SIX SIGMA

A P P L I C AT I O N O F D M A I C A N D D M A D V O N
RESIDENTIAL PROJECT
Six sigma and Lean six sigma are some of the Quality
Management concepts that have been successfully used by
manufacturing firms. Explain DMAIC and DMADV and
how will you introduce the concept in construction of typical
large-scale residential construction? SUBMITTED BY

BARKHA KUKREJA | THOUFEER MUHAMMED N

CONTENTS
1 . I N T R O D U C T I O N TO S I X S I G M A A N D I T ’ S
METHODOLOGIES

2 . A P P L I C AT I O N O F D M A I C I N F L O O R T I L I N G
ACTIVITY OF RESIDENTIAL BUILDING

3 . A P P L I C AT I O N O F D M D AV I N A F F O R D A B L E
HOUSING

4. CONCLUSION

QUALITY MANAGEMENT SYSTEMS

SIX SIGMA & METHODOLOGIES
Six Sigma is a defined and disciplined
methodology to increase customer
satisfaction and profitability by streamlining
operations, improving quality and eliminating
defects in every organization wide process.

It is a system of statistical tools and

techniques focused on eliminating defects and
reducing process variability.

Methodologies
There are various methodologies which are
used as a part of Six Sigma implementation in
various industries, based on the mode of
application like in Design and Manufacturing,
Designing New processes, Improving Existing
Cross-functional processes, Software
development and Improving cross-functional
processes. These are used for either Defect
reduction or Cycle time reduction.

QUALITY MANAGEMENT SYSTEMS

SIX SIGMA METHODOLOGY: DMAIC VS DMADV
The two most widely used Six Sigma methodologies are DMAIC
and DMADV. Both methods are designed so a business process
will be more efficient and effective. While both of these
methodologies share some important characteristics, they are not
interchangeable and were developed for use in differing
business processes.

DMAIC (an acronym for Define-Measure-Analyze-Improve -

Control) is used when a product or process is already in
existence, but is no longer meeting the customer expectations.
DMAIC focuses on spot improvements at the problem area.

DMADV-(Define-Measure-Analyze-Design-Validate) method
aims to redesign a problematic process or product. DMADV
methodology is implemented for inventing and innovating a
completely new product, service, or processes, or for inventing
and innovating major new features of existing products,
services, or processes.

QUALITY MANAGEMENT SYSTEMS

APPLICATION OF SIX SIGMA IN BUILDING CONSTRUCTION
The building construction industry is currently in development stage, and with the Six Sigma implementation in this industry
sector, it will be able to improve the quality and time management of its projects. (Prachee & Kanade, 2017). Main applications
are:

1. It can individually be implemented in repetitive items of work, for example, prefabricated units/items for construction –
civil construction work (door windows), internal finishing (Tile work, plastering), fixture installation works, Services
installation, E.g.: HVAC ducting, piping installation, firefighting services, plumbing and electrical fixtures in large scale
projects, etc. Where each type of work is handled by its specific contractor/executor which they have expertise in.

2. It can be implemented if the construction process is streamlined and standardized. But the Construction industry is full of
design innovation and creativity, therefore have a standardized process of construction is difficult to achieve.

3. Management support can be one of the key factors for successful Six Sigma implementation in any organization.

One of the case examples is Bechtel Corporation (American engineering, procurement, construction, and project management
company) has deployed and implemented Six Sigma with 30million$ investment and made 200million$ savings until 2002
(Eckhouse, 2003). Six Sigma has been used as an identifier and preventer of defects in construction projects starting from
design to handover phases by Bechtel Project Teams (Kwak and Anbari, 2006).

QUALITY MANAGEMENT SYSTEMS

VARIOUS TOOL

DMAIC is used when a product or process is

already in existence, but is no longer meeting the
customer expectations. DMAIC focuses on spot
improvements at the problem area.

DMADV is sometimes useful for existing products

and processes. In general, DMADV methodology is
implemented for inventing and innovating a
completely new product, service, or processes, or
for inventing and innovating major new features of
existing products, services, or processes.

QUALITY MANAGEMENT SYSTEMS

SIX SIGMA- PURPOSE & BOTTLENECKS
PURPOSE OF SIX SIGMA
1. Standardization of the process
2. Waste minimization & Efficient use of resources
3. Positive change in operation culture, process, leadership, commitment, error ,reduction, etc.
4. Minimization of variation by maintaining proper work flow
5. Performance improvement.
6. Creating workflow in a process.
7. Improve the quality
8. Process improvement

BOTTLENECKS OF SIX SIGMA

• Every project is different. Each project comes with its own challenges. Therefore, no repetition from previous process can
be implemented.
• Six sigma fail due to lack of a model on how to effectively guide the implementation of the perfect efficient six sigma
program.
• Complexity in Building Construction and scope change issues.
• Six sigma is applicable in both large and small organizations. The main problem is they do not have adequate resources to
carry out the implementation effective.
• The DMAIC methodology can be individually implemented in small processes which includes similar type of repetitive
works
• More research is necessary on how to mix the tools to currently identify and prioritize improvement project.
QUALITY MANAGEMENT SYSTEMS
TOOLS SELECTION
SIPOC,PARETO CHART,CAUSE AND EFFECT
DIAGRAM,CORRECTIVE ACTION
METHOD,CONTROL PLAN WERE SHORTLISTED
FOR EACH METHOD

