . . . . . . . . . . . . . . 47
6 Analysis and Discussion 51

6.1 Key Activities and Players Involved in EPC Projects . . . . . . . . . 51
6.2 EPC Project Success Factors in Scale Items and Challenges Faced in
EPC Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
6.3 Updated Six Sigma Project Management Framework . . . . . . . . . 59
6.4 Benefits and Constraints of Six Sigma Implementation in EPC Projects 60
6.5 Discussions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
7 Conclusion & Recommendation 65

7.1 Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
7.2 Recommendation for Future Research . . . . . . . . . . . . . . . . . . 67
Bibliography 69
References 69
A Appendix A I
A.1 Relevant Terms and Concepts within Project Management . . . . . . I
A.2 Examples of Six Sigma Tools . . . . . . . . . . . . . . . . . . . . . . . II
x
Contents
B Appendix B V
B.1 Table of key activities, products, key players, and success factors for
ideal vision in EPC projects . . . . . . . . . . . . . . . . . . . . . . . V
C Appendix C VII
C.1 List of Interview Questions . . . . . . . . . . . . . . . . . . . . . . . . VII
C.1.1 Views on Quality Management in Projects . . . . . . . . . . . VII
C.1.2 Define – Initiating and Planning . . . . . . . . . . . . . . . . . VII
C.1.3 Measure and Analyse – Executing . . . . . . . . . . . . . . . . VII
C.1.4 Improve – Monitoring . . . . . . . . . . . . . . . . . . . . . . VIII
C.1.5 Control – Controlling . . . . . . . . . . . . . . . . . . . . . . . VIII
C.1.6 Six Sigma in General . . . . . . . . . . . . . . . . . . . . . . . VIII
xi
Contents
xii
List of Figures
1.1 Thesis outline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
3.1 The waterfall model . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

3.2 The DMAIC cycle . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
3.3 The Define, Measure, Analyze, Design, Verify (DMADV) cycle . . . . 20
3.4 The Six Sigma Toolbox, adapted from Magnusson et al. (2003) . . . . 20
3.5 Six Sigma DMAIC Project-Change Framework, adapted from McKenna
(2005) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
3.6 Six Sigma Belt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
3.7 Project Management Phases and DMAIC Steps, source: Rever (2010) 24
3.8 Integrated Project Management level in DMAIC phases, adapted
from Kulkarni et al. (2007) . . . . . . . . . . . . . . . . . . . . . . . 25
4.1 Company’s Project and Operation Directorate Organisational Structure 31
6.1 Interconnected and interlinked success factors of Six Sigma projects

(on elaboration) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
6.2 The six most emphasised scale items and challanges it may resolve
(on elaboration) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
6.3 Updated Six Sigma Project Management framework . . . . . . . . . . 59
xiii
List of Figures
xiv
List of Tables
3.1 Project management knowledge areas and their objectives, based on

Project Management Office (PMO) Treasury Board of Canada Sec-
retariat (1998) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
3.2 Summary of factor analysis on Six Sigma implementation success fac-
tors, adapted from Sharma and Chetiya (2012) . . . . . . . . . . . . . 22
5.1 Summary of most often encountered challanges in EPC projects . . . 47

5.2 Summary of important factors for ideal vision of project lifecycle
based on EPC phase . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
6.1 Summary of key activities and success factors for ideal vision in EPC
projects (on elaboration) . . . . . . . . . . . . . . . . . . . . . . . . . 52
6.2 Success factors and scale items (Sharma and Chetiya, 2012) found in
EPC projects (on elaboration) . . . . . . . . . . . . . . . . . . . . . . 55
xv
List of Tables
NOMENCLATURE
Acronym
CSF Critical Success Factor

DoE Design of Experiments
DMAIC Define, Measure, Analyze, Improve, Control
DMADV Define, Measure, Analyze, Design, Verify
EPC Engineering, Procurement, and Construction
FMEA Failure Mode and Effect Analysis
KPI Key Performance Indicator
PM Project Management
PMBOK Project Management Body of Knowledge
PMO Project Management Office
SPC Statistical Process Control
xvi
1
Introduction
This chapter begins with the background of the thesis. The background is then fol-
lowed by purpose of the study, statement of the problem along with the research
questions, demarcations, and thesis outline.
1.1 Background
Many large infrastructure projects have strikingly poor performance records,
where it is mostly caused by cost overruns (Flyvbjerg, Bruzelius, & Rothengatter,
2003). In 2015, there was only 64% of projects which met their goals (PMI, 2015),
including the construction projects conducted in Engineering, Procurement, and
Construction (EPC) companies. Big projects usually encounter big trouble in their
projects, which affect the performance and quality of projects. These poor perfor-
mance might have been caused by ineffective project management methods under
the classic project management framework, as they are unable to quantify the value
added activities within those projects (Harrington, 1991). Therefore, more com-
panies are seeking for quality improvement methodologies to be implemented in
the projects, in order to avoid project failure and to enhance the project success
(Dahlgaard & Mi Dahlgaard-Park, 2006), where Six Sigma is one of them.
Tenera and Pinto (2014) suggest that a great potential for integration between
project management practices and Six Sigma is available, where solutions to prob-
lems and opportunities will be found by Six Sigma, whilst the formal procedure for
the implementation of the solutions will be provided by project management stan-
dards. With Six Sigma tools, project managers will also be able to perform more
effectively and achieve innovative results (Rever, 2010), thus will enhance project
success through the reduction of completion cost and time throughout the entire
project life-cycle; from design in engineering, supplying and allocating resources
in procurement, to the construction phase itself. Applications of the Six Sigma
method will allow integration of the knowledge of the process with statistics, en-
gineering, and project management, thus will enhance the competitive advantage
of an organisation (Anbari, 2002). The benefit of applying Six Sigma method to
technology-driven, project-driven organisations are great, despite of the challenges
that the organisations have to undergo in the initial phase (Kwak & Anbari, 2006).
1
1. Introduction
1.2 Purpose of the Study and Objectives

The purpose of this study is to investigate how EPC companies work with
quality, and to explore how Six Sigma can be integrated into the traditional project
management framework in EPC firms’ projects. The results will be used to provide
recommendations to future EPC project-based firms to improve the project quality
by implementing Six Sigma.
The above aim will be accomplished by fulfilling the following study objectives:
1. Review the literature of project management framework, applications of the
Six Sigma, and concepts of quality management within projects to identify
the challenges project managers encounter and to show in what way the Six
Sigma can influence the quality of projects.
2. Evaluate current practice from literature review of how Six Sigma has hitherto
been implemented in EPC firms’ projects to identify relative factors in regards
to project management framework.
3. Interview a sample of project engineers, quality engineers, construction en-
gineers, or persons who possess the relevant competencies from EPC firms
to find out their views on quality improvement in projects and the possibil-
ity along with the effects of Six Sigma implementation in EPC firms’ project
environments.
4. Produce a critical reflection of how Six Sigma can be integrated within the
traditional project management framework to improve project quality.
5. Suggest ways in which EPC project-based firms can conduct more profitable
projects through implementation of Six Sigma.
1.3 Statement of the Problem

EPC projects are becoming more complex with large contract values, and im-
plemented on a larger scale. Consequently, most of large EPC companies face com-
mon issues which hinder their projects, which mainly caused by five major factors:
1) incompetent designers and/or contractors, 2) poor change management and es-
timation, 3) technological and social issues, 4) site related issues, and 5) improper
tools and techniques (Long, Ogunlana, Quang, & Lam, 2004). Therefore, more
and more project-based companies—including EPC firms—find it is vital to find
a more innovative and effective method which can be integrated into the project
management framework (Pyzdek, 2003). The new innovative and effective method
is expected to draft and manage the projects, as well as to enhance the company’s
competitive advantage by supporting its project in any manner.
Madu and Kuei (1993) proposed that a company could enhance its competi-
tive advantages by strengthening the quality management through implementation
of quality improvement methodologies. Implementing quality improvement method-
ologies could improve their products and/or service characteristics, decrease costs,
and perfect their processes (Tenera & Pinto, 2014). The aforementioned quality im-
provement methodologies could vary from Total Quality Control, Lean Production,
and also Six Sigma (Dahlgaard & Mi Dahlgaard-Park, 2006).
2
1. Introduction
Initially, Six Sigma was designed as a pure quality management method for
production and manufacturing processes (Brue and Howes, 2004). However, with
the heavy pressure from globalisation, more organisations and companies have dis-
covered the advantages of Six Sigma in management as they have to maintain their
competitive advantages. Therefore, more projects executed in organisations have
become Six Sigma projects, as those projects were integrated with the principles of
Six Sigma management which can lead to the improvement of quality and reduction
of cost (Bertels, 2003). A lot of companies have benefited from implementing Six
Sigma in their projects; namely Ford Motor Co. who saved $300 million (Paton,
2000), Kodak who increased its productivity by 85% and Vertek who generated $6.8
million for its annual savings (Kwak & Anbari, 2006), and many other companies
in various industries.
There have not been many literatures which show how Six Sigma can be in-
tegrated within Project Management framework then enhance the EPC projects.
Therefore, there is a need for a structured framework that can meet the gap that
exists between Six Sigma and its use in EPC projects. The statement of problem
for this research would thereby revolve around how Six Sigma can be implemented
and integrated within Project Management framework in EPC projects.
1.4 Research Question

Since there have not been many literatures which show how Six Sigma can be
integrated then enhance project in EPC firms, the main research question is:
How can Six Sigma be implemented and integrated within project
management framework in projects in EPC firms?
Several prerequisites need to be understood beforehand in order to define
clearer and more apropos directions for reaching the objective of the study. Having
the clear overview of the main characteristics of EPC firms, the quality improve-
ment methodologies, and the framework and features of Six Sigma methodology will
provide a solid basis for the study. Therefore, the main research question is broken
down further, as investigating this concern leads to other sub research questions:
1. What is Six Sigma and how does it relate to quality improvement projects?
2. What are the characteristics of EPC firms and how do they manage their
quality at present?
3. What are the key success factors in implementing Six Sigma in EPC firms’
projects?
4. What can be the possible benefit and constraints of the implementation of Six
Sigma at the beginning and how can these constraints be overcome?
1.5 Limitation and Delimitation

The scope of this study is limited to a case study in a Southeast Asian EPC
firm. This firm was rewarded as The Top 250 International Global Contractors by
The Engineering News Record 2016 (News-Record, 2017), and the study started
from January 2017 up to June 2017. The respondents of this study consist of
3
1. Introduction
project engineers, quality engineers, construction engineers or persons who possess

the relevant roles and competences from this EPC firm and seek for project quality
improvement with quality management tools, as well as several professional prac-
titioners. Nonetheless, the sample size from the case company is limited to seven
interviews due to the limitation of a single case company and the availability of given
resources. The two additional interviews from professional practitioners intend to
gain a broader perspective of Six Sigma implementation within project management
framework from the practitioner’s point of view. As such, the study will only ex-
plore the implementation and integration of Six Sigma methods in traditional project
management framework and project management practices in this particular EPC
firm. Therefore, limitation will occur in the generalization of the findings. The gen-
eralization limitation is whether the findings are applicable for other projects which
share similarities with the type of the observed EPC firm’s projects, and also for
other regions who share cultural and geographical similarities with Southeast Asia.
The nature of study used is semi-structured interviews with each interviewee.
As a cross-sectional study, the research data will be collected at a single point in
time. The responses which will be received from the interviewees will probably be
influenced by their subjective experiences, as the interviewees will be limited to only
one interaction. Hence, there is a possibility of different results of the interview if
the study is conducted in a longer term. The study covers only one EPC project-
based firm located in Southeast Asia, thus the findings may also not be applicable to
the broader range of project-based organisations who run their business in different
areas of industry. In addition, the focus of this study is purely on the integration
of Six Sigma methods in traditional project management framework and project
management practices, hence the findings may not be applicable either to project-
based companies which conduct different project management ways such as agile
project management.
1.6 Thesis Outline

The structure of the thesis is presented to the reader in this section and illus-
trated in Figure 1.1 below.
The first chapter provides the introduction to the project, including the state-
ment of problems and the purpose of the research. The methodology of the research
is elaborated in the second chapter, where it consists of the research strategy ap-
proach and research method throughout the study. The third chapter presents the
literature review regarding the topic of the study, which are project management,
Six Sigma, Six Sigma project management. In this chapter, the theoretical frame-
work which are presented by other researchers and authors is compiled to provide
reference for different areas of the topic. There will be a section which elaborates the
characteristic of EPC firm itself along with how Quality Management and improve-
ment projects are conducted in EPC firm. This section is intended to bridge the
framework of understanding in the literature review and the empirical findings, and
is presented in the fourth chapter. Based on the first four chapters, the findings of
the empirical study based on conducted interviews is presented in the fifth chapter.
The results are then discussed, analysed, and contrasted against the literature in
4
1. Introduction
Figure 1.1: Thesis outline
the sixth chapter. The seventh chapter concludes the research by providing conclu-
sions, presenting the outcome based on the methodology, and suggestion for further
research in the future.
5
1. Introduction
6
2
Methodology
This chapter begins with the introduction of this research methodology, which follows
abduction approach. The research strategy is then presented by justifying the nature
of the study, which is exploratory by building upon the existing knowledge with a
case study. Literature study and empirical study are used as the research method,
followed by data collection method which consists of interviews and secondary data
collection. Lastly, the method of data analysis and data validation is presented.
2.1 Research Methodological Approach
With the current theory in research methodology, this study research choice
lies on the qualitative research. Procedures and techniques from a research orien-
tation wer be used, which was interview. Generally, qualitative research is linked
to interpretivism, where the underlying meaning of events and activities need to be
interpreted (Bryman, 2015). Qualitative data analysis is associated with inductive
approach, where it is mostly concerned with the generation of theory. However,
Bryman (2015) states that there are some studies which employ qualitative research
as a test or explorative study instead of generation of theory. Björklund and Pauls-
son (2003) argued that an explorative study is suitable when there is little existing
knowledge in the field of study. Based on the aforementioned backgrounds in the
first chapter, an exploratory research based upon the existing knowledge is chosen
for this study.
As an exploratory research, this study adopts an abduction approach. Accord-
ing to Dubois and Gadde (2002, p. 559), this approach is “a refinement of existing
theories than on inventing new ones”, a combination of an induction and deduction
approach which switches between theory and reality. Dubois and Gadde (2002)
argued that a study will have a deeper understanding from both literature and em-
pirical sides if it is done back and forward between literature and empirical part. In
deduction approach, many variables are varied and the effect afterwards are anal-
ysed in order to investigate the relations. On the other hand, in induction approach,
there is little possibility of varying the factors as the effect is known already, where
the factors will then be analysed.
7
2. Methodology
2.2 Research Strategy

As mentioned in the previous section, the nature of this study is exploratory
by building upon the existing knowledge or findings, since the aim is to enquire
more of how Six Sigma can be integrated into the traditional project management
framework. Exploratory research provides the flexibility to the researchers to adapt
the research based upon the collected data and the findings (Coster & Van Wijk,
2015). Moreover, exploratory research allows both assessment and compilation of
new ideas and insights on the topic in which the researcher is interested (Stebbins,
2001).
Furthermore, to complement the exploratory research, a case study was chosen
for the research design, where a specific entity is analysed in detail. According
to Bryman (2015), a case study is an intense study and investigation of a single
person, single organisation or single community, to name a few, through analysis of
documents, observations, and semi-structured interviews with relevant professionals.
The aim of this study was achieved by examining the company from the perspective
of the people who work closely with projects in the company. There was a need to
acquire a personal perspective of how these people perceive and outlook the company
and the projects itself in particular. However, qualitative research design in a form
of case study has a consequence in the context of the generalization of the outcome,
due to its interviews are conducted with a limited number of participants within
one particular organisation (Bryman, 2015).
2.3 Research Method

There have not been many research done on how Six Sigma is integrated within
EPC firms, especially in the Southeast Asian industry. It can be considered that
the research done on this particular subject is insufficient, thus it was necessary
to examine both the current industry practice and previous research. This was to
investigate how Six Sigma can benefit and be implemented in Southeast Asian EPC
firms. Furthermore, as this research follows abduction approach, it was essential to
contrast the literature with the collected empirical data, then develop the result from
the previous literature throughout the study. Therefore, this research consists of two
major parts, which are literature study and empirical study. Both studies were done
in parallel in order to investigate the applicability of Six Sigma implementation in
Southeast Asian EPC firms.
The first sub research question is answered through literature study, as the
aim is to understand what Six Sigma is and how it relates to quality improvement
projects. The second sub research question is mostly answered through literature
study as well for the characteristics of EPC firms, and the combination of literature
study and empirical study for how the EPC firms manage their quality at present.
The third and fourth sub research question are mostly answered through empirical
study, which are based and developed upon literature study.
8
2. Methodology
2.3.1 Literature Study

A literature review is essential to be conducted in any research project in order
to have an understanding of the previous research which has been done by other
researchers. Besides showing areas which have already been studied, a literature
review also shows areas which should be studied further (Webster & Watson, 2002).
Dubois and Gadde (2002) also state that literature review provides a chance to define
the relevant variables for a particular research, as well as how the predetermined
variables are connected to each other. The literature review are mostly done with
the concept-centric approach, where it focuses on a concept which links relevant
literature (Webster & Watson, 2002). For this study, searching the research journals
and papers were mostly conducted in different database such as Google Scholar,
Science Direct, and Emerald. Books, articles, journals and relevant literatures which
were provided by the library of Chalmers University of Technology and used in
courses within International Project Management program were also reread and
used to support the gained knowledge. The literature study was an iterative process
that lasted during the entire study.
The literature study regards several main fields concerning Project Manage-
ment, Six Sigma, Six Sigma Project Management, Six Sigma Projects in EPC firms,
and some other relevant theories for developing the working method. Elements
which PM consists of such as the basic principles, project success measures, core
competencies and knowledge areas, methodologies and lifecycles, as well as several
relevant terms and concepts within PM are highlighted. In Six Sigma field, the
focus are primarily on reviewing the concept and the classic model of Six Sigma, the
prominent tools used in Six Sigma methodologies, and Six Sigma implementation
framework. Meanwhile in the Six Sigma Project Management field, the focus are
mainly on Six Sigma projects development, the existing framework of Six Sigma
project management, success factors of Six Sigma implementation, and different
roles within Six Sigma projects. Lastly, in Six Sigma Projects in EPC firms, the
current practice of Quality Management in EPC firms is described briefly, as well
as the examples of Six Sigma implementations in EPC firms.
2.3.2 Empirical Study

