HO CHI MINH CITY OPEN UNIVERSITY UNIVERSITÉ LIBRE DE BRUXELLES SOLVAY BRUSSELS SCHOOL OF ECONOMICS & MANAGEMENT MBQPM5 NGUYEN NGOC HUYNH INCREASING PVENGINEERING’s QUALITY PERFORMANCE IN DESIGN ENGINEERING MASTER FINAL PROJECT MASTER IN BUSINESS QUALITY AND PERFORMANCE MANAGEMENT Ho Chi Minh City (2016) Master Final Project STATEMENT OF AUTHENTICATION I hereby declare that the master final report titled “Increasing PV Engineering’s quality performance in design engineering” is my own work and has not been submitted for a degree or diploma in any university I have acknowledged all source materials in the work itself The materials, either in full or in part, are duly acknowledged/ referred in the text HoChiMinh City, 23rd April, 2016 Signature of Student Nguyen Ngoc Huynh Increasing PV Engineering’s Quality Performance In Design Engineering i Master Final Project ACKNOWLEDGMENTS I would like to express my special thanks of gratitude to my tutor, Prof Jacques Martin as well as my company/ department (PV Engineering/ Project Management Department) who gave me the opportunity to this wonderful project on the topic “Increasing PV Engineering’s quality performance in design engineering”, which also helped me in doing a lot of Research and orientate the right direction Secondly I would also like to thank my friends who helped me a lot in finalizing this report within the limited time frame and had a lot of supports such as the necessary and helpful ideas for contents and structure Next, I would also like to thank the experts, co-workers who were involved in the survey for this research project and from engineering disciplines Without their passionate participation and input, the survey could not have been successfully conducted Finally, I must express my very profound gratitude to my parents and to my husband for providing me with support and continuous encouragement throughout my years of study and through the process of researching and writing this thesis This accomplishment would not have been possible without them Thank you so much Increasing PV Engineering’s Quality Performance In Design Engineering ii ACCEPTANCE OF FINAL PROJECT REPORT FOR DEFENSE Mr/Ms NGUYEN NGOC HUYNH’s final project report for the degree of Master in Business Quality and Performance Management is officially accepted for defense On 13 April 2016 Dr Jacques M.A Martin Academic Director Master in Business Quality and Performance Management Solvay Brussels School of Economics and Management – Ho Chi Minh City Open University Master Final Project TABLE OF CONTENTS INTRODUCTION 1 Introduction To PVEngineering PV Engineering’s Problem 3 Purpose of Master Final Report Structure Of Report PART 1: CURRENT QUALITY PERFORMANCEAT PVE’s DESIGN ENGINEERING CHAPTER 1: MANAGEMENT STRUCTURE Organization Culture And Strategic Management In PV Engineering Working Environment And Job Design CHAPTER 2: ANALYSIS OF DESIGN ENGINEERING PROCESS 11 Selection of Research Strategy 11 Data Collection Methods 11 Data Analysis Methods 13 PART 2: EVALUATION OF PERFORMANCE 14 CHAPTER 1: RESULTS - FINDINGS 14 Key Findings: 14 Roles And Tasks of Disciplines In Quality Management 15 Strategy 16 Key Success Factors 17 Innovation 17 Information Systems And Network 18 Performance Management System 18 CHAPTER 2: PROPOSED IMPROVEMENT FOR INCREASING QUALITY PERFORMANCE 20 Roles And Tasks of Disciplines In Quality Management 20 Strategy 21 Key Success Factors 21 Innovation 23 Information Systems And Network 23 Performance Management System 24 DISCUSSION 28 CONCLUSION 30 Increasing PV Engineering’s Quality Performance In Design Engineering iv Master Final Project LIST OF ABBREVIATIONS PVE : PetroVietnam Engineering Join Stock Company LPG : Liquefied petroleum gas CNG : Compressed natural gas EPC : Engineering, Procurement and Construction FS : Feasibility Study FEED : Front – End Engineering Design PVE-SC : PVE – Survey Consultancy Joint Stock Company PVE-PMC : PVE – Project Management Consultancy Joint Stock Company PVE-PCIC : HR : Human Resource EPC : Engineering – Procurement – Construction FPSO : Floating Production, Storage and Offloading FSO : Floating, Storage & Offloading GEO : Geological ASEAN : Association of Southeast Asian Nations APEC : Asia-Pacific Economic Cooperation WTO : World Trade Organization TPP : Trans-Pacific Partnership PDCA : Plan – Do – Check – Act KPIs : Key Performance Indicators ERP : Enterprise Resources Planning PVE – PetroVietnam Construction Investment Consultancy Joint Stock Company Increasing PV Engineering’s Quality Performance In Design Engineering v Master Final Project LIST OF FIGURES AND TABLES List of figures Figure 1: PVE’s organizational structure Figure 2: Elements of organizational culture Figure 3: Strategies for strengthening