Our training participant Tessa Huijsman project focused on the turnaround time for maintenance services on rail vehicles. It was decided that rail vehicle maintenance should not inconvenience passengers, but maintenance does have to be carried out regularly. Therefore, maintenance services and repairs need to be carried out as quickly as possible during a specific time.
Prior to the project, the turnaround time was not at the desired level. This prompted Tessa Huijsman to take on the task of minimizing the turnaround time for maintenance services.
The specific goal of the project was to reduce the turnaround time for maintenance services by 25%. Prior to the project, the turnaround time exceeded the initial budget, causing potential scheduling conflicts in the future, which is undesirable when time is of the essence. So, it was up to Tessa to gain broad support for the initiative and following that, reduce the turnaround time.
Throughout the process, as many people as possible were included. Various employees from different disciplines provided individual input on the process. Additionally, Tessa gathered as much data as possible.
To perform a comprehensive analysis, a brainstorming session was organized to discuss the possible causes of the prolonged turnaround times. This led to the conclusion that the most significant improvement could be achieved in the planning department.
The team compositions in this specific department were modified, and all employees were guided towards successfully implementing the new measures. Sufficient resources were also provided to ensure the changes were successful.
Agreements were made about the follow-up. After implementation, it was determined that all employees should adhere to the agreements as best as they could and keep the changes that were made in place. Additionally, the entire process would continuously be monitored to maintain the improvements. After all, true improvement is cyclical in nature.
With the help of the planning department and through proper change management, Tessa managed to reduce turnaround times by 25%, which resulted in a cost-reduction of 8% per rail vehicle. To paint a clearer picture: this translates to roughly €240,000 saved annually because of a single project.
Do you think there is room for similar improvement within your company as well? If so, consider whether a Lean Six Sigma course might be suitable for you or your company.
