SlideShare ist ein Scribd-Unternehmen logo
20 October 2003
BAM Rail bv
Maintenance Management at BAM Rail bv
Ad de Blaaij
Vice Director
<Wijzig de datum met beeldkop en voettekst>
BAM Rail bv 2
Starting Position
Requirements created by the market
• Liberalisation of the markets through EU laws
• Increasing competition pressure as a result of the economic down
turn
• Requirements adjusted by customers
• Restructuring of contracts with ProRail
Introduction of the maintenance management at BAM Rail bv
<Wijzig de datum met beeldkop en voettekst>
BAM Rail bv 3
Starting Position
Adjusting to the requirements of the biggest customer
Fault-free
operation
Increase
in
quality
Comprehensive
services
Cost-
effective
solutions
High network
availability
The customer’s requirements determine the strategic objectives
<Wijzig de datum met beeldkop en voettekst>
BAM Rail bv 4
Projects implemented
to attain objectives
Optimisation of structures and processes
Improvement of quality, productivity; reduction of costs; higher
availability
PRIO
Increase
in
quality
Fault-free
operation
Comprehensive
of services
Cost-
effective
solutions
High
network
availability
Objectives
PRIMA
Pilot
proLean Management Consultancy Projects
<Wijzig de datum met beeldkop en voettekst>
BAM Rail bv 5
Overall concept
• Objective:
Job control of maintenance activities
• Route:
Development of standard work
methods and description in modules
Standardised findings documentation
and problem solution with modules
Harmonisation of capacities
Activities carried out in inter-
disciplinary teams
Development of an optimal job
administration process
Development of the non-paper
processing of jobs
PRIO/PRIMA Project
Geschäftsfeldlinie
Modulnummer
M odul
<=Priorität
Beschreibung des Modulinhaltes
KalkulierteZeit(Fh)
LeistungSOLL-Prozeß
Modulzeit/Einheit(Fh)
Priorität =>
I 1 Massivbau
I 1.1 M auerw erk herstellen und instandsetzen
I 1.1.1 Natursteinmauer herstellen C
M örtel herstellen, auftragen; Natursteine im Verband setzen, Zwischenräume schließen
(einschließlich Vor- und Nacharbeiten und Transport auf der Baustelle)
6 Fh/m³Quaderst. / 8
Fh/m³Bruchst. ***
I 1.1.2 Natursteinmauer instandsetzen B Instandsetzungsarbeiten, z. B. ersetzen ausgebrochener Steine, etc. 6-8 Fh/m ² *
I 1.1.3 Ziegelmauer herstellen C
M örtel herstellen, auftragen; Ziegel im Verband setzen, Zwischenräume schließen
(einschl. Vor- und Nacharbeiten) 5-6 Fh /m³ *
I 1.1.4 Ziegelmauer instandsetzen C
M örtel herstellen, auftragen; Ziegel im Verband setzen, Zwischenräume schließen
(einschließlich Vor- und Nacharbeiten und Transport auf der Baustelle) 7 Fh /m² *
I 1.1.5 M auerwerksfugen ausspitzen (Abbauhammer oder von Hand) C Fugen ausspitzen, Abbruchmaterial verladen inclusive Transport auf der Baustelle 0,5 - 1,0 Fh/m² ***
I 1.1.6 M auerwerk verfugen (Naturstein, Ziegel) B Fugenmörtel herstellen, Fugen schließen 0,75- 2,50 Fh/m² ***
I 1.1.7 M auerwerk verputzen - Sanierputzen C
Untergrund vorbereiten, Mörtel herstellen, aufbringen (einschließ lich Vor- und
Nacharbeiten und Transport auf der Baustelle) baustellenspezifisch
I 1.2
Herstellung Fertigbeton- und -stahlbetonbauteilen
(stationär)
I 1.2.1 Schalungsarbeiten (incl. ausschalen etc.)
I
1.2.1.
1 Brettschalung C
Schalung herstellen und montieren, ausschalen, reinigen, (inclusive Riegel und
Abstützung, Bretter ungehobelt/gehobelt, mit Dreikantleisten), inclusive Transport auf 1,5-2,0 Fh/m² *
I
1.2.1.
2 Fertigschalung C
Z. B. Peri-Handset montieren, ausschalen, reinigen, Abstützung herstellen, inclusive
Transport auf der Baustelle 1,0-1,5 Fh/m² *
I 1.2.2 Bew ehrung
I
1.2.2.
1 Bewehrung herstellen (Bewehrungskorb) C Bügel und Längseisen verbinden, zwischenlagern 20-40 Fh/t (10-16er Baustahl) *
I
1.2.2.
2 Bewehrung einbauen C Bewehrungskorb einbauen, anpassen, inclusive Abstandhalter baustellenspezifisch *
I 1.2.3 Betonieren
I 1.2.3 Betonieren (incl. abdecken, befeuchten) C Transportbeton mit Betonkübel (Kran) einbauen, verdichten,abziehen etc. 2-3 Fh/m³ **
I 1.2.4 Nachbehandlung
I 1.2.4 Nachbehandlung (beschichten, hydrophobieren) C Beschichtung mit Pinsel/Rolle aufbringen (eine Lage) system abhängig
I 1.3
Herstellung von Beton- und Stahlbetonbauteilen (vor
Ort)
Job
Job
Feedback
Findings sheet
<Wijzig de datum met beeldkop en voettekst>
BAM Rail bv 6
Modules are the basis for improving the maintenance process
Modulmatrix
Summe d. Tätigkeitszeiten
180
170
3535
95
20
140
30
45
9090
45
111
1212
45
0
20
40
60
80
100
120
140
160
180
200
A B C D E F G H I K L M N O P Q
Wertschöpfend
Nicht Wertschöpfend
Procedure: Modularisation
Modulnummer Modul Modulinhaltes
mitgeltende
Unterlagen /
Vorschriften
Anzahl Mitarbeiter
bzw. Maschinen,
Qualifikation
DIVA
I u. W.-
Fristen
[Monat]
IWEA
Inspektion und Wartung
Elektroenergieanlagen 50 HZ
Inspektion und Wartung
Elektroenergieanlagen 50 HZ
01.01.01
Netzers./ Akku
Zellen, Batterie_Zellen, Elektrolytstan
Prüfe Elektrolytstand des Akkumulator ggf.
nachfüllen; Besichtige Zelle
954.01
954.0107
UVV 2.10
00:02:00 / Zelle Efk 2
01.01.02 Gesamtladespannung Prüfe Gesamtladespannung
954.01
954.0107
UVV 2.10
DIN VDE 0510
00:02:00 / Akku Efk 2
01.01.03 Kraftstoffleitung
Prüfe Kraftstoffleitungen auf Dichtheit,
Kraftstoffvorrat, Schmieröl u. Kühlwasser,
Besichtige Zustand Zu-, Abluft-
und Abgasführung
Betriebs- und Wartungs-
anleitung des
Herstellers
00:06:00 / Anlage
Elektrotechnisch
unterwiesene Person
2
01.01.04 Anlagenprobelauf;1 Std.
Führe Probelauf durch, 1 Std. gemäß
Herstellerangaben
Betriebs- und Wartungs-
anleitung des
Herstellers
00:30:00 / Anlage
Elektrofachkraft;
unterwiesene Person
2
01.01.06 Filter Reinige Filtereinsätze, ggf. wechseln
Betriebs- und Wartungs-
anleitung des
Herstellers
00:12:00 / Anlage unterwiesene Person 12
01.01.07 Schmierstellen Schmiere Schmierstellen ab
Betriebs- und Wartungs-
anleitung des
Herstellers
00:05:00 / Anlage
Elektrotechnisch
unterwiesene Person
6
Entwässere Abgasanlage,
Prüfe Zustand Keilriemen
01.01.09 USV-Raum Reinige Netzersatzraum
954.01
954.0107
UVV 2.10
00:03:00 / m2
Elektrotechnisch
unterwiesene Person
12
01.01.10 Ueberwachung Prüfe Funktion Überwachungen
954.01
954.0107
UVV 2.10
00:20:00 / Anlage Efk 12
01.01.11 Kommutator
Prüfe Zustand des Kommutators bzw.
Schleifringe u. der Kohlenbürsten;
Kommutator bzw. Schleifringe reinigen, ggf
Kohlebürsten erneuern
954.01
954.0107
UVV 2.10
00:30:00 / Anlage Efk 48
Elektrotechnisch
unterwiesene Person
12
Modulzeit /
Einheit in Fh /
Einheit
(Format:hh:mm:ss)
01.01.08 Abgasanlage
Betriebs- und Wartungs-
anleitung des
00:10:00
Identify modules
Record modules, audit
Evaluate audits
Optimise modules
Create module matrix
Continuous improvement process
Introduce modules
PRIO Project
<Wijzig de datum met beeldkop en voettekst>
BAM Rail bv 7
PRIO Project
Findings and problem solving catalogue
• Definition of findings based on damage
symptoms
Sleeper broken or decomposing
• Agreement of the definitions among
group of experts
• Setup of a coding system for sorting the
findings
G BN SP DWL ____ 205
• Acceptance of the coding system for
the developed modules
H BN SP DWL DBHM010
• Assignment of the individual modules to
the findings
<Wijzig de datum met beeldkop en voettekst>
BAM Rail bv 8
PRIO Project
Example of findings and problem solutions for broken or decomposing
sleepers
Interpretation-free feedback of findings and solutions
Spoor
Dwarsligger
G BN SP DWL ____ 205 Dwarsligger: gescheurd, gebroken, verrot
H BN SP DWL HOHE 010 Steken 1xhouten bewapende dwarsligger met dehand stuk 0034
H BN SP DWL DBHM 010 Steken 1xhouten bewapende dubbelligger met de hand stuk 0035
H BN SP DWL HOHM 010
Stekenmeerdere houtenbewapende dwarsliggers met de
hand
stuk 0036
H BN SP DWL MDVH 010
Steken houten bewapende dwarsliggers met eenKROL's
en een MDVbak
stuk 0037
H BN SP DWL BEHM 010 Steken 1xeen betonnen dwarsligger met de hand stuk 0038
H BN SP DWL BEMA 010 Steken 1xeen betonnen dwarsligger met de KROL's stuk 0039
<Wijzig de datum met beeldkop en voettekst>
BAM Rail bv 9
• Employee resource-specific layout of
the schedules
• Inspections and repairs are carried out
separately from one another
• Differrent start dates for schedules
• Inspections of various items at one
location are carried out separately
• The maintenance strategy is
independent of the line standard
• Absence of capacity balancing
121110987654321
100%
Months
Capacities
Job congestion
LST:03/9
9
LST:05/99
LST:07/99
Fb:10/99
50Hz:12/9
9
LST:09/
99 50
Hz:11/99
LST:04/99
LST:08/9
9
Fb:09/99
Unneccessary complexity creates high expenses with regard to travel
and communiting times and a low utilization of employee capacities
Schedule planning Starting position
PRIO Project
<Wijzig de datum met beeldkop en voettekst>
BAM Rail bv 10
• Integration of employee resources at
the items for
Inspection and maintenance
Immediate repair
• Capacity balancing
Harmonisation of the schedules
Equal distribution of the schedules
• Requirement-oriented capacity
planning
• Line-oriented maintenance
Points :10/99
Signal 08/99
121110987654321
100%
Months
Capacities
Capacity balancing Current situation
Inspection and servicing as fixed planable activities of the
maintenance
PRIO Project
<Wijzig de datum met beeldkop en voettekst>
BAM Rail bv 11
