DELAY ON THE ZONE ESTABLISHMENT WORK PROCESS IN NON-REVENUE WATER REDUCTION PROJECT

DESANAN A/L KRISHNAN

A thesis submitted in fulfillment of the requirements for the award of the degree of Master of Science (Construction Management)

Faculty of Civil Engineering Universiti Teknologi Malaysia

NOVEMBER 2007

iii

To my beloved mother, father, brothers, sisters and fiance.

iv

ACKNOWLEDGEMENT

I would like to take this opportunity to thank my project supervisor, Associate Professor Dr. Arham bin Abdullah, for his encouragement, guidance, critics and support. The various problems and challenges that I had encountered in carrying out this project were overcome with the advice and motivation from him.

I would also like to express my sincere appreciation to all staffs in Jalur Cahaya Sdn Bhd and Syarikat Bekalan Air Selangor for their co-operation, assistance and guidance in completing this project successfully.

Last but not least, I would like to thank to all the parties that were directly or indirectly involved in the proceedings of this project from the start till its completion

ABSTRACT

The difference between amount of water put into the distribution system and the amount of water billed to consumers is termed as Non-Revenue Water (NRW). It is a major issue effecting water utilities in developing countries nowadays. NRW project in Selangor is outsourced so that it could be managed in a more effective manner. Zone establishment is the main scope of work to be done for NRW Phase 2 Project in Selangor. Delay that occurs during the process of zone establishment makes the entire organization to be unorganized due to last minute work preparation and drop in quality of work. This process consists of several activities done by different departments in an organization. This study is done to identify the delay activities, factors that cause the delay and finally a new improved zone establishment work process will be recommended. The main aim of this study is to improve the current zone establishment work process so that delay can be minimized. There will be two stages of data collection and analysis. The first stage will be to identify the delay activities by studying the flow of activities for ten different zones. Identifying the factors that cause delay by interviewing the head of department and personal responsible for the delay will be the second stage of data collection and analysis. Overall there were three main activities that cause the major delay in the work process. Outcome from the interview done to the head of departments and personal responsible of those delay activities has shown indirectly the factors that causes the delay. There are four factors that have been identified and three strong strategies to minimize the problems are suggested. Finally a new improved zone establishment work process has been recommended.

vi

ABSTRAK

Perbezaan diantara air yang disalurkan ke dalam paip retikulasi dan caj yang dikenakan melalui meter pengguna juga disebut sebagai air tidak berhasil. Isu air tidak berhasil sudah menjadi satu isu yang hangat dan serius dikebanyakkan negara membangun. Projek air tidak berhasil di Selangor telah dipertanggungjawabkan kepada syarikat sawasta supaya projek ini boleh diuruskan dengan lebih cekap. Pengistiharan zon adalah salah satu skop utama dalam projek fasa dua air tidak berhasil di Selangor. Kelewatan dalam menjalankan kerja pengistiharan zon ini telah mengakibatkan kerja menjadi tidak teratur dan kualiti kerja menurun. Proses pengistiharan zon ini melibatkan beberapa aktiviti yang dijalankan oleh jabatan yang berlainan dalam organisasi tersebut. Kajian ini dijalankan dengan tujuan untuk mengesan aktiviti yang bermasalah, fakto-faktor yang menyebabkan kelewatan dan satu proses pengistiharan zon yang lebih baik akan dicadangkan di penghujung kajian. Misi utama kajian ini adalah untuk memperbaiki proses pengistiharan zon yang sedia ada. Kajian ini melibatkan dua tahap pengumpulan data dan analisis. Tahap pertama adalah bertujuan untuk mengenal pasti aktiviti yang bermasalah dan tahap kedua pula bertujuan untuk mendapatkan faktor-faktor yang menyebabkan kelewatan tersebut. Pengumpulan data dan analisis tahap kedua dijalankan melalui temuramah bersama ketua jabatan dan pegawai bertanggungjawab yang

mengakibatkan kelewatan pada proses tersebut. Hasil kajian menunjukkan terdapat tiga aktiviti yang bermasalah kerana lewat. Hasil daripada temuduga yang dijalankan, secara tidak langsung dikenal pasti empat faktor yang menyebabkan kelewatan pada proses tersebut. Tiga stategi telah dicadangkan bagi mengatasi sebabsebab kelewatan tersebut. Akhirnya, satu proses pengistiharan zon yang lebih baik dan cekap telah dicadangkan.

vii

TABLE OF CONTENT

CHAPTER

TITLE

PAGE

TITLE PAGE DECLARATION DEDICATION ACKNOWLEDGEMENTS ABSTRACT ABSTRAK TABLE OF CONTENTS LIST OF TABLES LIST OF FIGURES LIST OF SYMBOLS LIST OF APPENDIX

i ii iii iv v vi vii xii xiii xiv xv

INTRODUCTION 1.1 1.2 1.3 1.4 1.5 1.6 1.7 Definition of NRW and Zone Establishment Background of the Study Justification of Study Aim and Objectives Scope of Study Research Methodology Expected Outcomes

1 1 3 4 5 5 8 10

viii

DELAY IN CONSTRUCTION INDUSTRY AND INTRODUCTION OF NON REVENUE WATER (NRW) 2.1 Delays in Construction Industry 2.11 2.12 2.13 2.2 Occurrence of Project Delay Schedule Delay Analysis Techniques Risk of Delay during Project Life Cycle

11

11 12 13 14 15 16 16 17 18 18 18 18 19 20 20 21 21 22 22 24 25 26 26 27 27 27 27 28

Non Revenue Water (NRW) 2.2.1 2.2.2 2.2.3 2.2.4 NRW Definition NRW Component Benefit of NRW Control Leakage Control Method 2.2.4.1 2.2.4.2 2.2.4.3 2.2.4.4 2.2.5 Passive Pressure Control Routine Sounding District Metering

Establishment of NRW Zones 2.2.5.1 2.2.5.2 2.2.5.3 2.2.5.4 2.2.5.5 2.2.5.6 2.2.5.7 2.2.5.8 2.2.5.9 Selection of Zones On Site Investigation Pressure Survey and Monitoring Isolation (Zero Pressure Test) Flow Measurement Pressure step Test N1 Step Test Process Leak Detection and Repairs Calculation Saving

2.2.6

Leak Detection 2.2.6.1 2.2.6.2 2.2.6.3 2.2.6.4 Method of Leak Detection Visual Inspection Sounding Inspection Noise Logger

ix

2.2.6.5 2.2.7

Leak Noise Correlation

30 31 31 32 34 34 34 36 36 36

Monitoring and Maintenance 2.2.7.1 2.2.7.2 2.2.7.3 2.2.7.4 2.2.7.5 2.2.7.6 2.2.7.7 Requirement Routine Maintenance Chamber Condition Strainer Cleaning PRV Cleaning Meter Maintenance Other Works

2.3

District Meter Zoning (DMZ) in Developing Countries

RESEARCH METHODOLOGY 3.1 3.2 Introduction Research Method 3.2.1 3.2.2 3.2.3 Selection of Zone Duration of Activities Comparison between Standard Duration and Actual Duration 3.2.4 3.2.5 3.2.6 Interview with Head of Department Identify the Factors that Causes the Delay Improvement on the Zone Establishment Work Process 3.3 Summary

39 39 44 44 44 45

45 45 46

46

DELAY IN ACTIVITIES DURATION OF ZONE ESTABLISHMENT WORK PROCESS 4.1 4.2 4.3 Selected Zones Duration of Activities in Zones Comparison Between Standard Duration and Actual Duration 4.4 Department and Personal Responsible for Delay

47

47 48 51

52

4.4.1 4.4.2 4.4.3

Trial Hole Works Design and Drawing Preparation Works White Folder Preparation Works

53 54 54

4.5

Discussion and Interview to Identify Problems that Causes Delay

55

CAUSE OF DELAY IN ZONE ESTABLISHMENT WORK PROCESS 5.1 5.2 Delay Activities Cause of Delay 5.2.1 5.2.2 Delay in Trial Hole Works Delay in Design and Drawing Preparation Stage 5.2.3 5.3 Delay in White Folder Preparation Works

57

57 58 59 59

60 61

Problem Solving Method to Minimize Delay

NEW IMPROVED ZONE ESTABLISHMENT WORK PROCESS 6.1 Factors that Cause Delay 6.1.1 6.1.2 6.1.3 6.1.4 6.2 Communication Leadership Teamwork Time Management

64

64 65 66 67 67 68 69 69 70 71 72

Strategies to Minimize Delay 6.2.1 6.2.2 6.2.3 Modification of Current Work Process Workload Reorganizing Organizing Motivation Causes

6.3

Improved Zone Establishment Work Process 6.3.1 Trial Hole Works Improvement

xi

6.3.2

Design and Drawing Preparation Works Responsibility

73

6.3.3

White Folder Preparation Works

73

CONCLUSION AND RECCOMENDATION FOR FURTHER STUDIES 7.1 7.2 Conclusion Recommendation for Further Studies

75

75 77

REFERENCES

78

APPENDIX A-G

80-96

xii

LIST OF TABLES

TABLE NO.

TITLE

PAGE

3.1 4.1 4.2 5.1

Standard duration set by the Organization Established zone name, location and set-up month Total zones exceed the standard duration Department and personal responsible for delay activities

41 48 50 58

5.2

Respond from head of department and personal responsible of delay activities

62

xiii

LIST OF FIGURES

FIGURE NO.

TITLE

PAGE

1.1 1.2 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10 2.11 3.1 4.1

Scope of Work Research Methodology Cause-Effect Relationship of Construction Delay NRW Component Leakage Control Method Establishment of NRW Zones Baseline Reading N1 Step Test Sound Inspection Noise Logger Leak Noise Correlator Routine Maintenance Form Pressure Reducing Valve Research Methodology Comparison between standard duration and actual duration

7 9 12 17 19 20 24 25 28 30 31 33 35 43 52

4.2 4.3 4.4 6.1 6.2 6.3

Delay in trial hole works Delay in drawing and preparation works Delay in white folder preparation works Factors that cause delay in ZE work process Strategies to minimize delay Improved ZE work process

53 54 55 65 68 71

xiv

LIST OF SYMBOLS

NRW ZE HQ SYABAS DMZ PRV M&M CPD

Non-Revenue Water Zone Establishment Headquarters Syarikat Bekalan Air Selangor Sdn Bhd District Meter Zoning Pressure Reducing Valve Monitoring and Maintenance Team Contract and Procurement Department

xv

LIST OF APPENDICES

APPENDIX

TITLE

PAGE

A B

Actual duration of activities for all ten zones Interview Questions for Activity 1 : Region Construction Team

77 87

C D E

Interview Questions for Activity 4 : HQ Construction Team Interview Questions for Activity 11 : Region ZE Team Interview Answers for Activity 1 : Region Construction Team

88 89 90

F G

Interview Answers for Activity 4 : HQ Construction Team Interview Answers for Activity 11 : Region ZE Team

91 92

CHAPTER 1

INTRODUCTION

1.1

Definition of NRW and Zone Establishment

Twenty years ago, leakage management was based on a process of guesstimation and not precise science. This has changed dramatically, kick-started by the regulatory pressure on local water authorities to cut down on leakage. Significant advances have been made in the understanding followed by modeling of water loss components and on defining the economic level of leakage for individual systems. Despite some encouraging success stories, most water supply systems worldwide continue to have high levels of water losses.

