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 fiancée.
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
v
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
1
TITLE
PAGE
TITLE PAGE
i
DECLARATION
ii
DEDICATION
iii
ACKNOWLEDGEMENTS
iv
ABSTRACT
v
ABSTRAK
vi
TABLE OF CONTENTS
vii
LIST OF TABLES
xii
LIST OF FIGURES
xiii
LIST OF SYMBOLS
xiv
LIST OF APPENDIX
xv
INTRODUCTION
1
1.1
Definition of NRW and Zone Establishment
1
1.2
Background of the Study
3
1.3
Justification of Study
4
1.4
Aim and Objectives
5
1.5
Scope of Study
5
1.6
Research Methodology
8
1.7
Expected Outcomes
10
viii
2
DELAY IN CONSTRUCTION INDUSTRY AND
11
INTRODUCTION OF NON REVENUE WATER
(NRW)
2.1
2.2
Delays in Construction Industry
11
2.11
Occurrence of Project Delay
12
2.12
Schedule Delay Analysis Techniques
13
2.13
Risk of Delay during Project Life Cycle
14
Non Revenue Water (NRW)
15
2.2.1
NRW Definition
16
2.2.2
NRW Component
16
2.2.3
Benefit of NRW Control
17
2.2.4
Leakage Control Method
18
2.2.4.1
Passive
18
2.2.4.2
Pressure Control
18
2.2.4.3
Routine Sounding
18
2.2.4.4
District Metering
19
2.2.5
2.2.6
Establishment of NRW Zones
20
2.2.5.1
Selection of Zones
20
2.2.5.2
On Site Investigation
21
2.2.5.3
Pressure Survey and Monitoring
21
2.2.5.4
Isolation (Zero Pressure Test)
22
2.2.5.5
Flow Measurement
22
2.2.5.6
Pressure step Test
24
2.2.5.7
N1 Step Test Process
25
2.2.5.8
Leak Detection and Repairs
26
2.2.5.9
Calculation Saving
26
Leak Detection
27
2.2.6.1
Method of Leak Detection
27
2.2.6.2
Visual Inspection
27
2.2.6.3
Sounding Inspection
27
2.2.6.4
Noise Logger
28
ix
2.2.6.5
2.2.7
2.3
3
Leak Noise Correlation
30
Monitoring and Maintenance
31
2.2.7.1
Requirement
31
2.2.7.2
Routine Maintenance
32
2.2.7.3
Chamber Condition
34
2.2.7.4
Strainer Cleaning
34
2.2.7.5
PRV Cleaning
34
2.2.7.6
Meter Maintenance
36
2.2.7.7
Other Works
36
District Meter Zoning (DMZ) in Developing Countries
36
RESEARCH METHODOLOGY
39
3.1
Introduction
39
3.2
Research Method
44
3.2.1
Selection of Zone
44
3.2.2
Duration of Activities
44
3.2.3
Comparison between Standard Duration and
45
Actual Duration
3.2.4
Interview with Head of Department
45
3.2.5
Identify the Factors that Causes the Delay
45
3.2.6
Improvement on the Zone Establishment Work
46
Process
3.3
4
Summary
DELAY IN ACTIVITIES DURATION OF ZONE
46
47
ESTABLISHMENT WORK PROCESS
4.1
Selected Zones
47
4.2
Duration of Activities in Zones
48
4.3
Comparison Between Standard Duration and Actual
51
Duration
4.4
Department and Personal Responsible for Delay
52
x
4.5
4.4.1
Trial Hole Works
53
4.4.2
Design and Drawing Preparation Works
54
4.4.3
White Folder Preparation Works
54
Discussion and Interview to Identify Problems that
55
Causes Delay
5
CAUSE OF DELAY IN ZONE ESTABLISHMENT
57
WORK PROCESS
5.1
Delay Activities
57
5.2
Cause of Delay
58
5.2.1
Delay in Trial Hole Works
59
5.2.2
Delay in Design and Drawing Preparation
59
Stage
5.2.3
5.3
6
Delay in White Folder Preparation Works
Problem Solving Method to Minimize Delay
NEW IMPROVED ZONE ESTABLISHMENT WORK
60
61
64
PROCESS
6.1
6.2
6.3
Factors that Cause Delay
64
6.1.1
Communication
65
6.1.2
Leadership
66
6.1.3
Teamwork
67
6.1.4
Time Management
67
Strategies to Minimize Delay
68
6.2.1
Modification of Current Work Process
69
6.2.2
Workload Reorganizing
69
6.2.3
Organizing Motivation Causes
70
Improved Zone Establishment Work Process
71
6.3.1
72
Trial Hole Works Improvement
xi
6.3.2
Design and Drawing Preparation Works
73
Responsibility
6.3.3
7
White Folder Preparation Works
CONCLUSION AND RECCOMENDATION FOR
73
75
FURTHER STUDIES
7.1
Conclusion
75
7.2
Recommendation for Further Studies
77
REFERENCES
78
APPENDIX A-G
80-96
xii
LIST OF TABLES
TABLE NO.