Setup of interdisciplinary teams: employee approach
• Employee approach
1 Chief fitter, signal service
1 Fitter, signal service
1 Fitter, track
• Additional employees for safety
(according to locality)
• Vehicle, tools, equipment,
materials
VW LT 35
Tools according to content of the
inspection
Points, signals and level crossings
Equipment
Impact wrench, grinding machine,
measuring equipment etc.
PRIO Project
<Wijzig de datum met beeldkop en voettekst>
BAM Rail bv 12
PRIO Project
Modules as basis of the planable maintenance
• Analysis capacity of the infrastructure status
with standardised findings report
with standardised work assignments with modules
• Option of analysing the effect of the activity carried out
• Recording the environment of the immediate repair with modules
• Derivation of further maintenance measures from accumulation of
findings
Inspection and servicing as basis of the maintenance
<Wijzig de datum met beeldkop en voettekst>
BAM Rail bv 13
Inspection and servicing as basis of the maintenance
• Faults are actively taken into
account as they occur
• Batch maintenance activities can be
planned on a monthly basis and
provide a balanced capacity
utilization
• Repair work, projects, new
construction, large section change
and use of large machinery can be
planned on an annual basis
• Inspection, maintenance and small
repairs can be planned as fixed
Isolation of fault clearance from inspection, repair and projects
PRIO/PRIMA Project
Capacity
100%
Time
Inspection + smaller repairs
Major repairs + projects
Batch activities
Fault clearances
80%
20%
<Wijzig de datum met beeldkop en voettekst>
BAM Rail bv 14
PRIMA Project
Clear-cut planning of the inspection and maintenance
• Setting up dedicated inspection teams
Team 1: Points, signals and level crossings
Team 2: Visual control of the tracks and points
Team 3: Automatic train-stopping systems
• Creation of an automatic maintenance planning
• Positioning of all items to be examined
• Recording of measuring values and findings for the items
• Recording of fault reports
• Creation of follow-on jobs for repairing
Implementation of the modules and processes in an EDP system
<Wijzig de datum met beeldkop en voettekst>
BAM Rail bv 15
PRIMA Project
Approach
• Elaboration of the experienced current
processes with all process participants
Team leader
Planning engineer
Maintenance engineer
Planner
• Clarification of the difference between
Push principle of the job planning
Pull principle of the job planning
• Analysis of the current process
What goes wrong?
Why does it go wrong?
How can it be improved?
• Improvement points as approach for the
new process in the pull principle
1.
2.
<Wijzig de datum met beeldkop en voettekst>
BAM Rail bv 16
New job administration process
• Monthly job packages from the
system
• Weekly job queue and staff
assignment by the team leader
• Daily planning of fault clearance and
repairs
• Carrying out activities in
interdisciplinary teams
• Standardised recording of findings
and problem solving with modules
• Daily feedback of the activities
carried out
• Automatic creation of follow-on jobs
No activity without job
PRIMA Project
Geschäftsfeldlinie
Modulnummer
M odul
<=Priorität
Be schre ibung de s M odulinha lte s
KalkulierteZeit(Fh)
LeistungSOLL-Prozeß
Modulzeit/Einheit(Fh)
P rioritä t = >
I 1 M ass iv ba u
I 1.1 M a ue rw e rk he rste lle n und insta ndse tz e n
I 1.1.1 N aturs teinm auer hers tellen C
M örtel hers tellen, auftragen; N aturs teine im V erband s etzen, Zw isc henräum e sc hließ en
(eins c hließ lich V or- und N ac harbeiten und Trans port auf der Baus telle)
6 Fh/m ³Q uaders t. / 8
Fh/m ³Bruc hs t. ***
I 1.1.2 N aturs teinm auer ins tands etz en B Ins tands etz ungs arbeiten, z . B. ers etz en ausgebroc hener Steine, etc. 6-8 Fh/m ² *
I 1.1.3 Ziegelm auer hers tellen C
M örtel hers tellen, auftragen; Ziegel im V erband setzen, Zw isc henräum e sc hließ en
(eins c hl. V or- und N ac harbeiten) 5-6 Fh /m ³ *
I 1.1.4 Ziegelm auer ins tands etzen C
M örtel hers tellen, auftragen; Ziegel im V erband setzen, Zw isc henräum e sc hließ en
(eins c hließ lich V or- und N ac harbeiten und Trans port auf der Baus telle) 7 Fh /m ² *
I 1.1.5 M auerwerk s fugen aus spitzen (A bbauham m er oder von Hand) C Fugen auss pitz en, Abbruchm aterial verladen inclus ive Trans port auf der Baus telle 0,5 - 1,0 Fh/m ² ***
I 1.1.6 M auerwerk verfugen (N aturstein, Ziegel) B Fugenm örtel herstellen, Fugen s chließ en 0,75- 2,50 Fh/m ² ***
I 1.1.7 M auerwerk verputz en - Sanierputz en C
U ntergrund vorbereiten, M örtel herstellen, aufbringen (eins c hließ lich Vor- und
N ac harbeiten und Trans port auf der Baus telle) baus tellens pez ifis c h
I 1.2
H e rste llung Fe rtigbe ton- und -sta hlbe tonba ute ile n
(sta tionä r)
I 1.2.1 S cha lungsa rbe ite n (incl. a usscha le n e tc.)
I
1.2.1.
1 B retts chalung C
S chalung hers tellen und m ontieren, auss c halen, reinigen, (inc lusive Riegel und
A bs tützung, B retter ungehobelt/gehobelt, m it Dreikantleis ten), inclus ive Trans port auf 1,5-2,0 Fh/m ² *
I
1.2.1.
2 Fertigsc halung C
Z. B. P eri-Handset m ontieren, auss c halen, reinigen, A bs tütz ung hers tellen, inc lusive
Transport auf der B aus telle 1,0-1,5 Fh/m ² *
I 1.2.2 B e w e hrung
I
1.2.2.
1 B ew ehrung herstellen (Bewehrungs korb) C B ügel und Längs eisen verbinden, z wis c henlagern 20-40 Fh/t (10-16er Baus tahl) *
I
1.2.2.
2 B ew ehrung einbauen C B ew ehrungs k orb einbauen, anpas sen, inc lusive A bs tandhalter baus tellenspez ifis c h *
I 1.2.3 B e tonie re n
I 1.2.3 B etonieren (inc l. abdeck en, befeuchten) C Transportbeton m it B etonk übel (Kran) einbauen, verdic hten,abz iehen etc . 2-3 Fh/m ³ **
I 1.2.4 N a chbe ha ndlung
I 1.2.4 N ac hbehandlung (besc hichten, hy drophobieren) C B es c hic htung m it Pins el/Rolle aufbringen (eine Lage) s y stem abhängig
I 1.3
H e rste llung von Be ton- und S ta hlbe tonba ute ile n (vor
O rt)
Job
Job
Feedback
Findings sheet
<Wijzig de datum met beeldkop en voettekst>
BAM Rail bv 17
PRIMA Project
Job administration with MAXIMO mobile support
• Jobs are assigned by the team
leader to a handheld
• The handheld is synchronised daily
with the system
• The jobs are processed by the team
Registering of measuring values
for the item
Recording of findings at item level
Assigning of a solution to the
findings
Creation of a new job from solution
and item
Follow-on jobs can also be carried
out immediately
Recording of work times
<Wijzig de datum met beeldkop en voettekst>
BAM Rail bv 18
Pilot
Implementation of a Pilot In Eindhoven/Boxtel
• Reasons for selection of the area
The modules were developed here
The job administration process was set up here
The items are mapped out up to 95% in the EDP system
Interdisciplinary teams have already been in operation for a year
Harmonisation of capacities carried out
Isolation of fault clearance and inspection carried out
The area is easily distinguished when compared with the old
organisation
• Objectives
Introduction of the new job administration process
Introduction of processing of jobs with handheld
Reduction of costs
Reduction of faults
Improvement in quality and availability
<Wijzig de datum met beeldkop en voettekst>
BAM Rail bv 19
Pilot
Implementation
• Planning of all activities in the Maximo
EDP system
• Monitoring of capacities
Number of hours of available personnel
for special functions
Work train driver
Grinder
Welder
• Planning of track possession according
to scope of the work
Planning with modules
Minimum time and scope of the track
possession defined
Application for maximum track possession
time
Remainder time filled in with other low
priority jobs
<Wijzig de datum met beeldkop en voettekst>
BAM Rail bv 20
Pilot
Results of the Pilot
• Reduction of costs by more than 30 %
• Reduction of influential faults by 10%
• Increase in employee productivity with job control: 15%
• Reduction in travel and commuting times with fine planning of the jobs
• Requirements catalogue for bordering processes
Logistics and warehousing
Maintenance management
Controlling
• Requirements catalogue for organisation
<Wijzig de datum met beeldkop en voettekst>
BAM Rail bv 21
Projekt PRIMA
Results
• Reduction of interfaces from 13 to 6
• Reduction of the involved process participants from 17 to 4
• Integrated process with one system
• Paperless handling of inspection orders
• Reduction of complexity in planning processes by 50%
• Reduction of administrative personnel by 50% (long dated)
• 80% less failings in the order processing
<Wijzig de datum met beeldkop en voettekst>
BAM Rail bv 22
Fruther Procedure
Further development at BAM Rail bv
• Adjustment of organisation for
supporting the new process
• Roll out of the operating mode over all
support points
Eindhoven
Rotterdam
• Adjustment of bordering processes to
the production process
Logistics and warehousing
Maintenance management
Controlling
<Wijzig de datum met beeldkop en voettekst>
BAM Rail bv 23
Overview of further steps
Further Procedure
Organisation
-Development
-Implementation
Roll out
-Preparation
-Area 1
-Area 2
Roll out: other technology
-Create modules
-Add items
Other processes
-Logistics
-Maintenance management
-Controlling
2003 2004 2005
Transfer to
continuous
improvement
process