One of the major issues affecting water utilities in these developing countries is the considerable difference between the amount of water put into the distribution system and the amount of water billed to consumers. It is also called Non Revenue Water (NRW). High levels of NRW reflect huge volumes of water being lost through leaks, not being invoiced to customers or both. It seriously affects the financial viability of water

2 utilities through lost revenues and increased operational costs. A high NRW level is normally a surrogate for a poorly run water utility that lacks the governance, autonomy, accountability, technical and managerial skills which are necessary to provide reliable service to their population.

District Meter Zoning (DMZ) is a technique used in reducing NRW water level in most of the developing countries. This technique is becoming more prevalent with the increasingly urgent necessity to better manage water networks and to reduce the relatively high levels on NRW. Although the majority of these District Meter Zoning projects are proven to be successful in the short term, unfortunately some are perceived as less than successful in the long term due to a lack of District Meter Zoning continuity and sustainability.

Zone Establishment (ZE) is a process in this DMZ technique. The basic principle for this process is to install a Bulk Meter and Pressure Reducing Valve (PRV) at a strategic point in the distribution system. Each meter records the flow into the discrete zone that has been set up with a defined and permanent boundary. This enables night flows into the zone to be regularly monitored for calculation of leakage level. Previously unreported leaks are then identified, accurately located and repaired. The water pressure in each zone is also controlled trough the PRV that has been fixed. By this way, background and future leakage could be minimized.

3 1.2 Background of Study

The key to developing a strategy for management of non-revenue water (NRW) is to gain a better understanding of the reasons for NRW and the factors which influence its components. Techniques and procedures can be developed and tailored to the specific characteristic of the network and local influencing factor. This is to tackle each of the components in a prioritized manner. This diagnostic approach, followed by the practical implementation of solutions which are practicable and achievable can be applied to any water company located in any part of the world to develop a strategy for NRW management.

Non-revenue water is the difference between water produced and water sold. The level of NRW has reached unacceptable levels in the majority of water utilities all around the world. Outsourcing of NRW reduction activities is often the only feasible solution. In the year 2000, the world largest NRW reduction contract at that time was the Selangor NRW reduction project. The estimated cost for the whole project was RM 398 Million . Phase 1 project for non-revenue water in Syabas was done by Premier Ayer Sdn Bhd. Phase 2 is a continuous project works from phase 1.The second phase was awarded to Jalur Cahaya Sdn Bhd which is a new face in water industry around klang valley. Duration for phase 2 project is from Mac 2006 to April 2009 with a contract value of RM 163 Million. The contract will be extended by the client depending on the performance of the company during the existing contract period. The job scope of this project is to maintain the existing 222 zones that had been setup during phase 1 project. Besides the maintenance work, the main task of this project is to setup new additional zones and achieve the targeted water savings during the project period. Setting up new zones is also called Zone Establishment. Zones here mean dividing the distribution system into small discrete sectors so that the leakage and pressure management can be done effectively.

There are few stages involved in zone establishment process before a zone could be setup completely and verified as a successful zone by the client. This zone will be maintained all the time during the contract period. Delay occurs during the process of zone establishment that makes the entire organization to be unorganized, last minute work preparation and drop in quality of work. Project delays cause the client to be unhappy with the contractor involved.

1.3

Justification of Study

Zone Establishment is the main scope of work to be done for the NRW Project in Selangor. The delay that occurs during the process of Zone Establishment makes the target of the project more complicated and difficult to be achieved.

This study is being done to identify the delays and problems that cause these delays. This identification can be very useful to improve the zone establishment process by making it more efficient and systematic to produce a high quality outcome. A new improved Zone Establishment work process will be recommended at the end of the study. The study can also give a helping hand to the organization to extend its current contract period to a longer duration as zone establishment work process is a main job scope of the project.

5 1.4 Aim and Objectives

This study has targeted three objectives to achieve at the end of the study period. The objectives are:

1. To identify the delay that occurs in current Zone Establishment Work Process. 2. To identify the factors that causes the delay in current Zone Establishment Work Process. 3. To propose new strategies to improved Zone Establishment Work Process.

These three objectives are the specific goals that undertake the responsibilities to achieve the aim of the study. The main aim of this study is to improve the current zone establishment work process so that delay can be minimized.

1.5

Scope of Study

Five zones that are going to be established during the study period will be selected and focused. The first process or activity will be the trial hole work. The purpose of this work is to identify the pipe size, overall site condition including the underground cabling services and to gather all other related information. The final activity in Zone Establishment process will be the handing over the zone to the Monitoring and Maintenance Team (M&M) and preparing a white folder file. M&M team will take after the over the zone and maintain it over the contract period. White folder that has been prepared will be submitted to the client for zone recognition. This

6 white folder would contain all detailed information of that particular zone including the maps, test results and all other important documents. The focus will be on the duration of all activity involved in Zone Establishment work process.

The duration from the activity for all five zones will be compared with the targeted duration set by the organization. If there is a very obvious delay in most of the zones, study will be done to identify the problems that cause the delay. This includes discussions with the head of department or person responsible who causes the delay.

Trial Hole: Construction Team Location Not Suitable, Trial Hole Different Location Discuss with ZE team and Regional Manager on location detail: Region Construction Team Compile all information from trial hole and draft site condition drawing: Region Construction Team

Amend If Needed

Headquarters Construction Team to design and prepare drawing: HQ Construction Team

Drawing checked and verify by Regional Manager: Regional Manager

Submit drawing with cover letter to Syabas for approval to shutdown supply (14days) and a copy to Contract Procurement Department (CPD) for selection of contractor: ZE Team

CPD invite contractor to submit their quotation for the works according to drawing: CPD

CPD select Contractor: CPD

Meter Installation and Chamber Construction by contractor: Region Construction Team

All necessary test, settings, leak repairs done: ZE Team and Region Construction Team

Prepare White Folder to submit to Client (Syabas) and Handing over the zone to M&M team: ZE Team

Zone Establishment work process completed.

Figure 1.1: Scope of Work

1.6

Research Methodology

This study will be done by identifying the duration taken by each activity from the overall Zone Establishment Work Process. The duration taken will be compared with the standard time duration set by the organization. If there is a common delay at the same activity for most of the zones, a study will be done to identify the problems that cause the delay. The problems will be identified by discussing with the head of department or person responsible that caused the delay. Diagram 1.2 below describes the flow of study.

Identify Zones that is going to be Established Data Collection Monitor closely each Sub Process Duration until the overall work process completed

Repeat For All 10 Zones

Compare the duration for each sub-process with the standard target duration set by the organization

Identify the Comment or obvious Delay for all five zones

Analysis

Identify the Department and Personal responsible Repeat For All Activities That Delay Occur or involved who caused the delay

Discuss to identify the problems that caused the delay

Data Collection

Solving the problems that caused the delay in that process by suggesting more efficient and systematic way to avoid or minimize the delay Analysis

Recommend New Strategies to Improved Zone Establishment Work Process

Conclusion And Recommendation

Figure 1.2: Research Methodology

10 1.7 Expected Outcomes

The main target is to achieve the objectives by making the Zone Establishment work process more efficient trough reducing delays. The processes or activities that cause the delay can be identified and this automatically will also identify the department or person responsible for the delay. Meting and discussing with the department head and person responsible for the delay will identify problems that cause the delay to occur.

Overall the weakness in the current Zone Establishment work process that causes the overall delay can be identified. The weakness will be reduced and the process can be strengthened by using the outcome of the study as a base referred to recommend a new improved work process.

11

CHAPTER 2

DELAY IN CONSTRUCTION INDUSTRY AND INTRODUCTION OF NON REVENUE WATER (NRW)

2.1

Delays in Construction Industry

Time is the essence of a construction contract. Typically, a time period is specified as the contract duration. The contractor is obliged under the contract to achieve substantial completion within specified time. Unfortunately, unexpected events can happen during the life of the construction project and can affect the construction time necessary for the completion of the work. When a contractor fails to complete the project within the contract period, delay becomes the reality of the project. The contractual remedy for the owner is to deduct liquidated damages. Obtaining an extension is the contractual release for the contractor against liquidated damages. Based on responsibility, delays are generically categorized as excusable compensable, excusable non-compensable and inexcusable.

12 2.1.1 Occurrence of Project Delay

A project consists collection of activities. An activitys completion may be delayed due to a delayed start or extended activity duration. While an activitys start may be delayed due to certain reasons, its duration may be extended due to some other reason. An activitys delayed completion may cause delays in the succeeding activities, which in turn can cause a delay in the project completion. Schematically, a cause-effect relationship of project delay can be shown in Figure 2.1.

Delayed Design Information `

Delayed Deliveries

Unavailable Resources

Delayed Start

Delayed Completion of Preceding Activities An Activitys Completion Is Delayed

Succeeding Activities are Not Delayed Succeeding Activities are Delayed Project is Not Delayed

Adverse Weather Condition Management Decisions

Extended Activity Duration

Project Is Delayed

Changed Site Conditions

Changes in Scope of Work

Insufficient Resources

Figure 2.1 : Cause-Effect Relationship of Construction Delays Source : Kordigel, metka. (2000) The Perception of Cause Effect Relationship

13 Delay can occur in any and all activities, and these delays can concurrently or simultaneously causes delays in the project completion. In other words, a project delay is the accumulated effect of the delays in individual activities.

2.1.2

Schedule Delay Analysis Techniques

Major schedule analysis techniques include

(i) (ii) (iii) (iv) (v)

Total Time or As-Planned versus Built What-if or impacted as-planned But-for or Collapsed As-Build Window, Snapshot or Contemporaneous Period Analysis Time Impact Analysis

Each technique may have several variants. Different techniques may yield different results for a same circumstance and the same technique may provide inconsistent results. Inspired by the sometimes inexact and inconsistent results yielded by these techniques, both researchers and practitioners have attempted to either improve the existing techniques or propose new methods for schedule analysis.

