DuPont deploys TRACC to power their global DuPont Production System

DuPont Production System

Executive Summary
DuPont’s production environments range from immense industrial sites running high-volume continuous chemical processes, to small seed packaging operations. In 2006, the organization began developing the DuPont Production System (DPS), a multiyear effort to standardize and improve managing and operating practices across its global manufacturing base of more than 300 sites — leveraging the power of “One DuPont”. Through the DPS, DuPont seeks to do three things: drive operating discipline through best practices; align a diverse, global organization; and drive bottom-line returns. TRACC was selected to support DPS across the group’s global operations.


The operations team began applying the DuPont Production System in its largest sites, with Sabine River Works in Orange, Texas piloting the program. By identifying and delivering against improvement opportunities, the DPS team drove success while building capacity and understanding for implementing best practices at the sites. As DuPont initiated the program, Don Wirth, DuPont’s vice president — Global Operations — Corporate Supply Chains, established a Global Program Management Office (GPMO) to conduct a weekly short-cycle feedback and improvement process. Based on feedback from the initial sites, this GPMO recognized three requirements to improve the DPS program:

  1. An execution framework to focus operating teams on best practice implementation in an integrated, systematic and sustainable way/li>
  2. A process to engage and empower shop floor operating teams to contribute to plant performance through operating discipline and effective problem-solving
  3. A way to reach all sites across a diverse global footprint to include small and far-flung sites, with scarce program resources to support them

As the DuPont operations team sought to build a process to meet these requirements, they were introduced to TRACC.DuPont Production System

By identifying and delivering against improvement opportunities, the DPS team drove success while building capacity and understanding for implementing best practices at the sites.

According to Chris Koelsch, DuPont’s supply chain director, the company was attracted to many TRACC features, including:

  • Speed — it was available at the time of need and could be deployed rapidly
  • Codification and indexing — the TRACC road map codifies a step-by-step, logical and integrated best practices implementation process, creating a common structure for all to follow; the road map is descriptive enough to provide guidance to operating teams on what to do next and how to go about it, while being sufficiently flexible to be relevant across a diverse range of operating environments
  • Built-in assessment tool — tied to the integrated content to adapt the road map to each area while providing an ongoing measuring and monitoring capability
  • Languages — it was available in multiple languages to support global use by frontline operators
  • Web-based — for good visibility into performance and practices at every location
  • Common platform for internal body of knowledge — the ability to add detailed DuPont-specific guidance for best practice implementation
  • Accountability system — the ability to add evidentiary standards to define expectations for implementation standards
  • TRACC Community — other companies traveling the same journey provide the opportunity to benchmark and learn from one another

DuPont procured a global TRACC license and began introducing the DPS TRACC process to its sites the following month. By the end of that year, Steering Committees had initiated the DPS TRACC process at 56 sites in all global regions.

Within those sites, 59 Implementation Task Forces led by line managers had assessed their current operating practices, developed systematic improvement plans, and begun implementing the TRACC best practices.

DuPont is seeing early signs of success with the DPS TRACC program. The first sites to commence TRACC work have started reporting performance gains and a positive impact on work discipline and culture. Based on its initial successes, the GPMO planned to introduce the DPS TRACC process to DuPont’s entire global operations footprint. DPS TRACC program manager Tom Takacs said, “We’re starting to hear a positive buzz about the program. Word is getting out and people at sites which have yet to be introduced to the program are asking when they can begin. It’s a logical, well thought-out approach which benefits everyone involved.”

Creating a standard approach which is being embraced by DuPonters globally, is a testament to the thoughtfulness and discipline with which the organization has deployed the TRACC framework. This bodes well for the group’s success by leveraging it for aligning the organization, improving operating discipline, and securing bottom-line results for years to come.
DuPont achieves 50% improvement in production yield

Company Background
Founded in 1802, DuPont has a rich history of science and innovation. The organization puts science to work by creating sustainable solutions essential to a better, safer, healthier life for people everywhere. Operating in more than 70 countries, DuPont offers a wide range of innovative products and services for several markets, including agriculture, nutrition, electronics, communications, safety and protection, home and construction, transportation and apparel.

This resource has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained herein without obtaining specific professional advice. Competitive Capabilities International (CCI) does not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this resource or for any decision based on it.

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