Lean as a process
improvement tool for
infrastructure maintenance
Presentation by John Amoore
EFRTC Paris 4 October 2012
www.automain.eu
A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
Part One
Selection of the most appropriate method
for process improvement
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A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
Improving business performance
Companies facing increasing competition or other
external pressures frequently implement
established methods for improving business
performance
Three of the most commonly applied tools are:
o Six Sigma
o Theory of constraints
o Lean
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A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
Why has Automain selected Lean rather
than another or a combination of all
three
Although there are similar characteristics in these techniques, key
defining differences are
o Six Sigma (6s)
o problem-focused, with a view that process variation is waste. Improved
performance through statistical methods (SPC)
o Theory of Constraints (ToC)
o Understanding the weakest link (bottleneck) in the process chain
o Lean
o Elimination of all forms of waste – over processing, time, resources etc
These methods may be combined into an integrated system LSS-ToC
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A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
Why Lean is preferred
There are good reasons for selecting Lean for railway maintenance.
Mean 
Area 68.26%
One standard
deviation s
 Six sigma equates to 3.4 defectives per
million and is ideal in situations where there
is an abundance of data, mathematical tools
are appropriate and there is little process
variability
 ToC is concerned with improving the system constraint in a total
system approach
 Lean uses a visualisation approach to reduce waste and minimise
the total elapsed time for a process
Area 95.44%
-1s +1s 
-2s
-3s
+2s
+3s
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A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
Value stream map and added
value
 The value-stream map of the service we provide (infrastructure
capacity at lowest LCC) includes value-added and non-value-added
activities
 Value-added processes are those that meet three criteria
 the customer is willing to pay for it
 our action physically changes the infrastructure we work on or contributes to
its life
 it is done right the first time
 Adding value is another way of saying generating revenue
(capacity). If it doesn’t generate revenue then it must add cost,
not value
Some internet services add value at almost no cost
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A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
process cycle efficiency (PCE)
PCE = Value-Added Time / Total Elapsed Time
 A Lean process produces a PCE of 25 percent or
more. Most business processes are not Lean. One
of the main goals of Lean is to increase process
velocity. Improving PCE achieves that goal by
eliminating non-value-added activities from the
process.
 As IMs migrate towards predictive maintenance,
process velocity needs to improve
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A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
Lean plus innovation delivers
greatest benefit
maintenance process
Enter
on Plan
reduced
opportunity
for waste
possession
Return to
normal service
reduced possession
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A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
Six Sigma or Lean Thinking
LEAN THINKING
SIX SIGMA
VIEW OF WASTE
APPLICATION
TOOLS
FOCUS
Variation is waste
1.
2.
3.
4.
5.
Define
Measure
Analyse
Improve
Control
Non value added is waste
1.
2.
3.
4.
5.
Identify Value
Define Value Stream
Determine Flow
Define Pull
Improve Process
Statistics tool set
Visualization
Problem focused
Process flow focused
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A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
Lean and process variation
Will LEAN work where there is process variation?
 Let us examine a generic value stream map for
making almost any Pizza.
 The map may be a standard format having
different parameters for ingredients, cooking
temperature and cooking time
 BUT IT WILL STILL IDENTIFY PROCESS WASTE FOR ALL PIZZAS
………..however
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A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
Lean and process variation
A value stream map will identify process waste for thick and thin
base pizzas and hundreds of sizes and toppings
Stock
check
ingred
ients
Dispose
and
reorder
Prioritise
orders
……..but may
produce
a disappointing
chocolate
pudding
Preheat
oven
Form
Pizza
dough
Apply
topping
To
order
use
dusted
peel to
apply
pizza
to stone
Bake
pizza
checking
after
5 mins
Remove
pizza
when
baked
Serve
pizza
to
customer
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A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
Part Two
Process improvement in AutoMain
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A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
The approach
o to undertake Structured Observations of the
maintenance process
o to map out the maintenance and planning processes
during Value Stream Mapping (VSM) workshops,
quantification of key parameters wherever possible
(the duration of the task, the manpower required, the
probability of each step occurring right first time etc.)
