'NEW VIP' WHAT IT IS AND HOW IT WORKS
JANUARY 28TH 2015
© 2013 Sigma Management Development Limited
1
WELCOME & HOUSEKEEPING
—
Welcome to the IPA and brief introduction
—
There are no scheduled fire alarm tests
—
Toilets
—
Telephones
—
Q&A
—
Presentations
© 2013 Sigma Management Development Limited
2
AIMS FOR TODAY
To:—
give you some background to the Value Improvement Programme (VIP) and how it
has worked in the past
—
show how we have developed New VIP in the light of that experience
—
explain the rationale behind the four pilot workshop programmes
—
outline the client perspective
—
hear at first hand the experience of the participating suppliers
—
engage in an open debate around what the results show and the future appetite
for the process
© 2013 Sigma Management Development Limited
3
AGENDA
• Agenda for the day:
Ø
09:30 Arrival, Registration, tea and coffee.
10:00 Welcome, Housekeeping and Agenda (PL)
10:05 to 10:20 New VIP what it is; how it works (PL/RC)
10:20 to 10:45 The Client Perspective (MP/NO)
10:45 to 11:20 Case study 1 (Kier)
11:20 to 11:35 Case Study 2 (Carillion Powerlines)
Q+A on Case studies 1 + 2
11.50 to 12.05 Break
12:05 to 12:20 Case study 3 (Alan Dick Communications)
12:20 to 12:55 Case Study 4 (Alstom)
12:55 Q&A on Case Studies 3 &4 ;Conclusions and Open Forum (PL/RC)
13:15 Lunch and Networking
Ø
14:15 Close
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
© 2013 Sigma Management Development Limited
'NEW VIP' WHAT IT IS AND HOW IT WORKS
JANUARY 28TH 2015
© 2013 Sigma Management Development Limited
5
BACKGROUND
WHAT IS VIP? CONTEXT
—
First established in 2002, VIP is a rail industry initiative based around an agreed
Code of Practice which is embedded via externally facilitated workshops.
—
The workshops are facilitated by Sigma MDL and Russell Chesterman will be taking
you through the workshop process shortly.
—
Their objective is to drive improved efficiencies, added value, and reduced costs via
promoting & establishing more open behaviours and collaborative working
—
The VIP Code of Practice is a short document, available on both the RIA and
Network Rail websites. There is a hard copy on each seat.
© 2013 Sigma Management Development Limited
6
BACKGROUND
WHAT IS VIP? – KEY AREAS OF THE CODE OF PRACTICE
Let’s look at some of the key points of the Code. It encourages us
to :q
Communicate well, early and often
q
Share plans & uncertainties
q
Involve suppliers from an early stage
q
Concentrate on value, innovation & life-cycle costs
© 2013 Sigma Management Development Limited
7
BACKGROUND
WHAT IS VIP? – KEY AREAS OF THE CODE OF PRACTICE (2)
And:q
Obtain win/win solutions for all parties
q
Challenge attitudes, customs and standards where they do
not aversely affect health and safety
q
Develop ideas for continuous improvement and cost
reduction
q
Treat people as you would like to be treated – behave
with mutual respect
© 2013 Sigma Management Development Limited
8
BACKGROUND
WHAT IS VIP? - EXPERIENCE TO DATE
—
The workshops can be used on individual projects; work programmes; framework
contracts or anywhere where collaborative relationships are required. We have run
over 100 successful workshops to date.
—
But the industry landscape has changed significantly since 2002.
—
So the initiative is being re-launched as ‘New VIP’ to meet the challenges of
collaboration, cost reduction and efficiency (eg post McNulty) and amend the
workshop process to:-
© 2013 Sigma Management Development Limited
9
BACKGROUND
NEW VIP – WHAT ARE THE DIFFERENCES?
o Use the workshops earlier in a process to build relationships rather than as a
post-contract intervention measure once relationships had broken down
o Build in measureable business outcomes through improved behaviours.
o Do more to support Innovation in the industry
o Develop Integrated Supply Chain teams - involving Tier 2/3/SMEs
o Support the implementation of BS11000, the national collaborative working
standard adopted and endorsed by Network Rail and many in their supply chain
© 2013 Sigma Management Development Limited
10
WHERE NEW VIP CAN BE APPLIED
Work
Winning
Delivery
Bid Support
Test and
Commissioning
Development
and Design
Operations and
Maintenance
All relevant NEW VIP programme outputs can be used to help provide evidence for
BS11000 certification
© 2013 Sigma Management Development Limited
11
NEW VIP PILOTS UPDATE
NEW VIP –GOVERNANCE & PROCESS
− We are currently running four pilot new VIP Programmes and you will
hear more about these shortly
•
The pilots are 80% funded by FutureRailway who are regularly
updated on progress
•
We have a VIP Steering Group, chaired by RIA, to oversee the pilots –
as well as RIA , Sigma & supplier reps, the Group also includes clients
representatives from ATOC (Neil Ovenden); Network Rail (Mike
Pollard) and most recently TfL (Dorothy Wallace)
•
Assuming positive results we will look to roll out the potential benefits
of New VIP more widely through events such as this and other
presentations
•
Over now to Russell Chesterman from Sigma who will tell you more
about the workshop process
© 2013 Sigma Management Development Limited
12
NEW VIP - Typical Process
1. Project Scoping and
Objectives agreed with two or
more parties
2. Team Interviews (1-1) –
capture opportunities and issues
and required outcomes and
document findings
5. Workshop to align the
relationship and the efficiency
drives and ensure joint sign off of
actions and timescales
6. Production of a sustainable
improvement plan
© 2013 Sigma Management Development Limited
3. Relationship Development
Workshop to get the behaviours
‘working’
4. Process and Efficiency
Improvement workshops
7. Follow up support as required
and recommended to make it
happen and embed changes
FOR FURTHER INFORMATION
RAILWAY INDUSTRY ASSOCIATION
22 Headfort Place
London
SW1X 7RY
Telephone 020 7201 0777
E-Mail: ploosley@riagb.org.uk
Website: www.riagb.org.uk
SIGMA MANAGEMENT DEVELOPMENT LTD
4 The Courtyard
Denmark Street
Wokingham
Berkshire RG40 2AZ
Telephone: 0118 977 1855
E-mail: Russell.Chesterman@thinksigma.co.uk
Website: thinksigma.co.uk
© 2013 Sigma Management Development Limited
NEW VIP PILOTS UPDATE
•
The Client Perspective on VIP
•
Mike Pollard, Network Rail and Neil Ovenden ATOC but speaking with
an RDG hat on
© 2013 Sigma Management Development Limited
15
New VIP Conference – 28th
January 2015
The Continued Need for Change
• Passengers and freight users want to use rail more – there is a
growing demand
• Government wants to invest in rail – it is seen as vital to
sustainable economic recovery
• The Control Period 5 (CP5) Office of the Rail Regulator (ORR)
determination details a £38bn investment in existing UK
infrastructure
But the ORR determination and associated commentary reflects
their view that the findings of the McNulty review in 2011 remain:
• Whole industry costs are too high
• Whole industry can go further to collaborate
Successful delivery depends on developing and efficiently
utilising scarce resources
New VIP Conference – The Client Perspective
• Client Challenges – NR, TOCs & FOCs
– Home Safe
– Reduced cost of delivery
– Increased speed of
delivery
– “Right first time” delivery
– Congested railway
– The digital age
Contracting in the rail Industry has long been compared to wrestling with an angry Octopus
The challenge
How do you reflect a shift from
more traditional contracting
methods which focus on strict
risk allocations, to a
collaborative approach....”
