Locomotive Technology Upgrade Retrofit

The approach

ORBIZ facilitated structured process observations and Value Stream Map (VSM) activities to analyse the current locomotive workshop setup and process flow. The data from these activities was used to identify process waste and relevant improvement opportunities.

The project required a stable system to enable a new workforce to quickly mobilise and deliver the 8-day turnaround and labour productivity objectives.

Four core elements of the ORBIZ MOS-X system were deployed to provide a rapid high impact:

• Standardised Work to stabilise the process at each workstation and drive productivity.
• 5S to organise the workplace and ensure all materials and tooling were at the point of use.
• Visual Performance Centres to create a platform for resource planning and production control.
• Leader Standardised Work to establish consistent and effective management routines.

Alongside the MOS-X deployment, ORBIZ facilitated a series of industrial engineering activities:

• A sub-assembly area was established for wire harness pre-installation preparation.
• The production line workload was rebalanced between workstations.

Just-in-time systems for material delivery to lineside were developed.

The solutions

Standardised Work

Each process was mapped and redesigned to ensure that safety, quality, and efficiency objectives would be met. The new methods were documented with key timings and critical points denoted.

Once implemented, the standardised work enabled an emphasis on:

• Frontline training and adherence to standards with escalation when non-compliant.
• Daily continuous improvement activities focused on improving the standard process.
• Leadership confirmation of adherence to standard and continuous improvement focus.

The standardised work was used to develop production plans, which the supervisors employed for production control as part of a PDCA management cycle.

5S & Workplace Organisation

The frontline teams reorganised the workshop to maximise safety and operational efficiency while following a structured 5S implementation approach.

1. Sort – A workshop audit was completed, and all unnecessary items were removed.
2. Set – Everything needed in the workshop was positioned in the most effective location.
3. Shine – A deep clean was completed to set a new standard and highlight any contamination.
4. Standardise – Visual standards were established to identify where items should be located.
5. Sustain – Daily tidy-up and cleaning routines were established to maintain the new standards.

Visual Performance Centre

• A stand-up Visual Performance Centre (VPC) meeting was established at the start of each shift to monitor applicable leading and lagging KPIs for safety, quality, delivery and people.
• The VPC forum was used to discuss and resolve problems while highlighting repeat issues that were resolved using structured problem-solving activities.
• Frontline teams were engaged in problem-solving activities to develop capability and foster a continuous improvement culture.
• The new 10-minute meeting format increased the available production time by 25 minutes/day.

Leader Standardised Work

• Standard operating rhythms and routines were developed for all non-production roles.
• Leader Standardised Work defined the value-adding tasks each role must complete to fulfil their responsibilities.
• The tasks for each role were presented as a daily, weekly, and monthly calendar, clearly indicating the schedule for task completion and ensuring the success of the overall system.

A program of accelerated mobilisation ultimately delivered steady-state production on Unit #6 of 64, further improving the expected results at project commencement.