As part of DB Schenker’s Service Design Phase 2 Programme, out client identified that a significant shift in performance across its Maintenance Network was required. One element of this programme focused on the outstations who had been working in an isolated non structured manor with very little focus on structured improvement.
Outstations and their linked Maintenance Depots were selected due to their ability to effect train reliability and on time passage through the network.
Margam Knuckle Yard was one identified to lead in the implementation of a Continuous Improvement principles, systems and tool. Margam was selected due to its pivotal role in supporting Trains on time arrival and departure onto the mainline from Margam’s Tata Steels large facility.
The key motive for this project stemmed from the lack of structured standardised ways of working being established in the outstation locations. This in turn was effecting the clients ability to service its customer base inline with its ambitions.
Our client engaged Project7 to lead this programme as they identified they did not possess the inhouse capability to achieve the desired scorecard and cultural improvements targeted, across their workforce.
Our client was trying to make a shift to a culture of Continuous Improvement across the business to enable a significant shift in performance. Due to being at the start of this journey the client did not possess the internal Continuous Improvement capability to Pilot and deploy improved ways of working across its locations.
Margam due to its size, location and the types of work it conducted had skilled engineering’s to work on the trains but no structure in terms of the planning, execution of the work meaning the overall Outstation capacity was far from optimised. The team at Margam possessed very little local improvement [Lean] capability and were nervous of what improvement meant and happy with their established ways of working not knowing.
Partner of choice:
- Project7’s demonstrable rail experience, success and trusted methodology for creating an internal capability coupled with our direct hands-on coaching approach were the main contributing factors for selection and being chosen as DB Schenker’s partner of choice for this programme of work.
In order to overcome the challenges within DB Schenker’s Margam Outstation and across its wider Network of locations, Project7 designed and supported the implemented a Continuous Improvement intervention Model. The model was designed to create the foundations in the identified Pilot locations, support the teams in deploying and demonstrating the benefits of the C.I. principles, systems and tools and coaching the team to continue the journey without the need for ongoing external support.
Project7’s coaching and implementation of the C.I. foundations in Margam covered the following elements:
- Designing, deploy and embed a Daily Performance Management System,
- Launch Workplace Organisation (5S) in a Pilot Area,
- Improve material management and control,
- Establishing of Project Management Techniques to enable effective management of improvement activities,
- Process Mapping of identified Train process, and creation of baseline standard ways of working,
- Problem Solving and,
- Knowledge Transfer to both the Outstation staff and Leadership supplemented by coaching of an identified champion to continue the improvement work.
- Open Defects reduced by over 45%
- On time departure improved by 37%
- CCM Assessment Completion improved by 80%
- Work completion to plan improved by 75%
- Hazard reporting and close out improved from zero to 5 per day