organizational culture Figure 4: PV Engineering’ strategy map Figure 5: Workplace factors affecting employee performance Figure 6: Results of Interviews on Knowledge of Quality Management System Figure 7: Percentage of staffs complying with Quality Management System Figure 8: PDCA – based on Performance Management System List of Tables Table 1: Success factor datasheet Increasing PV Engineering’s Quality Performance In Design Engineering vi Master Final Project INTRODUCTION INTRODUCTION TO PV ENGINEERING Vietnam is rich in natural resources and minerals which are favorable conditions for strongly growing economic development of the country, especially Vietnam Oil & Gas sector To contribute to the development of Vietnam Oil & Gas Group, PetroVietnam Engineering (PVE) has the important roles in the Engineering design and consultancy for the Group’s projects PVE‘s predecessor was established, and began operation in 1998 With gradually consistent development, PVE has developed subsidiaries and specialized centers which are suitable to the sustainable operation of the company for the foreseeable future PVE became a joint stock company in 2005 and has participated in Oil and gas exploration and development projects, gas processing and transportation; and also provided services for projects in petroleum storage, LPG/ CNG stations and other key projects in power plants, industrial Until now, PVE has the organizational structure as the below figure to operate the corporation and complete the projects and works within PVE’s mission, such as Engineering Consultancy, EPC/ Construction/ Installation, Project Management Consultancy, and Survey & Inspection Until now, PVE has successfully completed many major projects with Petro Vietnam and other international partners such as Nam Con Son Pipeline, Su Tu Trang Platform, Dai Hung Gas gathering project, etc.; and PVE is one of the top providers for professional engineering consulting services in the petroleum industry from upstream to downstream, power projects, other industry and civil projects in Vietnam Moreover, in the future, PVE will be your constant and closest companion not only in the projects of oil and gas industry and other related projects as: Onshore, Offshore; Gas Pipeline; Gas Processing Plant; Petrochemical Plant (such as polypropylene, fertilizer plants); Gas power, coal power; wind power and hydropower plants; Bio-Ethanol plants; but also in industrial and civil projects and will provide expert services in: FS; FEED, detailed engineering; General cost estimation; Procurement support; Survey and inspection; Project management consultancy Increasing PV Engineering’s Quality Performance In Design Engineering Page of 30 Master Final Project Figure 1: PVE’s organizational structure (Source: PVE’s website) Shareholders General Assembly Supervisory Board Board of Management Board of Director Human Resources Division Financial Division Planning & Investment Division Economic & Technical Division Office PVE-PMC Increasing PV Engineering’s Quality Performance In Design Engineering PVE-SC Commercial & Contract Division Design Engineering Consultancy Center (DEC) PCIC Page of 30 Master Final Project PV ENGINEERING’s PROBLEM Nowadays, Vietnam participates in many international organizations such as ASEAN, APEC, WTO and TPP It is the mark for success of Vietnam’s development and efforts in global economy Besides that, it means there is strictly international and national competitive environment that will bring increased demands on the organizations competiveness and customers One of the most important management conditions to make the branch and performance of business is quality that is an important management philosophy, which supports the organizations in their efforts to obtain satisfied customers However, quality management is not fully implemented and complied with PVE’s regulations, ways how to deal with customers, etc Finally, traditional work practice and management attitudes not conform to total quality management, which causes a resistance towards an implementation of total quality management, especially in Design Engineering of PVE PURPOSE OF MASTER FINAL REPORT The aim of report is to study the role and tasks of Design Engineering Departments in regard to implementing the Quality Management and to propose methods to increase the performance in design engineering STRUCTURE OF REPORT INTRODUCTION Part 1: CURRENT QUALITY PERFORMANCE AT PVE’s DESIGN ENGINEERING Chapter 1: Management Structure Chapter 2: Analysis of Design Engineering Process Part 2: EVALUATION OF PERFORMANCE Chapter 1: Results – Findings Chapter 2: Proposed Improvement for Increasing Quality Performance DISCUSSION CONCLUSION Increasing PV Engineering’s Quality Performance In Design