The authors of “Six Sigma-Based Approach to Improve Performance in Construction Operations” present ideas and research for integrating a quality control project management practice called the “six sigma principle” combined with another quality control and project management practice called “lean construction” to improve productivity and reduce defects.
In the introduction, the authors describe quality issues facing the construction industry, how projects are managed and measured, and how the six sigma principle can be adapted and combined with lean construction to improve quality. The authors also acknowledge previous similar research. In the following section, the authors then give the framework for their methodology in combining the six sigma principle and lean construction. The authors then discuss the construction process and the metrics used for measuring performance, including computational formulas and the basic framework for management.
The authors deliver two case studies. The first case study was about the assembly of iron-bar towers. They described their data in terms of CTQ, or critical total quality. This measurement is the end result of computations using the six sigma principle. After presenting the data, the researchers found that the six sigma principle could decrease defects and increase productivity. The second case study focused on the cutting and installing of deck plates. Researchers then measured if productivity and reliability were improved through the use of CTQ changes and found that the six sigma principle could improve productivity.
Based on these case studies, the researchers concluded that a modified six sigma principle could be applied to construction projects in a way that is similar to Crosby's manufacturing projects as well as a more variable and project-based environment as found on a construction site. The writers then list their acknowledgments and references.