QUALITY MANAGEMENT SYSTEMS

 APPLICATION
D M A I C M E T H O D O L O GY A P P L I C AT I O N I N F L O O R T I L I N G A C T I V I T Y O F R E S I D E N T I A L B U I L D I N G
PROJECT INFORMATION
The two most widely used Six Sigma methodologies are DMAIC and DMADV. Both methods are designed so a business
For conducting the six sigma analysis ,the data is collected from 5 residential building located in Kerala of maximum age of
process will be more efficient and effective. While both of these methodologies share some important characteristics, they
1 years with max number of floor G+2. A total of 54 nos. rooms were studied to note down the defects occurring in tile
are not interchangeable and were developed for use in differing business processes.
flooring.
DMAIC (an acronym for Define, Measure, Analyze, Improve and Control) refers to a data-driven improvement cycle used for
improving,
SL NO optimizing and stabilizing businessLOCATION
RESIDENTIAL processes and designs. TheAGEDMAIC
OF THEimprovement cycle is theNO
NO OF FLOORS core
OFtool used
ROOMS
BUILDING OWNER to drive Six Sigma projects.
BUILDING
DMADV (Define-Measure-Analyze-Design-Validate) method aims to redesign a problematic process or product. The
1. approach
NOUSHAD initially followsKARUNAGAPPALLY,KOLLAM,KERALA
the first three steps of DMAIC and then1 deviates
YEAR in the last two-steps
2 NOS by introducing
13
(BUILDING A) (G+1)
Design/Redesign and Validate steps to gain the improvements needed. This approach prevents problems from happening
2 BASHEER through quality and robust design
KUTTIVATTOM,KOLLAM,KERALA concepts.
8 MONTHS 2 NOS 11
(BUILDING B) (G+1)

3 MURALI KARUNAGAPPALLY,KOLLAM,KERALA 2 YEAR 2 NOS 8

(BUILDING C) (G)

4 RAJAN AYANIVELIKULANGARA,KOLLAM,KERAL 1 YEAR 2 NOS 10

(BUILDING D) A (G+1)

5 HASHIM KARUNAGAPPALLY,KOLLAM,KERALA 1 YEAR 2 NOS 12

(BUILDING E) (G+1)

Table : Case Study selection; (Source: Author)

TOTAL ROOMS: 54 NOS

QUALITY MANAGEMENT SYSTEMS

DEFINE—SIPOC TOOL
Define phasemost
The two addresses
widelythe problem
used that needs
Six Sigma to be solved are
methodologies and DMAIC
what areandthe DMADV.
critical customer requirements
Both methods and key factors
are designed affecting the
so a business
process output.
process will be more efficient and effective. While both of these methodologies share some important characteristics, they
• In Six Sigma, SIPOC is often used in the define phase of DMAIC as it clearly understands the purpose and the scope of a process.
are not interchangeable
• With this tool, an organized view of your work and were
process developed
is built forthe
that helps use in differing
process business
owner and processes.
those working on the process to clarify the
DMAIC (an acronym for Define,
primary elements of a process. Measure, Analyze, Improve and Control) refers to a data-driven improvement cycle used for
improving, optimizing and stabilizing business processes and designs. The DMAIC improvement cycle is the core tool used to
SUPPLIERS INPUTS PROCESS OUTPUTS CUSTOMERS
drive Six Sigma projects.
Builder 1. Vitrified tiles 1. The surface where tiling work is to be done must be clean and free from Finished Residence Owner
DMADV (Define-Measure-Analyze-Design-Validate)
2. 43 grade cement
method aims to
dust, paint, grease, scraps, oil etc.
redesign a problematic process or product.
Floor surface
The approach
initially follows
3. the firstadhesive
Fosroc three steps of
2. DMAIC
If the bedand then
surface deviates
has been left dryin
forthe
longlast
time two-steps bywashed
then it must be introducing Design/Redesign and
Validate steps 4. toTile
gain the improvements
grout and needed. This cured.
made sufficiently approach prevents problems from happening through quality and
5. Potable Water 3. Bed mortar mustrobust design
be prepared by concepts.
using cement and crushed sand in the
6. Tape measure proportion of 1:8 along with water to make consistence paste, use this
7. Carpenter Square paste to make a bedding of 20 – 30 mm thickness after checking the levels
8. Contour gauge through 4 corners of the area.
9. Notched trowel for 4. Apply a mixture of cement slurry and fosroc tile adhesive on the bed
10. Spreading adhesive mortar, the proportion of fosroc is 300 ml per bag of cement.
11. Tile nippers 5. Clean back of the tile with damp cloth if dusty.
12. Pointed Plasterer‟s 6. Tiles are placed at right angles with respect to one side of the room.
13. trowel 7. Use of 2 – 5mm of spacers is recommended.
14. Tile cutter 8. For proper bonding press the tiles gently with the wooden mallet do not
15. Carborundum paper use iron hammer or any heavy material to press the tile.
for smoothing the tile 9. After fixing the tiles, the extra mortar etc. should be cleaned with wet
edges cloth or sponge and allow to set and curing must be done for 7 days.
16. Firm sponge 10.After proper setting and curing, the tile must be cleaned and there after
17. Clean cloth proper grouting must be done with tile grout.

