Minimizing Mistakes in service operations
Transtech is a manufacturer of rolling stock. Its brand new trams have recently arrived on the streets of Helsinki for trial use. To ensure that the trams run smoothly in daily trial use and throughout their subsequent years of use in passenger use, service operations must include systematic monitoring, customer understanding and dialogue. A key element of the service and maintenance operations for the new trams is transparency, both in terms of costs and service provision.
Providing service and maintenance for rolling stock is a highly complex operation, in which the disruption to traffic caused by maintenance must be minimized. “We have created a service programme by grouping the many thousands of individual components that require maintenance into unit-specific work cards that constitute functional entities. This helps service and maintenance personnel to get straight to the right components,” says Transtech’s Manager of information systems, Kai Hermonen
ERP system guides service operations
Providing service and maintenance for rolling stock is a highly complex operation, in which the disruption to traffic caused by maintenance must be minimized.
Customer satisfaction in the manufacturing process crystallizes in finished units of rolling stock and the key factor is ensuring that the product works effectively and reliably in day-to-day use. Service models have already been set up using Roima’s Lean System, which will make it faster to localize service work. The system also informs the user when trams need to be taken out of use to enable service procedures to be completed
From manufacturer to lifecycle service provider
Transtech utilized the product and customer data it acquired during manufacturing process to formulate a new business model that centres around providing service and maintenance operations. The tram is of a completely new type and its features are currently being tested. One vehicle is being used for testing before serial production begins.
“Lean System ensures that the correct spare parts and resources can be put to use at the correct time. Without this system and without the supplier’s support, it would not be possible for us to develop our business to this extent,” Hermonen states. “In addition, we can use Lean System anywhere, from factory work to servicing in the field.”