Page 48 - QUALITY MAGAZINE_Volume 02 (Issue II)_Web Ready File (1)

QUALIT Y JANUARY 2024

3. How has SD&CC integrated Lean Six 4. What continuous improvement
programs are in place at SD&CC to
Sigma principles into its construction
projects and during project life cycle? enhance quality and efficiency, and
how do you measure the success of
these initiatives?
Focusing on the customer is the foremost principle of
Lean Six Sigma, and we embody this principle by serving SD&CC employs various continuous improvement
not only government projects but also collaborating programs such as,
with leading construction companies such as Maga, • Lean Construction: SD&CC focuses on reducing
Sierra, and Sanken. These companies purchase concrete waste and improving efficiency by optimizing
products from us, and our engineers understand their workflows and materials management.
work well because we undertake similar projects. This
expertise enables us to identify and address root causes • Safety Enhancements: Implementing more rigorous
of problems effectively. Our experienced and highly safety protocols and training programs to reduce
qualified team, comprising civil, structural, design, accidents and improve worker safety.
mechanical, chemical, electrical, and mining engineers, • Quality Control: Establishing strict quality control
is adept at managing diverse projects while prioritizing measures to ensure that construction projects meet
customer needs and solutions. required standards and specifications established by
To eliminate non-value adding steps, we have a dedicated ISO 9001:2015, ISO 45001:2018 and ISO 14001:2015
team for waste management and quality checklists • Technology Integration: Using alternative
for our concrete yards. By leveraging new technology construction materials and methods, IT technologies
and our Research & Development lab, we consistently to enhance project planning, monitoring, and
reduce defects. Our communication and collaboration execution.
are enhanced through weekly meetings involving myself, • Supply Chain Optimization: Improving coordination
the General Manager (GM), Deputy General Manager with suppliers and subcontractors to reduce delays
(DGM), and a special team of four young engineers from and ensure timely delivery of materials.
the customer handling unit. We regularly visit all project
sites to stay informed and competitive with the private • Energy Efficiency: Implementing sustainable
sector. building practices and energy efficient technologies
Our team, including engineers, mechanics, and civil to reduce environmental impact and operational
laborers, benefits from effective communication costs.
methods designed to resolve issues and encourage The success of above initiatives are measured by
productivity. Recently, we introduced an incentive following methods,
payment system and an overtime (OT) work schedule
on Saturdays, which has been well-received by the staff. Establish KPIs: Define key performance indicators (KPIs)
The management team works closely with the minor to measure the success of improvement initiatives.
staff, fostering a cooperative environment.
Regular Reporting: Develop a reporting system to track
We are adaptable to industry needs, utilizing data and progress and share results with stakeholders.
information to drive changes. Specifically, in concrete Conduct Benchmarking: Compare performance against
works, the current practice in Sri Lanka involves industry standards and best practices to identify areas
manufacturing 70% of the materials on-site. We aim for improvement.
to reverse this by producing 70% in our factory and
completing the remaining 30% on-site. This approach is
particularly beneficial for projects involving small houses,
bridges, anicut box culverts, and other similar structures.
For instance, we recently completed a drainage system
and carpeting for KDU Ratmalana’s law faculty within “ “
two days, demonstrating our readiness and efficiency. Establishing
Our factories handle the majority of the work, with only STRICT QUALITY CONTROL MEASURES
the installation part conducted on-site. This shift aligns to ensure that construction projects
with Lean Six Sigma principles, minimizing material
wastage and enhancing operational efficiency. meet required standards
and specifications established
by ISO 9001:2015,
ISO 45001:2018
& ISO 14001:2015
“ “

Department of Industrial Quality Management
Department of Industrial Quality Management
46 Department of Industrial Quality Management Department of Industrial Quality Management 47
General Sir John Kotelawala Defence University General Sir John Kotelawala Defence University