New VIP Conference – The Client Perspective
• Emerging Client Commitments – NR &
TOCs
– Partnership working
– BS11000 certification
– Improved, consistent
behaviours
- Greater integration
Investment in behavioral change
Focus on
enhancing
leadership
Tailored learning &
development
COACHING
RAIL
INDUSTRY
LEADERS
COURSE
INCLUSIVE
LEADERSHIP
ACCELERATED
LEADERSHIP
PROGRAMME
Trust =
Character (Integrity & Intent)
+
Competence (Capability &
Results)
CUSTOMER-DRIVEN
ACCOUNTABLE
CHALLENGING
COLLABORATIVE
TRUST
Trust Model reproduced by kind permission of
PTP Associates Ltd
Focused
behaviours
New VIP Conference – The Client Perspective
• Anticipated Outputs – NR, TOCs &
Suppliers:
A better understanding of each others’ businesses resulting in:
‒ Improved passenger & freight customer service levels
‒ Reduced adverse media attention
‒ Improved stakeholder/funder confidence
NEW VIP PILOTS UPDATE
•
Case Study 1
•
Kier – The National Footbridge Programme
•
Bryan Scarfe and John Selby
© 2013 Sigma Management Development Limited
25
National Level
Crossing Risk
Reduction
Programme
New VIP Pilot Study
Date: 28.01.15
CONTENT
Ø Why did we adopt the new VIP process
Ø Overview of VIP pilot - Footbridges
Ø New VIP areas of challenge and innovation focus
Ø Parties involved in pilot
Ø Overview of the process adopted
Ø Outcomes to date and mutual benefits
Ø Kemps Crossing Helical Pile Innovation Case Study
Ø Would we use the process again?
WHY DID WE ADOPT THE NEW VIP PROCESS
Ø Kier awarded National Level Crossing Risk Reduction Programme
contract for design and delivery of footbridges at existing level
crossings
Ø Key to achieving successful delivery at 104 locations requires
close collaboration with all stakeholders
Ø Requirement to reduce time and costs through efficient delivery
Ø Focus on innovation to reduce time and costs
Ø Requirement to identify repeatable solutions
Ø New VIP Code of Practice identified as approach to support
achievement of above
OVERVIEW OF NEW VIP PILOT - FOOTBRIDGES
Ø New VIP pilot - ‘National Level
Crossings Risk Reduction Programme Footbridges’
Ø Kier awarded contract at 104 locations
nationally with Network Rail (NR)
Ø Key driver is the closure of pedestrian
user crossings to reduce fatalities
Ø Design, planning and construction of
footbridges over railway lines at
footpath level crossings
Ø Collaborative working is key involving
all stakeholders
Ø Tier 2 suppliers for footbridge
fabrication McGrath and Barhale
selected by NR
NEW VIP AREAS OF CHALLENGE AND INNOVATION FOCUS
Ø Areas to be challenged were identified during the New VIP process
Ø Requirements for efficiency improvements were identified with a focus on
innovative approaches e.g. Helical pile foundations
Ø Capturing and developing ideas on process and design improvements
e.g. the engineering fabrication process
Ø Develop a more modular bridge design and potential for off the shelf
designs
Ø Challenge the current Network Rail standard specifications to establish
more cost effective designs
Ø Reduce programme length from 4 years to 3 years
Ø Developing an installation process that is repeatable on each site to
maximise efficiencies, team work and achieve leaner processes
Ø Focused on challenges of delivering a national programme and dealing
with regional barriers and preferences
PARTIES INVOLVED IN THE PILOT
Ø Recognised the need to involve all the relevant stakeholders early in VIP
process to get buy in
Ø Client – Network Rail (NR) IP
Ø Project Manager
Ø Designated Project Engineer (DPE)
Ø Commercial Manager
Ø Sponsor – NR Route team
Ø RAM – NR Route Asset Management team
Ø Tier 2 suppliers e.g. McGrath/Barhale/SPI Appleton
Ø Kier programme team
OVERVIEW OF THE PROCESS ADOPTED
Ø Sigma interviewed key project team members from NR, Kier, Barhale and McGrath
to understand relationships, processes and cultural challenges in achieving
significant efficiency improvements
Ø Detailed findings from this activity were captured in an ‘Insights report’
Ø To initiate the process of working more collaboratively, an initial joint New VIP
workshop took place
Ø Focused on identifying key issues and opportunities by joint working together and
addressing cultural and process barriers
Ø Identifying different ways of working and efficiencies to deliver cost saving of up to
20% to meet ORR’s CP5 efficiency targets
Ø Workshop output highlighted 4 key themes:
ØRegionalisation
ØPlanning
ØQuality
ØEfficient Programme Delivery and Innovation
OUTCOMES TO DATE AND MUTUAL BENEFITS
Streamlined
process design
Modular Units
Span size
J
Regionalisation
Foundations
Production line
fabrication
Kemps Crossing Helical Pile Case
Study
National Level Crossing Risk Reduction
Programme
Date: 28.01.15
THE CHALLENGE
Ø June 2014 - Dangerous at-grade crossing closed at short notice by
ORR
Ø Network Rail under pressure from local authority to maintain right of
way
Ø Limited access:
Ø Only three disruptive possessions available in October and
November 2014
Ø Land access from one side only
Ø Short timescale available for construction
Ø High delivery risk using conventional piles and pile cap construction
Ø Requirement to reduce delivery risk by
Ø Reduce time on site
Ø Removal of complete activity from the programme
THE SOLUTION
Helical Piles
Ø Suitable for the ground conditions
Ø Good lateral load capacity – can eliminate pile cap
Ø Cost effective
Ø Effective detailing to meet Network Rail’s durability requirements
Ø Fast installation
Ø Ideal for awkward and limited access
Ø Improved safety – less activities and no excavation
Ø No significant waste generation – improved environmental benefits
Ø CIV 020 – requirement to seek Professional Head approval
- Durability
- Additional testing requirements:
- Static pile load test
DETAILING THE CAP PLATE FOR DURABILITY
INSTALLATION 1 – PILE INSTALLATION
INSTALLATION 2 – PILE TESTING AND SETTING-OUT CONTROL
INSTALLATION 3 – PILE/TRESTLE CONNECTION DETAIL
INSTALLATION 4 – BRIDGE STRUCTURE INSTALLATION
INSTALLATION 5 – BRIDGE STRUCTURE INSTALLATION
INSTALLATION 6 –BRIDGE STRUCTURE INSTALLATION
BENEFITS
Ø Programme
Ø Safety
Ø Environment
Ø Quality
Ø Commercial
PROGRAMME BENEFITS
PROGRAMME BENEFITS 2
Concrete Piles and Pile Caps
Ø Massive delivery risk
Ø No float or contingency allowance
Helical Piles
Ø 1st possession - Pile installation in 18 hours of 34 hour possession
Ø No requirement for contingency possession
Ø Bridge superstructure installation in 12 hours of available 54 hour
possession
HEALTH & SAFETY BENEFITS
Risks should be reduced to the lowest reasonably practicable level by taking preventative
measures, in the following order of priority:
Elimination
Greatest Protection
Substitution
Using Helical Piles ELIMINATES the
following Health & Safety risks:
ü Excavation
ü Excavation Support
ü Working with wet concrete
ü Pile Breaking – Vibration
– Noise
Engineering Controls
Administrative
Controls
Personal
Protective
Equipment
Least Protection
ENVIRONMENTAL BENEFITS
Network Rail Standard NR/SP/ENV/015 Contract Requirements – Environment requires the
Designer and Contractor to meet the following criteria:
•
The design shall minimise the waste produced by the work
•
The design shall maximise opportunities to re-use, recycle and recover
This solution meets these requirements in the following way:
Benefit
Helical Piles
Traditional Piles
Concrete Requirements
6m³
60m³
Muckaway
0m³
130m³
Recycling
100% (Piles can be
removed)
80% - Bases could be
broken out but pile would
have to be cut off and left
in situ.