14 2.1.3 Risk of Delay during Project Life Cycle

During the project life cycle the level of risk changes and shifts between the owner and the contractor. It is very important to determine exactly when schedule risks impact the project because during the project life cycle, the risk of experiencing project delay increases and managements option to mitigate the delay decreases.

Stage one of project life cycle is the feasibility study while stage two is the planning and design stage. During the first two stages of the project execution the owners are exposed to a higher risk while managing to establish the basic execution parameters, complete bidding process and awarding of the contract. On the other hand, contractor should be prepared to recognize the sources of risk and implement plans for managing risk. Some of the major sources of schedule risk during stage 1 and 2 are:

1. 2. 3. 4.

Project Delivery Method Contract Roles and Responsibilities Inaccurate Cost and Schedule Estimate Design Errors and Omissions

Construction Works and Turnover / Start-up is the stage 3 and 4 during the project life cycle. During stage 3 and 4, contractors are typically exposed to a higher level of risk than the owners and this is where delay can be caused. The major contract agreements that are set at the end of stage 2 typically allocate the construction responsibilities to the contractor. At the same time owners must remain diligent in managing risk and implement plans to mitigate delay. The following are some of the most common sources of risk during the construction and turnover/ start up stages:

15 1. 2. 3. 4. 5. Late Design, Construction and Start Up Changes Schedule Revision Quantity Variance Force Majeure Differing Site Conditions

Most of the potential sources of risks can be identified during first two stages of the project life cycle. It may not give an impact to stage 3 and 4 if an appropriate risk management system is in place. A good risk management system will give a helping hand in reducing delays for the contractors and also the owners of the projects.

2.2

Non Revenue Water (NRW)

In 1986, Jabatan Kerja Raya Malaysia carried out the national NRW study and implementation programme for the whole of Malaysia. The study gave NRW level for all districts and breaks then down into components of NRW including leakage.

The national average NRW level was estimated at 39% of production. Under 6 to 9 Malaysia Plan, rehabilitation and upgrading of treatment plant and water reticulation system is been given a priority. The strategy outlined to reduce the NRW involves:(a) Pipeline Rehabilitation (b) Leakage Control (c) Revenue Meter change out

16 Under ninth Malaysia Plan, Federal Government has approved for the improvement of water supply project focus on reduce NRW level. Since 1986, formal NRW studies have been carried out in almost all states. The results from those studies clearly show that it is cost-beneficial to reduce NRW. Several projects have been carried out through the state water authorities by departmentally or the consultant/contractor. It is the objective of the Federal Government to reduce NRW to 25%.

2.2.1

NRW Definition

Non-Revenue Water (NRW) is defined the difference between treatment plant productions and water metered at consumer. NRW in percentage as follows:-

NRW =

Treat Plant Production - Water Meter Treat Plant Production

X 100%

2.2.2

NRW Component

Main component NRW as stated below: Leakage Meter Under Registration Other (Scouring, Fire Hydrant and illegal connection)

17 Typical percentage component NRW as illustrate in the pie chart below:-

89

2% %

9%

Leakage

Meter

Other

Figure 2.2 : NRW Component

2.2.3

Benefit of NRW Control

By implementation of NRW Control, Water Authorities can expect to gains direct benefit as stated below:-

Financial Benefit: Direct saving from leakage reduction in the water supply system. Increase in revenue resulting in meter change programme. Delay or deferment of capital scheme.

Other Benefit: Additional water available to other area.

18 Improvement to management of distribution system. Establishment leak control system. Digital mapping of distribution network. Computerised records of Network Information System (NIS)

2.2.4

Leakage Control Method

2.2.4.1 Passive

This method only those leaks which become self-evident are located and repaired. A leak may be self-evident because water shows on the surface or may become so upon ad hoc investigation following consumer complaints.

2.2.4.2 Pressure Control

The adoption of pressure control does not directly involve leakage detection. Reductions in pressure may reduce the rate of escape through each leak and may also affect the rate of outbreak of leaks.

2.2.4.3 Routine Sounding

Leakage Inspectors team seeking to locate leaks by systematic direct sounding on all stop-cocks, hydrants and valves throughout the distribution system and listening for the characteristic noise of leaking water.

19 2.2.4.4 District Metering

District metering is a system of separately defined area typically containing 2,000 to 5,000 properties which are metered continuously and the total quantity of water entering the district is recorded. The meters are read regularly and if the total supply is inexplicably high, Leakage Inspector is sent into that district to locate leaks.

LEAKAGE CONTROL (NRW) Regular Passive

Manpower Input
0
Wast Combine e d Distri ct Pressur e

Lo w

Moderat e

Hig h

Figure 2.3 : Leakage Control Method

20 2.2.5 Establishment of NRW Zones

2.2.5.1 Selection of Zones

The first step in establishing NRW zones is normally the identification of zones from network plans. Addition pre-selection criteria for NRW Zones will be:

Reasonable Pressure > 0.5 bar Considered to have significant NRW Potential to be sectored Approximately 500 to 1,500 properties

Treatment Production

District Meter Zone A Zone D Zone B

District Meter Zone E Zone C District Meter

Figure 2.4 : Establishment of NRW Zones

21 2.2.5.2 On site investigation

On desk study design proposed new NRW zones based on the following steps:Obtain proposed zones map Identified proposed inlet point Indicate proposed zone boundary Check valve are working order

On site carryout the following tasks: Identified all proposed boundary valves and inlet point. Make sure all valve are operate and good condition. If required carryout excavation work.

2.2.5.3 Pressure survey and monitoring

For the purposed of identifying NRW zones, preliminaries pressure survey

is

carryout and then follow-up with official pressure monitoring inside and outside the proposed NRW zones.

(i) Preliminaries Pressure Survey Select Average Zone Pressure (AZP), Target, and any other outside the proposed NRW zones. Log pressure for 7 days. location in and

(ii) Pressure Monitoring Install pressure point minimum 3 nos inside zones (minimum AZP, Target) Install pressure point minimum 3 nos outside zones Log pressure for max 7 day (all BV open)

22 Log pressure for max 7 day (all BV closed) File pressure data copy for reference and approval.

2.2.5.4 Isolation (Zero Pressure Test)

The term describe the method whereby small parts of the distribution system are isolated by closing appropriate valves and feeding that area (zone) via a single pipe in which it is possible to place a flow meter. These activities also know as Zero Pressure Test (ZPT) where appropriate valves are closed resulting drop in pressure to zero in the particular area (zones). The following steps should be carryout in the process of established the Zero Pressure Test (ZPT).

Inform in advance Water Authorities before carryout the activities Clearly identified Boundary valves to be closed in the network plans Install pressure monitoring point as specified Closed all Boundary Valve(BV) & Inlet as planned Check pressure drop to zero reading inside the proposed NRW zone File pressure data copy Open back the BV, to normal position

2.2.5.5 Flow Measurement (Prepared BABE model)

For the purposed of calculation the water saving in the zones, Preliminaries Baseline, 1st Baseline and 2nd Baseline will be carryout.

23 (i) Preliminaries Baseline Install insertion probe or Temporary Meter at the proposed inlet Take preliminaries flow at least 24 hrs. Guideline saving > 300 m3/days Preparation Documentation for approval 1st Baseline After getting approval from the preliminaries Baseline results and potential saving, proposed the permanent meter point as follows: Prepared Meter Point Plan suit site Joint inspection and get approval General Work Order Installation of Meter Point c/w fittings 1st Baseline Flow measurement Check all BV are closed Install loggers at Meter point (Flow/Pressure) Install loggers at AZP and Target Log for min. 7 day continue reading Retrieval of consumer meter data from the meter book account (3 reading prior to 1st Baseline) Prepared BABE Analysis sheet calculation (sample as attached) A BABE (Burst And Background Estimate) analysis and pressure reduction analysis will be performed on the NRW Zone using the recorded data above and information supplied by Water Authorities. 2nd Baseline Flow measurement Process as the 1st Baseline, only retrieved of consumers meter data 3 reading after leaks repair and 2nd Baseline period.

(ii)

(iii)

(iv)

24

Zone: AS29 - Kuala Kedah / Pekan South (U-Sonic-Result) FLOW AND PRESSURE DATA
18 16
30 35

25

T o t a l In f lo w ( l/s )

12 10 8 6
10 20

15

4
5

2 0
0:00 0:45 1:30 2:15 3:00 3:45 4:30 5:15 6:00 6:45 7:30 8:15 9:00 9:45 10:30 11:15 12:00 12:45 13:30 14:15 15:00 15:45 16:30 17:15 18:00 18:45 19:30 20:15 21:00 21:45 22:30 23:15

FLOW - 1ST BASELINE AVERAGE ZONE PRESSURE - 1ST BASELINE

FLOW - 2ND BASELINE AVERAGE ZONE PRESSURE - 2ND BASELINE

Figure 2.5 : Baseline Reading

2.2.5.6 Pressure Step Test The purposed of carryout pressure step test is to determined N1 & N2 value and Infrastructure Condition Factor. During the test, the supply into a discrete distribution zone is reduced several times in a step-wise fashion by throttling a valve (PRV) near to the zone inlet point. The reduction in flow into the zone and change in pressure at the average zone point are recorded. By allowing for legitimate night use, the Total Leakage Flow Rate is obtained. By using equation below, it is possible to calculate the Effective Leakage Area as follows:CdA = QL / (2 gh)0.5 Where CdA is the Effective Leakage Area QL is the Total Leakage Flow Rate

A v e ra g e Z o n e P re s s u re ( m H )

14

25 If all leaks in the zone where of a fixed size (as in burst), then the Effective Leakage Area would be constant from one pressure setting to the next. If the Effective Leakage Area reduces with reducing pressure, then some of the leaks are of variable size (as in background leakage). By plotting the Effective Leakage Area against Pressure, it is possible to determine N1 value and to determine the ratio of fixed size holes (burst) and variable sized holes (background leakage).