QUALITY MANAGEMENT SYSTEMS

 MEASURE -- SAMPLE CHECK LIST FOR TILING WORK
(Source: CPWD Specs- Vol 1, IS 13630,IS 13712, IS 15622, Literature e review, Tile suppliers, Tile workers)

SL NO Quality parameters description for floor tiling RM 1 RM 2 RM 3 RM 4 RM 5 RM 6 REMARKS

work (L.R) (Bed1) (Bed 2) (Kit) (D.R) (T)

1. Flooring joints matched need to match properly Yes No Yes No No No

2. Variation of color/shade need to be uniform in Yes No Yes No No No

tiles
3. No Cracks should be there in flooring/skirting Yes No Yes No No No
4 No voids should be there in flooring Yes No Yes No No No
5 Floor tiles and skirting need to be properly Yes No Yes No No No
cleaned
6. There should not be any level difference between Yes No Yes No No No
the tiles
7. Proper slope to be given to floor traps NA NA NA NA
8. Grooves of skirting and Tile should be uniform Yes No Yes No No No
9. Skirting are in line Yes No Yes No No No
10. Sink and water taps cut outs are finished properly NA NA NA NA

For the purpose of identifying the defects in the floor tiling activity in the residential building a Checklist with 30 quality
parameters has been made using information from CPWD Specs- Vol 1, IS 13630,IS 13712, IS 15622
QUALITY MANAGEMENT SYSTEMS
 MEASURE -- SAMPLE CHECK LIST FOR TILING WORK
(Source: CPWD Specs- Vol 1, IS 13630,IS 13712, IS 15622, Literature e review, Tile suppliers, Tile workers)

SL NO Quality parameters description for floor RM 1 RM 2 RM 3 RM 4 RM 5 RM 6 REMARKS

tiling work (L.R) (Bed1) (Bed 2) (Kit) (D.R) (T)

Skirting are at right angles with the corner and are Yes No Yes No No No
11
in level.

12 Floor tiles fixed properly Yes No Yes No No No

13 Skirting fixed properly Yes No Yes No No No

14 No adhesion failure Yes No Yes No No No

15 No uneven grout joints Yes No Yes No No No

16 No Rust stains on tiles Yes No Yes No No No

17 No Buckled tiles Yes No Yes No No No

18 No size variation in tiles Yes No Yes No No No

19 No warped tiles Yes No Yes No No No

20 No chipped tiles Yes No Yes No No No

21 No crazing on tiles Yes No Yes No No No

22 No pinholes in surface glaze of tiles Yes No Yes No No No

QUALITY MANAGEMENT SYSTEMS

 MEASURE -- SAMPLE CHECK LIST FOR TILING WORK
(Source: CPWD Specs- Vol 1, IS 13630,IS 13712, IS 15622, Literature e review, Tile suppliers, Tile workers)

SL NO Quality parameters description for floor RM 1 RM 2 RM 3 RM 4 RM 5 RM 6 REMARKS

tiling work (L.R) (Bed1) (Bed 2) (Kit) (D.R) (T)

Yes No Yes No No No
23 No protuberence in the tile

24 No black spots on white tiles Yes No Yes No No No

25 No production equipment mark Yes No Yes No No No

26 No incomplete surface coverage Yes No Yes No No No

27 No surface finishing defect Yes No Yes No No No

28 No dull edge polishing Yes No Yes No No No

29 No scratch issues Yes No Yes No No No

30 No water mark issue Yes No Yes No No No

After site inspection ,the collected data is filled in the checklist for all the rooms in the selected case studies. Those rooms which
satisfy the quality standards are marked “Yes” and which do not satisfy the requirements are marked “No”.

The number of “No” will tell us the defects and the total no of checks will give us the opportunities.

QUALITY MANAGEMENT SYSTEMS

MEASURE- DPMO CALCULATION
Six Sigma offers formula to calculate percentage of the flawless products (yield) and number of defects per million opportunities (DPMO)
according to the collected data from the first inspection of the floor tiling in the residences. This step will identify the causes leading to the
defects that were identified during defect assessment work on site. Thus, we can conclude that the current performance of the
residences is of 3.15 sigma level and total percentage of defects in the floor tiling activity is 5.3%
SL BUILDING DEFECTS OPPORTUNITIES
DPMO =
NO:
(No of defects x 10 00 000)
1 (BUILDING A--NOUSHAD) 24 390
------------------------------------------
(No of defect opportunities per unit x No of 2 (BUILDING B--BASHEER) 17 330
units) 3 (BUILDING C--MURALI) 10 240
DPMO calculation formula 4 (BUILDING D--RAJAN) 15 300