o to produce a Hand Off Diagram
Lean provides an opportunity to re-connect management
with what is happening at ground level
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A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
Structured Observations
Key timings and observations were recorded, and the
utilisation of time was subsequently broken down into 5
generic tasks:
o confirmation = confirming granting of possession
o waiting = waiting for equipment to arrive
o communication = phone calls and creation of documentation
o tamping = carrying out the tamping activity
o transportation = moving of tamping equipment to location
This information was then presented in graphical format,
along with a summary of the observations made during the
course of the visit.
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A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
Value Stream Mapping (VSM) Workshops
the planning process is of equal (if not greater)
importance:
o maintenance needs to be carefully planned to avoid waste – the
overall maintenance process will only be efficient if the right
machine and staff are sent to the right location at the right time
o the move towards predictive maintenance – it is therefore
important that the maintenance planning process can react
sufficiently quickly to cope with this
It was therefore considered important to map out not only a
typical maintenance possession, but also the planning process
leading up to that possession
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A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
Findings – Structured Observations
Shift utilisation (how the tamping crews spent their time)
o confirmation
6% to 15%
o waiting
7% to 25%
o communication
1% to 10%
o transportation
17% to 21%
o tamping
42% to 50%
−a recording run prior to tamping accounted for 9% of the Network Rail
possession
−the SNCF, Trafikverket and ProRail maintenance was targeted at
specific locations within the possession, whereas the Network Rail
and DB maintenance was undertaken on a continuous length of track
−the number of concurrent processes was different between
administrations which potentially increases productivity at the cost of
extra manpower and possibility of conflicts
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A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
NNVA - Necessary
Non-Value Added
VA - Value Added
Totals (Minutes)
360
176
34
150
1. Waiting - Granting of Possession
45
45
2. Waiting - Arrival of Tamper
30
30
3. Pre-shift Brief
59% of the
Possession spent
on Non Value
Added tasks
Break down of time utilisation during
a planned 6 hour possession on 12/09/2011
4. Tamping Machine Set Up
5. Carry out 'Recording Run' 1,600 M
6. Review 'Recorded Data' and Set up Tamper
7. Tamping Operation
Total
NVA - Non-Value
Added (Waste)
Possession Utilisation
5
5
8
8
12. Tamper 'Sweep
the possession'
(approx - not seen)
11. Waiting for
permission to send
Tamper
13. Unutilised
time
2. Waiting - Arrival
of Tamper
1. Waiting Granting of
Possession
3. Pre-shift Brief
10. Paperwork
and Report
Writing
16
16
11
11
150
8. Set Tampers to Travel Positions
Utilisation of Available 'Possession Time'
4. Tamping
Machine Set Up
9. Check Results of
Track levelness
'Traces'
5. Carry out
'Recording Run'
1,600 M
150
2
2
8. Set Tampers to
Travel Positions
Objective:
9. Check Results of Track levelness 'Traces'
5
5
10. Paperwork and Report Writing
13
11. Waiting for permission to send Tamper
5
5
12. Tamper 'Sweep the possession' (approx - not seen)
30
30
13. Unutilised time
40
40
7. Tamping
Operation
6. Review
'Recorded Data' and
Set up Tamper
13
Identify the reasons – Why?