2.2.5.7 N1 Step Test Process N1 Step Test to done according the following steps as below : Carry out N1 Pressure Step Test (5 Step) Carry out Official Zero Pressure Test (ZPT) Set Pressure Reducing Valve (PRV) Monitor Zones Pressure are Acceptable

Figure 2.6: N1 Step Test

26 2.2.5.8 Leak detection and repairs

In general leak detection will be carried out zone by zone. For initial stage visual inspection will be made all over the zone and visual leaks will be registered in the network information system (NIS). The leaks only are repair after the baseline flow/pressure measurement. Leakage Inspector should comply guideline work process as stated below: After approval for meter point Locate all visible leaks Photograph all illegal connection Sounding all fittings & connection (Night) Prepared Leaks Report (NIS)

2.2.5.9 Calculation saving

Prepared Final saving for the zones using formula stated:( Qi Mi ) - ( Qe Me ) where, Qi = the average daily inflow to the NRW Zone as measure over a period of one week prior to starting leakage reduction activity. Qe = the average daily inflow to the NRW Zone as measure over a period of one week following completion of leakage reduction activity. Mi = the average daily metered consumption within the NRW Zone a period of one week prior to starting leakage reduction activities Me = the average daily metered consumption within the NRW Zone over a period of one week following completion of leakage reduction activities

27 2.2.6 Leak Detection

2.2.6.1 Method of Leaks Detection

These are several method of leak detection. The application method of leak detection depends on the status of the leaks. Brief description on leak detection as listed bellows: Visual Inspection Sounding Inspection Leak Noise Logger Leak Noise Correlation

2.2.6.2 Visual Inspection After completion of installation of NRW zone meter, the effective and faster to locate leaks is by visual inspection method. This method applied where leak appear on the surface. Normal procedure in carried out visual inspection as follows: Prepared pipe route plan Inspect any surface water along pipe route Record leaks in Network Information System (NIS) (Draw leak location and estimate leak volume)

2.2.6.3 Sounding Inspection

After visual inspection and still flow meter record indicate there is a system leaks. Further leak detection shall be carryout, using sounding method. Sounding inspection

28 method applied where leak not visible on the surface. Normal procedure in carried out sounding inspection as follows:*Prepared pipe route plan *Using Sounding Equipment Inspect every pipe fittings, valve etc. (note sound generate by water escaping pipeline) *Record leaks in Network Information System (NIS) (Draw leak location and estimate leak volume)

Figure 2.7 : Sound Inspection

2.2.6.4 Noise Logger

Once the NRW zones are established some time it is time consumption to locate position of leaks throughout the pipeline route. By using Noise Logger is the effective and time saving to locate roughly leaks position inside the zones (not necessary to survey

29 the entire pipeline route). The noise logger will indicate pipeline route that need to be inspected either by visual, sounding. Advantage in using noise logger is as follows: Make efficient and speed-up the leak detection phase Shorten process time from detection to repair Reduce (product) cost-of-ownership Rapid (overnight) identification of leakage Survey large areas quickly Detection and correlation processes (leak location) carried out without site revisit Dont waste time in areas of no leakage Avoid use of (where possible) of highly skilled staff

Normal procedure in carried out Noise Logger inspection as follows: Install Noise Logger along pipeline valve or fittings.

(Logger will pickup sound generate by water escaping pipeline and shown graphic leak location) Loggers are designed to be mounted on metal parts of the water distribution network. A powerful magnet retains the logger on steel and iron fittings. Mounted (preferably) vertically on a clean surface. Recommended spacing between loggers: 200 metres for iron or steel pipes; Typically less than 50 metres on plastic pipes Download noise logger reading, printout result will indicate roughly pipe route that suspected leaks. Focus of leak detection will be carryout on that route only. Record leaks in Network Information System (NIS) (Draw leak location and estimate leak volume)

30

Figure 2.8 : Noise Logger

2.2.6.5 Leak Noise Correlation

If visual, sounding and noise logger method still fail to locate where the leaks, technique using Noise Correlator equipment is the solution. Leak noise correlator is devices that can sensor sound generate from leaking pipe and calculate and show the leaks distant from the sensor point. Normal procedure in carried out sounding inspection as follows:-

Identified suspect pipe leaks route Using Noise Correlator Inspect pipeline valve, ect. (correlator will pickup sound generate by water escaping pipeline and shown graphic leak location) Record leaks in Network Information System (Draw leak location and estimate leak volume)

31

Figure 2.9 : Leak Noise Correlator

2.2.7

Monitoring And Maintenance

2.2.7.1 Requirements

Under the needs of the project there is a requirement to understand when maintenance work is required within each of the established NRW zones. This work can be categorized into two elements, which are: Routine Maintenance Maintenance required through the monitoring process

32 2.2.7.2 Routine Maintenance

There will be a need for a routine maintenance programme for all the established NRW zones. The programme of works for the routine maintenance aspect will require

daily/weekly downloads of the pressure and flow data for each of the zones and it is recommended that when this procedure takes place then a survey of site is also carried out. A sample of the Monitoring and Maintenance form is shown below for information.

33

Figure 2.10 :

Routine Maintenance Form

34 2.2.7.3 Chamber Condition

This should be checked on a weekly basis, or when visited (whichever is the sooner) and a simple checklist completed. If any rectification works are required then arrangements should be made through the relevant construction department for the necessary remedial works to be carried out.

2.2.7.4 Strainer Cleaning

Initially, it is recommended that the strainer is cleaned every four weeks. This cleaning interval will need to be reviewed for each NRW zone dependant on the frequency of any blockages and the type of blockages being encountered. Any debris removed from the strainer should be photographed for record purposes.

2.2.7.5 PRV Cleaning

The frequency of cleaning should be in line with that of the strainer cleaning programme. Initially, only the pressure control valve strainer should be removed and cleaned. If it is found that the pressure within the zone has increased over a period of time, then it will be necessary to clean the pilot valve as per the procedure outlined in the diagram below.

35

Figure 2.11 : Pressure Reducing Valve Source : Ahmad Zuki (2006) : NRW Revision Handbook

36 2.2.7.6 Meter Maintenance

The meter should be checked on a weekly basis, ensuring the reed switch is correctly inserted and the dial is still in working condition. If the strainer is found to be blocked and upon cleaning the meter does not function then the meter head should be removed and the meter checked for any damage.

2.2.7.7 Other Works

Checks should be made on any other equipment that is located at the site and should include the data logger, pressure hoses, reed switch plus all other valves and fittings. Defect reports should be completed on all aspects where damage has occurred.

2.3

District Meter Zoning (DMZ) in Developing Countries

Until recently there has been insufficient emphasis placed on long-term active NRW reduction strategies in developing countries. The limited production data available to a utility is likely to be based on estimates of dubious validity and inadequate for realistic assessment of NRW levels. The different divisions frequently lack confidence in the figures produced by others and this perpetuates ignorance of true data leading to complacency towards NRW. Often there is not even a NRW reduction department, the utility policy being one of passive leakage control only. Although the concept of DMZ

37 establishment has been practiced in developing countries for more than twenty years it has been relatively sporadic rather than institutional, usually short-term projects implemented by foreign specialists working in strategic partnership with water utilities and local private companies. The DMZ that has been established may have been monitored and maintained for the duration of the project and NRW reduction within the areas achieved. In most cases for short term at least, these projects are thus perceived as a success. However, there are many instances where the long-term continuity and sustainability of the DMZ is deemed less than successful.

The fact is ageing distribution networks remain weak and very poorly maintained. The demand of water is growing exponentially and NRW levels continue to be comparatively high and even rising. Add climate change into the equation and the result is a constant and severe strain on water supplies with some countries facing regular droughts and a high on the political agenda in developing countries. Consequently the DMZ concept as a means of assisting in the control of water networks and the reduction of NRW is gaining momentum and recently projects have become more intensive and of a larger scale. However, the concern addressed by this paper is the capability for long-term success of such projects once the specialist technical assistance leaves, in particular the continuity of the DMZ and the sustainability of the NRW reduction achieved therein. If the continuity of previous small scale DMZ projects has failed then it stands to reason there is a change in policy the larger projects may also fail only at a greater cost. Although not always technically difficult, the implementation and particularly the maintenance, continuity and sustainability of a DMZ can often be challenging. Reasons for the lack of long-term success are many, both institutional and technical. On an institutional level constraints may arise from any or all of the following:

1. Governance - lack of political will, complacency toward NRW control 2. Policy frequent changes from public to private ownership or opposite and strategic planning 3.Financial insufficient funds, tendency to rely on loans and aid poor

38 4.Human Resource poor salaries resulting in a lack of skilled and motivated staff 5.Tariffs too low therefore less funds available foe investment, reluctance to raise 6.Operation and Maintenance critical demand and supply ratio, reactive not proactive at a technical level problems may arise from any or all of the following: 7.Technical Capability operators with poor awareness of DMZ management 8.Technology insufficient and inappropriate 9.Training insufficient and misdirected 10.M&M unplanned, insufficient, reactive rather than pro-active

39

CHAPTER 3

RESEARCH METHODOLOGY

3.1

Introduction

Zone Establishment work process in Non-Revenue Water Reduction Project Phase 2 involves eleven activities. The method for the study is mainly focusing on the duration taken by the each activity to be completed by the responsible departments. Duration in this study will be focusing on the time taken to start the particular activity until the activity is completed fully and passed to the other department to start the succeeding activity.

Total of Ten (10) new zones that is going to be established during the study period will be focus on for this study. Duration for each activity for all ten zones will be recorded accordingly. The purpose for this duration recording is to identify the common delay activity that causes the overall Zone Establishment work process delay. There are Eleven (11) activities to be focus as stated in scope of study. Total of hundred ten (110)

40 duration of activities need to be recorded during the 10 zones establishment process that has been selected and being done during the study period.

Firstly, ten zones that are going to be studied must be identified at the beginning stage of the study. It is a very important to get an average size of zones with consumer meters in average of 500 to 2000 properties, so that the size of a zone doest effect the duration of each activity to be completed. After gathering the duration for each activity for all ten zones, an analysis will be done by comparing the results with the standard target duration set by the organization. This analysis will show which activity as a common delay and followed by department or person responsible for this delay could be also identified. Table 3.1 shows the standard duration set by the organization.

41 Table 3.1 : Standard Duration Set by the Organization

No

Activity

Duration (Working Days)

1 2

Trial hole Compile all information from trial hole and draft site condition drawing

2 2

Discuss with ZE Team and Regional Manager on location detail

Headquarters Construction Team to design and prepare drawing

5 6

Drawing checked and verified by Regional Manager Submit drawing with cover letter to Syabas for approval to shutdown water supply (14days) and a copy to Contract Procurement Department (CPD) for selection of contractor.

2 2

CPD invite contractor to submit their quotation for the works according to drawing

8 9 10 11

CPD select Contractor Meter Installation and Chamber Construction by Contractor All necessary test, settings, leak repairs done Prepare White Folder to submit to client (Syabas) and handing over the zone to Monitoring & Maintenance Team (M&M)

7 14 20 7

An interview come discussion will be held with the person responsible or department head who are responsible for the delay. By this way the reason, problems and cause of the delay can be identified too. This style of interview come discussion will done for all activity that has a common delay result from previous analysis. After all the information is gathered, a final analysis will be done to come out with a proposal of a

42 new Zone Establishment work process. This new proposal will be actually the final result of this study.

The overall study has two stages of data collection and analysis. At the end of the study, a new Zone Establishment work process will be proposed as a conclusion. Figure 3.1 below shows the Research Methodology Flow in detail.