Engineering Page of 30 Master Final Project encourage developing effective training programs and training models related to quality management knowledge that makes the innovation and motivation in learning and takes the initiative in learning particularly and in all work generally As the proposed ERP system, the Company should have more detailed researches on advantages and disadvantages of ERP system, which does not include in this report and this study Moreover, they also need to study more on the impact and cost of ERP system to the quality management of PV Engineering and how to implement this system They can refer other companies within same business areas, that developed and used the ERP systems to their management and planning task and get their opinions, experiences about ERP system to have the objective assessments and apply more effectively For example, MacKay & Sposito is a civil engineering consulting firm that was having difficulty measuring which projects and segments were most profitable and they decided to implement a new ERP system However, when implementing ERP systems, Vietnam companies are facing a number of challenges that is a big investment and implementation and building local capability And for ERP implementation to succeed companies, they need to change behavior in the organization and remember there is no single person responsible for operations (Tielman Nieuwoudt, 2009) Finally, on setting KPIs system, at the beginning, the Company needs to have shortand long-term plans for setting and implement the KPIs Due to KPIs set up based on the strategy plan and disciplines’ characteristics, HR department should have the guidelines and responsibilities for collecting the KPIs ideas from all departments And then, they also apply the PDCA cycle on setting KPIs This means that the Company has to review, modify, make the trials and continuously improve the KPIs system so that they make the performance system more effectively and appropriately For the new system, there should be independent audits and evaluations for implementing KPIs system periodically so that the Company can set up the KPIs for a long term Increasing PV Engineering’s Quality Performance In Design Engineering Page 29 of 30 Master Final Project CONCLUSION The main objective of this report is to improve the quality management and performance in the engineering departments Throughout the interview, the Company can assess not only the current situation but also the employees’ thinking and knowledge on quality management system of PV Engineering that are showed the findings In this study, it can be concluded that PV Engineering has not been implementing the quality management system seriously, setting the some requirements unrealistically for each engineering department and getting many risks in the quality management that are claimed in the monthly project audits Considering the fact that with the current quality management structure, organizational structure, time pressure and workload per employees, it is difficult to carry out, directly monitor, and control each employee; the top management should pay more attention at encouraging their knowledge and awareness, and making effectively policies so that employees feel their responsibilities are to comply the quality management system, improve employee performance and contribute to the Company productivity and their knowledge Increasing PV Engineering’s Quality Performance In Design Engineering Page 30 of 30 Master Final Project REFERENCES Evaluation Summary Reports of PV Engineering, 2014 [Online] Available at Retrieved from www.pve.vn, [Accessed 10th January 2016] Evaluation Summary Reports of PV Engineering, 2015 [Online] Available at Retrieved from www.pve.vn, [Accessed 10th January 2016] PV Engineering Quality – Health – Safety - Environment manual, 2016 [Online] Available at Retrieved from www.pve.vn, [Accessed 12th February 2016] Bjerke Björn (2003), Successful Interview, Kunskapande metoder, by Bengt Gustavsson, 233254 Lund: Studentlitteratur Bryman Alan and Emma Bell (2003) Business Research Methods, Oxford University Press, Oxford David Parmenter (2007), Key Performance Indicators Developing, Implementing and Using Winning KPIs, John Wiley & Sons, Inc Denscombe, Martyn (1998), The Good Research Guide for small-scale research projects, Open University Press, UK Limited Denzin N (2006), Sociological Methods: A Sourcebook, 5thedition, Aldine Transaction Dr K Chandrasekar (2011), Workplace environment and its impact on organizational performance in public sector organizations Vol International Journal of Enterprise Computing and Business System (Online), [Online] Available at: http://www.ijecbs.com, [Accessed 23th February 2016] Elin Grӧndahl and Lovisa Martinsson (2011), Impact of Organizational Culture on Quality Management, Chamers University of Technology Fangen Katrine (2005), Participant Observation, Malmö: Fagbokförlaget Fitrix ERP solution (2011), What is ERP and why I need it? [Online] Available at: http://www.fitrix.com/wp-content/uploads/Whitepaper_What_Is_ERP.pdf, [Accessed 04th April 2016] Grant A M and Parker S.K (2009), Redesigning work design theories: the rise of relational and proactive perspectives Academic of Management Annals, (3), 317-75 John S.Oakland 2003 Total Quality Management text with cases 3rd edition, Elsevier Marshall Catherine & Rossman Gretchen B (1989) Design qualitative research, Newbury Park, CA: Sage Ödman Per-Johan (2003), Hermeneutics and research practices, In Kunskapande Metoder, by Bengt Gustavsson, 71-93 Lund: Studentlitteratur Robert S.Kaplan and David P.Norton (2005), Using the Balanced Scorecard as a Strategic Management System, Harvard Business Review Schein Edgar (1992), Organizational culture and leadership, 3rd Edition, John Wiley&Sons, Inc Increasing PV Engineering’s Quality Performance In Design Engineering Page 1/ Master Final Project Steven L McShane (2000), Organizational Culture, [Online] Available at: www.unigraz.at/iimwww/iimwww/orgculture.pdf, [Accessed 12th February 2016] Strauss A and Corbin J.M (1998), Basics of Qualitative Research: Techniques and Procedures for Developing Grounded Theory, Thousand Oaks, California: Sage Tielman Nieuwoudt (2009), The State of ERP in Vietnam, [Online] Available at: https://thesupplychainlab.wordpress.com/2009/02/05/the-state-of-erp-in-vietnam/, [Accessed 21st April 2016] Increasing PV Engineering’s Quality Performance In Design Engineering Page 2/ Master Final Project LIST OF APPENDICIES Appendix 1: Interview Protocol Appendix 2: Innovation Pattern Analysis Appendix 3: Balanced Score Card Appendix 4: Key performance measures Increasing PV Engineering’s Quality Performance In Design Engineering Page 1/ Master Final Project APPENDIX 1: INTERVIEW PROTOCOL The below questions were used during the interviews with employees from various engineering departments and levels No Questions Mission and Vision Do you know the mission and vision of the Company? If you know, how to communicate the mission and vision? Formal or informal? List the ways to communicate If you don’t know, how you make sure you work in according to company objectives? Quality management system Do you have knowledge in quality management system? Do you know the quality objectives? How you comply with procedures and manuals of your discipline in a specific project? Provide evidences for complying with procedure/ quality management How you control the quality of your work? How many times you have quality meetings in your discipline to make the lesson? How is the quality management system important? Strategy What are the main strategic directions of the Company currently? Who is involved in strategic planning? Do you think there is the link between strategy and mission-vision of the Company? How? Do your senior/ junior have full knowledge and orientate your work in accordance with the strategy Are your works and plans appropriate to strategic direction? Increasing PV Engineering’s Quality Performance In Design Engineering Page 1/ Master Final Project Key success factors Are you given the key success factors information from senior/ junior? Do you think what key success factors of the Company include? Does the Company have the supports for your improvement? Innovation Do you know about innovation strategy in PV Engineering? If you know, please describe it Do you have any ideas for improving the quality management system of your discipline? Why? Information system and Network Can you tell me about the Company’s IT system and network? Do you use social network to work? How to use? How is speed to access the network/ system? How is IT system and network important to your work? Do you know the feedback process? And how to control? Performance management system Do you know performance management system in PV Engineering? Please describe more detailed Does PVE set up the KPIs? And how is its evaluation? Are the phases of performance evaluation suitable to set up and evaluation? Is the result sent to you directly or informal? Do you have any discussion for performance evaluation with senior? Do you think the result is fair and unfair? How you set up performance goals? Notes: the scores are from to 10 and the result will be classified into levels: weak, average, fair and good as the following ranks: - From to 2: Weak level - From to 5: Average level - From to 8: Fair level - From to 10: Good level Increasing PV Engineering’s Quality Performance In Design Engineering Page 2/ Master Final Project APPENDIX 2: INNOVATION PATTERN ANALYSIS Own patterns and industry innovation analysis OWN PROJECT A PV Engineering COMPETITO RA PetroVietnam Technical Services Corporation (PTSC) Profit model Network Structure Process - Provide design and consultant services in petroleum field inside and outside Vietnam - Provide technical services for the ports, transportati on, installation in oil and gas industry inside and outside Vietnam Product performance -Unique products: on-time and high quality design consultancy service in the oil & gas industry - A multisector corporation - Have hard assets (diversity of modern machines/ equipment) Increasing PV Engineering’s Quality Performance In Design Engineering -Multiproducts that are supported together Product system Multiproducts on: - Design consultancy - Survey service - Project management - EPC project Multiproducts on: - Marine, Ports, Logistics, Subsea services -General EPC project -FPSO/FSO service -Operation & Maintain, repairing, installation and transportation services -Seismic, GEO survey Service Channel Brand Customer engagement - Unique company of The Group in design consultancy in the oil and gas industry - Participate from design to full turnkey EPC - Participate in EPCI stage -Unique company of the Group in marine, logistic, port services Page 1/ Master Final Project Own patterns and industry innovation analysis Profit model - Provide design and consultant service on Subsea segment Network - Global communication, contractors, customers Structure Process - Global firms with diversified sector - Subsea, deep-water technology - Global management system COMPETITO RB TECHNIP Product performance Product system The design and construction of hydrocarbon field development, oil refining, gas processing, petrochemical s and selected nonhydrocarbon projects Service Channel Brand Participate in business activities internation al in Asia Pacific: Malaysia, Thailand, Indonesia, Vietnam, Singapore, Brunei, China, Australia -Cooperated in 1982 -Participate from design to full turnkey EPCI Customer engagement BLIND SPOTS Used successfully Used not successfully Blind spots Increasing PV Engineering’s Quality Performance In Design Engineering Page 2/ Master Final Project APPENDIX 3: BALANCED SCORE CARD Perspectives Objectives Measures Target 2016 - Continuously Percent of projects achieved the > 95% Quality Objectives system INTERNAL and issuing Manual, Procedures based on the approved plans - Assessing the compliance and application procedure and manuals of Employees Percent of nonconformities in - Always controlling and auditing the project teams to 10 external courses > 100 internal courses - Collecting needs of employees on training arranging the available duration for personnel working on site and outside head office - Notifying the training plan to all employees to join to courses - Improving the quality of training content and instructors Page 1/ Master Final Project Perspectives Objectives Improve information system Measures Number of times to update information system months/times Percent of employees meeting mandatory > 95% qualification standards Percent of employees satisfied with the work environment Percent of > 85% Employee satisfaction employees satisfied with the professionalism, culture, values and empowerment Improve Customer Percent of Satisfaction (40%) customers satisfied with quality Percent of customers satisfied with timeliness Percent of ≥ 95% customers satisfied with the responsiveness, cooperation, and communication skills of customer services Quality workforce CUSTOMERS (30%) Target 2016 Increasing PV Engineering’s Quality Performance In Design Engineering Initiatives - Updating information system and database regularly with months/times - Building other modern information system supporting other jobs such as survey, project management, procurement; - Investing and develop software to store data - Encouraging employees joining the higher education - Having the good regime for employees when achieving higher certificates - Making friendly work environment with positive competition, and many good regimes on training, human resources, insurance, salary - Encouraging infidel decision for employees in work - Introducing culture and value of company to employees - Being complied actively with culture by managers - Having the survey to evaluate the satisfaction in order to improve - Training knowledge and skills to enhance the competence of employees in order to maintain the level of client satisfaction - Building up the culture that evolves quality, progress and safety awareness - Providing the high-quality services and products timely to customers - Having feedback to customers timely when they have any query or complaint Page 2/ Master Final Project