Weitere ähnliche Inhalte

Andere mochten auch

The Service Factory
The Service Factory   The Service Factory
The Service Factory
Lean Enterprise Academy
 
Enterprise Value Stream
Enterprise Value Stream Enterprise Value Stream
Enterprise Value Stream
Lean Enterprise Academy
 
Taking Lean to the Enterprise
Taking Lean to the EnterpriseTaking Lean to the Enterprise
Taking Lean to the Enterprise
Lean Enterprise Academy
 
Redesigning a Maintenance System
Redesigning a Maintenance System Redesigning a Maintenance System
Redesigning a Maintenance System
Lean Enterprise Academy
 
Systems Thinking for Service Organisations
Systems Thinking for Service OrganisationsSystems Thinking for Service Organisations
Systems Thinking for Service Organisations
Lean Enterprise Academy
 
The Scale of the Lean Service Opportunity
The Scale of the Lean Service OpportunityThe Scale of the Lean Service Opportunity
The Scale of the Lean Service Opportunity
Lean Enterprise Academy
 
Lean system design
Lean system designLean system design
Lean system design
Lean Enterprise Academy
 
Home Housing
Home HousingHome Housing
The Path to the Lean City - Methods and Best Practices
The Path to the Lean City - Methods and Best Practices The Path to the Lean City - Methods and Best Practices
The Path to the Lean City - Methods and Best Practices
Lean Enterprise Academy
 
Housing Repairs
Housing RepairsHousing Repairs
Housing Repairs
Lean Enterprise Academy
 
Lean in Offices, Hospitals, Planes and Trains
Lean in Offices, Hospitals, Planes and TrainsLean in Offices, Hospitals, Planes and Trains
Lean in Offices, Hospitals, Planes and Trains
Lean Enterprise Academy
 
Case Study of Herrestad Clinic, Sweden
Case Study of Herrestad Clinic, SwedenCase Study of Herrestad Clinic, Sweden
Case Study of Herrestad Clinic, Sweden
Lean Enterprise Academy
 
Learning to Sense and Respond - the Fujitsu Service Case
Learning to Sense and Respond - the Fujitsu Service CaseLearning to Sense and Respond - the Fujitsu Service Case
Learning to Sense and Respond - the Fujitsu Service Case
Lean Enterprise Academy
 
