E Construction Ltd. is dedicated to finding innovative ways to improve all processes that are performed throughout the company.
"Our Everyday Pursuit of Improvement"
What is EPI?
EPI stands for E Construction Process Improvement. Process Improvement initiatives were introduced in the Colas North America Group at a conference in San Francisco in 2010 and integrated into E Construction Ltd. in October 2011. The concept is that a company looks at the way it does something – the process of accomplishing a task – and attempts to reduce all the inefficiencies. This is important because any time inefficiency is reduced, the job gets easier and faster, more repeatable and less dangerous, not to mention that it can add money to the bottom line.
Process Improvement as a whole is more of a mentality than a program, designed to have the front line staff and top management thinking, “How can I improve my job and how can I make someone else’s job better?” At E Construction Ltd. the EPI initiatives have grown more successful each year as more and more employees buy-in to that mentality. In fact, everyone who has been involved in an EPI project since the initiative began has really demonstrated creativity and enthusiasm, especially when it comes to the implementation of these new processes.
To be a process improvement leader amongst the Colas Group by continually improving and standardizing procedures and processes at E Construction Ltd. and its affiliates through the guidance of the EPI committee and the limitless potential of every employee.
Our West Division’s EPI initiative was to improve communication between Operations and Project Management. Through great innovation by members of the West Division, project managers now receive a daily snapshot of their jobs on the ground, including details such as safety incidents, weather conditions, subcontractor work and pictures. This team proved that a little creativity could go a long way.
In the East Division, Cold Lake focused on reducing administrative rework required when inputting daily foreman's reports. Collaboration between both field supervisors and administrative staff during the construction season dropped the number of foremen’s reports containing at least one error by 30%. This reduction proved that strong lines of communication can make all the difference.