Empirical study was conducted with the case study to gain a deeper under-
standing about the current practices of quality management in EPC firms and how
Six Sigma can be implemented within Project Management (PM) framework in EPC
firms. This case study was conducted to add up to the attained knowledge from
literature study, with a Southeast Asian EPC company. As the case company was
one of top 250 international and global contractors of the world according to The
Engineering News Record 2016 (News-Record, 2016), the results could be consid-
ered adequate to represent how major EPC firms manage their quality and to study
how one of quality improvement methodologies—which is Six Sigma—could be im-
plemented in EPC projects. More explanation for the empirical study is further
elaborated in the subsequent section.
9
2. Methodology
2.4 Data Collection Methods
2.4.1 Primary Data: Interviews
Interviews were conducted with seven engineers from the case company. These
engineers were from Quality Assurance and Quality Control Division, Project Con-
trol Division, Engineering Department, Procurement Department, and Construction
Department in order to gain in-depth qualitative material. The information was
specifically obtained from the aforementioned divisions and departments on their
levels within the company’s organisation. Engineers were chosen as the interviewee
as they possessed not only specific competencies correlated with engineering deci-
sions which interlinks with quality, but also relevant experiences and insights which
were valuable for the study. However, the interviewees were also selected based upon
the given and available resources from the company itself. The interviewees were
asked about how the company views, works with, then develops quality, the level
of implementation of quality management tools within their projects, the way they
conduct their projects within project management framework in their company, then
to identify in which way Six Sigma attributes could be utilised within the company’s
projects, where the responses contributed to the exact ways of development of the
integration.
In additions to engineers from the case company, other interviews were con-
ducted with two professional practitioners, who were a Master Black Belt and has
been working as a Six Sigma consultant for 8 years and a Construction Management
researcher from a prominent Swedish construction company. A Master Black Belt
is an expert in Six Sigma tools and methods and has managed several Six Sigma
projects by utilising these tools, and will be described further in the next chapter.
The purpose of these second cycle interviews was to gain their insights of the possibil-
ity of Six Sigma implementation and integration within traditional PM framework in
EPC firms from the professional practitioner’s perspectives. Similar questions with
the interview questions for the case company’s interviewees were asked. This was
to compare the state of the art of the quality management according to an expert,
and the one which was exercised in the company.
Set of questions for the interview were designed to enquire the possibility of
implementation of Six Sigma and their related components. The list of interview
questions for both the case company and the professional practitioner was developed
under the framework of Define, Measure, Analyze, Improve, Control (DMAIC). The
framework of DMAIC will be presented further in the next chapter, in regards to
Project Management life cycle. The questions which were used are semi-structured
questions in order to provide both the interviewees and the interviewer with some
format, to help direct the responses, and to gauge the interviewees’ perceptions
of how they think Six Sigma could be integrated within traditional project man-
agement framework and practices in order to enhance the project success. With
semi-structured questions, the interviewees would be able to clarify questions and
vice versa, where the interviewer would be able to clarify responses as well. The list
of interview questions is presented in Appendix C.
10
2. Methodology
Skype Interview
Access to global research participants could be facilitated by online methods
such as Skype, which enable the online interview. As the case company is based
in Indonesia, the interviews were conducted through Skype. Face to face inter-
views with potential respondents who domicile in different geographical areas are
possible to be conducted, as Skype has made communication over large distances
more feasible (Deakin & Wakefield, 2014). Moreover, Skype interviews allow the re-
searcher and respondents to create an artificial and virtual space and time in order
to construct the research result for the researcher (Bertrand1 & Bourdeau1 , 2010).
According to Bertrand1 and Bourdeau1 (2010), Skype interview protocol has
the advantage by enabling the interviewer to record video as well as voice calls, as
long as the interviewees have given their consents. Skype interview with video let
both the interviewee and researcher participate in an exchange of relationship that
is visible to each other such as gestures, facial expression and verbal cues, which
can be considered as a successful interaction (Sullivan, 2012). With the voice calls,
verbatim can be produced in the same way as traditional interviews. However,
albeit research interview by Skype offers what it seems like freedom space to the
interviewees to end the network session, this provides a challenge for the interviewer
to gain a higher degree collaboration from the interviewees.
The Skype interviews were carried out on a one-to-one bases instead of a small
group. In order to select the appropriate interviewees, several discussions were done
with the supervisor from the case company to clearly address the purpose of the
study and the need of the data that was expected to be obtained. Afterwards,
the supervisor was able to connect and arrange several interviews with the relevant
and potential persons who work closely with quality and projects, which were the
case company’s engineers. According to the supervisor, these engineers already
possessed adequate knowledge and experience. Moreover, they worked closely and
directly with the quality in the projects. Therefore, the supervisor considered these
engineers as the suitable respondents for the interviews with their capacities. Along
with the recommendation from the supervisor, an email with the attachment of
the abstract of the study was sent to the prospective interviewees, requesting their
willingness to be interviewed. Afterwards, the list of interview questions was sent
beforehand when the schedules were already fixed, in order for the interviewee to
fully understand and reflect upon the questions before the interviews.
Ethical Consideration
This study involves interaction with the research participants who were in-
terviewed as the source to obtain the required information. Therefore, this study
incorporates ethical considerations throughout its lifecycle. The level of confidential-
ity of the data was clarified, where the information obtained from the interview was
used solely for the research purpose only. The interviews were proceeded after the
research participants’ willingness to participate were confirmed and were recorded
with the given participant’s consents to avoid missing any essential data which can
alter the result of the interviews. Participants were notified about their rights to
keep confidential information regarding how the company runs the projects off the
11
2. Methodology
record before the interview. Afterwards, the obtained information was clarified to
the research participants along with the presentation of analysed information to
prevent the misunderstanding and the faulty data.
2.4.2 Secondary Data

Before developing the list of interview questions, case company’s core activities
and their project execution processes were studied. The purpose was to obtain an
insight and a deeper understanding of the setting and the context, to enhance the
knowledge of the case company and how projects are conducted in general within
the company. Company homepage, annual reports, news articles, and internal doc-
uments were compiled for background material. Through the secondary data, inter-
view questions could be developed more accurately and maturely. The knowledge
gained from the secondary data gathering was implemented directly into the inter-
view guidelines to provide list of interview questions. However, some of the internal
documents are confidential and thereby is not attached nor presented in either this
study or the Appendix.
2.5 Data Analysis

A mass of words is commonly generated from qualitative research, which needs
to be structured and ordered. The data obtained from the interviews was structured
and analysed based on the main topic and area of discussions by using content
analysis. To ensure that the collected data was accessible after the interviews to
transcribe it, an online recording equipment was used to record the interviews, after
having the consent from the interviewees. According to Doody and Noonan (2013),
recordings can be an effective tool to interpret and reflect the data, as it can be
used to listening back to the recording of the interview. By listening to multiple
interviews, the researcher will be most likely familiar with the key points described
by the interviewees, thus it will be easier for them to identify the patterns (Doody
& Noonan, 2013).
Bryman (2015) suggested that the transcription of interviews ought to be done
as soon as possible to give the researchers the most amount of time to clearly in-
terpret the data without messing and/or tweaking it with other data obtained from
other interviews. The results of the interviews were handled confidentially, and
would be handed to the interviewees who requested it. The data analysis highlights
the most critical points or key activities and key factors that an EPC firm should
take into consideration when implementing Six Sigma and integrating it within tra-
ditional project management framework in their projects. In addition, the analysis
also reveals how EPC firms nowadays work with quality management, as well as the
benefit and barriers of implementing Six Sigma within projects in EPC firm. The
findings obtained from the analysis of the interview data are then presented and
discussed.
12
2. Methodology
2.6 Data Validation

There are two main criteria which are ought to be taken into consideration in
order to assess a qualitative research, which are authenticity and trustworthiness.
According to Bryman (2015), trustworthiness consists of four different criteria as
follow: 1) conformability, how the researcher is expected not to mix their own
values in the survey; 2) transferability, how the researcher is expected to describe
culture and milieu in enlarger terms thus the findings can be applied in different
settings; 3) credibility, how the researcher ensures that the studied environment is
understood correctly by engaging the participants to make comments on the attained
data while using good practice; and 4) dependability, how the researcher keeps all
the data for reviews in the future study. The validity of this study was ensured by
posing unbiased and clear questions to the interviewees. Afterwards, the validity of
the attained results from the interviews were examined thoroughly. Lastly, a way
to ensure the validity of this study was achieved through having regular supervision
sessions and peer review.
13
2. Methodology
14
3
Literature Review
This chapter provides the framework of understanding for the study, which presents
brief and relevant literatures in regards to Project Management, Six Sigma, and Six
Sigma Project Management.
3.1 Introduction to the review of the literature
The project management practices are widely received by different industries

and organizations. Project management has become a focal point for undertaking
several of the business activities, thus its success and productivity is immensely
important in order to create economic value and competitive advantage of organiza-
tions (Aziz, 2012; Shenhar, Dvir, Levy, & Maltz, 2001). However, according to Aziz
(2012), over budget and behind schedule delivery—which are parts of the definition
of project success—have been one of the most significant concerns with projects
lately.
Madu and Kuei (1993) proposed that a company could enhance its compet-
itive advantages through their projects by strengthening the quality management,
through implementation of quality improvement methodologies such as Six Sigma,
total quality control, and Lean Production (Dahlgaard & Mi Dahlgaard-Park, 2006).
Among these quality improvement methodologies, Six Sigma has gained more at-
tention (El-Haik & Roy, 2005; Bertels, 2003). There are previous studies which
attempt to expand Six Sigma cycle to project management practices and process
improvement, among them are Tenera and Pinto (2014), Cheng and Chang (2012),
(Wiklund & Wiklund, 2002), and so on. The optimization and efficiency to finalize
project within planned time, budget, and scope, has been the main goal of the tra-
ditional project management (DeCarlo, 2004; Wysocki, 2006), while achieving the
quality level and promoting comprehensive management framework has been the
main focus of Six Sigma (Snee & Hoerl, 2003).
15
3. Literature Review
3.2 Project Management

3.2.1 The Basic Principles of Project and Project Manage-
ment
There are several definitions of project and project management. Project has
been defined as “a temporary endeavor undertaken to create a unique product, ser-
vice or result” (PMI, 2013, p.3), and “a unique, transient endeavor undertaken to
achieve planned objectives [. . . ] outcomes or benefits.” (APM, 2012, p.12). Further-
more, project management has been defined as “the application of knowledge, skills,
tools and techniques to project activities to meet project requirements” (PMI, 2013,
p.5), while APM (2012, p.12) defines project management as “the application of
processes, methods, [. . . ] the project objectives”. According to Kerzner and Ebrary
(2013), a project has several characteristics, which are: 1) any series of activities
and tasks; 2) has specific objectives to be completed within certain specifications;
3) has defined start and end dates; 4) has funding limits; 5) consume human and
nonhuman resources; and 6) multifunctional.
Kerzner and Ebrary (2013) states that project management is the planning, or-
ganizing, directing, and controlling of company resources for a relatively short-term
objective that has been established to complete specific goals and objectives. Project
management is essentially management of change, thus designed to make better use
of existing resources by getting work to flow horizontally as well as vertically within
the company. It is the application of knowledge, skills, tools, and techniques to
project activities to meet the project requirements (PMI, 2013). Several relevant
terms and concepts within Project Management are presented in Appendix A.1.
3.2.2 Project Success Measures and Dimensions

In the past few decades, the definition of project success has been revolving
around the completion of set of activities within the constraints of time, cost, and
performance (PMI, 2013); which is also known as the ‘iron triangle’ or ‘triple con-
straint’. The triple constraint is about balancing each constraint as they affect
project quality. The more detailed typical project constraints are also included
scope, quality, schedule, budget, resources, and risks, but it is not only limited to
those. The change in any of the parameters will likely affect at least one of the other
project parameters as well (ibid.).
Over the time, the definition of project success has been modified to include
“completion within the allocated time period, the budgeted cost [. . . ] without chang-
ing the corporate culture” (Kerzner and Ebrary, 2013, p.7). Boddy (2002) also states
four dimensions that can be used to measure project success: 1) the project efficiency,
2) impact on customer, 3) business and direct success, and 4) the readiness of the
firm or organization to prepare for the future. A Key Performance Indicator (KPI)
can also be used as a particular part of the project success measures. It can be a
milestone which must be met, a predetermined design, delivery, installation, pro-
duction, testing, erection or commissioning stage, a payment date (in or out) or any
other important stage in a project (Lester, 2007).
16
3.2.3 Project Management Core Competencies and Knowl-

edge Areas
Project Management skills are organized around the nine knowledge areas de-
scribed in the Project Management Body of Knowledge (PMBOK). A knowledge
area represents a complete set of concepts, terms, and activities that make up a
professional field, project management field, or area of specialization. It provides
a detailed description of the process inputs and outputs along with a descriptive
explanation of tools and techniques most frequently used within the project man-
agement processes to produce each outcome (PMI, 2013). The following Table 3.1
summarises the ten knowledge areas in project management and their objectives.
Table 3.1: Project management knowledge areas and their objectives, based on
PMO Treasury Board of Canada Secretariat (1998)
Knowledge Area Objective

To co-ordinate the diverse components of the
Project Integration Man- project by quality project planning, execution and
agement change control to achieve required balance of time,
cost and quality
To create quality product by including only the
Project Scope Management
required work, and to control scope changes
Project Time Management To ensure timely completion of the project
To ensure that the project is completed within al-
Project Cost Management
lotted budgets
Project Quality Manage- To ensure that the product will satisfy the require-
ment ments
Project Human Resource To employ quality leadership to achieve quality
Management teamwork
Project Communications
To distribute quality project information
Management
To identify, analyze, control, and respond to
Project Risk Management
project risk
Project Procurement Man-
To ensure quality service or product acquisition
agement
Project Stakeholder Man- To identify, plan stakeholder management, adn
agement manage and control stakeholder engagement
3.2.4 Project Management Methodologies and Lifecycles

Traditional project management involves very disciplined and deliberate plan-
ning and control methods. Tasks are completed one after another in an orderly se-
quence, requiring a significant part of the project to be planned up front (Hass, 2007).
The traditional project management main process follows the waterfall model, which
is summarized in the flow chart in Figure 3.1 below:
In traditional project management, once a phase is complete, it is assumed that
it will not be revisited. The strengths of this approach are that it lays out the steps
17
Figure 3.1: The waterfall model
for development and stresses the importance of requirements (Hass, 2007). However,
this approach also has limitations, where projects rarely follow the sequential flow,
and clients usually find it difficult to completely state all requirements early in the
project.
3.3 Six Sigma

Six Sigma has been defined and redefined in many ways since its success com-
mencement at Motorola. Hammer and Goding (2001) defined Six Sigma as a set
of structured and disciplined methodologies and techniques to reduce cost and im-
prove quality for solving business problems. The reduction of unwanted variations
has been the focus of Six Sigma (Klefsjo, Bergquist, & Edgeman, 2006), as it strives
to have no more than a corresponding number of defects per million opportunities
(DPMO), or percentage of defects (Keller, 2011).
Six Sigma helps to direct management actions and decisions across an organ-
isation through its data-driven philosophy (Feld & Stone, 2002), and put consider-
able focus on financially measurable results for improving processes, reducing waste,
and increasing customer satisfaction (Caulcutt, 2001). According to Sörqvist and
Höglund (2007), Six Sigma has five focus areas which forms the basis for improve-
ments, which are: 1) identify and solve chronic problems; 2) understand the under-
lying process; 3) understand and reduce variations; 4) focus on achieving measurable
results; and 5) make improvements from customer needs and expectations.
3.3.1 Six Sigma Framework and Features

Six Sigma has been recognised as a systematic framework for quality improve-
ment and business excellence (Yang & El-Haik, 2003). According to Pyzdek (2003),
one of the most widely tested approaches available today to focus on process im-
18
provement and recognised in Six Sigma is the DMAIC methodology. DMAIC phases
stands for Define, Measure, Analyse, Improve and Control as shown in Figure 3.2,
which are the key processes of a standard framework for a Six Sigma project. In
order to succeed while conducting a Six Sigma program within this framework, it is
necessary to finalise each phase before starting the next phase (Dirgo, 2005). Gen-
erally, each phase is connected to a set of specific tools which will provide a solid
base for the program.
Figure 3.2: The DMAIC cycle
The focus of the Define phase is to determine the magnitude of the project,
along with the project’s scope, problem statement, goals, stakeholders, milestones,
schedule, budget, resources, and expected project output (Gupta, 2006). In this
phase, tools which will be used during the upcoming phases start to be considered.
The Measure phase follows the Define phase, with focus on identifying the inputs to
the process which will affect the outputs. Identifying these inputs are done through
planning and developing data collection plans, gathering the necessary data and
selecting the proper Six Sigma tools (Magnusson, Kroslid, Bergman, Häyhänen, &
Mills, 2003). In the Analyse phase, various methods are used to gain a deeper
understanding of the outputs as well as the effect of the identified inputs to the
outputs based on the examination from the gathered data in the Measure phase.
The main cause in the problem statement is analysed in this phase, and the problems
is prioritised based on each of its impact to the quality (Dirgo, 2005; Gupta, 2006).
The fourth phase, Improve, focuses on selecting the best design solutions to the
problems then subsequently implement it to achieve the goals (Park, 2003). Lastly,
the selected solutions which have been implemented should be monitored to ensure
the achievement of the improvement targets in the Control phase (Magnusson et
al., 2003). This last phase of DMAIC framework is vital, as the goal is to keep the
continuous improvement while preventing the backwards at the same time (Park,
2003).
Another popular framework which is associated with Six Sigma follows DMADV
phases, which stands for Define, Measure, Analyse, Design and Verify as shown in
Figure 3.3. DMADV is used to develop new products or services, whereas DMAIC
is primarily utilised to eliminate waste and improve existing process (Jones, Parast,
& Adams, 2010).
19
Figure 3.3: The DMADV cycle
3.3.2 Six Sigma Techniques and Tools

There are numbers of techniques and tools which can be utilised in Six Sigma
methodology in DMAIC phases, where some practitioners refer as seven-times-seven
toolbox or known as the Six Sigma toolbox. Divided into seven groups with seven
tools in each group, this toolbox consists of 49 different improvement tools which
can be utilised during the whole project. The various tools within the Six Sigma
toolbox are presented in the Figure 3.4 below.
Figure 3.4: The Six Sigma Toolbox, adapted from Magnusson et al. (2003)
Several tools which have been widely used include Cause-and-Effect Diagram,
Pareto Chart, Process Mapping, Failure Mode and Effect Analysis (FMEA), Design
of Experiments (DoE), Statistical Process Control (SPC), and other prominent tools.
Several most common tools which are usually utilised for Six Sigma program are
described in Appendix A.2.
20
3.4 Six Sigma Project Management