Changing a Public Sector Agency
Changing a Public Sector AgencyChanging a Public Sector Agency
Changing a Public Sector Agency
Lean Enterprise Academy
 
Insuring Lean Operations - How JPF Learned to be Lean
Insuring Lean Operations - How JPF Learned to be LeanInsuring Lean Operations - How JPF Learned to be Lean
Insuring Lean Operations - How JPF Learned to be Lean
Lean Enterprise Academy
 
Value Stream Management for Lean Healthcare
Value Stream Management for Lean Healthcare Value Stream Management for Lean Healthcare
Value Stream Management for Lean Healthcare
Lean Enterprise Academy
 

Andere mochten auch (16)

The Service Factory
The Service Factory   The Service Factory
The Service Factory
 
Enterprise Value Stream
Enterprise Value Stream Enterprise Value Stream
Enterprise Value Stream
 
Taking Lean to the Enterprise
Taking Lean to the EnterpriseTaking Lean to the Enterprise
Taking Lean to the Enterprise
 
Redesigning a Maintenance System
Redesigning a Maintenance System Redesigning a Maintenance System
Redesigning a Maintenance System
 
Systems Thinking for Service Organisations
Systems Thinking for Service OrganisationsSystems Thinking for Service Organisations
Systems Thinking for Service Organisations
 
The Scale of the Lean Service Opportunity
The Scale of the Lean Service OpportunityThe Scale of the Lean Service Opportunity
The Scale of the Lean Service Opportunity
 
Lean system design
Lean system designLean system design
Lean system design
 
Home Housing
Home HousingHome Housing
Home Housing
 
The Path to the Lean City - Methods and Best Practices
The Path to the Lean City - Methods and Best Practices The Path to the Lean City - Methods and Best Practices
The Path to the Lean City - Methods and Best Practices
 
Housing Repairs
Housing RepairsHousing Repairs
Housing Repairs
 
Lean in Offices, Hospitals, Planes and Trains
Lean in Offices, Hospitals, Planes and TrainsLean in Offices, Hospitals, Planes and Trains
Lean in Offices, Hospitals, Planes and Trains
 
Case Study of Herrestad Clinic, Sweden
Case Study of Herrestad Clinic, SwedenCase Study of Herrestad Clinic, Sweden
Case Study of Herrestad Clinic, Sweden
 
Learning to Sense and Respond - the Fujitsu Service Case
Learning to Sense and Respond - the Fujitsu Service CaseLearning to Sense and Respond - the Fujitsu Service Case
Learning to Sense and Respond - the Fujitsu Service Case
 
Changing a Public Sector Agency
Changing a Public Sector AgencyChanging a Public Sector Agency
Changing a Public Sector Agency
 
Insuring Lean Operations - How JPF Learned to be Lean
Insuring Lean Operations - How JPF Learned to be LeanInsuring Lean Operations - How JPF Learned to be Lean
Insuring Lean Operations - How JPF Learned to be Lean
 
Value Stream Management for Lean Healthcare
Value Stream Management for Lean Healthcare Value Stream Management for Lean Healthcare
Value Stream Management for Lean Healthcare
 

Ähnlich wie Maintenance Management at Bam Rail BV

richtlinien_brueckenbau.43432555555221121^2
richtlinien_brueckenbau.43432555555221121^2richtlinien_brueckenbau.43432555555221121^2
richtlinien_brueckenbau.43432555555221121^2
tarekahmad14
 
Kranbau Köthen - Flyer Service und Modernisierung - Deutsch
Kranbau Köthen - Flyer Service und Modernisierung - DeutschKranbau Köthen - Flyer Service und Modernisierung - Deutsch
Kranbau Köthen - Flyer Service und Modernisierung - Deutsch
Kranbau Köthen GmbH
 
Kanban.pdf
Kanban.pdfKanban.pdf
Kanban.pdf
HasanAKAR10
 
2015 01-26 cv-stefan-grabe_de_e-signed
2015 01-26 cv-stefan-grabe_de_e-signed2015 01-26 cv-stefan-grabe_de_e-signed
2015 01-26 cv-stefan-grabe_de_e-signed
Stefan Grabe
 
Praesentation stadion
Praesentation stadionPraesentation stadion
Praesentation stadionJenapolis
 
Klöckner & Co - Willkommen bei Becker Stahl-Service 2010
Klöckner & Co - Willkommen bei Becker Stahl-Service 2010Klöckner & Co - Willkommen bei Becker Stahl-Service 2010
Klöckner & Co - Willkommen bei Becker Stahl-Service 2010Klöckner & Co SE
 
Profil b&b de @
Profil b&b de @Profil b&b de @
Profil b&b de @EUROPAGES
 
Präsentation Dichtheitsprüfung - Maximilian Ortner
Präsentation Dichtheitsprüfung - Maximilian OrtnerPräsentation Dichtheitsprüfung - Maximilian Ortner
Präsentation Dichtheitsprüfung - Maximilian Ortner
srb-offsetdruck
 
TestReport 936 21242490B - Bericht über die Ergänzungsprüfung
TestReport 936  21242490B - Bericht über die ErgänzungsprüfungTestReport 936  21242490B - Bericht über die Ergänzungsprüfung
TestReport 936 21242490B - Bericht über die Ergänzungsprüfung
LudmilIvanov4
 
Kranbau Köthen - Flyer Service und Modernisierung - Deutsch
Kranbau Köthen - Flyer Service und Modernisierung - DeutschKranbau Köthen - Flyer Service und Modernisierung - Deutsch
Kranbau Köthen - Flyer Service und Modernisierung - Deutsch
Kranbau Köthen GmbH
 
Kranbau Köthen - Firmenpräsentation
Kranbau Köthen - FirmenpräsentationKranbau Köthen - Firmenpräsentation
Kranbau Köthen - Firmenpräsentation
Kranbau Köthen GmbH
 
Nachhaltigkeit – von Strategie bis Best-Practice
Nachhaltigkeit – von Strategie bis Best-PracticeNachhaltigkeit – von Strategie bis Best-Practice
Nachhaltigkeit – von Strategie bis Best-Practice
Lean Knowledge Base UG
 
WelsStrom Kraftwerk Traunleiten 2.0
WelsStrom Kraftwerk Traunleiten 2.0WelsStrom Kraftwerk Traunleiten 2.0
WelsStrom Kraftwerk Traunleiten 2.0
itandtel
 
Verbund Fertigteil-Bauweise
Verbund Fertigteil-BauweiseVerbund Fertigteil-Bauweise
Verbund Fertigteil-Bauweise
dinomasch
 
Grob informiert 2019
Grob informiert 2019Grob informiert 2019
Grob informiert 2019
Möschle Thomas
 

Ähnlich wie Maintenance Management at Bam Rail BV (15)

richtlinien_brueckenbau.43432555555221121^2
richtlinien_brueckenbau.43432555555221121^2richtlinien_brueckenbau.43432555555221121^2
richtlinien_brueckenbau.43432555555221121^2
 
Kranbau Köthen - Flyer Service und Modernisierung - Deutsch
Kranbau Köthen - Flyer Service und Modernisierung - DeutschKranbau Köthen - Flyer Service und Modernisierung - Deutsch
Kranbau Köthen - Flyer Service und Modernisierung - Deutsch
 
Kanban.pdf
Kanban.pdfKanban.pdf
Kanban.pdf
 
2015 01-26 cv-stefan-grabe_de_e-signed
2015 01-26 cv-stefan-grabe_de_e-signed2015 01-26 cv-stefan-grabe_de_e-signed
2015 01-26 cv-stefan-grabe_de_e-signed
 
Praesentation stadion
Praesentation stadionPraesentation stadion
Praesentation stadion
 
Klöckner & Co - Willkommen bei Becker Stahl-Service 2010
Klöckner & Co - Willkommen bei Becker Stahl-Service 2010Klöckner & Co - Willkommen bei Becker Stahl-Service 2010
Klöckner & Co - Willkommen bei Becker Stahl-Service 2010
 