DPMO = 50617.28 5 (BUILDING E--HASHIM) 16 360

TOTAL 82 1620

Table : Defects Calculation from the Case Study

YIELD DPMO SIGMA

94.7 50617.28 3.15

Table : The yield ,DPMO and sigma level of the floor tiling activity
Table: Six sigma table, (Garc & Marco, 2014) from the data
QUALITY MANAGEMENT SYSTEMS
MEASURE -CAUSE AND EFFECT TOOL
The twophase
Measure mostwill
widely usedthe
identify Six causes
Sigma leading
methodologies are DMAIC
to the defects and DMADV.
that were identifiedBoth methods
during defect are designed
assessment so aonbusiness
work site. This
process illustrates
diagram will be morethe efficient and between
relationship effective.aWhile
given both of these
outcome and methodologies share some
factors that influences important characteristics, they
the outcome.
are not interchangeable and were developed for use in differing business processes.
DMAIC (an acronymMATERIALfor Define, Measure, Analyze, Improve and MANAGEMENT
Control) refers to a data-driven improvement cycle used for
improving, optimizing and stabilizing business processes and designs. The DMAIC improvement cycle is the core tool used to
Manufacturing Storage
defect drive Six Sigma projects.
Poor Quality Constraints
DMADV (Define-Measure-Analyze-Design-Validate) method aims to redesign a problematic process or product. The approach
tile Cracks Improper protection Procurement of low quality
initially follows the first three steps of DMAIC and then deviates in theoflast two-stepsmaterials
by introducing Design/Redesign and
Materials finished surface
Validate steps to gainWaterthe improvements needed. This approach prevents problems from happening through quality and
absorption rate robust
Color variation and design concepts. Storage Locations
issue stains Inadequate supervision
POOR QUALITY
Improper laying OF TILING
Bad supervision
Slope to drain
Skirting works water
Substrates are Training
not spread Adhesive issues
Improper design of
evenly
Poor handling and tile drop
Incompetency in using Improper Mix
workmanship
newer methods design issues/
LABOUR
DESIGN
SKILL

QUALITY MANAGEMENT SYSTEMS

ANALYSIS – PARETO,PIECHART,BAR CHART TOOL
TheThe two contributors
main most widely forusedtheSix Sigmainmethodologies
defects are DMAIC
tile flooring quality andcracks
are the DMADV. in Both methods
flooring are designed
and skirting so aby
followed business
chipped
process
tiles, andwill
bad bepointing.
more efficient
18.3%and effective.
of defects is While bothcracks
from the of these methodologies
in the flooring andshare someThe
skirting. important characteristics,
later three contributes tothey
an
average 14%.This phase are not interchangeable
calculated and were
the frequency developedoffor
of occurrence usedefects
each in differing business
and analyze processes.
when, where, and why do these
DMAICoccur
defects (an acronym for are
to find out Define, Measure,
the root causes Analyze, Improvetoand
of these defects, Control)
provide refers to aand
improvement data-driven improvement
control measures. cycle used
This phase for
uses the
improving,
tool ‘Paretooptimizing andidentifies
Chart’ which stabilizing
thebusiness processes for
defects responsible and80%
designs.
of theThe DMAICoccurring
problems improvement
in thecycle is the core tool used to
tile installation
drive Six Sigma projects.
DMADV (Define-Measure-Analyze-Design-Validate) method aims to redesign a problematic process or product. The approach
initially follows the first three steps of DMAIC and then deviates in the last two-steps by introducing Design/Redesign and
Validate steps to gain the improvements needed. This approach prevents problems from happening through quality and
robust design concepts.

Figure : Defects identified from the case Figure : Defects identified from the case
study in Bar chart form. study in pie chart form.

QUALITY MANAGEMENT SYSTEMS

ANALYSIS –PARETO,PIECHART,BAR CHART TOOL
• The two most
A Pareto chartwidely
depictsused Six Sigmawith
the frequency methodologies
which certain are DMAIC
event andItDMADV.
occurs. Both methods
is a bar graph where each arefrequency
designedisso a business
shown in
process will be
descending more
order of efficient
importance andofeffective.
data fromWhile left toboth of these methodologies share some important characteristics, they
right.
• It helps us to focus are
16
onnot
the interchangeable
factors that have and were
greatest developed for use in differing business processes.
impact 120.00%
15
DMAIC (an acronym for Define, Measure, Analyze, Improve and Control) refers to a data-driven improvement cycle used for
improving, optimizing 14
and stabilizing
13 business processes and designs. The DMAIC97.56% improvement
98.78%
100.00%
cycle
100.00% is the core tool used to
12 95.12%
12 11 drive Six Sigma projects. 90.24%
84.15%
DMADV (Define-Measure-Analyze-Design-Validate)
10 method aims few
78.05% to redesign a problematic process or product. The approach
80.00%
71.95%
initially follows the first three steps of DMAIC and
62.20%
8 then deviates in the last two-steps by introducing Design/Redesign and
Major cause of
8 defect (80%) 60.00%
Validate steps to gain the improvements needed. This approach prevents problems from happening through quality and
48.78%
6
robust5 design 5 concepts.
5
40.00%
34.15% 4
4