43

Identify Zones that is going to be Established Data Collection Monitor closely each Sub Process Duration until the overall work process completed

Repeat For All 10 Zones

Compare the duration for each sub-process with the standard target duration set by the organization

Identify the Comment or obvious Delay for all five zones

Analysis

Identify the Department and Personal responsible Repeat For All Activities That Delay Occur or involved who caused the delay

Discuss to identify the problems that caused the delay

Data Collection

Solving the problems that caused the delay in that process by suggesting more efficient and systematic way to avoid or minimize the delay Analysis

Recommend New Improved Zone Establishment Work Process

Conclusion And Recommendation

Figure 3.1: Research Methodology

44 3.2 Research Method

3.2.1

Selection of Zones

Firstly, zone that is going to be used for this study must be selected according to the criteria that suit this research. A total of ten zones will be selected for the purpose of this study must be selected established during the study period. All eleven activities of each zone must be completed latest by end of September so that the following studies can be done on time. Zones that have been selected are average size zones and located in three different activities. This is done with purpose to get an average result of duration to make the outcome of this study more accurate.

3.2.2

Duration of Activities

Each zone has to go a trough eleven different activity before it is declared has a completed zone. There are few departments is involved in implementing this activities according to their responsibility. Each duration of activity will be recorded by referring to the head of department and with proof of documentation dates. This double checking of dates will make the duration recorded more accurate and true. A total of hundred ten (110) duration will be recorded accordingly for this study.

45 3.2.3 Comparison between Standard Duration and Actual Duration

After compiling all duration datas, comparison process between collected data and standard duration will be done. This process of analysis will identify the activity that has serious delay. These critical activities will be chosen for further study in this case study. The department and personal responsible for this delay will be identified and interviewed.

3.2.4

Interview with Head of Department

An interview will be done with head of department and personal responsible of the serious delay activities. This interview session will be done by showing the first stage of case study results to the head of department or personal responsible. This is done to proof the delay to them. Questions will be mainly focus on the reasons for the delay to occur and suggestion to minimize the delay in the future.

3.2.5

Identify the Factors That Cause Delay

Outcome of the interview will somehow give some ideas on problems that cause the delay. These results can be referred and used to find the factors that cause the delay. These factors might be directly or indirectly influencing and encouraging the delay to occur in those problem activities.

46 3.2.6 Improvement on the Zone Establishment Work Process

This new improved zone establishment work process is the main end product of this case study. After studying in detail eleven activity for all ten zones, it will give an idea on improvement can be made on the current zone establishment work process. This improvement might be on the flow, department responsible of each activity or others. Overall all eleven activities must be done to complete the circle of the ZE work process because it involves documentation that is needed for submission to the client. This means all improvement will definitely still involve these eleven main activities.

3.3 Summary

This methodology is planned accordingly to achieve the aim and objectives of this study. The two stages of data collection and analysis will show pictures what is the true problems that causes the delay in overall ZE work process. These results of analysis will hopefully shows indirectly the factors that cause the delay. Strategies to solve the problems will be also suggested accordingly to the factors identified. Finally the overall study will help in improving the current ZE work process to make it more efficient and most importantly minimizes the current delay problems.

47

CHAPTER 4

DELAY IN ACTIVITIES DURATION OF ZONE ESTABLISHMENT WORK PROCESS

4.1

Selected Zones

A total of 11 activities are involved in the overall ZE work process. All this activities is very crucial it is interrelated to each other. It is called interrelated because an activity cant start without the completion the activity before that. So it means all activities involved are related in finish to start terms. Ten completed zones that have been setup during this period of study is selected for this study. All this selected zones is setup in three (3) districts with the purpose to get more accurate and average kind of results.

All ten zones that have been selected for this study have gone trough the eleven (11) standard activities before it has been established and declared as a completed zones. It has to go trough all the eleven activities because it is a standard operating procedure for this project. This result of standard operating procedure is documented and certified

48 by the client. This document involving all this activity is compiled together and submitted has a overall report of the completed zone to client in the form of white folder. Preparing white folder is the final activity in the ZE work process.

Table 4.1 : Established zones name, location and setup month No Zone Name 1 2 3 4 5 6 7 8 9 10 Jalan Reko Pusat Bandar Puchong Kg, Sg Kayu Ara (Z1) Desa Pinggiran Putra Kg. Baru Sg. Chua Taman Rakan Taman Putra Perdana Kg. Sg Raya Desa Damai Taman Puchong Utama 9&10 Location / District Hulu Langat Petaling Petaling Sepang Hulu Langat Hulu Langat Sepang Hulu Langat Sepang Petaling Setup Month May, 2007 May, 2007 May, 2007 June, 2007 June, 2007 June, 2007 June, 2007 July, 2007 July, 2007 July, 2007

4.2

Duration of Activities in Zones

All duration for each activity in all ten zones has been monitored closely until the overall work process is completed. There are total of 110 dates has been recorded by close monitoring. All duration is recorded by the calculation of working days. Working days in this organization is 6 days a week except if there is any public holidays in between. Data collected for this part of study is base from information given by head of departments that is responsible for that specific activity and referring to documentation involved in each activity.

49 Data collection for all the activities involves many departments. Most departments involved have their own head of department. A valid and correct data usually recorded base on information given by the head of department. This is done so that inaccurate data collection can be minimized and avoided. There are cases where inaccurate data identified when investigated in detail. This inaccurate data identified because the person who provides the data is trying to cover the delay that cause by their departments. So every data collected is not just recorded but investigated in detail to make sure it is accurate and true. Table 4.2 shows total zones exceed the standard duration.

50 Table 4.2 : Total zones exceed the standard duration

No

Activity

Total Exceed Standard Duration (Zones)

1 2

Trial hole Compile all information from trial hole and draft site condition drawing

4 1

Discuss with ZE Team and Regional Manager on location detail

4 5 6

HQ Construction Team to design and prepare drawing Drawing checked and verified by Regional Manager Submit drawing with cover letter to Syabas for approval to shutdown water supply (14days) and a copy to Contract Procurement Department (CPD) for selection of contractor.

5 2 1

CPD invite contractor to submit their quotation for the works according to drawing

8 9

CPD select Contractor Meter Installation and Chamber Construction by Contractor

0 3

10 11

All necessary test, settings, leak repairs done Prepare White Folder to submit to client (Syabas) and handing over the zone to Monitoring & Maintenance Team (M&M)

0 8

51 4.3 Comparison between Standard Duration and Actual Duration

Comparison between the standard duration and actual duration for all ten (10) zones has to be done. The purpose for this comparison process is to identify which activity has the most awkward delay. Standard duration is the average target duration set by the organization for each activity and agreed by the client. While the actual duration is the data collected during the case study. All eleven (11) activities for ten zones makes altogether hundred and ten (110) dates of duration is recorded during three months of data collection.

Analysis of duration shows all activities has delay except activity seven (7) and eight (8) where there is no delay occur in this activity two activities for all ten zones studied. Activity one (1), four (4) and eleven (11) has showed obvious delay compared to other activities. Activity one is the trial hole works has showed 4 delays out of 10 zones. Activity four is the design and drawing preparation works by the headquarters construction department. Activity four shows 5 zones have delay for this activity. While activity eleven shows 8 zones has delay for this activity. This study will be furthered by concentrating to these 3 top delay activities. The cause of delay will be investigated further to identify the department responsible for these delays.

52

(%)
100

80

60

Completed Delayed
40

20

0
1 2 3 7 8 9 4 5 6 11 10 ity ity ity ity ity ity ity ity ity ty ty iv iv iv iv iv iv iv iv vi tiv vi i i c ct ct ct ct ct ct ct ct ct ct A A A A A A A A A A A

Activity

Figure 4.1 : Comparison between standard duration and actual duration

4.4

Department and Personal Responsible for Delay

The most obvious delay activities for all ten zones have been identified. There are three (3) activities has mention in sub-chapter 3.3. The next step is to identify the department and personal responsible for the delay.

53 4.4.1 Trial Hole Works

Trial hole works is the first activity in ZE work process. It is also an important activity because it gives important informations on underground pipes and the surrounding areas. This includes other details and underground obstacles such as cables. The department responsible for this activity is the region construction team. In this case, there are two personal involved in this department. These two personals are the site supervisors for construction works.

Figure 4.2 : Delay in trial hole works

54 4.4.2 Design and Drawing Preparation Works

Design and drawing preparation works is the responsibility of the headquarters construction team. This department has one head of department who are responsible for all works in this department. This design works will be done according to the detail information given by the region office. Information that need to be given before a design and drawing preparation works can be done is the trial hole works detail and location approval from the regional manager on the meter installation location.

Figure 4.3 : Delay in design and drawing preparation works

4.4.3

White Folder Preparation Works

White folder preparation works is the final activity in ZE work process. It is also an important activity because this is important document that need to be submitted to the

55 client for the purpose to prove the specific zone has been established. This folder compiles all related document from activity one to eleven. A copy of this white folder need to submitted to the monitoring maintenance team for them to officially maintain the zone until the current contract period is over. This important responsibility is taken by the region zone establishment team. This team is lead by one head of department in the region office.

Figure 4.4 : Delay in white folder preparation works

4.5

Discussion and Interview to Identify Problems That Cause Delay

This study needs second data collection because the cause of these obvious delays needs to be investigated. This important information can only be identified by having an interview and discussion with the personal responsible of the activities. Personal and department responsible for this three obvious delay has been mention in

56 sub-chapter 3.4. An interview need to done with this departments and personal to investigate and identify the cause of this delay.

Semi structured interview is the type of interview that is going to be implemented by this study to identify the cause of this three delays. Its going to be a qualitative interview questions and often combined with more closed ended with structured interview formats. This interview questions is prepared before meting the three heads and personal.

57

CHAPTER 5

CAUSE OF DELAY IN ZONE ESTABLISHMENT WORK PROCESS

5.1

Delay Activities

All three activities that has obvious delay for all ten zones is investigated further to find the cause of that delay to occur. This investigation is done by interviewing and discussing with the head of department or personal responsible for that specific activity. Detail of department and personal responsible of all three activities is already explained in chapter 3. Table 5.1 shows the department and personal responsible for delay activities.

58

Table 5.1 : Department and personal responsible for delay activities

Activity No 1

Activity Detail

Department Responsible

Person Charge

In-

Trial hole

Region Construction Team

En.AbdulRazak En. Khairul

Headquarters Construction Team to design and prepare drawing

HQTeam Construction

En. Razali

11

Prepare White Folder to submit to client (Syabas) and handing over the zone to Monitoring & Maintenance Team (M&M)

Region Zone En. Hafizal Establishment Team

5.2

Cause of Delay

Most of the problems and cause of delay to occur has been identified after the interview session with the head of department and personal responsible of that delay. The interview session was very positive and the respond was good. This is because all of them wants to make the work process activities more efficient and effective.