Profil b&b de @
Profil b&b de @Profil b&b de @
Profil b&b de @
 
Präsentation Dichtheitsprüfung - Maximilian Ortner
Präsentation Dichtheitsprüfung - Maximilian OrtnerPräsentation Dichtheitsprüfung - Maximilian Ortner
Präsentation Dichtheitsprüfung - Maximilian Ortner
 
TestReport 936 21242490B - Bericht über die Ergänzungsprüfung
TestReport 936  21242490B - Bericht über die ErgänzungsprüfungTestReport 936  21242490B - Bericht über die Ergänzungsprüfung
TestReport 936 21242490B - Bericht über die Ergänzungsprüfung
 
Kranbau Köthen - Flyer Service und Modernisierung - Deutsch
Kranbau Köthen - Flyer Service und Modernisierung - DeutschKranbau Köthen - Flyer Service und Modernisierung - Deutsch
Kranbau Köthen - Flyer Service und Modernisierung - Deutsch
 
Kranbau Köthen - Firmenpräsentation
Kranbau Köthen - FirmenpräsentationKranbau Köthen - Firmenpräsentation
Kranbau Köthen - Firmenpräsentation
 
Nachhaltigkeit – von Strategie bis Best-Practice
Nachhaltigkeit – von Strategie bis Best-PracticeNachhaltigkeit – von Strategie bis Best-Practice
Nachhaltigkeit – von Strategie bis Best-Practice
 
WelsStrom Kraftwerk Traunleiten 2.0
WelsStrom Kraftwerk Traunleiten 2.0WelsStrom Kraftwerk Traunleiten 2.0
WelsStrom Kraftwerk Traunleiten 2.0
 
Verbund Fertigteil-Bauweise
Verbund Fertigteil-BauweiseVerbund Fertigteil-Bauweise
Verbund Fertigteil-Bauweise
 
Grob informiert 2019
Grob informiert 2019Grob informiert 2019
Grob informiert 2019
 

Mehr von Lean Enterprise Academy

Uk lean summit 2015 lean transformation developing the capability to improv...
Uk lean summit 2015   lean transformation developing the capability to improv...Uk lean summit 2015   lean transformation developing the capability to improv...
Uk lean summit 2015 lean transformation developing the capability to improv...
Lean Enterprise Academy
 
What have we learnt about Lean?
What have we learnt about Lean?What have we learnt about Lean?
What have we learnt about Lean?
Lean Enterprise Academy
 
Lean green stream in surgery
Lean green stream in surgery  Lean green stream in surgery
Lean green stream in surgery
Lean Enterprise Academy
 
The Basics of Oobeya by Sharon Tanner and Takashi Tanaka
The Basics of Oobeya by Sharon Tanner and Takashi TanakaThe Basics of Oobeya by Sharon Tanner and Takashi Tanaka
The Basics of Oobeya by Sharon Tanner and Takashi Tanaka
Lean Enterprise Academy
 
Building a Lean Management System by Daniel T Jones
Building a Lean Management System by Daniel T JonesBuilding a Lean Management System by Daniel T Jones
Building a Lean Management System by Daniel T Jones
Lean Enterprise Academy
 
Toyota Management System by Takashi Tanaka and Sharon Tanner
Toyota Management System by Takashi Tanaka and Sharon TannerToyota Management System by Takashi Tanaka and Sharon Tanner
Toyota Management System by Takashi Tanaka and Sharon Tanner
Lean Enterprise Academy
 
How to develop managers able to lean and sustain end to-end value streams
How to develop managers able to lean and sustain end to-end value streamsHow to develop managers able to lean and sustain end to-end value streams
How to develop managers able to lean and sustain end to-end value streams
Lean Enterprise Academy
 
Rethinking IT service delivery
Rethinking IT service deliveryRethinking IT service delivery
Rethinking IT service delivery
Lean Enterprise Academy
 
Lean Lessons from Three Healthcare Systems
Lean Lessons from Three Healthcare SystemsLean Lessons from Three Healthcare Systems
Lean Lessons from Three Healthcare Systems
Lean Enterprise Academy
 
Delivering Results in Healthcare by Marc Baker, Ian Taylor and Dr Paul Jarvis
Delivering Results in Healthcare by Marc Baker, Ian Taylor and Dr Paul JarvisDelivering Results in Healthcare by Marc Baker, Ian Taylor and Dr Paul Jarvis
Delivering Results in Healthcare by Marc Baker, Ian Taylor and Dr Paul Jarvis
Lean Enterprise Academy
 
Leading a Lean Turnaround Workshop by Art Byrne
Leading a Lean Turnaround Workshop by Art ByrneLeading a Lean Turnaround Workshop by Art Byrne
Leading a Lean Turnaround Workshop by Art Byrne
Lean Enterprise Academy
 
Introduction to Lean leadership Masterclass by David Brunt
Introduction to Lean leadership Masterclass by David BruntIntroduction to Lean leadership Masterclass by David Brunt
Introduction to Lean leadership Masterclass by David Brunt
Lean Enterprise Academy
 
Implementing the Lean Turnaround Masterclass by Art Byrne
Implementing the Lean Turnaround Masterclass by Art ByrneImplementing the Lean Turnaround Masterclass by Art Byrne
Implementing the Lean Turnaround Masterclass by Art Byrne
Lean Enterprise Academy
 
Lean in new Product Development by Jim Morgan
Lean in new Product Development by Jim MorganLean in new Product Development by Jim Morgan
Lean in new Product Development by Jim Morgan
Lean Enterprise Academy
 
Leadership Lessons from Sports Coaching by Dr Peter Treadwell
Leadership Lessons from Sports Coaching by Dr Peter TreadwellLeadership Lessons from Sports Coaching by Dr Peter Treadwell
Leadership Lessons from Sports Coaching by Dr Peter Treadwell
Lean Enterprise Academy
 
A3 Thinking Masterclass by John Kiff
A3 Thinking Masterclass by John KiffA3 Thinking Masterclass by John Kiff
A3 Thinking Masterclass by John Kiff
Lean Enterprise Academy
 
Policy Deployment
Policy DeploymentPolicy Deployment
Policy Deployment
Lean Enterprise Academy
 
Lean Leadership for Executives: Initial findings from LGN Research
Lean Leadership for Executives: Initial findings from LGN ResearchLean Leadership for Executives: Initial findings from LGN Research
Lean Leadership for Executives: Initial findings from LGN Research
Lean Enterprise Academy
 
Why Responsiveness Matters
Why Responsiveness Matters   Why Responsiveness Matters
Why Responsiveness Matters
Lean Enterprise Academy
 
The Beginners Guide to Lean
The Beginners Guide to LeanThe Beginners Guide to Lean
The Beginners Guide to Lean
Lean Enterprise Academy
 

Mehr von Lean Enterprise Academy (20)

Uk lean summit 2015 lean transformation developing the capability to improv...
Uk lean summit 2015   lean transformation developing the capability to improv...Uk lean summit 2015   lean transformation developing the capability to improv...
Uk lean summit 2015 lean transformation developing the capability to improv...
 
What have we learnt about Lean?
What have we learnt about Lean?What have we learnt about Lean?
What have we learnt about Lean?
 