TITLE
PAGE
3.1
Standard duration set by the Organization
41
4.1
Established zone name, location and set-up month
48
4.2
Total zones exceed the standard duration
50
5.1
Department and personal responsible for delay
58
activities
5.2
Respond from head of department and personal
responsible of delay activities
62
xiii
LIST OF FIGURES
FIGURE NO.
TITLE
PAGE
1.1
Scope of Work
7
1.2
Research Methodology
9
2.1
Cause-Effect Relationship of Construction Delay
12
2.2
NRW Component
17
2.3
Leakage Control Method
19
2.4
Establishment of NRW Zones
20
2.5
Baseline Reading
24
2.6
N1 Step Test
25
2.7
Sound Inspection
28
2.8
Noise Logger
30
2.9
Leak Noise Correlator
31
2.10
Routine Maintenance Form
33
2.11
Pressure Reducing Valve
35
3.1
Research Methodology
43
4.1
Comparison between standard duration and actual
52
duration
4.2
Delay in trial hole works
53
4.3
Delay in drawing and preparation works
54
4.4
Delay in white folder preparation works
55
6.1
Factors that cause delay in ZE work process
65
6.2
Strategies to minimize delay
68
6.3
Improved ZE work process
71
xiv
LIST OF SYMBOLS
NRW
-
Non-Revenue Water
ZE
-
Zone Establishment
HQ
-
Headquarters
SYABAS
-
Syarikat Bekalan Air Selangor Sdn Bhd
DMZ
-
District Meter Zoning
PRV
-
Pressure Reducing Valve
M&M
-
Monitoring and Maintenance Team
CPD
-
Contract and Procurement Department
xv
LIST OF APPENDICES
APPENDIX
TITLE
PAGE
A
Actual duration of activities for all ten zones
77
B
Interview Questions for Activity 1 : Region Construction
87
Team
C
Interview Questions for Activity 4 : HQ Construction Team
88
D
Interview Questions for Activity 11 : Region ZE Team
89
E
Interview Answers for Activity 1 : Region Construction
90
Team
F
Interview Answers for Activity 4 : HQ Construction Team
91
G
Interview Answers for Activity 11 : Region ZE Team
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.
4
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.
7
Trial Hole: Construction Team
Location
Not
Suitable,
Compile all information from trial hole and draft site
condition drawing: Region Construction Team
Trial Hole
Different
Location
Amend
Discuss with ZE team and Regional Manager on location
detail: Region Construction Team
Headquarters Construction Team to design and prepare
drawing: HQ Construction Team
If
Needed
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
8
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.
9
Identify Zones that is going to be Established
Repeat For
All
10 Zones
Data
Collection
Monitor closely each Sub Process Duration until the
overall work process completed
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
Analysis
way to avoid or minimize the delay
Recommend
New Strategies to Improved Zone Establishment Work
Process
Figure 1.2: Research Methodology
Conclusion
And
Recommendation
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 activity’s completion may be delayed
due to a delayed start or extended activity duration. While an activity’s start may be
delayed due to certain reasons, its duration may be extended due to some other reason. An
activity’s 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
Delayed Start
Delayed Completion
of Preceding Activities
Adverse Weather
Condition
Management
Decisions
Changed
Site Conditions
An Activity’s
Completion
Is Delayed
Extended Activity Duration
Changes in Scope of
Work
Unavailable
Resources
Succeeding
Activities are
Not Delayed
Succeeding
Activities
are Delayed
Project is
Not
Delayed
Project
Is Delayed
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)
Total Time or As-Planned versus Built
(ii)
What-if or impacted as-planned
(iii)
But-for or Collapsed As-Build
(iv)
Window, Snapshot or Contemporaneous Period Analysis
(v)
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 management’s 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.
Project Delivery Method
2.
Contract Roles and Responsibilities
3.
Inaccurate Cost and Schedule Estimate
4.
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.
Late Design, Construction and Start Up Changes
2.
Schedule Revision
3.
Quantity Variance
4.
Force Majeure
5.
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
X 100%
Treat Plant Production
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
9%
2%
%
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
Wast
Combine
e
d
0
Lo
w
Distri
ct
Pressur
e
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
location in and
outside the proposed NRW zones.