18.29% 2 20.00%
2 1 1

0 0.00%

Frequency Cummulative %

From this graph, we can see that the initial 7 defects have 80% of impact in the tile quality issue ,so the priority should
be to address these at first. This helps in the selection of problems and initiating the improvement.
QUALITY MANAGEMENT SYSTEMS
IMPROVE –CORRECTIVE ACTION
This step
The twois most
to know how used
widely can the
Sixproblem be solved using are
Sigma methodologies alternatives
DMAIC and derived in the Both
DMADV. analysis phase. The
methods defects that
are designed sowere addressed
a business
in the Pareto
process chart
will be morewere then put
efficient andupeffective.
for a brain storming
While both ofsession
these to identify the improvement
methodologies share some and controlcharacteristics,
important measures for 80%theyof
the defects. From the pareto chart, 7 defects mainly affect the quality. Therefore, corrective actions are provided to overcome the defect
are not interchangeable and were developed for use in differing business processes.
DMAIC
S.N (an acronym for Define, Measure,
DEFECTS CAUSES Analyze, Improve and Control) refers to a data-driven CORRECTIVE improvement
ACTION cycle used for
improving, optimizing andexpansion
Inadequate stabilizing business
or control processes
joints, Cutting & poorand designs. The DMAIC improvement cycle is the core tool used to
handling,
Cracks in
flooring/skirting driveExcessive
Damage by other trade after laying if unprotected, Six Sigma projects.
Proper sub surface preparation, controlling gaps and bubbles in underlying
1
DMADV (Define-Measure-Analyze-Design-Validate)
external vibration, Direct impact
method aims to redesign a problematic process or product. The approach
adhesive bed, Laying tiles even surface and rigid surfaces, Proper protection,
Direct impact, Damage by other trade after laying in unprotected, By filling the chipped portion by epoxy or adhesive and painting over to
initially
Chippedfollows
tiles the
Poor first three
cutting stepsknocks
& handling, of DMAIC and then
on the edges deviates
or corners of tiles inmatch
the last two-steps
the color by introducing
of tile,Proper Design/Redesign
protection, Using proper tools, by fillingand
the
2 Validate steps that to gain
are notthe
laidimprovements
flat, needed. This approach prevents chipped areaproblems from
with nail paint withhappening
same color of through
tiles quality and
robust
Dry joints or bad Joint not properly cleaned & filled, Tiled surface design concepts.
not properly Select suitable grouting materials, Joint should be properly filled, Tiled
3 pointing cleaned after tiling, Poor quality of grouts used. surface to be properly cleaned after setting time
Inadequate provision of expansion or control joints, Incompatible
Adhesion Failure tile & bedding material, Concrete or cement/sand screed not Allow sufficient curing, Proper surface preparation, Clean back of tiles
4 properly cured & drying shrinkage cracks occur after tiling before installation
Tiles have dimensional defects, Varied tile thickness, Incorrect Ensure tiles are even and level using sprit level, Ensure tiles are uniformly
Uneven
bedding thickness, Insufficient leveling of each individual tile or in tapped onto place, also by using proper tools and selecting tiles of correct
surface/Lippage
5 sufficient tapping of the tiles into position thickness
Repair buckled tiles using good quality adhesives, not using old or dusty
Buckled Tiles lack of expansion joint, uneven subfloor, moisture absorption by tiles, If it is buckled over a large area, then entire tiles need to be replaced
6 tiles, using poor quality adhesive or improper cleaning, with same design
Confirm soaking does not lead to crazing before installation, To prevent
crazing on tile, apply proper glaze effect on the tile surface, It is a
Crazing on tiles
Due to variation in firing temperature, also due to continuous manufacturing defect and should be cautious ,these tiles should be rejected or
7 movement of wall or substrate. do not use those tiles

QUALITY MANAGEMENT SYSTEMS

CONTROL –CORRECTIVE ACTION
The two
Control most
plan willwidely used
help to Six Sigma
monitor methodologies are
the implementation DMAICstep
schedules and by
DMADV. Both
step. The methods are
comparison designed
between the so a business
preventive
process
works will be
before more
and efficient
after andsigma.
using six effective.
AfterWhile both of these
implementing methodologies
the above measuresshare some the
to control important
defects,characteristics,
Pareto analysisthey
is
are notthe
to be repeated to identify interchangeable andprevious
difference in the were developed
and laterfor useand
yield in differing business processes.
Sigma level
DMAIC (an acronym for Define, Measure, Analyze, Improve and Control) refers to a data-driven improvement cycle used for
improving,
Control plan optimizing
will helpandus stabilizing
to keep a business
check onprocesses
the variousandpreventive
designs. The DMAIC improvement
measures which are takencycletoisachieve
the corethe
tooldesired
used to
result. As per the Guide to Control Plans a control drive Sixthe
plan is Sigma projects.description of those procedures, checks or assigned
documented
DMADV
activities(Define-Measure-Analyze-Design-Validate)
necessary to verify that production unitsmethod continueaims to redesign
to conform to athe
problematic process
type approval or product.
requirements Theregard
with approachto
initially follows
specification, the first
marking andthree steps of DMAIC and then deviates in the last two-steps by introducing Design/Redesign and
performance.
• Validate
Control steps to gain
plan will helpthe improvements
us to monitor on theneeded.
variousThis approachmeasures
preventive prevents which
problemsare from
takenhappening
to achieve through quality
the desired and
outcome.
• The aim of control plan is to show that appropriate robust design
level concepts.
of control exists in relation to the defects which are listed out
earlier.
• The assessment sheet (checklist) and the cause and remedy matrix which has been prepared earlier can used as a
control plan.