Lean green stream in surgery
Lean green stream in surgery  Lean green stream in surgery
Lean green stream in surgery
 
The Basics of Oobeya by Sharon Tanner and Takashi Tanaka
The Basics of Oobeya by Sharon Tanner and Takashi TanakaThe Basics of Oobeya by Sharon Tanner and Takashi Tanaka
The Basics of Oobeya by Sharon Tanner and Takashi Tanaka
 
Building a Lean Management System by Daniel T Jones
Building a Lean Management System by Daniel T JonesBuilding a Lean Management System by Daniel T Jones
Building a Lean Management System by Daniel T Jones
 
Toyota Management System by Takashi Tanaka and Sharon Tanner
Toyota Management System by Takashi Tanaka and Sharon TannerToyota Management System by Takashi Tanaka and Sharon Tanner
Toyota Management System by Takashi Tanaka and Sharon Tanner
 
How to develop managers able to lean and sustain end to-end value streams
How to develop managers able to lean and sustain end to-end value streamsHow to develop managers able to lean and sustain end to-end value streams
How to develop managers able to lean and sustain end to-end value streams
 
Rethinking IT service delivery
Rethinking IT service deliveryRethinking IT service delivery
Rethinking IT service delivery
 
Lean Lessons from Three Healthcare Systems
Lean Lessons from Three Healthcare SystemsLean Lessons from Three Healthcare Systems
Lean Lessons from Three Healthcare Systems
 
Delivering Results in Healthcare by Marc Baker, Ian Taylor and Dr Paul Jarvis
Delivering Results in Healthcare by Marc Baker, Ian Taylor and Dr Paul JarvisDelivering Results in Healthcare by Marc Baker, Ian Taylor and Dr Paul Jarvis
Delivering Results in Healthcare by Marc Baker, Ian Taylor and Dr Paul Jarvis
 
Leading a Lean Turnaround Workshop by Art Byrne
Leading a Lean Turnaround Workshop by Art ByrneLeading a Lean Turnaround Workshop by Art Byrne
Leading a Lean Turnaround Workshop by Art Byrne
 
Introduction to Lean leadership Masterclass by David Brunt
Introduction to Lean leadership Masterclass by David BruntIntroduction to Lean leadership Masterclass by David Brunt
Introduction to Lean leadership Masterclass by David Brunt
 
Implementing the Lean Turnaround Masterclass by Art Byrne
Implementing the Lean Turnaround Masterclass by Art ByrneImplementing the Lean Turnaround Masterclass by Art Byrne
Implementing the Lean Turnaround Masterclass by Art Byrne
 
Lean in new Product Development by Jim Morgan
Lean in new Product Development by Jim MorganLean in new Product Development by Jim Morgan
Lean in new Product Development by Jim Morgan
 
Leadership Lessons from Sports Coaching by Dr Peter Treadwell
Leadership Lessons from Sports Coaching by Dr Peter TreadwellLeadership Lessons from Sports Coaching by Dr Peter Treadwell
Leadership Lessons from Sports Coaching by Dr Peter Treadwell
 
A3 Thinking Masterclass by John Kiff
A3 Thinking Masterclass by John KiffA3 Thinking Masterclass by John Kiff
A3 Thinking Masterclass by John Kiff
 
Policy Deployment
Policy DeploymentPolicy Deployment
Policy Deployment
 
Lean Leadership for Executives: Initial findings from LGN Research
Lean Leadership for Executives: Initial findings from LGN ResearchLean Leadership for Executives: Initial findings from LGN Research
Lean Leadership for Executives: Initial findings from LGN Research
 
Why Responsiveness Matters
Why Responsiveness Matters   Why Responsiveness Matters
Why Responsiveness Matters
 
The Beginners Guide to Lean
The Beginners Guide to LeanThe Beginners Guide to Lean
The Beginners Guide to Lean
 

