A Train Building Company needed to become more efficient in their Production and Test Lines to meet major milestones that were continuously slipping. A review of these lines revealed inefficiencies and long periods of down time. By introducing a daily detailed review of these lines and embracing integration between functions the down periods were utilised and the inefficiencies were eradicated, driving the production lines to keep to their original programmes and deliver ahead of schedule.
The Train Building Company had to deliver the first 7 Train Sets to meet a major milestone in the contract. The Master Schedule for these Sets was repeatedly slipping and the latest schedule had a forecast of March 2012 for Practical Completion (PC) of the 7th Set. The Project Leadership Team received JBA direction to deliver the first 7 Sets by 19 December 2011. In order to achieve this, the site had to restructure to triple shift and work 24/7. Additionally, one Set was transferred to another site to conduct testing to alleviate the site Test Line bottle neck. A new Master Schedule was produced predicting hours to go. This plan is tracked daily to prevent any slippage and an escalation route introduced to address slippages immediately to keep to the build programme. All Function Managers were compelled to attend the daily review to address issues within their departments immediately.
JBA achieved a reduction in planned and unplanned work hours between ship 1 and ship 2 in the structures area of 40-45% as opposed to the business expectations of 25%. This reduced the production time from 7 weeks to 4 weeks bringing the milestone payment back on schedule.
JBA set up a modern, state-of-the-art control centre that coordinated our response to incidents in service, failures and provided a route to short-term mitigations and long-term solutions to prevent re-occurrence. We also for once had a real time visibility of our resources and the competence of staff.
With the assistance of JBA, we managed to resolve recurring issues, resulting in reducing financial penalties to our customers by 3.6 million year on year.
Having the knowledge of what to do should a risk occur, as opposed to losing valuable time in crisis management proved invaluable in ensuring the Program was delivered on time and to budget - a fantastic system which we will continue to use.
The results go to show that JBA achieved their project brief very successfully...Excellent communication and involvement throughout the process.
In my 35 years of working for New York City Transit, JBA are the first consultants who truly understood our business, implemented real change and delivered sustainable results.
JBA were a valuable part of 2008 Formula 1 World Championship winning team.
The railway operator set a deadline to find a solution within 3 months. The solution was identified and implemented on the fleet within 6 weeks. JBA were able to integrate technical and organisational expertise to exceed customer expectations.
History in words
Initially to provide hands-on consultancy services primarily within the rail industry, the primary clients being London Underground (LUL), Network Rail, Metro trains Melbourne, Sydney Trains, Bombardier Transportation, Metronet Rail, BVT Surface Fleet and BAE Surface Ships , where a variety of roles were undertaken from interim operation management, supply chain management, engineering management to COO and Vice President of Operations Performance.
Currently JBA are working with various Rail Organizations in the US to devise methods of consultant support to improve their business performance. JBA Change Management Corporation (North America) was set up June 2017 to establish a firm base for all contracts in the US going forward and to provide a presence in the North American market.
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