Lean Rolling Stock Maintenance

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Lean Rolling Stock Maintenance

How to improve efficiency of rolling

stock maintenance operations

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Confidentiality

The confidentiality of our clients’ plans and data is critical. Oliver Wyman

rigorously applies organizational separation of teams working for

competitors as well as several other rules to protect the confidentiality of

all client information.

Similarly, our industry is very competitive and we view our approaches

and insights as proprietary. Therefore, we look to our clients to protect

Oliver Wyman's interests in our presentations, methodologies, and

analytical techniques. Under no circumstances should this material be

shared with any third party, including competitors, without the written

consent of Oliver Wyman.

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Introductory Remarks

 The present document provides insights on Oliver Wyman’s approach to lean rolling stock

maintenance

 The intention of the document is to provide a base for discussion on how to optimize rolling stock

maintenance operations using lean management methods and tools

 Therefore parts of this document may not entirely be self explanatory and may require additional

verbal explanations

 For any questions please contact:

Joris D’Incà

Oliver Wyman AG

Tessinerplatz 5

8027 Zürich

Tel.: +41 (1) 208 7749

Mobile: +41 (79) 4212484

[email protected]

Jochim Wegner

Oliver Wyman Consulting GmbH

Kasernenstr. 69

40213 Düsseldorf

Tel.: +49 (211) 8987 694

Mobile: +49 (151) 21225386

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Content

 Rolling stock maintenance: A major cost factor for rail operators

 Oliver Wyman approach to reach best-in-class lean rolling stock maintenance

 How to unlock the potential of maintenance operations through lean management

 Oliver Wyman qualifications

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Rolling Stock Maintenance: A major cost factor for Rail Operators

Maintenance accounts for approx. 30% of the lifecycle costs of a high-speed train,

making it the largest rolling stock operating cost factor besides energy

Comments Life Cycle Costs – High-speed fleet

In percent

Depreciation

 Besides energy and depreciation,

maintenance is the largest cost factor of a high speed train

 Over the lifecycle of a high-speed train, maintenance costs exceed

depreciation

 Approx. 60% of maintenance costs are personnel cost and 40% for

material / spare parts

 For a fleet in service, maintenance cost is the major cost position

subject to optimization as

depreciation and energy stay constant during the fleet’s lifecycle 23% 30% 30% 11% 7% 100% High-speed Energy Maintenance

(incl. spare parts) Cleaning

Tech. management

Source: Oliver Wyman

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Example: Cost comparison of freight wagon refurbishment ~35 +97% ~70 Hours worked on wagon: 7,6 11,2 _{Adjustment for} labor rates Overheads Direct labor Materials +47% 9,2 +21% 3.5 4.2 2.7 ~4,6 1.4 ~0,4 Railroad A Railroad B

Example: Comparison of availability of reference locomotive

88%

93%

Railroad A Railroad B

5%

Overall, in this example, Railroad A has a cost advantage of 3-4% over Railroad B

Rolling Stock Maintenance: A major cost factor for Rail Operators

Therefore, effective maintenance is a driver of competitive advantage for rail operators

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Content

 Rolling stock maintenance: A major cost factor for rail operators

 Oliver Wyman approach to reach best-in-class lean rolling stock maintenance

 How to unlock the potential of maintenance operations through lean management

 Oliver Wyman qualifications

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Objectives of Lean Rolling Stock Maintenance

The overall objective of Lean Rolling Stock Maintenance is to reach an optimum

between maintenance costs, availability and quality of the fleet

Quality

Maintenance

costs

Vehicle

availability

Optimization of vehicle

reliability, security and comfort

Maximization of vehicle availability for operations Minimization of personal

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Lean Rolling Stock Maintenance – Overall KPI targets

Measurable Key Performance Indicators (KPI) should be the guiding line for lean

maintenance optimization

Lean Rolling Stock Maintenance Overall KPI examples

Delivery times (inbound/outbound)

Response times to failures

Downtime due to failures Cycle time for

interventions Vehicle availability Quality Reliability (MTBF/MDBF) Customer comfort Condition of rolling stock Failure rate Curative maintenance Costs of indirect functions