Log pressure for 7 days.
(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
(ii)
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
(iii)
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.
(iv)
2nd Baseline Flow measurement
Process as the 1st Baseline, only retrieved of consumers meter data 3 reading after
leaks repair and 2nd Baseline period.
24
Zone: AS29 - Kuala Kedah / Pekan South (U-Sonic-Result)
FLOW AND PRESSURE DATA
18
35
16
14
T o t a l In f lo w ( l/s )
25
12
10
20
8
15
6
10
4
A v e ra g e Z o n e P re s s u re ( m H )
30
5
2
0
FLOW - 1ST BASELINE
FLOW - 2ND BASELINE
AVERAGE ZONE PRESSURE - 1ST BASELINE
AVERAGE ZONE PRESSURE - 2ND BASELINE
23:15
22:30
21:45
21:00
20:15
19:30
18:45
18:00
17:15
16:30
15:45
15:00
14:15
13:30
12:45
12:00
11:15
9:45
10:30
9:00
8:15
7:30
6:45
6:00
5:15
4:30
3:45
3:00
2:15
1:30
0:45
0:00
0
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
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

Don’t 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
Trial hole
2
2
Compile all information from trial hole and draft site
2
condition drawing
3
Discuss with ZE Team and Regional Manager on location
2
detail
4
Headquarters Construction Team to design and prepare
5
drawing
5
Drawing checked and verified by Regional Manager
2
6
Submit drawing with cover letter to Syabas for approval to
2
shutdown water supply (14days) and a copy to Contract
Procurement Department (CPD) for selection of contractor.
7
CPD invite contractor to submit their quotation for the works
7
according to drawing
8
CPD select Contractor
7
9
Meter Installation and Chamber Construction by Contractor
14
10
All necessary test, settings, leak repairs done
20
11
Prepare White Folder to submit to client (Syabas) and
7
handing over the zone to Monitoring & Maintenance Team
(M&M)
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
Repeat For
All
10 Zones
Data
Collection
Monitor closely each Sub Process Duration until the
overall work process completed
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
Analysis
way to avoid or minimize the delay
Recommend
New Improved Zone Establishment Work Process
Figure 3.1: Research Methodology
Conclusion
And
Recommendation
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 can’t 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
4.2
No Zone Name
Location / District
Setup Month
1
Jalan Reko
Hulu Langat
May, 2007
2
Pusat Bandar Puchong
Petaling
May, 2007
3
Kg, Sg Kayu Ara (Z1)
Petaling
May, 2007
4
Desa Pinggiran Putra
Sepang
June, 2007
5
Kg. Baru Sg. Chua
Hulu Langat
June, 2007
6
Taman Rakan
Hulu Langat
June, 2007
7
Taman Putra Perdana
Sepang
June, 2007
8
Kg. Sg Raya
Hulu Langat
July, 2007
9
Desa Damai
Sepang
July, 2007
10
Taman Puchong Utama 9&10
Petaling
July, 2007
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
Trial hole
4
2
Compile all information from trial hole and draft site
1
condition drawing
3
Discuss with ZE Team and Regional Manager on
1
location detail
4
HQ Construction Team to design and prepare drawing
5
5
Drawing checked and verified by Regional Manager
2
6
Submit drawing with cover letter to Syabas for
1
approval to shutdown water supply (14days) and a
copy to Contract Procurement Department (CPD) for
selection of contractor.
7
CPD invite contractor to submit their quotation for the
0
works according to drawing
8
CPD select Contractor
0
9
Meter Installation and Chamber Construction by
3
Contractor
10
All necessary test, settings, leak repairs done
0
11
Prepare White Folder to submit to client (Syabas) and
8
handing over the zone to Monitoring & Maintenance
Team (M&M)
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
ity
ity
iv
it v
it v
it v
it v
it v
it v
it v
it v
v
t
v
i
i
c
c
c
c
c
c
c
c
c
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
Activity Detail
No
1
Trial hole
Department
Person
In-
Responsible
Charge
Region
En.AbdulRazak
Construction
En. Khairul
Team
4
11
Headquarters Construction
HQTeam
En. Razali
Team to design and prepare drawing
Construction
Prepare White Folder to submit to
Region Zone En. Hafizal
client (Syabas) and handing over
Establishment
the zone to Monitoring &
Team
Maintenance Team (M&M)
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 don’t 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 client’s 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 director’s 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 don’t 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
Item
Activity 1
Activity 4
Activity 11
1
Department / Personal
Yes
Yes
Yes
No
No
Yes
Yes
Yes
Yes
Information
Heavy work
Lack of
from Client
load
manpower
Client to give
Region office
Extra staff to
more accurate
to design and
prepare white
and true
prepare
folder
information
drawing
knows
their
work
scope.