Maintenance Management at Bam Rail BV

  • 1. 20 October 2003 BAM Rail bv Maintenance Management at BAM Rail bv Ad de Blaaij Vice Director
  • 2. <Wijzig de datum met beeldkop en voettekst> BAM Rail bv 2 Starting Position Requirements created by the market • Liberalisation of the markets through EU laws • Increasing competition pressure as a result of the economic down turn • Requirements adjusted by customers • Restructuring of contracts with ProRail Introduction of the maintenance management at BAM Rail bv
  • 3. <Wijzig de datum met beeldkop en voettekst> BAM Rail bv 3 Starting Position Adjusting to the requirements of the biggest customer Fault-free operation Increase in quality Comprehensive services Cost- effective solutions High network availability The customer’s requirements determine the strategic objectives
  • 4. <Wijzig de datum met beeldkop en voettekst> BAM Rail bv 4 Projects implemented to attain objectives Optimisation of structures and processes Improvement of quality, productivity; reduction of costs; higher availability PRIO Increase in quality Fault-free operation Comprehensive of services Cost- effective solutions High network availability Objectives PRIMA Pilot proLean Management Consultancy Projects
  • 5. <Wijzig de datum met beeldkop en voettekst> BAM Rail bv 5 Overall concept • Objective: Job control of maintenance activities • Route: Development of standard work methods and description in modules Standardised findings documentation and problem solution with modules Harmonisation of capacities Activities carried out in inter- disciplinary teams Development of an optimal job administration process Development of the non-paper processing of jobs PRIO/PRIMA Project Geschäftsfeldlinie Modulnummer M odul <=Priorität Beschreibung des Modulinhaltes KalkulierteZeit(Fh) LeistungSOLL-Prozeß Modulzeit/Einheit(Fh) Priorität => I 1 Massivbau I 1.1 M auerw erk herstellen und instandsetzen I 1.1.1 Natursteinmauer herstellen C M örtel herstellen, auftragen; Natursteine im Verband setzen, Zwischenräume schließen (einschließlich Vor- und Nacharbeiten und Transport auf der Baustelle) 6 Fh/m³Quaderst. / 8 Fh/m³Bruchst. *** I 1.1.2 Natursteinmauer instandsetzen B Instandsetzungsarbeiten, z. B. ersetzen ausgebrochener Steine, etc. 6-8 Fh/m ² * I 1.1.3 Ziegelmauer herstellen C M örtel herstellen, auftragen; Ziegel im Verband setzen, Zwischenräume schließen (einschl. Vor- und Nacharbeiten) 5-6 Fh /m³ * I 1.1.4 Ziegelmauer instandsetzen C M örtel herstellen, auftragen; Ziegel im Verband setzen, Zwischenräume schließen (einschließlich Vor- und Nacharbeiten und Transport auf der Baustelle) 7 Fh /m² * I 1.1.5 M auerwerksfugen ausspitzen (Abbauhammer oder von Hand) C Fugen ausspitzen, Abbruchmaterial verladen inclusive Transport auf der Baustelle 0,5 - 1,0 Fh/m² *** I 1.1.6 M auerwerk verfugen (Naturstein, Ziegel) B Fugenmörtel herstellen, Fugen schließen 0,75- 2,50 Fh/m² *** I 1.1.7 M auerwerk verputzen - Sanierputzen C Untergrund vorbereiten, Mörtel herstellen, aufbringen (einschließ lich Vor- und Nacharbeiten und Transport auf der Baustelle) baustellenspezifisch I 1.2 Herstellung Fertigbeton- und -stahlbetonbauteilen (stationär) I 1.2.1 Schalungsarbeiten (incl. ausschalen etc.) I 1.2.1. 1 Brettschalung C Schalung herstellen und montieren, ausschalen, reinigen, (inclusive Riegel und Abstützung, Bretter ungehobelt/gehobelt, mit Dreikantleisten), inclusive Transport auf 1,5-2,0 Fh/m² * I 1.2.1. 2 Fertigschalung C Z. B. Peri-Handset montieren, ausschalen, reinigen, Abstützung herstellen, inclusive Transport auf der Baustelle 1,0-1,5 Fh/m² * I 1.2.2 Bew ehrung I 1.2.2. 1 Bewehrung herstellen (Bewehrungskorb) C Bügel und Längseisen verbinden, zwischenlagern 20-40 Fh/t (10-16er Baustahl) * I 1.2.2. 2 Bewehrung einbauen C Bewehrungskorb einbauen, anpassen, inclusive Abstandhalter baustellenspezifisch * I 1.2.3 Betonieren I 1.2.3 Betonieren (incl. abdecken, befeuchten) C Transportbeton mit Betonkübel (Kran) einbauen, verdichten,abziehen etc. 2-3 Fh/m³ ** I 1.2.4 Nachbehandlung I 1.2.4 Nachbehandlung (beschichten, hydrophobieren) C Beschichtung mit Pinsel/Rolle aufbringen (eine Lage) system abhängig I 1.3 Herstellung von Beton- und Stahlbetonbauteilen (vor Ort) Job Job Feedback Findings sheet
  • 6. <Wijzig de datum met beeldkop en voettekst> BAM Rail bv 6 Modules are the basis for improving the maintenance process Modulmatrix Summe d. Tätigkeitszeiten 180 170 3535 95 20 140 30 45 9090 45 111 1212 45 0 20 40 60 80 100 120 140 160 180 200 A B C D E F G H I K L M N O P Q Wertschöpfend Nicht Wertschöpfend Procedure: Modularisation Modulnummer Modul Modulinhaltes mitgeltende Unterlagen / Vorschriften Anzahl Mitarbeiter bzw. Maschinen, Qualifikation DIVA I u. W.- Fristen [Monat] IWEA Inspektion und Wartung Elektroenergieanlagen 50 HZ Inspektion und Wartung Elektroenergieanlagen 50 HZ 01.01.01 Netzers./ Akku Zellen, Batterie_Zellen, Elektrolytstan Prüfe Elektrolytstand des Akkumulator ggf. nachfüllen; Besichtige Zelle 954.01 954.0107 UVV 2.10 00:02:00 / Zelle Efk 2 01.01.02 Gesamtladespannung Prüfe Gesamtladespannung 954.01 954.0107 UVV 2.10 DIN VDE 0510 00:02:00 / Akku Efk 2 01.01.03 Kraftstoffleitung Prüfe Kraftstoffleitungen auf Dichtheit, Kraftstoffvorrat, Schmieröl u. Kühlwasser, Besichtige Zustand Zu-, Abluft- und Abgasführung Betriebs- und Wartungs- anleitung des Herstellers 00:06:00 / Anlage Elektrotechnisch unterwiesene Person 2 01.01.04 Anlagenprobelauf;1 Std. Führe Probelauf durch, 1 Std. gemäß Herstellerangaben Betriebs- und Wartungs- anleitung des Herstellers 00:30:00 / Anlage Elektrofachkraft; unterwiesene Person 2 01.01.06 Filter Reinige Filtereinsätze, ggf. wechseln Betriebs- und Wartungs- anleitung des Herstellers 00:12:00 / Anlage unterwiesene Person 12 01.01.07 Schmierstellen Schmiere Schmierstellen ab Betriebs- und Wartungs- anleitung des Herstellers 00:05:00 / Anlage Elektrotechnisch unterwiesene Person 6 Entwässere Abgasanlage, Prüfe Zustand Keilriemen 01.01.09 USV-Raum Reinige Netzersatzraum 954.01 954.0107 UVV 2.10 00:03:00 / m2 Elektrotechnisch unterwiesene Person 12 01.01.10 Ueberwachung Prüfe Funktion Überwachungen 954.01 954.0107 UVV 2.10 00:20:00 / Anlage Efk 12 01.01.11 Kommutator Prüfe Zustand des Kommutators bzw. Schleifringe u. der Kohlenbürsten; Kommutator bzw. Schleifringe reinigen, ggf Kohlebürsten erneuern 954.01 954.0107 UVV 2.10 00:30:00 / Anlage Efk 48 Elektrotechnisch unterwiesene Person 12 Modulzeit / Einheit in Fh / Einheit (Format:hh:mm:ss) 01.01.08 Abgasanlage Betriebs- und Wartungs- anleitung des 00:10:00 Identify modules Record modules, audit Evaluate audits Optimise modules Create module matrix Continuous improvement process Introduce modules PRIO Project
  • 7. <Wijzig de datum met beeldkop en voettekst> BAM Rail bv 7 PRIO Project Findings and problem solving catalogue • Definition of findings based on damage symptoms Sleeper broken or decomposing • Agreement of the definitions among group of experts • Setup of a coding system for sorting the findings G BN SP DWL ____ 205 • Acceptance of the coding system for the developed modules H BN SP DWL DBHM010 • Assignment of the individual modules to the findings
  • 8. <Wijzig de datum met beeldkop en voettekst> BAM Rail bv 8 PRIO Project Example of findings and problem solutions for broken or decomposing sleepers Interpretation-free feedback of findings and solutions Spoor Dwarsligger G BN SP DWL ____ 205 Dwarsligger: gescheurd, gebroken, verrot H BN SP DWL HOHE 010 Steken 1xhouten bewapende dwarsligger met dehand stuk 0034 H BN SP DWL DBHM 010 Steken 1xhouten bewapende dubbelligger met de hand stuk 0035 H BN SP DWL HOHM 010 Stekenmeerdere houtenbewapende dwarsliggers met de hand stuk 0036 H BN SP DWL MDVH 010 Steken houten bewapende dwarsliggers met eenKROL's en een MDVbak stuk 0037 H BN SP DWL BEHM 010 Steken 1xeen betonnen dwarsligger met de hand stuk 0038 H BN SP DWL BEMA 010 Steken 1xeen betonnen dwarsligger met de KROL's stuk 0039
  • 9. <Wijzig de datum met beeldkop en voettekst> BAM Rail bv 9 • Employee resource-specific layout of the schedules • Inspections and repairs are carried out separately from one another • Differrent start dates for schedules • Inspections of various items at one location are carried out separately • The maintenance strategy is independent of the line standard • Absence of capacity balancing 121110987654321 100% Months Capacities Job congestion LST:03/9 9 LST:05/99 LST:07/99 Fb:10/99 50Hz:12/9 9 LST:09/ 99 50 Hz:11/99 LST:04/99 LST:08/9 9 Fb:09/99 Unneccessary complexity creates high expenses with regard to travel and communiting times and a low utilization of employee capacities Schedule planning Starting position PRIO Project
  • 10. <Wijzig de datum met beeldkop en voettekst> BAM Rail bv 10 • Integration of employee resources at the items for Inspection and maintenance Immediate repair • Capacity balancing Harmonisation of the schedules Equal distribution of the schedules • Requirement-oriented capacity planning • Line-oriented maintenance Points :10/99 Signal 08/99 121110987654321 100% Months Capacities Capacity balancing Current situation Inspection and servicing as fixed planable activities of the maintenance PRIO Project