Dating back to the mid-1980s, many organisations were able to sustain their
competitive advantage with the application of the Six Sigma methods through in-
tegration of their knowledge of the process with engineering, statistics, and project
management (Anbari, 2002). Six Sigma projects mostly aim to achieve enhance-
ment of organizational performance and profitability, as well as greater customer
satisfaction (Jones et al., 2010). These are done by attempts of achieving specific
goals through defining quantifiable measures by focusing on customer needs (Jones
et al., 2010). Kwak and Anbari (2006) also stated that Six Sigma is a project-driven
management method with focus on improving productivity, financial performance,
business systems, and understanding of customer requirements by continually re-
ducing defects in the organisation.
There have been some attempts to enlarge the DMAIC cycle of Six Sigma to
process improvement and project management practices. Tenera and Pinto (2014)
stated that a great potential for integration of project management practices and the
DMAIC is available. Finding solutions to problems and opportunities is provided
through DMAIC, whereas project management standards will focus on the imple-
mentation of the solutions through the formal procedure (Tenera & Pinto, 2014).
Moreover, Rever (2010) argued that innovative results will be achieved through the
incorporation of DMAIC steps in each project, as Six Sigma provides:
• Better understanding and improvement future results through suitable statis-
tical process knowledge;
• Process improvement through a set of solid tools;
• Reduction of instinctive reactions through variability knowledge;
• Concrete quantitative analysis based on decisions making on facts.
McKenna (2005) also proposed a Six Sigma project management framework
based on DMAIC cycle. The proposed framework with the suggested Six Sigma
tools which are usually used for several certain activities is illustrated in Figure 3.5
below. This framework puts a more considerable focus on a project-change frame,
which describes the stages that a project needs to make to secure success, or in other
word, to improve its quality to avoid poor performance.
Figure 3.5: Six Sigma DMAIC Project-Change Framework, adapted from

McKenna (2005)
21
Financial terms are usually the expected form of the outcomes of Six Sigma
projects, as they lead to a direct measure of achievement which provide a distinct
calibration of progress as well as a better measure of the impact of improvements
(Goh, 2002). However, Jones et al. (2010) stated that there have not been many lit-
eratures of the design and structure of Six Sigma projects, despite of many reference
to Six Sigma implementation as a systematic and structured process improvement
methodology.
3.4.1 Critical Success Factor (CSF) of Six Sigma Implemen-

tation in Project
There have been extensive researches conducted to identify the critical success
factors (CSFs) of Six Sigma approach, such as researches by Anthony and Banuelas
(2002), Sharma and Chetiya (2010), Knowles et al. (2004), Yang et al. (2007),
Lee and Choi (2006), and many other researches. These CSFs are essential for the
success of quality improvement projects, as the identified factors will encourage firms
to develop appropriate implementation plans for their projects (Mann & Kehoe,
1995). The following Table 3.2 summarises the CSFs of Six Sigma implementation
which have been identified in different publication particularly pertaining to Asian
environment, then grouped into six categories by Sharma and Chetiya (2012). Each
of the CSFs has their own scale items. These scale items are more detailed variables
identified through the literature survey by the author, then grouped into the seven
groups of underlying CSFs.
Table 3.2: Summary of factor analysis on Six Sigma implementation success

factors, adapted from Sharma and Chetiya (2012)
Factor Scale items

- Capability assessment and enhancement of
the supplier
Right tools, measurement
- Innovation management and design capa-
innovation and supplier
bility
collaboration
- Long-term supplier collaboration
- A good measurement assurance system
- Application of the right tool mix
- A creative problem solving approach
Cross-functional organisation, - Formation of cross-functional teams
preocess re-engineering and the - Linking Six Sigma to corporate business
"strategic fit of Six Sigma" strategy and goals
- Process mapping and reengineering
- Intensive education and training of work-
Education to customers, metrics force
and measurement and workflow - Linking Six Sigma to customers
management systems - Linking Six Sigma to employees
- Identifying and developing appropriate
metrics and deliverables
22
- An integrated process flow and manage-

ment system
- Development of right work culture
Work and organisational culture
- Motivating the workforce
- Quality of project leadership
Project choice and leadership
- Selection of the right project
Project championship and staffing - Choice of the project champion
Management commitment - Availability of infrastructure and resources
organisation and availability of - Level of management commitment
resources
In addition to the aforementioned main factors, Kwak and Anbari (2006) also
identified four key elements of successful Six Sigma applications: 1) management
involvement and organisational commitment; 2) project selection, management, and
control skills; 3) encouraging and accepting cultural change; and 4) continuous ed-
ucation and training.
3.4.2 Roles in Six Sigma Project

In order for the project to be successful, it is critical to incorporate the support
from the management, where the management shows and communicates the under-
lying reasons for deploying Six Sigma (Magnusson et al., 2003). Different roles are
required in addition to strong management support in conducting Six Sigma project
efficiently. The personnel executing a Six Sigma project can be classified into several
levels according to their amount of knowledge in Six Sigma, competence, and their
responsibilities within the improvement project (ibid). These different hierarchical
roles are illustrated in Figure 3.6 below:
Figure 3.6: Six Sigma Belt
The lowest hierarchical level of the roles in Six Sigma project is White Belts
23
then followed by Yellow Belts, which are commonly not used. However, White Belts
refer to frontline staff, operators, and clerks in improvement projects. Yellow Belts
then followed by Green Belts, which are mainly project leaders for small projects,
or member of the improvement project itself. Green Belts are mainly responsi-
ble in applying Six Sigma tools in improvement projects (Magnusson et al., 2003),
familiarizing Six Sigma to local teams, and identifying as well as recommending
improvement projects (Pyzdek, 2003).
The next higher level in the hierarchy is Black Belts, which mostly a team
leader of Six Sigma projects or large cross-functional projects and a full time profes-
sional. Black Belts are responsible for coaching Green Belts with local and smaller
projects, as they are considered as the specialists within Six Sigma and thereby have
the most important role for the daily execution activities of improvement projects
(Magnusson et al., 2003; Sörqvist & Höglund, 2007). The highly experienced Black
Belts are then called Master Black Belts, whose responsibilities are being a support-
ing function for Black Belts and Green Belts by mentoring and coaching them, as
well as helping the Champions and Six Sigma leader to keep the project on track.
Master Black Belts are experts in Six Sigma tools and methods and have managed
several projects by utilising these tools. The highest level of Six Sigma hierarchical
roles is Champions, who are members of the senior management team and lead the
Six Sigma steering committee in general. Champions are responsible to ensure the
availability of resources, the resolution of cross-functional issues, and the start and
execution of the chosen improvement projects (Magnusson et al., 2003).
3.4.3 Six Sigma and Project Management Knowledge Areas

A basic idea of the integration of DMAIC steps from Six Sigma methodology
within Project Management phases is proposed by Rever (2010) as an iterative
process as illustrated in Figure 3.7 below.
Figure 3.7: Project Management Phases and DMAIC Steps, source: Rever
(2010)
The Six Sigma define step includes extensive scoping and planning by develop-
ing the project charter, ensuring proper sponsorship, and acquiring suitable cross-
functional team members. In this phase, project manager agrees upon key measures
which sustains improvement and link to the project success. Afterwards, a data-
collection plan is developed in measure step as a basis for process decisions based
24
upon accurate measurement system to provide clues and key metrics for building
up improvement path in the analyze step. In the improve step, recommendations
are validated, verified and demonstrated before the final implementation of final
process. Lastly, a new process is implemented in control step to hand off the final
recommendations of the verified improvements (Rever, 2010).
In addition, Kulkarni et al. (2007) also evaluate a set of the tools within
DMAIC phases which has been proven to have been integrated within Project Man-
agement areas as depicted in Figure 3.8 below.
Figure 3.8: Integrated Project Management level in DMAIC phases, adapted

from Kulkarni et al. (2007)
However, there are still room for improvement for the Project Management
knowledge areas which have not been integrated and missing in DMAIC phases,
such as Project Management Plan, Risk Identification, Human Resource and Com-
munication Planning in define phase, Stakeholder Management, Cost Control and
Risk Monitoring and Control in measure phase, Scope Control and Verification,
Cost Control and Quality Assurance in analyse phase, and Schedule Control and
Information Distribution in each phase (Kulkarni et al., 2007).
3.5 Summary of the framework of the study

After an extensive literature research was conducted, four major frameworks
were chosen to provide a structured direction for analysis and discussion for the
study. The frameworks are the Six Sigma DMAIC methodology, which was com-
bined with Project Management Phases and DMAIC steps by Rever (2010). Hav-
ing DMAIC methodology and Project Management Phases as the main structure
for analysis, this study used Six Sigma implementation success factors which were
summarised by Sharma and Chetiya (2012) from several different authors to in-
vestigate the CSFs of Six Sigma implementation and integration with EPC project
management context for the case company. This list of success factors is chosen as
the main framework for the basis of the analysis, as it was developed through an
extensive literature review and has been validated through an empirical research.
Moreover, the list was proposed in Asian context, which is more suitable with the
case company which operates in Southeast Asian market. Lastly, Six Sigma Project
Management framework proposed by McKenna (2005) was also used as the basis
of existing knowledge. The findings and analysis would be used to build upon this
25
existing framework. The framework of Six Sigma Project Management by McKenna

(2005) is chosen due to its relevance with the topic of this study, and also because it
covers the frameworks of project management provided by PMI and its knowledge
areas.
These all frameworks are used as they complement each other in synthetising
the analysis needed to reach the aim of the study. DMAIC cycle is an improvement
method in quality, whereas the CSFs proposed by Sharma and Chetiya (2012) pro-
vided discussion for Six Sigma implementation success factors to investigate whether
these CSFs from literatures are also suitable and for the case company and found
within their project management practices. These provided a comprehensive ap-
proach for the case study to build upon the existing knowledge in form of Six Sigma
Project Management framework by McKenna (2005).
26
4
Contextual Review
This chapter serves as the bridge of the framework of understanding for the study
in the previous section with the empirical materials which is presented in the next
chapter. In this section, characteristics and attributes of EPC firms in general will
be discussed, as well as the current practice of quality management in EPC firms
nowadays and several examples of Six Sigma implementation in EPC firms’ projects.
4.1 Energy, Procurement, and Construction (EPC)

Firms and Projects
According to Spencer Ogden (2014), EPC firms are companies in the construc-
tion industry who run their projects in a certain form of contracting agreement,
where “the engineering and construction contractor will carry out the detailed engi-
neering design of the project, procure all the equipment and materials necessary, and
then construct to deliver a functioning facility or asset to their clients”. Drawings
and specifications are supplied by Engineering to Construction, whereas requisi-
tions detailing fabricated items, equipment, and bulk materials which are need to
be purchased and specialised services which are need to be contracted are supplied
by Engineering to Procurement (Ballard, 1993). In addition, external suppliers and
service providers could be suppliers to Construction as well, where all these three
functions form the interdependency.
EPC firms are commonly known as EPC contractors as well, and provide a
detailed and integrated engineering, procurement, and construction services. As it
offers integrated services, EPC projects tend to be complicated and therefore require
special knowledge and expertise. Most of them are obliged to execute and deliver
a qualified project within a predetermined budget and time under Lump Sum Turn
Key (LSTK) contract, where the EPC firm also has to accommodate the risk in
regards to budget and schedule (Kaewchainiem, 2011). EPC firms mostly cover
interdisciplinary areas of engineering such as process, civil and structural, plant
layout, mechanical, electrical, geo-technical, and instrumentation and controls (Fox,
2014); thus its main advantage is having a reduction of the total project duration
through tis overlap in design, procurement and construction phases (Kaewchainiem,
2011).
According to Villanueva and Kovach (2013), EPC firms are typically granted
projects by other firms to construct or build a plant, such as a refinery, a petrochem-
27
4. Contextual Review
ical plant, an offshore drilling platform, or a power plant. Many resources including
material, people, and other financial support are required to execute these types of
projects, as various discrete activities are required to construct plants (Villanueva
& Kovach, 2013; Choi et al., 2008). EPC projects are in general highly schedule
driven, as its mechanical completion date based upon the project deliverables, spec-
ifications, and client’s requirements. In the projects, the Instrument and Controls
Engineering/Design Department plays a critical role in project design, as designing
or building a facility typically account for relatively 20 to 30 percent of project cost
(Sinnott & Towler, 2009). During the project execution, the client or project owner
is customarily present to ensure that the project is carried out in accordance to the
predetermined scope (Spencer-Ogden, 2014).
Yeo and Ning (2002) state that an EPC project can be a complex product
development which depends upon financial commitment and considerable human
efforts, as its activities are time-phase in accordance to resource requirements and
constraints as well as specified precedence activities. The fact that EPC project
has to manage phase overlaps, interdependence of activities, complex organizational
structure, and uncertainty of desired outcomes has made conducting EPC projects
is challenging to some extent (Yeo & Ning, 2002), thus there is a necessity to have
a well-established project management system in order to run the EPC projects
without significant issues, especially due to frequent project changes and variations
(Ogunlana, Promkuntong, & Jearkjirm, 1996; Chan & Kumaraswamy, 1997).
4.2 Quality Management in EPC Firms

Nowadays, the focus of the business has shifted to customer satisfaction through
customer-oriented management, rather than higher productivity through production-
oriented management (Song, Lee, & Park, 2004). Therefore, quality management
has emerged as one of the main concerns for competitive advantage improvement for
many corporations in various industries, including EPC firms. Nonetheless, (Song
et al., 2004) argue that most of the firms still neglect the quality management aspect
in their substantial action programs albeit the realisation of the significance and im-
portance of quality, including in EPC firms. In most of the EPC project life cycle,
quality has not been prioritised compared to cost and schedule due to the consid-
eration that the detection of quality problems can be done only after the problems
occur (Garvin, 1988). During the construction phase of EPC projects, disruption
may still often occur followed by waste of resources to a certain extent due to poor
quality planning, which lead to poor delivery of specifically design documents, offsite
resources, and permanent plant materials and equipment (Ballard, 1993).
Quality itself can be defined as the conformance of characteristics and features
of an entity to satisfy the established requirements and stated needs (ISO9000,
2000), where the entity itself can be a product, a process, a component, or a service
(Ledbetter, 1994). From merely product-related quality control, quality manage-
ment then has been evolving to Total Quality Management, Six Sigma, Lean, and
so on, which aims for continuous process improvement (Seaver, 2003; Song et al.,
2004) and has started to be applied in EPC projects as well. However, Song et
al. (2003) state that in EPC projects, the quality objects which is likely to be
28
achieved through quality management vary according to project phases, construc-

tion methods, project client, and other various factors which are determined by the
characteristics of project. In construction phase in EPC project, quality covers the
program of required procedures, policies, and responsibilities to provide assurance
that the desired characteristics are obtained to ensure the project will perform as
predetermined scopes over its life-cycle (Gransberg & Molenaar, 2004).
However, as mentioned earlier, quality management has not been well incorpo-
rated in most of firms’ applied strategy, including in EPC firms (Song et al., 2004;
Tutesigensi & Pleim, 2008). Albeit most of EPC projects focus on the results of
works and revealed that they have applied quality management system such as ISO
9001 and other self-checking methods indeed (Samman & Graham, 2007), labours
or equipment which affect the quality tend to be not included in the scope of quality
management (Lee, Yu, & Kim, 2004). According to Tutesigensi and Pleim (2008),
one of the cause of the lack of quality improvement in the construction industry
is insufficient quality requirements from the clients themselves. Similarly, Samman
and Graham (2007) also mention that the needs and wants of the clients are always
taken into account and play a big role in improving the quality in construction phase,
thus the lack of quality management might be traced back to the lack of clients’ re-
quirements and specifications in regards to quality. Several issues and concerns of
quality management in EPC projects have been summarised by CMII (1994), which
cover:
• Projects are seldom developed by the full project team which consists of engi-
neer, owner, and contractor
• Projects tend to focus on isolated phases with minimum integration
• Most measurement processes conducted in projects are a non-predictive man-
ner of measurement instead of process steps
• Projects are geared for short-term improvements rather than long-term strate-
gic goals
• Projects are not well-suited for benchmarking
However, series of measurement tools are still found to be developed and im-
plemented in EPC projects for project quality planning, quality performance, and
quality assurance at certain level, such as Quality Performance Management Sys-
tem, Quality Cost Matrix, and Quality Performance Tracking System (Love & Irani,
2003).
4.3 Six Sigma in EPC Context

Initially, Six Sigma has historically been regarded as a model used merely in
manufacturing industry. However, the growing need of sustaining the competitive
advantages for firms in various industries has consequently made Six Sigma is widely
used and adapted in many industries nowadays. An analysis of an internal process
usually initiates the improvement project in manufacturing (Magnusson et al., 2003),
whereas in engineering and construction industry, an improvement project is still
not common to be found (CMII, 1994). Tchidi et al. (2012) mention that to over-
come insufficient technology and poor management which account for low quality of
project, Six Sigma can potentially benefit projects in engineering and construction
29
industry greatly, as the methodology aims to increase the perceived quality by the
client.
Engineering and construction industry can utilise Six Sigma methodology as an
additional approach to analyse firm’s current work-processes. Overall EPC projects
from planning phase to delivery phase can benefit from Six Sigma, as it is suitable for
not only higher organisational level as strategic quality tools, but also for lower level
as quality measurement and improvement system (Tchidi et al., 2012). Furthermore,
Stewart and Spencer (2006), Kashiwagi et al. (2004), and Tchidi et al. (2012) believe
that overall design, procurement, and construction process time can be lowered by
incorporating Six Sigma within projects, in addition to costs reduction and the
fulfilment of predetermined quality and requirements, as well as waste and energy
decrease.
Several EPC firms—albeit still not as many as manufacturing firms—have im-
plemented and benefited from Six Sigma, such as Kelogg Brown and Root (KBR), a
world-wide EPC firm, who achieved world class results through its improved project
delivery process. In a case study which was conducted by Tchidi et al. (2012), it
was found that shifting to Six Sigma based prefabrication from traditional on site
construction led to company saving by 26% of the project duration and almost 85%
of material waste. Another firm who has successfully benefited from this approach
is Saudi Aramco, who has been implementing work-process improvements by adopt-
ing several principles of this approach (Villanueva & Kovach, 2013; Patty & Denton,
2009).
In addition, Kwak and Anbari (2006) and Eckhouse (2003) also reported the
success of Bechtel Corporation, one of the largest global EPC companies in the
United States, in implementing Six Sigma program. Bechtel has been working with
Six Sigma since 2000 and was among the first EPC firm to do so. It utilises Six
Sigma to minimise project risks, hence it is able to deliver project within a higer
certainty of budgets and schedules. In one of its prominent successful project, The
Ivanpah Solar Facility, Six Sigma was used to analyse design, procurement and
construction challenges, thereafter to develop new processes to execute the project
successfully and thus reach performance goals (Gillespie, 2013). This approach
resulted in savings of $200 million with an investment merely of $30 million by
identifying and preventing rework and defects from design to construction as well
as on-time delivery of employee payroll. Another example is the utilisation of Six
Sigma to help optimising the management of cost and schedules, and to streamline
the operational process in a chemical plant (Kwak & Anbari, 2006; Moreton, 2003).
4.4 Case Company Profile

