Case Study TasRail - Visual Board

Situation / Driver:

  • The Board
  • The board was untidy
  • There were multiple boards and no methodology around what is displayed on them, who updates them etc
  • The layout of the board means there’s no flow or logic
  • KPI’s
  • Metrics (KPI’s) are not displayed to communicate “how we’re doing”
  • Accountability
  • There is an action plan on the board that has outstanding actions from 6/15; We don’t act on stuff there’s no accountability
  • Tool Box Meetings
  • Employees are disengaged and do not give much input (even when prodded) during tool box meetings; they sit with their backs to Supervisors, check their phones, read the paper
  • There is no process for feeding output from the morning Tool
  • Box meetings into the 8am Supervisors meeting
  • Each Supervisor runs the Tool Box meeting differently
  • Tool Box meetings are 90% effective for handing out tasks and 10% effective for safety shares
  • The main focus is on work tasks (VERY operational)
  • Room Layout
  • The room layout is not conductive to active participation in
  • Tool Box meetings. The guys sit at tables separately

Impact this was having:

  • If it’s not visible to us it will not get done
  • Employees appear not to be interested/not engaged
  • Variation in the way Supervisors conduct tool box meetings due to the lack of structure on the board and no agreed and consistent guidelines to provide focus
  • The guys are not aware of “how we’re doing”

The Approach undertaken:

  • Under the guidance of an External Facilitator, Gavin Brooks,
  • Peter Standaloft, Bruce Gilham and Malcolm Bygraves used the Plan-Do-Check-Act methodology to:
    - Understand the current situation, the issues and causes of the issues
    - Frame up possible solutions
    - Implement the solutions
    - Understand the difference these solutions made
    - Standardise for the future

Solutions implemented:

  • A new visual board format was developed by the Supervisors
  • Daily/weekly/monthly discussions
  • Headings across the top
  • Concern strips now used to track outstanding actions
  • A table to help us track daily tasks and accountability for them was developed
  • Graphs were developed to show us performance across key areas
  • Moved safety interaction audit plans to Supervisors Offices
  • A continuous improvement board was set up to show our progress in Lean 5S and actions for the coming month
  • The room was given a general tidy up
  • Supervisors are trying various ways to engage employees
  • including having them stand for the tool box meeting
  • Guidelines have been developed and are being implemented for the Supervisors to use to develop their skills at FACILITATING tool box meetings

Benefits Achieved:

  • The visual board is a lot tidier and orderly
  • Actions that have been outstanding for over a year are getting done
  • Actions are regularly reviewed for progress; Supervisors are more accountable
  • Supervisors are progressively facilitating the Tool Box meetings more consistently
  • The guys have more of an understanding of “how we’re doing”

Future Plans and further work required:

  • Supervisors are continuing to work on improving their skills to facilitate the Tool Box meetings
  • Supervisors are working to be more accountable and responsible for how engaged their employees are