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Introductory Remarks
The present document provides insights on Oliver Wymans 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 DInc
Oliver Wyman AG
Tessinerplatz 5
8027 Zrich
Tel.: +41 (1) 208 7749
Mobile: +41 (79) 4212484
joris.dinca@oliverwyman.com
Jochim Wegner
Oliver Wyman Consulting GmbH
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40213 Dsseldorf
Tel.: +49 (211) 8987 694
Mobile: +49 (151) 21225386
jochim.wegner@oliverwyman.com
Content
100%
7%
11%
Cleaning
Tech. management
30%
Maintenance
(incl. spare parts)
30%
Energy
23%
Depreciation
Example
Comments
High-speed
Example
Rolling Stock Maintenance: A major cost factor for Rail Operators
Therefore, effective maintenance is a driver of competitive advantage for rail operators
93%
+47%
11,2
Adjustment for
labor rates
~0,4
Overheads
~4,6
Direct labor
9,2
7,6
1.4
88%
5%
+21%
2.7
Hours worked
on wagon:
3.5
4.2
Railroad A
Railroad B
~35
+97%
Materials
Railroad A
Railroad B
~70
Overall, in this example, Railroad A has a cost advantage of 3-4% over Railroad B
Content
Quality
Optimization of vehicle
reliability, security and comfort
Maintenance
costs
Vehicle
availability
Minimization of personal
and material costs
Maximization of vehicle
availability for operations
Quality
Vehicle availability
Maintenance costs
Failure rate
Preventive maintenance
Reliability
(MTBF/MDBF)
Delivery times
(inbound/outbound)
Curative maintenance
Customer comfort
Response times to
failures
Costs of indirect
functions
Condition of rolling
stock
...
Maintenance Strategy
Setup
Maintenance Process
Redesign
Lean Workshop
Transformation
Re-definition of
maintenance regimes
Modularization
Condition based
Stretching
Redesign of maintenance
core processes
Planning and Controlling
Fleet Management
Technical engineering
Repairs
Retrofitting /
Modernization
Spare part/Component
logistics and procurement
Implementation of lean
methods to optimize
workshop efficiency
Standardized work
Workplace organisation
Shopfloor management
Scope of activity
Workshop footprint
Leadership organization
and systems
Impact on
operating costs
Time horizon
2+ years
1 - 2 years
<1 year
Transition to
modularized
maintenance regimes
Maintenance Regime
A modularized maintenance regime helps to optimize downtime of a train and introduce
condition based maintenance
Non modularized maintenance regimes
140k km
F2
35k km
F2
5k km
F1
F0
F0
SM 7
SM 6
SM 3
SM 6
SM 7
SM 2
SM 5
SM 2
SM 5
SM 2
SM 1
SM 4
SM 1
SM 4
SM 1
Natural train
downtime
Scope of activity
A
Condition based
maintenance
Workshop 1
Preventive Maintenance
Corrective Maintenance
Modifications
Small
Exam
Med.
Exam
Diagno
stics
Light
Light
Heavy
Refurbishment
Heavy
Outside
Workshop 5
()
Cleaning
Inside
()
Workshop 3
Workshop 4
Overhauls
()
Workshop 2
Stretching of
maintenance intervals
Depth of maintenance
operations
Light maintenance
Heavy maintenance
Refurbishment
Cleaning
Full scope
Limited scope
Workshop footprint
A
Footprint
Location planning needs to take trade-off between transfer cost of rolling stock
and cost of location into consideration
Location planning for maintenance cites
Example ICE-T
Hamburg
Location of trains
with failures
Berlin
Dresden
Leipzig
Wiesbaden
Frankfurt
Saarbrcken
33
12
Optimized
location concept
Munich
Cost of location
(direct and
indirect costs)
Definition and
implementation of
leadership and KPI
system
Leadership Systems
An integrated KPI system ensures appropriateness and quality control in maintenance
planning and execution
Performance indicators for maintenance planning and execution
Performance Indicators
Maintenance
costs
Frequency of
investigation
24/7
Peak times
Availability
Quality
Overall maintenance
costs per train-km
Fleet availability
Vehicle maintenance
costs per 1.000 km
Vehicle availability
Absolute failure
frequency per 1.000
train km
Spare part
availability
Refurbishment quota
ICE-T depot
13
14
10
Core processes
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
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
11
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
Source: Oliver Wyman
12
Lean Manufacturing
Six Sigma
Lean Workshop
Transformation
3 focus areas:
Work standardization
Workplace organization
Shopfloor management
13
Objective
Results
Work standardization
Workplace organization
Shopfloor management
Stabilized, repeatable
maintenance processes
Quicker exchange of
information on the shopfloor
Continuous improvement on
the shopfloor
14
Lean tools
Checklists
PDCA
Pareto Charts
5S
Flowcharts/Process Maps
Standardized work
Level production
Histogram
Correlation
Control Chart
Visual Controls
Pull/Kanban Systems
Lean Workshop
Transformation
Statistical tools
Process Capability
Hypothesis Testing
Empowered workforce
Multiple Regression
Flexible workforce
Design of Experiments
Modeling
Supplier development