Vehicle Emissions
Reduced
QUALITY BENEFITS
Ø
Improved quality assurance with less risk of defects
Ø
Trestle construction obviates requirement to set out circular holding down bolt
arrangement required with column supports
Ø
Quality issues associated with reinforced concrete construction significantly
reduced:
Ø
Ø
Mix Design
Ø
Nominal cover to reinforcement
Ø
CARES Certification
Ø
Compaction
Real time torque measurements provide certainty that piles are correctly installed
at the time of installation
COMMERCIAL BENEFITS
Comparison of Construction Costs against Traditional Foundations
Helical Piles
Concrete Piles and Pilecaps
Cost Differential
£405,490.00
£444,239.00 (Agreed ATC)
9% cheaper *
Testing 1. Working Load Test - £16,137.00
Testing 2. Additional independent pile load test to meet Professional Head requirements - £25,360.00
Total Cost of Testing = £41,497.00
* Note: the prices for Kemps were distorted by the nature of the access. Kier
believes that savings for a “typical” 16m span stepped bridge with good access from
both sides would be in the order of 18%.
SUBSTANTIAL COMPLETION IN 30 HOURS!
WOULD WE USE THIS PROCESS AGAIN?
Ø New VIP has proven beneficial to all parties involved in the
Footbridge programme
Ø Process improved collaboration between all parties developing
areas for continuous improvement and reduced costs
Ø Challenges attitudes, existing approaches and current standards
Ø At a recent Programme Board meeting it was jointly agreed
between Network Rail and Kier to use VIP again to look at the
Design Approval process
Ø We will also continue to adopt VIP where we can identify other
areas to achieve further efficiencies
National Level
Crossing Risk
Reduction
Programme
New VIP Pilot Study
Date: 28.01.15
NEW VIP PILOTS UPDATE
•
Case Study 2
•
Carillion Powerlines – East Midlands Electrification
•
Bill Free (Carillion Powerlines) and Mike Pollard (Network Rail)
© 2013 Sigma Management Development Limited
54
Carillion Powerlines
Midland Mainline Electrification
Content
• The challenge
• Stakeholders
• Planned workshops
• Reminder from earlier
• Lessons learned
• Parallels in literature
56
The challenge
Sheffield 2020
High level scope
• 50 Route Miles upgrade
SP2B
Nottingham 2019
Derby 2019
• Approx 120 route miles
new electrification B2S
• 621 STK to be
electrified
Corby 2017
• 24 distribution sites
• 4 new grid points
57
The challenge (2)
Design & Build
• OLE Foundations,
structures, SPS and
wiring.
• Substation
compounds
• Substation
installation
• SCADA & Telecoms
• All HV/LV cabling
installation
• S&T Immunisation
• Vegetation Clearance
• Testing &
Commissioning
58
Stakeholders
Contractors
• Carillion Powerlines – NEP
• Carillion – Panel 9 (rail
engineering)
Network Rail
• East Midlands Route
• Infrastructure Projects Central
• Amco / Murphy – Panel 8 (civils)
• Infrastructure Projects Track?
• Miller – Panel 7 (building)
• Infrastructure Projects Signalling
• Siemens – signalling
Others
Train Operators
• DfT & ORR
• East Midlands Trains
• Local Authorities
• Thameslink
• ORR
• Cross Country
• Residents Groups etc
• Freight
59
Planned Workshops etc
Nationally
MMLE project
• REDG (skills) workshops
• Co-location
• NEP Workshops
• Projectwise information sharing
Central Region
• Behavioral assessment and
feedback / development
• Contractors’ workshops
East Midlands Programme
• Collaborative working group
• Safety leadership group
• Top 30 / Top 100 collaborative
workshops
• Relationship Management Plan
development
• One off sessions
• Collaborative framework
development
60
Reminder of a slide from earlier
Work
Winning
Bid Support
Development
and Design
WHERE NEW VIP CAN BE APPLIED
Delivery
Test and
Commissioning
Operations and
Maintenance
61
61
Lessons learned
This project
Future actions:
• Major programme of work
• Lots of stakeholders
• Identify a more appropriate
candidate:
− Engineering issue
− Access issue
− Interface issue
− Programme issue
• Complicated interfaces
• Carry out a VIP workshop
• Initiative overload
• Report back on this
• Established programme of
workshops
• Multi contractor delivery
• Tight timescales
• No major issues to address
• No ownership of VIP
62
A parallel in literature
A group of hyper-intelligent pandimensional beings demand to learn the
Answer to the Ultimate Question of
Life, The Universe, and Everything
from the supercomputer, “Deep
Thought”, specially built for this
purpose.
It takes Deep Thought 7½ million years
to compute and check the answer,
which turns out to be 42
Deep Thought points out that the
answer seems meaningless because
the beings who instructed it never
actually knew what the Question was.
63
Network Rail perspective
• The VIP process can operate at the strategic and tactical level to address business
challenge. Whatever the challenge there are some core ingredients:
•
• Strong, empowered leadership:
− underpinned by trust and agreed principles
− a clear statement of the challenge and objective(s) for the team
− an ongoing review of progress
− support to bring skills and knowledge to the group as needed and to assist in tackling
obstacles
• Commitment:
− a willingness to critically review current arrangements and commitment to change
− openness to share ideas and build on the ideas of others
− determination to make ideas happen by committing time and resources
64
NEW VIP PILOTS UPDATE Q&A
•
Q&A on Kier and Carillion Powerlines Case Studies
•
Please indicate if you would like to ask a question
•
When invited to do so, please wait for Imogen to bring you the
microphone
•
Then please briefly state who you are and where you are from and
then ask your question
© 2013 Sigma Management Development Limited
65
NEW VIP PILOTS UPDATE - BREAK
• There will now be a 15 minute break for tea
coffee etc
• Please return promptly after 15 minutes for
the further case studies and Q&A.
© 2013 Sigma Management Development Limited
66
NEW VIP PILOTS UPDATE
•
Case Study 3
•
Alan Dick Communications – Derby Re-signalling
•
Jason Pearce (MD Alan Dick Communications)
© 2013 Sigma Management Development Limited
67
Alan Dick Communications
Integrated technology solutions
VIP Pilot: An SME perspective
Jason Pearce, CEO
ALANDICK COMMUNICATIONS GROUP
Introduction
» Telecommunications company
» Working for infrastructure owners and operators of radio and fixed line
communications, passenger information, and security
» Our markets all typically demand high levels of safety, performance,
governance and reliability
» SME < £30m
Transportation –
infrastructure & rolling stock
Public Sector and
Government
Mobile Operators
ALANDICK COMMUNICATIONS GROUP
Why a VIP Pilot?
»SME’s will provide c. 60% of the supply chain
effort within CP5 but are they sufficiently
represented within industry initiatives?
»To provide an SME perspective
»To understand whether VIP is relevant to SME’s,
whether it can deliver a behavioural change, and
whether it can achieve real economies for an SME
ALANDICK COMMUNICATIONS GROUP
VIP Pilot – scope and objectives
»Use the VIP program to:
»drive improved internal project methodology and
collaborative project behaviour within a growing SME
»engender a closer project working relationship with key
customer stakeholders with the result of delivering a
complex project safely, on time, on quality, on budget
»raise the profile of SME’s as an important voice in
complex projects
»enable both customer and SME’s to understand more
about their objectives and needs
»deliver better margin on the project or prevent margin
erosion
ALANDICK COMMUNICATIONS GROUP
VIP Pilot – scope and objectives
Pilot Project:
Derby
Synergy
Signalling
Scheme
Regional NR IP
NRT Asset (TDG)
Poor planning and
execution problems
mean project risk to
time, cost quality, safety.
Status Quo maintained
Siemens Signalling
AD Comms Telecoms
ALANDICK COMMUNICATIONS GROUP
What did we actually do?