Assets and facilities

…

Preventive maintenance

Maintenance costs

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Oliver Wyman lean maintenance approach – Overview

Lean Maintenance can be achieved in three stages

Maintenance Process

Redesign

Lean Workshop

Transformation

 Redesign of maintenance core processes

– Planning and Controlling – Fleet Management – Technical engineering – Repairs – Retrofitting / Modernization – Spare part/Component logistics and procurement  Re-definition of maintenance regimes – Modularization – Condition based – Stretching  Scope of activity  Workshop footprint  Leadership organization and systems  Implementation of lean methods to optimize workshop efficiency – Standardized work – Workplace organisation – Shopfloor management

Maintenance Strategy

Setup

A

B

C

Impact on operating costs

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33

Scope of Service performed internally by workshop

Maintenance is split across several facilities

Workshop 1 Workshop 2 Workshop 4 Workshop 3  () Full scope Limited scope Workshop 5 Preventive Maintenance Small Exam Med. Exam Over-hauls Modifications Corrective Maintenance   ()     Heavy  Diagno stics   Cleaning Light  ()  Out-side  Inside    Heavy Light  Refurbishment

Source: Oliver Wyman A

14

An integrated KPI system ensures appropriateness and quality control in maintenance planning and execution

Performance Indicators

Maintenance

costs Availability Quality

Vehicle maintenance costs per 1.000 km

Parts and labor costs per replacement … Vehicle availability Spare part availability … Fleet availability Absolute failure frequency per 1.000 train km Refurbishment quota … Mean time / distance

between Failures Overall maintenance

costs per train-km

Frequency of investigation  24/7  Peak times  … A

Performance indicators for maintenance planning and execution

13

Location planning needs to take trade-off between transfer cost of rolling stock and cost of location into consideration

Trade-Off for Location Optimization

ICE-T depot Berlin Hamburg Munich Frankfurt Saarbrücken Leipzig Dresden Wiesbaden

Location planning for maintenance cites

Example ICE-T Location of trains in downtimes and location of trains with failures Cost of location (direct and indirect costs) Location of trains with failures

Transfer cost for rolling stock

Optimized location concept

A

12

Non modularized maintenance regimes

Freight traffic traction

 Service modules to use natural down times  Transition to flexible service capacities through

qualification on as many locations as possible  Tailored modules by km / time / erosion / utilization

SM 4 SM 5 SM 6 SM 1 SM 2 SM 7 t  Driven by kilometric performance

 Avoidance of short term control due to extensive preventive maintenance  Synchronization of circulation and maintenance

often not possible

F1 F2 F2 t F0 F0 5k km 35k km 140k km

Modularized maintenance regime

Freight traffic traction

Natural train downtime SM 4 SM 5 SM 6 SM 1 SM 2 SM 3 SM 1 SM 2 SM 7 Maintenance Regime

A modularized maintenance regime helps to optimize downtime of a train and introduce condition based maintenance

A

Maintenance Strategy Setup

Four areas have to be addressed to define the overall rolling stock maintenance setup

A

A B C

Re-definition of maintenance regimes

Leadership organization and systems Scope of activity Workshop footprint  Transition to modularized maintenance regimes  Condition based maintenance  Stretching of maintenance intervals  Optimization of workshop footprint balancing – Cost of locations – Transfer cost of rolling stock – Transfer time needed  Depth of maintenance operations – Light maintenance – Heavy maintenance – Refurbishment – Cleaning

 Types of rolling stock

 Definition and implementation of leadership and KPI system

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Maintenance Process Redesign

Process redesign for maintenance encompasses direct maintenance related processes

and related planning and supporting processes

Core processes

B

1.0 Integrated Planning and Controlling

1.1 Vehicle support and maintenance standards 1.2 Capacity planning and controlling

1.3 Vehicle transfer and return

1.4 Spare parts – Purchase / Logistics

5.0 Support functions

5.1 Finance and Controlling 5.2 IT 5.3 QSE 2.0 Fleet Maintenance 2.1 Task preparation 2.2 Plant planning / controlling 2.3 Periodical work 2.4 Repairs 2.5 Cleaning / vehicle preparation 3.0 Modernization & retrofitting 3.1 Task preparation 3.2 Plant planning / controlling 3.3 Engineering 3.4 Modernization 3.5 Retrofit 4.1 Task preparation 4.2 Plant planning / controlling 4.3 Component manufacturing 4.4 Component refurbishment 4.0 Component manufactu-ring and refurbishment

