Abstract
Since Motorola first proposes “Six Sigma” in 1987, it becomes an important methodology in pursuing excellence for enterprises. In early age, Six Sigma is only applied in manufacturing industry. Recently, Six Sigma gradually expands to service area such as finance and healthcare industry. However, Six Sigma is still immature in construction and engineering service industry. Bechtel Corporation, one of the largest engineering and construction companies in the world, reported savings of $200 mil- lion with an investment of $30 million in its six sigma program to identify and pre- vent rework and defects. There are hardly other successful cases except for Bechtel. Therefore, presenting a Six Sigma real case of an engineering service company is the goal of this research. With regard to the characteristic of engineering service industry, we propose a Six Sigma methodology identifying critical success factor, essence of Six Sigma, pro- ject selection, critical to quality (CTQ) and Six Sigma tool box. In addition, we apply a full DMAIC improvement cycle in an engineering service company. In define phase, “design working hour” is defined as CTQ. In measure phase, we discover some fault occurred in records of design working hour by performing measure system analysis (MSA). In analyze phase, all possible causes are found by cause-effect diagram and screened to few root causes. In improve phase, we take brain-storming to generate feasible improvement measures. In control phase, FMEA is applied to make sure all improvement measures are working as expected.