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Program Success through Execution

Explore how DuPont Fluoroproducts Expansion Programs at the Washington Works Facility in West Virginia overcame historical challenges through the implementation of EPC principles, leading to significant improvements in safety, productivity, cost control, and relationships. Learn about the critical success factors, barriers, and evolution of the EPC approach for project execution.

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Program Success through Execution

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  1. Program Success through Execution John Rigby JBEK Vic Kleinfelter DuPont Case Study 2000 CII Annual Conference Nashville, Tennessee

  2. A Case Study DuPont Fluoroproducts Expansion Programs Washington Works Facility Parkersburg, West Virginia

  3. Owner’s Site

  4. Owner’s Site Washington Works Site • Eight major manufacturing areas • 2,000 acres • 200 employees in 1948; over 2,300 now

  5. Period Work Projects Value 1994-1995 Miscellaneous 6 $50 MM 1995-1997 FP* Expansion 5 $180 MM (EPC I) 1997-2000 FP* Improvements 7 $80 MM (EPC II) Site Capital Work *Fluoropolymers

  6. Alliance Contractors for Program JBEK (Joint venture: BE&K and Kvaerner) • Contractor EPC Program Manager • Engineering-procurement responsibility MK (Joint venture partner with JBEK for EPC) • Construction responsibility

  7. History • Low levels of work • Contractors working independently for DuPont • No state-of-the-art engineering tools • Craft resource pool oriented toward small capital work, supplemental maintenance

  8. History(continued) • Major cost overruns • Late completions • Rework and change combined - in excess of 20 percent • No team orientation

  9. The Challenge • Safety-health-environment is a requirement. • Leadership and teamwork essential to success. • Use EPC principles for execution.

  10. EPC Principles of Execution • Total project focus • Single-point responsibility • Open communications • Performance-driven execution • Truly integrated systems • Flexibility to meet the business needs

  11. Program Success • Systems • Work processes • People relationships Critical Success Factors Barriers • Tenants • Safety-Health-Environment • Schedule • Cost • Quality • Relationships

  12. E P C The Evolution • Two alliance contractors individually serving DuPont • Two alliance contractors working together — EPC contractors • EPC contractors integrated with DuPont businesses — EPC Team

  13. E P C The Program’s Improvement Areas • Safety • Work force productivity • Labor relations • Construction innovation • Engineering design tools and deliverables • Pipe rework • Project controls • Procurement and material control • Relationships

  14. Business Cost Evaluation EPC Evaluation ITC 20% (Shown as trend only) (Over-run) Budget/Cost Performance 0 EPCTeamProgram Pre-Program EPC 1Program (Under-run) -20% ’94 ’95 ’96 ’97 ’98 ’99 ’00

  15. 73.6 73.4 72.9 72.7 72.7 72.5 72.3 72.2 72.1 71.9 71.9 71.7 71.5 71.5 71.1 71.1 70.7 70.7 70.2 70.1 70.1 70 69.3 69.1 67.9 67.8 67.3 67.4 67.1 67.1 67 66.7 65.8 65.7 65.6 65.3 64.7 60.4 Total Site Work Sample SummaryField and Shop Combined 75 Site Goal = 74 70 % 65 60 1996 1997 1998 1999 2000

  16. Program Carry-Over to Site Performance Delrin Capper Replacement Project • History • Initial Concept • $4.0 MM budget • Outage of six to eight weeks • Final Proposal • $2.3 MM budget • 18-day outage • Construction Innovation through Engineering • 650-ton Demag • Twin path (fiber optic) slings

  17. Program Carry-Over to Site Performance Delrin Capper Replacement Project • Final results: $12.125 MM value • 15-day outage • Completed under budget • Direct business value • $2.0 MM under original concept • Completed almost six weeks early ($10.125 MM) • Added value • Reduced maintenance cost ($1.0 MM/yr) • Uptime gain ($1.0 MM/yr)

  18. Future State Successful Accomplish- ments EPC Future Programs EPC FP Program CIP Lessons Learned

  19. EPC Team A legacy for the future

  20. Program Success through Execution Implementation Session Moderator: John Rigby (JBEK) Panelists: Vic Kleinfelter (DuPont) J. Peter Ellefson (DuPont) David Adams (MK Corp.) Presentation: David Adams Safety Labor Relations Work Force Productivity Pete Ellefson Design Tools Pipe Rework Responsiveness to Change Relationships Value-Added Results

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