Illustrative

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Lean Workshop Transformation – Objective

Lean Workshop Transformation eliminates the root causes creating inefficiencies in the

workshops by creating a higher level of industrialization of the workshop

A B C

Objective of Lean Workshop Transformation Typical issues creating inefficiencies in a rolling

stock maintenance workshop (examples) Maintenance tasks are not standardized

- Inadequate checklists or work instructions - Lack of standards for tools and locations - Missing standard times for tasks

Workshop organization not performance driven

- Lack of performance management

- Supervisors lack information about job status - No sharing of best practices

Insufficient planning and preparation

- Repairs are given the highest priority and interrupt scheduled work

- Scheduled maintenance tasks are started before all parts and equipments are ready

Infrastructure constraints

- Tracks are not equipped in a standard way - Teams have to wait for a shared equipment to

become available

Spare parts logistics

- Long lead times for spare parts - Repairables logistics not optimized

Industrialization of the workshop

- More standards - Higher efficiency

C

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Lean Workshop Transformation – Foundations

Industrialization is achieved by applying Lean and Six Sigma concepts in 3 key areas:

Work standardization, Workplace organization and Shopfloor management

A B C

C

Lean Manufacturing

 Lean system: delivery of products and services matched to customer needs

 Lean concepts: eliminating waste, i. e. anything not adding value to the product or the

customer, and improving process flow

 Lean approach: a total organizational and cultural transformation

Six Sigma

 Six sigma system: reduce variation and defects to improve quality

 Six sigma concepts: reduce process variation to eliminate defects, while ensuring the organization is focused on the voice of the customer to

differentiate products and services  Six sigma approach: measure

defects, analyze the root cause, systematically improve the system and ensure sustainment of the gain Lean Workshop Transformation 3 focus areas:  Work standardization  Workplace organization  Shopfloor management

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Lean Workshop Transformation – Overview

Our experience shows that these 3 areas are key pillars to drive Lean Workshop

Transformation

C

A B C

Work standardization

Reduce variation in preventive and curative maintenance tasks to improve efficiency and quality

Workplace organization Shopfloor management

Objective

Results  Stabilized, repeatable

maintenance processes  Reduced throughput time  Increased quality (elimination

of sources of error)

 Increased flexibility in the deployment of employees

 Defined standards in terms of cleanliness and orderliness (“A place for every tool and every tool at its place”)

 KPI-based process to ensure sustainability

 Quicker exchange of

information on the shopfloor  Accelerated feedback to work

order planning teams

 Continuous improvement on the shopfloor

Organize workplace in the most efficient manner possible

Establish adequate planning and communication on the shopfloor

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Lean tools

 PDCA

 5S

 Standardized work

 Level production

 Value Stream Mapping

 Total Productive Maintenance (TPM)

 Visual Controls

 Problem solving (5 Why, A3 boards,…)

 Pull/Kanban Systems

 Continuous improvement process

 …

Lean Workshop Transformation – Toolbox

Lean Workshop Transformation uses a toolbox combining traditional and Lean Six

Sigma methods and tools

Traditional Process Improvement tools

 Checklists

 Pareto Charts

 Flowcharts/Process Maps

 Cause-Effect Diagram (Ishikawa diagram)

 Histogram

 Correlation

 Control Chart

Organization and Planning tools

 Vision, Mission, Values

 Hoshin Planning (Policy deployment)

 Roles and responsibilities

 “Go see it” Management system

 Empowered workforce

 Flexible workforce

 Quality circles/Quality function deployment

 Supplier development

 CTQ/Voice of the Customer (Kano model)

Statistical tools

 Gage R&R (MSA)

 Process Capability

 Data Collection Plan

 Hypothesis Testing

 Multiple Regression

 Design of Experiments

 Modeling

 Statistical Process Control

Lean Workshop Transformation

C

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Lean Workshop Transformation – Oliver Wyman Lean Curve