The case study is conducted in a Southeast Asian integrated EPC service com-
pany. The company handles major multimillion dollar projects for both major
national and multinational clients, primarily in the construction of infrastructure
plants of petrochemical, oil and gas, power, mineral, geothermal environment, and
infrastructure sectors. Several strategic business units based on the type of in-
dustry categorise how the company runs it projects, which consist of: 1) refinery
and petrochemical, 2) oil and gas onshore and offshore, 3) mineral, environment
30
and infrastructure, 4) geothermal and power, and 5) portfolio department. The

company offers comprehensive EPC service for all types of projects, starting from
turnkey, expansion, revamping, relocation, to plant operations and ongoing main-
tenance projects. Its project activities cover building design engineering, where it
provides and implements activity services in the phases of project initiation, project
implementation and project operation.
This study was primarily performed in The Operation Unit and Project Control
Unit under The Project and Operation Directorate, which covers the general respon-
sibilities of project management activities. The Operation Unit is divided into three
main departments where the study focuses on. These departments are Engineering,
Procurement, and Construction; and two additional supporting departments, which
are Health, Safety, Security and Environment (HSE) Department, and Offshore Op-
eration Department. Furthermore, each department is divided into several divisions
which serve different functions based on its disciplines. Since the focus of this study
also relies significantly in quality, a study in Quality Assurance and Quality Control
Division under the Project Control unit is also performed in order to supplement
and support the understanding of how quality in projects is managed. Figure 4.1
visualises the organisational structure of The Project and Operation Directorate.
Figure 4.1: Company’s Project and Operation Directorate Organisational

Structure
This directorate performs high level of complexity projects that are core to the
company and familiar, with project budget over 15 million USD. Projects commonly
take more than 18 months to complete due to its large scale, where the core project
teams have 11-20 team members including the project manager. As the company
primarily executes large scale projects, the company limits itself to only handle
between one to ten projects at the same time.
The company is certified under several certifications in regards to quality man-
agement, environmental management, and occupational safety and health manage-
ment system. To ensure that it complies with all the quality management standard,
the company is ISO 9001:2008 certified, which was issued by PT Lloyd’s Register.
The Quality Management emphasises that the company operates in compliance with
all relevant domestic and international safety and environmental standards.
31
32
5
Empirical Findings
This chapter presents empirical material gathered from interviews, company’s inter-
nal documents and secondary data, which are divided into three major sections. The
first section covers quality management and improvement in the case company. The
second section covers project management practices in EPC projects in its three main
phases, which are Engineering, Procurement, and Construction. The last section
provides the views from professional practitioners in regards to the implementation
of Six Sigma in EPC projects.
5.1 Quality Management and Quality Improve-

ment in EPC Projects
According to one of the Construction Engineers (CE1), EPC projects carried
within this company have four main priorities where quality comes the second after
safety, then followed by schedule and cost. To ensure that all departments comply
with the ISO 9001:2008, the company has evaluated and transcribed the certification
into a set of established guidelines of various types of reports for each functions
within each different departments. All functions have to follow the established
documents, where each tasks will be reviewed by checker functions. In addition to
the company’s general standardised documents, Quality Assurance/Quality Control
(QA/QC) Division always develops a QA/QC Execution Plan (EP) for every project.
QA/QCEP comprises of detailed targets which needs to be fulfilled during the whole
project lifecycle, as well as the maximum target of rejection.
The Project Control Engineer (PCE) also mentioned the importance of incor-
porating ‘cost of quality’ into account, where management has to be able to deliver
the expected product to the client optimally while preventing the occurrence of cost
of non-conformance for rework, repair, and excessive scrap materials. This preven-
tion for non-conformance is done by giving training to all vendor, subcontractors,
and internal organisation, audit, inspection and testing, and additional planning.
“The expense for the project planning which incorporates this prevention system will
of course slightly higher than the regular project expense. However, the end result
will minimise rework, repair, and other non-conformance,” explained the PCE.
According to the QA/QC Engineer (QA/QCE), another practical way to man-
age quality of projects is by limiting the number of participating vendors in the
bidding stage to only three to five reputable vendors, who are already well known
33
5. Empirical Findings
for their qualified works. The bidding process could be challenging when having
too many participating vendors, as the Procurement Department has to assess each
vendor which takes some amount of time. After the bidding stage, it is important
to have a well-defined proposal which is agreed by the project owner in planning
stage. A well-defined proposal serves as the guidelines to define project budget
and project schedule. “We have to be able to negotiate with the project owner to
ensure we have adequate resources in terms of budget and time to deliver a qual-
ified project deliverables in accordance to the agreed project requirements,” stated
QA/QCE. Moreover, “Quality management and assurance is necessary to execute a
project more efficiently without reducing its quality by doing the right thing, right in
the first time,” said the PCE.
5.1.1 Driving Factor for Quality Implementation

By having “focus on customer” as one of its values, the project owners have
been the main driving factor which encourages EPC firm to be concerned about
quality. The PCE stated that quality is the matter of conformance to the require-
ments to reach customer satisfaction, which will benefit the company in the long
run by gaining the trust of the customer. “By maintaining the quality of our project
outcomes, we will keep project owner contented, thus will affect our firm’s prof-
itability indirectly,” said one of the Engineering Engineers (EE1). This statement
is supported by one of the Construction Engineers (CE2), which stated that imple-
mentation of quality management in each project depends heavily on the project
owners, whether the project owners puts considerably emphasis on quality or not.
In addition to that, the Procurement Engineer (PE) also described that “All the
quality related elements always go back to the project owners”, where most of the
project owners guarantee the quality of project deliverables by strictly requesting
the usage of certain certified materials only.
According to the QA/QCE, the quality element is highly related to the project
specifications. The project owners frequently use licensor such as Kellog Brown Root
(KBR) as the reference to define the project specifications. The defined project
specifications from the third party are then adapted again to a set of agreed fi-
nal project specifications, which covers the acceptance criteria and guidelines for
expected project deliverables in more detail. It is then revealed that the level of
awareness of quality management for each project is different, where it depends on
the project owner and their willingness to implement quality management. However,
the PE revealed that there is no such things as ‘the best quality’ of project output
in EPC projects. “In EPC projects, quality is about delivering output which meets
project owner’s expectation, instead of delivering sophisticated project output with
the highest up-to-date quality where it far surpasses the project specifications. Qual-
ity has to highly take project cost into account, as we also have to be concern with
project profitability,” admitted the PE. The QA/QCE also emphasised the impor-
tance of keeping the credibility and winning the project owner’s trust by delivering
a project output in accordance to the defined project specifications on budget and
on time.
From the Construction Department perspective, drivers to implement quality
34
management in projects mostly comes from the QA/QC Department. According

to CE1, the QA/QC encourages the Construction Team to enforce quality man-
agement within the project execution. The force from QA/QC Department most
likely comes because they want to promote the quality awareness for the company’s
image. It also presents due to the pressure from project owner to deliver a good
quality product based on the specifications. CE1 revealed that another big force
for implementing quality management also comes from the partner within consor-
tium, or also well-known as alliance integrated team. The alliance integrated team
is where the company works together with other parties of contractors to work on
one particular project. If one of the parties within the alliance integrated team has a
high standard of quality management, the company would likely follow the highest
standard that one of the contractor promotes. This high quality standards which
are enforced by one of the contractor in alliance integrated team are sometimes even
higher than the specified quality specifications from project owner.
5.1.2 Management Support and Projects’ Quality Improve-

ment
QA/QCE highlighted the importance of management support, particularly in

solving dispute items case which still occurs once in a while and may disrupt a
project. In addition to that, “management support also plays a critical role to
ensure that the project is on track in terms of budget and schedule. They also
monitor whether the project is going to the right direction to achieve the expected
project outcome,” explained QA/QCE.
The CE1 mentioned that there have been a lot of reworks during the execution
in Construction phase, which is mostly caused by the substandard quality of deliv-
erables. He suspected that this is caused by the lack of rigorous implementation of
PMBOK which also covers Quality Management area, albeit the company refers to
PMBOK as their standard and guidance for project management activities. There
has not been any discourse of initiating neither Six Sigma nor any other similar
quality improvement method within their project management in the near future.
However, the QA/QCE argued that if there will be any intention to initiate
the quality improvement methodology such as Six Sigma, the cost consideration
can be overlooked. The cost consideration can be compromised if the benefits of
the implementation are believed to be greater than the cost, after further study
to scrutinise and to ensure that Six Sigma implementation plan is aligned with
the company’s business process. Nonetheless, top management must consider the
adjustment of routine for project team members if Six Sigma will change the work
culture significantly. Conclusively, CE1 mentioned that albeit the company has been
trying to incorporate most of the quality management aspects within their project
practices, quality is not the most concerning element in the project management.
35
5.2 EPC Project Management Practices
5.2.1 Engineering Phase

According to the QA/QCE, Engineering phase can be considered as the most
influential phase in the project, as all designs and decisions made within the project
planning in Engineering phase will affect other major aspects in Procurement and
Construction process respectively. Project goals, scope, and specifications are mainly
defined by the project owner prior to the project planning. Project specifications
become the main guidelines to plan and set initial engineering drawing which serves
as the basis of a project. Engineering Team will develop a comprehensive report
calculation covering every division’s estimation of resources and workloads based on
these project specifications, which will be checked internally to review its quality
prior to handing it back to project owner for preliminary review.
In planning phase, the EE1 highlighted the importance of having clear project
specifications, project data and requisition documents, and existing condition of
prospective project site. EE2 also supported this statement by mentioning, “The
most crucial thing is we have a clearly defined project goals, (thus) we can plan
ahead and have an idea of how the processes will look like and what the project will
comprise of.” Beside the view from Engineering Department’s Engineers, the PCE
also agreed upon the statement that the most important factor in project planning
is clear project specifications, in addition to identification of client’s culture, risk,
and available resources for better planning.
One of the Engineering Engineers (EE1) mentioned that the work of inter-
disciplinary divisions tend to be disintegrated in the organisation, and sometimes
lead to conflicted engineering designs. This is caused by the lack of understanding
of other interdisciplinary divisions’ specifications, as the division manager tend to
put more focus only on the specifications for their particular division without really
heeding other divisions’ specifications. Therefore, there could be a chance that the
specifications requested by the project owner are incompatible between divisions.
Hence, according to the EE1, it is essential for all managers in related divisions to
scrutinise the tender proposal document and term of specifications of not only their
own division, but also other divisions. This is to ensure the technical feasibility of
the project and to assess if there is a need for adjustment and deviation from the
initial project specifications.
Additionally, “It is important to have project data, as project data serves as
the basis and foundation of developing overall engineering designs in accordance to
the existing field condition,” said EE1. Thus, it is also substantial for Engineering
Team to be involved in prospective project site survey in order to be able to produce
suitable designs for the project. Process data sheet from the initial proposal should
be produced beforehand in order to start producing design and engineering drawing.
Within this stage, support from management could be seen from how top manage-
ment holds control of credential electronic documents in the server, as most of the
documents which are going to be used for designs are considered to be vital. The
Engineering Team utilises historical data and lessons learned from previous projects
to produce a Project Execution Plan (PEP), which has to cover execution policy
36
and numbers of plans.

Having access to all the necessary data is one of the most critical factors for
Engineering Team. This is to ensure that the project is executed in the right direc-
tion, starting by providing the engineering drawings and designs to be followed by
other departments. It is also necessary that all teams are aware to follow and refer
to the same project documents regardless the number of its revision. EPC projects
deal with numerous documents, spanning from engineering designs, data sheets and
numbers of plans. In this company, there has not been a robust data management
system which enable straightforward tracking and retrieval data and documents.
Therefore, the EE2 mentioned that it could be challenging to keep track that all
teams follow the same version of project documents. The CE2 also mentioned that
there could be disintegration due to confusion of referral document, because of the
number of project document updates and the quantity of the various documents
itself.
Project meetings are essential as the media of update and sharing project
progress, and is attended by every department. Management support is also mostly
shown in project meetings, where they can assign and allocate additional resources
for necessary activities or merely give feedback and reviews based on routine project
reports. However, CE1, CE2, and EE1 all gripe about the inefficient meeting which
tend to take more time than needed. After producing designs, data sheets, and
engineering drawings, the role of the Engineering Team continues in assisting the
Procurement Team to purchase the required tools and equipment based on the de-
signs, and also to assist Construction Team should it have any trouble or issue during
the execution phase.
Both EE1 and EE2 stated that good coordination and communication within
intra-division are necessary to ensure the effective information flow between many
internal divisions. “Coordination and excellent communication flow will minimise
and reduce misinterpretation of information in form of designs, engineering draw-
ings, and other project documents”, stated EE1. Beside coordination within its own
department, Engineering Team also coordinates and works closely with Procure-
ment Team after vendor document has been approved, and Construction Team in
the project site to ensure the plant as the project output operate and function as
expected according to the project specifications.
In addition to that, EE2 also put an emphasis on the role of Engineering Team
together with Procurement Team to: 1) monitor delivery time of each equipment,
tools, and instruments; 2) put pressure on delayed suppliers to deliver the required
materials and resources. Both are to ensure the project can be executed smoothly
according to the PEP. Variance analysis is utilised to analyse resource usage if
there is discrepancy with project plan. “It is crucial that we rigorously stick to
our planned schedule from the very beginning,” said EE2. Each division’s work
and activity is highly interrelated to each other, thus a slack in one division will
ultimately lead to delay for other division’s tasks. The EE2 mentioned that there
have been many cases where project is below quality because one division slacked.
This made other division tried to compromise their delayed schedule by working
faster and thus slightly neglected the quality of their work, in order to still meet the
planned project schedule.
37
Numbers of unfortunate circumstances which cause delay may occur as well,

both that have been foreseen and those which have not been expected. For the
risks that have been foreseen, EE2 mentioned that the project team should follow
the PEP, as the contingency plans for those circumstances are covered in PEP.
The unexpected circumstances have to be dealt effectively by taking flexible and
innovative approach, then recorded for lessons learned in the future. During the
construction phase in project execution, Engineering Team mainly receives reports
from subcontractors and therefore is not involved heavily in maintaining project
progress in construction phase. However, all the data in form of designs, engineering
drawings, data sheets, and other documentations are utilised for benchmarking and
guiding purpose for similar projects in the future.
From the Engineering Team point of view, implementation of a new quality
improvement methodology will theoretically be embraced, as innovation is one of
the main pillars of an EPC firm’s values in order to maintain its competitive ad-
vantage. “EPC firm is ought to always embrace new innovative methods to promote
its quality improvement. We are versatile, adaptable, and fluid; thus always open to
change,” said EE1. The versatility and adaptability is shown by how the company
always combines its company’s standards with the proposed standards and specifi-
cations from project owner to reach the same common ground of a set of standards.
Introducing a new quality improvement methodology such as Six Sigma is perceived
as a good idea, as it may accelerate the project duration and enhance the knowledge
and experience of project team members.
However, EE2 stated there is a need to consider resistance based on routines, as
most of project team members have had experiences and routines for years. There-
fore, introducing a new quality improvement methodology such as Six Sigma might
be a bit challenging, as most of the project team members have accustomed to the
way they have been working with. In addition to that, if there is a plan for in-
troducing a new methodology, “We need somebody who encourages us to implement
those theories into application,” said EE2. In general, EE1 admitted that quality
management has been indicated and can be seen through its set of standards and
specifications. This statement is also supported by EE2, which stated that most of
the project team members usually work based on the job descriptions and follow all
the SOP and WI in executing their tasks to achieve the requirements and project
specifications which have been defined since the beginning; which can be seen as
achieving the expected quality of a project. However, there is always room for
improvement to promote more effective and efficient project management activities.
5.2.2 Procurement Phase

As Procurement Division is a supporting system according to the Procurement
Engineer (PE) himself, he argued that one of the core in project planning phase
lies in Process Subdivision within the Engineering function. Within Procurement
Department, it is critical to develop an Inquiry Plan which covers detailed plans of
when Purchase Orders have to be sent out, the time for kick-off meetings for every
vendors, and the duration of material inspection. PE also added the necessity of
enforcing an organised transportation mechanism as well as transportation method
38
to ensure the quality of materials when they are shipped to project site. In addition
to a detailed Inquiry Plan, the PE also emphasised the importance of minimalizing
error in material take off to avoid repurchase which ultimately will lead to delay.
Therefore, it is important that every PE are familiar with every required material
as well as their delivery lead times, whether it has long or short lead time. EE2
also highlighted the importance of knowing the delivery time of each instruments,
equipment, and tools.
Having adequate knowledge of each of the required resources and their deliv-
ery time aims to prioritise their certification for delivery. This to ensure all the
procured materials comply with the specifications and quality, where the prioritisa-
tion is made based on the length lead time per items. Moreover, this is necessary to
maximise preparation of project budget and schedule after ensuring it complies with
the expected quality from project owner. The PE mentioned that there were some
cases where projects were delayed due to inadequate knowledge of lead times and
incomplete purchase. This resulted to the Procurement Department had to make
another request for the required equipment, which created more delay—especially
for equipment with long lead times.
Procurement Department has to be selective and has to do preliminary surveys
as well in deciding qualified vendors as their main supplier, as the main supplier will
affect the quality of project. To ensure that the prospective main suppliers will be
able to supply qualified materials, they have to prove their financial capability by
providing their bank statements to show they possess the required available fund
resource. “Lastly, it is also important to plan ahead the methods of transportation
and material transfers based upon the availability of transportation and the location
of project site,” said the PE. PE explained that it would be helpful to have a real
time supplier database management which will help expediting procurement process
in planning phase. This kind of database management is expected to be able to assist
engineers to distinguish materials lead times to plan procurement activities ahead.
The PCE also supported this statement by mentioning that having tools, system
and progress measurement procedure will enable the procurement phase to expedite
procurement stages from inquiry, technical feasibility study, award, and purchase
order.
When the execution phase has started or when construction phase has begun,
it is necessary for Procurement Department to proactively follow up all suppliers to
deliver project materials based on Inquiry Plan and according to schedule. Besides
cost, time of negotiation in procurement activities has to be suppressed as well, as
most of suppliers tend to have delay when delivering materials. Therefore, Pro-
curement Department has to be able to mitigate this tendency by providing time
allowance for material deliveries. In addition to that, PE argued that it is impor-
tant to have a logical payment scheme for main suppliers. Therefore, they will be
able to purchase the required materials for project succeeding activities without any
financial obstacles.
The PE also mentioned that in execution phase, another challenge is a project
always tends to be delayed due to the complicated administration and bureaucratic
mechanism. Most of the administrative and bureaucratic activities are still done
manually with paper works and has not been digitalised using an integrated system
39
in a software such as Systems, Applications and Products (SAP), which will improve
all the procurement processes and activities to be more effective and efficient. An-
other thing which was highlighted by the PE is about decision making process and
role delegation. “In this complicated administration and bureaucratic system, the
lack of proper role delegation also leads to project delay, as nobody wants to make
a decision for urgent matters,” said the PE. The PE predicted that having a more
simplified administrative system will help speeding up most of project activities in
general.
Conclusively, the PE emphasised on the needs of a standardisation where ev-
ery project team members who are involved in procurement activities has to have a
solid product knowledge for required materials and their lead times, current market
price, and networks for material acquisition. Moreover, from the Procurement De-
partment’s perspective, the integration of quality improvement methodology such as
Six Sigma will always be welcome in spite of consideration of company’s assets and
capital, especially if it helps simplifying the slow and complicated administrative
processes in procurement activities.
5.2.3 Construction Phase