»Sponsorship of the project from AD Comms CEO
»Internal AD Comms sponsorship team identified
»VIP “Insight” meeting held at the project outset with AD
Comms, facilitated independently.
»A number of initiatives were agreed and these were
embedded in to the NR and AD Comms process – very
much focussing on regular communications, effective
escalation, a mutual understanding of risks
»The SME were party to the stakeholder meetings and
hence engaged directly with NR and key stakeholders –
not demoted down the supply chain
»A follow up NR and AD comms meeting held Dec 2014
ALANDICK COMMUNICATIONS GROUP
Feedback from the Customer: Network Rail
» early challenges faced by ADC in the early stages of the project have been
worked through and the project is running well
» process delays outlined at the original Insights discussion with ADC in July
have been worked through jointly with NR
» The project had fallen behind by 2-3months due primarily to the Telecoms
Design group (TDG) delays. This issue was jointly recognised by both ADC and
NR and they have worked together to address the issues in a collaborative
manner
» ADC are seen as providing value for money, take project briefs on site well and
work well with NR.
» Issues with un-safe working were discussed and taken on board for the Derby
project and a different approach was used.
» NR stated that for a Telecoms project to be successful there is the need to work
together and develop a good relationship.
ALANDICK COMMUNICATIONS GROUP
What did the VIP Collaboration process achieve?
» Regular and productive meetings with NR resulting in a trust based relationship
» SME “in the loop”:
» SME’s understand the customer objectives and needs better – means we can focus our
efforts
» The customer gets to understand the SME’s perspective and its issues
» The customer gets a wider opportunity to access innovation
» A mutual understanding of pain and gain
» An open communication on all aspects of safety, time, quality, price
» Immediate dialogue with all the key supply chain – not lost in a chain of supply (and
corrective action can be immediate if needed!)
» AD internal working practices improved resulting in better performance and with
staff behaviour changing for the better
» The concept of joint, collaborative working was commonly agreed on this project
and although this was could not be said to be solely down to VIP, it will be an
important tool going forward
» Slow to take off and therefore not as far advanced as the other two but an
emerging story to tell from the SME perspective
ALANDICK COMMUNICATIONS GROUP
What Economic value was achieved?
BASELINE Project Value
BASELINE Budgeted Project Contribution – 15%
240,000
60,000
• Monetising the value of collaboration is difficult; probably
easier to review what might be lost by not doing so
• The impact of not working collaboratively with the
customer will quickly erode the 15% contribution for the
supplier, or could erode the £240k budget for the
customer (through aggressive variations, abortive costs,
acceleration etc)
• Ergo effective collaboration on complex projects will
deliver better returns for supplier and customer
• Value of not working collaboratively within SME’s –
significant!
ALANDICK COMMUNICATIONS GROUP
Follow on work
qCarry out a lessons learnt workshop with ADC and NR
personnel and use the positive outcomes to help shape
future projects and ways of working - this includes how NR
interface and get the most benefit from the SME sector
qNR Derby are keen to support ADC’s move towards
BS11000 certification and this support will be used
qAD will be using collaboration on two large multi
stakeholder projects starting this quarter
qRun a more strategic ‘future of telecoms and signalling in
Rail’ style event which could help shape NR’s development
of this aspect and potentially shape ADC’s business
development approach.
NEW VIP PILOTS UPDATE
•
Case Study 4
•
Alstom – Catering Equipment on the Pendolinos
•
Kevin Peace (Alstom)
© 2013 Sigma Management Development Limited
78
Alstom - Train Borne Catering Equipment - Maintenance Outsourcing
VIP Project - Presentation - 28th January 2015
Kevin Peace – Alstom Transport
Railway Industry Association
Agenda
Background to the Project
Objectives and Team
History and Timeline of Project
Status before and after the Project
Improved Cost Quality and Delivery
How did the VIP process help ?
I.
II.
III.
Help Alstom
Help Aggora
Help get the right Result
Next Steps
80
TLS Sourcing – Template RFQ – Version Nov
Background to the Project (Class 390s)
• Q1 2014 – Alstom with Virgin Trains, replace all Catering
• Decision then made to outsource the maintenance
• Decision made after:
- Make Vs Buy of all costs involved
- A complete review of the supply base
- Detailed analysis of each component reliability
• Feb 2014 – Aggora Ltd appointed as preferred supplier
• New VIP process - to move decision towards final SLA
81
TLS Sourcing – Template RFQ – Version Nov
Project Objectives
• Develop a SLA to deliver Reliability and Availability
Key improvements:
- Target 66% improvement in availability
- Agreed levels of Float equipment
- Move maintenance of equipment off-site
- Agreed hard measures of service delivery (KPI’s)
- Targets for improved Equipment reliability (MTBF)
• Ensure strong relationship with outsourcing supplier
• Identify future innovation opportunities
• Ensure a service that is delivered to budget
• Support Aggora in developing their Rail Business
82
TLS Sourcing – Template RFQ – Version Nov
Project Team
Sigma
(PM facilitator)
• Russell Chesterman
Alstom
• Kevin Peace – Sourcing
• Ian Tolley – Supply Chain
• Mark Wilkinson – SQA
• Colin Haynes – SQA
• Nigel Kingwill – Engineering
83
TLS Sourcing – Template RFQ – Version Nov
Aggora
• Simon Pointon - MD
• Darren Sandon - Engineering
• Neil Curtis - Sales
Project History and Timeline
Sept 2014
Workshop to
Develop SLA
April 2014
Draft SLA
Dec 2014 SLA
Finalised.