Main root cause problems in tile installations identified through the research are as follows: Cracked Tile, Not Enough
Expansion and Contraction, Improper Adhesive, Lack of Cleaning and Workmanship, Applying the wrong grout,
Installing Tile Over Poorly Prepared Subfloor.
To cover these the corrective measures like the tiles should be soaked thoroughly, using expansion joints in tiles to avoid
tiles cracking, If there is a major size variation in tiles, then get replace the whole tiles box from the supplier, to avoid
changes in the color of the tile through covering leak in the shower, to damaged corner joints, leaking taps etc

QUALITY MANAGEMENT SYSTEMS

RESULTS
TheThe two
Six mostbased
Sigma widelymethodology
used Six Sigma methodologies
has been used for theare DMAIC
quality and DMADV.
management of Both
floor methods are designed
tiling process. so aobtained
The results business
process
after will be more
implementing theefficient and effective.
improvement measures While bothstages
at various of these methodologies
of the share some
DMAIC Methodology areimportant characteristics, they
described below:
are not interchangeable and were developed for use in differing business processes.
1.DMAIC (an acronym
Customer for Define,
satisfaction impactMeasure, Analyze,defect
– By providing Improve freeand Control)
floor tiling refers
activitytoand
a data-driven
services ofimprovement cycle used for
consistent performance
improving, optimizing
and quality, the Sixand stabilizing
Sigma practicebusiness
definitelyprocesses
enhancedand the designs.
customerThe DMAIC improvement cycle is the core tool used to
satisfaction.
drive Six Sigma projects.
DMADV
2. Time(Define-Measure-Analyze-Design-Validate)
impact and Improvement in yield/productivity method –aims to redesign
Considerable a problematic
time process or product.
is saved by eliminating The yield
rework. The approach
initially follows the
or productivity is first three by
improved steps of DMAIC
optimum and then
utilization deviates along
of resources in the with
last two-steps by introducing
the reduction in wastages Design/Redesign and
Validate steps to gain the improvements needed. This approach prevents problems from happening through quality and
3. Top line impact – Builder reputation in the market robust
and design
society concepts.
at large is improved by providing service of good quality
without any deviation in terms of performance and reliability

4. Bottom line impact – Six Sigma is a process control technique. By ensuring that the process is under control, the
product can never be defective. Rejection or rework saved is straight away added to the bottom line in terms of profit to
the builder.

5. Sigma impact – The sigma level has been increased from 3.14 after the measures are adopted.The higher the sigma
level, the better the process is performing and the lower the probability that a defect will occur.

QUALITY MANAGEMENT SYSTEMS

 APPLICATION
A P P L I C AT I O N : D M A D V M E T H O D O L O GY A P P L I C AT I O N I N A F F O R D A B L E H O U S I N G
PROJECT INFORMATION
LOW COST HOUSING, SECTOR 23 DWARKA, NEW DELHI
Details
Site area 5.45 Hectare
Number of 2300 EWS
units
Permissible @40%
Ground
coverage
Maximum @200%
permissible
FAR
Carpet Area 25.14-25.46
Range sq. m.
Height G+4

QUALITY MANAGEMENT SYSTEMS

PROJECT INFORMATION
The two most widely used Six Sigma methodologies are DMAIC and DMADV. Both methods are designed so a business
process will be more efficient and effective. While both of these methodologies share some important characteristics, they
are not interchangeable and were developed for use in differing business processes.
DMAIC (an acronym for Define, Measure, Analyze, Improve and Control) refers to a data-driven improvement cycle used for
improving, optimizing and stabilizing business processes and designs. The DMAIC improvement cycle is the core tool used to
drive Six Sigma projects.
DMADV (Define-Measure-Analyze-Design-Validate) method aims to redesign a problematic process or product. The approach
initially follows the first three steps of DMAIC and then deviates in the last two-steps by introducing Design/Redesign and
Validate steps to gain the improvements needed. This approach prevents problems from happening through quality and
robust design concepts.

EWS UNIT PLAN

Carpet Area: 22.97 Sq. m.
Built Up- 29.83 Sq. m EWS BLOCK- FLOOR PLAN

QUALITY MANAGEMENT SYSTEMS

DMADV PROCESS FRAMEWORK
The two most widely used Six Sigma methodologies are DMAIC and DMADV. Both methods are designed so a business
DEFINE
process will be more efficient MEASURE
and effective. While bothANALYZE
of these methodologiesDESIGN VERIFY they
share some important characteristics,
are not interchangeable and were developed for use in differing business processes.
DMAIC (an acronym for Define,
• Identify • Measure,
Survey Analyze, Improve and Control) refers to •a data-driven
• Analyze Design improvement • cycle used for
Calculate
improving, optimizing and stabilizing
project
business processes and
existing
designs. The DMAIC improvement
cause of alternatives
cycle is the core tool used to
sigma level
units/similar defects schemes/ for
• Define units drive Six Sigma projects. modifications alternative
DMADV customer
(Define-Measure-Analyze-Design-Validate) method aims totheredesign a problematic process or product.design
• Identify The approach
based
initiallyrelated
follows the first three•steps
issues of DMAIC and then deviates
Identify defects toin
bethe last two-steps by introducing Design/Redesign
on and
defects considered modifications
Validate
• Define
steps to gain the improvements needed. This approach for
prevents problems from happening through quality and
objectives • Count no. of robust design concepts.
improvement
parameters defects v/s no,
for of
assessment opportunities

• Calculate
sigma level
for existing
unit based on
DPMO

QUALITY MANAGEMENT SYSTEMS

DEFINE—SURVEY (VOC)
The define phase aims at defining the goals and parameters for improvement and begins with identifying the issues in
the present case. The define phase also includes understanding the customer requirement and developing objective
design variables affecting customer satisfaction.