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A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
Tamping Process – Value Stream Map
Concerns and Improvement
Ideas collected from all
AutoMain Tamping Experts
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A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
Hand-Off Diagram
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A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
Tamping Process – Value Stream Map
394
Value Stream Map completed for all 5
Automain Partner Organisations
Total
Improvement
opportunities
identified
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A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
Tamping Process – Opportunities Stratified
No
Concern
Improvement Idea
114
Tamper given low priority if there is an
operational incident
115
Tamper transit route sometimes blocked
by late running trains
116
Mismatched understanding of plan
between PICOP and Signaller
Create access points closer to regularly
used signals
117
118
Planners don't take account of location of
signals in relation to access points
119
Auto PLB at standard blocking points
Stop using Detonators and PLB - Use
'Signal Protection' only
120
IN:
Ideas
Recorded
Strukton
Deutsch
Network SNCF (Sweden &
bahn
Holland)
Rail
x
x x
x
x
x
x
x
Category
Effort Benefit Rank
Standard Planning
Procedures
H
L
0
Problem and
Countermeasure
L
H
3
Training and
Communication
L
H
3
Infrastructure
Development
H
H
2
Standard Planning
Procedures
L
H
3
Standard Operating
Procedure
L
H
3
Standard Operating
Procedure
L
H
3
OUT:
- Categorisation
- Evaluation
- Project Stream
Definition
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A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
Tamping Process – Project Stream Definition
1. Planning Systems Development - Largest Opportunity
Causation
Factors
2. Data Systems Development
Key Point:
3. Standard Operations Procedures
Why – 59%
Nonare
Value
Added Tasks
Opportunities
identified:
But4. Training and Communications
Stratified
7 main
Improvements
can only be
5. Technical Development
realised through
Implementation
‘Streams’ for
development
7 High Level Project Streams Identified
6. Total Productive Maintenance (TPM)
7. Problem & Countermeasure Systems
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A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
Visualisation of Results
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A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
Ideas and suggestions – VSM Workshops
 It was suggested that frequent track recording using inservice vehicles would provide the rate of deterioration
information necessary to support a more responsive
maintenance planning process. But others suggested that
trend analysis based on the measurements currently made by
dedicated track recording trains is sufficient to predict when
maintenance will be required
 planners have a great deal of skill and experience, it was
highlighted that there are no specific software tools available to
support decisions for aligning requirements and resources
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A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
Ideas and suggestions – VSM Workshops
 It was further suggested that maintaining track to
a very high quality could reduce the overall
deterioration rates. By contrast, more than one
workshop suggested that a significant proportion of
tamping actually makes track quality worse (as much
as 25%).
This is a further case for decision support tools
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A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
Opportunities for Lean Approaches
o there was a low level of standardisation in terms of
infrastructure design (e.g. variable sleeper types
and spacing) which further complicates the
planning process
o there is considerable potential to improve the overall
Life Cycle Cost through improvements in the
planning stage and decision support tools
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A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
Conclusions
The following comments do not apply to all IMs as a number of these
practices are already in use by some companies
 There is scope to reduce the duration of possessions by employing
best practice such as using data from track recording cars to
calculate vertical and lateral alignment corrections, having multiskilled staff, and enabling adjacent lines to remain open to bidirectional traffic during maintenance.
 Technological developments that could further enhance
productivity include multi-functional high output machines capable
of recording and working in either direction, and which minimise set
up times on site
 There is scope to improve the planning of track maintenance,
and this appears to have even greater potential to reduce
overall possession times than improvements to the actual
maintenance processes and technology
www.automain.eu
A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
Conclusions
 Tamping targets based on track lengths maintained may
result in unnecessary maintenance activity
 Longevity and quality of the maintenance may be more
appropriate
 Predictive maintenance based on rate of change of track
geometry and other condition data requires a more
reactive approach with a shorter interval between
planning and implementation
 Such a targeted approach could increase ballast life,
minimise possessions and reduce costs
www.automain.eu
A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
Conclusions
 Lean thinking is an appropriate tool for investigating
process improvement for railway infrastructure
maintenance
 Process variation may be accommodated providing that
mapping is performed by a team having the necessary
knowledge to fully understand the differences, and we do
not confuse pizza with chocolate pudding
 Some IMs involved in this project are extending the
implementation of Lean thinking into other maintenance
activities
www.automain.eu
A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission
Thank you
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A Joint Research Project funded under the Seventh Framework Programme (FP7) of the European Commission