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Productivity Enhancement Resources, Inc.


productivity consulting   |   strategic services

DTEP - Defect Targeting and Elimination Process

Our customers have expressed interest in applying Statistical Productivity Improvement across the entire EPC cycle. Our Activity Analysis model has served to introduce Statistical Productivity Improvement to our customers during the construction phase of their projects, but many have expressed that a similar approach applied to the entire EPC cycle is something that is needed to take improvement to the next level.

At PER, we have responded by developing DTEP, which stands for Defect Targeting and Elimination Process. Borrowing lessons from Six Sigma ®, DTEP uses a six-step process that serves to eliminate “defects” from the entire EPC cycle.
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How DTEP Works

 DTEP Examples

Definition and Documentation of a “Defect”

The first step in developing DTEP was defining a “defect” for the EPC industry. For manufacturing it is easy. Products from manufacturing processes are compared to established specification limits. Anything falling outside those limits is classified as a defect. With EPC belonging to the service sector, defining a defect isn’t quite as simple. DTEP defines a defect in the EPC industry as:

Any event that disrupts the standard flow of a work process or interfaces with other work processes.

“Standard Flow” means as compared to documented work plans, schedules, or estimates. Therefore, any event that does not transpire according to those documented standards is classified as a “defect”. This does not mean the standard is always right. It simply means that if a process is not executed according to the standard, either the process or the standard needs to be improved.

Within this definition, defects come in all shapes and sizes. Systematic elimination of small, infrequent defects is rarely justified. Therefore, thresholds must be established to determine if the defect in question, either by the impact of a single occurrence or the combined effect of multiple occurrences, warrants the systematic process of elimination called for in DTEP.

As defects are brought forward, they are logged in a “DTEP Journal”. Included in this journal entry is a full documentation of the defect.

  • Defect is assigned a number
  • Description of the defect
  • Who identified the defect and when
  • In which step of the work process was it identified
    (See DTEP Step 1)
  • How often has it occurred
    (repeated occurrences are tracked in the journal)
  • Following root cause analysis, in which step or steps did it occur
  • Cost/Schedule impact of the defect per occurrence

 

When a defect crosses the threshold established by the client, it is assigned a project number and taken through the six steps of DTEP. A strike team is assembled comprised of “Work Process Owners” that are affected by the subject defect. Facilitated through the process by a PER Consultant, the team follows the steps outlined below to ensure the systematic elimination of the defect. PER uses a computer program to serve as a “gatekeeper” to document the DTEP process and ensure the requirements of each step are fulfilled before the next step is undertaken.

 

Flow Chart


Predictive Measures

DTEP Process Measurement


DTEP Process Measurement

Adobe Reader is required to view these charts, click here to download a free version:


The Six Steps of DTEP

  1. Define the Opportunity: In Step 1, much of the information is taken from the DTEP journal. Fulfilling this step ensures that the team completely understands the nature of the defect and why it is being systematically eliminated. In addition, Process Maps are created to visually represent the affected work processes. These maps are indexed so they can be organized in a controlled document that serves as a vehicle to communicate future work process changes. As part of the mapping process, “In-Process” or “Predictive” measurements are assigned to critical steps to gauge their performance in supporting the overall work process.

  2. Identify CTP Characteristics: In Six Sigma ®, this step is called “Critical to Quality”. PER has modified this step for EPC, calling it “Critical to Performance”. In this step, the team brainstorms what has to occur with respect to the affected work processes in order for them to perform “within spec”. These are usually stated in terms of cost, schedule, quality, or safety. Completing this step prepares the team for future steps by getting them to understand what elimination of the defect must result in.

  3. Establish Current Process Performance: In this step, the team uses statistical process measures from Six Sigma ® to baseline current performance. Examples include DPMO (Defects Per Million Opportunities) and Sigma Value. This analysis will yield statistical inferences around the frequency of the defect.

  4. Root Cause Analysis: The team then follows a systematic Root Cause Analysis process to determine the cause or causes of the defect.

  5. Evaluate Alternative Solutions and Implementation Strategies: Using decision tools like Kepner-Tregoe ® and Cost-Benefit Analysis, the team develops and chooses a solution to address the defect.

  6. Validate Improvement: Although the previous steps represent a systematic approach to defect elimination, success can only be declared if project results correlate to the improvement. Results are monitored for a prescribed period of time. If the defect does not reoccur in that period of time, the team is deemed successful and the defect has been systematically eliminated.
     
     
    DTEP represents the latest in performance improvement for the engineering and construction industry. Contact us to see how our Performance Engineering expertise can add value in your organization.

  © 2008 Productivity Enhancement Resources, Inc.