59

5.2.1

Delay in Trial Hole Works

The region construction team knows that their responsibility is to implement their job at site and gather all relevant information to fulfill the designer needs for design purpose. The two related supervisors did not notice there was delay in their works that effects the overall work process duration. According to them, if there is a delay occur in their works, it is very minor and can be recovered in the future activities. This mentality is actually the main cause why this occur forty (40) % out of ten zones studied. This team also feels they dont contribute in anything in ZE targets.

According to the supervisors information given by the Syabas representative at site is not accurate and confusing. This is the main reason for delay to occur in this activity. There are two different departments in Syabas that need to referred to compile informations on the pipelines. The two departments is the NRW department and Operation Maintenance department. Most information given by these two departments is different. This kind of situation makes the team takes more time to gather both informations and investigate before making the final decision. Delay could probably occur during this situation due to clients error in giving information.

5.2.2

Delay in Design and Drawing Preparation Stage

Headquarters construction team is lead by one head of department. This head of department is fully responsible for all construction matters involving headquarters. In this activity, the team is responsible to design and prepare detail drawing of permanent

60 meter point after all related information is given by region office to them. Once the drawing is completed, it is passed to the region office to be checked and verified.

The head of headquarters construction department admits that there is a delay in his department work. There was fifty (50) % delay in the study done on ten zones as stated in chapter 3. The main reason for delay to occur in this activity is because this department has heavy work load and have to prioritize the works according to deadlines. This department is also responsible to prepare urgent drawings plans and designing works to be done when it is requested by the client or managing directors office. When this kind of urgent jobs comes up, ZE designing and drawing preparation will be automatically given second priority. This kind of situation encourages delay in this activity to occur.

5.2.3

Delay in White Folder Preparation Works

White folder is prepared by the region ZE team. This team is also lead by head of department who reports directly to the regional manager. This head is responsible to manage the ZE team who prepares the white folder. The ZE team also have other responsibilities. This white folder is very important document compilation because it is a final complete document to be submitted to the client and it is also a prove to show the zone is completely established. Furthermore, a copy of this completed document need to be handed over to monitoring maintenance team. This handing over means, the zone is officially monitored and maintained by M&M team from ZE team.

61 The department head of region ZE team admits there is very long delay in preparing white folder activities. This was admitted by the head of department before going trough the case study results that shows eight (80) % delay in this activity. This has to be categorized as a very serious and critical delay. The main reason for this delay is due to lack of manpower to prepare the white folder. The existing team members are concentrating in preparing and establishing zones. This work mostly involves site work and not office works. The main focus and target of region ZE team is to establish as much zones as possible. Documentation works will only be done during free time and on weekends. They dont have a special team just to concentrate and complete all this paper work at office. Overall delay occurs very commonly in this activity because there is lack of manpower in ZE department at region office.

5.3

Problem Solving Method to Minimize Delay

All the head of departments and person responsible involved with the delay activities admits and received positively the results of case study that proves the has occur. They have given good responds and suggestions to avoid the delay in the future. Suggestion given by all three departments is their personal opinion and not all are practical. Consideration has to be done in all aspect before strategies and improvement can be done on the current ZE work process.

62 Table 5.2 : Respond from head of department and person responsible of delay activities

No 1

Item Department / Personal knows scope. their work

Activity 1 Yes

Activity 4 Yes

Activity 11 Yes

Believe that delay has occurred in their work before going trough the case studys data

No

No

Yes

collection and analysis. 3 Believe that delay has occurred in their work before going trough the case studys data Yes Yes Yes

collection and analysis. 4 Reason for delay Information from Client inaccurate 5 Suggestion Client to give more accurate and true information Region office to design and prepare drawing Extra staff to prepare white folder Heavy work load Lack of manpower

There are few aspects need to be considered before giving suggestion to solve the problems that cause delay in three activities. Cost is the main aspect need to need considered. Adding on manpower due to heavy work load must be deeply investigated and study its effect to the overall increase in overhead of the organization. If work can be more well organized, planned and divided equally to other low work load staffs. This will be the first priority solution. Reorganization of ZE work process must also be done

63 carefully and systematically. If this aspect of solution not done carefully, it can cause more confusion in between departments and may cause more delay. The problem solving method must be very practical, easily absorbed and implemented by all departments.

64

CHAPTER 6

NEW IMPROVED ZONE ESTABLISHED WORK PROCESS

6.1

Factors That Cause Delay

Overall there are few factors that cause delay in the activities of ZE work process. This factor is captured after going trough and summarizing the overall case study plus outcome of interview done on parties involved with the delay. There are four main factors that cause the delay. The factors are communication, leadership, team work and time management.

65

Figure 6.1 : Factors that cause delay in ZE work process

6.1.1

Communication

Communication is a process that organisms to exchange information by several method. In this case study of activity one, it clearly shows there is a breakdown in communication. Firstly, there is a major breakdown in communication between the site staff of the of the client and the region construction team. The blame is directed to the client because of the false and inaccurate information given by them. Actually the region construction team should have a good relationship with all departments involves the client. Good relationship can only be achieved if there have a good, sincere and close communication with the client. The region construction should arrange a discussion with all departments involved and not hoping on the client to organize the discussion. By this way, it shows how proactive the team is and overall will improve the communication between the two parties.

66 While in activity four, there is also problem in communication. Communication between headquarters construction team and the region office is completely not efficient. Every time an assignment is given to the construction team by the region office to design and prepare drawing for a zone, the region must also state the deadlines and give time an early notice for upcoming zones. This will help the headquarters construction team to plan their job early and avoid delay. Overall in both activities, communication was one of the reasons for delay to occur.

6.1.2

Leadership

All department head of an organization must have a good leadership quality for them to lead their team systematically and strategically. In this case study on delay activities, there are two head departments fail to guide and lead their teams to achieve their targets as planned. Firstly in activity 4, the head of headquarters construction department fail to organize and lead their team. This is proven by case study results that show delay in their activity. The head of department should have highlighted the issue of heavy workload and lack of manpower to the managing director in the early stage. This issue was brought up and highlighted only after the first stage of case study was presented to the head of department. While in activity 11, the head of region ZE team also fail to highlight the problems to higher management staff and have cause very serious delay in that activity. As a leader and head of department, he should have informed of their problems at early stage to avoid delay to pill up until it reaches a critical stage.

67 6.1.3 Teamwork

The spirit of teamwork is still very low between all departments involved in ZE work process. All departments work between their team only. They also dont share their problems and other matters with other departments. Their only policy is to complete whatever assignment given and pass it to the following department once it is completed. There is no sign of good communication between department to show teamwork exist. Actually when all departments work as a team, communicates well and have good relationship, it will help in improving the efficiency of the overall work. Departments can help each other to solve problems, seat together to improve the ZE work process and the importantly minimize the delays that occurs. All head of departments must remember that if one department fails to deliver their responsibilities, the overall project is considered as a failure and the organization will be in danger of loosing the project.

6.1.4

Time Management

Time management is a set of principles, practices, skills, tools and system that works together to produce more value out of our time. Some of the skills associated with time management include panning, prioritizing, goal setting, scheduling and managing the workload. A good time management system integrates all these different skills using a consistent set of tools designed to work well with each other.

A good advance planning and proper time management will be always an advantage for all departments in an organization. Delay in all three activities in this case study could be reduced if there was a better time management system. All department heads involved should have planned ahead their assignment and deadlines to be achieved. This can give a helping hand for them to do a systematic time management to

68 complete the assignments before deadlines and must importantly minimize or avoid delay from occurring.

6.2 Strategies to Minimize Delay

After identifying the factors that cause delay, the strategies to minimize delay has to be planned. There are three strong strategies to minimize delay that has been identified in this case study. The three strategies is to modify the current work process, workload reorganization and organizing motivation causes. This three strategies has to implemented accordingly to help in achieving the target to minimize the delay in ZE work process.

Workload Reorganizing

Modification of the Current Work Process

Strategies

Organizing Motivation Causes

Figure 6.2 : Strategies to minimize delay

69 6.2.1 Modification of Current Work Process

Modification need to be done in the current work process to smoothen the processes. There can be some positive improvement if this current system is modified a little to make the process more simple and smooth. All department involved will be profiting from the modification and no stress will be add on to the head of department. There will be changes in current workflow. So this means there will be exchanges in responsibilities among departments. This modification will mainly focus on reducing information exchanges from regional office to the headquarter departments. This activity has caused plenty of delay on the overall process. After this modification, the new improved ZE work process will be recommended. The improved ZE work process will be discuss more detail on sub-chapter 5.3.

6.2.2

Workload Reorganizing

The current workload in ZE work process is not evenly divided. There are departments which have heavy workload but dont have enough man power. While are also departments with less workload but more manpower are based on that department. This kind of situation can be solved if a good deep study can be done on the workload of each department involved in the process directly and indirectly. Outcome of that study can be referred to make a good and practical work load reorganization. In ZE work process, the work load for headquarters construction team and region ZE team is proven very heavy after this study was done. These departments are also the main contributor for delays in this process. Compared to region construction team and the CPD departments have the same manpower but so much less workload. There is also few department involved indirectly in the ZE work process that has very small responsibility

70 but unreasonable manpower. This kind of situation in an organization shows work load reorganization is desperately needed.

6.2.3

Organizing Motivation Causes

People are the greatest asset of an organization. An organization performance can be judged by their workforce performances. So its very important for an organization to motivate their workers and make them show their full potential in alignment with the organizations overall objectives and action plan. This motivation causes will train, develop, counsel, motivate and organization usually takes this opportunity to promise the reward to employees who performs well.

Factors such as no effective communication, failure of time management, lack of teamwork and leadership qualities can be improved trough this kind of positive causes. The management of this organization must plan and organize this kind of causes quiet often to make the whole team to be motivated and ready for their challenges. Overall this organization will definitely get positive results and improved output of work from this investment spent on this kind of causes. Furthermore this cause will also make the team sit together to see their target to be achieved together as a team and not individually. This opportunity must be also be taken by the organization to encourage the whole team by informing them the rewards and benefits there will be getting by achieving their targets. Usually high bonus payment and good increment will be promised to their employees. Overall this motivation causes can indirectly improve the factors of delay that has been discuss in sub-chapter 5.1 and most importantly help in reducing overall ZE work process delays.