Time line and Key Milestones
Mar 2014 Project
Scoping
Agreement
84
May 2014
Maintenance goes
live
TLS Sourcing – Template RFQ – Version Nov
December 2014
Final Review of
SLA “Lessons
Learnt”
Contract
Finalisation
The status before Outsourcing Maintenance
• Maintenance was done in-house with dedicated resource
• Work was ‘fix on fail’ with little preventative maintenance
• Alstom technicians – not catering equipment experts
• Alstom did not have a strong relationship with Catering
Equipment OEM’s
• Availability and reliability of Catering equipment - key
contributor to our Service performance for customer
85
TLS Sourcing – Template RFQ – Version Nov
The status after implementation of the Project
ü The Maintenance has succesfully transferred to Aggora
ü All maintenance conducted off-site
ü Supply Chain now stable and fully integrated with Aggora
ü “Live” Access to Aggora reporting tool for performance data
ü Availability is steadily improving towards the 66% target
ü Through Aggora - Alstom has improved leverage with
Catering Equipment OEM’s
ü Relationship between Aggora and Alstom remains strong
86
TLS Sourcing – Template RFQ – Version Nov
The Aggora Operation in Manchester
• Bespoke workshop for Catering
equipment
• Close to Manchester – where
planned maintenance occurs
• Close to Preston for Float stock
87
TLS Sourcing – Template RFQ – Version Nov
The Hard Measures of Before and After Outsourcing
Red=Below>
18/ 06/ 2014
17/ 06/ 2014
16/ 06/ 2014
30/ 05/ 2014
29/ 05/ 2014
28/ 05/ 2014
27/ 05/ 2014
23/ 05/ 2014
22/ 05/ 2014
21/ 05/ 2014
20/ 05/ 2014
19/ 05/ 2014
16/ 05/ 2014
15/ 05/ 2014
14/ 05/ 2014
13/ 05/ 2014
12/ 05/ 2014
09/ 05/ 2014
08/ 05/ 2014
07/ 05/ 2014
06/ 05/ 2014
02/ 05/ 2014
01/ 05/ 2014
30/ 04/ 2014
28/ 04/ 2014
25/ 04/ 2014
24/ 04/ 2014
23/ 04/ 2014
22/ 04/ 2014
17/ 04/ 2014
16/ 04/ 2014
15/ 04/ 2014
14/ 04/ 2014
11/ 04/ 2014
10/ 04/ 2014
09/ 04/ 2014
08/ 04/ 2014
04/ 04/ 2014
02/ 04/ 2014
01/ 04/ 2014
31/ 03/ 2014
28/ 03/ 2014
27/ 03/ 2014
26/ 03/ 2014
25/ 03/ 2014
24/ 03/ 2014
21/ 03/ 2014
20/ 03/ 2014
19/ 03/ 2014
18/ 03/ 2014
17/ 03/ 2014
14/ 03/ 2014
13/ 03/ 2014
12/ 03/ 2014
11/ 03/ 2014
07/ 03/ 2014
06/ 03/ 2014
05/ 03/ 2014
04/ 03/ 2014
03/ 03/ 2014
28/ 02/ 2014
27/ 02/ 2014
26/ 02/ 2014
25/ 02/ 2014
24/ 02/ 2014
21/ 02/ 2014
20/ 02/ 2014
19/ 02/ 2014
18/ 02/ 2014
17/ 02/ 2014
14/ 02/ 2014
13/ 02/ 2014
12/ 11/ 2014
11/ 02/ 2014
07/ 02/ 2014
06/ 02/ 2014
05/ 02/ 2014
04/ 02/ 2014
30/ 01/ 2014
29/ 01/ 2014
28/ 01/ 2014
27/ 01/ 2014
24/ 01/ 2014
23/ 01/ 2014
22/ 01/ 2014
21/ 01/ 2014
20/ 01/ 2014
17/ 01/ 2014
16/ 01/ 2014
15/ 01/ 2014
14/ 01/ 2014
13/ 01/ 2014
10/ 01/ 2014
09/ 01/ 2014
08/ 01/ 2014
07/ 01/ 2014
06/ 01/ 2014
03/ 01/ 2014
02/ 01/ 2014
20/ 12/ 2013
19/ 12/ 2013
18/ 12/ 2013
17/ 12/ 2013
16/ 12/ 2013
13/ 12/ 2013
12/ 12/ 2013
11/ 12/ 2013
10/ 12/ 2013
09/ 12/ 2013
06/ 12/ 2013
05/ 12/ 2013
04/ 12/ 2013
03/ 12/ 2013
02/ 12/ 2013
27/ 11/ 2013
26/ 11/ 2013
25/ 11/ 2013
22/ 11/ 2013
21/ 11/ 2013
20/ 11/ 2013
19/ 11/ 2013
18/ 11/ 2013
15/ 11/ 2013
14/ 11/ 2013
13/ 11/ 2013
12/ 11/ 2013
11/ 11/ 2013
06/ 11/ 2013
05/ 11/ 2013
CHILLER - SHOP (OLD) MOD PO5
14
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
27
31
32
32
32
32
32
32
32
32
32
30
30
29
27
28
27
28
27
27
27
26
27
27
27
27
27
26
26
25
25
24
24
23
23
23
24
24
22
22
23
23
23
22
22
19
19
19
17
15
15
15
15
15
13
13
13
13
13
13
13
13
13
13
9
9
9
9
8
8
8
8
7
8
8
8
9
0
8
8
9
9
8
8
8
9
7
7
7
5
4
4
4
4
4
4
4
4
5
5
5
6
6
6
6
CHILLER - SHOP (NEW) - MOD 01
7
19
19
19
20
20
20
20
20
20
20
20
20
20
20
20
18
18
20
20
20
20
18
17
15
25
25
25
25
25
25
23
23
23
23
23
23
23
23
23
23
23
23
23
23
23
23
23
23
23
22
21
19
17
17
17
18
18
16
15
16
16
16
16
16
16
17
17
16
17
17
17
17
18
18
16
16
15
14
13
13
13
13
14
14
13
13
13
12
12
11
9
9
9
9
9
9
8
7
6
8
8
19
6
8
9
10
10
8
9
8
8
8
7
7
8
8
8
9
9
9
8
8
9
9
9
9
9
10
11
HOT DRINKS MACHINE (OLD) TO FMI3592
9
11
11
11
10
10
10
10
10
10
10
10
10
10
10
10
9
9
9
9
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
6
7
7
7
7
7
7
7
7
7
7
7
6
6
6
5
5
5
5
5
5
4
1
1
1
1
1
1
1
1
1
11
1
1
1
1
1
1
1
1
1
1
2
2
2
3
3
3
3
3
3
3
3
3
3
3
3
3
3
HOT DRINKS M/C(WCML) NEW TO FMI5557
7
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
11
11
11
12
12
12
12
12
12
12
12
12
12
12
12
12
12
11
11
12
12
12
12
12
12
12
12
12
11
9
9
9
9
9
9
9
9
8
8
8
8
8
9
9
12
9
9
9
9
10
10
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
12
12
12
12
12
12
HOB UNIT 2 RING POST FMI3592
8
14
14
14
14
14
14
14
14
14
14
14
14
14
14
14
14
14
14
14
14
14
14
14
14
19
19
19
19
19
19
19
19
19
19
19
19
19
17
17
17
18
17
15
15
14
14
13
13
13
13
13
13
13
13
13
13
12
12
13
13
13
13
13
13
13
13
13
13
13
13
13
13
13
13
13
10
10
8
10
9
12
11
11
12
13
13
13
14
13
13
13
14
12
12
13
14
14
14
14
14
14
14
14
14
11
10
10
11
7
8
8
8
8
9
8
7
8
10
10
10
9
9
8
9
10
10
10
11
11
GRILL HIGHLEVELKITCHEN POST FMI3592
10
8
8
8
9
9
9
9
9
9
9
9
9
9
9
9
9
9
10
10
10
10
10
10
10
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
10
10
10
10
10
9
10
9
9
9
9
9
9
10
10
10
10
10
10
10
9
8
9
8
9
9
9
8
7
8
8
8
8
7
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
9
9
9
8
8
8
8
8
7
7
8
7
5
5
5
6
6
6
6
7
7
7
7
7
8
8
8
8
8
5
5
MICROWAVE SHOP POST FMI3592
5
5
5
5
5
5
5
5
5
5
5
5
5
6
6
7
7
7
7
7
7
7
8
8
8
14
14
14
14
14
14
12
12
12
9
9
9
9
9
8
8
8
9
9
9
9
9
9
9
8
8
8
8
8
8
7
7
7
7
7
8
8
8
8
8
8
8
8
8
8
8
8
8
8
7
8
8
7
8
9
8
9