In the construction phase of most of the projects, there are incentives for every
project milestones which are provided by the project owner. These project mile-
stones become the project gates for construction and defined by the project owner,
with discussions and agreement with the related departments and functions based
on the project schedule.
Communication and Coordination

From the Construction Department’s perspective, the most important factors
to be taken into consideration in the project planning phase is the inter-department
communication. The whole inter-department communication will affect the accuracy
of resource allocation estimation, project budget planning, and project scheduling.
CE1 and EE1 mentioned that inter-department communication in planning phase
is needed to produce resource allocation plan based on bill of contracts, where each
department is involved in estimating their own resources. It is also essential to keep
the Engineering Department more aware with the actual condition of the project
field environment to produce suitable engineering drawings and designs which can
be implemented optimally.
According to the CE1, poor communication in their projects leads to over bud-
get and overschedule, which still happens once in a while. Lack of inter-department
communication is mostly occurred in update of project information, and cause a
great deviation of project resource allocation. This poor inter-department com-
munication mostly happens in revision of drawings’ from Engineering Department,
new substitute vendors, and new estimation of resource allocation. Beside the ex-
cellent inter-department communication, a sufficiently clear set of project scopes,
requirements and tasks assignations are also crucial in the project planning phase.
Nonetheless, the CE1 stated that from the Construction Department’s perspective,
the top management support in project planning has not been adequate in spite
40
of its cruciality. This might be caused due to the intangible deliverables in project
planning in construction phase.
Similar with project planning, the CE1 highlighted that communication is one
the most important factor which needs to be taken into account seriously in project
execution. He admitted that in most of projects, most of the project team members
are confused to whom they should report or from whom they should obtain informa-
tion and clarification. Supporting the opinion from CE1, CE2 also mentioned the
importance of following the Project Execution Plan (PEP) rigorously, where a com-
munication and coordination plan within Construction Execution Plan (CEP) has
been defined well. “Within PEP, coordination plan, clear tasks of each departments,
and the Work Breakdown Structure (WBS) are already covered in detail. Following
PEP and its detailed plans helps project to run smoothly,” said the CE2. The im-
portance of communication in project execution—especially in construction phase
was also highlighted by the PCE, who argued that a project will not be able to
run smoothly without excellent coordination between interdisciplinary divisions in
project site. Both CE1 and CE2 also highlighted the importance of effective and ef-
ficient project meetings as the most crucial tool of communication and the accuracy
of project forecasting. “We have to be able to forecast the unseen, and not only rely
on the historical data. Otherwise there will be a lot of reworks due to the inaccuracy
of forecasting,” stated the CE2. In addition to that, CE2 also believed that work
flow management amongst the three different departments could be improved to be
more aligned and integrated.
Another important thing which should be taken into account in project execu-
tion according to the PCE is the resources in terms of management, man, money,
market and machine. These resources should work hand in hand in collaboration
to understand the requirements from project owner, thus will be able to deliver a
project output which meets project owner’s requirements.
Project Data Gathering

During the project execution, The Construction Team rarely record any kind
of data. “We only record data if the project owner requests for it, and the project
owner only requests for a particular set of data if it is going to be used for their
operational activity,” stated the CE1. The type of data which sometimes is requested
by project owner usually revolves around drawings from Engineering Department
and drawing revision during the execution, which is documented by a tool called
Field Sketch. This revision data shows the deviation from the engineering drawing
with the actual instalment in the field. The PC Team actively records and reports
project data daily in Microsoft Excel, where the measurement usually emphasises
on project productivity and project outcome. However, this data is still stored in a
manual database.
This inputs in Microsoft Excel then are sent to the relevant management and
Project Control Team to be processed. Based upon the recorded data, productivity
analysis and progress monitoring are performed by using Earned Value Analysis
which will give Schedule Performance Index (SPI) and Cost Performance Index
(CPI). Beside Earned Value Analysis, Variance Analysis is also performed to detect
any deviation from the baseline plan and to find the respective solutions for each
41
obstacles of measured work items. The analysed data is utilised for the basis of
decision making, technical comparison and improvement; especially when the data
shows concerning progress of project, i.e. intolerable over budget and delayed, where
management will put considerably more focus and concern on a particular area to
allocate more resources to speed up the progress of project or to shift to another
construction methods, and other decisions. For the long run, the recorded data is
utilised for project performance forecast in the future and lessons learned to avoid
any similar issues to occur again in the rest of a project.
According to the QA/QCE, QA/QC Division utilises non-conformance reports
from the overall project, which is the comparison between the initial targets defined
in QA/QC Execution Plan within PEP and the actual implementation on project
site and project owner’s satisfactory. Based on this, mostly project managers will
be advised by Project Control Team to take action if there is any deviation based
upon the recorded data. However, The PCE also pointed out the inefficiency of
project data gathering, where the Project Control Team has to meet every person in
charge (PIC) from each sub-divisions to have the update for their works due to the
collection of data progress is still done manually. The PCE stated this inefficiency in
data recording could be improved by having an integrated data system where every
PIC can update their work progress through this system, thus the Project Control
Team will be able to monitor the progress through this server. In addition to that,
a project needs to be monitored and scrutinised on a continual basis whether it
has followed the initial design from the engineering drawing throughout the entire
construction phase. “The Inspection Test Plan and Site Acceptance Procedure which
have been defined and agreed at the beginning of the project should be utilised as the
main guidelines to monitor and to detect any deviation,” stated the QA/QCE. When
it has reached its mechanical completion, the focus of project monitoring is slightly
shifted to the safety of the project output and its operational ability.
Project Improvement
In CE1’s opinion, the project organisation which is mostly matrix based in-
hibits efficiency of project. As most of the project members work on many projects
in parallel at the same time, they tend to be less focused on one project due to
the multiple assignments that they need to complete. Project human resource is
also lacking of training to develop personnel competence. Most of the project team
members relies on independent self-development and self-taught learning due to the
inadequate human resources training. According to CE1, introduction of a new
improvement quality methodology such as Six Sigma theoretically will always be
welcome especially by management level, as this kind of methodology is foretoken
for more competent project team members and increased project productivity, which
will enhance the company’s profitability and competitive advantage. The PCE also
stated that this may of course bring improvement of quality if it is executed success-
fully, which will ultimately lead to not only the efficient use in budget and resource,
but also effectivity in the context of project execution duration.
However, the cost of the trainings should be considered, as well as the resistance
to change. “Not everybody in a project team is open to change, especially those who
think that they are already experienced. Therefore, high level management needs
42
to be highly involved in order to enforce the middle and lower level to accept the
change,” stated the PCE. According to both CE1 and CE2, apparently there are
some numbers of project team members who tend to be sceptical and pessimistic as
well with project management knowledges and framework; and perceive it as merely
a theory albeit the fact that the company is mainly project based. This might be
caused due to the lack of awareness of quality management and quality improvement
by project team members, as they have not really engaged and felt the necessity in
implementing nor improving quality.
5.3 Views from Professional Practitioners on Six

Sigma Implementation in EPC Projects
5.3.1 Current Condition of Quality Management in EPC
Projects and Construction Industry
According to the Construction Management (CM) researcher who is also the
manager of operations and project support at one of the biggest Swedish construc-
tion company, there is a great variety in the standard in nowadays EPC projects
in the context of the procedure and the methodologies, despite of the fact that it
still follows the same main framework. Therefore, there is an urgent need of stan-
dardisation for established working procedures to collect and to share information,
as information flow is very important. The CM researcher argued that albeit most
of the companies self-proclaim to strive to comply with the same procedures under
some particular standardisation frameworks, a great variety in the project process
when conducting the project is still found when the project is scrutinised in details.
Therefore, she mentioned that it is important for most of the companies who run in
construction industry—including EPC firms—to establish a robust standardisation
system then to manage their projects in accordance to it. Without a robust stan-
dardised system, there will be no solid measurement which can be utilised as the
basis of implementation of Six Sigma or other similar quality improvement method-
ology or tools.
Hitherto, the quality in EPC firms is commonly assured by following up the
procedure requirements from the client constantly, in addition to having Project
Quality Assurance and Process Quality Assurance. However, this activity mostly
still relies on having very skilled persons out in the projects who are capable in
assuring that the projects reaches quality, instead of having a standardised system
which can be followed upon. Therefore, the QM researcher claimed that this cannot
be considered as a robust Quality Management system, as it depends on the human
instead of on a standardised system.
The Six Sigma consultant also mentioned that “It is highly important that
the firm is aware how Quality Management can support a firm in monitoring and
ensuring their projects are on track”. One of the biggest factor which drives a firm to
implement a quality improvement method is this awareness of utilisation of Quality
Management and attempt of implementing quality improvement method, which may
lead to the less hassle project execution. By having a Quality Management system,
43
possible failure modes—particularly in the middle of project execution phase—can

be identified at the beginning of project planning. Hence, prevention, mitigation,
and contingency plan can be developed once these failure modes have been identified
through the Quality Management system, integrating it with Risk Management
Plan. Failure in project processes due to the absence of Quality Management will
affect other critical elements of project execution.
Furthermore, according to the Six Sigma consultant, having Quality Manage-
ment will enable a project based firm—either fully project based or partly project
based—to map the Critical to Quality (CTQs) for every project process. Hence,
this CTQs can serve as a basis for choice of measurements and guidelines which will
be used in the project to monitor the project against the quality plan and project
control plan. “Identifying CTQs, which is part of Quality Management, will further
provide us a dashboard to monitor whether the project is on track or not,” stated
the Six Sigma consultant.
According to the CM researcher, unfortunately not every firm is fully aware of
how significant the result of implementing a Quality Management system let alone
a quality improvement method, as they do not really feel the necessity and urgency
of incorporating it at present. Rather, the CM researcher mentioned that there is a
small suspicion that most of EPC firms or other construction company are certified
under some certain institutes’ standards to merely have a certified status. This
certification and status are beneficial to ensure the prospective clients the quality of
their services.
5.3.2 Critical Success Factors

In order to pinpoint the critical success factors (CSFs) for implementing Six
Sigma then integrating it with project management framework in EPC projects, The
Six Sigma consultant argued that there is a need to identify each project process first
in EPC projects to produce the relevant CSFs, then to transform it into CTQs in
order to define the suitable measurement tools for the project dashboard to monitor
the project. Since Six Sigma is commonly applied in manufacturing industry in-
stead of in construction—or more particular—EPC projects, there might be a slight
difference of CSFs in more detailed levels, albeit the general concept framework is
the same.
“This may sound cliché and very theoretic, but I cannot deny that top man-
agement commitment is one of the CSFs of Six Sigma implementation,” said The
Six Sigma consultant. With the top management commitment, most of resources
required for Six Sigma implementation can be obtained easier, as it will have more
supports from all different yet integrated departments of projects. Top management
commitment will also encourage project team’s engagement to contribute or even
to certify themselves to be a belt and to support the implementation of Six Sigma
within their projects. According to The Six Sigma consultant, all of the explanation
of initial implementation of Six Sigma may seem overwhelming, as it looks like it
requires a lot of efforts for commitments and resources for initial investments at the
beginning. However, he assured that the gain which will be obtained at the end of
the project is so much greater, that even all of the efforts and resources which have
44
been put in the beginning will not account for more than 10% of the gain in terms
of cost saving.
In the defining phase, it is highly important that the Champion or Project
Manager identifies and creates a statement of opportunity for improvement for the
project. A solid project charter is also mentioned to be one of the most important
factor that needs to be defined carefully, as all of the project objectives, scopes,
and specific requirements are stated in the project charter on an official paper.
An adequate knowledge for the project deliverables, the existing business process,
and a robust communication plan is also one of the key of successful project, as the
communication channel for the information flow has been made clear. This supports
the statement from The Construction Management researcher which mentioned the
importance of “sharing knowledge and information to ensure that not only every
successful actions, but also abnormality is captured in each of the project process.”
Other important aspect that needs to be taken into account seriously is the
awareness of every project team member of the project schedule, which has been
mapped at the beginning in the planning phase. The project schedule has to be so-
cialised to the project team and attached to their outlook agenda for daily reminder.
By having the project schedule in their mind, project team will have tendency of
performing in a quick pace to meet project milestones, as they are more aware with
critical things in regards to the project milestones. To ensure the information flow,
both The Six Sigma consultant and The Construction Management researcher em-
phasise the importance of daily face to face meeting for reviewing, updating daily
plan, addressing results and issues, and reporting progress based on the S-curve for
monitoring. Again, this will ensure the stable information flow, which plays one
of the most critical role in Six Sigma implementation and in project execution in
general.
Another thing which is still relevant to project schedule is gate review, which
is an activity for every project milestones to discuss, review, and revise project
progress. Gate review is necessary to be conducted in every project phase with the
top management involvement. In gate review, the project manager has the oppor-
tunity to address project’s obstacles, then requesting supports from project owner
and project sponsor. Gate review also helps the project team to monitor whether
the project is on track based on the schedule. However, there is a need of estab-
lishing a ‘quick win implementation’ in each phase of DMAIC, which is a quick, yet
practical and feasible to do list to be implemented with a bold result. Quick win
has to have several factors to be eligible as quick win implementation, such as easy
to be implemented in regards of cost and time without deep and intensive analysis,
quick and has bold result, easy to be monitored, and has the approvals from the
impacted process owner. “This quick win is very handy for a project which is likely
to have changes in its scope, which mostly happens due to immature planning and
lack of commitment from project stakeholders especially from the top management
or Champion, project sponsor, and the project leader itself,” said The Six Sigma
consultant. Having quick win implementation will enhance project manager’s op-
portunity to obtain more support for the project. Therefore, it is important that
the gate review meeting is attended by the top management which possesses power
decision to agree upon the quick win implementation.
45
The need of having an appropriate analysis through data stratification was

also emphasised in the interview. Prioritisation is mapped in Paretto Chart, then
hypotheses for quantitative data are used using various relevant statistical tools
according to the type of data. On the other hand, qualitative data is analysed using
nominal group technique and consensus mechanism, where every function of project
cross-functional team has to be present to represent the view and need of their own
function and analyse the data objectively.
5.3.3 Considerations, Benefits, and Obstacles

The most influencing consideration of implementing Six Sigma within a project
management framework in a construction industry—including in EPC firms—is the
cost saving factor, as it is the most tangible outcome which can be evaluated. How-
ever, before starting to plan the implementation of Six Sigma or starting to initiate a
Six Sigma project, companies have to consider their current resources in the context
of time and financial resource, as well as their human resources. A small feasibility
study ought to be developed to evaluate the worthiness of incorporating Six Sigma
within their project management framework or initiating a Six Sigma project. To
start implementing Six Sigma, there is a necessity to have at least a Black Belt
certified as the Project Manager, not to mention other belts. Certifying human re-
sources to be Black Belts need training, which requires time and financial resources.
In addition to that, every internationally-certified belt requires incentives, as these
people work harder than others. Thus, a company has to be really sure that imple-
menting Six Sigma within their project will yield to much greater gain compared to
their initial investment through their resources.
According to the Six Sigma consultant, the most tangible benefit from imple-
menting this method is equal with the benefit consideration, which is cost saving.
Reducing errors and defects in the construction project will lead to the more effec-
tive use of both tangible and intangible resources such as material and time, and will
avoid the need of rework due to the substandard deliverables. “Moreover, client’s
satisfaction will be enhanced as well, thus the company will be seen as a bonafide
company and will most likely have a good image in the construction market,” added
the Six Sigma consultant. In addition to that, Six Sigma will provide other ben-
efits which are more intangible in multi-disciplinary areas of project. Generally,
the project team member will have more structured mind sets to identify problem
quicker with more compliant and disciplinary work attitudes.
However, introducing then implementing Six Sigma within a project manage-
ment framework in an EPC project is not without obstacles. The Six Sigma consul-
tant stated that most of the obstacles lie on managerial level, as the Six Sigma is not
initiated from the top management. Rather, it may be initiated from the Managing
Director or Quality Manager who tends to be more aware with the necessity of having
a quality improvement method embedded within projects. If this is the case, the Six
Sigma will become less prioritised and thus will have very limited support from the
top management, which leads to inadequate or even no resources provided from the
top management for the human resource training and other required facilities. The
Six Sigma consultant also mentioned, “There will most likely be conflict of interests
46
amongst managers in each different department, if Six Sigma is not initiated from
the top management.”, as they will not really feel fully-integrated to support the Six
Sigma, and thus will lack of the sense of belonging of the Six Sigma implementation
in the project. Other obstacle that may arise is the low interest of the project team
towards Six Sigma implementation, due to the resistance towards change that they
need to face when incorporating Six Sigma. Some people will feel under pressure
with targets that Six Sigma project strives for, and thus will be reluctant to support
it in the first place.
5.4 Summary of Empirical Findings

