scholarly journals Design For Six Sigma (DFSS) Approach for Creating CLEAR Lessons Learned Database

2020 ◽  
Vol 51 (1) ◽  
pp. 75-82
Author(s):  
Siddharth Banerjee ◽  
Edward J. Jaselskis ◽  
Abdullah F. Alsharef
Keyword(s):  
Six Sigma ◽  
Construction Projects ◽  
Lessons Learned ◽  
Construction Sites ◽  
Data Repositories ◽  
Upper Management ◽  
North Carolina Department ◽  
Design For Six Sigma ◽  
The North ◽  
Information Construction

Project personnel working in construction sites fail to transfer invaluable experiences gained mostly due to the absence of a formalized process to record such information. Construction projects are seldom repetitive in nature and this highlights the need for organizations to have in place robust data repositories to facilitate knowledge sharing. This paper describes an effort in creating a new internal-only web-based lessons learned database named Communicate Lessons, Exchange Advice, Record (CLEAR) for the North Carolina Department of Transportation (NCDOT). A Design For Six Sigma (DFSS) approach of Identify, Define, Develop, Optimize, and Verify (IDDOV) model was used. Findings from this study will help NCDOT to institutionalize knowledge and improve project cost variations and schedule predictability. In conjunction with this database, a data dashboard is envisioned to provide effective visualizations for the upper management to make informed decisions based on the lessons information in the database. The dashboard will include success metrics such as detecting reduced numbers of claims and claims amounts, witnessing periodical increase in lessons uploaded into the database, and enhanced communication among specialized staff. This approach is a significant contribution to the existing body of knowledge in lessons learned database implementation for construction applications. The anticipated outcome of this new application will be a more efficient and effective public organization through reduced claims, improved designs, and construction workflows, and improved policies and standards. Future researchers can make use of information presented in this paper to build new robust lessons learned systems to improve organizational efficiency.

Development of North Carolina Department of Transportation’s CLEAR Program for Enhanced Project Performance

2021 ◽  
pp. 036119812199519
Author(s):  
Clare E. Fullerton ◽  
Alyson W. Tamer ◽  
Siddharth Banerjee ◽  
Abdullah F. Alsharef ◽  
Edward J. Jaselskis
Keyword(s):  
North Carolina ◽  
Best Practices ◽  
Construction Projects ◽  
Lessons Learned ◽  
Aging Workforce ◽  
Data Repositories ◽  
User Input ◽  
North Carolina Department ◽  
The North ◽  
Six Sigma Approach

Valuable lessons learned and best practices gleaned from construction projects often do not transfer to future generations because of the lack of a formalized process. This ongoing issue gives rise to the need to impart fresh training to new North Carolina Department of Transportation (NCDOT) employees once the aging workforce retires or in the event of turnover. In addition, a platform for personnel to record pertinent project information about successes and failures in projects is needed. Such information can help solve problems and avoid repeated mistakes. The aim of this research project is to create a new program called Communicate Lessons, Exchange Advice, Record (CLEAR) to reposit knowledge gained by personnel. Integral to this program is an internal-only web-based database on NCDOT’s Connect SharePoint portal with MS Access as its backend. The North Carolina State University researchers used a Design for Six Sigma approach to identify, define, develop, optimize, and verify lessons learned/best practices to create the CLEAR database. The database fields were selected based on end-user input as well as a review of existing data, such as claims and supplemental agreements, within NCDOT data repositories. Training materials, including videos and standard operating procedures, were created to disseminate information about this new program. The CLEAR program will help the NCDOT to institutionalize knowledge and is expected to improve project cost variability and scheduling.

North Carolina's Ecosystem Enhancement Program

2005 ◽  
Vol 1941 (1) ◽  
pp. 175-183 ◽  
Author(s):  
Janet D'Ignazio ◽  
Kathryn McDermott ◽  
Bill Gilmore ◽  
Chris Russo
Keyword(s):  
North Carolina ◽  
Lessons Learned ◽  
Environmental Benefits ◽  
Army Corps ◽  
Cumulative Impacts ◽  
Army Corps Of Engineers ◽  
Compensatory Mitigation ◽  
Implementation Processes ◽  
North Carolina Department ◽  
The North

Even before FHWA's focus on ecosystem conservation as part of its vital goals, the North Carolina Department of Transportation (NCDOT) had begun to examine how and where compensatory mitigation was being implemented in the state. Over the past 4 years, NCDOT, the North Carolina Department of Environment and Natural Resources, and the U.S. Army Corps of Engineers–Wilmington District have partnered to redesign the mitigation process with one goal in mind: to create a compensatory mitigation program that delivers guaranteed environmental benefits. The result of these efforts is the Ecosystem Enhancement Program (EEP). Instead of focusing on individual highway project impacts, the EEP concept revolves around watershed plans and considers cumulative impacts associated with a given watershed. Accordingly, EEP provides cumulative mitigation for cumulative impacts. It was clear from the start that EEP was going to change fundamentally the goals, approach, and structure of providing mitigation in North Carolina. Although the mitigation experts knew how the mitigation process needed to change, they lacked expertise in how to manage that change. Not surprisingly, this has presented several hurdles that the sponsoring agencies are still trying to scale today. As implementation moves forward, many valuable lessons are being learned, which are laying the groundwork for successful change. This paper describes the origins of the EEP concept, outlines the implementation processes, discusses “change barriers” experienced and lessons learned, and provides an EEP progress report 2 years into the program's implementation.