9
9
9
9
10
10
9
10
9
9
8
8
8
7
6
6
2
2
2
1
5
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
3
11
10
10
12
13
13
13
13
13
12
ICE MAKING MACHINE POST FMI3592
11
26
26
27
27
27
27
27
27
27
27
27
27
27
27
27
18
18
18
18
18
19
19
19
19
29
29
29
29
29
29
29
29
29
29
29
29
29
28
28
28
28
28
28
28
28
29
29
29
29
29
29
29
28
19
19
19
19
19
19
18
18
18
18
18
18
17
17
17
17
17
14
17
17
16
14
14
14
14
14
14
14
14
15
15
12
9
9
9
9
9
9
9
9
9
9
9
9
10
11
14
14
26
15
15
16
16
17
17
17
17
18
18
18
18
19
19
19
19
18
18
18
18
18
18
18
18
18
13
13
BULK BEVERAGE MAKER PRE FMI 4584
8
13
13
13
13
13
13
13
13
13
13
13
13
13
13
13
13
13
14
14
14
14
14
13
13
14
14
14
14
14
12
12
12
12
12
12
12
12
11
11
11
14
12
11
10
10
10
9
9
8
8
8
8
10
9
10
10
10
10
10
10
10
9
9
9
9
9
10
10
10
11
11
11
11
11
11
10
9
8
10
11
11
11
12
12
13
13
12
12
12
12
12
11
11
11
11
11
11
11
11
12
12
13
10
10
10
8
9
8
7
8
8
8
9
9
7
5
5
8
8
7
7
10
11
10
11
12
12
11
11
MICROWAVE KITCHEN POST FMI3592
10
8
8
8
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
10
9
9
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
9
9
10
11
10
10
11
11
10
10
11
11
9
10
11
11
11
11
11
11
11
11
11
11
10
10
11
12
12
11
10
10
11
12
12
12
13
12
12
12
12
13
14
12
12
11
12
11
11
11
12
12
12
12
12
11
8
14
12
12
11
10
8
7
8
6
6
7
7
7
7
7
7
7
7
7
7
10
11
10
9
9
10
10
OVEN ELOMA POST FMI3592
9
12
14
14
14
14
14
14
14
14
14
14
14
14
14
14
13
13
13
13
14
14
14
13
13
18
18
18
18
17
17
18
18
18
18
18
18
18
18
18
18
18
18
18
18
18
18
18
17
17
15
12
12
12
12
12
12
12
12
12
11
10
11
11
11
12
12
12
12
12
12
12
12
12
12
11
11
11
11
12
12
12
12
12
12
12
11
11
11
11
11
11
11
11
11
11
11
11
11
11
12
12
12
12
12
12
11
9
9
10
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
TOASTER ROTARY POST FMI3592
9
13
13
13
13
13
13
13
13
13
13
13
13
13
13
13
11
11
11
11
11
11
11
11
11
16
16
16
16
16
16
16
16
16
16
16
16
16
14
12
11
11
10
10
10
10
11
9
7
7
4
4
8
9
10
11
11
11
10
10
10
10
10
10
10
10
10
10
10
11
11
10
10
10
10
11
10
10
10
11
11
11
11
10
11
11
10
11
12
12
12
12
12
12
12
11
11
11
11
10
10
10
13
9
9
8
8
9
9
9
9
9
9
9
10
8
8
8
8
8
8
9
11
11
11
11
11
11
11
11
MINI 1T PRESS.BOILER WITH P1 FRAME
9
6
KITCHEN CHILLER - NEW
5
5
5
5
5
5
5
7
7
8
8
8
8
8
8
8
8
8
8
8
8
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
8
9
9
11
10
10
9
9
9
9
9
9
9
10
10
10
12
13
13
12
13
13
13
14
15
15
15
15
14
14
12
12
12
7
11
10
11
11
13
11
12
16
16
16
16
14
14
15
16
16
16
16
16
16
16
15
15
13
13
13
15
15
17
17
5
13
14
14
15
16
16
17
18
18
18
19
21
19
19
17
17
16
15
14
11
15
13
11
13
13
15
19
KITCHEN CHILLER - PRE FMI5406
11
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
2
2
1
1
0
0
0
20
20
20
20
20
20
20
20
20
19
19
19
19
18
18
18
17
17
17
17
17
17
17
17
17
17
17
17
17
17
17
14
14
14
14
14
14
14
13
13
13
13
13
11
11
10
10
10
9
9
8
8
7
8
7
8
8
8
6
6
6
6
6
6
6
6
6
6
7
7
7
7
7
7
7
7
7
0
6
6
6
6
5
5
5
5
3
3
5
5
4
4
4
5
5
4
4
4
5
4
4
4
4
4
4
21
21
21
21
21
21
21
21
21
21
21
21
21
21
21
21
21
21
21
21
21
21
21
21
21
21
21
21
21
22
22
22
22
22
22
22
22
22
22
22
22
22
22
22
22
22
22
22
22
22
22
22
22
22
21
20
20
20
21
20
20
18
18
18
18
18
18
18
18
18
19
19
19
19
19
19
19
19
21
21
21
20
21
21
21
18
16
16
15
15
14
13
14
14
14
15
15
16
17
17
17
21
17
17
16
14
14
15
15
15
15
15
13
11
11
12
10
12
12
10
10
9
10
11
11
12
11
14
14
Sum Re-Ord Point
Red = Below
Green = Above
12
11
12
12
11
12
12
11
12
12
11
12
12
11
12
12
11
12
12
11
12
12
11
12
12
11
12
12
11
12
12
11
12
12
11
12
12
11
12
12
11
12
12
11
12
14
13
14
29
29
28
13
13
13
17
17
17
16
16
15
15
15
15
9
7
6
13
13
13
13
12
12
20
20
19
14
14
14
13
13
13
16
16
16
17
17
17
14
14
13
13
13
29
17
15
15
29
29
14
14
13
13
13
17
30
17
17
16
13
16
16
15
17
15
15
14
16
11
11
13
15
13
13
21
12
21
21
14
13
14
14
14
21
14
14
16
14
16
16
14
17
16
17
17
18
13
14
14
13
13
13
30
30
17
17
17
17
14
31
14
14
14
14
30
17
17
17
16
14
16
16
15
17
15
15
14
14
30
14
14
31
31
13
30
14
14
17
13
17
17
17
17
16
16
15
17
15
10
15
15
15
6
8
8
6
16
7
10
15
15
13
13
20
7
20
20
14
14
14
14
14
20
14
14
16
14
16
16
15
14
15
15
16
13
15
13
13
13
17
17
17
17
24/ 12/ 2014
15
15
21
15
20
20
14
20
14
14
14
14
14
14
14
14
16
30
14
16
30
30
16
16
13
13
13
15
17
17
15
15
15
17
17
13
13
13
13
14
15
17
17
17
17
7
14
16
17
17
17
17
14
29
16
16
14
10
9
14
14
15
21
21
19
14
14
14
14
14
14
16
16
16
18
18
17
12
12
16
13
17
30
17
14
17
10/ 12/ 2014
17
11/ 12/ 2014
16
21
14
14
6
14
14
16
16
16
17
32
30
12
14
14
17
17
17
09/ 12/ 2014
16
29
16
16
13
14
13
14
9
9
14
14
9
15
15
15
21
21
21
14
20
14
14
14
14
14
14
15
14
16
16
16
16
17
17
13
16
12
12
12
16
16
17
17
16
16
30
15
15
29
29
14
29
14
14
14
17
17
17
17
17
17
17
16
15
14
13
13
13
11
13
10
14
14
15
15
21
21
20
20
14
14
14
14
16
15
14
14
14
14
30
30
15
15
15
15
14
14
17
17
16
16
17
17
14
14
14
14
17
17
17
17
16
16
15
15
16
14
30
14
14
14
14
14
14
17
21
21
17
14
15
14
14
22
14
14
14
13
13
13
17
17
17
13
16
14
14
14
30
31
17
17
17
14
14
13
13
32
32
14
14
17
13
17
17
17
17
30
17
17
17
15
14
15
15
15
11
17
10
16
17
15
15
14
14
11
21
21
22
9
14
14
14
14
14
21
21
14
14
13
14
14
13
13
13
13
13
19
14
13
18
17
19
14
19
13
14
14
13
17
17
17
17
17
13
13
32
14
14
17/ 11/ 2014
32
32
14
32
14
14
17
14
17
17
17
17
17
17
15
17
15
15
10
15
10
11
13
53
14
14
22
13
22
22
14
22
14
14
13
14
13
13
15
13
15
14
19
15
19
19
12
19
12
12
15
14
17
12
17
17
17
14/ 11/ 2014
32
32
14
27
14
13
14
14
17
27
17
17
17
14
17
17
15
17
15
15
7
17
12
10
12
15
