Production Test Line Efficiency Program Strategic Consulting
A Train Building Company needed to become more efficient in their Production and Test Lines to meet major milestones that were continuously slipping. A review of these lines revealed inefficiencies and long periods of down time. By introducing a daily detailed review of these lines and embracing integration between functions the down periods were utilised and the inefficiencies were eradicated, allowing the lines to keep to their original programmes and occasionally deliver ahead of schedule.
Before:
The Train Building Company had to deliver the first 7 Sets to meet a major milestone in the contract. The Master Schedule for these Sets was repeatedly slipping and the latest schedule had a forecast of March 2012 for Practical Completion (PC) of the 7th Set. The Project Leadership Team received direction to deliver the first 7 Sets by 19 December 2011. In order to achieve this, the site had to restructure to triple shift and work 24/7. Additionally, one Set was transferred to another site to conduct testing to alleviate the site Test Line bottleneck. A new Master Schedule was produced predicting hours to go. This plan is tracked daily to prevent any slippage and an escalation route introduced to address slippages immediately to keep to the build programme. All Function Managers were compelled to attend the daily review to address issues within their departments immediately.
“A JBA consultant has played a key role in the Senior Management Team directing and driving functions to deliver the sets to programme, whereas previously they would naturally allow slippage. by changing the mindset of several function managers and team leaders to be more customer focussed and execute change management, the whole team is enthused to deliver, deliver, deliver.” -Engineering Manager
Results:
- Daily detailed review in VMC introduced.
- Primavera Plan produced, predicting hours to go.
- Concern and Countermeasure process implemented.
- Function managers communicated and integrated more effectively.
- The Customer Review Period (formerly down time) is now utilised.
- Team Leaders were made more accountable for their section’s deliverables.
- Senior managers visit the Sets more frequently to assess progression.