71 6.3 Improved Zone Establishment Work Process Discussion with Syabas NRW Team & Syabas Operation Maintenance Team : Region Construction Team Trial hole works : Region Construction Team

Compile all information from trial hole and draft site condition : Region Construction Team Discuss with ZE team & regional manager on location detail : Region Construction Team Design & Prepare Drawing : Region Construction Team Drawing checked and verified : Regional Manager Improved Activities

Existing Activities

Submit Drawing to with cover letter to Syabas for approval & copy to CPD department : ZE Team CPD invite contractor for quotation according to drawing : CPD Department CPD select contractor : CPD Department Meter Installation & Chamber Construction : Region Construction Team All necessary test, settings, leak repair done : ZE team & Region Construction Team Zone Establishment Work Process Completed Figure 6.3 : Improved ZE Work Process White Folder Preparation works Done Concurrently With 4 (four) other Activities

White Folder preparation : Special Clerk

72 There are three improvement have been made on the current ZE work process. These modifications are done based on results of case study done on delay activities. First improvement will be on the trial hole works where there will be one additional activity. While the design and drawing preparation works responsibility will be passed to the region construction team from headquarters construction team. The third modification is the white folder preparation works. A special clerk will be given responsibilities to prepare these documents. This activity will be done concurrently with other four activities. This will not only reduce delay but also makes the overall work process duration shorter and efficient.

6.3.1

Trial Hole Works Improvement

Results from the case study shows clearly the problem that cause delay in this activity was the communication between three different parties. So the best solution will be adding on an extra activity before trial hole works to develop good communication between them. This done to make them sit together and share information before trial hole works are done at site. There will be no extra duration as the two (2) days given for the trial hole works earlier will be divided into two. The new activity of discussion session will be given one (1) day duration and the trial hole work will also be given one (1) day duration. So practically there should not be any setback in trial hole works as information given to construction team after the discussion will be more solid and truthful. An additional activity that is added on will be under the responsibility of the region construction team. There must organize a discussion between the clients NRW department and clients operation maintenance department with them before any trial hole works done at site. Overall this additional activity will help to make trial hole work more efficient and most importantly reduces delay.

73 6.3.2 Design and Drawing Preparation Works Responsibility

The responsibility of designing and preparing drawing will be passed to the region construction team in the new improved ZE work process. In the current system, this responsibility was under the headquarters construction team. Delay occurs in this activity when it was under the headquarters construction team because of miss communication of informations and heavy work load. Information given by the region office to headquarters is not clear and needs clarification each time. This clarification process takes time and automatically encourages delay to occur. The current workload is also quite heavy on the headquarters construction team. The region construction team has an engineer responsible of that department and a draught person. So it should not be any problem for them to design and prepare drawing themselves. All clarification also can be done smoothly and easily because the site supervisor that does the trial hole job at site reports to the same engineer. If there is a minor mistake, it should be identified by the regional manager who checks and verifies the drawing in the next activity. All the regional manager is experienced in this field and should identify mistakes in the drawings. So this means, the delay in this activity can be avoided completely if this suggestion on shifting the responsibility is absorbed.

6.3.3

White Folder Preparation Works

Delay in white folder preparation works is the obvious and serious problem in current ZE work process. As shown in analysis before, eighty percent (80%) of the ZE has delay in this activity. In new improved ZE work process, it is suggested a special clerk will be given the responsibility to prepare this document from beginning until the end of documentation process. All region will have one special clerk each to take care of

74 this important paper work. There is no need for the organization to hire a professional to complete this job although it is a crucial activity. This is because this job only needs someone to do a systematic paper work. The clerks job scope will only concentrate on white folder preparation works and no other responsibility will be given to them. This employment will be definitely agreed by the management as in involves a small cost investment to produce positive and effective solution for this delay problem.

Concurrent engineering concept will be implemented in this activity as this white folder preparation works will be done concurrently with other four activities. Concurrent is a strategy which replaces the traditional development process with one in which tasks are done in parallel. This strategy focuses on the optimization the distribution of an organizations resources to ensure effective and efficient work flow.

White folder preparation activity can be done concurrently with other activities in the ZE work process because the documentation preparation works starts after submission of drawing to the client. Once the drawing is submitted to the client, this means the zone will be established for sure. So document compiling and white folder preparation works starts immediately after that activity. The special clerk that is appointed for the works will be involved immediately and does the job concurrently with four other main activities in ZE work process. The four activities that flows concurrently the white folder preparation work is invitation for contractors to submit quotation by CPD, selection of contractor by CPD, meter installation by contractor and leak repair works. After the leak repair works, white folder preparation will be completed maximum within 2 days later. So this means by implementing concurrent activity flow, the delay problem in current ZE work process will be definitely avoided. The added advantage of this concurrent flow is the overall ZE work process will also be shorten. Overall this recommendation will make the zone setting up process faster.

75

CHAPTER 7

CONCLUSION AND RECCOMENDATION

7.1

Conclusion

Problems in establishing zones according to organizations plan and target is always disrupted by the delay in the overall work process. This case study is done to help in solving the problems of delay by setting three positive objectives to be achieved.

Identification of delay activities will be the first objective of the study. The outcome of first stage of data collection and analysis has shown the delay activities. Even though most of the activities has shown delay, three most critical activities with serious delay has been identified for further studies. The three activity is the trial hole works, design preparation and white folder preparation works. Further study was done to these activities by having an interview session with the head of department and personal responsible. This interview was done with the purpose to identify the problems that causes the delay. This second stage of data collection and analysis will help in achieving the second and third objectives.

76

The factors that cause the delay can be identified indirectly by referring to the outcome of the interview. The second objective of the study is achieved by identifying four main factors that causes the delay. Factors that cause the delay in the current ZE work process are leadership, communication, team work and time management. Deep study on the cause factors has also given ideas on strategies to overcome the problems. There are three strategies suggested to solve and minimize the problems. The three strategies are workload reorganization, modification of the current work process and organizing motivation causes.

The main aim of this study is to improve the current zone establishment work process so that delay can be minimized. At the end of the study a new improved ZE work process has been recommended. This is an important part of the third and final objective of this study. After going trough deeply the current flow of ZE work process and by referring on the overall case study earlier, it shows there is few improvements can be made on the process. The new improved ZE work process that has been recommended has three improvements in it. Firstly, there is an additional activity before the trial hole works with the purpose to have a more efficient trial hole work at site. Secondly, the design and drawing preparation works responsibility will be passed to the region construction team from the headquarters construction team. This is done to reduce errors in passing informations to other office or departments. The final improvement made is on the white folder preparation works. This activity will be done concurrently with other four activities. This final improvement will not only reduce delay but also make the overall process duration shorter and efficient.

Overall all three objectivities have been achieved as targeted in the earlier stage of the study. This NRW reduction project phase two in Selangor is the biggest project done by water utility company in Selangor and Kuala Lumpur. So this study will

77 definitely help in making this project more efficient and smooth. The organization who runs this project should take the positive outcome of this study to help them achieve their goals.

7.2

Recommendation for Further Study

Activities that have serious delay have been identified in this case study. Further study can be done on this specific activity focusing on the way of work done in that specific activity. Most work done in each activity follows the standard operating procedure set by the organization. More detail study can be done on each delay activity standard operating procedure to improve it further. Study can also be done on the current workload of each department involved and suggesting systematic resource management according to work load.

78

REFERENCES

Abdul Majid, M.Z. (1997). Non-excusable Delay in Construction. Loughborough University, Singapore.

Abdul Majid, M.Z. and Mc. Caffer R. (1997). Factors of Non Excusable Delays That Influence Contractors Performance.

Alan Lambert and Zoran Kapelan. (2001). Leakage Detection Techniques for Water Distribution System. IWA Task Force, United Kingdom.

Alan Lambert (2006). Zone Establishment Techniques. Journal of Water Loss Management Strategies. Volume 2

Chan Ngai Weng. (2004). Non-Revenue Water. Journal of Water Watch Penang.

Christian W. Decker. (2001). Managing Water Losses in Ammans Renovated Network: A Case Study, Management of Environmental Quality. Journal of International Water.

Gary Mclay (2004). District Meter Zoning (DMZ) in NRW Management.

H.Woltters, D.Ridder, E. Mostert. (2001). Reduce NRW with Efficient Water Management. Journal of Asian Water. Volume 39.

79

Kraiem, Z.M. and Diekman, J.E. (1987). Concurrent Delays in Construction Projects. Jurnal of Construction Engineering and Management, Volume 113.

Mohd Yusof Abdul Rahman. (2005). Air Tidak Berhasil (NRW). Journal on Penswastaan Air Di Malaysia. Volume 11.

Syaukat, Yusman. (2004). Water Management in the Jakarta Region, Indonesia. Journal of the American Water Resources Association.

Trauner. JR. T.J. (1990). Construction Delays. R.S. Means Company Inc., USA.

Zubir Ahmad Memon. (2000). Excusable Delays in Construction. Master Thesis.

80

APPENDIX

81 Appendix A : Actual duration of activities for all ten zones

Zone 1 Jalan Reko : F.4.03

No

Activity

Actual Duration (Working Days)

1 2

Trial hole Compile all information from trial hole and draft site condition drawing

4 2

Discuss with ZE Team and Regional Manager on location detail

Headquarters Construction Team to design and prepare drawing

Drawing checked and verified by Regional Manager

Submit drawing with cover letter to Syabas for approval to shutdown water supply (14days) and a copy to Contract Procurement Department (CPD) for selection of contractor.

CPD invite contractor to submit their quotation for the works according to drawing

8 9

CPD select Contractor Meter Installation and Chamber Construction by Contractor

5 16

10 11

All necessary test, settings, leak repairs done Prepare White Folder to submit to client (Syabas) and handing over the zone to

18 13

Monitoring & Maintenance Team (M&M) Total Working Days 73

82

Zone 2 Pusat Bandar Puchong : D.7.05

No

Activity

Actual Duration (Working Days)

1 2

Trial hole Compile all information from trial hole and draft site condition drawing

4 2

Discuss with ZE Team and Regional Manager on location detail

Headquarters Construction Team to design and prepare drawing

Drawing checked and verified by Regional Manager

Submit drawing with cover letter to Syabas for approval to shutdown water supply (14days) and a copy to Contract Procurement Department (CPD) for selection of contractor.

CPD invite contractor to submit their quotation for the works according to drawing

8 9

CPD select Contractor Meter Installation and Chamber Construction by Contractor

5 12

10 11

All necessary test, settings, leak repairs done Prepare White Folder to submit to client (Syabas) and handing over the zone to

16 12

Monitoring & Maintenance Team (M&M) Total Working Days 68

83

Zone 3 Kg. Sg. Kayu Ara (Zone1) : D.7.15

No

Activity

Actual Duration (Working Days)

1 2

Trial hole Compile all information from trial hole and draft site condition drawing

2 1

Discuss with ZE Team and Regional Manager on location detail

Headquarters Construction Team to design and prepare drawing

Drawing checked and verified by Regional Manager

Submit drawing with cover letter to Syabas for approval to shutdown water supply (14days) and a copy to Contract Procurement Department (CPD) for selection of contractor.