All the interviewees agreed upon the statement that the main driving factor of
implementing Quality Management is the project owners or the customers itself, as
one of the company’s values lies on “focus on customer”. In EPC projects, quality
is the matter of conformance to the defined requirements to reach customer satis-
faction, instead of delivering the highest quality of project deliverables. Another
driving factor for implementing quality rigorously is believed to come from a part-
ner within consortium (alliance integrated team). It is also revealed that EPC firms
have not put a considerably emphasis on quality within their projects, and merely
follow the project specifications from the project owner.
There have been some challenges that the company faces in conducting their
EPC projects. The following Table 5.1 summarises the most often encountered
challenges in each phase of project lifecycle and in which phase of project they
appear.
Table 5.1: Summary of most often encountered challanges in EPC projects
No. Challenges E P C
1 Conflicted intra-divisions engineering designs/incom-
patible specifications
2 Unfit drawings & designs with the existing project site
3 Time consuming bidding process
4 Inadequate knowledge of equipment lead time
5 Incomplete purchase
6 Complicated administrative & bureaucratic process in
project activities
7 Encouraging on time delivery to suppliers
8 Unclear command line
9 Disintegrated inter-departments work flow
10 Additional and overlapping works, re-works
11 Less focused on tasks
12 Access to update, share, and retrieve project data and
project information
13 Inefficiency: project data gathering, meetings
The following Table 5.2 summarises the most important factors and highlighted
47
concerns that needs to be taken into account in conducting EPC projects according
to the interviewed engineers, who deal directly with EPC projects every day. These
factors contribute to the ideal vision of project lifecycle to deliver a smooth project
according to the interview results. The factors are divided for each phase of project
lifecycle based on Engineering, Procurement, and Construction phases.
Table 5.2: Summary of important factors for ideal vision of project lifecycle
based on EPC phase
Engineering Procurement Construction

Initiation • Sufficiently clear • Agreement upon
project goals revised project goals,
scope, specifications
• Sufficiently defined • Adequate process • Inter-department
project specifications data sheet communication
Planning from project owner
• Top management • Selective decision • Clear project tech-
support for access of process for qualified nical requirements
necessary data suppliers
• Adequate project • Supplier database • Knowledge and
data, process data management deep understanding
sheet, and requisi- of engineering draw-
tion documents ing
• Knowledge of • Development of • Clear tasks assig-
existing condition of a logically sturdy In- nations
prospective project quiriy plan
site
• Product knowl-
edge for required
material/resource
and their delivery
time
• Project meetings • Minimisation of • Clear commu-
error in material take nication channel and
off non-ambiguous com-
Execution
mand line
• Access for all nec- • Follow ups for re- • Coordina-
essary data source deliveries tion and collab-
oration between
sub-divisions and
intra-disciplinary
• Intra-division co- • Logical payment • Compliance to
ordination and com- scheme for suppliers planed schedule and
munication flow PEP rigorously
48
• Less compli- • Aligned and

cated administrationintegrated work-
and bureaucracy flow management
mechanism amongst E,P, and C
Departement
• Flexibility and
adaptability to
improve based on
project versatile
condition
• Stakeholder man-
agement
Monitoring • Awareness of re- • Role delegation • Accurate and
and source delivery time for contingen deci- fast project report →
Control sion making integrated real-time
project data system
• Compliance • Familiatrity of
to planned schedule Inspection Test Plan
and PEP rigorously and Site Acceptance
Procedure
Drawing a rough preliminary conclusion from most of the interviewees-particu-

larly from The Six Sigma consultant, the key success factors in implementing Six
Sigma in EPC projects might lie on the support and commitment from top level
management. This is to encourage the engagement for reformative change within
the system when introducing a new quality improvement methodology such as Six
Sigma, against the potential resistance from the experienced project team members
who might be reluctant to change. There is a need to have somebody who is com-
petent to be able to drive the project team to implement theories into application,
preferably a certified Black Belt. However, long before that, the Six Sigma consul-
tant suggested that EPC projects need to identify relevant measurement tools from
each project process beforehand. These measurement tools will be used for creating
a project dashboard to ensure the traceability of a project. Moreover, it is also
important to have a well-established system for knowledge and information sharing.
According to the Six Sigma consultant, the benefit of implementing quality
improvement methodology such as Six Sigma is greater than its cost of investment.
The benefits which are expected by the firm greatly span from acceleration of project
duration to increased project productivity, which will result in cost saving. This will
lead to efficient use in resource and effectivity in project duration, simplification of
slow and complicated administrative processes, and enhancement of knowledge and
experience of project team members. However, there are some cost and obstacles
which need to be considered as well. These considerations are mainly come from
cost of training, resistance based on routines from those who have accustomed to
the way they have been working with, and scepticism as well as pessimism towards
a novel method which is about to be introduced to EPC projects.
49
50
6
Analysis and Discussion
This chapter presents an analysis of the findings from the empirical material in
previous chapter, which is contrasted against the theory presented in the Literature
Review chapter. The analysis is mostly done based on DMAIC structure of Six
Sigma to draw a line for affinity. Furthermore, a discussion for the outcome of the
analysis is presented for the reader to have a better perspective and understanding
of the analysis.
6.1 Key Activities and Players Involved in EPC

Projects
There is a set of main stages in EPC projects which is derived mainly from the
secondary data obtained from company’s business process document. Within these
main stages, the key activities are gathered from guidelines for EPC project man-
agement documents, and combined with the materials obtained from the interviews
result. The key activities are obtained from the interviews, based on the ideal vision
of EPC projects that the engineers wish to achieve.
The main stages along with their key activities, output products for each stage,
and key players are listed and presented in Table 6.1 in the next page. These main
stages and key activities are sectioned based on the Six Sigma Project methodol-
ogy DMAIC phases by Rever (2010). Furthermore, these main stages and their
key activities are identified based on the Six Sigma implementation success factors
summarised by Sharma and Chetiya (2012) from several different authors. Identify-
ing the main stages and their key activities are done to observe whether they have
been covered by the theories found in the literature review; and if so, which success
factors does each main stage and its key activities support and correlate to.
From the Table 6.1 below, it can be seen that most of the key activities for
ideal vision of EPC projects in the case company are covered by the success factors
defined by Sharma and Chetiya (2012). Further analysis of the Table 6.1 is divided
into the DMAIC. The results show that in the Define phase, the key activities
which are considered to be important can be summarised into several main crucial
activities. These are the formation of organisation, project specifications gathering
from the project owner, then developing a comprehensive and detailed project plans
which cover every detailed aspects in different areas of the project based upon the
gathered project specifications. The main activities for EPC projects in the case
51
6. Analysis and Discussion
company in Measure phase deals more with designs and documents. Thus, the
summarised critical main activities in Measure phase are producing engineering
designs according to the requirement and specifications, verifying and validating the
alignment of designs, then managing all the produced documents to be accessible
by the project team.
Analyse phase in EPC projects continues with verifying designs to be con-
verted into requisition for purchase and most of evaluation activities for suppliers
and subcontractors performance, and also for project materials, fabrication, and
manufacture. Verifying all the designs including engineering drawings, data sheets,
fabrication drawings, and other documents, will allow the project team to decide
whether they can proceed to the construction phase with the qualified designs as
the basis of their work. Moreover, evaluating suppliers, subcontractors, material,
fabrication and the manufacture process will provide the project team with the idea
of the status of their project. The project team will have an image whether all the
required materials and equipment needed to start the construction of the facility are
available, and what required actions should be taken to proceed the project.
In the Improve phase, the EPC projects mainly deal with construction works ac-
tivities which have to adhere to the predetermined detailed project plans and project
Work Breakdown Structure. This also includes mechanical completion, where con-
struction data is recorded for immediate improvement actions for the ongoing project
if needed, or for future lessons learned. In the last phase, the Control phase, the
main activities mainly cover recording, registering and reporting project data, as
well as evaluating and analysing variance and deviation for resource allocation and
taking necessary corrective actions.
Table 6.1: Summary of key activities and success factors for ideal vision in EPC
projects (on elaboration)
Phase
Success Factors
(Rever, 2010) Stage Key Activities
(Sharma and Chetiya, 2012)
PM 6s
Initia-
• Feasibility study • Cross-functional organisation

ting
Project acquisition • Project organisation formation • Project choice and leadership

• Project launching • Project championship, staffing
Project contract review • Ensuring technical requirements are well • Workflow management systems
defined and understood
• Understanding acceptance criteria • Metrics and measurement
Define
Requirements documenta- • Defining scope of work, deliverables list, • Richt tools

Planning
tion and management requirement management, Work Breakdown

Structure (WBS)
• Identifying requirement gap analysis • Workflow management systems
Compling Project Execu- • Producing detailed execution plan (EP) • Cross-functional organisation
tion Plan (PEP) for each division
• Identifying schedule and cost management • Availability of resources
Design, preparation, de- • Ensuring adequate design input to start • Cross-functional organisation
sign requirements confir- design execution
mation
• Verifying input • Right tools
• Availability of resources
Design execution, verifica- • Ensuring alignment of designs • Management commitment
Measure
tion, review, validation

• Interdisciplinary checking (review, verify) • Metrics and measurement
of desgin output documents
• Functional testing for all equipment
Management and control • Managing all the required documents • Cross-functional organisation
of document
• Ensuring access to and retrievability of • Workflow management systems
documents
Verification of requisition, • Ensuring Request for Quotation (RFQ) • Supplier collaboration
T&C, cost, schedule meets contract requirements
• Ensuring term & condition for purcase
order and clauses are aligned
Executing
Analyse
Expediting • Ensuring and managing fabrication pro- • Supplier collaboration

cess and in time delivery materials transport
• Inspecting and testing equipment
52
Evaluation of suppli- • Evaluating technical and commercial ca- • Supplier collaboration

ers and subcontractors pability of suppliers
performance
Material, fabrication, • Ensuring adequateness of material han- • Supplier collaboration
manufacture evaluation dling procedures
• Assessing fabrication environment and • Availability resources
prcedures
Field document and field • Ensuring field documents and designs are • Workflow management systems
design control well-distributed
Construction work • Ensruing project activities follow proce- • Workflow management system
dures, WBS, and schedules
• Work and organizational work-
Improve
force
Field inspection and non- • Storing calibration and testing notes • Right tools
conformance monitoring
• Evaluating conformance to requirements • Metrics and measurement
Monitoring
• Inspecting and reviewing construction • Management commitment

work
Mechanical completion • Collecting construction data record for • Right tools
each design documents
• Registering non-conformance • Construction and installation
• Metrics and measurement
Recording and document • Recording and checking data operation • Right tools
control plant
• Registering non-conformance • Metrics and measurement
Project quality audit and • Ensuring and evaluating quality confor- • Right tools
Controlling
operation control mance activities from QMS

Control
• Reporting project progress report • Metrics and measurement
Cost and schedule control • Recording data and progress controlling • Right tools
• Analysing variance and deviation • Metrics and Measurement
• Re-allocating resource, taking corrective • Resource availability
actions
• Management commitment
Albeit the success factors are divided into seven groups, they still correlate
and support one another instead of abiding independently. One example is how
choice of project champion is interlinked with both quality of project leadership
and management commitment. This statement is drawn from the case that project
champion is chosen by the management and possess the authority to use resources
for completion of a certain project, which is related with the capacity and capability
of a project leader. The following Figure 6.1 illustrates success factors which are
found to be similar and slightly overlap one another.
Figure 6.1: Interconnected and interlinked success factors of Six Sigma projects
(on elaboration)
The results from the study also support that these groups of success factors cor-
53
relate and support one another. In one of the interviews, one of The CE mentioned
that resources allocation may be increased by the top management when a project
is found to be behind schedule, after it is identified by the predetermined measure-
ment. Another interviewee also mentioned that management commitment plays an
important role in choosing the project for the team, besides choosing the competent
project champion and project leader. Moreover, management commitment also set
the basis of education, training, and proper staffing to ensure an excellent workflow
between different departments and subdivisions. Cross-functional organisation is
also highly related with the work and organisational culture, as mentioned by one of
The EE. She stated that having the same common ground of work ethic and similar
organisational culture will enable a better-performing team, which can be perceived
as an excellent coordination of workflow between cross-functional organisation.
6.2 EPC Project Success Factors in Scale Items

and Challenges Faced in EPC Projects
In this section, the aforementioned success factors of the implementation of Six
Sigma project management summarised by Sharma and Chetiya (2012) are broken
down into its scale items. These scale items are contrasted against the findings
from the empirical materials in the Table 6.2 below. The findings are contrasted
to find out whether each of the scale items was found in the findings, and whether
it was briefly mentioned or even discussed in the interviews in each department
and from the professional practitioners. Furthermore, these scale items will be
scrutinised whether it may address the challenges which are most encountered in
EPC projects according to the interviewed engineers. There are many challenges
associated with the EPC projects in regards to the project management practices.
Most of the challenges are linked to several project management knowledge areas,
such as project integration, scope, human resources, and communication.
Based on the Table 6.2, it can be seen that most of the success factors’ scale
items are found in the empirical findings regarding the key activities for ideal vi-
sion in EPC projects. Some of the scale items for success factors in EPC projects
are notably emphasised by most of the interviewees, which are: 1) a good mea-
surement assurance system, 2) linking to customer, 3) identifying and developing
appropriate metrics and deliverables, 4) an integrated process flow and management
system, 5) availability of infrastructure and resources, and 6) level of management
commitment. The scale item which was most discussed and considered to be highly
important by all the interviewees is an integrated process flow and management
system. This indicates that most of engineers involved in EPC projects believe that
the current practices of EPC project management are still lacking of integration and
coordination, mostly within its project process and managerial activities.
54
Table 6.2: Success factors and scale items (Sharma and Chetiya, 2012) found in EPC projects (on elaboration)
No. Factor Scale items Engineering Procurement Construction QC/QA Project Professional
Control
1 Capability assessment and enhancement of
the supplier
2 Right tools, measurement Innovation management and desing capabil-
innovation and supplier ity
3 collaboration Long-term supplier collaboration
4 A good measurement assurance system
5 Application of right tool mix
6 A creative problem solving approach
7 Formation of cross-functional teams
8 Cross-functional organisa- Linking Six Sigma to corporate business
tion strategy and goals
9 Process mapping and reegineering
10 Intensive education and training of work-
Education, metrics, mea- force
11 surement and workflow Linking to customers
12 management system Linking to employees
13 Identifying and developing appropriate met-
rics and deliverables
14 An integrated process flow and management
system
15 Work and organisation Development of right work culture
16 culture Motivating the workforce
17 Project choice and leader- Quality of project leadership
18 ship Selection of the right project
19 Project championship and Choice of project champion
staffing
20 Management commitment, Availability of infrastructure and resources
21 availability of resources Level of management commitment
Legend
Not mentioned
Briefly mentioned
Mentioned and discussed
55
According to the referenced author, Sharma and Chetiya (2012), an integrated

process flow and management system is highly related to information and commu-
nication management system. This proves how critical it is to have an integrated
workflow, as having an integrated information and communication management sys-
tem can be the most appropriate solution to address several challenges which are
most often encountered in EPC projects. Several challenges according to the find-
ings that can be dealt by having an integrated information and communication
management systems are: 1) conflicted designs, 2) unfit drawings and designs, 3)
unclear command line, 4) disintegrated inter-departments work flow, 5) additional
and overlapping works, 6) access to project data and information, and 7) inefficiency
in project data gathering. Conflicted designs and drawings of instruments between
departments can be addressed by having access to information and supported with
excellent intradepartmental communication, as the engineers will have better and
robust channels to verify and validate their works. Having their works verified and
validated may reduce the disintegration inter-departments, which will ultimately
lead to less additional and overlapping works.
The next scale items which were most discussed are identifying and developing
appropriate metrics and deliverables, and management commitment. The involve-
ment of management as one of the most critical success factors has been mentioned
in numerous literatures such as Lee (2002), Anthony and Banuelas (2002), Ponce
and Zahaf (2004), Anthony (2004), Kumar (2007), Nonthaleerak and Hendry (2007),
Davison and Al-Shaghana (2007), Shanmugam (2007), Chau et al. (2009) and De-
sai et al. (2012), and has also been proven to be critical in EPC projects based
on the findings. It is undeniable that management commitment has been overem-
phasised, and in this case it also may address the challenge of: 1) complicated
administrative and bureaucratic process, 2) unclear command line, 3) disintegrated
inter-departments work flow, 4) less focused on tasks, 5) access to project data and
information, and 6) inefficiency and project data gathering and meetings. Having
the commitment of management means more involvement of the top management
itself within the project activities. Therefore, they would be aware of any inefficient
and complicated administrative and bureaucratic process, and would likely to solve
it faster. The management who is involved more in the project would notice as well
if the project team is less focused due to too many tasks to be handled, and would
most likely support the project team by allocating more resources or work force
to. Assuredly, the commitment of management may also serve as the key driver
in delivering effective most other success factors. Having appropriate metrics and
deliverables was also found to be one of the most important item according to the
findings, where the application of appropriate metrics and deliverables may address
several of measurement-related problems in EPC projects. Since Six Sigma is a
data driven methodology, proper usage of appropriate metrics and deliverables is
required.
After the three aforementioned scales, the next two most important scales
are a good measurement assurance system and availability of infrastructure and
resources, then followed by linking to customer. Again, most of the engineers as
well as professional practitioners which were interviewed emphasised the need of
having an excellent measurement assurance system. Presumably, they expect that
56
by having good measurement assurance system, several challenges that they often
encounter may be addressed as mentioned in previous paragraph, as they have had
a structured and systematic process to ensure the achievement of implementation of
project activities. Availability of infrastructure and resources may solve the challenge
of: 1) inadequate knowledge of equipment, 2) less focused on tasks, 3) re-works, 4)
access to project data and information, and 5) inefficiency in project data gathering.
With adequate infrastructure and resources—supported by management, project
team will have more resource to scrutinise the need of equipment to comply with
the requirements, to expedite and deal with the administrative and bureaucratic
project activities, and to ensure that the project is done effectively and efficiently
with sufficient access to project data and information to prevent re-works.
EPC projects have to link its business to customer and take their expectations
into account, as the company puts a considerable emphasis on its customer and its
main business deliverables lie heavily on customer’s requirements. As suppliers can
be considered as external customers as well, linking business to customer may also
address the challenge of time consuming bidding process. Moreover, encouraging
on time delivery to suppliers and conflicted engineering designs due to incompatible
specifications might be solved as well by putting customer’s needs and requirements
into high priority. Linking to customer means having decent relationships with the
customers, including project owners. Therefore, unclear specifications or project
requirements can be prevented by working closely with the project owners to ensure
the expected and aligned specifications to prevent incompatible specifications, unfit
drawings and designs, and re-works. The following Figure 6.2 illustrates how the top
six scale items which are considered to be the most important items may address
most of the encountered challenges in EPC projects.
Figure 6.2: The six most emphasised scale items and challanges it may resolve
(on elaboration)
57
Albeit the illustration merely pictures how one major scale item might resolve
several most often encountered challenges in EPC projects, this does not mean
that other challenges which are put under different scale item cannot be resolved
by the others. Like seven groups of success factors which are discussed in the
previous section, six of the most emphasised scale items support one another. These
scale items are not independent, and one is interconnected and interlinked with
each other. Therefore, several particular challenges may be resolved by other scale
items as well. However, management commitment as still serves as one of the
most important scale items, as highlighted by The Six Sigma consultant as well.
Without the management support, it might not be tough to promote other scale
items. Management support enables smooth access for linking to customer, enforcing
the establishment of an integrated process workflow with management system along
with a good measurement system and appropriate metrics and deliverables, and for
providing suf infrastructure and resources.
Another interesting finding arises from this finding of similarities. Despite all
the success factors seem to be similar and overlapping one another in a certain de-
gree, different perspectives are found within the same department. Not all the scale
items are found or mentioned in the interview, nor emphasised on the same level
by every department and professional practitioners. One example is how quality of
project leadership was not mentioned as one of the most important factor in project
execution, whereas choice of project champion was discussed by The Construction
Department; albeit these two scale items can be considered to be similar and in-
terlinked. Another example is the scale item of intensive education and training of
workforce and motivating the workforce, which can also be considered to be inter-
linked. Intensive education and training of workforce was not mentioned by The
Engineering Department whereas motivating the workforce was mentioned briefly.
Different way of perceiving the scale items might be the cause of the different level of
depth of discussion within the same department. The interviewed engineers might
found one scale item has covered another one as they perceived them to be similar
to each other, thus did not mention nor discuss another similar scale item further.
In addition to the different level of depth of discussion for the similar scale
items within the same department, different findings are also found for the exact
same scale items within different departments. A couple of examples are intensive
education and training of workforce and selection of the right project. These two
scale items were considered to be important by The Construction Department as
both of them were deeply discussed; where on the contrary, they were not mentioned
by The Engineering Department. This different level of depth of discussion might be
caused due to the different priorities and focus on each department, where they have
different perspective on which things matter most for their endeavour. For The Con-
struction Department, it is necessary to have a skilful and highly functioned team
who works on a suitable project which fits their expertise. Therefore, education
and training of workforce as well as selection of the right project are considered to
be important and were discussed during the interview. On the other hand, The
Engineering Department might have had adequately knowledgeable engineers for
their subdivisions, who mostly have possessed their own specialised knowledge for
their corresponding subdivisions. Therefore, the engineers from The Engineering
58
Department does not find intensive education and training of workforce as highly
important as The Construction Department does. The way each department per-
ceives the scale items might be disparate from another one as well as they work
in different phases in a project, which makes them have different focus in different
context.
6.3 Updated Six Sigma Project Management Frame-