Perspectives Objectives Reduce Measures Target 2016 Initiatives Customer Percent of customer complaint (30%) complaint on quality, < 5% progress, services … Improve Trademark Percent of customers (30%) from PVN, other industries and foreign customers used company’s - Strengthening Marketing to customers > 90% - Improving quality of products and services - Improving customer satisfaction services and products Minimizing FINANCE (30%) more - Saving energy (electricity, gas, and oil), water, and than 20% of cost paper - Recycling, reusing any wastes such as: water, paper in 2015 - Controlling risk management Cost to spend ratio Reduce Administrative Costs (40%) Maximizing contract Cost avoidance cost avoidance and through use revenue (60%) purchase cards of Percent of prompt payment paid interest of > 80% total money disbursed Profit after tax - Maintaining domestic market - Introducing service and product to oversea such as in Malaysia with main contractor from Spain - Completing the payment document to collect debt after completing the projects Percent of revenue increased more >5% than last year Increasing PV Engineering’s Quality Performance In Design Engineering Page 3/ Master Final Project APPENDIX 4: KEY PERFORMANCE MEASURES No Name of Measures Frequency of Measures BSC perspective Applicable BSC Teams Applicable Sectors Strategic Objectives Quarterly Internal Process Project Management All sectors Increase Quality Percentage of projects achieved the Quality Objectives (including quality and progress) Percent of non-conformities in each project Weekly Internal Process Project Management All private sector Increase Quality Number of improvements made to existing products Monthly Internal Process EconomicTechnical All private sector Innovation Product amount that passes to next revision in submission Weekly Internal Process Project Management All private sector Increase Quality Accidents per 100,000 working hours Monthly Internal Process HR All Sectors Efficient operations IT capacity Monthly Internal Process IT All sectors Efficient operations Investment in research (VND) Quarterly Internal Process Planning and Investment All sectors Innovation Number of projects completed on time/ budget Quarterly Internal Process Project Management All sectors Efficient operations Number of staff trained in first aid Quarterly Internal Process HR All sectors Efficient operations 10 Policy and procedure sections updated this month Monthly Internal Process All team All sectors Healthy and safe work environment 11 Number of training courses including internal/ external courses Monthly Learning & Development HR All sectors Knowledge 12 Percentage of employees with satisfactory IT system Two Monthly Learning & Development IT All sectors Skilled and experienced workforce 13 Employees certified for skilled job functions or positions Quarterly Learning & Development HR All sectors Skilled and experienced workforce Increasing PV Engineering’s Quality Performance In Design Engineering Page 1/ Master Final Project No Name of Measures Frequency of Measures BSC perspective Applicable BSC Teams Applicable Sectors Strategic Objectives 14 Employees that have improved skills during last six months Six monthly Learning & Development HR, trainers All sectors Skilled and experienced workforce 15 Increase in average grade level of English skills of employees Six monthly Learning & Development HR All sectors Skilled and experienced workforce 16 Number of new staff (less than three months) who attended an induction program Monthly Learning & Development HR All sectors Skilled and experienced workforce 17 Employee satisfaction per survey Quarterly Learning & Development All teams All sectors Employee satisfaction 18 Percentage of employees satisfied with the professionalism, culture, values and empowerment Quarterly Learning & Development HR All sectors Employee satisfaction 19 Percent of customers satisfied with quality and progress After completing project Customer ContractCommercial All private sector Retention of customers/ increase contract 20 Quality problems detected during product audits in the project When audits performed Customer QA teams All private sector Long term relationship with profitable customers 21 Customer satisfaction of top 10% of customer Quarterly Customer ContractCommercial All private sector Increase profitability 22 Complaints not resolved on first call Daily Customer ContractCommercial All sectors Retention of customers/ Reduce Customer complaint 23 Percent Administrative Cost spent Monthly Financial Accounting All sectors Efficient operations 24 Revenues/ employees (VND) Monthly Financial Accounting All private sector Increase profitability Increasing PV Engineering’s Quality Performance In Design Engineering Page 2/ Master Final Project No Name of Measures Frequency of Measures BSC perspective Applicable BSC Teams Applicable Sectors Strategic Objectives 25 Revenues/ total assets (VND) Monthly Financial Accounting All private sector Increase profitability 26 Profits/ employee (VND) Monthly Financial Accounting All private sector Increase profitability 27 Number of projects with all progress payments paid Quarterly Financial Accounting All private sector Efficient operations 28 Marketing Expense per customer (VND) Quarterly Financial Marketing All private sector Efficient operations Increasing PV Engineering’s Quality Performance In Design Engineering Page 3/ [...]