Pearson international ltd
Pearson international ltd

Client: Transport Sector engaged in renovation of railway rolling stock

Illustration of innovative use of Multiple Activity Chart Technique to arrange optimal team working

Key Steps:

  • Step 1. Form a small team of local experts and support staff (including TU representative)
  • Step 2. Train the Team in the improvement methodology and the improvement tools to be applied
  • Step 3. Carryout initial analysis to better understand the areas of waste and improvement potential
  • Step 4. Summarise and prioritise, following the analysis, in order to select improvement priorities
  • Step 5. Develop improvement proposals in outline form for the main operations
    • Corrosion
    • Refit Floors, seats etc.
    • Paint
    • Others...
  • Step 6. Estimate the impact of the proposals on Work Content Time, and develop rough-cut workstation and manning arrangement
  • Step 7. Trial improvement proposals for key workstations
  • Step 8. Finalise workstation design features, Work Content Time, and manning proposals
  • Step 9. Redesign existing management and administrative / planning systemswhere appropriate
  • Step 10. Develop costs benefit summary for sign-off by the senior team


Benefits: 30% productivity improvement, more reliable/manageable downtime performance (operating consistently to the required ‘drum-beat’) simplified planning and cost estimating system.


Client Comments: 

Railcare had a contract to overhaul and refresh midlife passenger rolling stock to return it to an acceptable condition. Three 4 car trains from a fleet of 96 units were in work at a time which put the Train Operating Company under stress due to the lack of available spares to cover problems in service and routine maintenance and repairs. Pearson international were engaged to review the refurbishment activity. The approach taken was intensive, very hands on and comprehensive, involving all aspects of the operation and elements of the unionised workforce. The result was a revised process that was embraced by the factory and which delivered a substantial reduction in time-on-works shortening the overall programme by several months. The end user was delighted and a new and much more controllable standard process was established which allowed Railcare to optimise the use of their facility.”


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