13
13
22
6
22
22
14
13
14
14
14
22
14
14
15
14
15
15
14
19
16
18
19
18
13
16
15
13
14
14
29
28
16
16
17
17
14
32
13
16
14
14
31
17
17
17
17
14
17
17
14
17
14
15
17
5
14
14
11
14
13
13
12
20
12
20
22
14
20
14
14
14
14
14
14
15
14
15
15
19
15
18
18
12
19
12
13
13
16
12
15
16
16
04/ 11/ 2014
13
13
13
34
32
30
14
34
14
14
17
14
17
17
17
17
17
17
15
17
14
14
12
14
14
12
12
11
12
12
22
12
20
20
14
20
14
14
13
13
14
14
14
14
35
34
16
14
16
16
14
14
18
16
19
19
16
16
13
17
12
12
17
17
13
16
16
16
17
17
13
15
15
15
35
9
14
15
11
16
14
14
13
22
22
22
14
14
14
14
14
14
16
16
16
18
18
18
13
12
12
17
17
17
15
14
10
8
10
35
10
37
37
35
14
35
14
14
14
17
14
16
16
18
17
17
17
17
17
15
17
15
15
15
12
15
14
11
14
14
12
13
13
14
22
13
22
22
22
13
22
13
13
13
14
13
14
14
14
14
14
14
14
14
18
14
18
18
18
13
18
13
12
13
13
33
33
17
17
17
17
17
14
14
9
11
14
33
18
8
13/ 10/ 2014
18
18
9
10
17
34
33
17
17
14
15
18
14
15
15
17
18
15
18
18
18
19
15
17
14
14
15
21
15
21
21
21
13
18
13
13
13
13
15
13
13
21
14
13
14
14
13
18
18
17
13
13
12
14
12
12
19
19
17
13
17
17
13
32
31
17
10/ 10/ 2014
17
14
14
18
12
35
33
13
11
7
03/ 10/ 2014
18
18
17
13
17
17
15
18
15
15
17
19
15
16
19
12
14
15
15
21
15
21
21
13
21
13
13
13
14
13
13
13
13
12
12
12
20
19
19
19
13
12
11
11
13
13
35
34
17
17
17
17
13
12
18
13
35
16
14
18
18
17
35
17
17
15
13
15
15
16
18
12
10
16
17
16
16
21
15
21
21
13
13
13
13
14
16
14
14
21
13
13
13
13
14
20
20
20
13
13
13
12
20
17
13
17
17
17
23/ 09/ 2014
12
16
9
37
37
37
13
13
12
36
36
13
18
18
36
13
13
18
17
17
13
18
18
18
16
15
15
17
17
17
15
12
14
15
15
15
15
16
16
13
13
13
16
21
21
16
16
16
21
12
14
21
21
21
12
13
14
14
13
13
13
13
13
14
14
14
13
18
20
13
13
13
18
14
14
20
20
20
14
16
17
14
14
13
9
9
17
17
17
16
38
38
12
11
9
34
13
34
34
13
9
10/ 09/ 2014
13
13
13
18
13
18
18
18
16
18
16
16
16
16
17
15
15
15
15
15
15
34
34
31
16
17
9
13
34
13
13
13
18
18
18
16
17
17
17
16
16
31
15
16
15
15
32
32
17
13
13
13
18
17
17
16
16
16
15
15
15
15
15
7
4
4
8
15
7
7
8
12
11
13
14
16
16
16
16
16
20
20
20
21
21
12
11
11
12
12
12
12
12
12
12
15
13
13
13
13
20
20
20
18
18
12
16
12
12
13
13
16
16
16
16
17
16
16
03/ 09/ 2014
20
20
20
13
16
12
12
13
16
16
20
13
12
19
19
15
13
15
15
13
19
13
20
20
15
12
20
13
13
14
13
13
16
16
16
12
12
12
28/ 08/ 2014
13
13
15
19
18
19
19
13
14
14
14
17
16
16
33
33
35
15
9
16
13
15
13
13
38
18
33
18
18
13
16
18
16
16
13
16
15
15
15
18
15
9
7
16
12
15
12
16
15
14
14
15
18
19
14
17
17
14
14
18
14
14
13
12
14
11
12
11
14
14
14
14
14
20
20
20
20
19
15
15
15
15
14
17
11
16
16
16
16
15/ 08/ 2014
11
12
32
32
34
13
32
13
13
18
13
18
18
13
13
16
18
16
16
33
15
16
15
15
34
33
13
15
14
14
13
13
13
14
12
14
15
18
18
16
14
17
17
16
16
13
16
13
14
15
15
13
13
13
13
14
14
13
14
14
5
11
20
14
20
20
14
14
14
14
20
14
15
18
17
16
14
16
16
16
14/ 08/ 2014
13
15
13
13
14
14
18
11
11
13
31
30
16
14
14
13
13
18
18
18
18
16
16
16
16
15
15
15
13
13
30
31
13
10
14
14
12
15
12
6
14
19
15
6
15
20
18
19
19
14
13
13
14
15
14
17
17
17
18
18
14
10
14
14
14
30
30
27
31
13
13
13
13
18
18
18
18
16
16
16
16
15
15
15
15
19
16
15
15
16
16
20
19
19
19
14
14
18
13
13
28
31
11
13
13
14
11
11
18
18
15
16
16
11
14
14
15
15
19
15
15
14
19
19
14
14
11
14
14
11
11
11
15
15
15
15
18
18
18
18
14
13
13
19
19
19
14
14
14
14
17
11
11
14
17
17
15
15
17
04/ 08/ 2014
18
20
31/ 07/ 2014
13
14
14
14
17
17
16
17
17
17
17
14
24/ 07/ 2014
14
11
28
27
27
13
13
13
18
18
18
15
15
15
15
15
15
15
15
11
16
16
16
18
18
18
14
14
13
11
11
12
16
16
16
20
18
19
14
14
12
17
17
17
21/ 07/ 2014
13
14
29
13
13
28
27
13
29
13
13
18
13
18
18
16
18
15
15
15
16
15
15
13
15
10
13
16
13
16
16
19
16
18
18
13
18
13
13
12
13
12
12
16
12
16
16
10
13
19
16
19
19
19
31
13
13
13
12
27
26
17
17
17
17
13
13
13
10
18
18
18
15
15
16
15
15
15
12
11
14
13
13
16
20
19
19
16
13
9
12
10
14
14
14
34
32
28
11
11
12
13
16
16
16
13
13
19
19
19
18
18
18
12
12
13
16
15
17
17
17
15
36
14
15
19
9
18
11
10
13
16
13
13
14
19
7
19
19
13
14
14
14
12
19
11
11
14
14
14
14
16
12
18
17
14
12
15
11
12
13
17
17
17
17
12
12
37
11
12
35
35
18
37
18
18
18
19
18
18
15
18
15
15
13
13
35
14
14
35
35
16
35
16
16
17
16
17
17
14
17
14
14
14
13
13
13
13
7
9
9
9
12
15
13
13
13
9
9
12
12
11
12
15
15
14
19
19
19
18
13
14
14
14
10
12
12
12
14
13
14
14
18
17
17
16
13
14
13
13
16
16
16
16
12
12
19
12
19
19
13
19
13
13
10
13
10
10
14
10
14
14
18
14
18
18
18
11
12
12
12
7
7
17
16
16
16
22
22
42
27
1
8
22
17
36
24
20
17
24
21
16
14
20
12
16
13
13
24
7
12
10
24
12
15
14
37
13
21
19
22
20
14
13
31
14
12
11
19
12
16
14
24
14
17
17
18
16
11
10
34
8
19
17
14/ 05/ 2014
17
19/ 06.2014
17/ 05/ 2014
20/ 06/ 2014
23/ 06/ 2014
24/ 06/ 2014
25/ 06/ 2014
26/ 06/ 2014
27/ 06/ 2014
30/ 06/ 2014
01/ 07/ 2014
02/ 07/ 2014
03/ 07/ 2014
04/ 07/ 2014
07/ 07/ 2014
08/ 07/ 2014
09/ 07/ 2014
10/ 07/ 2014
11/ 07/ 2014
14/ 07/ 2014
15/ 07/ 2014
16/ 07/ 2014
17/ 07/ 2014
18/ 07/ 2014
22/ 07/ 2014
23/ 07/ 2014
25/ 07/ 2014
28/ 07/ 2014
14
29/ 07/ 2014
30/ 07/ 2014
01/ 08/ 2014
05/ 08/ 2014
06/ 08/ 2014
07/ 08/ 2014
08/ 08/ 2014
11/ 08/ 2014
12/ 08/ 2014
13/ 08/ 2014
18/ 08/ 2014
19/ 08/ 2014
20/ 08/ 2014
21/ 08/ 2014
22/ 08/ 2014
26/ 08/ 2014
27/ 08/ 2014
16
01/ 09/ 2014
29/ 08/ 2014
02/ 09/ 2014
04/ 09/ 2014
05/ 09/ 2014
08/ 09/ 2014
09/ 09/ 2014
11/ 09/ 2014
12/ 09/ 2014
15/ 09/ 2014
16/ 09/ 2014
17/ 09/ 2014
18/ 09/ 2014
19/ 09/ 2014
22/ 09/ 2014
24/ 09/ 2014
30/ 09/ 2014
01/ 10/ 2014
02/ 10/ 2014
06/ 10/ 2014
07/ 10/ 2014