Cross-Functional Mapping
15
Realized
improvements
Lean maturity
Position of average
workshops in the rolling
stock maintenance industry
Maturity level
1
Transformation focus
Organizational
development
Discipline building
Continuous improvement
Methods
and Tools
Visual controls
Quality circles
Empowered workforce
Flexible workforce
Go see it Management
System
Problem solving
5S
Continuous improvement
process
Feedback and
communication system
Pull/Kanban systems
Supplier development
Standardized work
Andon
Level production
1-piece-flow
Just-in-time (JIT)
Total Productive
Maintenance (TPM)
16
Basic Checklist
Level 1
Contents
Advanced Checklist
Level 2
Optimized checklist
including
Tools used and locations
Material used
Standard time for entire
check
Workplace
organization
Shopfloor
management
Standard worksheet
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
Reduced variance in
carrying out a certain task
Maintaining a predefined
quality level
Workers perform each task
in the most efficient way
Optimized sequence of
maintenance tasks
Source: Oliver Wyman
17
Workplace
organization
Shopfloor
management
# of workers
per task
Task
07:00
08:00
Issues
09:00
10:00
11:00
12:00
13:00
14:00
Visualization of actual
sequence
15:00
16:00
Dauer
(min)
5
10
10
5
25
5
10
10
10
10
15
10
30
20
5
5
10
20
15
15
15
290
15
35
10
5
20
30
20
10
10
10
5
10
5
15
10
30
10
25
5
15
5
5
15
5
5
20
Duration
Checklist
references
Source: Oliver Wyman
18
Workplace
organization
Shopfloor
management
5S implementation process
Sort
Straighten
Shine
Standardize
Sustain
Implementation stages
5S card
Tagging of
equipment and
material using 5S
cards
Organization of
workplace
19
Workplace
organization
Shopfloor
management
After (Examples)
Before (Examples)
Cleanliness/
orderliness
Workplace
organization
Cleanliness variable
Visual management
standards
No visual clues
20
Workplace
organization
Shopfloor
management
21
Who?
Workshop
manager
Area
manager
Supervisor
Teamleader
What?
When?
Where
Worker
Shopfloor
management
Purpose
Continuous improvement
Confirmation of previous shift results
Trend analysis
Review actions taken and results
Next steps
Workplace
organization
Infocenter
Before
each
shift
Group area
Team area
Worker involvement
Communication of key points specific to team
Worker input to continuous improvement
process
Develop ownership and accountability
22
Illustrative
Key results
Hours per
maintenance
Productivity increase
by 15% - 40%
Personnel
Hourly rate
COGS
Reduced material usage
Material
Costs
SG&A
EBIT
Turnover
ROCE1
Inventory
Working
Capital
Receivables
Liabilities
Capital
employed
Infrastructure
Reduced infrastructure
costs (increased OEE)
Reduced CAPEX
requirements
Rolling stock
Fixed assets
Overall ROCE
improvement
of +5 pts
23
Workshop
Productivity
(indexed)
Change Management/Sustainability
Proven methodology and coaching
Sustainable Lean Workshop
Transformation
Productivity
with CIP/ Lean
culture change
125
Lean culture
change effect
Productivity
without CIP/ Lean
culture change
100
Continuous improvement/
Lean culture change
Time
24
Content
25
RS
manager
up
mtto
Bo
Project sponsor
To p
- do
wn
Workshop
manager
Core team
KPIs and
targets
Maintenance
manager
Project
team
Maintenance teams
Problem
solving
process
26
Quick scan to
identify pilot
workshop area
Quick assessment of
workshop areas
Standardized work
Workplace
organization
Shopfloor
management
Comparison of relative
maturity
Selection of pilot
workshop area
1 week
2
Definition of
priority topics,
goals and KPIs
Definition of priority
topics for Lean
Transformation
Assessment of
improvement goals
Definition of
corresponding KPI
improvements
9 weeks
3
Lean workshops
4
Specific workshops
with project teams for
each priority area:
Task explanation
Observation/Issue
analysis
Action definition
Implementation
launch
Implementation
Implementation of
longer term actions
Follow-up on actions
through PDCA action
plan
Actions implemented/
Continuous improvement
1 Depends on the number of workshop areas to scan (~2 days per area)
Source: Oliver Wyman
Oliver Wyman www.oliverwyman.com
27
Lean Transformation
Step 1
Lean Transformation
Step 2
Lean Transformation
Step 3
Standardized work Level 3:
Optimization of each individual
task
Standard worksheets with
standard time for each task
Standardized work
Workplace organization and
cleanliness
5S
5S implementation based on
maintenance tasks
5S checklist and KPI to keep
standard
28
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
29
Practice
Implementation level
Standardized
work
Not (0)
Partly (1)
Fully (2)
20
18
16
14
12
10
6
4
All unsolvable issues at one level are escalated, using the correct
escalation process, and are resolved in due time
Score2
x / 20
30
Content
31
1
Comprehensive
experience in the
railway industry
2
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
3
Lean maintenance
competences
32
38