In reference to DDA housing scheme 2014

VOC: "DDA scheme 2014: Allottees unhappy with smaller than store room size flats" (Hindustan Times, Jan 17, 2015)
" DDA to put up 10,000 rejected flats for sale" (The Times of India, Dec 27, 2015)
"8,500 allottees return/surrendered their DDA flats" (Business Standard, Jan 4, 2016)

ISSUES IDENTIFICATION :
• Small sizes of rooms
• Finishing is not completed
• Finishing work quality issues
• No water and power supply for nearly 1 year after completion
• Unfinished Landscaping

UNDERSTANDING CUTOMER’s REQUIREMENTS:

Functionally sound in terms of adequacy, structural stability, durability, services, and other functional factors.

OBJECTIVE PARAMETERS
Adequacy : Carpet area and daylight & ventilation. & Durability : Quality related to walls, slab and door windows
QUALITY MANAGEMENT SYSTEMS
DEFINE

ADEQUACY DURABILITY
SETTheEVALUATION
two most widelyCRITERIA
used Six Sigma
(Based methodologies
on NBC) are DMAIC and DMADV. Both methods are designed so a business
process
1. Carpet willarea:
be more efficienttoand
compliance effective.
minimum While
space both of these
requirements in methodologies share some
the National Building Code important characteristics,
of India-2005, Part 3, they
clause 12.2. are not interchangeable and were developed for use in differing business processes.
2.DMAIC (an acronym
Daylighting and for Define, Measure,
ventilation: Analyze,
compliance Improve and
to minimum Control) refers
requirements to a data-driven
of fenestration improvement
area for daylightingcycle
andused for
improving, optimizing
ventilation and stabilizing
in the National Buildingbusiness
Code of processes
India 2005,and
Partdesigns.
3, clauseThe
15. DMAIC improvement cycle is the core tool used to
3. Walls: Existence of physical defects including seepage,drive Sixcracking
Sigma projects.
or spalling of plaster, efflorescence etc.
DMADV
4. Slabs: (Define-Measure-Analyze-Design-Validate) methodspalling
Existence of physical defects including seepage, aims toofredesign a problematicetc.
plaster, efflorescence process
. or product. The approach
5.initially
Doorsfollows the first three
and windows: stepsand
alignment of DMAIC
gaps. and then deviates in the last two-steps by introducing Design/Redesign and
Validate steps to gain the improvements needed. This approach prevents problems from happening through quality and
Location
robust design concepts.
Standards for area (NBS part 3) Daylighting & ventilation
Minimum Area(Sq.M,) Minimum Width (m) (NBS part 3)

Habitable Rooms 9.5 2.4 1/8 of floor area

Kitchen 5.0 1.8 1/8 of floor area + 25%
Bath 1.8 1.2 0.3 sqm window area
WC 1.1 0.9 0.3 sqm window area
Combined bath +WC 2.8 1.2 0.3 sqm window area
Table : Minimum Standards as per NBC 2005

QUALITY MANAGEMENT SYSTEMS

MEASURE
The measure phase aims at Measuring and determining customers’ needs and specifications.
• Survey the existing units that may have been built or alternatively, survey similar units for defects.
• Identify defects in the surveyed units.
• Count the number of defects and the number of opportunities present in the surveyed units.
• Calculate sigma level for existing units that have been surveyed on the basis of observed DPMO.

DEFECTS IDENTIFICATION (Based on Remote Survey)

Common problems related to cramped spaces and poor ventilation. Physical defects, the layout of the unit provides for spaces
and fenestration areas that do not comply with NBC-2005 requirements and hence the non-compliant cases have been
considered as defects. Apart from these other defects which were observed:

Flat 1- Cracks in plaster, misaligned window in bedroom, misaligned door in bath, Seepage on walls & slab.
Flat 2- Foul smell in toilet, Misaligned door in WC, .
Flat 3- Plaster cracks, seepage/cracks on bath ceiling slab, misaligned door in bedroom
Flat 4- Seepage on WC ceiling slab, Cracks in plaster, misaligned door in bedroom and bath
Flat 5- Spalling of plaster on multiple walls, cracks in plaster near joints, multiple misaligned doors and windows.

QUALITY MANAGEMENT SYSTEMS

MEASURE
Table- Recording of these defects and calculates the sigma level for the five flats that have been studied.

DPMO =
(No of defects x 10 00 000) DPMO = 226666.67 DEFECT RATE = 22.67%
------------------------------------------ SIGMA LEVEL = 2.25 YIELD = 77.33%
(No of defect opportunities)

QUALITY MANAGEMENT SYSTEMS

ANALYZE
The analyze phase aims at Analyzing the defects identified in measure phase.
Carpet Area Daylighting & ventilation Walls Slabs Doors and windows

Carpet area of all spaces lower Window area lesser than NBC Cracks, seepage, Spalling Seepage Misaligned Door
than NBC specifications specifications causing low of plaster etc. windows
causing ergonomically poor daylight and natural
spaces ventilation

The functional Analysis of the unit design reveals:

• The spaces are ergonomically poor and do not allow for basic comfortable living
• Opportunities for creating storage spaces are far too less in the already cramped layout.
• The available space has not been utilized in the most efficient manner.
• Window areas are too less for the area provided. Width of the windows can be increased
Adequecy (Carpet area
Daylighting & Ventilation
Sqm)
Location
Minimum Minimum
Actual Actual
(As/NBC) (As/NBC)
LIVING ROOM 9.5 9.072 1.134 0.9
BEDROOM 9.5 6.6 0.825 0.9
KITCHEN 5 3.3 0.515 0.54
BATH 1.8 1.2 0.3 0.405
WC 1.1 0.96 0.3 0.405

QUALITY MANAGEMENT SYSTEMS

ANALYZE
From this graph, we can see that the initial 2 defects have 80% of impact in overall quality, so the priority should be to
address these at first. This helps in the selection of problems and initiating the improvement during the define phase

QUALITY MANAGEMENT SYSTEMS

DESIGN
Design − Design a alternative that will meet customers’ needs.
• Unit design alternative have been
developed which are ergonomically
better, make more efficient use of the
available space,

• The design alternate has the same built

up area as the original design but the
carpet area has been increased by 0.32
sq.m.