work
The new updated framework based upon Six Sigma Project Management frame-
work by McKenna (2005) incorporates the new findings found from the case company
for EPC projects into the existing framework. This also includes the main ideas for
key activities for each DMAIC phase and the most emphasised scale items. The
new updated framework with a more comprehensive approach to Six Sigma EPC
Project Management is shown in Figure 6.3 below.
Figure 6.3: Updated Six Sigma Project Management framework
In the new proposed framework, formulate team has been added to the Define
phase, as it has been found to be an important element in empirical result. Several
interviewees also highlighted the importance of having a solid team, which is started
by formulating a favourable project team. McKenna (2005) argued that gather re-
quirements and define requirements are necessary in the Define phase. These are
aligned to the findings emerged from the empirical material as well, where most of
the interviewees emphasised the necessity of understanding customer requirements.
In EPC projects, the requirements from the customer is then translated into spec-
ifications. Therefore, define requirement is updated into define specifications in
the new proposed framework. The defined specifications from the customer’s re-
quirements will set the foundation for all engineering designs which are going to be
produced afterwards. Lastly, establish project plans is added into the Define phase,
as establishing detailed and thorough project plans also one of the most substantial
key activities in the for EPC projects.
In the Measure phase, defect and opportunity are changed into deliverables in
the define point. The underlying principal of Six Sigma indeed appertain to defect
and opportunity for improvements. However, EPC industry differs with manufactur-
59
ing industry where Six Sigma methodology was born, where EPC projects deal more
with unit, metrics and have more concern in deliverables. EPC projects also tend to
deal with different project as every project is unique, and therefore opportunity for
improvements can be divergent for different projects. In addition to measurement
system, designs is added to be validated after it is produced. Then, manage project
document is also included to complement collect the additional required data which
has been proposed by the initial framework. However, the additional required data
that is indicated in the Measure phase for EPC projects is the additional required
data that may be found in the project site.
Adding validation of designs which are produced in the previous phase in the
Analyse phase is essential. In the Analyse phase, all the engineering drawings and
designs need to be validated to ensure their alignment with the project specifications,
as these documents are going to be the fundamental guidelines for construction
works. Identifying project process steps are required in the Analyse phase as well
to ensure the smooth execution in the Construction phase. Lastly, bridging the
Engineering phase with the Construction phase, evaluation of Procurement activities
is added. Evaluation of Procurement activities is crucial to ensure the smooth
execution of project in the Construction phase as well.
In the Improve phase, develop potential solutions is substituted with executing
the project itself by starting the Construction phase, as defect and opportunity are
not defined in EPC projects as explained earlier. In the Improve phase, project
data during the Construction is recorded to ensure every activities are executed
according to the identified project processes which have been analysed before by
using predetermined unit and metrics to accomplish deliverables. As proposed in
the initial framework, risk is assessed. Furthermore, the new proposed framework
adds develop potential solution for risks for the follow up actions for the identified
risks.
There is not many new proposed elements for the Control phase in the new
updated framework. Most of the findings found in the empirical results are already
aligned with the initial framework. However, the new proposed framework also in-
cludes record, register and report results, which is mostly aimed in the Construction
phase. This is necessary thus the project can be monitored and controlled based
upon predetermined unit, metrics, and deliverables to evaluate its performance and
the outcome. Develop and deploy plan to take actions is proposed already in the
initial framework, as well as capture key learning for lessons learned in the future.
These items are aligned with the crucial key activities found in the empirical mate-
rial, and thus are not changed nor modified.
6.4 Benefits and Constraints of Six Sigma Imple-

mentation in EPC Projects
The benefits of having Six Sigma implemented or integrated in EPC project
management practices vary and are widely spanned, as long as its implementation
plan is aligned with the company’s business process. Integrating Six Sigma within
EPC project management framework means introducing a new quality improvement
60
methodology. As mentioned by one of the EE, new quality improvement methodol-

ogy promotes innovation, and innovation lays a foundation for nurturing competitive
advantage as suggested by Madu and Kuei (1993). The interviewed engineers also
expect Six Sigma will enable acceleration of project duration and efficiency in re-
source and budget, thus increase project productivity. This apparently aligns with
what Wysocki (2006) and DeCarlo (2004) suggested, that optimisation and efficiency
has been the main focus of project management, so is in EPC projects. Moreover,
optimisation and efficiency will ultimately enhance company’s profitability through
cost saving, as well as through customer’s satisfaction by delivering expected project
outcomes. Again, this will promote company’s competitive advantage.
Improvement of workflow management system is expected to come with the
implementation of Six Sigma methodology. Project team members are expected
to have more structured mind sets to identify and solve problem with satisfactory
work attitudes. This will more likely provide enhancement of the knowledge and
experience of project team members. However, room for versatility and adaptability
for fulfilling the customer’s requirements is still required along with the standardised
workflow management system. A satisfactory workflow management system is also
expected to simplify slow and complicated administrative and bureaucratic project
processes which are often found in EPC project practices.
However, the idea of implementing Six Sigma within EPC project management
framework does not come without constraints. The fundamental constraint lies on
the low awareness of the importance of quality management, and the lack of sense
of necessity in implementing and improving quality continuously in EPC projects.
Therefore, several interviewed engineers pointed out the need of having somebody
who possesses the power and ability to encourage the project team to implement
these theories into application. Otherwise, the implementation program will be-
come less prioritised and will have inadequate or poor access to resources and other
required facilities. This particular person who is expected to initiate the implemen-
tation of Six Sigma in EPC projects matches the description of somebody who is
at least Black Belt certified by Magnusson et al. (2003), where they have the most
important role for the daily execution of project activities and mostly take the role
as a team leader. Another constraint might emerge from the engineering culture,
a mind-set which was born based on the experience. This culture may create re-
sistance to standardisation, as they most likely suggest what they have known in
engineering technical field for solution instead of implementing a new reformative
quality improvement method. This also creates resistance based on routines, which
happens when most of the project team members have accustomed to the way they
have been working with based on their experiences for years. Therefore, the adjust-
ment of routine for project team members is required if the implementation changes
the work culture significantly.
Having matrix organisation structure in EPC company who deals with multiple
project simultaneously may inhibit the implementation of Six Sigma within their
project management practice, as it is considered to be not the best choice. This is
due to the fact that most of the engineers tend to be less focused on their tasks,
as they have to deal with several projects assignments at the same time. Moreover,
the responsibility of having to deal with several projects simultaneously might cause
61
confusion in reporting the progress of a project or in the matter of communication

channel, as they are unsure about who is accountable for a particular decision. A
project-based organisation structure could be the solution of having less-focused
project team members. However, adequate numbers of competent human resources
is required for having a project-based organisation structure. Hence, this can be
the limitation for implementing a project-based organisation structure to enable a
smooth implementation of Six Sigma within EPC project management practices.
6.5 Discussions
The results of the study show that quality has not been the main concern
in EPC projects. Quality-related practices in EPC projects is highly driven by
project owner and alliance team instead of by company’s internal organisation it-
self. Another interesting finding shows that profitability does not appear in one
of the priority in EPC projects amongst safety, quality, schedule and cost. Only
one amongst the seven interviewees mentioned profitability briefly. However, an
assumption could be made that the interviewees might refer indirectly that prof-
itability can be achieved by prioritising on schedule and cost. Moreover, as the
interviewees from the case company are all engineers, there is a suspicion that this
is due to the tendency that engineers most likely merely do the best of the technical
solutions without really focus on the business goals itself—which is profit. Generally,
quality is a competition with cost, where EPC project aims to produce sufficiently
good quality of project deliverables which have been compromised with cost.
Besides focusing on sticking to schedule and predetermined budget, avoiding
behind schedule and over budget can be achieved through obtaining sufficiently-
defined specifications. In reality in EPC projects, ambiguous and unclear interpre-
tation of project specification is recurrently a problem. However, since having clear
specifications is unlikely possible, sufficiently defined and well understood specifica-
tions from the project owner are therefore unquestionably important. All the data
produced in Engineering phase have to ensure the achievability of project specifica-
tions which are agreed on the project charter. Thus, Engineering Department plays
a critical role in EPC projects as the one who is responsible of producing all the
engineering designs and drawings.
A good quality of engineering designs will be able to accommodate customer
wants. In some of EPC projects, the Engineering teams are more knowledgeable
than the project owner itself due to their experience. Therefore, there is a ten-
dency for the Engineering teams to produce more than the defined specifications
or what the project owner demands. However, quality should be perceived as the
specifications that the project owner expects, rather than the technical specifications
that the engineers feel is suitable. Nonetheless, engineers still of course are able to
give recommendations of better technical specifications based on their experiences.
This creates the need for engineering and design of project items to be followed by
favourable procurement executions from hundreds of suppliers.
Based upon the empirical material obtained from the interviews, Six Sigma
DMAIC methodology in regards to EPC projects puts a considerable emphasis on
data, integration and standardisation. This aims to be able to measure, then analyse
62
project activities that can be improved. There were some discussions regarding data
in the interviews, where some of the engineers requested to have a database system.
According to the engineers, data recording, analysis, management, and storage sys-
tem in EPC projects is still meager, where most of data in EPC projects is still
managed through Excel spreadsheets. The meagreness of project data management
is due to: 1) lack of sense of necessity, 2) low awareness of quality management
where most of the project team members have not realised the correlation between
quality management and project data, and how data can be utilised for lessons
learned to manage and enhance the quality of forthcoming projects, 3) inadequate
communication, and 4) poor planning and contractual misunderstandings between
suppliers.
Therefore, one of the challenge faced in every EPC project is having overloaded
information and confusion regarding who has access to which data, and retrieval
mechanism of a particular data. EPC project documents which are poorly managed
create lack of visibility and control of growing data. This leads to inefficiency to
integrate, and ultimately leads to over schedule and over budget projects, which de-
crease project profitability. According to interviewed engineers, a robust database
system is envisaged to be an ideal solution to accommodate enormous amount of
paperwork produced in EPC projects. This includes engineering drawing, data
sheet, and other fundamental documents from the Engineering phase, registration
of procurement activities from numerous numbers of suppliers which are scattered
geographically in the Procurement phase, and recording project construction pro-
ductivity in the Construction phase itself. A real-time project data report could
be the solution to encourage efficient real-time knowledge sharing across company’s
multi-projects by utilising intranet.
Having a real-time database system will promote data integration. In Pro-
curement phase for example, integrated database system could reduce paperwork,
processing time, and cost of follow up and floating the enquiry. This will enable
real-time analysis from data source to enhance the accessibility of having real-time
project information for all project stakeholders. Practically, having detailed project
analysis during project execution provides the ability to isolate problems and fore-
cast trends. The stored project data in database system then can be utilised to
identify problems, what worked well, and areas for future improvements. Therefore,
there is an urgent need of standardisation then establishment of robust measurement
to collect and manage data, then to be able to implement Six Sigma properly within
EPC projects.
Nonetheless, the level of standardisation needs to be examined deliberately
first. EPC projects tend to deal with requirements from the customers. Albeit most
of the projects are not completely novel projects, each of the project is still unique as
they have their own requirements and specifications. Standardisation mostly begins
and deals with engineering designs, as the most likely source of variation which takes
the project specifications into the foundation of the project plan. Therefore, a rigid
standardisation in every detailed aspect of EPC projects would not be a prudent
action. This restricts freedom of producing engineering designs which incorporate
project specifications. Every project needs to have its own flexibility to some ex-
tent to fulfil the project owner’s requirement, despite of the necessity of having a
63
standardised workflow management system is still substantial. A rigid policy of

standardisation may lead to a failure to fulfil the project specification and satisfy
project owner’s expectation.
In order to integrate Six Sigma within EPC projects, the management is ought
to put more considerable focus and support on human resource training. With
adequate human resource training, project team members do not depend on merely
self-taught learning. They will have competent knowledge and skills about project
management as the basis core before implementing Six Sigma when conducting
EPC projects. Furthermore, human resource may encourage project managers to
take part and facilitate their training for Black Belt certification. Six Sigma Belts
training is generally competence development, where it is a dynamic change to get
people to be more aware of quality. Having a Black Belt certified project manager
ensures each team member has an established role, knows what is expected from
them, and who is held accountable for certain assignments. Moreover, Back Belt
as the project manager is the main person in charge to report project progress,
in case of confusion. This will provide more clarity in communication regarding
reporting and requesting access to a particular data. However, enhancement in
communication to establish a clear communication and coordination path is still
needed. Communication also enhances synchronisation of many subdivisions that
Engineering Department has, which ultimately leads to a solid teamwork. There is
a great need of clear communication channel and non-ambiguous command line in
construction phase, of who are responsible to whom.
Being flexible and sensitive with the field’s actual situation and condition is also
essential to develop a contingency plan then to follow it, if the project encounters a
certain obstacle. Additionally, managing stakeholder is highly important in project
execution to maintain good relationships and to avoid any disputes with the local
communities in the project environment, which may lead to the project being halted.
Within the execution of each project, there are milestones which have to be reviewed
in several particular times. Most of these milestones are mainly a set of substantial
sequence of works which cannot be skipped or omitted. Therefore, some activities
cannot be proceeded without the completion of the precedent activities. Every
project team member has to be able to identify risks in accordance to every taken
decision, based on cost and schedule.
Conclusively, having a Six Sigma DMAIC methodological framework will ex-
pectantly enable stronger project management and productivity gains. It will also
help avoiding reputational damage if project cannot meet client’s expectations and
loss of revenue. Implementing Six Sigma DMAIC methodology may free up resources
to more effective project management, hence unnecessary costs can be cut.
64
7
Conclusion & Recommendation
In this chapter, conclusions based on the empirical findings, analysis and discussion
are presented. The conclusions aim to answer the research questions presented at the
beginning of the study in the first chapter. Furthermore, this chapter also identifies
the contribution of developed and updated framework of Six Sigma implementation
plan in Project Management framework to general project management theory, Six
Sigma theory, and the practice of EPC projects theory.
7.1 Conclusions
EPC projects are becoming more complex with large contract values and be-
ing implemented on a larger scale. Consequently, most of large EPC companies
face common issues which hinder their projects, which results in poor performance
records and ultimately affect the quality of projects. Therefore, more companies are
seeking for quality improvement methodologies, where there have been attempts to
incorporate Six Sigma methodology within the project management framework. The
purpose of this thesis is to investigate and explore how Six Sigma can be integrated
into the project management framework in EPC projects, and how the existing Six
Sigma project management framework could be developed and updated to be more
apt in EPC projects’ context.
The first sub-research question revolves around the understanding of Six Sigma
and its relation to quality improvement. This aims to provide a foundation for
frameworks that are used for this study and the discussion of the main subject
of this study. In this study, Six Sigma is seen as a structured and disciplined
methodology for quality improvement projects. Attempts of achieving specific goals
are achieved through defining quantifiable measures by focusing on customer needs.
There are many Six Sigma tools which can be utilised for improving the quality
of processes, reducing waste, and increasing customer satisfaction through its data-
driven philosophy. The most prominent approach of Six Sigma methodology is
through DMAIC framework, which stands for Define, Measure, Analyse, Improve
and Control. Finding solutions to problems and opportunities could be provided
through DMAIC, whereas the implementation of the solutions through the formal
procedure could be achieved through project management standards. The DMAIC
framework is also used as the main framework which is studied deeper in this study
to establish an integrated and systematic flow in EPC firms’ project management
65
7. Conclusion & Recommendation
practices.
As this study is conducted within an EPC industry context, an adequate under-
standing of EPC firms and projects is therefore necessary. EPC firms are companies
in the construction industry who run their projects in a certain form of contract-
ing agreement. Following the contracting agreement, they are obliged to execute
a project within a predetermined budget and time, and to deliver satisfying out-
puts according to the project owner’s requirements. Within the projects, detailed
engineering designs of the project, all the necessary equipment and materials, and
construction of a functioning facility are carried out by the engineering and construc-
tion contractor. As the size of EPC projects tend to be big, a quality management
system ought to be robust in their project management practices. However, the
results from literature review and empirical findings show that quality management
has not been well incorporated in most of EPC firms’ applied strategy. Two of the
most probable causes are insufficient quality requirements from the project owners
themselves and low awareness of the necessity of having a robust quality manage-
ment. There has even been a suspicion that some companies which are certified
under quality standardisation obtained the standardisation process merely for hav-
ing a credible image on the market. This is beneficial to ensure the clients about
the quality of their services. Another challenge that the case company of this study
as one of the prominent players in EPC industry encounters the most is the amount
of rework due to the substandard quality of the deliverables.
There are several success factors of Six Sigma implementation plan in South-
east Asian market which were suggested by Sharma and Chetiya (2012). These
are: 1) right tools, measurement innovation, and supplier collaboration; 2) cross-
functional organisation, process re-engineering and the “strategic fit or Six Sigma”;
3) education to customers, metrics and measurement, and workflow management
systems; 4) work and organisational culture; 5) project choice and leadership; 6)
project championship and staffing; and 7) management commitment, organisation,
and availability of resources. These success factors were then broken down into
their scale items and combined with the results obtained from the empirical find-
ings. This produced the most related success factors for Six Sigma implementation
in EPC projects for the case company, which include: 1) availability of right tools,
measurement, innovation, and workflow management system management; 2) man-
agement commitment and support; 3) availability of infrastructure and resources;
4) availability of a well-established system for project information and knowledge
sharing; and 5) establishment of a solid project charter with well-understood and
sufficiently defined requirements and specifications. These success factors from the
case company are mostly aligned with the success factors identified in the literature
review.
Six Sigma project management implementation and integration within EPC
project management frameworks comes with benefits and constraints. For the case
company, the benefits widely span from enhancing competitive advantage, increas-
ing project productivity through acceleration of project duration and efficiency in
the usage of resource and budget, and increasing customer satisfaction by deliver-
ing expected project outcomes. Moreover, Six Sigma DMAIC methodology is also
expected to facilitate project team members to develop more structured mind sets
66
to identify and solve problems with satisfactory work attitudes. However, several
constraints are also need to be taken into considerations. The constraints which
may arise are the low awareness of the importance of quality management, the lack
of sense of necessity in implementing and improving quality and resistance based on
routines. In addition, matrix organisation may also cause confusion in responsibili-
ties, due to its ambiguity of command line for project progress reports and general
communication in the case company.
7.2 Recommendation for Future Research