08/ 10/ 2014
14/ 10/ 2014
15/ 10/ 2014
16/ 10/ 2014
17/ 10/ 2014
20/ 10/ 2014
21/ 10/ 2014
22/ 10/ 2014
23/ 10/ 2014
24/ 10/ 2014
27/ 10/ 2014
28/ 10/ 2014
29/ 10/ 2014
30/ 10/ 2014
31/ 10/ 2014
05/ 11/ 2014
06/ 11/ 2014
07/ 11/ 2014
10/ 11/ 2014
11/ 11/ 2014
12/ 11/ 2014
13/ 11/ 2014
18/ 11/ 2014
19/ 11/ 2014
20/ 11/ 2014
21/ 11/ 2014
24/ 11/ 2014
25/ 11/ 2014
26/ 11/ 2014
27/ 11/ 2014
28/ 11/ 2014
01/ 12/ 2014
02/ 12/ 2014
03/ 12/ 2014
04/ 12/ 2014
05/ 12/ 2014
08/ 12/ 2014
6
12/ 11/ 2014
15/ 12/ 2014
16/ 12/ 2014
17/ 12/ 2014
18/ 12/ 2014
19/ 12/ 2014
22/ 12/ 2014
23/ 12/ 2014
28/ 12/ 2014
29/ 12/ 2014
30/ 12/ 2014
31/ 12/ 2014
02/ 01/ 2015
05/ 01/ 2015
06/ 01/ 2015
28
30
29
CHILLER CASSETTE & HEATER - KITCHEN
13
13
14
CHILLER CASSETTE - SHOP
17
17
17
BRAVILOR BULK BREWER - KITCHEN
15
16
16
HOBS - KITCHEN
15
15
15
GRILLE - KITCHEN
8
9
17
HOT HOLDING CUPBOARD CASSETTE
12
14
15
COFFEE MACHINE - SHOP
19
20
21
HWA 70 WATER BOILER - SHOP
14
14
14
STEAM OVEN - RETIGO O623I
13
13
13
CONVEYOR TOASTER
16
16
16
COMBINATION MICROWAVE
17
17
18
PLATE WARMER TROLLEY
12
13
13
CUBE ICE MAKER
15
15
15
Desc
07/ 01/ 2015
08/ 01/ 2015
09/ 01/ 2015
MILK STEAMER
TLS Sourcing – Template RFQ – Version Nov
AFTER
RAG Rating (Red / Amber / Green ) of Equipment Availability
HWA 40 BOILER - KITCHEN
88
BEFORE
RAG Rating (Red / Amber / Green ) of Equipment Availability
Key improvements around Quality Cost & Delivery
Quality
• Overall a 15% improvement on individual component
quality failures
Cost
• The business case may have been cost neutral – but with
catering now in schedule maintenance regimes, x5 extra
technicians available to tackle other areas
Delivery
• 30% improvement in equipment availability within 6
months
89
TLS Sourcing – Template RFQ – Version Nov
How did the VIP Programme help?
Alstom?
Ø Structured the approach to building the partnership
Ø Independent “Voice” to facilitate open / honest discussion
Ø Documented the SLA through workshop generated inputs
Aggora?
Ø
Ø
Ø
Ø
Independent involvement in structuring the relationship
Clarified the need for a formal SLA
Documented all the required inputs.
Highlighted the need for in-house Contractual support.
Help the objective?
Ø Timetabled the Process to achieve the outcome
Ø Facilitated joint workshops
Ø Independent inputs – Fresh perspective
90
TLS Sourcing – Template RFQ – Version Nov
Next Steps
• Continue to drive Availability towards 60% improvement
target
• Continue to drive Reliability towards SLA targets
• Explore further innovation with the QR code system
• Further investigate process improvements in the repair
cycle – possibly “on-board” repair service?
• Capture all the learning for another similar project
91
TLS Sourcing – Template RFQ – Version Nov
www.alstom.com
With Alstom, preserve the environment.
Is printing this presentation really necessary?
NEW VIP PILOTS UPDATE Q&A
•
Q&A on Alan Dick Communications and Alstom Case Studies
•
Please indicate if you would like to ask a question
•
When invited to do so, please wait for Imogen to bring you the
microphone
•
Then please briefly state who you are and where you are from and
then ask your question
© 2013 Sigma Management Development Limited
93
NEW VIP PILOTS UPDATE CONCLUSIONS
Conclusions
© 2013 Sigma Management Development Limited
94
CONCLUSIONS
•
•
•
•
Cross industry collaboration is vital to deliver the volumes of
work required at the levels of efficiency necessary
We need to consider leadership behaviours and how they
influence and promote excellent collaboration – you get the
partner you deserve!
Great collaborative working requires the right culture to
enable it to flourish
So we need to consider how best to collaborate and develop a
strategy to optimise the benefits
© 2013 Sigma Management Development Limited
95
CONCLUSIONS (2)
—
By improving communication and culture between supply
chain partners , VIP can:§ Help eradicate adversarial behaviours
§ Overcome barriers and blockers and challenge processes
§ Promote innovation to work in both process and working
culture
§ Integrate supply chains by involving SMEs as well as Tier 1
suppliers
§ All of which lead to improved efficiency in terms of delivery
time as well as cost
§ Help you achieve BS11000 certification
© 2013 Sigma Management Development Limited
96
CONCLUSIONS (3)
§ But, VIP requires:-
Top-down leadership
§ A clear understanding of the workshop objectives
§ A willingness from all parties to commit to the
programme and
§ The embedding of the VIP principles across the supply
chain so that facilitated workshops become unnecessary
§ Properly used, VIP works and is a valuable tool towards
reducing costs and inefficiency through improving
relationships between supply chain partners.
§
© 2013 Sigma Management Development Limited
97
NEW VIP PILOTS UPDATE OPEN FORUM
•
Open Forum
•
Please indicate if you would like to ask a question
•
When invited to do so, please wait for Imogen to bring you the
microphone
•
Then please briefly state who you are and where you are from and
then ask your question
© 2013 Sigma Management Development Limited
98
NEW VIP PILOTS UPDATE - LUNCH
• We will now break for lunch & networking
until the event closes at 14.15
• We hope you found the day useful
• Speak to either Peter or Russell if you would
like to know more about using VIP
• Thank you
© 2013 Sigma Management Development Limited
99