• The design follow the NBC-2005

norms for carpet areas of individual
spaces as well as norms for
fenestration areas for better
daylighting and natural ventilation.

• Provide opportunities for creating

ORIGINAL UNIT PLAN ALTERNATE UNIT PLAN larger storage spaces.
Carpet Area: 22.97 Sq. m. Carpet Area: 23.29 Sq. m.
Built Up- 29.83 Sq. m Built Up- 29.83 Sq. m
QUALITY MANAGEMENT SYSTEMS
DESIGN
Comparison of alternate unit design

QUALITY MANAGEMENT SYSTEMS

VERIFY
Verify − Verify the design performance and ability to meet customer needs.

DPMO =
(No of defects x 10 00 000) DPMO = 60000 DEFECT RATE = 6.00%
------------------------------------------ SIGMA LEVEL = 3.05 YIELD = 94.00%
(No of defect opportunities)

QUALITY MANAGEMENT SYSTEMS

RESULTS
The two most widely used Six Sigma methodologies are DMAIC and DMADV. Both methods are designed so a business
process will be more efficient and effective. %LOW
PARAMETER While bothCOST HOUING,
of these DWARKA
methodologies share some important characteristics, they
UNIT are not interchangeable and wereUNIT
ORIGINAL developedALTERNATE
for use in differing
UNITbusiness processes.
DMAIC
CARPET (an AREA
acronym for Define, Measure, Analyze, Improve and Control) refers
22.97 23.29 to a data-driven improvement cycle used for
improving, optimizing and stabilizing business processes and designs. The DMAIC improvement cycle is the core tool used to
BUILT UP AREA 29.83 29.83
drive Six Sigma projects.
DMADV
DPMO(Define-Measure-Analyze-Design-Validate) method aims to redesign
226666.67 a problematic process or product. The approach
60000
initially
SIGMAfollows
LEVEL the first three steps of DMAIC and then deviates in the last
2.25 two-steps by introducing Design/Redesign and
3.05
Validate steps to gain the improvements needed. This approach prevents problems from happening through quality and
DEFECT RATE 22.67%
robust design concepts. 6.00%
YIELD 77.33% 94.00%
%IMPROVEMENT IN QUALITY 16.67%

• The application of six sigma to affordable housing showed improvements in quality .

• The parameters used for six sigma assessment involved user centric parameters, thus improving the acceptability of
affordable housing to the user.
• Six sigma, if applied to major components of affordable housing design, can help in bringing down the cost of non-
conformities, thus reducing the cost of quality and consequently increasing affordability.

QUALITY MANAGEMENT SYSTEMS

CONCLUSION
1. As a management approach, Six Sigma is discussable within construction context due to differences of manufacturing and
construction industry. Since construction industry includes lots of unrepeatable tasks and different process design
techniques, Six Sigma does not seem applicable as a whole management approach in construction industry.

2. Due to various Complexity in Building Construction projects like:

• Frequent changes at any stage of the project
• There is a lack of process stability which is an obstacle to overcome when implementing Six Sigma in construction
organization.

3. Outside of a manufacturing operation, Six Sigma often fails to yield the kind of results needed to justify such a time-
consuming and expensive management change. To function effectively, Six Sigma requires buy-in from everyone involved.
It requires a sizable upfront cost to implement and train employees on the methodology of Six Sigma and its execution.

Although today there are limitations and barriers to the implementation of six sigma in the construction sector, six sigma as a
tool holds great potential in improving the overall quality. From the project management perspective, this system needs to be
adopted as fast as possible so that the benefits can be reaped as early as possible.

The construction industry needs to change its attitude toward quality work and measuring in order to improve its quality.
Full support by the top management is a key factor of success in the implementation of Six Sigma. The top management must
fully support the implementation and have a clear goal of what they want to get out of it.

QUALITY MANAGEMENT SYSTEMS

 THANK YOU

GROUP 7 – BARKHA KUKREJA & THOUFEER MUHAAMED N

SIX SIGMA PERFORMANCE INDICATORS
Process capability : Minimum spread of process variation present in a
manufacturing process. Process capability means how likely a product is going to
meet the design specification.

The UCL or upper control limit and LCL or lower control limit are limits set by
your process based on the actual amount of variation of your process.

The USL or upper specification limit and LSL or lower specification limit are
limits set by your customers requirements. This is the variation that they will
accept from your process.

Need for process capability (PC)

• For meeting customer requirements/specifications.
• To measure and control the spread of process.
• To provide more realistic tolerances for product dimensions.
• Improve the process performance capability Sigma level is obtained by Cp that is
described by the following expression
Process Capability index (Cp) is a six sigma principle metric which provides
upper and lower boundaries based on the company's quality control strategy and
policy.

QUALITY MANAGEMENT SYSTEMS