Lean tools used will depend on the organization’s current lean maturity

 Vision, Mission, Values  Roles and responsibilities  Core competencies linked

to performance  PDCA

 Hoshin Planning (Policy Deployment)

 “Go see it” Management System  5S  Feedback and communication system  Standardized work  Level production  Value Stream Mapping  Total Productive

Maintenance (TPM)

 Visual controls

 Empowered workforce  Problem solving  Error proofing (EP)  Quick changeover (QCO)  Pull/Kanban systems  Andon

 1-piece-flow  Just-in-time (JIT)

 Statistical process control

 Quality circles  Flexible workforce  Continuous improvement

process

 PD linkage via DFA/DFM and QFD

 Supplier development

Discipline building Organizational

development

Lean tool use Continuous improvement

Lean maturity Realized improvements 1 2 3 4 Transforma-tion focus Methods and Tools Maturity level

Lean Maturity levels and corresponding lean focus/tools

Position of best-in-class workshops in the rolling stock maintenance industry

Position of average workshops in the rolling stock maintenance industry

A B C

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Lean Workshop Transformation – Standardized work

Standardized work has several levels of excellence, ranging from basic checklists for a

complete check to standard worksheets for every single task of this check

Contents Standardization and optimization levers Basic Checklist Level 1 Advanced Checklist

Level 2 Standard worksheet

 Optimized checklist with maintenance tasks

 Missing tasks and existing standards included in checklist

 Improved coordination between different tasks (e. g. mechanical and electrical)

 Optimized sequence of maintenance tasks

 Optimized checklist including

– Tools used and locations – Material used

 Standard time for entire check

 For each task:

– Detailed description of how the task is carried out

– Standard time for each step – Visualization of each task – Safety equipment

– Tool – Material  Improved task preparation

 Reduced movements and search time

 Reduced variance in carrying out a certain task  Maintaining a predefined

quality level

 Workers perform each task in the most efficient way

A B C Standardized work Workplace organization Shopfloor management

C

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Lean Workshop Transformation – Standardized work

In order to standardize work, the actual steps of maintenance tasks are recorded and

optimized with the maintenance teams

Pos.Nr. Check-Pos. Nr. # MA Aktivität Dauer (min) -- 12 1 Werkzeug Vorbereiten 5

6.1.1.1 -1 13 1 Kompressor Sicht- und Funktionsprüfung Luftockner 10 5 -1 14 1 Luftgerüstschrank: Absperrhäne prüfen 10 -- 1 Filter vom Magazine holen (unvollständige Bon) 5 -- Unterbrechung wegen 1503 Reparatur 25

-- 1 Werkzeug Vorbereiten 5

6.1.1.1.- 1 Alte Filter ausbauen Sichtprüfung, Entwässerung 10

-- 1 Filter aus Lager holen 10

6.1.1.2 1 Neue Filter einbauen 10 -- 2 Ersatzteile für I2 aus dem Wartungspaket für I3 ausgesucht 10

-- Pause 15

-- 1 Abklärung Checkliste mit Baureihenbetreuer; Checkliste Eintragen 10

-- 2 Materialbeschaffung 30

-- 1 Absprache bezüglich Pannenbehebung 20

-- 1 Werkzeug vorbereiten 5

-- 2 Absprache mit Vorarbeiter 5

-- 1 Materialbeschaffung 10

-- 1 Turbolader reparieren 20

6.2.1 1 Hydrauliköl wechseln 15

6.2 1 Ölfilter ausbauen, Schleuderfilter auslaufen lassen 15 6.2 1 Hydraulikölfilter abbauen 15 -- Beobachtung unterbrochen wegen Reparatur 1817 290 6.2 Filterspritzwanne Hydrostatik 15 6.2 Öl füllen 35 6.2 2 Einbau Ölfilter 10 6.2 1 Einfüllen Hydrostatiköl 5 -- 1 Checkliste Eintragen 20 3.5.1 1 Dieselfilter austauschen 30 3.5.1 1 Dieselfilter entlüften 20 -- 1 Checkliste nachsehen 10