Design for Six Sigma: The First 10 Years

2007 ◽  
Author(s):  
Martha Gardner ◽  
Gene Wiggs
Keyword(s):  
Six Sigma ◽  
Lessons Learned ◽  
Product Performance ◽  
Design Engineering ◽  
Initial Training ◽  
Simultaneous Reduction ◽  
Engineering Community ◽  
Design For Six Sigma ◽  
Design Cycle

Six Sigma was launched at GE in 1995 by Jack Welch as a systematic way of improving the quality of delivered products and reducing cost across the entire Corporation. Soon after the first wave of Master Black Belts returned from their initial training, it was obvious that GE needed a “version” of Six Sigma adapted by a Design Engineering community that was focused on achieving specific goals of improved product performance, reliability and producibility while achieving a simultaneous reduction in the design cycle time for new products. The purpose of this paper is to share our lessons learned in adapting Six Sigma to the needs of the Design Engineering Community.

Knowledge Management in a Project Climate

2005 ◽  
pp. 130-137 ◽  
Author(s):  
Elayne Coakes ◽  
Anton Bradburn ◽  
Cathy Black
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Construction Projects ◽  
Best Practice ◽  
Lessons Learned ◽  
Construction Sites ◽  
Substantial Risk ◽  
Frontline Managers

This case study concerns the company Taylor Woodrow, which is a housing, property, and construction business operating internationally in situations where frontline operations are characterised by project management. Construction projects can sometimes carry substantial risk, and this case examines the role of knowledge management at Taylor Woodrow in minimising the probability of mischance by promoting best practice and lessons learned. The case shows how best practice can be developed through knowledge-sharing facilitated by networks of relationships. Some relationships are external — between the company, its partners, suppliers, and customers. Other relationships are internal — between frontline managers on construction sites and headquarters’ staff. The case study indicates how knowledge is collated and distributed for the mutual benefit of all stakeholders.

Knowledge Management in a Project Climate

2011 ◽  
pp. 2843-2849
Author(s):  
Elayne Coakes ◽  
Anton Bradburn ◽  
Cathy Black
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Construction Projects ◽  
Best Practice ◽  
Lessons Learned ◽  
Construction Sites ◽  
Substantial Risk ◽  
Frontline Managers

This case study concerns the company Taylor Woodrow, which is a housing, property, and construction business operating internationally in situations where frontline operations are characterised by project management. Construction projects can sometimes carry substantial risk, and this case examines the role of knowledge management at Taylor Woodrow in minimising the probability of mischance by promoting best practice and lessons learned. The case shows how best practice can be developed through knowledge-sharing facilitated by networks of relationships. Some relationships are external — between the company, its partners, suppliers, and customers. Other relationships are internal — between frontline managers on construction sites and headquarters’ staff. The case study indicates how knowledge is collated and distributed for the mutual benefit of all stakeholders.

scholarly journals Developing a Lessons Learned Database for NCDOT Projects Using Design for Six Sigma (DFSS) Approach

2019 ◽  
Author(s):  
Siddharth Banerjee ◽  
Edward J. Jaselskis ◽  
Abdullah F. Alsharef ◽  
Clare E. Fullerton ◽  
Alyson W. Tamer
Keyword(s):  
Six Sigma ◽  
Lessons Learned ◽  
Design For Six Sigma

Analysis of the ways of improvement of Ukraine – NATO cooperation on cybersecurity issues

2020 ◽  
Vol 10 (2) ◽  
pp. 11-15
Author(s):  
Volodymyr Shypovskyi ◽  
Volodymyr Cherneha ◽  
Serhiy Marchenkov
Keyword(s):  
Political Parties ◽  
North Atlantic ◽  
Lessons Learned ◽  
Cyber Warfare ◽  
The North ◽  
Collective Defense ◽  
Cyber Space ◽  
The Russian Federation ◽  
Modern Warfare ◽  
E Mail

Recent events in Ukraine have shown that, along with the advancement of information technology, methods of conducting modern warfare are being enhanced. Cyberspace is deliberately used by the Russian Federation to commit cyber warfare against Ukraine. Therefore, in order to address their influence effectively, it is important not only successfully deal with its consequences but also to foresee the potential adversaryʼs actions by analyzing their previous operations and incorporating the lessons learned by other countries. Across the globe, including Ukraine, the issue of information security and cyberattacks has become exceedingly urgent. Everybody is aware of the ongoing attacks on information networks of various government agencies and energy firms, cyberattacks on e-mail networks of political parties and organizations around the world. Likewise, despite the steadily growing numbers, cyberattack cases against the individuals and private businesses are not reported as widely as they occur. As a result, The North Atlantic Alliance countries began tackling the issue of cyberthreats much earlier than Ukraine. Consequently, NATO and its allies rely on powerful and robust cyber defenses to ensure the Alliance's core tasks of collective defense. The article discusses methods and strategies for providing cyber defense in NATO member states and recommends ways to increase the level of protection in the state's cyber space, as part of Ukraineʼs national security and defense domain.

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