Hitachi

We were tasked with assessing the existing documentation, processes and interaction between the teams and where required, organised dedicated one-to-one sessions to understand any issues and suggest corrective actions.

A fact-based and agnostic approach was adopted and upon completion of our investigation, a report was submitted of our findings.

This led to an ongoing piece of work to support Hitachi in several areas.

The first step was the creation of a structured process for tracking the introduction and TSA readiness of the new fleet. A 10 Stage-Gate process has been developed that gives each stakeholder clear tasks to be completed to meet key milestones. This was all tracked and reported on an interactive dashboard which provides an account of the team’s current position to the wider management team.

The dashboard also maps out and visually displays the overall timeline clearly showing the team’s current position against the pre-agreed baseline.

The second key area of support was the depot status at Etches Park where the new fleet will be operating. It was vital to understand and track the readiness of the depot to ensure the fleet’s operational readiness and maintainability for entering service. Ensuring that all activities are planned and considered, several “Day In The Life Of” (DITLO) workshops took place facilitated across both Hitachi and the customer teams. The workshops ran through key areas and actions involved in the day-to-day operation of the units on depot, and at the depot’s interface with the network, to ensure that the facilities, equipment, resources, and processes were in place to be successful.