1.6.8-2 2 Kühl- und Washanlage Flüssigkeit holen 10 1.6.8-2 1 Kühl- und Washanlage Flüssigkeit holen + füllen 10

-- 1 EPI holen (Helm) 5

2 2 Sichtprüfung Fahrwerk 10

-- 2 Checkliste Eintragen 5

2.5 1 Sichtprüfung Unterbau + alle Schalter und Steckdosen 15

-- 1 Checkliste Eintragen 10

-- Pause 30

-- 1 Werkzeug vorbereiten (Radmeßung) 10

2.4.-2 2 Radsatz vermessen 25

-- 1 Datenblatt Radsatz abgeben 5

-- 1 Checkliste eintragen 15

-- 1 Meßwerkzeug zurück bringen 5

-- 1 Schmierpumpe holen 5

1.1.2.1. 1 Türschlösser und Scharnieren schmieren 15 -- 1 Schmierpumpe zurück bringen 5 -- 1 Checkliste eintragen + lesen 5 -- 1 EPI und Werkzeug weg räumen 20

15:00 16:00 11:00 12:00 13:00 14:00

07:00 08:00 09:00 10:00

Recorded sequence of I2 maintenance level

Excerpt

Issues

Checklist references

Task Visualization of actual

sequence # of workers

per task

Duration

 Sequence of PM tasks not optimized, e. g.

– Oil purge valve only opened at the beginning of oil filter

change  lasts several hours – Brake test delays underbody

grease

 PM tasks have been fully interrupted due to repairs on another locomotive

 Frequent and lengthy

movements by workers to get tools or parts

Oliver Wyman case example

C

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Lean Workshop Transformation – Workplace organization

Workplace organization is optimized using the 5S method - a standard process involving

a systematic review of all items and installations in the work area using 5S cards

5S implementation process Implementation stages

5S card Tagging of equipment and material using 5S cards Organization of workplace

 Systematic review of all items and installations in the pilot area using 5S cards

 Identification of usage type and frequency for each item

 Definition of storage locations  Organization of workplace  Cleaning of area

 Disposal of unnecessary items  Deployment of visual tools

 Clarification of responsibilities for maintenance and inspection  Review of delivered results  Definition of checklist for area  Implementation of KPI-based

continuous improvement process

Sustain Shine Straighten Sort Standardize A B C Standardized work Workplace organization Shopfloor management

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Lean Workshop Transformation – Workplace organization

Typically, a pilot area will serve as a reference for 5S roll-out to the entire workshop

Standards are kept through implementation of 5S checklists and KPI-based 5S audits After (Examples)

 “A place for everything and everything at its place”

 Visual management standards

 Use of shadow boards to ensure tooling is complete

 Sorting and systematic storing of parts/tools  Creation of additional

workspace in the work area

 Cabinets in the work area

– Insufficiently marked – Work benches

insufficient and used as shelves

 Tools are stored without system  No visual clues  Tools and materials

are not stored in specified locations  Cleanliness variable Cleanliness/ orderliness Workplace organization Before (Examples) A B C Standardized work Workplace organization Shopfloor management

C

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Lean Workshop Transformation – Shopfloor management

Efficient shopfloor management relies on effective communication by maintenance

managers and team leaders

Principles of effective communication Rules for visual displays

 Communication should be structured, disciplined and frequent

 All meetings held on the shop floor via information centers/boards and or team rooms

 One-on-one communication regarding results of a process or other audit take place at the point of cause (POC) or location of the audit with the appropriate employees

 In effective meetings only relevant information/issues based on actions / feedback and accurate data are discussed

 All information and data are kept on simple, visual displays (e. g. boards), which are – Completed in a timely manner

– Updated by hand whenever possible – Reviewed regularly by key personnel  Characteristics of simple, user-friendly

visual controls:

– Current status communicated at a glance – Prompt “go and see” activity

– Initiate containment, countermeasure and support activity

Efficient shopfloor management

C

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Lean Workshop Transformation – Shopfloor management

