Improving the performance of a locomotive components maintenance facility

This project is aligned with one of the main guidelines for growth of CVRD, which priorities excellence in managing its assets. The entire components maintenance shop structure was based on a need for service and availability of spare parts to support increased demand of the locomotive maintenance shops, a demand generated by the change in focus of these sites and increased production necessary along the transport corridors. To meet this need, new values were necessary, thus determining a new culture. This new culture transformed a Maintenance Shop into a Components Reconditioning Unit, changing the focus from 'shop' to 'factory'. To support implementation of this new culture, a working base was defined with four pillars: people/quality/time/cost. Priorities were set for each of these pillars, with the consequent use of the PDCA (Plan-Do-Check-Act) management tool. Currently, each of the pillars is in the implementation phase of the PDCA. These will be detailed in this work separated in two levels. The first PDCA includes all the cycle and have been performed in the first year, while the second PDCA has just begun.

Media Info

  • Pagination: pp. 501-506
  • Monograph Title: Rail achieving growth: CORE 2006: conference on railway engineering, 30 April-3 May 2006, Melbourne, Victoria, Australia

Subject/Index Terms

Filing Info

  • Accession Number: 01517193
  • Record Type: Publication
  • Source Agency: ARRB
  • Files: ATRI
  • Created Date: Mar 4 2014 8:12PM