2
Believe that delay has
occurred in their work
before going trough the
case
study’s
data
collection and analysis.
3
Believe that delay has
occurred in their work
before going trough the
case
study’s
data
collection and analysis.
4
Reason for delay
inaccurate
5
Suggestion
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 don’t 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.
Modification of the Current
Work Process
Workload Reorganizing
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 don’t 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
Improved Activities
Discuss with ZE team & regional manager on
location detail : Region Construction Team
Existing Activities
Design & Prepare Drawing :
Region Construction Team
Drawing checked and verified : Regional Manager
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
White Folder preparation :
Special Clerk
CPD select contractor : CPD Department
Meter Installation & Chamber Construction :
Region Construction Team
All necessary test, settings, leak repair done :
ZE team & Region Construction Team
White Folder
Preparation works
Done Concurrently
With 4 (four) other
Activities
Zone Establishment Work Process Completed
Figure 6.3 : Improved ZE Work Process
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 client’s NRW
department and client’s 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 clerk’s 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
organization’s 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 Amman’s 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
Trial hole
4
2
Compile all information from trial hole and draft
2
site condition drawing
3
Discuss with ZE Team and Regional Manager on
2
location detail
4
Headquarters Construction Team to design and
6
prepare drawing
5
Drawing checked and verified by Regional
1
Manager
6
Submit drawing with cover letter to Syabas for
2
approval to shutdown water supply (14days) and
a copy to Contract Procurement Department
(CPD) for selection of contractor.
7
CPD invite contractor to submit their quotation
4
for the works according to drawing
8
CPD select Contractor
5
9
Meter Installation and Chamber Construction by
16
Contractor
10
All necessary test, settings, leak repairs done
18
11
Prepare White Folder to submit to client
13
(Syabas) and
handing
over the zone to
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
Trial hole
4
2
Compile all information from trial hole and draft
2
site condition drawing
3
Discuss with ZE Team and Regional Manager on
2
location detail
4
Headquarters Construction Team to design and
7
prepare drawing
5
Drawing checked and verified by Regional
1
Manager
6
Submit drawing with cover letter to Syabas for
2
approval to shutdown water supply (14days) and
a copy to Contract Procurement Department
(CPD) for selection of contractor.
7
CPD invite contractor to submit their quotation
5
for the works according to drawing
8
CPD select Contractor
5
9
Meter Installation and Chamber Construction by
12
Contractor
10
All necessary test, settings, leak repairs done
16
11
Prepare White Folder to submit to client
12
(Syabas) and
handing
over the zone to
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
Trial hole
2
2
Compile all information from trial hole and draft
1
site condition drawing
3
Discuss with ZE Team and Regional Manager on
2
location detail
4
Headquarters Construction Team to design and
5
prepare drawing
5
Drawing checked and verified by Regional
2
Manager
6
Submit drawing with cover letter to Syabas for
2
approval to shutdown water supply (14days) and
a copy to Contract Procurement Department
(CPD) for selection of contractor.
7
CPD invite contractor to submit their quotation
7
for the works according to drawing
8
CPD select Contractor
5
9
Meter Installation and Chamber Construction by
9
Contractor
10
All necessary test, settings, leak repairs done
19
11
Prepare White Folder to submit to client
16
(Syabas) and
handing
over the zone to
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
Trial hole
1
2
Compile all information from trial hole and draft
3
site condition drawing
3
Discuss with ZE Team and Regional Manager on
2
location detail
4
Headquarters Construction Team to design and
4
prepare drawing
5
Drawing checked and verified by Regional
2
Manager
6
Submit drawing with cover letter to Syabas for
1
approval to shutdown water supply (14days) and
a copy to Contract Procurement Department
(CPD) for selection of contractor.
7
CPD invite contractor to submit their quotation
4
for the works according to drawing
8
CPD select Contractor
7
9
Meter Installation and Chamber Construction by
12
Contractor
10
All necessary test, settings, leak repairs done
17
11
Prepare White Folder to submit to client
14
(Syabas) and
handing
over the zone to
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
Trial hole
1
2
Compile all information from trial hole and draft
2
site condition drawing
3
Discuss with ZE Team and Regional Manager on
1
location detail
4
Headquarters Construction Team to design and
6
prepare drawing
5
Drawing checked and verified by Regional
2
Manager
6
Submit drawing with cover letter to Syabas for
3
approval to shutdown water supply (14days) and
a copy to Contract Procurement Department
(CPD) for selection of contractor.