  • 11. <Wijzig de datum met beeldkop en voettekst> BAM Rail bv 11 Setup of interdisciplinary teams: employee approach • Employee approach 1 Chief fitter, signal service 1 Fitter, signal service 1 Fitter, track • Additional employees for safety (according to locality) • Vehicle, tools, equipment, materials VW LT 35 Tools according to content of the inspection Points, signals and level crossings Equipment Impact wrench, grinding machine, measuring equipment etc. PRIO Project
  • 12. <Wijzig de datum met beeldkop en voettekst> BAM Rail bv 12 PRIO Project Modules as basis of the planable maintenance • Analysis capacity of the infrastructure status with standardised findings report with standardised work assignments with modules • Option of analysing the effect of the activity carried out • Recording the environment of the immediate repair with modules • Derivation of further maintenance measures from accumulation of findings Inspection and servicing as basis of the maintenance
  • 13. <Wijzig de datum met beeldkop en voettekst> BAM Rail bv 13 Inspection and servicing as basis of the maintenance • Faults are actively taken into account as they occur • Batch maintenance activities can be planned on a monthly basis and provide a balanced capacity utilization • Repair work, projects, new construction, large section change and use of large machinery can be planned on an annual basis • Inspection, maintenance and small repairs can be planned as fixed Isolation of fault clearance from inspection, repair and projects PRIO/PRIMA Project Capacity 100% Time Inspection + smaller repairs Major repairs + projects Batch activities Fault clearances 80% 20%
  • 14. <Wijzig de datum met beeldkop en voettekst> BAM Rail bv 14 PRIMA Project Clear-cut planning of the inspection and maintenance • Setting up dedicated inspection teams Team 1: Points, signals and level crossings Team 2: Visual control of the tracks and points Team 3: Automatic train-stopping systems • Creation of an automatic maintenance planning • Positioning of all items to be examined • Recording of measuring values and findings for the items • Recording of fault reports • Creation of follow-on jobs for repairing Implementation of the modules and processes in an EDP system
  • 15. <Wijzig de datum met beeldkop en voettekst> BAM Rail bv 15 PRIMA Project Approach • Elaboration of the experienced current processes with all process participants Team leader Planning engineer Maintenance engineer Planner • Clarification of the difference between Push principle of the job planning Pull principle of the job planning • Analysis of the current process What goes wrong? Why does it go wrong? How can it be improved? • Improvement points as approach for the new process in the pull principle 1. 2.
  • 16. <Wijzig de datum met beeldkop en voettekst> BAM Rail bv 16 New job administration process • Monthly job packages from the system • Weekly job queue and staff assignment by the team leader • Daily planning of fault clearance and repairs • Carrying out activities in interdisciplinary teams • Standardised recording of findings and problem solving with modules • Daily feedback of the activities carried out • Automatic creation of follow-on jobs No activity without job PRIMA Project Geschäftsfeldlinie Modulnummer M odul <=Priorität Be schre ibung de s M odulinha lte s KalkulierteZeit(Fh) LeistungSOLL-Prozeß Modulzeit/Einheit(Fh) P rioritä t = > I 1 M ass iv ba u I 1.1 M a ue rw e rk he rste lle n und insta ndse tz e n I 1.1.1 N aturs teinm auer hers tellen C M örtel hers tellen, auftragen; N aturs teine im V erband s etzen, Zw isc henräum e sc hließ en (eins c hließ lich V or- und N ac harbeiten und Trans port auf der Baus telle) 6 Fh/m ³Q uaders t. / 8 Fh/m ³Bruc hs t. *** I 1.1.2 N aturs teinm auer ins tands etz en B Ins tands etz ungs arbeiten, z . B. ers etz en ausgebroc hener Steine, etc. 6-8 Fh/m ² * I 1.1.3 Ziegelm auer hers tellen C M örtel hers tellen, auftragen; Ziegel im V erband setzen, Zw isc henräum e sc hließ en (eins c hl. V or- und N ac harbeiten) 5-6 Fh /m ³ * I 1.1.4 Ziegelm auer ins tands etzen C M örtel hers tellen, auftragen; Ziegel im V erband setzen, Zw isc henräum e sc hließ en (eins c hließ lich V or- und N ac harbeiten und Trans port auf der Baus telle) 7 Fh /m ² * I 1.1.5 M auerwerk s fugen aus spitzen (A bbauham m er oder von Hand) C Fugen auss pitz en, Abbruchm aterial verladen inclus ive Trans port auf der Baus telle 0,5 - 1,0 Fh/m ² *** I 1.1.6 M auerwerk verfugen (N aturstein, Ziegel) B Fugenm örtel herstellen, Fugen s chließ en 0,75- 2,50 Fh/m ² *** I 1.1.7 M auerwerk verputz en - Sanierputz en C U ntergrund vorbereiten, M örtel herstellen, aufbringen (eins c hließ lich Vor- und N ac harbeiten und Trans port auf der Baus telle) baus tellens pez ifis c h I 1.2 H e rste llung Fe rtigbe ton- und -sta hlbe tonba ute ile n (sta tionä r) I 1.2.1 S cha lungsa rbe ite n (incl. a usscha le n e tc.) I 1.2.1. 1 B retts chalung C S chalung hers tellen und m ontieren, auss c halen, reinigen, (inc lusive Riegel und A bs tützung, B retter ungehobelt/gehobelt, m it Dreikantleis ten), inclus ive Trans port auf 1,5-2,0 Fh/m ² * I 1.2.1. 2 Fertigsc halung C Z. B. P eri-Handset m ontieren, auss c halen, reinigen, A bs tütz ung hers tellen, inc lusive Transport auf der B aus telle 1,0-1,5 Fh/m ² * I 1.2.2 B e w e hrung I 1.2.2. 1 B ew ehrung herstellen (Bewehrungs korb) C B ügel und Längs eisen verbinden, z wis c henlagern 20-40 Fh/t (10-16er Baus tahl) * I 1.2.2. 2 B ew ehrung einbauen C B ew ehrungs k orb einbauen, anpas sen, inc lusive A bs tandhalter baus tellenspez ifis c h * I 1.2.3 B e tonie re n I 1.2.3 B etonieren (inc l. abdeck en, befeuchten) C Transportbeton m it B etonk übel (Kran) einbauen, verdic hten,abz iehen etc . 2-3 Fh/m ³ ** I 1.2.4 N a chbe ha ndlung I 1.2.4 N ac hbehandlung (besc hichten, hy drophobieren) C B es c hic htung m it Pins el/Rolle aufbringen (eine Lage) s y stem abhängig I 1.3 H e rste llung von Be ton- und S ta hlbe tonba ute ile n (vor O rt) Job Job Feedback Findings sheet
  • 17. <Wijzig de datum met beeldkop en voettekst> BAM Rail bv 17 PRIMA Project Job administration with MAXIMO mobile support • Jobs are assigned by the team leader to a handheld • The handheld is synchronised daily with the system • The jobs are processed by the team Registering of measuring values for the item Recording of findings at item level Assigning of a solution to the findings Creation of a new job from solution and item Follow-on jobs can also be carried out immediately Recording of work times
  • 18. <Wijzig de datum met beeldkop en voettekst> BAM Rail bv 18 Pilot Implementation of a Pilot In Eindhoven/Boxtel • Reasons for selection of the area The modules were developed here The job administration process was set up here The items are mapped out up to 95% in the EDP system Interdisciplinary teams have already been in operation for a year Harmonisation of capacities carried out Isolation of fault clearance and inspection carried out The area is easily distinguished when compared with the old organisation • Objectives Introduction of the new job administration process Introduction of processing of jobs with handheld Reduction of costs Reduction of faults Improvement in quality and availability
  • 19. <Wijzig de datum met beeldkop en voettekst> BAM Rail bv 19 Pilot Implementation • Planning of all activities in the Maximo EDP system • Monitoring of capacities Number of hours of available personnel for special functions Work train driver Grinder Welder • Planning of track possession according to scope of the work Planning with modules Minimum time and scope of the track possession defined Application for maximum track possession time Remainder time filled in with other low priority jobs
  • 20. <Wijzig de datum met beeldkop en voettekst> BAM Rail bv 20 Pilot Results of the Pilot • Reduction of costs by more than 30 % • Reduction of influential faults by 10% • Increase in employee productivity with job control: 15% • Reduction in travel and commuting times with fine planning of the jobs • Requirements catalogue for bordering processes Logistics and warehousing Maintenance management Controlling • Requirements catalogue for organisation
  • 21. <Wijzig de datum met beeldkop en voettekst> BAM Rail bv 21 Projekt PRIMA Results • Reduction of interfaces from 13 to 6 • Reduction of the involved process participants from 17 to 4 • Integrated process with one system • Paperless handling of inspection orders • Reduction of complexity in planning processes by 50% • Reduction of administrative personnel by 50% (long dated) • 80% less failings in the order processing
  • 22. <Wijzig de datum met beeldkop en voettekst> BAM Rail bv 22 Fruther Procedure Further development at BAM Rail bv • Adjustment of organisation for supporting the new process • Roll out of the operating mode over all support points Eindhoven Rotterdam • Adjustment of bordering processes to the production process Logistics and warehousing Maintenance management Controlling
  • 23. <Wijzig de datum met beeldkop en voettekst> BAM Rail bv 23 Overview of further steps Further Procedure Organisation -Development -Implementation Roll out -Preparation -Area 1 -Area 2 Roll out: other technology -Create modules -Add items Other processes -Logistics -Maintenance management -Controlling 2003 2004 2005 Transfer to continuous improvement process