IMPROVING THE CONTRACTOR DOCUMENTATION PROCESS TO ENHANCE WORK EFFICIENCY A CASE STUDY OF XYZ COMPANY LIMITED

Abstract

This research aimed to (1) examine the contractor documentation process in XYZ Company Limited, (2) improve the process by applying the ECRS (Eliminate, Combine, Rearrange, Simplify) principle together with the PDCA (Plan–Do–Check–Act) cycle to reduce unnecessary steps and duplication, and (3) evaluate the improvement outcomes in terms of processing time, work efficiency, and internal coordination flexibility. This study employed applied research and organizational action research approaches. Data were collected from 12 key informants, including one plant manager, four department managers, and seven contractors, using in-depth interviews, process observation, and document analysis. Activity Value Analysis (AVA) was applied to classify value-added and non–value-added activities. The results showed that the original process consisted of 64 activities, comprising 26 value-added activities, 22 non–value-added activities, and 16 necessary but non–value-added activities. The major problems were document waiting time, duplicate document submissions, and heavy reliance on paper-based documents. After implementing process improvements using the ECRS principle and adopting information technology such as electronic document management systems and electronic signatures, the number of activities was reduced to 51. The total processing time decreased from 22 days, 7 hours, and 1 minute to 19 days, 1 hour, and 15 minutes, representing an improvement of more than 14 percent. The improved process led to faster, more accurate, and more efficient operations. It also enhanced internal coordination and supported more systematic contractor management within the organization. The findings suggest that combining systematic process improvement methods with digital technologies can significantly improve the efficiency of contractor documentation processes.