Abstract
The Mechanical Testing Facility, which is a division within TT Pty (Ltd), provides component mechanical testing to other divisions tasked with implementing new components in the railway system. The records over seven years show a steady increase in the number of tests delivered late to clients. In this paper, the background to the facility is provided, which extensively details the processes and relationships between the resources involved in the process. An analysis of the root causes for the late delivery of tests shows that lack of training and ineffective management were among the most significant reasons for late delivery. Recommendations for improvement include more active accountability of all resources, enforcement of standard operating procedures, and technical training for each resource specific to their tasks. Quick wins identified to drive these improvements included the implementation of key performance indicators for each resource, improvement of storage methodologies, and agreement of standard service levels with partners.
Highlights
The material testing system (MTS) was established in 1997 with the sole purpose of providing component testing and quality assurance for all new components used in the rail system
This paper introduces a general framework to model a large collection of pickup and delivery problems, as well as a three-field classification scheme for these problems
Used jigs are stored within the Material Testing System (MTS) facility; where the form indicates the use of an existing jig, the jig is expected to be available in storage
Summary
The material testing system (MTS) was established in 1997 with the sole purpose of providing component testing and quality assurance for all new components used in the rail system. The Ishikawa diagram and SWOT analysis are tools used in solving challenges at the mechanical testing centre. Each of the divisions is able to approach external vendors for such services, the MTS provides more favourable pricing and is an accredited testing centre. The MTS has a very high staff turnover, which began in 2004 with the resignation of the previous operations manager, followed by the resignation of the engineering technician in 2005. The engineer, relatively junior, is the highest rank below the operations manager; he is responsible for coordinating the day-today activities of the facility, given that the operations manager manages the Mechanical Projects, Vehicle Dynamics, and the Rolling Stock Test and Development Centre RSTDC
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