7
CPD invite contractor to submit their quotation
5
for the works according to drawing
8
CPD select Contractor
6
9
Meter Installation and Chamber Construction by
14
Contractor
10
All necessary test, settings, leak repairs done
18
11
Prepare White Folder to submit to client
15
(Syabas) and
handing
over the zone to
Monitoring & Maintenance Team (M&M)
Total Working Days
73
86
Zone 6 – Taman Rakan : F.4.38
No
Activity
Actual Duration
(Working Days)
1
Trial hole
4
2
Compile all information from trial hole and draft
1
site condition drawing
3
Discuss with ZE Team and Regional Manager on
1
location detail
4
Headquarters Construction Team to design and
4
prepare drawing
5
Drawing checked and verified by Regional
1
Manager
6
Submit drawing with cover letter to Syabas for
1
approval to shutdown water supply (14days) and
a copy to Contract Procurement Department
(CPD) for selection of contractor.
7
CPD invite contractor to submit their quotation
7
for the works according to drawing
8
CPD select Contractor
6
9
Meter Installation and Chamber Construction by
17
Contractor
10
All necessary test, settings, leak repairs done
17
11
Prepare White Folder to submit to client
7
(Syabas) and
handing
over the zone to
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
Trial hole
2
2
Compile all information from trial hole and draft
1
site condition drawing
3
Discuss with ZE Team and Regional Manager on
4
location detail
4
Headquarters Construction Team to design and
5
prepare drawing
5
Drawing checked and verified by Regional
2
Manager
6
Submit drawing with cover letter to Syabas for
1
approval to shutdown water supply (14days) and
a copy to Contract Procurement Department
(CPD) for selection of contractor.
7
CPD invite contractor to submit their quotation
5
for the works according to drawing
8
CPD select Contractor
7
9
Meter Installation and Chamber Construction by
13
Contractor
10
All necessary test, settings, leak repairs done
20
11
Prepare White Folder to submit to client
17
(Syabas) and
handing
over the zone to
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
Trial hole
2
2
Compile all information from trial hole and draft
2
site condition drawing
3
Discuss with ZE Team and Regional Manager on
2
location detail
4
Headquarters Construction Team to design and
7
prepare drawing
5
Drawing checked and verified by Regional
1
Manager
6
Submit drawing with cover letter to Syabas for
2
approval to shutdown water supply (14days) and
a copy to Contract Procurement Department
(CPD) for selection of contractor.
7
CPD invite contractor to submit their quotation
4
for the works according to drawing
8
CPD select Contractor
5
9
Meter Installation and Chamber Construction by
12
Contractor
10
All necessary test, settings, leak repairs done
15
11
Prepare White Folder to submit to client
16
(Syabas) and
handing
over the zone to
Monitoring & Maintenance Team (M&M)
Total Working Days
68
89
Zone 9 – Desa Damai : F.5.25
No
Activity
Actual Duration
(Working Days)
1
Trial hole
2
2
Compile all information from trial hole and draft
2
site condition drawing
3
Discuss with ZE Team and Regional Manager on
2
location detail
4
Headquarters Construction Team to design and
8
prepare drawing
5
Drawing checked and verified by Regional
2
Manager
6
Submit drawing with cover letter to Syabas for
1
approval to shutdown water supply (14days) and
a copy to Contract Procurement Department
(CPD) for selection of contractor.
7
CPD invite contractor to submit their quotation
6
for the works according to drawing
8
CPD select Contractor
7
9
Meter Installation and Chamber Construction by
15
Contractor
10
All necessary test, settings, leak repairs done
19
11
Prepare White Folder to submit to client
7
(Syabas) and
handing
over the zone to
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
Trial hole
4
2
Compile all information from trial hole and draft
1
site condition drawing
3
Discuss with ZE Team and Regional Manager on
2
location detail
4
Headquarters Construction Team to design and
5
prepare drawing
5
Drawing checked and verified by Regional
1
Manager
6
Submit drawing with cover letter to Syabas for
1
approval to shutdown water supply (14days) and
a copy to Contract Procurement Department
(CPD) for selection of contractor.
7
CPD invite contractor to submit their quotation
6
for the works according to drawing
8
CPD select Contractor
6
9
Meter Installation and Chamber Construction by
13
Contractor
10
All necessary test, settings, leak repairs done
17
11
Prepare White Folder to submit to client
15
(Syabas) and
handing
over the zone to
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 team’s 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 don’t 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 don’t 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.