Engineering Office: Process Improvement


Engineering Office: Process Improvement

Our client is a Global Rail Designer & Manufacturer, located in the UK with multiple offices across Europe for Design and Engineering support.

Due to the size of the organisation and growth being built on a number of legacy companies and processes, the control and grip to manage Engineering had been diluted and deadlines were consistently being missed.


  • Improved output by 57% from the Engineering department – Design, Change Mgt, Mods & Documentation
  • Improved communication and stakeholder management – Production, procurement & Senior Mgt
  • identified savings of over £20m through contractor reduction


  • To achieve deadlines to support the wider business (OTIF)
  • To remove waste from systems and processes & Improve cycle times
  • Introduce visual management
  • Create a Continuous Improvement culture
  • Create a clear policy deployment, KPIs, SLAs
  • Empowerment within teams


We started by agreeing the functional responsibilities structure and completing capacity vs demand modelling for each function i.e. Driver systems, Passenger systems, etc. and then created a structure to deploy targets and measure daily output through visual management & short interval control (SIC).

We then re-designed the meeting cadence and planning to achieve tasks and deadlines by Engineer or Team.

We also purged the system for ECRs (Engineering Change Requests) and Approvals documentation.

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