... performance Increasing PV Engineering s Quality Performance In Design Engineering Page 19 of 30 Master Final Project CHAPTER 2: PROPOSED IMPROVEMENT FOR INCREASING QUALITY PERFORMANCE 1 ROLES AND TASKS OF DISCIPLINES IN QUALITY MANAGEMENT According to findings on roles and tasks of each employee, I propose some improvements for understanding and complying with Company’s requirements in quality management... the performance measurement and management Simultaneously, the Company has to Increasing PV Engineering s Quality Performance In Design Engineering Page 28 of 30 Master Final Project encourage developing effective training programs and training models related to quality management knowledge that makes the innovation and motivation in learning and takes the initiative in learning particularly and in. .. the improvement of quality 6 PERFORMANCE MANAGEMENT SYSTEM 6.1 Key performance indicators and measures: Based on the PV Engineering s Strategy, it is suggested that key performance indicators including: (1) Demonstrate an accurate knowledge of the subject matter to assure the quality, schedule Increasing PV Engineering s Quality Performance In Design Engineering Page 24 of 30 Master Final Project (2)... more efficiently in the cooperation (Schein Edgar, 1992) Increasing PV Engineering s Quality Performance In Design Engineering Page 5 of 30 Master Final Project Figure 3: Strategies for strengthening organizational culture(Steven, 2000) Thus, that PV Engineering is a member of Oil and Gas Group brings not only many advantages but also great challenges It means that PV Engineering is inherited 4000-year... the most were highlighted Increasing PV Engineering s Quality Performance In Design Engineering Page 13 of 30 Master Final Project PART 2: EVALUATION OF PERFORMANCE CHAPTER 1: RESULTS - FINDINGS Key Findings: - Staffs do not have full knowledge and understand the importance of Quality Management for Business Operations, therefore, the Quality Management has not been complying with PVE procedures and... performance measures and level performance are not explained clearly, with more detail and explanation for each level Increasing PV Engineering s Quality Performance In Design Engineering Page 14 of 30 Master Final Project Number of Interviewees 1 ROLES AND TASKS OF DISCIPLINES IN QUALITY MANAGEMENT Roles and Tasks of each position in Project and Disciplines are required more detailed in procedures and Company’s... Engineering has been building a good strategy map linking together that provides a visual framework for an organization’s strategy based on simplified strategy map of Kaplan and Norton in 2002 as below: Increasing PV Engineering s Quality Performance In Design Engineering Page 7 of 30 Master Final Project Finance Perspective Revenue & Sustainability Customer Perspective Internal Process Perspective Learning... system maintenance in the contract In the future, the Top Increasing PV Engineering s Quality Performance In Design Engineering Page 23 of 30 Master Final Project manager and IT manager should work out and make plans to invest the infrastructure not only to adapt the requirements for using management software, such as software for controlling e-document, timesheet controlling software and other administrative... process in which the organization creates jobs and, in Increasing PV Engineering s Quality Performance In Design Engineering Page 9 of 30 Master Final Project turn, selects people with the appropriate knowledge, skills, and abilities for these jobs Comprehensively understanding the limitation of natural resources, PV Engineering – as the leading consultant in the energy sector – is committed to minimize... level within the departments, the interview sample was sometimes opportunistically chosen The interviews were carried out in their native language, but the interviewees did not share information particularly due to many reasons, such as the trust, knowledge in quality system, etc Increasing PV Engineering s Quality Performance In Design Engineering Page 12 of 30 Master Final Project All of the interviews