Ultimately, a coordinated set of daily meetings involves all workshop levels – from the

worker on the shopfloor to the workshop manager

Workshop manager Area manager Supervisor Teamleader Worker

What? When? Where Purpose

 Review shift report

 Review performance trends  Review actions

 Review previous shift performance  Review trends

 Set action

 Review outstanding tasks  Review resources capacity

 Key points from previous shift  Action relevant to Group/Team  Specific trends for Group/Team  Shift schedule  Safety check  Safety  Quality  Kaizen Before each shift Infocenter Group area Team area Continuous improvement

 Confirmation of previous shift results  Trend analysis

 Review actions taken and results  Next steps

Communication of shift requirements

 Communication of key points from previous shift  Consensus on actions for coming shift

 Communication of trends  Prioritization of tasks

Consistent dialogue with group

 Overview of key points from previous shift  Create awareness on coming actions

 Create awareness on Group metrics and actions  Safety issues

Worker involvement

 Communication of key points specific to team  Worker input to continuous improvement

process

 Develop ownership and accountability

A B C Who? Standardized work Workplace organization Shopfloor management

C

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Lean Workshop Transformation - Effects

Lean addresses all the key value levers of an organization to optimize operational

performance and economic results

Illustrative A B C

C

Inventory Receivables Liabilities Hours per maintenance Hourly rate Infrastructure EBIT Capital employed ROCE1 SG&A Turnover Working Capital Fixed assets Costs Personnel Material COGS  Productivity increase by 15% - 40% Key results

Reduced material usage

Limited but effective support resources requirements Additional 3rd party maintenance and operations revenue  Reduced capital costs

through better inventory management and pooling

 Increased availability of critical parts

 Reduced infrastructure

costs (increased OEE)

 Reduced CAPEX requirements

Value levers for workshop operations

Overall ROCE improvement of +5 pts

 Increased rolling stock

availability by 3-4%

 Reduced CAPEX requirements Rolling stock

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Lean Workshop Transformation – Sustainability

Short term Lean Workshop Transformation should be combined with a longer term Lean

culture change to ensure sustainable productivity improvements

Performance curve of Lean Workshop Transformation projects

Lean culture change effect

Productivity with CIP/ Lean culture change Workshop

Productivity (indexed)

 Lean principles, benchmarks and best practices

 Quick short term improvements  Optimization of processes and

structure

 Productivity increasing measures

Time

Lean Workshop Transformation methods

Change Management/Sustainability

Lean Workshop Transformation Continuous improvement/

Lean culture change 100

125

 Proven methodology and coaching  Sustainable Lean Workshop

Transformation

A B C

C

Productivity without CIP/ Lean culture change

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Content

 Rolling stock maintenance: A major cost factor for rail operators

 Oliver Wyman approach to efficient rolling stock maintenance

 How to unlock the potential of maintenance operations through lean management

(27)

Lean Workshop Transformation – Principles

To achieve sustainable results, Lean Workshop Transformation implements a process of

top-down definition of KPIs and goals and bottom-up generation of ideas

Contents

 Bottom-up workshops to reach KPI-targets  Generation of improvement ideas

 Implementation of improvements

 Escalation, in case of insufficient support  Follow-up on improvements (KPI)

 Check effectiveness of implemented measures  Escalation, in case of insufficient support

 Consolidation of KPIs and targets (“catch ball” principle)

 Implementation responsibility (escalation)  Support of (pilot) areas

 Top-down definition of KPIs, targets and approach

 Definition of issues

 Decisions (top level of escalation process)

Roles and organization levels

Project sponsor Core team Project team Workshop manager Maintenance manager RS manager Maintenance teams KPIs and targets To p-d ow n B o tt o m -u p Problem solving process

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Lean Workshop Transformation Pilot – Generic approach

Typical duration of a pilot phase is 12 weeks, including a 2 weeks quick scan

Lean Workshop Transformation – Pilot

1 week 9 weeks

Lean workshop loop

Quick scan to identify pilot workshop area 4 3 Lean workshops Implementation Definition of priority topics, goals and KPIs 2 2 weeks1 1  Quick assessment of workshop areas – Standardized work – Workplace organization – Shopfloor management  Comparison of relative maturity Selection of pilot  Definition of priority topics for Lean Transformation  Assessment of improvement goals  Definition of corresponding KPI improvements