CPD invite contractor to submit their quotation for the works according to drawing

8 9

CPD select Contractor Meter Installation and Chamber Construction by Contractor

5 9

10 11

All necessary test, settings, leak repairs done Prepare White Folder to submit to client (Syabas) and handing over the zone to

19 16

Monitoring & Maintenance Team (M&M) Total Working Days 70

84

Zone 4 Desa Pinggiran Putra : F.5.20

No

Activity

Actual Duration (Working Days)

1 2

Trial hole Compile all information from trial hole and draft site condition drawing

1 3

Discuss with ZE Team and Regional Manager on location detail

Headquarters Construction Team to design and prepare drawing

Drawing checked and verified by Regional Manager

Submit drawing with cover letter to Syabas for approval to shutdown water supply (14days) and a copy to Contract Procurement Department (CPD) for selection of contractor.

CPD invite contractor to submit their quotation for the works according to drawing

8 9

CPD select Contractor Meter Installation and Chamber Construction by Contractor

7 12

10 11

All necessary test, settings, leak repairs done Prepare White Folder to submit to client (Syabas) and handing over the zone to

17 14

Monitoring & Maintenance Team (M&M) Total Working Days 67

85 Zone 5 Kg. Baru Sg. Chua : F.4.35

No

Activity

Actual Duration (Working Days)

1 2

Trial hole Compile all information from trial hole and draft site condition drawing

1 2

Discuss with ZE Team and Regional Manager on location detail

Headquarters Construction Team to design and prepare drawing

Drawing checked and verified by Regional Manager

Submit drawing with cover letter to Syabas for approval to shutdown water supply (14days) and a copy to Contract Procurement Department (CPD) for selection of contractor.

CPD invite contractor to submit their quotation for the works according to drawing

8 9

CPD select Contractor Meter Installation and Chamber Construction by Contractor

6 14

10 11

All necessary test, settings, leak repairs done Prepare White Folder to submit to client (Syabas) and handing over the zone to

18 15

Monitoring & Maintenance Team (M&M) Total Working Days 73

86

Zone 6 Taman Rakan : F.4.38

No

Activity

Actual Duration (Working Days)

1 2

Trial hole Compile all information from trial hole and draft site condition drawing

4 1

Discuss with ZE Team and Regional Manager on location detail

Headquarters Construction Team to design and prepare drawing

Drawing checked and verified by Regional Manager

Submit drawing with cover letter to Syabas for approval to shutdown water supply (14days) and a copy to Contract Procurement Department (CPD) for selection of contractor.

CPD invite contractor to submit their quotation for the works according to drawing

8 9

CPD select Contractor Meter Installation and Chamber Construction by Contractor

6 17

10 11

All necessary test, settings, leak repairs done Prepare White Folder to submit to client (Syabas) and handing over the zone to

17 7

Monitoring & Maintenance Team (M&M) Total Working Days 66

87

Zone 7 Taman Putra Perdana : F.5.19

No

Activity

Actual Duration (Working Days)

1 2

Trial hole Compile all information from trial hole and draft site condition drawing

2 1

Discuss with ZE Team and Regional Manager on location detail

Headquarters Construction Team to design and prepare drawing

Drawing checked and verified by Regional Manager

Submit drawing with cover letter to Syabas for approval to shutdown water supply (14days) and a copy to Contract Procurement Department (CPD) for selection of contractor.

CPD invite contractor to submit their quotation for the works according to drawing

8 9

CPD select Contractor Meter Installation and Chamber Construction by Contractor

7 13

10 11

All necessary test, settings, leak repairs done Prepare White Folder to submit to client (Syabas) and handing over the zone to

20 17

Monitoring & Maintenance Team (M&M) Total Working Days 77

88

Zone 8 Kg. Sg. Raya Bt 9 : F.4.30

No

Activity

Actual Duration (Working Days)

1 2

Trial hole Compile all information from trial hole and draft site condition drawing

2 2

Discuss with ZE Team and Regional Manager on location detail

Headquarters Construction Team to design and prepare drawing

Drawing checked and verified by Regional Manager

Submit drawing with cover letter to Syabas for approval to shutdown water supply (14days) and a copy to Contract Procurement Department (CPD) for selection of contractor.

CPD invite contractor to submit their quotation for the works according to drawing

8 9

CPD select Contractor Meter Installation and Chamber Construction by Contractor

5 12

10 11

All necessary test, settings, leak repairs done Prepare White Folder to submit to client (Syabas) and handing over the zone to

15 16

Monitoring & Maintenance Team (M&M) Total Working Days 68

89 Zone 9 Desa Damai : F.5.25

No

Activity

Actual Duration (Working Days)

1 2

Trial hole Compile all information from trial hole and draft site condition drawing

2 2

Discuss with ZE Team and Regional Manager on location detail

Headquarters Construction Team to design and prepare drawing

Drawing checked and verified by Regional Manager

Submit drawing with cover letter to Syabas for approval to shutdown water supply (14days) and a copy to Contract Procurement Department (CPD) for selection of contractor.

CPD invite contractor to submit their quotation for the works according to drawing

8 9

CPD select Contractor Meter Installation and Chamber Construction by Contractor

7 15

10 11

All necessary test, settings, leak repairs done Prepare White Folder to submit to client (Syabas) and handing over the zone to

19 7

Monitoring & Maintenance Team (M&M) Total Working Days 71

90

Zone 10 Tmn. Puchong Utama 9&10 : D.8.08

No

Activity

Actual Duration (Working Days)

1 2

Trial hole Compile all information from trial hole and draft site condition drawing

4 1

Discuss with ZE Team and Regional Manager on location detail

Headquarters Construction Team to design and prepare drawing

Drawing checked and verified by Regional Manager

Submit drawing with cover letter to Syabas for approval to shutdown water supply (14days) and a copy to Contract Procurement Department (CPD) for selection of contractor.

CPD invite contractor to submit their quotation for the works according to drawing

8 9

CPD select Contractor Meter Installation and Chamber Construction by Contractor

6 13

10 11

All necessary test, settings, leak repairs done Prepare White Folder to submit to client (Syabas) and handing over the zone to

17 15

Monitoring & Maintenance Team (M&M) Total Working Days 71

91 Appendix B : Interview Questions for Activity 1 Region Construction Team

Activity 1: Trial Hole

1)

Is the Trial Hole works and compiling all needed informations for design purpose is under your responsibilities?

2)

Did you notice delay occur often in this activity?

3)

According to the analysis done on 10 Zone Establishment areas under your responsibilities, it shows delay as occur on 4 occasions out of 10 zones studied. Is that true? (by showing the study and analysis results).

4)

Did you realize this minor delay can affect the overall Zone Establishment Work Process?

5)

Can you explain why this delay occurs?

6)

Any suggestions how to reduce this delay?

92 Appendix C : Interview Questions for Activity 4 HQ Construction Team

Activity 4: Headquarters Construction Team to Design and Prepare Drawing

1)

Are you the head of Headquarters Construction Team?

2)

Headquarters Construction Team is responsible to design and prepare detail drawings of Permanent Meter Installation for regional office according to information given by them. Is that true?

3)

Did you notice delay occur often in this activity?

4)

According to the analysis done on 10 Zone Establishment areas under your responsibilities, it shows delay as occur on 5 occasions out of 10 zones studied. Is that true? (by showing the study and analysis results).

5)

Can you explain why this delay occurs? Is there any problem in the current system?

6)

Any suggestions how to reduce this delay?

93 Appendix D : Interview Questions for Activity 11 Region ZE Team

Activity 11: Prepare white folder to submit to client (Syabas) and handing over the zones to Monitoring & Maintenance Team (M&M).

1)

Are you the head of Region Zone Establishment Team?

2)

Is the white folder preparation works is under your teams responsibilities?

3)

Did you notice there is an awkward delay in this important activity of Zone Establishment works?

4)

According to the analysis done on 10 Zone Establishment areas under your responsibilities, it shows delay as occur on 8 occasions out of 10 zones studied. Is that true? (by showing the study and analysis results).

5)

Can you explain why this delay occurs?

6)

Any suggestions how to reduce this delay?

94 Appendix E : Interview Answers for Activity 1 Region Construction Team

Answer : Region Construction Team : Activity 1

1. Yes, we suppose to implement the job at site and gather all relevant information to fulfill the designer needs for design purpose.

2. No, I dont think there is a delay in trial works.

3. If this fact is true than there is a very minor delay in the works.

4. No, I thought it is very minor and it can be recovered in the future.

5. Information given by the Syabas representatives at site is not accurate and confusing. This is because there are 2 different departments in Syabas where we need to compile informations .The NRW Department and Operation Maintenance Department. Most information given on pipelines is different between these two departments. So the victim is us at site getting confused which information is true and valid. So it takes time for us at site to gather information because we need to investigate both information from two different departments before making the final decision.

6. My suggestion is for Syabas to make sure information given by them is final and valid. Hope the two departments can seat together, gather informations, discuss and make one final decision. If the information is truth full and valid then the trial works can be done in the standard duration given.

95 Appendix F : Interview Answer for Activity 4 HQ Construction Team

Answer : Headquarters Construction Team : Activity 4

1. Yes, I am responsible for all construction matters involving Headquarters.

2. Yes, with all informations given by regional office , we will design and prepare detail drawings of Permanent Meter Point (PMI). We will pass back to them for checking and verifying purpose after the drawing completed.

3. Yes, maybe a little delay.

4. It is very surprising, I didt accept this much delay.

5. Maybe it is because the workload we have here is too heavy and we have to priorities the works according to deadlines. We must restructure back the current system to reduce the delay you were saying. Maybe by restructuring the current system it will not only reduce our work load but also work can be done in between duration set by the organization.

6. I suggest the delay can be reduce drastically by advising the regional office to design and prepare detail drawings by their own.

96 Appendix G : Interview Answer for Activity 11 Region ZE Team

Answer : Region Zone Establishment Team : Activity 11

1. Yes, I am the head of the region Zone Establishment Team and reporting to the Regional Manager.

2. Yes, it is under my responsibilities.

3. Yes, I have noticed there is very long delay in preparing white folder for submission to client.

4. Yes, it is very true.

5. Yes of course, my team is concentrating in preparing and establishing zones. It is mostly involving site works and not office work. I dont have an additional team to do this paper work in the office. The main focus and target is establishment works at site and this documentation of preparing white folder is only done during free time and weekends if my team members are willing to sacrifice their weekends.

6.

I think every region office must have one clerk or staff in the office just to prepare and complete the white folder on time as scheduled.