This study has indicated that there is a lack of awareness of quality manage-
ment in EPC projects, and there is a great variety in EPC projects in the context
of the procedure and the methodologies. One of the interviewee also suggested that
there is a need of standardisation for established working procedures to collect and
to share information. It is also found that the matrix organisation is one of the
challenge in EPC project practice in general, and therefore may inhibit the imple-
mentation plan of Six Sigma in EPC project management framework.
One recommendation for future research would be to investigate further the real
cause of the low awareness of quality management in EPC projects in construction
industry, then to formulate ways to improve the awareness of quality management
in EPC projects which may also address the causes. Furthermore, recommendations
for future research could be to formulate and develop a standardisation for working
procedures without diminishing the flexibility, versatility and adaptability of EPC
firms to comply with the project owner’s requirements. Another recommendation for
a potential research could be to investigate the type of organisation structure, which
may provide the best support to the project management activities in EPC projects,
particularly for EPC projects which are open for the Six Sigma project management
implementation plan in the future. Research could also be done to find the most
complicated and problematic key stage in EPC projects and how standardisation
could address the issues which usually arise in a particular key stage.
67
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74
A
Appendix A
A.1 Relevant Terms and Concepts within Project

Management
Resources
Resources can be both tangible assets such as physical items of equipment and
material, and intangible assets like knowledge (David & Hakan, 2006). There is a
critical need to define the required resources meticulously in order to allocate re-
sources adequately during the whole project lifecycle, particularly in Initiate/Define
phase.
Stakeholders and Sponsor

PMI (2013) states stakeholders as “an individual, group or organization who
may affect, be affected by, or perceive itself to be affected by a decision, activity or
outcome of the project”. Managing stakeholders in a project is essential as they may
have both economic and social effects on the project and therefore may affect the
profitability of the firm (Freeman & McVea, 2001). Ericsson et al. (2009) stated that
it is critical to communicate all the substantial yet relevant information regarding
the project to stakeholders. There have been various definition of project sponsor
and its roles defined by different organizations. Project sponsor itself is “the person
or group who provides resources and support for the project and is accountable for
enabling success” (PMI, 2013, p. 32). On every project, project sponsor is often
recognized as a key stakeholder in most project management bodies of knowledge
(Kloppenborg, Manolis, & Tesch, 2009).
Project Gates
Project gate is a follow-up process of a project, where the project’s result up
to a certain point is evaluated by the project sponsor. Based on the performed
evaluation, the project sponsor has the opportunity to reflect upon the achievability
of project goals in both short and long term, and thereby make a decision whether
the project should be proceeded or closed at a project gate (Ericsson et al., 2009).
A project is possible to be terminated when neither enough resources are available
nor project goals are no longer reachable. According to Nilson (2010), project gates
can be classified into rigid project gate and flexible project gate based on the com-
I
A. Appendix A
pletion of deliverables. Rigid gate obliges all the deliverables to be completed before
proceeding to the next phase, whereas flexible gate allows project to be continued
without completion of all the deliverables, as long as there is a limited time for
completion and authorisation for starting the next tasks (Nilson, 2010).
Project Milestones and Inchstones

According to Ericsson et al. (2009), milestones are a predetermined dates or
times when a certain result which should have been achieved is inspected. Therefore,
milestones should be connected to easy and measurable goals, as they ensure that the
expected results are fulfilled on time. Barba (2008) suggested inchstones for more
detailed planning between milestones, which are subtasks with defined deliverables.
Inchstones are utilised to detect delays early in order to initiate corrective measures
to prevent further delays.
A.2 Examples of Six Sigma Tools

Several most common used tools for Six Sigma are described briefly in following
subsections in order to provide the insights of how can these tools be utilised for Six
Sigma program.
Fishbone Diagram / Cause and Effect Diagram

Fishbone diagram is created by Japanese engineer and utilised as graphic brain-
storming tools by providing an organised and systematic way of listing the inherent
causes for a predetermined effect. With the systematic visual diagram, the possi-
ble problems are easier to be identified, along with the specific target areas to be
improved. The main effect branches off smaller lines which represents the inherent
causes. In DMAIC methodology, Fishbone Diagram is mostly used within Analyse
and Improve phases. However, the listed causes generated by Fishbone Diagram
are merely potential causes without the usage of measured data. Even so, Fishbone
Diagram still can be used to ensure that no inherent causes are neglected (Keller,
2011).
Failure Mode and Effects Analysis (FMEA)

According to Stamatis (2003), Failure Mode Effect and Analysis is “a technique
used to identify, prioritize, and eliminate potential failures from the system, design or
process before they reach the customer”. Based on the experience from the product
process or design, FMEA is able to identify the inherent failure of the modes, which
therefore enables the project to reduce the cost and time spent by designing the
failure with minimum effort (Borror, 2009). The implementation of FMEA follows
a set of steps:
1. Reviewing the process
2. Brainstorming potential failure modes
3. Listing potential effects of each failure modes
II
A. Appendix A
4. Assigning the rate of Severity: the severity of the impact of the results
5. Assigning the rate of Occurrence: the frequency of the event of failure mode
happened
6. Assigning the rate of Detection: the probability of the failure being detected
before it happens
7. Calculating the Risk Priority Number (RPN) for each effect by multiplying
Severity, Occurrence, and Detection; then prioritising the failure modes
8. Taking action to reduce or eliminate failure modes with high risk
The priority for focus of the improvement can be determined by utilising this
tools, as well as the decision for the priority of the risk and failure response plans.
According to Friberg and Afanasyev (2011), FMEA enables documentation and
standardisation of information as it gives good traceability of actions as well as
systematic and brief communication tool for the actions which are going to be taken
to prevent failure modes to happen.
Pareto Chart
The purpose of Pareto Chart is to provide the Six Sigma team with a general
outlook of the most inherent defects and variation in order to focus on the area which
has the biggest impact (Keller, 2011). As a tool to identify problems and its impact,
Pareto Chart is mostly used within the Define and Analyse phases in DMAIC frame-
work. In Pareto Chart, categories of interest are represented in vertical bar graph
in a decreasing order based on each of its contribution against the measurement,
where the measurement are mostly either quantity or cost. The quantity or cost as
the measurement is presented along with the percentages, which are connected to a
cumulative line of the addition of each vertical bars. Keller (2011) suggests that in
order to present a distinctive problems to pinpoint on which problem the Six Sigma
team is ought to put its focus on, it is necessary to aggregate the problems into few
major categories instead of dividing them into too many categories.
III
A. Appendix A
IV
B
Appendix B
B.1 Table of key activities, products, key players, and success factors for ideal
vision in EPC projects
The table below is the complete version of Table 6.1 presented in Chapter 6, Analysis and Discussion. The table comprises of
key activities, products, key players, and success factors for ideal vision in EPC projects based on empirical materials, both from
the interviews and from the filtered case company’s internal documents.
Phase
Success Factors
(Rever, 2010) Stage Key Activities Products Key Players
(Sharma and Chetiya, 2012)
PM 6s
• Feasibility study • Post bid Evaluation • Proposal manager • Cross-functional organisation
Project acquisition • Project organisation formation • Project award proposal • Direction/management • Project choice and leadership
ting
Initia-
• Project launching • Project championship, staffing
Project contract review • Ensuring technical requirements are well • Final acceptance criteria • Lead project engineer • Workflow management systems
defined and understood
• Understanding acceptance criteria • Contract management • Metrics and measurement
officer
Requirements documenta- • Defining scope of work, deliverables list, • Work Breakdown Struc- • Project manager • Richt tools
Define
tion and management requirement management, Work Breakdown ture (WBS)
Structure (WBS)
• Identifying requirement gap analysis • Require Traceability • Quality manager • Workflow management systems
Planning
Matrix
Compling Project Execu- • Producing detailed execution plan (EP) • Engineering EP • Interdisciplinary man- • Cross-functional organisation
tion Plan (PEP) for each division agers
• Identifying schedule and cost management • Procurement EP • Project manager • Availability of resources
• Construction EP, etc.
Design, preparation, de- • Ensuring adequate design input to start • Engineering drawing • Engineering manager • Cross-functional organisation
sign requirements confir- design execution
mation
• Verifying input • Schedule detail engi- • Lead project manager • Right tools
neering
• Control manager • Availability of resources
V
VI
Design execution, verifica- • Ensuring alignment of designs • Engineering drawings • Scheduler • Management commitment
tion, review, validation
• Interdisciplinary checking (review, verify) • Data sheets • Principal engineer • Metrics and measurement
of desgin output documents
• Functional testing for all equipment Bill of material Project owner
Measure
• Requisition, etc.
Management and control • Managing all the required documents • Document control pro- • Engineering manager • Cross-functional organisation
of document cedure
• Ensuring access to and retrievability of • Document control man- • Workflow management systems
documents ager
B. Appendix B
Verification of requisition, • Ensuring Request for Quotation (RFQ) • Request for quotation & • Lead project engineer • Supplier collaboration
T&C, cost, schedule meets contract requirements purcase
• Ensuring term & condition for purcase • Purchase order • Engineering manager
order and clauses are aligned
• Procurement manager
Expediting • Ensuring and managing fabrication pro- • Material receiving re- • Expediting engineer • Supplier collaboration
cess and in time delivery materials transport port
Executing
• Inspecting and testing equipment • Quality control inspec-
tor
Evaluation of suppli- • Evaluating technical and commercial ca- • Suppliers evaluation re- • Procurement manager • Supplier collaboration
Analyse
ers and subcontractors pability of suppliers port
performance
Material, fabrication, • Ensuring adequateness of material han- • Fabrication procedures • Procurement manager • Supplier collaboration
manufacture evaluation dling procedures
• Assessing fabrication environment and • Quality control manager • Availability resources
prcedures
• Expediting engineer
Field document and field • Ensuring field documents and designs are • Documents distribution • Document control officer • Workflow management systems
design control well-distributed procedures
• Engineering manager
Construction work • Ensruing project activities follow proce- • Project deliverables • Project manager • Workflow management system
dures, WBS, and schedules
• Work and organizational work-
force
Field inspection and non- • Storing calibration and testing notes • Calibration and testing • Quality control/assur- • Right tools
Improve
conformance monitoring notes ance manager
• Evaluating conformance to requirements • Inspection reports • Chief field inspector • Metrics and measurement
• Inspecting and reviewing construction • Management commitment
work
Mechanical completion • Collecting construction data record for • Design revision docu- • Chief field engineer • Right tools
each design documents ments
Monitoring
• Registering non-conformance • Construction and instal- • Document control officer • Metrics and measurement
lation reports
• Engineering manager
Recording and document • Recording and checking data operation • Non-conformance and • Process engineer • Right tools
control plant corrective action proce-
dure
• Registering non-conformance • Engineering manager • Metrics and measurement
Project quality audit and • Ensuring and evaluating quality confor- • Project quality report • Internal audit team • Right tools
operation control mance activities from QMS
• Reporting project progress report • Daily, weekly, mothly • Quality assurance man- • Metrics and measurement
progress repots ager
Control
• Project review report • Project control manager
Controlling
Cost and schedule control • Recording data and progress controlling • Engineering progress • Project control manager • Right tools
• Analysing variance and deviation • Procurement progress • Project control engineer • Metrics and Measurement
• Re-allocating resource, taking corrective • Earned value analysis • Resource availability
actions
• Management commitment
C
Appendix C
C.1 List of Interview Questions

C.1.1 Views on Quality Management in Projects
1. What are the drivers of implementing quality management/quality assur-
ance in projects?
2. How do you ensure that all quality standards are identified and applied
in accordance to ISO 9001:2008 (i.e. ensuring that the project applies the
defined processes), and quality control is performed (i.e. ensuring that deliv-
erables fulfil quality objectives) in the project?
C.1.2 Define – Initiating and Planning

1. Defining project from client’s requirements (mainly in engineering to procure-
ment phase):
(a) How are project goals, scope and specifications defined?
(b) How is project schedule/timeline along with its milestone defined?
(c) How are project budget and resources allocated?
(d) How are requisition plan and project execution plan (PEP) prepared?
2. What do you think are the most important factors that need to be considered
in project planning (in producing data sheet, drawings, vendor data, PEP,
etc.)?
3. How important is management support in project planning? How do their
roles contribute to project?
4. Based on your experience, what are the most effective and commonly used
tools or methods to allocate project budget and schedule and to keep them on
track?
C.1.3 Measure and Analyse – Executing

in project execution (also ensuring Engineering and Procurement go in parallel
with Construction)?
2. What are the most critical requirements which is need to be fulfilled at each
of the decision/project gate?
3. Based on your experience, what kind of measurement are normally used or do
you think is suitable for gathering/recording accurate data from the project?
VII
C. Appendix C
C.1.4 Improve – Monitoring

in project monitoring and control (particularly during the construction phase
and after mechanical completion until final acceptance)?
2. How is measured data utilised to improve project performance during its rest
project-cyle?
C.1.5 Control – Controlling

1. How are the predetermined tools utilised to keep the project on track and/or
to detect any deviation?
2. Based on your experience, is there any project process or activity that in your
opinion is less necessary when running a project? How do you think it could
be improved?
C.1.6 Six Sigma in General

1. What are/were the (cost/benefit) considerations when deciding to implement
Six Sigma or other similar quality improvement method?
2. How do you measure and improve Six Sigma projects in each Engineering,
Procurement, and Construction phase?
(a) Defining measurement
(b) Implementing measurement
(c) Improving performance based upon measured data
3. What are the benefits that most likely will be gained in implementing Six
Sigma or other similar quality improvement method?
4. What are the constraints that most likely will be faced in implementing Six
Sigma or other similar quality improvement method?
VIII

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Six Sigma Implementation and Integra-

tion within Project Management Frame-

DIVIEZETHA ASTRELLA FLORINDA THAMRIN

Department of Architecture and Civil Engineering

Six Sigma Implementatation and Integration

A Case Study in a Southeast Asian Engineering, Procurement, and

DIVIEZETHA ASTRELLA FLORINDA THAMRIN

Department of Architecture and Civil Engineering

© DIVIEZETHA ASTRELLA FLORINDA THAMRIN, 2017.

Supervisor: Christian Koch, Department of Architecture and Civil Engineering

Master’s Thesis 2017:BOMX02-17-95

Diviezetha A.F. Thamrin, Gothenburg, August 2017

List of Figures xiii

3.4.1 Critical Success Factor (Critical Success Factor (CSF)) of Six

6 Analysis and Discussion 51

7 Conclusion & Recommendation 65

1.1 Thesis outline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

3.1 The waterfall model . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

4.1 Company’s Project and Operation Directorate Organisational Structure 31

6.1 Interconnected and interlinked success factors of Six Sigma projects

3.1 Project management knowledge areas and their objectives, based on

5.1 Summary of most often encountered challanges in EPC projects . . . 47

CSF Critical Success Factor

1.2 Purpose of the Study and Objectives

1.3 Statement of the Problem

1.4 Research Question

1.5 Limitation and Delimitation

project engineers, quality engineers, construction engineers or persons who possess

1.6 Thesis Outline

Figure 1.1: Thesis outline

2.1 Research Methodological Approach

2.2 Research Strategy

2.3 Research Method

2.3.1 Literature Study

2.3.2 Empirical Study

2.4 Data Collection Methods

2.4.1 Primary Data: Interviews

2.4.2 Secondary Data

2.5 Data Analysis

2.6 Data Validation

3.1 Introduction to the review of the literature

The project management practices are widely received by different industries

3.2 Project Management

3.2.2 Project Success Measures and Dimensions

3.2.3 Project Management Core Competencies and Knowl-

Knowledge Area Objective

3.2.4 Project Management Methodologies and Lifecycles

Figure 3.1: The waterfall model

3.3 Six Sigma

3.3.1 Six Sigma Framework and Features

Figure 3.2: The DMAIC cycle

Figure 3.3: The DMADV cycle

3.3.2 Six Sigma Techniques and Tools

3.4 Six Sigma Project Management

Figure 3.5: Six Sigma DMAIC Project-Change Framework, adapted from

3.4.1 Critical Success Factor (CSF) of Six Sigma Implemen-

Table 3.2: Summary of factor analysis on Six Sigma implementation success

Factor Scale items

- An integrated process flow and manage-

3.4.2 Roles in Six Sigma Project