|Geography||Acton, London: United Kingdom|
|Background||The London Underground (also known simply as the Underground, or by its nickname the Tube) is a public rapid transit system serving London and some parts of the adjacent counties of Buckinghamshire, Essex and Hertfordshire in the United Kingdom, with 11 lines that collectively handle approximately 4.8 million passengers a day. The system has 270 stations and 250 miles (400 km) of track.
Transport For London runs a refurbishment service, based in Acton, which, at the time, employed over 500 people and is responsible for refurbishing all equipment for trains and track-side equipment for the London Underground.
|Issue||Transport for London, and the London Underground realised that they needed drastic improvement at their refurbishment site in Acton after a lack of performance resulted in unnecessary delay and misappropriation of critical repair parts and refurbishment resulting in major line downtime.
Transport for London realised that apart from an improved parts and production system, the Acton site also required a critical culture change and a development of ownership amongst its employees and management structures to make the entire process smoother and more efficient.
The business needed to implement a reliable production line that was able to process refurbishments and repairs quickly, with the right parts, with the least amount of waste, and with the smallest potential impact on the lines.
|Approach||Hardy and his team were asked to get involved. Through their extensive experience in supply chain and business transformation, they knew that many of the problems stemmed from an inherent employee culture that needed to be transformed.
The team reviewed critical pinch points in the process – from supply chain to suppliers to production lines to workloads to individual employees. By giving an increased level of responsibility and ownership to each business unit head, and running each business as an individual unit that supplied to, and received supplies from, another business unit on site.
|Results||In 4 years, the business saw profitability grow from negative profitability and increase by more than 8 times, yielding substantially more profitable results at the end of the project.
The number of days lost due to lack of parts or production line issues decreased from 105 per year down to 7, seeing the through-put of critical refurbishment working faster and smoother – ensuring minimal downtime on the lines and lack of parts / supplies.
Client service improved substantially and deliverable results and expectations exceeded.
These studies demonstrate the track record of the co-founders and directors of CFPro Ventures and were not performed under the CFPro Ventures trading entity.