Priority topics and

 Specific workshops with project teams for each priority area: – Task explanation – Observation/Issue analysis – Action definition – Implementation launch  Implementation of longer term actions  Follow-up on actions

through PDCA action plan

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Example Lean Transformation approach

Standardized work, 5S, Shopfloor management and KPIs were implemented in a pilot

area of the client workshop using a 3-step approach

 Fully completed checklists  Coordinated electrical/

mechanical tasks

 Optimized task sequence

Standardized work Level 1:

Standardized work

5 S

Shopfloor management & KPIs

Workplace organization and cleanliness

 5S implementation based on maintenance tasks

 5S checklist and KPI to keep standard

Capacity and resource planning

 Implementation of two meetings per shift

 Implementation of work, resource and track planning

 Definition of KPI set

 Tools  Materials

 Standard time for complete maintenance task

 Optimization of each individual task

 Standard worksheets with standard time for each task

Lean Transformation Step 1 Lean Transformation Step 2 Lean Transformation Step 3

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Success factors for implementation

Clear targets and management leadership are key success factors for Lean

Maintenance Transformation

Success factors  Management buy-in, commitment and leadership  Transparency on goals and methods  Trust in project

success from all

stakeholders, incl. shopfloor workers  Fast execution of

improvements to

kick-off lean culture

Transparent communication within the project and to all

stakeholders

Early identification and mitigation of implementation

obstacles

Openness on performance gaps and related root causes

(“no sacred cows”), willingness to change

Management implication and leadership in order to

change things quickly

Clear targets and responsibilities for improvement

measures

Implementation oriented approach quickly generating

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Quick Lean Maintenance Operations Assessment

Have you implemented lean maintenance basics?

Standard

ized

wor

k

1 Safety, Quality, Availability, Costs, Morale

2 Assess your implementation level (not, partly or fully implemented) for each of the 10 practices, then sum up corresponding points (0 = not, 1 = partly, 2 = fully implemented) Source: Oliver Wyman

Practice

PM is carried out using comprehensive checklists as a reference – standard times are defined for the whole checklist

For key tasks, standard worksheets show the optimal way to perform the task. All workers are trained to the optimal method For main fault categories, curative interventions (inspection, repair) are standardized (use of fault trees,…)

Clear separation of team spaces and workplace

Workplace is always clean and orderly, tools are kept at their designated places, materials and parts are stored away

Visual management standards (floor and installation markings, tags,…) are defined and implemented everywhere

5S checklist, KPI and audit process exist to sustain workplace organization standards

Team meetings, lead by supervisors, take place at least once per shift on the shopfloor to perform resources and work planning Visual displays, updated daily, with work and resource planning,

SQACM1_{KPIs and PDCA action plan efficiently support meetings}

All unsolvable issues at one level are escalated, using the correct escalation process, and are resolved in due time

Not (0) Partly (1) Fully (2)

x / 20 Score2

Quick Lean Maintenance Assessment Scorecard

W o rk p lace organizatio n Shopfloor m a na gemen t Implementation level 0 20 18 16 14 12 10 8 6 4 2

Congratulations, you are ready to continue with sophisticated lean methods You’ve implemented a lot of basic practices, but can still improve on those

You’ve started with lean practices, but could benefit from a complete roll-out

Lean maintenance practices are not implemented or seem to be very weak only – call for action needed

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Content

 Rolling stock maintenance: A major cost factor for rail operators

 Oliver Wyman approach to efficient rolling stock maintenance

 How to unlock the potential of maintenance operations through lean management

(33)

Qualifications of Oliver Wyman

Oliver Wyman disposes of comprehensive experience in the fleet management and lean

maintenance of railway companies

2

Oliver Wyman’s Transportation Team disposes of distinct (also railway-related) experience and in-depth know-how in the area of maintenance, fleet / asset management, sourcing, and resource optimization adapting lean principles

Lean maintenance competences

Oliver Wyman is one of the leading consulting firms in the transportation industry with in-depth knowledge of the rail industry and its relevant drivers along the entire value chain

Comprehensive experience in the railway industry 1 3 Extensive experience in rolling stock maintenance optimization

Over the past years, we have accumulated significant experience in the field of rolling stock maintenance through projects with many leading European and international rail operators

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